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Introducing the toolkit
Frameworks for evaluation
The place of assessment in evaluation
An overview of the evaluation process
Managing the evaluation
Costing an evaluation
Organising for an evaluation
Developing an evaluation plan
Evaluating project processes
Analysing the data
Reporting the evaluation findings
Finalising the evaluation plan
Wrapup/review to planning
Evaluating the evaluation

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6. Costing an evaluation

6.1 Identifying cost items
6.2 Establishing a budget

6.1 Identifying cost items

There are various dollar costs associated with carrying out an evaluation. These can include:

  • salaries of external consultant(s) and/or internal staff (if not funded from elsewhere)
  • wages for casuals employed for data collection, entry or analysis
  • training/staff development costs associated with data collection and analysis methods and overall evaluation strategies
  • data collection costs:
    • costs of developing or purchasing evaluation instruments
    • costs of printing (of questionnaires etc.)
    • other costs involved in carrying out the collection (e.g. hiring of recording equipment, facilities, distribution and collection of surveys etc.)
  • travel and accommodation costs
  • data processing and analysis costs (e.g. for keyboard input of data, optical scanning, purchase of statistical software packages)
  • costs of printing reports
  • miscellaneous office costs — telephone, fax, administrative support.
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6.2 Establishing a budget

A common 'rule of thumb' is to allocate around 10% of the total project budget to evaluation costs. The cost percentage may be higher for complex evaluations using a raft of data collection techniques and with a heavy reliance on outside consultants. Alternatively, the cost percentage may be lower than 10% if the evaluation is quite modest, with only internal staff involved, and if some of the overhead costs are born by the school/faculty.

Activity

You can download a Budget/Costings Worksheet [Word] for calculating your estimated costs. As you make various planning decisions you can enter their estimated costs and so monitor likely expenditure against budget.

 

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