By Laura Irwin Langbein, Claire L. Felbinger

ISBN-10: 0765613662

ISBN-13: 9780765613660

ISBN-10: 0765621908

ISBN-13: 9780765621900

Can be shipped from US. Used books won't contain spouse fabrics, could have a few shelf put on, could comprise highlighting/notes, would possibly not comprise CDs or entry codes. a hundred% a reimbursement warrantly.

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Would you use different types of benchmarking standards for different performance measures? Would you use different types of standards for benchmarking agency performance and individual performance? Is benchmarking easy? 3 Reporting Performance Results: ABET’s Strategic Plan Scorecard, September 2002 Scorecard Key Majority of activities completed or ongoing Majority of activities on schedule Majority of activities pending or no activities identified ABET Strategic Goals and Objectives Goal 1: Develop and operate accreditation systems of the highest quality Objectives: Develop and provide a model structure and process for accreditation of engineering, technology, and applied science programs Implement engineering criteria 2000 Develop systems to monitor interim quality assurance Implement performance-based accreditation for engineering technology programs Develop comprehensive training and evaluation programs for evaluators and commissioners Streamline and simplify accreditation practices Goal 2: Increase participation of engineering technology and related programs in ABET accreditation Objectives: Develop an outreach program for two- and four-year degree-granting institutions Increase participation of practitioners and two-year program educators as evaluators and commissioners Goal 3: Develop a broader program in international activities Objectives: Increase international accreditation activities Expand international consultancy initiatives Establish credentialing programs Expand mutual recognition agreement initiatives Goal 4: Recognize programs that promote educational quality and innovation Objectives: Establish award and recognition programs for institutions, faculty, companies, etc.

2 Congress charged its own investigative arm, the Government Accountability Office (GAO), to ensure that agencies actually implemented GPRA. It is reasonable that agencies would turn to their own measurement experts when dealing with performance requirements. 1. GAO outlined the steps for all federal agencies in responding to GPRA. Agencies defined their missions, proposed measures for successful completion, determined how and when the data for those measures would be collected, and decided how these outcomes would be integrated into future plans.

In the early days of program evaluation, simple measurement of outcomes was considered the “job” of the evaluator. However, recently evaluators have become involved in the process by which programs, agencies, and individuals select performance indicators and determine whether the indicators’ performance match the goals and objectives of the agencies or agency subunits. This change signals that measurement and the skills of program evaluators in measurement can support the current demand for the accountability and effectiveness of public and nonprofit programs.

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Public Program Evaluation: A Statistical Guide by Laura Irwin Langbein, Claire L. Felbinger

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