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  • Feasibility

    Feasibility refers to ensuring that an evaluation can be realistically and effectively implemented, considering factors such as practicality, resource use, and responsiveness to the programme's context, including factors such as culture and
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  • Inclusion of diverse perspectives

    Inclusion of diverse perspectives requires attention to ensure that marginalised people and communities are adequately engaged in the evaluation.
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  • Independence

    Independence can include organisational independence, where an evaluator or evaluation team can independently set a work plan and finalise reports without undue interference, and behavioural independence, where evaluators can conduct and re
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  • Evaluation accountability

    Evaluation accountability relates to processes in place to ensure the evaluation is carried out transparently and to a high-quality standard.
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  • Transferability

    Transferability involves presenting findings in a way that they can be applied in other contexts or settings, considering the local culture and context to enhance the utility and reach of evaluation insights.
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  • Utility

    Utility standards are intended to increase the extent to which program stakeholders find evaluation processes and products valuable in meeting their needs.
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  • Professionalism

    Professionalism within evaluation is largely understood in terms of high levels of competence and ethical practice.
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  • Propriety

    Propriety refers to ensuring that an evaluation will be conducted legally, ethically, and with due regard for the welfare of those involved in it and those affected by its results.
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  • Systematic inquiry

    Systematic inquiry involves thorough, methodical, contextually relevant and empirical inquiry into evaluation questions. Systematic inquiry is one of the guiding principles of the American Evaluation Association:
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  • Transparency

    Transparency refers to the evaluation processes and conclusions being able to be scrutinised.
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  • Ethical practice

    Ethical practice in evaluation can be understood in terms of designing and conducting an evaluation to minimise any potential for harm and to maximise the value of the evaluation.
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  • Accuracy

    Accuracy refers to the correctness of the evidence and conclusions in an evaluation. It may have an implication of precision.
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  • Accessibility

    Accessibility of evaluation products includes consideration of the format and access options for reports, including plain language, inclusive print design, material in multiple languages, and material in alternative formats (such as online,
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  • Competence

    Competence refers to ensuring that the evaluation team has or can draw on the skills, knowledge and experience needed to undertake the evaluation.
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  • Bias reduction

    Bias reduction involves identifying possible sources of bias and taking steps to reduce it. This is one way of improving the validity of an evaluation. Types of bias include,
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  • Validation workshop

    A validation workshop is a meeting that brings together evaluators and key stakeholders to review an evaluation's findings.
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  • Ethical guidelines

    Ethical guidelines are designed to guide ethical behaviour and decision-making throughout evaluation practice.
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  • Human rights and gender equality

    Human rights and gender equality refer to the extent to which an evaluation adequately addresses human rights and gender in its design, conduct, and reporting.
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  • Strengthening national evaluation capacities

    Strengthening national evaluation capacities refers to the ways in which an evaluation can have broader value beyond a single evaluation report by increasing national capacities.
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  • Validity

    Validity refers to the extent to which evaluation findings are correct.
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  • Respect for people

    Respect for people during an evaluation requires those engaged in an evaluation to respect the security, dignity, and self-worth of respondents, program participants, clients, and other evaluation stakeholders.
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  • Causal mapping

    ​Causal mapping helps make sense of the causal claims (about "what causes what") that people make in interviews, conversations, and documents.
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  • Asset mapping

    Asset mapping is a process of identifying existing assets within a community, organisation or network. It complements the "deficit focus" of needs analysis.
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  • Needs analysis

    A needs analysis identifies the current needs of an individual, organisation, or community. Four different types of need were identified by a classic paper by Bradshaw in 1972:
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  • Process tracing

    Process tracing is a case-based and theory-driven method for causal inference that applies specific types of tests to assess the strength of evidence for concluding that an intervention has contributed to changes that have been observed or
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  • Power analysis

    A power analysis identifies the main types of power in a system of interest.
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  • Upfront evaluation design

    An upfront evaluation design is done before or near the beginning of the evaluation and then implemented as designed or as revised at the end of the inception period.
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  • Commissioner-led evaluation design

    The organisation commissioning an evaluation develops an evaluation design as part of setting out the terms of reference for the evaluation.
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  • Joint evaluation design

    A collaboration is involved in designing the evaluation, which might involve an implementing agency, an evaluation team and/or a community working together.
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  • Iterative evaluation design

    An iterative evaluation design involves setting out an initial overall evaluation design or process at the beginning of the evaluation.
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  • Single evaluation approach design

    The evaluation design is based on selecting a single existing evaluation model or approach and using it for an evaluation.
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  • Evaluator-led evaluation design

    An evaluation team develops an evaluation design in response to an evaluation brief which sets out the purposes of the evaluation.
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