The general decline in public resources has encouraged government agencies to consolidate job functions, and the internal program evaluator is becoming a scarce commodity. This paper briefly describes a case study about the circumstances and implications of merging two formally antagonistic job roles: program administrator and program evaluator. As the designated advocate for a new family treatment program for juvenile offenders, the new program administrator found it increasingly difficult to maintain the balanced perspective of an evaluator. The reasons for this gradual shift in orientation, the eventual outcome for all concerned and a proposed solution to this organizational reality are discussed as a means to confront one of the most common practical problems facing evaluators in local government today--the attempt to relate program components to program outcomes for a new program which is continually developing and changing. The result would be that monitoring and assessment would be conducted as an integral part of program operations, and within this closed system, could serve as additional tools to improve and refine the development of an effective treatment model. (Author/PN)