Democratic evaluation is a participatory approach that promotes inclusion, dialogue, transparency and accountability. It focuses on engaging stakeholders in evaluating policies and programs. The key aspects are inclusion of all groups, dialogue to clarify views, and deliberation to reach consensus. Challenges include lack of political will, interference and resource constraints. Advantages are supporting democracy and empowering citizens through participation.
Evaluation report is the most important part of an evaluation project. Learn the various aspects that need to be included in an evaluation report. Check out our course on program evaluation by clicking into this link - https://www.udemy.com/course/program-evaluation-for-beginners/?referralCode=C8A8FB44E3313F7F3CF0
The concepts and processes on how to perform project quality management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan quality management, manage quality, and control quality.
Earned Value Management - Quantifiable project metrics for learning the current state of a project.
Examples and Value Definitions for EVM in relation to project management.
https://agile-mercurial.com
https://twentyfirstcenturyworkforce.com/
This is PMBOK Guide Executing Process Group. It includes Six Knowledge Area - Project Integration Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Procurement Management and Project Stakeholder Management - with eight processes - Direct and Manage Project work, Perform Quality Assurance, Manage Communications, Acquire Project Team, Develop Project Team, Manage Project Team, Manage Stakeholder Engagement and Conduct Procurements -.
Evaluation report is the most important part of an evaluation project. Learn the various aspects that need to be included in an evaluation report. Check out our course on program evaluation by clicking into this link - https://www.udemy.com/course/program-evaluation-for-beginners/?referralCode=C8A8FB44E3313F7F3CF0
The concepts and processes on how to perform project quality management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan quality management, manage quality, and control quality.
Earned Value Management - Quantifiable project metrics for learning the current state of a project.
Examples and Value Definitions for EVM in relation to project management.
https://agile-mercurial.com
https://twentyfirstcenturyworkforce.com/
This is PMBOK Guide Executing Process Group. It includes Six Knowledge Area - Project Integration Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Procurement Management and Project Stakeholder Management - with eight processes - Direct and Manage Project work, Perform Quality Assurance, Manage Communications, Acquire Project Team, Develop Project Team, Manage Project Team, Manage Stakeholder Engagement and Conduct Procurements -.
CHAPTER SIXTEENUnderstanding Context Evaluation and MeasuremeJinElias52
CHAPTER SIXTEEN
Understanding Context: Evaluation and Measurement in Not-for-Profit Sectors
Dale C. Brandenburg
Many individuals associated with community agencies, health care, public workforce development, and similar not-for-profit organizations view program evaluation akin to a visit to the dentist’s office. It’s painful, but at some point it cannot be avoided. A major reason for this perspective is that evaluation is seen as taking money away from program activities that perform good for others, that is, intruding on valuable resources that are intended for delivering the “real” services of the organization (Kopczynski & Pritchard, 2004). A major reason for this logic is that since there are limited funds available to serve the public good, why must a portion of program delivery be allocated to something other than serving people in need? This is not an unreasonable point and one that program managers in not-for-profits face on a continuing basis.
The focus of evaluation in not-for-profit organization has shifted in recent years from administrative data to outcome measurement, impact evaluation, and sustainability (Aspen Institute, 2000), thus a shift from short-term to long-term effects of interventions. Evaluators in the not-for-profit sector view their world as the combination of technical knowledge, communication skills, and political savvy that can make or break the utility and value of the program under consideration. Evaluation in not-for-profit settings tends to value the importance of teamwork, collaboration, and generally working together. This chapter is meant to provide a glimpse at a minor portion of the evaluation efforts that take place in the not-for-profit sector. It excludes, for example, the efforts in public education, but does provide some context for workforce development efforts.
CONTRAST OF CONTEXTS
Evaluation in not-for-profit settings tends to have different criteria for the judgment of its worth than is typically found in corporate and similar settings. Such criteria are likely to include the following:
How useful is the evaluation?
Is the evaluation feasible and practical?
Does the evaluation hold high ethical principles?
Does the evaluation measure the right things, and is it accurate?
Using criteria such as the above seems a far cry from concepts of return on investment that are of vital importance in the profit sector. Even the cause of transfer of training can sometimes be of secondary importance to assuring that the program is described accurately. Another difference is the pressure of time. Programs offered by not-for-profit organizations, such as an alcohol recovery program, take a long time to see the effects and, by the time results are viewable, the organization has moved on to the next program. Instead we often see that evaluation is relegated to measuring the countable, the numbers of people who have completed the program, rather than the life-changing impact that decreased alcohol abuse has on ...
1
Stakeholder Involvement In Evaluation Planning
Student Name
Institution Name
Course Number
Due Date
Faculty Name
Topic: Stakeholder Involvement In evaluation Planning
Stakeholders are the people that are at stake on the evaluation. They are individuals that have interest in or are impacted by evaluation and its results. I would consider involving stakeholders in health program planning. Stakeholders have the ability to provide ideas and aidin the creation of potential solutions (Ferreira,et al., 2020). In most cases stakeholders are from various backgrounds; they therefore look at issues from various perspectives.this allows opposing viewpoints to be expressed and also discussed. Engaging stakeholders from the planning stage, maximizes the chance of project success through the final execution. They may as well aid in preventing unforeseen problems (Michnej, & Zwolinski, 2018). They have a great influence on the community of animal lovers, thus it is imperative to have an advocate instead of an adversary.
I would consider facilitating stakeholder’s involvement through maintaining open communication. The stakeholders need to be updated on the organization’s core purpose. It is essential to be consistent in the messages, and use them to show employees how they fit in the plan as well as how their contributions have aided in shaping the decisions made (Smith, 2017). Individuals that know what is expected as well as how they contribute tend to be more engaged and committed in comparison to those that do not. It is essential to ensure that the stakeholders know where they fit in. engaging employees in the planning process aids in building ownership in the firm.
References
Ferreira, V., Barreira, A. P., Loures, L., Antunes, D., & Panagopoulos, T. (2020). Stakeholders’ engagement on nature-based solutions: A systematic literature review. Sustainability, 12(2), 640.
Michnej, M., & Zwoliński, T. (2018). The role and responsibility of stakeholders in the planning process of the sustainable urban mobility in the city Krakow. Transport Economics and Logistics, 80, 159-167.
Smith, P. A. (2017). Stakeholder engagement framework. Information & Security, 38, 35-45.
TOPIC: Strategies and Ethics
As the director of the local public health department, you are preparing to conduct a town hall presentation. In it you will communicate the direction of the strategic plan. Your audience will include collaborative partners (invested stakeholders) such as academicians, health professionals, state health department staff, representatives from affected communities, and representatives from nongovernmental organizations.
Recall that your Stakeholder Involvement in Evaluation Planning discussion in Unit 5 reviewed the planning and evaluation cycle (Figure 11-1 in your textbook). In addition, in that discussion you explained where in the cycle and how you would seek stakeholder involvement in evaluation planning. The town hall presentation is on ...
International Economic Policy Analysis for Africa and developing countries.pptxGeorgeKabongah2
This course provides the theoretical, historical, institutional and technical background for effective advocacy of international economic policy.
The focus is on the political economy of international trade, foreign direct investment, exchange rates, portfolio capital flows and the balance of payments, industrial policy and international labor migration.
It is not a course on economics and students are not expected to have any background in the study of economics though some economic concepts will be employed and discussed.
The social audit Toolkit provides practical guidance and insights to its users working in government departments, community organizations and civil society groups for using social audit as a tool to identify, measure, assess and report on the social performance of their organizations. This toolkit has been designed keeping in mind the views and the needs of non-specialists interested in conducting social audit. The objective of the Consultant in developing this tool-kit is to provide not only a comprehensive but also an easy-to-use tool-kit for government departments, CSOs and others.
This tool-kit comprises of introduction to the concepts, steps, the purpose and templates / forms of conducting social audit which will help in understanding the framework of social audit; describes how this curriculum is to be used in a sequential process for conducting social audit and the preparation of social audit report.
Beneficiary feedback in evaluation ukes methods workshopLeslie Groves
“Beneficiary feedback” means different things to different people. It is also under-utilised in development evaluation. There are no clear frameworks for engaging beneficiary feedback in evaluation. This has resulted in poor practice; confusion; a lack of rigour in application; lost opportunities for enhancing the quality of evaluations and insufficient attention given to ethical considerations for “beneficiaries” themselves. DFID commissioned a piece of work to develop understanding and guidance on how to improve beneficiary feedback in evaluation.
Objectives
The presentation will shed light on four frequently asked questions:
• How do we define beneficiary feedback in the context of evaluation?
• Is beneficiary feedback an approach, method or principle?
• What distinguishes beneficiary feedback from existing evaluation tools e.g. participatory evaluation?
• How do we meaningfully and ethically engage beneficiary feedback in evaluation?
Methods
This paper is based on:
• a literature review of over 100 documents;
• interviews with 36 key informants representing DFID, INGOs and evaluation consultants/consultancy firms and;
• contributions from 32 practitioners via e-distribution lists and through a blog set up for the purpose of the research.
The snowballing technique was used for data gathering and attempts were made to minimise North-North bias through posting in different forums.
Findings and Learning Points
• Beneficiary feedback is relevant to all types of evaluation design
• It is not a subset of participatory evaluation; and goes beyond data collection. It can engage both extractive and/ or participatory methods.
• There is scope to incorporate beneficiary feedback within formal evaluation quality assurance processes.
The paper outlines a structured, four step approach to beneficiary feedback in evaluation, which incorporates feedback as part of evaluation design, data collection, joint validation / analysis; and on end product / response and follow up. This will be discussed.
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ViewShift: Hassle-free Dynamic Policy Enforcement for Every Data LakeWalaa Eldin Moustafa
Dynamic policy enforcement is becoming an increasingly important topic in today’s world where data privacy and compliance is a top priority for companies, individuals, and regulators alike. In these slides, we discuss how LinkedIn implements a powerful dynamic policy enforcement engine, called ViewShift, and integrates it within its data lake. We show the query engine architecture and how catalog implementations can automatically route table resolutions to compliance-enforcing SQL views. Such views have a set of very interesting properties: (1) They are auto-generated from declarative data annotations. (2) They respect user-level consent and preferences (3) They are context-aware, encoding a different set of transformations for different use cases (4) They are portable; while the SQL logic is only implemented in one SQL dialect, it is accessible in all engines.
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Global Situational Awareness of A.I. and where its headedvikram sood
You can see the future first in San Francisco.
Over the past year, the talk of the town has shifted from $10 billion compute clusters to $100 billion clusters to trillion-dollar clusters. Every six months another zero is added to the boardroom plans. Behind the scenes, there’s a fierce scramble to secure every power contract still available for the rest of the decade, every voltage transformer that can possibly be procured. American big business is gearing up to pour trillions of dollars into a long-unseen mobilization of American industrial might. By the end of the decade, American electricity production will have grown tens of percent; from the shale fields of Pennsylvania to the solar farms of Nevada, hundreds of millions of GPUs will hum.
The AGI race has begun. We are building machines that can think and reason. By 2025/26, these machines will outpace college graduates. By the end of the decade, they will be smarter than you or I; we will have superintelligence, in the true sense of the word. Along the way, national security forces not seen in half a century will be un-leashed, and before long, The Project will be on. If we’re lucky, we’ll be in an all-out race with the CCP; if we’re unlucky, an all-out war.
Everyone is now talking about AI, but few have the faintest glimmer of what is about to hit them. Nvidia analysts still think 2024 might be close to the peak. Mainstream pundits are stuck on the wilful blindness of “it’s just predicting the next word”. They see only hype and business-as-usual; at most they entertain another internet-scale technological change.
Before long, the world will wake up. But right now, there are perhaps a few hundred people, most of them in San Francisco and the AI labs, that have situational awareness. Through whatever peculiar forces of fate, I have found myself amongst them. A few years ago, these people were derided as crazy—but they trusted the trendlines, which allowed them to correctly predict the AI advances of the past few years. Whether these people are also right about the next few years remains to be seen. But these are very smart people—the smartest people I have ever met—and they are the ones building this technology. Perhaps they will be an odd footnote in history, or perhaps they will go down in history like Szilard and Oppenheimer and Teller. If they are seeing the future even close to correctly, we are in for a wild ride.
Let me tell you what we see.
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Recently we have observed the rise of open-source Large Language Models (LLMs) that are community-driven or developed by the AI market leaders, such as Meta (Llama3), Databricks (DBRX) and Snowflake (Arctic). On the other hand, there is a growth in interest in specialized, carefully fine-tuned yet relatively small models that can efficiently assist programmers in day-to-day tasks. Finally, Retrieval-Augmented Generation (RAG) architectures have gained a lot of traction as the preferred approach for LLMs context and prompt augmentation for building conversational SQL data copilots, code copilots and chatbots.
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How can we build one?
Architecture and evaluation
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https://www.meetup.com/unstructured-data-meetup-new-york/
This meetup is for people working in unstructured data. Speakers will come present about related topics such as vector databases, LLMs, and managing data at scale. The intended audience of this group includes roles like machine learning engineers, data scientists, data engineers, software engineers, and PMs.This meetup was formerly Milvus Meetup, and is sponsored by Zilliz maintainers of Milvus.
2. Let’s Share Your Thoughts
What comes to mind when you hear democratic evaluation?
What skills should a democratic evaluator possess?
3. Contents
Introduction to Democratic Evaluation
Some Scholars that Contributed to Democratic Evaluation
Purpose/Elements of Democratic Evaluation
Key steps for Carrying out Democratic Evaluation
Challenges and Solutions for Democratic Evaluation
Advantages and Disadvantages of Democratic Evaluation
Personal Experience
Conclusion
Reflection
References
4. Democratic Evaluation
Democratic evaluation is a form of utilization focused evaluation that promotes inclusion, dialogue, deliberation,
transparency, accountability and collaboration in policy formulation and implementation. Utilization-Focused
Evaluation (UFE), developed by Michael Quinn Patton, is an approach based on the principle that an evaluation
should be judged on its usefulness to its intended users.
The opposite of Democratic evaluation is autocratic evaluation which according to MacDonald is an
evaluation approach that serves government agencies in control over the allocation of resources.
Democratic evaluation awakens the consciousness of evaluation as a political activity, one which influences the
distribution of goods and opportunities in our societies (MacDonald, 1978).
It generally focuses on inclusive practices which foster participation and collaboration. Democratic evaluation
gets the buy in of people by promoting a sense of ownership of monitoring and evaluation processes and results
through its participatory mechanism.
5. Let’s Meet Some Scholars that Contributed to Democratic
Evaluation
Ashcraft Catherine Howe Kenneth
Elster John Anders Hanberger
Shirley Chislom
Michael Quinn Patton
Barry Macdonald
6. Purpose/Elements of Democratic Evaluation
Inclusion: The principle of inclusion requires that all groups with a significant interest
‘‘stakeholders’’ are included in the evaluation of a program or policy. Inclusion can be passive or
active
Dialogue: Dialogue ranges from elucidating to critical. Elucidating dialogue involves clarifying the
views and self understandings of research participants while critical dialogue goes a step further
by subjecting these views and self-understandings to rational scrutiny.
Deliberation: The deliberative democratic approach is conceived as a method that mitigates
inequalities in power among stakeholders. Devices such as establishing minority caucuses can be
used to canvass minority opinions to better approximate freedom and equality
Accountability: Evaluation in democracy can be used to drive accountability for promises made
and policy formulation and implementation. Accountability can be accessed through Propriety,
Quality, Efficacy, Positive change and Sustainable impact
7. Democratic
Orientation
Intended
use/function
Evaluation focus Inclusion Dialogue Deliberation Evaluator’s roles
EDE for the
people
(Schumpeter)
Elite learning,
rational feedback,
accountability
Intended outputs
and outcomes,
Goal achievement
Policy and
programme makers
Not
important
Not important Expert
PDE by the people
(Pateman)
Self-learning,
Self-determination,
empowerment
People’s own
needs,
Goal development,
Steps forward
Programme
implementers,
Self-governed
citizens/clients
Very
important
Important Advocate
Facilitator
coach
DDE with the
people (Dryzek
Habermas,
Gutmann and
Thompson)
Collective learning,
Justification,
Public debate
Stakeholder’s
criteria,
Authentic
discourse,
Intended and
unintended
outcomes
All legitimate
stakeholders
Very
important
Very important Mediator
counsellor
Democratic Evaluation Orientations
Source- Anders Hanberger (2006). Evaluation of and for Democracy
8. Key steps for Carrying out Democratic Evaluation
Identify Primary Users/Beneficiaries of the Evaluation
Identify Purpose/Objective of Evaluation
Gain Commitment/buy in of Stakeholders for Evaluation
Decide on Evaluation Methods and Processes
Collect Data and Findings
Analyze and Validate Findings
Disseminate Evaluation Findings
9. Challenges and Solutions for Democratic Evaluation
Challenges
• Lack of Political will and resistance
to evaluation: Political class
sometimes see evaluators,
the ones that were not hired by
them as people who wants to
ridicule their projects.
• Political Interference in Evaluation
process: Political elites sometimes
try to interfere in evaluation to
score some political points and
unwavering support from the
people
Solutions
• Lack of Political will and resistance
to evaluation: Evaluator provides
adequate information to the
class on the importance of
evaluation, whose aim is not to
disrepute government projects, but
improve the projects and bridge
through learnings.
• Political Interference in Evaluation
process: Evaluator ensures that a
fair process is used in the evaluation
along all steps on evaluation
process.
10. Challenges and Solutions for Democratic Evaluation Contd
Challenges
• Insufficient understanding of the
evaluation function: Sometimes,
project stakeholders may not be fully
aware of the importance of evaluation
and may perceive it as an activity that
does not bring any direct development
to their community
• Limited resources and time
consumption: Limited resources and
time consumption: Democratic
evaluation can be time consuming
would require a lot of funding as a
significant number of the population
will be involved in several steps of the
Solutions
• Insufficient understanding of the
evaluation function: Evaluator provides
proper orientation to project
stakeholders on the importance of
evaluation and how it will inform
project implementation, improve
project implementation and influence
policy and programme decision
• Limited resources and time
consumption: Limited resources and
time consumption: This can be
resolved by engaging a team of
evaluators so that evaluation activities
can be carried out simultaneously.
Evaluation should also be budgeted for
11. Advantages and Disadvantages of Democratic
Evaluation
Advantages of Democratic evaluation would include supporting democratic
process through strengthening the principles of inclusion, transparency and
accountability in democracies by holding the political class accountable to
commitments. Democratic evaluation also supports the process of policy
formulation and implementation by generating substantial findings through
informed evaluation process. It contributes to policy learning and practical
knowledge generation for general public’s information needs. Democratic
evaluation also helps to empower the citizens by affected citizens benefit from
planned projects and also engaging them in evaluation process to strengthen
the programs
Advantages
Disadvantages of Democratic Evaluation would be that it is time consuming
does not give room for rapid decision making as due process must be
Inputs from a large range of stakeholders lead to a situation where different
stakeholders have conflicting decisions, this would require evaluator to be
skilled in conflict resolution and compromise setting
Disadvantage
13. Conclusion
Democratic evaluation can empower to both government and citizens by way of
strengthening and upholding democratic values while addressing issues of equity and
inclusion by engaging practitioners in dialogue and deliberation about programs and
policies. It can be used at the same time to strengthen government systems and legitimize
policies and structures through active participation of the citizens in evaluation process.
14. Reflection
What orientation of Democratic Evaluation would you prefer to lead as an
Evaluator
A) Elitist Democracy-oriented Evaluation,
B) Participatory Democracy-oriented Evaluation
C) Discursive Democracy-oriented Evaluation
15. References
Anders Hanberger (2006). Evaluation of and for Democracy, SAGE Publications (London, Thousand Oaks and
New Delhi) DOI: 10.1177/1356389006064194 Vol 12(1)
https://www.researchgate.net/publication/251753089_Evaluation_of_and_for_Democracy
Farazmand, Ali (1999) ‘The Elite Question: Toward a Normative Elite Theory of Organization’, Administration
and Society https://journals.sagepub.com/doi/10.1177/00953999922019166
Harvard Family Research Project (2005). Democratic Evaluation Approaches for Equity and Inclusion. Volume
XI, Number 3 https://archive.globalfrp.org/evaluation/the-evaluation-exchange/issue-archive/democratic-
evaluation/democratic-evaluation-approaches-for-equity-and-inclusion
Howe, R. K and Ashcraft, C. (2005). Deliberative Democratic Evaluation: Successes and Limitations of an
Evaluation of School Choicehttps://www.colorado.edu/education/sites/default/files/attached-
files/Howe&Ashcraft_Deliberative_Democratic_Evaluation.pdf
https://www.betterevaluation.org/en/plan/approach/democratic_evaluation
MacDonald, Barry (1978) ‘Democracy and Evaluation’, public address at the Universityof Alberta Faculty of
Education, 17 Oct https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.923.897&rep=rep1&type=pdf