. In ▁addition , ▁relevant ▁documentation ▁( such ▁as ▁financial ▁reports ▁and ▁curr icul um ▁information ) ▁may ▁be ▁brought ▁into ▁the ▁discussion ▁when ▁considering ▁some ▁of ▁the ▁key ▁activities . ▁ ▁Pl anning ▁for ▁the ▁future ▁ ▁After ▁prior it izing ▁the ▁key ▁activities ▁the ▁next ▁step ▁is ▁to ▁plan ▁for ▁the ▁future . ▁Here ▁the ▁evalu ator ▁asks ▁program ▁participants ▁and ▁program ▁staff ▁how ▁they ▁would ▁like ▁to ▁improve ▁the ▁program ▁in ▁relation ▁to ▁the ▁key ▁activities ▁listed . ▁The ▁objective ▁is ▁to ▁create ▁a ▁thread ▁of ▁coh er ence ▁where by ▁the ▁mission ▁generated ▁( step ▁ 1 ) ▁gu ides ▁the ▁stock ▁take ▁( step ▁ 2 ) ▁which ▁forms ▁the ▁basis ▁for ▁the ▁plans ▁for ▁the ▁future ▁( step ▁ 3 ). ▁Thus , ▁in ▁planning ▁for ▁the ▁future ▁specific ▁goals ▁are ▁aligned ▁with ▁relevant ▁key ▁activities . ▁In ▁addition ▁to ▁this ▁it ▁is ▁also ▁important ▁for ▁program ▁participants ▁and ▁program ▁staff ▁to ▁identify ▁possible ▁forms ▁of ▁evidence ▁( me as urable ▁indic ators ) ▁which ▁can ▁be ▁used ▁to ▁monitor ▁progress ▁towards ▁specific ▁goals . ▁Go als ▁must ▁be ▁related ▁to ▁the ▁program ' s ▁activities , ▁tal ents , ▁resources ▁and ▁scope ▁of ▁cap ability - ▁in ▁short ▁the ▁goals ▁form ulated ▁must ▁be ▁real istic . ▁ ▁These ▁three ▁steps ▁of ▁emp ower ment ▁evaluation ▁produce ▁the ▁potential ▁for ▁a ▁program ▁to ▁run ▁more ▁effectively ▁and ▁more ▁in ▁touch ▁with ▁the ▁needs ▁of ▁the ▁target ▁population . ▁Emp ower ment ▁evaluation ▁as ▁a ▁process ▁which