Suchergebnisse

An examination of management accountability as exercised by the legislative branch of government through the US General Accounting Office (GAO) in its oversight of the executive branch. The logic & rationale of both auditing & evaluation are explicated by a review of the historical background of GAO. Differences between auditing & evaluation approaches in addressing normative questions, descriptive studies, & cause & effect studies are discussed. Finally, the contributions each auditing & evaluation approach can make to the three dimensions of managerial accountability -- fiscal or regularity, process or efficiency, & program or effectiveness accountability -- are studied to illuminate the signals each approach can send. It is suggested that management accountability can be applied by other governments to track efficiency & effectiveness. 1 Table, 14 References. V. Wagener

ABSTRACTThere is a pressing need in the United States to develop effective programs that address youth unemployment and the transition from school to work. Based on work at 47 sites in 31 states, this paper reports on a policy evaluation strategy that heavily relied on qualitative research. On‐site observers at each of these sites focused on key issues of program implementation, linkages to other agencies and organizations serving youth, and on the effectiveness of different program strategies for different target populations. The utility of qualitative analysis for in‐depth assessments of these programs is stressed.

There is a pressing need in the US for effective programs that address youth unemployment & the transition from school to work. Based on work at 47 sites in 31 states, a report is given on a policy evaluation strategy that heavily relied on qualitative research. On-site observers at these sites focused on key issues of program implementation, linkages to other agencies & organizations serving youth, & on the effectiveness of program strategies for different target populations. The utility of qualitative analysis for in-depth assessments of these programs is stressed. HA.

Over the past quarter century, European migration has changed its character from a movement of populations to one of manpower. Workers from less-developed countries have been attracted by the seemingly insatiable demand for labor in the booming economies of Western Europe. As the European Economic Community & northern European countries in general began to pursue manpower outside their boundaries, the repercussions of large-scale importation of labor began to manifest. While the boom years of the 1960s & 1970s hid much of the social debt that was accumulating, it was naive to believe that labor could be exported & imported on a rotation basis, that it would enter northern countries to take up the tasks left behind by the national workers, then leave, with a minimal impact on the countries' social, political, cultural, or economic fabric. The social costs of this migration to the sending & receiving countries have been considerable; of critical concern is how the receiving countries handle these costs. 4 Tables, 23 References. Modified AA.

Cover -- Half Title -- Title Page -- Copyright Page -- Contents -- Foreword -- Introduction: Politics and Practice of Intergovernmental Evaluation -- 1 Evaluation and Autonomy in Sweden -- 2 Evaluative Institutions in England and Wales: Weak Versions of Intergovernmental Evaluation -- 3 Evaluation in the United States: Cooperative But Not Intergovernmental -- 4 Two Cases in Intergovernmental Evaluationin Canada: "Parallel Play" and Cooperation Without Policy Consequences -- 5 Intergovernmental Evaluation of an EU-Funded Regional Development Program in Denmark -- 6 Europe and the Member States: Cooperating and Competing on Evaluation Grounds -- 7 Evaluation of the Federal Office of Environmental Protection: Across Two Levels of Government -- 8 Intergovernmental Evaluation: Patterns and Prospects -- Contributors -- Index