Annual IMPACT report 2017: A report by the IMPACT data collection and analysis team

This is the 2017 annual report of Instruction Matters: Purdue Academic Course Transformation (IMPACT). IMPACT was created in 2010, and is a large collaborative initiative on the Purdue West Lafayette campus involving multiple key partners across campus including the Office of the Provost, Center for Instructional Excellence (CIE), Information Technologies at Purdue (ITaP), Purdue Libraries, the Evaluation and Learning Research Center (ELRC), and Digital Education. IMPACT works with instructors to redesign large enrollment, foundational courses with the aim of engaging students more fully in their learning and creating a more student-centered environment, with the expectation that this will improve student success

Annual IMPACT Report 2014: A report by the IMPACT Data Collection and Analysis Team, Executive Summary

This is an annual report of Instruction Matters: Purdue Academic Course Transformation (IMPACT). IMPACT was created in 2010, and is a large collaborative initiative on the Purdue West Lafayette campus involving multiple key partners across campus including the Office of the Provost, Center for Instructional Excellence (CIE), Information Technologies at Purdue (ITaP), Purdue Libraries, the Discovery Learning Research Center (DLRC), and Purdue Extended Campus (PEC). IMPACT works with instructors to redesign large enrollment, foundational courses with the aim of engaging students more fully in their learning and creating a more student-centered environment, with the expectation that this will improve student success

Annual IMPACT Report 2016: A report by the IMPACT Data Collection and Analysis Team

This is the 2016 annual report of Instruction Matters: Purdue Academic Course Transformation (IMPACT). IMPACT was created in 2010, and is a large collaborative initiative on the Purdue West Lafayette campus involving multiple key partners across campus including the Office of the Provost, Center for Instructional Excellence (CIE), Information Technologies at Purdue (ITaP), Purdue Libraries, the Discovery Learning & Research Center (DLRC), and Digital Education. IMPACT works with instructors to redesign large enrollment, foundational courses with the aim of engaging students more fully in their learning and creating a more student-centered environment, with the expectation that this will improve student success

Impact Assessment and Evaluation Group (IAEG) : 1996 Progress Report

The report briefly reviews the IAEG charter, its broad strategy, the progress it has made during its 10 months of operation and an outline of its workplan. This report complements the verbal presentation made at ICW96

Report of the Task Force on Impact Assessment

Report to MTM95 of a Task Force on Impact Assessment established by the Public Awareness and Resource Mobilization Committee (PARC). This document presents the conclusions of the Task Force to the CGIAR. It draws on the outcome of a workshop organized by the Task Force and held immediately prior to MTM95. Documentation on the workshop is contained in other records.The Task Force endorsed a systemwide impact assessment group to formulate and carry out an ongoing process of impact assessment and performance evaluation for public awareness purposes. Preliminary consideration was given to means of assuring the proposed group's credibility, objectivity, and independence, as well as defining its functions, governance, and relations to the CGIAR as a whole. Agenda document, CGIAR Mid Term Meeting, May 1995

Impact Assessment in the CGIAR

Interim commentary and working conclusions of a Task Force on Impact Assessment established by the Public Awareness and Resource Mobilization Committee (PARC). This document was prepared following two meetings of the Task Force, as an input to a workshop it organized on the eve of MTM95.The report provides a summary overview of the need for Systemwide impact assessment, and then comments on five topics: what the IARCs were currently doing; what impacts should be assessed and at what levels; how impact assessment was linked to public awareness and resource mobilization; what systematic process should be developed; and what type of mechanism would best served the needs of the CGIAR for impact assessment. On the last question, the conclusion was that a hierarchy of mechanisms would be needed, and the main burden of impact assessment should remain with the IARCs

Comments of the Impact Assessment and Evaluation Group on the CGIAR System Review Report

The response of the Impact Assessment and Evaluation Group (IAEG) to the third CGIAR system review. The IAEG basically accepts the review recommendation that that it should be linked with TAC.Agenda document, CGIAR International Centers Week 1998

Evaluation of the Impact of Integrated Pest Management Research at the International Agricultural Research Centres

An evaluation of the impact of integrated pest management (IPM) research at IARCs commissioned by the Impact Assessment and Evaluation Group (IAEG) and prepared by Hermann Waibel with Diemuth Pemsl of Hannover University. The study was completed in September 1999. The document also includes an excerpt from the summary of proceedings of the CGIAR 1999 Mid Term Meeting where the evaluation results were presented, and a foreword by IAEG Chairman Hans Gregersen.The study was based on analysis of existing documentation and findings. It considered centers' self-assessments of impact, the impressions of their clients and partners, the quantity and types of materials published, and the quality and validity of existing studies of rates of return. Dr. Waibel assessed the efficiency and effectiveness of IPM work at the centers, and linked those results to an overall assessment of impacts associated with IPM activities. He pointed out that the goal of IPM research should not be high returns to that component, but rather to optimize returns to the entire crop-management system.The study finds long term rates of return on investment in IPM to likely reside in the 15-40 percent range. It also notes that while the technological paradigm remains dominant at the centers, emphasis is shifting toward management, thus the social science aspect, and means to reduce the lag between research and adoption. Agenda document, CGIAR International Centers Week 1999