Under the provisions of Title IX Evaluation, the Director is authorized to do the following: (a) measure and evaluate the impact of poverty-related programs authorized under the Community Services Act and other Acts in order to determine their effectiveness, their impact on related programs and their structure and mechanisms for the delivery of services; (b) develop and publish general standards for the evaluation of program and project effectiveness in achieving the objectives of the Community Services Act; (c) arrange to obtain the views of persons served by CSA programs and projects; and (d) publish the results of evaluation research and summaries of program and project evaluations within ninety days of their completion, including copies for the appropriate committees of the Congress. With respect to (d) above, the extent to which the standards of effectiveness are being met shall be considered in determining whether to renew or supplement financial assistance to grantees. Explanation CSA conducts three types of evaluations defined as follows: Type I Evaluations under this category provide Type II Type III These are evaluations of individual Short-term policy studies; development of training and technical assistance modals in support of evaluation; and analyzing compatibility between agency information systems (routine data collection) and evaluation objectives would appear in a category of "other evaluations". 1977 Accomplishments During 1977, CSA concentrated its efforts on re-establishing its evaluation capability under the reorganization plan. Two national program strategy evaluations were funded in 1977: community food and nutrition - $300,000, and emergency energy conservation services - $367,000. Also, planning had begun in 1977 for a national impact evaluation of the community economic development program. Regional offices redirected their efforts toward conducting program efficiency evaluations, using on-site teams composed of agency staff. The standards of effectiveness were reviewed and steps were taken to develop cost-effective performance criteria. Training was provided. to grantee organizations in self-evaluation and information reporting. 1978 Plan Under the Type I category, CSA plans to undertake a major impact evaluation in 1978 of the community economic development program following a plan-versus-performance assessment, which is presently ongoing, of community development corporations. By the end of 1978, CSA plans to have initiated Type II evaluations of its major national emphasis programs including the senior opportunities and services program and State economic opportunities and offices program. Already under way in 1978 is an evaluation of the rural housing program funded at $200,000. In 1978, CSA will publish a guidance manual advising grantees on how to develop work program goals consistent with standards of effectiveness. By the end of 1978, there should be in place agency staff instructions specifying Type III evaluation procedures and instruments, as well as additional guidance on the conduct of these evaluations. It is anticipated that many grantees will have beer evaluated using these new approaches by the end of 1978. 1979 Request In addition to continuing all of the efforts begun in 1978, CSA, will initiate in 1979 impact evaluation of six major programs with emphasis on community action agencies and research and demonstrations. The principal objective of Type 11 evaluation in 1979 will be to focus on service to particular target populations, such as Native Americans, and migrants and seasonal farm-workers. In 1979, Type III evaluation will be performed on one-third of CSA's grantees, that is, 294 community action agencies, 134 limited purpose agencies, 17 State economic opportunity offices, and 13 community development corporations. 1/ Includes $31,883,000 General Program Administration and $1,500,000 Community Economic Development. Program Administration. 2/ Includes $32,700,000 General Program Administration and $1,300,000 Community Economic Development Program Administration. Purpose Program administration includes salaries, benefits and all other expenses of Federal personnel who administer programs operated by the Community Services Administration. Explanation The CSA organization includes both Washington headquarters and ten regional offices. The headquarters is primarily responsible for planning and direction of all CSA programs. Regional offices are responsible for monitoring Community Action grantees in accordance with policies, guidelines, and standards established by headquarters. 1977-78 Accomplishments In 1977, several new procedures, staff instructions and regulations stressing improved management practices and higher standards of performance in the administration of program activities were implemented. There were three important factors for the needed corrective actions taken. First, the new Administration's renewed commitment to the Nation's poor and their needs in the late 1970s and 1980s. Secondly, the review and assessment of the Agency's operation by the new CSA leadership team, and thirdly, the issuance in 1977 of the House Government Operations Committee's Report "Major Reforms Needed in the Community Services Administration." Reorganization of the Agency was a major concern in 1977. Although the Office of Management and Budget approved a proposed organization chart in 1976, it was determined that further clarification was necessary to reflect, from a management standpoint, the priorities of the new Administration. An evaluation and review was performed of the existing structure and functions of the Headquarters and regional offices components of CSA. The evaluation resulted in a reorganization of the Washington office and is now structurally in place. A detailed reorganization of regional offices is underway and will be completed in the early spring of 1978. At the end of 1977, CSA had a total of 941 permanent employees on the rolls, 375 of which were assigned to headquarters office and 566 employees located throughout the ten CSA regional offices. The permanent position ceiling assigned to CSA at the end of 1979 is 1,015. The current reorganization plan calls for 378 positions in headquarters and 637 in the regions. The additional 71 positions in the regions will provide additional field representatives and efforts will be directed towards increasing grantee monitoring, training and technical assistance, and evaluation capabilities. Prior to arriving at a final organization chart, a detailed assessment process was made in 1977 which included evaluations through personal interviews with every employee in the regional offices and most headquarters offices. Throughout 1977, and continuing in 1978, the Agency has coordinated its reorganization efforts with the Civil Service Commission. The Commission has been of invaluable assistance to the Agency with its guidance and expertise in molding an organization structure to be efficient in performing the duties and mission of CSA, while at the same time holding down to a minimum actions that may be adverse to individuals. In attaining the goal of increased employee standards of performance, a new series of training programs were developed in 1977 and continued in 1978. Programs for CSA field representatives were designed to ensure that they are well-equipped to do the job in a correct manner. Also similar training programs for CSA supervisors in the area of labor-management relations were designed and several |