Social Construction of Reality - Bad Request

hoped the model would provide a path for comparative data analysis, especially if it
contained a unique section designed in conjunction with the program manager. She
wanted a concrete plan for stakeholder integration- a “means by which we can do
multiple evaluations and still have them thorough[ly]” grounded by stakeholder input
(Long interview, March 18, p. 11). Finally, she hoped that the would “automatically
support our values of culture of collaboration….commitment to excellence….and
integrity of actions” (Long interview, March 18, p. 7).
Beyond the scope of this particular UFE and looking towards the future, the
superintendent anticipated several significant outcomes from a fully operational program
evaluation system. These include
1. the ability to implement the aforementioned mechanism to make informed
programming decisions, particularly relative to implementation of change
initiatives.
2. a greater understanding of the value and impact various programs have on the
ability of The School District to accomplish its stated mission, educating each
child for success.
3. increased ownership in district programming.
Her vision for program evaluation centered on transforming culture, a theme
which presented itself several ways. She believed that program evaluation is capable of
1. engendering evaluation capacity at all levels of the organization, particularly
through the construction and use of logic modeling.
2. casting off the airs of reactivity in favor of proactivity as an organizational
stance.
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