Empowerment Evaluation Strikes a Responsive Cord

2016 ◽  
Vol 8 (2) ◽  
pp. 19-25
Author(s):  
Ezio Del Gottardo ◽  
Salvatore Patera

Abstract As a result of enactment of Law 297/1999, many Italian universities could improve the opportunities in applied research, activating spin-offs and start-ups in conformity with those regulations. This is a new challenge in the universities’ mission: universities are capable (and therefore they are asked) to generate not only new knowledge and competent professional profiles, but also to make a new effort in implementing the “third mission” for promoting social innovation. Considering this background, we present a research project - a training intervention named “Participatory culture, personal branding and organisational wellness” - by Espéro Pvt, a spin-off of the University of Salento, for Geodata Engineering Ltd., located in Turin, Italy. Presented below are the theoretical framework (learning organisation, empowerment evaluation and organisational wellness) and the methodology, as well as the first results.


2004 ◽  
Vol 26 (2) ◽  
pp. 45-50
Author(s):  
Jonathan London ◽  
Melissa Chabrán

If knowledge is a form of power, then to lack knowledge is to lack power, and to build knowledge is to build power. This seemingly basic notion is at the source of diverse streams of theory and practice entitled participatory action research, community-based research, counter mapping, popular education and empowerment evaluation. It is from these historical, political and methodological headwaters that a relatively new stream of work, called youth-led action research, evaluation and planning, arises. These practices, while distinct, all represent attempts to build the power and capacity of those at the margins of society to examine, define, and ultimately shape their worlds according to their needs, visions and values. Youth-led action research, evaluation and planning expands the social critique and progressive stance towards breaking the monopolies of power/knowledge to include age-based inequities, along with (and in relationship to) inequities based on race, ethnicity, class gender, sexuality and other markers of difference.


2019 ◽  
Vol 19 (4) ◽  
pp. 204-210 ◽  
Author(s):  
Kerrie Ikin ◽  
Peter McClenaghan

In recent years, the New South Wales government education system changed the way whole-school evaluation occurs. Moving away from external school reviews when data suggested underperformance, principals are now required to develop 3-year strategic school plans and self-evaluate them in consultation with their staff, parents and students. An external validation process is then undertaken by principal peers. The internal school process presumes a stakeholder-engagement approach to school planning and evaluation. It further presumes that stakeholders are not only consulted but also feel they understand and own the plan. One school principal, realising the challenges that the new model posed for himself and his staff, engaged an evaluation team to develop and implement a process that would help his school rise to these challenges. This article describes the empowerment evaluation process that ensued. It first explains the context of the school that gave rise to empowerment over other forms of stakeholder-engagement evaluation processes. It discusses how the literature on values underpinned the conceptual framework and operational model. The article then illustrates how the process enabled the staff to engage explicitly with personal and organisational values and how a focus on these values was built into every stage of the process. Finally, the benefits as well as the challenges of this approach are described.


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