Establishing performance monitoring in contract health services: An application merging the traditions of program evaluation and performance auditing - Page 221 |
Save page Remove page | Previous | 221 of 295 | Next |
|
small (250x250 max)
medium (500x500 max)
Large (1000x1000 max)
Extra Large
large ( > 500x500)
Full Resolution
All (PDF)
|
This page
All
|
Evaluation Research Society Standards: "The clients,
decision makers, and potential users of the evaluation
results should be identified and their information needs
and expectations made clear" (Rossi, 1982, p. 12). Even
though program evaluation is more inclusive of program
managers, it will not meet their needs as well as a
performance monitoring system because of the next
concern.
The second concern is a problem with both
performance auditing and program evaluations.
Performance audits and program evaluations are not
scheduled on a regular basis. A government program may
operate for many years without a formal audit or
evaluation. For this reason, program managers cannot
depend on audits or other evaluations to meet their
obligation to monitor performance. As the yellow book
notes:
Public officials are responsible for
establishing and maintaining an
effective internal control system to
ensure that appropriate goals and
objectives are met; resources are
safeguarded; laws and regulations are
followed; and reliable data are
obtained, maintained, and fairly
disclosed (pp. 1-4 and 1-5).
Epstein (1992, p. 513) notes the limitations of the
service efforts and accomplishments research of the
Governmental Accounting Standards Board in that "its
209
Object Description
Description
| Title | Establishing performance monitoring in contract health services: An application merging the traditions of program evaluation and performance auditing - Page 221 |
| Repository email | cisadmin@lib.usc.edu |
| Full text | Evaluation Research Society Standards: "The clients, decision makers, and potential users of the evaluation results should be identified and their information needs and expectations made clear" (Rossi, 1982, p. 12). Even though program evaluation is more inclusive of program managers, it will not meet their needs as well as a performance monitoring system because of the next concern. The second concern is a problem with both performance auditing and program evaluations. Performance audits and program evaluations are not scheduled on a regular basis. A government program may operate for many years without a formal audit or evaluation. For this reason, program managers cannot depend on audits or other evaluations to meet their obligation to monitor performance. As the yellow book notes: Public officials are responsible for establishing and maintaining an effective internal control system to ensure that appropriate goals and objectives are met; resources are safeguarded; laws and regulations are followed; and reliable data are obtained, maintained, and fairly disclosed (pp. 1-4 and 1-5). Epstein (1992, p. 513) notes the limitations of the service efforts and accomplishments research of the Governmental Accounting Standards Board in that "its 209 |
