Search Results for: data analysis

Hi, I’m Kim Norris, Monitoring, Evaluation and Learning (MEL) Director for American Institutes for Research (AIR)’s International Development Division. Part of my role is to lead a MEL practice. As part of our initial strategy, our practice team determined to focus on localizing our work. For us this means we seek out ways to increase local partnering and leadership in and around MEL efforts – from business development to MEL direction and execution. This involves local team leadership, capacity strengthening and engagement on local terms.

Hi, I’m Kim Norris, Monitoring, Evaluation and Learning (MEL) Director for American Institutes for Research (AIR)’s International Development Division. Part of my role is to lead a MEL practice. As part of our initial strategy, our practice team determined to focus on localizing our work. For us this means we seek out ways to increase local partnering and leadership in and around MEL efforts – from business development to MEL direction and execution. This involves local team leadership, capacity strengthening and engagement on local terms.

Sometimes it is helpful to be very precise. But, in other cases, this could be irrelevant at best, and quite likely misleading. And destroy, rather than enhance, the credibility of your evaluation – and of you. Hi, I’m Burt Perrin, and I’d like to discuss what considerations such as these mean for evaluation practice.

If one is undergoing brain surgery, one would hope that this would be done with precision based upon established knowledge about how this should be done. But one can be no more precise than the underlying data permit. Yet attempting this is where too many evaluations go wrong.

Hi, I’m Kim Norris, Monitoring, Evaluation and Learning (MEL) Director for American Institutes for Research (AIR)’s International Development Division. Part of my role is to lead a MEL practice. As part of our initial strategy, our practice team determined to focus on localizing our work. For us this means we seek out ways to increase local partnering and leadership in and around MEL efforts – from business development to MEL direction and execution. This involves local team leadership, capacity strengthening and engagement on local terms.

Janelle, JoAnna, Mary, and Christiana here, evaluators from Emory Centers for Public Health Training and Technical Assistance. We had the opportunity to present a session entitled No More Crappy Surveys at last year’s AEA Summer Evaluation Institute. We are on a mission to rid the world of crappy surveys, and are here to share some of our Hot Tips and Rad Resources to do so.

If you haven’t already, check out the first and second blog posts in this series, No More Crappy Surveys – Best Practices in Survey Design for Evaluations (you can check it out here) and No More Crappy Survey Analysis – Best Practices in Survey Analysis for Evaluations (which you can read here). Today, we’ll be following up with some tips on how to report your survey findings to different audiences and tips to engage partners throughout the survey process.

We are Laura Kim (Senior Consultant at the Canopy Lab) and Brooke Hill (Senior Program Manager at Social Impact). Laura is part of the team that works on Canopy’s Inclusion and Leadership series, which explores the forces that influence who gets to advance in international development and why. Brooke is the technical lead for the BRIDGE survey and co-leads the Equity Incubator, a lab studying equity and inclusion through data.