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The CIPP Evaluation Model

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Servet Altan

on 1 April 2013

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Transcript of The CIPP Evaluation Model

Context evaluation serves planning decisions.
determines what needs are to be addressed by a program and what programs already exist helps in defining objectives for the program. Daniel Stufflebeam Stufflebeam has been an influential proponent of a decision-oriented evaluation approach structured to help administrators make good decisions. Input evaluation Product evaluation Process evaluation serves implementing decisions.
Key questions:
Is the program being implemented as planned?
What changes have been made?
What barriers threaten its success?
What revisions are needed? serves recycling decisions.
Key questions:
What results were obtained?
How well were needs reduced?
What should be done with the program after it has run its course?
Should it be revised?
Expended? Discontinued? serves structuring decisions.
helps managers to select a particular strategy to implement and to resolve the problem and make decisions about how to implement it. The CIPP Evaluation Model
General steps that were proposed by Stufflebeam:
A. Focusing the Evaluation
B. Collection of Information
C. Organization of Information
D. Analysis of Information
E. Reporting of Information
F. Administration of the Evaluation What are the general steps for logical structure for designing each type of evaluation? For Stufflebeam evaluation's most important purpose is not to ________ but to ________. For Stufflebeam evaluation's most important purpose is not to prove but to improve. Key Components of the CIPP Evaluation Model and Associated Relationships with Programs Stufflebeams's wheel illustrates the impact of core values on each evaluation activity. His emphasis is practical, improving programs through improving decisions. Significant Contributions of CIPP.
Alkin and Christie, "Stufflebeam's CIPP model is one of the most well-known of those (use) theories". CIPP was instrumental in showing evaluators and program managers that they need not wait until an activity or program has run its course before evaluating it. In fact, evaluation can begin when ideas for programs are first being discussed. Another advantage of the approach is that it encourages managers and evaluators to think of evaluation as cyclical, rather than project based. Alkin (1969) developed an evaluation framework that closely paralleled some aspects of the CIPP model. Alkin's model included: systems assessment, program planning, program implementation, program improvement and program certification. Strengths and Limitations One criticism; their focus is on decisions.
If great care is not taken, the evaluator can become the "hired gun" of the manager and program establishment.
Decision-oriented evaluation approaches assume that the important decisions and the information to make them can be clearly identified in advance and that the decisions, the program and the context will remain reasonably stable while the evaluation is being conducted. Decision-Oriented Evaluation Approaches Who are the decision makers in your organization?
What information do you think they need to make the decisions?
What will influence their decisions?
Do you think an evaluation could help them in making these decision?
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