Following an introduction to the monograph in chapter 1, chapter 2 introduces the conceptual framework for an evaluation model as part of a 9-step continual process of program planning, feedback, and change. Chapter 3 delineates program issues in prevention evaluation discussed from the manager's perspective, including major evaluation questions to be addressed: (1) what is the program and what is it meant to do; (2) what are the evaluation questions to be asked by the program; (3) what kind of evaluation will fit a particular program; and (4) will the evaluation be worthwhile for the program? Chapter 4 presents evaluation issues in prevention programs, including basic design and methodology concerns, e.g., quantitative and qualitative methods and cost-benefit analysis. Chapter 5 elaborates the 9-step model introduced in chapter 2, taking program managers through each step in detail, emphasizing their responsibility and participation with the evaluator. Chapter 6 ties the earlier, more didactic, discussion of evaluation content and process into three case studies. Chapter 7, on politics and science in prevention programming, uses case material to focus on the importance of the program's external political context for the success or failure of both the program and its evaluation. The monograph concludes with a summary of broad guidelines to help the evaluator and manager deal with evaluation politics. (BL)