An overview of how program evaluation is organized within the federal government is presented. Using examples from three federal agencies, the author shows how evaluation units are formed, defines their functions, and discusses the barriers that must be overcome to manage a federal program evaluation office effectively. (Author)

Perspectives are provided to help evaluators of health promotion programs. Eight papers present critical issues in such evaluations, including: (1) conceptual themes of program theory and context; (2) topics related to measurement, data analysis, and research design; and (3) reports of evaluation studies. (SLD)

This sourcebook presents information about three types of federal decision makers who are frequent clients of evaluation: career government executives; political appointees; and congressional staff members. Differences among these decision makers are highlighted in seven articles, with emphasis on meeting client needs and process dimensions of…

The Bureau of Evaluation, created by the Louisiana Department of Education, has established policies and procedures that ensure use of evaluation findings by both policymakers and program administrators. Information on its development, structure, mission, rationale, staffing, and operations is provided. (PN)

To enable decision makers to become more aware of the levels of confidence that can be placed in the results of particular computerized decision models, methods for establishing confidence levels are discussed. The U.S. General Accounting Office has developed criteria and review procedures for evaluating computerized policy analysis models.…

A short history of program theory in evaluation is reviewed. Two related problems in program evaluation are discussed and illustrated: (1) how to specify in measurable terms the consensus of theories and values that guides the program; and (2) how to construct a theoretical framework that specifies the use of these measurements. (Author/JAZ)

The evaluators of Push/Excel assumed that it was a systematically developed program with measurable outcomes, not a charismatically inspired movement whose effects would be hard to pin down. As a result, neither the program nor the evaluation approach used were adequately tested. (Author)

Seven articles focus on child and adolescent mental health services, highlighting major evaluation issues, considering the contribution of evaluation to improvement of these services, and describing efforts to overcome distinctive problems in these areas. Policymakers and providers of services are optimistic about the use of evaluation of program…

The assessment of the outcomes of social programs should always include estimates of the size of the effects produced. Various approaches to this problem are discussed. (Author)

Critiquing the stakeholder idea, the author states: if government chooses to take account of competing views in social program evaluation, it can get a better result if it encourages the competing views to find a voice of their own, not to speak through the government's chosen instrument. (Author/PN)

An innovative new evaluation unit in the U.S. Department of Health and Human Services is detailed. This unit, the Office of Service Delivery Assessment (SDA), regularly briefs the Secretary on the services delivered to clients at the local level. The process of the SDA is described and conclusions are offered. (Author/GK)

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)

Ten functions of program theory are reviewed: contributing to social science knowledge; assisting policymakers, discriminating between theory failure and program failure, identifying the problem and target group, providing program implementation description, uncovering unintended effects, specifying intervening variables, improving formative use…

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)

Stakeholder-based studies modify the relationship between evaluator and user, producing conflict that can cause evaluators to regress to familiar, traditional patterns that leave interactive evaluation strategies only partially implemented. (Author/PN)