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forms of therapy commonly involve random assignment On the other hand, random assignment is admittedly not feasible in every evaluation in which causal analysis is important Random assignment is not possible when a treatment is applied uniformly across some geographical area, for example This problem is increasingly present in so-called comprehensive community initiatives (Fullbright-Anderson, Kubisch, & Connell, 1998) And it appears that random assignment is especially likely to be dif cult to arrange when the evaluator is not also the developer of the intervention being tested (This, incidentally, may explain why random assignment to conditions is common in therapy evaluations, where the evaluator has often developed the therapy protocol as well, but is not as common in many other practice areas) Nevertheless, there are a number of circumstances in which random assignment is feasible (Boruch, 1997; Cook & Campbell, 1979; Shadish et al.

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If you have logged into the Global configuration mode successfully, you will be given the Global configuration mode prompt, which will be the text name prompt and the word config in parentheses, followed by a pound symbol (#):

The Drag-and-Drop Text Editing option, when enabled, lets you copy and move text by dragging and dropping. I keep this option turned on, but never use drag-anddrop editing. I prefer to use keyboard shortcuts for copying and pasting.

, 2002), perhaps more than many practicing evaluators believe At the same time, conducting randomized experiments effectively is not simple but entails a number of management responsibilities and challenges, some of which can be quite problematic in some cases (Boruch, 1997; Cook & Campbell, 1979; Shadish et al, 2002) Attrition One of the most common problems facing randomized evaluations is attrition, that is, participants who drop out over the life of the evaluation Attrition can reduce one s ability to generalize to the kind of participants who tend to drop out of an evaluation Attrition reduces statistical power, and with attrition rates of 40 50% common in some kinds of programs (Ribisl et al, 1996), the loss of power can be considerable Even more important, when attrition differs across conditions, the estimate of a program s effects becomes biased.

and more important to stick with a superior strategy than it is to nd a superior fund. So don t let charts like these derail you from your game plan. Use them, but don t abuse them.

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When attrition is treatment-related, one loses the equivalence that random assignment is designed to provide In other words, nonequivalent groups are created through treatmentrelated attrition How does one deal with the possibility of attrition As may be obvious, the preferred strategy is to work proactively to try to minimize attrition Ribisl et al (1996) provided a very useful review of procedures that can be used to try to retain participants and to track them over time (also see Boruch, 1997; Shadish et al, 2002) These include obtaining contact and location information from participants and from their friends or relatives who are likely to know their whereabouts in the future and obtaining permission to search other records and contact agencies that might know their location in the future In addition, it is important to make involvement in the evaluation and its associated data collection as convenient.

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6. Select the Brush tool (B) from the toolbar. Set the brush s properties to any settings you like. Now use the paintbrush to draw a stroke across the entire image that begins and ends outside the boundaries of the selection. Notice that the stroke appears only within the selection, as shown in Figure 7.2.

P1 (X1 , X2 , . . . , Xn ) P2 (X1 , X2 , . . . , Xn ) log P1 (Xi ) P2 (Xi ) P1 (a) P2 (a) P1 (a) PXn (a) P2 (a) PXn (a)

+F +Option+F +Shift+F drag in preview box or click in image window +click and Option+click +plus (+) and +minus ( ) up arrow down arrow Shift+up arrow Shift+down arrow Shift+drag in Angle wheel Option+click Cancel button or Option+Escape

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