AN ANALYSIS OF WHY PROGRAM EVALUATIONS OFTEN FAIL TO RESULT IN AN IMPROVEMENT OF BENEFITS YIELDED TWO CONCLUSIONS. FIRST, MEASURES AND FEEDBACK PROVIDED INCOMPETENT DATA FOR THE PROGRAM MANAGER AND STAFF WHO DELIVERED SERVICES; AND SECOND, THERE WERE NO CONSEQUENCES PROVIDED WITHIN THE ORGANIZATION THAT WOULD RESULT IN THE DEVELOPMENT AND MAINTENANCE OF DESIRABLE STAFF BEHAVIORS. THE METHODOLOGY USED IN THE NEW APPROACH TO PROGRAM EVALUATION--ACCOUNTABILITY PROGRAM EVALUATION--IN A VOLUNTARY EMPLOYMENT AGENCY RESULTED IN AN OVERALL BENEFIT INCREASE OF 31.6 PERCENTAGE POINTS OVER A 31-WEEK PERIOD. ACCOUNTABILITY PROGRAM EVALUATION DIFFERS FROM TRADITIONAL PROGRAM EVALUATION IN REQUIRING EVALUATION DATA TO BE OF SUCH QUALITY THAT EACH STAFF MEMBER'S CONTRIBUTION TO THE ACHIEVEMENT OF PROGRAM GOALS BE CLEARLY KNOWN SO THAT CONSEQUENCES TO STAFF MEMBERS CAN BE EQUITABLY AND DIFFERENTIALLY PROVIDED. A SYSTEM MUST BE DEVELOPED THAT MEASURES EACH PERSON'S CONTRIBUTION TO A CLEARLY DEFINED GOAL AND SETS LEVELS OF EXPECTANCY IN ADDITION TO PROVIDING A MEASURE OF OVERALL PROGRAM ACHIEVEMENT. CLARIFYING GOALS, WEIGHTS, AND EXPECTANCIES ENABLES PROGRAM MANAGERS TO PROVIDE A VARIETY OF CONSEQUENCES TO STAFF, AND THE INTRODUCTION OF ACCOUNTABILITY SHOULD SHOULD RESULT IN A DECLINE IN DIFFERENCES IN STAFF PERFORMANCE AS OVERALL PROGRAM PERFORMANCE IMPROVES. IN PROVIDING CONSEQUENCES, MANAGERS SHOULD BE AWARE THAT PUNISHMENT IS A POOR TECHNIQUE THAT WILL ULTIMATELY DESTROY ACCOUNTABILITY. A BETTER APPROACH INVOLVES REWARDING GOOD BEHAVIOR AND PROVIDING THE BAD WITH SKILLFUL NEGLECT AND BOUNTIFUL SUPPLIES OF TECHNICAL ASSISTANCE. ACCOUNTABILITY PROGRAM EVALUATION CAN CREATE ORGANIZATIONS THAT CORRECT THEIR OWN DEFICIENCIES TO ACHIEVE EXPLICIT GOALS. THE ARTICLE DESCRIBES THE DEVELOPMENT OF VARIOUS FORMS OF ACCOUNTABILITY IN SEVERAL DIVERSE SYSTEMS, AND OFFERS SOME GENERAL COMMENTS CONCERNING THE PURPOSES OF FEEDBACK, INFORMATION USERS, GENERAL SPECIFICATIONS, AND EXAMPLES OF REPORTS. NUMEROUS TABLES AND GRAPHS ARE INCLUDED. (DEP)