Conclusions
In essence, program evaluation in a closely held enterprise involves development of a process whereby program activities can be interrelated and compared to program expectations, goals and values. Effective entrepreneurship involves the close monitoring of cause and effect, as well as the agile adjustment of program activities in response to this monitoring. The nature of this entrepreneurial interrelationship will vary considerably. In some instances, external assistance will be required to establish the process, while in other instances the external assistance will be used to provide the interrelationship (judgments) once the process has been defined. In yet other instances, the external assistant (evaluator) both identifies the process and provides the judgments.
Regardless of the process being used, an effective program evaluation effort will commence with the initial planning of the program. In planning for any program, or in deciding on the initiation of a proposed program, the processes of evaluation are inevitably engaged. Those who plan the program will be concerned with the validity of their assumptions about needs, strategies and resources. Those who review their proposal will ask questions about feasibility, attractiveness, and probable success. Others will ask how program achievement is to be measured. Program evaluation is not a topic to be addressed at the end of a planning process. Program evaluation should be a vital and influential element that is given serious consideration throughout the process.
