Performance Evaluation – Proven Approaches for Improving Program and Organizational Performance

Foreword
<p>Section 1: Introduction to Evaluation</p>
<p>Chapter 1</p>
<p>Introduction to Evaluation</p>
<p>Key Points</p>
<p>Decisions, Decisions </p>
<p>A Brief Overview of Evaluation History</p>
<p>Evaluation: Purpose and Definition</p>
<p>Performance Improvement: A Conceptual Framework</p>
<p>Making Evaluation Happen:&nbsp; Ensuring Stakeholders Buy–in</p>
<p>The Evaluator: A job or a role?</p>
<p>The Relationship to Other Investigative Processes: Evaluation, Needs Assessment, and Scientific Research</p>
<p>When Does Evaluation Occur?</p>
<p>General Evaluation Orientations</p>
<p>Challenges Faced By Evaluators</p>
<p>Ensuring Commitment</p>
<p>Benefits of Evaluation</p>
<p>Basic Definitions</p>
<p>Chapter 2 Principles of Performance–Based Evaluation</p>
<p>Key Points</p>
<p>What are we seeking?</p>
<p>Principle 1: Evaluation good evaluation is based on asking the right questions</p>
<p>Evaluation Question Strings</p>
<p>Developing Questions that Guide Valid and Useful Evaluation</p>
<p>Principle 2: Evaluation of process (means) is a function of obtained results (ends)</p>
<p>Getting Ends and Means Identified and Linked</p>
<p>Principle 3: Goals and objectives of organizations should be based on valid needs</p>
<p>Principle 4: Derive valid needs using a top–down approach: rolling down from external impact and value added to the results and methods used within the organization</p>
<p>Principle 5: Every organization should aim for best that society can attain. Evaluation standards must be linked to a useful and real strategic vision</p>
<p>Principle 6: The set of evaluation questions drives the evaluation study</p>
<p>Section 2 Models of Evaluation</p>
<p>Chapter 3 Overview of Existing Evaluation Mode</p>
<p>Key Points</p>
<p>Overview of Classic Evaluation Models</p>
<p>Selected Evaluation Models</p>
<p>Which model should you select?</p>
<p>Conceptualizing a Useful Evaluation That Fits Your Situation</p>
<p>Reflection Questions</p>
<p>Chapter 4 Kirkpatrick s Four Levels of Evaluation</p>
<p>Key Points</p>
<p>Overview of the Model and Relevant Research</p>
<p>Description of Kirkpatrick s Levels</p>
<p>Criticisms of the Model</p>
<p>Strengths and limitations</p>
<p>Application Sample</p>
<p>Additional Application</p>
<p>Reflection Questions</p>
<p>Chapter 5 Phillips Return on Investment</p>
<p>Key Points</p>
<p>Overview of the Model</p>
<p>Description of Phillip s ROI Process</p>
<p>Application Example</p>
<p>Additional case applications</p>
<p>Reflection Questions</p>
<p>Chapter 6 Brinkerhoff Success Case Method</p>
<p>Key Points103</p>
<p>Overview of the Model</p>
<p>Description of the SCM Process</p>
<p>Conclusion</p>
<p>Application Example</p>
<p>Reflection Questions</p>
<p>Chapter 7 The Impact Evaluation Process</p>
<p>Key Points</p>
<p>Overview of the Model</p>
<p>A note on the nature of inquiry of the Impact Evaluation Process</p>
<p>The Impact Evaluation Process: Seven Aligned and Reiterative Steps</p>
<p>Conclusion</p>
<p>Application Example</p>
<p>Reflection Questions</p>
<p>Chapter 8 The CIPP Model</p>
<p>Key Points</p>
<p>Overview of the Model</p>
<p>Description of Stufflebeam s Four Types of Evaluation</p>
<p>Articulating Core Values of Programs and Solutions</p>
<p>Methods Used in CIPP Evaluations</p>
<p>Application Example</p>
<p>Additional case applications</p>
<p>Reflection Questions</p>
<p>Chapter 9 Evaluating Evaluations</p>
<p>Key Points</p>
<p>Can we trust Evaluation Findings?</p>
<p>Definition of Metaevaluation</p>
<p>Evaluation Standards</p>
<p>The American Evaluation Association Principles for Evaluators</p>
<p>Application Example</p>
<p>Reflection Questions</p>
<p>Section 3 Tools and Techniques of Evaluation</p>
<p>Chapter 10 Data</p>
<p>Key Points</p>
<p>Data Defined</p>
<p>Characteristics of Data</p>
<p>Defining Required Data from Performance Objectives</p>
<p>Deriving Measurable Indicators</p>
<p>Finding Data Sources</p>
<p>Chapter 11 Data Collection</p>
<p>Key Points</p>
<p>Introduction to Data Collection Methods</p>
<p>Observation Methodology and the Purpose of Measurement</p>
<p>Problems with Classic Experimental Studies in Applied Settings</p>
<p>Time Series Studies</p>
<p>Document–Centered Methods</p>
<p>Reflection Questions</p>
<p>Chapter 12 Analysis of Evaluation Data: Tools and Techniques</p>
<p>Key points</p>
<p>Methods of Qualitative Analysis</p>
<p>Analysis of Models and Patterns</p>
<p>Analysis using Structured Discussion</p>
<p>Imposing Structure on Emerging Issues</p>
<p>Relevancy</p>
<p>Controls on Structured Discussion</p>
<p>Methods of Quantitative Analysis</p>
<p>Statistics</p>
<p>Two types of statistics</p>
<p>Measures of Central Tendency</p>
<p>Measures of Dispersion (Variability)</p>
<p>Graphical Representations of Data27</p>
<p>Measures of Relationsh</p>
<p>Inferential Statistics:&nbsp; Parametric and Non–Parametric</p>
<p>Interpretation</p>
<p>Reflection Questions</p>
<p>Chapter 13 Communicating the Findings</p>
<p>Key Points</p>
<p>Recommendations</p>
<p>Considerations for Implementing Recommendations</p>
<p>Developing the Report</p>
<p>The Evaluator s Role After the Report</p>
<p>Reflection Questions</p>
<p>Section 4 Continual Improvement</p>
<p>Chapter 14 Common Errors in Evaluation</p>
<p>Errors of System Mapping</p>
<p>Errors of Logic</p>
<p>Errors of procedure</p>
<p>Reflection Questions</p>
<p>Chapter 15 Continual Improvement</p>
<p>Key Points</p>
<p>What is Continual Improvement?</p>
<p>Monitoring Performance</p>
<p>Adjusting Performance</p>
<p>The Role of Leadership</p>
<p>Reflection Questions</p>
<p>Chapter 16 Contracting for Evaluation Services</p>
<p>Key Points</p>
<p>The Nature of Contracts</p>
<p>Fixed Price</p>
<p>Cost Plus Fixed Fee</p>
<p>Time and Materials</p>
<p>Consulting Retaine</p>
<p>Contracting Controls</p>
<p>Contract Elements</p>
<p>Other Contract Clauses</p>
<p>Sample Statement of Work (SOW)</p>
<p>General Information</p>
<p>Contract Award Meeting</p>
<p>General Requirements</p>
<p>Specific Mandatory Tasks and Associated Deliverables</p>
<p>Description of Tasks and Associated Deliverables:</p>
<p>Schedule for Deliverables</p>
<p>Changes to Statement of Work</p>
<p>Reporting Requirements</p>
<p>Travel and Site Visits</p>
<p>Sellalot Corporation Responsibilities</p>
<p>Contractor Experience Requirements</p>
<p>Confidentiality and Nondisclosure</p>
<p>Chapter 17 Intelligence Gathering for Decision Making: Performance Measurement Systems</p>
<p>Key Points</p>
<p>Measures, Intelligence and Decisions</p>
<p>Performance Measurements Systems</p>
<p>Issues in Performance Measurement Systems</p>
<p>Conclusion</p>
<p>Reflection Questions</p>
<p>Chapter 18 The Future of Evaluation in Performance Improvement</p>
<p>Key Points</p>
<p>Introduction</p>
<p>Evaluation and Measurement in Performance Improvement Today</p>
<p>What Does the Future Hold?</p>
<p>Conclusion</p>
<p>References and Related Readings</p>