CLASSIFICATION AND MONITORING Performance Monitoring and Evaluation College

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CLASSIFICATION AND MONITORING Performance Monitoring and Evaluation College of Public and Community Service University

CLASSIFICATION AND MONITORING Performance Monitoring and Evaluation College of Public and Community Service University of Massachusetts at Boston © 2006 William Holmes 1

ASSIGNMENT 3: REQUIREMENTS • Causal assumptions regarding people and services • Theoretical basis •

ASSIGNMENT 3: REQUIREMENTS • Causal assumptions regarding people and services • Theoretical basis • Strengths and weaknesses of theoretical basis • Example of how changing causal assumption would change program • Pros and Cons of changing assumption 2

ASSIGNMENT 3 THEORETICFAL BASIS 1 • Utilitarianism • Economic Materialism (Capitalism and Marxism) •

ASSIGNMENT 3 THEORETICFAL BASIS 1 • Utilitarianism • Economic Materialism (Capitalism and Marxism) • Socialization • Symbolic Interactionism 3

ASSIGNMENT 3 THEORETICFAL BASIS 2 • • Psychoanalytic Biosocial Cognitive Psychology Systems Theory 4

ASSIGNMENT 3 THEORETICFAL BASIS 2 • • Psychoanalytic Biosocial Cognitive Psychology Systems Theory 4

ASSIGNMENT 3 STRENGTHS & WEAKNESSES 1 • • Utilitarianism—emotions and role of values Materialism—wealth,

ASSIGNMENT 3 STRENGTHS & WEAKNESSES 1 • • Utilitarianism—emotions and role of values Materialism—wealth, altruism, and religion Socialization—learning and motivation Symbolic Interactionism—physical vs. social reality 5

ASSIGNMENT 3 STRENGTHS & WEAKNESSES 2 • Psychoanalytic—individualism and society • Biosocial—biology and free

ASSIGNMENT 3 STRENGTHS & WEAKNESSES 2 • Psychoanalytic—individualism and society • Biosocial—biology and free will • Cognitive Psychology—anticipation and spontaneity • Systems Theory—interconnected units 6

ASSIGNMENT 2 PRESENTATIONS • • • Identify self Identify program and goals Summarize descriptive

ASSIGNMENT 2 PRESENTATIONS • • • Identify self Identify program and goals Summarize descriptive procedures used Discuss strengths and weaknesses Propose some improvements 7

WE CLASSIFY IN MONITORING BECAUSE IT • • • Reveals Structure Reveals Process Promotes

WE CLASSIFY IN MONITORING BECAUSE IT • • • Reveals Structure Reveals Process Promotes Effectiveness Promotes Efficiency Provides Meaningful Distinctions Aids Decisionmaking 8

LIMITATIONS OF CLASSIFYING • Meaning of categories may be unclear • Categories may be

LIMITATIONS OF CLASSIFYING • Meaning of categories may be unclear • Categories may be incomplete (not exhaustive) • Categories may overlap (not be exclusive) • Breaks between categories may be arbitrary • Differences may be continuous, rather than discrete • There may be sub-categories 9

ISSUES IN USING NATURAL CATEGORIES • Completeness—are some overlooked? • Exclusiveness—do some overlap? •

ISSUES IN USING NATURAL CATEGORIES • Completeness—are some overlooked? • Exclusiveness—do some overlap? • Consistency—are they logically consistent? • Dimensionality—are they unidimensional or multidimensional? 10

USES OF CATEGORIES FOR ASSESSING MERIT • • • Clarification of criteria for merit

USES OF CATEGORIES FOR ASSESSING MERIT • • • Clarification of criteria for merit Triage, referral, and diversion Conformance with standards Success recognition Failure assessment 11

USES OF CATEGORIES FOR IDENTIFYING BEST PRACTICES • Classifying as best practice • Forensic

USES OF CATEGORIES FOR IDENTIFYING BEST PRACTICES • Classifying as best practice • Forensic analysis of worst practices • Dissemination of successes • Discouraging for failures 12

USES OF CATEGORIES FOR OVERSIGHT AND COMPLIANCE • • Targeting prescribed categories Avoiding proscribed

USES OF CATEGORIES FOR OVERSIGHT AND COMPLIANCE • • Targeting prescribed categories Avoiding proscribed categories Simplified reporting Simplified evaluation 13

PROCEDURES FOR CREATING CATEGORIES 1 • • Inductive versus deductive procedures Expert Judgments Natural

PROCEDURES FOR CREATING CATEGORIES 1 • • Inductive versus deductive procedures Expert Judgments Natural Categories Qualitative versus quantitative procedures 14

PROCEDURES FOR CREATING CATEGORIES 2 • Choice of qualitative procedures —observation, content analysis, a

PROCEDURES FOR CREATING CATEGORIES 2 • Choice of qualitative procedures —observation, content analysis, a priori • Choice of quantitative procedures —cluster analysis, factor analysis • Choice of deductive taxonomies 15

Classification Classification Classification Classification Features and labels GreenClassification Classification Classification Classification Features and labels Green
Classification 5 3 Classification of Biodiversity Classification ClassificationClassification 5 3 Classification of Biodiversity Classification Classification
Classification of Living Things CLASSIFICATION CLASSES Classification CLASSIFICATIONClassification of Living Things CLASSIFICATION CLASSES Classification CLASSIFICATION
Monitoring Evaluation AFGHANISTAN MONITORING EVALUATION A Truthful EvaluationMonitoring Evaluation AFGHANISTAN MONITORING EVALUATION A Truthful Evaluation
DESCRIPTIVE MONITORING CONTINUED Performance Monitoring and Evaluation CollegeDESCRIPTIVE MONITORING CONTINUED Performance Monitoring and Evaluation College
MONITORING FOR DESCRIPTION Performance Monitoring and Evaluation CollegeMONITORING FOR DESCRIPTION Performance Monitoring and Evaluation College
Decentralization and Performance Evaluation Decentralization and Performance EvaluationDecentralization and Performance Evaluation Decentralization and Performance Evaluation
PAVEMENT EVALUATION Pavement evaluation Functional evaluation Structural evaluationPAVEMENT EVALUATION Pavement evaluation Functional evaluation Structural evaluation
Performance Evaluation in Hangzhou Library Performance Evaluation inPerformance Evaluation in Hangzhou Library Performance Evaluation in
Performance Evaluation MM1 Quantitative Method Performance Evaluation QuantitativePerformance Evaluation MM1 Quantitative Method Performance Evaluation Quantitative
PERFORMANCE EVALUATION WORKSHOP The Performance Evaluation Process MarkPERFORMANCE EVALUATION WORKSHOP The Performance Evaluation Process Mark
PERFORMANCE EVALUATION WORKSHOP The Performance Evaluation Process MarkPERFORMANCE EVALUATION WORKSHOP The Performance Evaluation Process Mark
Performance Evaluation Quantitative Method Performance Evaluation Quantitative MethodPerformance Evaluation Quantitative Method Performance Evaluation Quantitative Method
Monitoring Evaluation Seo Zih Siang Monitoring Evaluation InputMonitoring Evaluation Seo Zih Siang Monitoring Evaluation Input