The client-evaluator relationship in an evaluation of a Roman Catholic religious congregation is described. The selection of the evaluator, interactive evaluation design, instrument development, elicitation of administrative and provincial support, analysis of results, and client and evaluator perspectives are discussed. (TJH)

The 12 articles (including an index) of this theme issue are devoted to documenting and critiquing the American Evaluation Association's "Guiding Principles for Evaluators," a code of ethics and standards. The development of these principles is traced, and their strengths and weaknesses are analyzed at general and specific levels. (SLD)

The user-oriented and utilization-focused evaluation design of the two-year Caribbean Agricultural Extension Project, funded by Aid to International Development, is reviewed. The evaluation scope, stakeholders, evaluation team credibility, official approval of evaluation, and confidence in the evaluation process are addressed, within a…

The client's role and the client-contractor relationship are traced through the design, implementation, and analysis of the Department of Education's High School and Beyond (HSB) survey. The Longitudinal Studies Branch is HSB's major sponsor (client), and the National Opinion Research Center (contractor) conducted the base year and follow-up…

The design and implementation of a partnership evaluation at Southeastern Louisiana University in Hammond, Louisiana, during the 1985-86 academic year are discussed. Within a conversational format, a strategy is outlined for sharing evaluation responsibilities between the client and evaluator. (TJH)

Strategies for use by clients who commission evaluation studies in the private, university, or governmental sector are outlined. Topics covered include establishing the purpose of the evaluation, assembling in-house management staff, specifying work and expertise requirements, establishing confidentiality and project control, and managing results.…

The events leading up to a controversial external evaluation in a small school district in Chicago are described from the client's viewpoint. Focus is on the community unrest and tension that shaped the evaluation contract. (TJH)

Four functions of federal project officers in managing program evaluations with support from contract research firms are described: (1) articulating evaluation requirements; (2) providing for fairness in contract awards; (3) monitoring ongoing studies; and (4) transmitting evaluation results to decision makers. (Author/PN)

An interview with the Illinois State director of research and evaluation, covers issues related to commissioning and using evaluators. Pancrazio's position is with the State Board of Education. Focus is on the preparation of research reports to facilitate decision making and policy making. (TJH)

This special issue deals with the preparation of professional evaluators. Evaluation is considered as a profession that warrants specialized training. Aspects of necessary training and descriptions of current programs are discussed. (SLD)

This theme issue discusses the misuse of evaluation. The eight articles all discuss instances in which the evaluation process or evaluation findings were misused. Misuse is usually not the result of methodological issues but rather is an issue of human relations and sometimes of political pressure. (SLD)

Explores the role of theory in strengthening causal interpretations in nonexperimental research. Evaluators must conduct theory-driven research, concentrating on "small theory," in that the focus is on the explanation of processes specific to the program being evaluated. Theory-guided treatment research must be programmatic and…

The features unique to the management of evaluation organizations that work primarily with state and local education agencies are illustrated. Issues dealt with are the contractor's mission and philosophy, organizational structure, staffing, and management controls. (Author/PN)

The functions and career paths of evaluation research managers, their duties and generic styles, and some indicators of performance quality are outlined. A better way to assess and select them in the future is proposed. (Author/PN)

The degree of control that project directors exert over the technical direction of evaluations and the selection of evaluation staff is examined, and the way in which control has grown and shrunk over the past decade is considered. (Author)