Program Evaluation and Performance Measurement

James C. McDavid (PhD, Indiana, 1975) is a professor of Public Administration at the University of Victoria in British Columbia, Canada. He is a specialist in program evaluation, performance measurement, and organizational performance management. He has conducted extensive research and evaluations focusing on federal, state, provincial, and local governments in the United States and Canada. His published research has appeared in the American Journal of Evaluation, the Canadian Journal of Program Evaluation and New Directions for Evaluation. He is currently a member of the editorial board of the Canadian Journal of Program Evaluation and New Directions for Evaluation.In 1993, Dr. McDavid won the prestigious University of Victoria Alumni Association Teaching Award. In 1996, he won the J. E. Hodgetts Award for the best English-language article published in Canadian Public Administration. From 1990 to 1996, he was Dean of the Faculty of Human and Social Development at the University of Victoria. In 2004, he was named a Distinguished University Professor at the University of Victoria and was also Acting Director of the School of Public Administration during that year. He teaches online courses in the School of Public Administration Graduate Certificate and Diploma in Evaluation Program. Irene Huse holds a Master of Public Administration from the University of Victoria and is a PhD student in the School of Public Administration at the University of Victoria. She has worked as an evaluator and a researcher in universities and the private sector. Her research has appeared in the American Journal of Evaluation, the Canadian Journal of Program Evaluation and New Directions for Evaluation.  Laura R. L. Hawthorn holds a Master of Arts degree in Canadian history from Queen’s University in Ontario, Canada and a Master of Public Administration degree from the University of Victoria. After completing her MPA, she worked as a manager for several years in the British Columbia public service and non-profit sector before leaving to raise a family. She is currently living in Vancouver, running a small non-profit in the education field, and being mom to her two boys.

• Chapter 1: Key Concepts and Issues in Program Evaluation and Performance ManagementIntroductionPolicies and ProgramsKey Concepts in Program EvaluationExample: Evaluating a Police Body-Worn Camera Program in Rialto, CaliforniaTen Key Evaluation QuestionsThe Steps in Conducting a Program EvaluationSummaryDiscussion QuestionsReferencesChapter 2: Understanding and Applying Program Logic ModelsA Basic Logic Modeling ApproachWorking with UncertaintyProgram Objectives, and Program Alignment with Government GoalsProgram Theories and Program LogicsLogic Models that Categorize and Specify Intended Causal LinkagesConstructing a Logic Model for Program EvaluationLogic Models for Performance MeasurementStrengths and Limitations of Logic ModelsSummaryDiscussion QuestionsAppendicesReferencesChapter 3: Research Designs for Program EvaluationsIntroductionOur StanceWhat is Research Design?Why Pay Attention to Experimental Design?Using Experimental Designs to Evaluate ProgramsDefining and Working with the Four Basic Kinds of Threats to ValidityQuasi-Experimental Designs: Navigating Threats to Internal ValidityNon-Experimental DeisgnsTesting the Causal Linkages in Program Logic ModelsResearch Designs and Performance MeasurementSummaryDiscussion QuestionsAppendicesReferencesChapter 4: Measurement for Program Evaluation and Performance MonitoringIntroductionIntroducing Reliability and Validity of MeasuresUnits of Analysis and Levels of MeasurementSources of Data in Program Evaluations and Performance Measurement SystemsUsing Surveys to Estimate the Incremental Effects of ProgramsSurvey Designs Are Not Research DesignsValidity of Measures, and the Validity of Causes and EffectsSummaryDiscussion QuestionsReferencesChapter 5: Applying Quantitative Evaluation MethodsIntroductionComparing and Contrasting Different Approaches to Qualitative EvaluationsQualitative Evaluations Designs: Some BasicsDesigning and Conducting Qualitative Program EvaluationsAssessing the Credibility and Generalizability of Qualitative FindingsConnecting the Qualitative Evaluation Methods to Performance MeasurementThe Power of Case StudiesSummaryDiscussion QuestionsReferencesChapter 6: Needs Assessments for Program Development and AdjustmentIntroductionSteps in Conducting Needs AssessmentsNeeds Assessment Example: Community Health Needs Assessment in New BrunswickSummaryDiscussion QuestionsAppendicesReferencesChapter 7: Concepts and Issues in Economic EvaluationIntroductionThree Types of Economic EvaluationEconomic Evaluation in the Performance Management CycleHistorical Developments in Economic EvaluationCost-Benefit AnalysisCost-Efective AnalysisCost-Utility AnalysisCost-Benefit Analysis Example: The High/Scope Perry Preschool ProgramStrengths and Limitations of Economic EvaluationSummaryDiscussion QuestionsReferencesChapter 8: Performance Measurement as an Approach to EvaluationIntroductionThe Current Imperative to Measure PerformancePerformance Measurement for Accountability and Performance ImprovementGrowth and Evolution of Performance MeasurementMetaphors that Support and Sustain Performance MeasurementComparing Program Evaluation and Performance Measurement SystemsSummaryDiscussion QuestionsReferencesChapter 9: Design and Implementation of Performance Measurement SystemsIntroductionThe Technical/Rational View and the Political/Cultural ViewKey Steps in Designing and Implementing A Performance Measurement SystemPerformance Measurement for Public AccountabilitySummaryDiscussion QuestionsAppendix A: Organizational Logic ModelsReferencesChapter 10: Using Performance Measurement for Accountability and Performance ImprovementIntroductionUsing Performance MeasuresRebalancing Accountability-Focused Performance Measurement Systems to Increase Performance Improvement UsesWhen Performance Measurement Systems De-Emphasize Outputs and Outcomes: Performance Management Under Conditions of Chronic Fiscal RestraintSummaryDiscussion QuestionsReferencesChapter 11: Program Evaluation and Program Management: Joining Theory and PracticeIntroductionInternal Evaluation: Views from the FieldBuilding an Evaluative Culture in Organizations: An Expanded Role for EvaluatorsStriving for Objectivity in Program EvaluationsCriteria for High-Quality EvaluationsSummaryDiscussion QuestionsReferencesChapter 12: The Nature and Practice of Professional Judgement in Program EvaluationIntroductionThe Nature of the Evaluation EnterpriseEthical Foundations of Evaluation PracticeEthical Guidelines for Evaluation PracticeUnderstanding Professional JudgementImproving Professional Judgement in EvaluationThe Prospects for an Evaluation ProfessionSummaryDiscussion QuestionsAppendixReferences

"Finally, a text that successfully brings together quantitative and qualitative methods for program evaluation."