ABSTRACT
Policy researchers sometimes have to deliver messages that clients or
stakeholders do not want to hear. This case study summarizes an evalu
ation of a local program in which the client had a major investment, as
well as high expectations of a positive evaluation outcome.* In this cir
cumstance, getting the client to listen to and act on findings of program
deficiencies was a real challenge. The case also demonstrates the impor
tance of integrating the findings of process evaluation and outcome
evaluation in policy research. Process findings concerning implementa
tion problems provided a clear explanation for why outcomes had not
been as strong as expected, allowing the program director to maintain
her faith in the mentoring strategy that lay at the base of the program.
