The JTPA Evaluation Design ProjectChanges in the organization and operation of publicly supported social programs in the 1980s have vastly increased state and local responsibility for providing evidence of program accountability. The paucity of evidence required for federal reporting purposes, however, has often proved insufficient to establish the broader credibility of these programs or to guide decisions about how to adjust program policies or improve programs at those levels. Also, although evaluation research has been generally accepted since the late 1970s as the least biased means of establishing program accountability, most state and local service organizations have lacked the funds and specialized exper tise to develop the ongoing evaluation capability now needed. Therefore, the new evaluation expectations and increased resource constraints of the last decade have created a novel dilemma.This dilemma provided the context for a new national evaluation project, the JTPA Evaluation Design Project. Initiated, developed, and directed by the Washington State Employment Security Department, the project responded to new state and local oversight obligations authorized by the Job Training Partnership Act (JTPA). Ironically, although this legislation mandated pro gram evaluation at the state level, it substantially reduced overall program fund ing compared with previous efforts targeted to the disadvantaged, unemployed, and poor and it placed tight restrictions on the use of this funding for administra tion, including program oversight. Although states could use a small set-aside for technical assistance, under which evaluation could be rationalized, this money was formally tied to the provision of fiscal incentives and technical assistance sanctions related to the level of state and local compliance with per formance requirements.Far removed from the affluent days of the 1960s and 1970s, when federal evaluation money flowed relatively freely to extensive national program evalua tions, and still strongly affected by the legacy of state and local dependence on federal research efforts over that impressive period, the new mandate left most states struggling to define and meet the new obligations they had so precipitously inherited. Washington State was no exception.An initial challenge was to develop new automated information systems for adequately monitoring decentralized programs against basic federal re quirements. In the process of designing a new management information system (MIS) for the state of Washington, the commissioner of the Employment Securi ty Department requested an issue paper anticipating information needs for evaluation activities. A monograph on the meaning and value of program evaluation, and the kinds of data and information system features it would be likely to involve, became the basis of a serious agency effort to search for outside funds to support oversight activities beyond the simple monitoring of programs to determine compliance with federal requirements.The fund-search process increa...