Executive Solution Overview
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[>Criminal homework help](https://www.sweetstudy.com/fields/law-criminal)
– 2 years ago
**files (2)**
– ## week2.docx
– ## Chapter02_Lecture_Slides.pptx
**## week2.docx**
**_Your response to this discussion question must be 200 words, substantive, contain appropriate citations, and all references must be listed in APA style._**
Due 3/19/2025
1. Briefly describe a criminal justice program in your community.
2.
Discuss the mission and goals of the program, including the specific population served
3.
List three possible outcomes this program may want to incorporate and assess. Remember that outcomes should be measurable, relevant to the mission, and linked to the program's activities.
**## Chapter02_Lecture_Slides.pptx**
Copyright © 2014, Elsevier Inc. All Rights Reserved
Chapter 2
Planning a Program Evaluation
‹#›
Book Cover
Here
‹#›
1
Introduction
SARA
Scanning: Identify recurring problems and how they affect community safety
Analysis: Determine the causes of the problem
Response: Seek out, select, and implement activities to solve the problem
Assessment: Determine if the response was effective or identify new strategies
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Problem Oriented Policing
POP
Emphasizes Identifying and Analyzing Problems
Implements Solutions to Deal with the Root Causes of the Problem
Focuses on the Problem as a Long- Term Solution
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Problem Oriented Policing
Two Ways to Define a Problem
Problem for an Individual
Problem for a Group of Citizens
Basis for an Outcome Evaluation
Concerns with the Data
Resource Questions to be Addressed
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Planning an Evaluation Strategy
Evaluation Planning involves the Completing of Five Basic Steps:
Stating the Goals of the Program in Clear and Measurable Terms
Determining the Relationship between Goals and Objectives
Developing Evaluation Measures
Determining the Data to be Collected on these Measures
Determining Analysis Methods
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Stating Goals in Measurable Terms
Program Goals are based on the wishes of a particular group rather than a definite target
Evaluator Attempts to State the Goals
i.e. Percentage of crime reduction
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Goal/Objective Relationship
To achieve the goal or objective of the program in relationship to surrounding areas
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Developing Evaluation Measures
Identify the Evaluation Measures for the Program Under Consideration
Effectiveness- measures that determine the degree of success of the program in dealing with the problem at hand
Efficiency- measures should indicate how well the problem has been implemented and whether it has been implemented according to the original plan for the program
Attitudinal- measures can indicate whether the program has been successful by assessing the attitudes of the program clients
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Developing Evaluation Measures
Valid Performance Measures:
Should be Credible
Provide a Fair Indication of Program Performance
Should be Clear
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Data Collection
Determine the data necessary to perform the evaluation
The evaluator must decide if the measures are valid indicators
The Evaluator must determine the cost of obtaining data
Data must be carefully collected
“Quality Control”
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Determining Analysis Methods
The evaluator must decide between quantitative and qualitative methods
Four Strategies for Understanding the Problem that the Proposed Program Addresses:
1.Hold discussions with research clients or sponsors to obtain the clearest possible picture of their concerns.
2.Review the relevant literature on the subject.
3.Gather current information from experts and major interested parties on the issue.
4.Conduct information-gathering visits and observations to obtain a real-world sense of the context and talk with persons actively involved in the issue.
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Logic Model
Theory Informs Program Operations By:
Driving the selection of treatments.
Clarifying the description of the services provided to clients with defined needs.
Helping to determine what variables need to be measured.
Driving how one interprets a simple comparison of the outcomes of two programs to deeper analyses in terms of research on the topical area in general.
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Logic Model
Logic Model- specifies the conceptual framework of an evaluation by establishing the variables to be measured and the expected relationships between them
Help explain how the program is intended to work
“Clear Road Map”
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
The Politics of Evaluation Research
The trapped administrator is committed to the relevance and significance of the program
The experimental administrator has a decidedly broader view and is committed to the improvement of public policy rather than the promotion of a particular program
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
The Politics of Evaluation Research
The Answers Program Administrators Seek:
To Evaluate: How well is my agency performing?
To Control: How can I ensure that my subordinates are doing the right thing?
To Manage the Budget: On what programs, people, or projects should my agency spend the public’s money?
To Motivate: How can I motivate line staff, middle managers, nonprofit and for -profit collaborators, stakeholders, and citizens to do the things necessary to improve performance?
To Promote: How can I convince political superiors, legislators, stakeholders, journalists, and citizens that my agency is doing a good job?
To Celebrate: What accomplishments are worthy of the important organizational ritual of celebrating success?
To Learn: Know why a program is working or not
To Improve: What exactly should everyone do differently to improve performance?
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
The Ethics of Research
The ultimate aim is to prevent harm to research subjects while promoting a research design that will generate valid and relevant results that will help inform public policy
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
The Ethics of Research
Five Ethical Principles
Systematic Inquiry
The Competence of Evaluators
The Integrity and Honesty of Evaluators
The Respect for People
Anonymity
Confidentiality
The Full Disclosure of Potential Harm
Upholds the Evaluator’s Responsibilities for the General and Public Welfare
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Ethics and Social Relationships in Evaluation Research
Distinguish between an evaluator and a consultant
The evaluator must maintain an independent and objective stance but may be called upon to offer advice about program operations as it is designed, implemented, and becomes operational
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Ethics and Social Relationships in Evaluation Research
Research Contract Can Lead to Several Misinterpretations and Ethical Difficulties
A contract often clouds the issue of who owns the research work and results
Uncertainty of the findings can affect the program administrator
Evaluator must maintain both independence and objectivity
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
## image1.png
## image2.png
## image3.png
**## Chapter02_Lecture_Slides.pptx**
Copyright © 2014, Elsevier Inc. All Rights Reserved
Chapter 2
Planning a Program Evaluation
‹#›
Book Cover
Here
‹#›
1
Introduction
SARA
Scanning: Identify recurring problems and how they affect community safety
Analysis: Determine the causes of the problem
Response: Seek out, select, and implement activities to solve the problem
Assessment: Determine if the response was effective or identify new strategies
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Problem Oriented Policing
POP
Emphasizes Identifying and Analyzing Problems
Implements Solutions to Deal with the Root Causes of the Problem
Focuses on the Problem as a Long- Term Solution
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Problem Oriented Policing
Two Ways to Define a Problem
Problem for an Individual
Problem for a Group of Citizens
Basis for an Outcome Evaluation
Concerns with the Data
Resource Questions to be Addressed
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Planning an Evaluation Strategy
Evaluation Planning involves the Completing of Five Basic Steps:
Stating the Goals of the Program in Clear and Measurable Terms
Determining the Relationship between Goals and Objectives
Developing Evaluation Measures
Determining the Data to be Collected on these Measures
Determining Analysis Methods
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Stating Goals in Measurable Terms
Program Goals are based on the wishes of a particular group rather than a definite target
Evaluator Attempts to State the Goals
i.e. Percentage of crime reduction
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Goal/Objective Relationship
To achieve the goal or objective of the program in relationship to surrounding areas
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Developing Evaluation Measures
Identify the Evaluation Measures for the Program Under Consideration
Effectiveness- measures that determine the degree of success of the program in dealing with the problem at hand
Efficiency- measures should indicate how well the problem has been implemented and whether it has been implemented according to the original plan for the program
Attitudinal- measures can indicate whether the program has been successful by assessing the attitudes of the program clients
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Developing Evaluation Measures
Valid Performance Measures:
Should be Credible
Provide a Fair Indication of Program Performance
Should be Clear
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Data Collection
Determine the data necessary to perform the evaluation
The evaluator must decide if the measures are valid indicators
The Evaluator must determine the cost of obtaining data
Data must be carefully collected
“Quality Control”
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Determining Analysis Methods
The evaluator must decide between quantitative and qualitative methods
Four Strategies for Understanding the Problem that the Proposed Program Addresses:
1.Hold discussions with research clients or sponsors to obtain the clearest possible picture of their concerns.
2.Review the relevant literature on the subject.
3.Gather current information from experts and major interested parties on the issue.
4.Conduct information-gathering visits and observations to obtain a real-world sense of the context and talk with persons actively involved in the issue.
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Logic Model
Theory Informs Program Operations By:
Driving the selection of treatments.
Clarifying the description of the services provided to clients with defined needs.
Helping to determine what variables need to be measured.
Driving how one interprets a simple comparison of the outcomes of two programs to deeper analyses in terms of research on the topical area in general.
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Logic Model
Logic Model- specifies the conceptual framework of an evaluation by establishing the variables to be measured and the expected relationships between them
Help explain how the program is intended to work
“Clear Road Map”
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
The Politics of Evaluation Research
The trapped administrator is committed to the relevance and significance of the program
The experimental administrator has a decidedly broader view and is committed to the improvement of public policy rather than the promotion of a particular program
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
The Politics of Evaluation Research
The Answers Program Administrators Seek:
To Evaluate: How well is my agency performing?
To Control: How can I ensure that my subordinates are doing the right thing?
To Manage the Budget: On what programs, people, or projects should my agency spend the public’s money?
To Motivate: How can I motivate line staff, middle managers, nonprofit and for -profit collaborators, stakeholders, and citizens to do the things necessary to improve performance?
To Promote: How can I convince political superiors, legislators, stakeholders, journalists, and citizens that my agency is doing a good job?
To Celebrate: What accomplishments are worthy of the important organizational ritual of celebrating success?
To Learn: Know why a program is working or not
To Improve: What exactly should everyone do differently to improve performance?
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
The Ethics of Research
The ultimate aim is to prevent harm to research subjects while promoting a research design that will generate valid and relevant results that will help inform public policy
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
The Ethics of Research
Five Ethical Principles
Systematic Inquiry
The Competence of Evaluators
The Integrity and Honesty of Evaluators
The Respect for People
Anonymity
Confidentiality
The Full Disclosure of Potential Harm
Upholds the Evaluator’s Responsibilities for the General and Public Welfare
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Ethics and Social Relationships in Evaluation Research
Distinguish between an evaluator and a consultant
The evaluator must maintain an independent and objective stance but may be called upon to offer advice about program operations as it is designed, implemented, and becomes operational
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Ethics and Social Relationships in Evaluation Research
Research Contract Can Lead to Several Misinterpretations and Ethical Difficulties
A contract often clouds the issue of who owns the research work and results
Uncertainty of the findings can affect the program administrator
Evaluator must maintain both independence and objectivity
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
## image1.png
## image2.png
## image3.png
**## week2.docx**
**_Your response to this discussion question must be 200 words, substantive, contain appropriate citations, and all references must be listed in APA style._**
Due 3/19/2025
1. Briefly describe a criminal justice program in your community.
2.
Discuss the mission and goals of the program, including the specific population served
3.
List three possible outcomes this program may want to incorporate and assess. Remember that outcomes should be measurable, relevant to the mission, and linked to the program's activities.
**## Chapter02_Lecture_Slides.pptx**
Copyright © 2014, Elsevier Inc. All Rights Reserved
Chapter 2
Planning a Program Evaluation
‹#›
Book Cover
Here
‹#›
1
Introduction
SARA
Scanning: Identify recurring problems and how they affect community safety
Analysis: Determine the causes of the problem
Response: Seek out, select, and implement activities to solve the problem
Assessment: Determine if the response was effective or identify new strategies
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Problem Oriented Policing
POP
Emphasizes Identifying and Analyzing Problems
Implements Solutions to Deal with the Root Causes of the Problem
Focuses on the Problem as a Long- Term Solution
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Problem Oriented Policing
Two Ways to Define a Problem
Problem for an Individual
Problem for a Group of Citizens
Basis for an Outcome Evaluation
Concerns with the Data
Resource Questions to be Addressed
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Planning an Evaluation Strategy
Evaluation Planning involves the Completing of Five Basic Steps:
Stating the Goals of the Program in Clear and Measurable Terms
Determining the Relationship between Goals and Objectives
Developing Evaluation Measures
Determining the Data to be Collected on these Measures
Determining Analysis Methods
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Stating Goals in Measurable Terms
Program Goals are based on the wishes of a particular group rather than a definite target
Evaluator Attempts to State the Goals
i.e. Percentage of crime reduction
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Goal/Objective Relationship
To achieve the goal or objective of the program in relationship to surrounding areas
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Developing Evaluation Measures
Identify the Evaluation Measures for the Program Under Consideration
Effectiveness- measures that determine the degree of success of the program in dealing with the problem at hand
Efficiency- measures should indicate how well the problem has been implemented and whether it has been implemented according to the original plan for the program
Attitudinal- measures can indicate whether the program has been successful by assessing the attitudes of the program clients
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Developing Evaluation Measures
Valid Performance Measures:
Should be Credible
Provide a Fair Indication of Program Performance
Should be Clear
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Data Collection
Determine the data necessary to perform the evaluation
The evaluator must decide if the measures are valid indicators
The Evaluator must determine the cost of obtaining data
Data must be carefully collected
“Quality Control”
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Determining Analysis Methods
The evaluator must decide between quantitative and qualitative methods
Four Strategies for Understanding the Problem that the Proposed Program Addresses:
1.Hold discussions with research clients or sponsors to obtain the clearest possible picture of their concerns.
2.Review the relevant literature on the subject.
3.Gather current information from experts and major interested parties on the issue.
4.Conduct information-gathering visits and observations to obtain a real-world sense of the context and talk with persons actively involved in the issue.
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Logic Model
Theory Informs Program Operations By:
Driving the selection of treatments.
Clarifying the description of the services provided to clients with defined needs.
Helping to determine what variables need to be measured.
Driving how one interprets a simple comparison of the outcomes of two programs to deeper analyses in terms of research on the topical area in general.
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Logic Model
Logic Model- specifies the conceptual framework of an evaluation by establishing the variables to be measured and the expected relationships between them
Help explain how the program is intended to work
“Clear Road Map”
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
The Politics of Evaluation Research
The trapped administrator is committed to the relevance and significance of the program
The experimental administrator has a decidedly broader view and is committed to the improvement of public policy rather than the promotion of a particular program
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
The Politics of Evaluation Research
The Answers Program Administrators Seek:
To Evaluate: How well is my agency performing?
To Control: How can I ensure that my subordinates are doing the right thing?
To Manage the Budget: On what programs, people, or projects should my agency spend the public’s money?
To Motivate: How can I motivate line staff, middle managers, nonprofit and for -profit collaborators, stakeholders, and citizens to do the things necessary to improve performance?
To Promote: How can I convince political superiors, legislators, stakeholders, journalists, and citizens that my agency is doing a good job?
To Celebrate: What accomplishments are worthy of the important organizational ritual of celebrating success?
To Learn: Know why a program is working or not
To Improve: What exactly should everyone do differently to improve performance?
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
The Ethics of Research
The ultimate aim is to prevent harm to research subjects while promoting a research design that will generate valid and relevant results that will help inform public policy
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
The Ethics of Research
Five Ethical Principles
Systematic Inquiry
The Competence of Evaluators
The Integrity and Honesty of Evaluators
The Respect for People
Anonymity
Confidentiality
The Full Disclosure of Potential Harm
Upholds the Evaluator’s Responsibilities for the General and Public Welfare
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Ethics and Social Relationships in Evaluation Research
Distinguish between an evaluator and a consultant
The evaluator must maintain an independent and objective stance but may be called upon to offer advice about program operations as it is designed, implemented, and becomes operational
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Ethics and Social Relationships in Evaluation Research
Research Contract Can Lead to Several Misinterpretations and Ethical Difficulties
A contract often clouds the issue of who owns the research work and results
Uncertainty of the findings can affect the program administrator
Evaluator must maintain both independence and objectivity
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
## image1.png
## image2.png
## image3.png
**## week2.docx**
**_Your response to this discussion question must be 200 words, substantive, contain appropriate citations, and all references must be listed in APA style._**
Due 3/19/2025
1. Briefly describe a criminal justice program in your community.
2.
Discuss the mission and goals of the program, including the specific population served
3.
List three possible outcomes this program may want to incorporate and assess. Remember that outcomes should be measurable, relevant to the mission, and linked to the program's activities.
**## Chapter02_Lecture_Slides.pptx**
Copyright © 2014, Elsevier Inc. All Rights Reserved
Chapter 2
Planning a Program Evaluation
‹#›
Book Cover
Here
‹#›
1
Introduction
SARA
Scanning: Identify recurring problems and how they affect community safety
Analysis: Determine the causes of the problem
Response: Seek out, select, and implement activities to solve the problem
Assessment: Determine if the response was effective or identify new strategies
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Problem Oriented Policing
POP
Emphasizes Identifying and Analyzing Problems
Implements Solutions to Deal with the Root Causes of the Problem
Focuses on the Problem as a Long- Term Solution
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Problem Oriented Policing
Two Ways to Define a Problem
Problem for an Individual
Problem for a Group of Citizens
Basis for an Outcome Evaluation
Concerns with the Data
Resource Questions to be Addressed
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Planning an Evaluation Strategy
Evaluation Planning involves the Completing of Five Basic Steps:
Stating the Goals of the Program in Clear and Measurable Terms
Determining the Relationship between Goals and Objectives
Developing Evaluation Measures
Determining the Data to be Collected on these Measures
Determining Analysis Methods
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Stating Goals in Measurable Terms
Program Goals are based on the wishes of a particular group rather than a definite target
Evaluator Attempts to State the Goals
i.e. Percentage of crime reduction
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Goal/Objective Relationship
To achieve the goal or objective of the program in relationship to surrounding areas
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Developing Evaluation Measures
Identify the Evaluation Measures for the Program Under Consideration
Effectiveness- measures that determine the degree of success of the program in dealing with the problem at hand
Efficiency- measures should indicate how well the problem has been implemented and whether it has been implemented according to the original plan for the program
Attitudinal- measures can indicate whether the program has been successful by assessing the attitudes of the program clients
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Developing Evaluation Measures
Valid Performance Measures:
Should be Credible
Provide a Fair Indication of Program Performance
Should be Clear
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Data Collection
Determine the data necessary to perform the evaluation
The evaluator must decide if the measures are valid indicators
The Evaluator must determine the cost of obtaining data
Data must be carefully collected
“Quality Control”
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Determining Analysis Methods
The evaluator must decide between quantitative and qualitative methods
Four Strategies for Understanding the Problem that the Proposed Program Addresses:
1.Hold discussions with research clients or sponsors to obtain the clearest possible picture of their concerns.
2.Review the relevant literature on the subject.
3.Gather current information from experts and major interested parties on the issue.
4.Conduct information-gathering visits and observations to obtain a real-world sense of the context and talk with persons actively involved in the issue.
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Logic Model
Theory Informs Program Operations By:
Driving the selection of treatments.
Clarifying the description of the services provided to clients with defined needs.
Helping to determine what variables need to be measured.
Driving how one interprets a simple comparison of the outcomes of two programs to deeper analyses in terms of research on the topical area in general.
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Logic Model
Logic Model- specifies the conceptual framework of an evaluation by establishing the variables to be measured and the expected relationships between them
Help explain how the program is intended to work
“Clear Road Map”
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
The Politics of Evaluation Research
The trapped administrator is committed to the relevance and significance of the program
The experimental administrator has a decidedly broader view and is committed to the improvement of public policy rather than the promotion of a particular program
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
The Politics of Evaluation Research
The Answers Program Administrators Seek:
To Evaluate: How well is my agency performing?
To Control: How can I ensure that my subordinates are doing the right thing?
To Manage the Budget: On what programs, people, or projects should my agency spend the public’s money?
To Motivate: How can I motivate line staff, middle managers, nonprofit and for -profit collaborators, stakeholders, and citizens to do the things necessary to improve performance?
To Promote: How can I convince political superiors, legislators, stakeholders, journalists, and citizens that my agency is doing a good job?
To Celebrate: What accomplishments are worthy of the important organizational ritual of celebrating success?
To Learn: Know why a program is working or not
To Improve: What exactly should everyone do differently to improve performance?
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
The Ethics of Research
The ultimate aim is to prevent harm to research subjects while promoting a research design that will generate valid and relevant results that will help inform public policy
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
The Ethics of Research
Five Ethical Principles
Systematic Inquiry
The Competence of Evaluators
The Integrity and Honesty of Evaluators
The Respect for People
Anonymity
Confidentiality
The Full Disclosure of Potential Harm
Upholds the Evaluator’s Responsibilities for the General and Public Welfare
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Ethics and Social Relationships in Evaluation Research
Distinguish between an evaluator and a consultant
The evaluator must maintain an independent and objective stance but may be called upon to offer advice about program operations as it is designed, implemented, and becomes operational
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
Ethics and Social Relationships in Evaluation Research
Research Contract Can Lead to Several Misinterpretations and Ethical Difficulties
A contract often clouds the issue of who owns the research work and results
Uncertainty of the findings can affect the program administrator
Evaluator must maintain both independence and objectivity
Copyright © 2014, Elsevier Inc. All Rights Reserved
‹#›
## image1.png
## image2.png
## image3.png