Non-profits experience unique challenges related to the implementation of new evaluations systems that depend on a host of factors, including organizational mission, size, structure and resources.  Although the idea of normalizing evaluation practice may seem daunting at times, emerging research has identified strategies for evaluation capacity building that can be applied to non-profit settings.  Here you will find a few key insights from this research. 1)      Consider the motivation for implementing a new evaluation system In order to build capacity for evaluation, it is important to begin with a clear, shared understanding of the factors motiving interest in evaluation systems and what the expected outcomes of implementation are.  Motivations may be internally-driven (e.g. change in leadership, desire to seek new funding, and perceived lack of internal evaluation and skills) or external (e.g. accountability requirements).  Once motivation is established, it is important to establish consensus about what specific changes evaluation systems will lead to in order to move the implementation process forward. 2)      Balance stakeholder interests When considering new evaluation systems, give attention to how different stakeholders might be impacted by such systems.  Gather continuous feedback from stakeholders regarding which questions they find most pertinent and think about how different evaluation strategies answer those questions.  After identifying sources of stakeholder demand, negotiate evaluation purpose and associated methods, standards, and procedures. 3)      Understand your organizational context Every organization has a unique hierarchy, culture, and mode of operation that can influence the choice of an evaluation system.  Consider not only how particular evaluation strategies resonate with your organization’s programs, but how those strategies will impact people in various organizational roles.  Identify individuals within your organization who are willing to act as evaluation “champions” and foster appropriate linkages between multiple organizational levels and roles.  Evaluation systems are never “one size fits all”, so it is important to consider the guidelines mentioned here when contemplating how to go about building the capacity to implement a new system.  Finally, flexibility is key.  It is unlikely that any one model will fully fit the circumstances of your organization, so don’t be afraid to alter established evaluation systems to make them more context-appropriate. Here are a few checklists from Western Michigan University that will help you to facilitate discussion on this topic: