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PROGRAM MANUAL
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Evaluation should be practical and feasible and conducted within the confines of resources, time, and political context.

PROGRAM MANUAL

With that in mind, this manual defines program evaluation as “the systematic collection of information about the activities, characteristics, and outcomes of programs to make judgments about the program, improve program effectiveness, and/or inform decisions about future program development.” Program evaluation does not occur in a vacuum rather, it is influenced by real-world constraints.

What distinguishes program evaluation from ongoing informal assessment is that program evaluation is conducted according to a set of guidelines.

Training programs (e.g., a job training program to reduce unemployment in urban neighborhoods).

Advocacy work (e.g., a campaign to influence the state legislature to pass legislation regarding tobacco control).

Research initiatives (e.g., an effort to find out whether disparities in health outcomes based on race can be reduced).

Community mobilization efforts (e.g., an effort to organize a boycott of California grapes to improve the economic well-being of farm workers).

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Direct service interventions (e.g., a program that offers free breakfasts to improve nutrition for grade school children).

Indeed, such informal assessments fit nicely into a broad definition of evaluation as the “ examination of the worth, merit, or significance of an object.” And throughout this manual, the term “program” will be defined as “ any set of organized activities supported by a set of resources to achieve a specific and intended result.” This definition is intentionally broad so that almost any organized public health action can be seen as a candidate for program evaluation: They then use the information collected to improve the program. Most program managers assess the value and impact of their work all the time when they ask questions, consult partners, make assessments, and obtain feedback.