Current through Register Vol. 46, No. 39, September 25, 2024
(a) In conducting its advisory, evaluation
and reporting activities, the New York State advisory council is supported by
the Office for Program Analysis and Evaluation in the State Education
Department. The Office for Program Analysis and Evaluation serves as support
staff for the Executive Deputy Commissioner of Education by conducting
evaluation activities in the areas of policy planning, policy analysis, and
program evaluation. The office's program evaluation function is executed by the
Bureau for Program Planning and Evaluation. Major efforts have been made over
the past two years by that bureau to develop and implement a model for the
evaluation of department programs. Results of program evaluations conducted by
the bureau are reported directly to the executive deputy commissioner. It is in
the context of this program evaluation function that the Bureau for Program
Planning and Evaluation works with the State advisory council in conducting an
evaluation of the title IV of the Elementary and Secondary Education Act
program.
(b) The organizational
pattern described above places the title IV of the Elementary and Secondary
Education Act evaluators from the Office for Program Analysis and Evaluation
(Bureau for Program Planning and Evaluation) in a unique position to assist the
council in monitoring and evaluating implementation of the title IV of the
Elementary and Secondary Education Act program. While individual advisory
council members are encouraged to conduct assessments of the title IV of the
Elementary and Secondary Education Act program on their own, it is recognized
that they cannot commit the amount of time and effort necessary to obtain a
comprehensive understanding of the title IV of the Elementary and Secondary
Education Act program. In assisting the council in their evaluation, the title
IV of the Elementary and Secondary Education Act evaluators will be able to
observe the program on a day-to-day, week-to-week basis without having direct
responsibility for the administration of the program. This allows the
evaluators to retain their objectivity while still being knowledgeable of the
intricacies of the program. In addition, the credibility of the evaluation
findings is increased because the evaluators are viewed by both council members
and program administrators as knowledgeable about program operations. This
increased level of credibility should result in greater utilization of
evaluation data by the advisory council in making decisions on program policy
and by program administrators in modifying program operations.
(c) During the past two Federal fiscal years
(fiscal year 1976 and fiscal year 1977) the Office for Program Analysis and
Evaluation in the State Education Department has assisted the New York State
advisory council in conducting its advisory, evaluation and reporting
activities. In both of these years, the State advisory council's evaluation of
title IV of the Elementary and Secondary Education Act has focused on the
management processes employed in the program. For example, under part B,
evaluators have assessed the extent to which LEA part B applications reflect
contemporary standards of planning and evaluation for the purpose of improving
State guidelines, forms, and instructions as well as technical assistance given
to LEA's. In addition, the evaluators worked with part B program administrators
in developing instruments for the collection of monitoring and evaluation
information on projects. Under part C, evaluators collected and analyzed data
on technical assistance given to local school districts. In addition,
evaluators worked with program administrators in devising a system for
reviewing competitive project proposals submitted under part C. Joint efforts
between the evaluators and program administrators have also resulted in the
development of a series of instruments to be used for monitoring the
implementation of part C projects.
(d) The emphasis on evaluating management
processes under title IV of the Elementary and Secondary Education Act was
necessitated by the fact that local district projects were only in the early
stages of implementation during fiscal year 1976 (i.e. preparing project plans
and beginning implementation of the plans). During fiscal year 1977 most local
projects under parts B and C have been implemented. Procedures for monitoring
both B and C projects have been established and implemented. Therefore,
evaluation work in fiscal year 1978 will focus on the results of project
implementation. Emphasis will be placed on evaluating the outcomes of projects
and the progress being made in following New York State strategies for part B
and part C. The next two sections of this evaluation plan will present the
implications of this outcome orientation for evaluation of part B and part
C.
(e) Part B--Evaluation strategy.
(1) As indicated in the fiscal year 1977
program plan, the State advisory council has viewed its part B evaluation
strategy as a cumulative strategy; i.e. generalizations on the impact of part B
projects in the State can be made only after reviewing data from a number of
project years. Since part B is an acquisitions program, the first project year
in a district is often spent obtaining materials and infusing these materials
into the library, guidance program or the curriculum in a subject area. At the
end of the initial project year, librarians, counselors or teachers may have
actually used materials with students for only a few months. It is extremely
difficult to attribute changes in student behavior to materials which have been
used for such a short period of time. Therefore, a cumulative strategy in which
data is gathered on a project over time will begin to give the council greater
insights into the impact of IV-B programs on target populations. Implementation
of the part B evaluation strategy for fiscal year 1978 will complete the
four-phase cumulative approach for the fiscal year 1976 and fiscal year 1977
projects.
(2) The part B evaluation
strategy for fiscal year 1978 is designed to complete phases three and four of
the strategy outlined in the fiscal year 1977 plan for projects funded with
fiscal year 1976 funds and fiscal year 1977 funds (see diagram below). For
projects supported with fiscal year 1976 funds, phases one and two have been
completed for a sample of districts. The data collection instruments for phases
three and four have been developed for use on-site by representatives of the
IV-B program office. Evaluation work in fiscal year 1978 will concentrate on
conducting analyses with data gathered on project implementation and impact for
fiscal year 1976 projects.
(3) In
terms of projects funded with fiscal year 1977 monies, phases one and two are
being conducted in spring 1977 (see fiscal year 1977 program plan). Phases
three and four will be completed in spring 1978 after projects have been
implemented. Prior to collecting data on fiscal year 1977 projects, revisions
will be made in the data collection instruments based on experience with the
fiscal year 1976 projects. Analysis of the data on project implementation and
impact for fiscal year 1977 projects will also be conducted in spring
1978.
(4) The emphasis on
evaluating the outcomes of part B projects will be continued for the projects
funded with fiscal year 1978 money. The four-phase strategy will be modified
for these projects by dropping phase 2--planning quality study--from the
evaluation design. Work on the financial impact study will be conducted for
fiscal year 1978 projects in spring 1978. Phases three and four which deal with
project monitoring and evaluation will be implemented in spring 1979. The
specific objectives and activities of phases three and four for fiscal year
1978 projects will be included in the fiscal year 1979 program plan since these
activities will be conducted during that fiscal year.
(f) Phase 1--Financial impact study. The
objective of phase 1 is to determine the impact of part B funding under the
current New York State formula on existing LEA expenditures (from State and
local sources) in areas eligible for funding under the purposes of part B.
Information regarding the increase in expenditures (impact) attributed to part
B will be used by the advisory council in considering possible adjustments to
the part B distribution formula. In addition, the impact of alternative local
school district expenditure strategies (i.e. how local districts decide to
spend their part B money such as concentrating the funds on one of the part B
purposes or on one target group) will be documented. This information will be
useful in determining how to maximize the financial impact of part B
monies.
(g) Phase 2--Planning
quality study.
(1) The objective of phase 2
is to assess the extent to which LEA part B applications reflect contemporary
standards of planning and evaluation. The planning quality study focuses on
whether LEA's identify their needs, develop programs which are coordinate with
those needs and use part B funds to meet those needs. The study is mainly
directed at determining the validity of the premise of the part B program that
LEA's are best aware of their needs in the areas eligible for funding and
therefore should be given complete discretion in determining how to spend the
funds. The results of the study may result in the advisory council's
recommending changes in the part B legislation or regulations. In addition, the
results of the study, combined with information on local district expenditure
strategies, can be correlated with results of phases 3 and 4 of the evaluation
plan. Essentially the question is whether local school districts that plan
programs in a certain way and expend funds in a certain manner are more likely
to implement programs which have greater educational impact on
students.
(2) Finally, the results
of the planning quality study will assist title IV of the Elementary and
Secondary Education Act evaluators and the part B program administrators in
identifying local districts with some capability in evaluation. These districts
would then serve as prototype districts for developing a reasonable set of
evaluation requirements for local districts under the part B program.
(h) Phase 3--Collection of data on
part B project implementation. The objective of phase 3 is to determine if a
district's ability to implement part B projects is related to how money is
spent and how well programs are planned. Title IV of The Elementary and
Secondary Education Act evaluators and part B program administrators have
jointly determined the criteria by which project implementation will be
assessed. Data collection instruments will be used to secure necessary
information. The results of these efforts will be reviewed for the sample
districts in terms of results from phases 1 and 2 of the evaluation.
(i) Phase 4--Collection of data on impact of
part B projects in LEA's. The objective of phase 4 is to determine if districts
who are more successful in achieving part B objectives employ higher quality
planning and use money differently than districts who are less successful in
achieving part B objectives. Again, the title IV of the Elementary and
Secondary Education Act evaluators and the title IV-B program office have
determined the criteria for measuring project success and the process for
collecting empirical data relating quality of planning to project impact. The
ultimate aim of phase 4 is to identify factors associated with successful part
B projects so program managers at the State and local levels can attempt to put
these factors into place. Information from phase 4 activities will also serve
as a major input into the advisory council's annual evaluation report to USOE
on the overall impact of the title IV-B program.
(j) Part C--Evaluation strategy.
(1) Similar to the evaluation strategy for
part B, the strategy for part C in fiscal year 1976 and fiscal year 1977
focused on the management processes of the program. In those fiscal years, a
three-phase evaluation strategy was implemented which was designed to evaluate
IV-C projects at three points-- initial review and approval of projects,
monitoring of project implementation and evaluation of effectiveness of
projects. As a result of cooperative efforts between the evaluators and the
IV-C program office criteria and procedures for project review and approval
were established, procedures and data collection instruments for project
monitoring were developed and designs for evaluating project effectiveness were
devised. The evaluation strategy for fiscal year 1978 will emphasize evaluating
the progress being made by IV-C projects in each of the State priority areas in
fulfilling the transferring success strategy of the program.
(2) The fiscal year 1978 part C evaluation
strategy will assess projects in each of the three grant types--developer,
validation and demonstration both in terms of the effectiveness of the
individual project and in relation to the progress that project has made in
fulfilling the IV-C program strategy.
(i)
Developer grants.
(a) Developer grants are
awarded to LEA's for the development of new programs aimed at meeting needs
common to many school districts in the State. Developer grants are multi-year;
funded on a year-by-year basis with a project generally operating for three
years as a developer. Three different levels of evaluation will be addressed
for developer grants under the fiscal year 1978 evaluation strategy.
(b) The first level of evaluation is judging
the effectiveness of the IV-C project for the LEA. Effectiveness will be judged
based on the degree of implementation of project activities and achievement of
project objectives as planned in the project proposal. The source of
information on implementation of project activities will be progress reports
and follow-up site visits. The source of information on achievement of project
objectives will be the annual evaluation report which is based on the proposed
evaluation design. Project effectiveness will be assessed at the end of each
project year for developer grants. The project effectiveness evaluation will be
used in conjunction with the proposal for project continuation to determine
whether or not a developer project will be funded for an additional
year.
(c) The second level of
evaluation for developer grants is assessing the impact of the project on the
target population. Impact of the project will be judged in terms of changes in
the behavior of target populations (e.g. gains in student achievement, changes
in teacher performance, dollar savings attributed to the project). The source
of this information on project impact is the annual evaluation report of the
project. However, information on project impact will probably not be available
at the end of the initial year of the project. Project impact evaluation will
occur at the end of the second year of the project (these data will be used in
making decisions on continuing to fund the project) and at the end of the third
and final year of the project (these data will be used as an input to making
decisions on validating the project).
(d) The third level of evaluation of
developer grants is assessing the progress of that project in moving to the
succeeding phases of the IV-C transferring success strategy. For each priority
area, the percentage of projects being validated can be calculated. In
addition, the cost-effectiveness of developer grants in each priority area can
be determined by calculating the total investment of Federal (and possibly
local) funds and comparing that investment to the number of projects receiving
validation and eventually becoming demonstrators (e.g. cost/validation and
cost/demonstration).
(ii) Validation grants.
(a) Validation grants are given to LEA's to
cover costs necessary for gathering data on an already existing program that is
of high quality, but where there is not enough hard data for validation.
Validation grants are designed to cover costs for only one year, after which a
district is expected to submit its project for validation.
(b) The evaluation strategy for validation
grants combines the project effectiveness level discussed under developer
grants with assessing the progress of the project in moving to the next phase
of the IV-C transferring success strategy. In terms of validation grants, the
proof of project effectiveness is the project's ability to be validated. A
validation grant was originally given to the LEA because it provided evidence
that it did not have sufficient information to enable the project to be
validated. Therefore, effective use of the funds should result in a project
being validated. As was the case for developer grants, the cost-effectiveness
of validation grants can be measured for a priority area based on the total
investment of Federal (and probably local) funds per project being validated
(cost/validation) and eventually becoming a demonstrator
(cost/demonstration).
(iii) Demonstration grants.
(a) Demonstration grants are given to
districts with State and/or nationally validated programs to enable them to
inform, assist and train potential adopters. Demonstration funds are granted on
a year-to-year basis with a typical project operating for two years. Three
different levels of evaluation will be addressed for demonstration grants under
the fiscal year 1978 evaluation strategy.
(b) The first level of evaluation is a
process evaluation of demonstration activities leading to approval of contracts
with replicators. These demonstration activities include sending out first and
second level awareness materials, contacting replicators through workshops and
on-site visitations, selection of replicators and the formulation of a contract
between the demonstrator and replicator for services which is subject to the
approval of the State Education Department. The source of information for the
process evaluation will be the demonstrator's progress report which documents
implementation of the above activities. In addition, the costs (Federal and
local) of the demonstration activities will be calculated enabling evaluators
to determine the cost per replication contract.
(c) The second level of evaluation for
demonstration grants is also a process evaluation, but focuses on demonstration
activities leading to installation of the exemplary project in the replicating
district. These demonstration activities include training staff from the
replicator district, providing assistance and advice to staff from the
replicating district and providing any other follow-up information or
consultation requested by the replicating district once the project has been
installed in the district. The sources of information for the second level of
evaluation will be the demonstrator's progress report, the annual evaluation
report of demonstrators and possibly a progress report from
replicators.
(d) The third level of
evaluation for demonstration grants is based on the actual adoption/adaption of
IV-C projects. Adoption/adaption will be measured in three ways. The first
measure of adoption/adaption deals with quantity. For this measure the number
of districts implementing replications will be calculated. In addition, the
number of pupils served by districts replicating exemplary programs will be
determined. The quantity measures will be aggregated by priority area. The
sources of information for the quantity measure will be the demonstrator's
progress reports, the annual evaluation report of demonstrators as well as
similar documents from replicators.
(e) Another measure of adoption/adaption
deals with quality of the adoption/adaption. Quality will be assessed in terms
of whether the key elements of the exemplary project are in place in the
replicating district. The demonstrator will be asked to specify the key
elements of the exemplary project which should be present in replicating
districts. The source of information to assess quality of the adoption/adaption
will be on-site visits to a sample of replicator districts.
(f) The third measure of adoption/adaption
will address the results of adoption/adaption. Results will be addressed in
terms of whether the replicating district has in fact achieved results with
target populations (e.g. student achievement, changes in behavior of teachers,
dollar savings) comparable to the demonstrating district. The source of
information for the results measure will be the evaluation report from the
replicator.
(g) All three of the
measures comprising the third level of evaluation for demonstration grants can
be compared to cost figures as a means of conducting cost-effectiveness
analysis. Therefore, cost-effectiveness for demonstration grants will be based
on cost/quantity or number of replications, cost/quality or number of
replications containing certain key elements of the original project and
cost/results achieved by demonstrators.
(k) Part C--Strengthening
evaluation.
(1) At the December 1976 meeting
of the State advisory council, the committee on evaluation reviewed the
evaluation reports from the title IV-C strengthening projects for inclusion in
the title IV of the Elementary and Secondary Education Act annual report for
fiscal year 1976. The committee expressed a need to improve the process for
assessing the effectiveness of strengthening projects. Projects operating in
fiscal year 1976 were required to complete a self-evaluation report presenting
the achievements and accomplishments of the project in that year. This strategy
was also planned for fiscal year 1977. While members of the committee found the
self-evaluation reports to be informative, many members expressed a need to
review some of the more than 25 strengthening projects in depth. The evaluation
strategy for strengthening projects in fiscal year 1978 will include both the
self-evaluation mechanism completed by project managers and in-depth
evaluations of a limited number of projects conducted by staff from the Office
of Program Analysis and Evaluation.
(2) During fiscal year 1978, the State
advisory council will establish a set of priority projects for in-depth
evaluation. These priorities will be reviewed by the Executive Deputy
Commissioner of Education who will make the final decision on which projects
will be evaluated during the fiscal year. The number of evaluations will depend
on available staff resources. The in-depth evaluations will be conducted using
an evaluation model developed by the Office of Program Analysis and Evaluation
for reviewing Education Department programs. The evaluation model was developed
during 1974 and 1975. The first version of the model was field-tested in early
1975 and revised in May 1975. The model has subsequently been used in 1975 and
1976 to review programs in the State Education Department.
(3) The evaluation model is designed to
evaluate both the managerial quality and the effectiveness of programs in the
Education Department. Since most department programs do not directly serve
clients (i.e. students) the examination of client outcomes would only have
limited utility with respect to the operation of programs that do not directly
serve the clients. Consequently, the model places heavy emphasis on reviewing a
program from the point of whether or not the elements of good management can be
found. These elements have been specified by the department and consist of such
things as:
(i) a well-defined program
direction including specification of client needs, objectives for clients,
conditions required for clients to realize the objectives and activities that
the program will undertake to establish the conditions;
(ii) consensus of staff concerning program
direction;
(iii) evaluation which
assesses the extent of activity implementation, condition establishment and the
realization of objectives for clients.
