By Joseph S. Wholey, Harry P. Hatry, Kathryn E. Newcomer
The second one version of instruction manual of useful software review bargains managers, analysts, experts, and educators in govt, nonprofit, and personal associations a necessary source that outlines effective and low-cost tools for assessing application effects and picking how one can enhance application performance. The instruction manual has been completely revised. Many new chapters were ready for this version, together with chapters on good judgment modeling and on overview purposes for small nonprofit organizations. The guide of useful application assessment is a complete source on assessment, masking either in-depth software reviews and function monitoring. It provides assessment equipment that might be priceless in any respect degrees of presidency and in nonprofit agencies.
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Extra resources for Handbook of Practical Program Evaluation (Essential Texts for Nonprofit and Public Leadership and Mana)
A. in urban and regional planning from George Washington University. PHILIP W. WIRTZ is professor of management science and psychology at the George Washington University. He has taught graduate-level research methods and statistics for over twenty years, is coauthor of the Adolescent Drinking Inventory instrument for identifying adolescents at long-term risk for alcohol problems, and is the author of numerous articles on substance abuse detection and prevention. He served as a methodological expert on a number of governmental review boards and recently served as a statistical consultant on the ten-year Project MATCH study for the National Institute on Alcohol Abuse and Alcoholism.
Qxd 4/14/04 8:15 PM Page 11 Using Logic Models 11 ment and measurement of how the program is being implemented to allow for improvement. One of the uses of the logic model that should not be overlooked is communication. The process of developing a logic model brings people together to build a shared understanding of the program and program performance. The model also helps to communicate the program to those outside the program in a concise and compelling way and helps program staff to gain a common understanding of how the program works and their responsibilities to make it work.
Customers—this feature had been dealt with implicitly in logic models until Montague added the concept of Reach to the performance framework. He speaks of the 3Rs of performance: resources, people reached, and results (Montague 1994, 1997). The relationship between resources and results cannot happen without people—the customers served and the partners who work with the program to enable actions that will lead to results. Placing customers, the users or receivers of a product or service, explicitly in the middle of the chain of logic helps program staff and stakeholders better think through and explain what leads to what and what population groups the program intends to serve.