A Practitioner Handbook on Evaluation

A Practitioner Handbook on Evaluation

Elgar original reference

Edited by Reinhard Stockmann

This comprehensive Handbook serves as an excellent reference manual providing answers to virtually every conceivable question that can arise during the planning and implementation process of an evaluation.

Chapter 1: Introduction: What do we Need Evaluation For?

Reinhard Stockmann

Subjects: economics and finance, valuation, environment, valuation, politics and public policy, public policy, social policy and sociology, comparative social policy, economics of social policy, research methods in social policy, social policy in emerging countries, sociology and sociological theory


Reinhard Stockmann PROLOGUE The port of departure was Southampton, the destination is New York. Meanwhile, the liner is a few hundred miles south-east of Newfoundland. Briskly she ploughs her way through the North Atlantic. The night is cold and moonless; the sea lies there with an unaccustomed smoothness, like some fishpond in which all the stars and the gleaming lights from the cabins and dining halls are reflected. Dinner is just being served; the mood is warm and vivacious. The name of the steamship is Titanic. She is regarded as unsinkable and is the world’s largest and most luxurious liner. She is on her maiden voyage. There are more than 2200 passengers and crew on board: on the lower decks, emigrant families with their modest possessions; up above, many of the world’s wealthiest men and women. There is no hint yet of the drama which will be set in motion by a series of overwhelming nautical errors in the hours to come. For two days now, the radio operator has been receiving regular reports from other vessels on the positions of icebergs. The meticulous records of the Fourth Officer on the chart show that, slowly but surely, the course of the vessel and the ice are moving closer together. Sixteen hours before the accident, the ice is only a little way north of the scheduled route; ten hours before, it is practically right on it. At lunch, the captain showed the relevant radio message to the chairman of the board...