Using the case of the Prince’s Trust, the pre-eminent UK youth enterprise program, this paper investigates how different evaluation methodologies generate radically different evidence of program impact. The key result is that simpler forms of evaluation tend to provide positive support for this program, whereas more sophisticated evaluations are not so positive. The paper discusses the implications of this for the way stakeholders should view evaluations. It urges caution about the claims made for enterprise programs that receive only lighter forms of evaluation.
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