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"This handbook brings together evaluation approaches relevant across the program life cycle, starting from program design, to implementation, and ultimately to the scaling up of successful interventions. It fills a gap in available publications, which are predominantly focused on impact evaluations and inadequately grounded in methods that can address why programs succeed or fail as well as their potential to contribute to broader and more systemic change. This chapter starts by setting the context and describes key questions relevant to each stage of the program lifecycle. The second section highlights four cross-cutting consideration that social programs today must confront including: (1) ensuring culturally responsive and equitable evaluations, (2) the decolonization of evaluation practices, (3) adapting to the COVID-19 pandemic and other global health crises, and (4) understanding the impact of climate change on social programs. The last section describes how this handbook can be used and highlights relevant evaluation topics and case studies covered in each section of the handbook"--

The Oxford Handbook of Program Design and Implementation provides a comprehensive and actionable toolbox of evaluation approaches for examining programs across the life-cycle, from design and implementation all the way to scaling up successful interventions. This volume is a go-to primary resource for social researchers, faculty and students, program practitioners, policy analysts, and funders interested in designing, implementing, or evaluating social programs.

As welfare policies in the US, the UK, and other western European countries shift to moving people from welfare to work, strategies to promote job retention and advancement become more critical. The Post-Employment Services Demonstration was a US experiment to test a case management-based approach to promoting job retention, and was evaluated using a rigorous experimental design. The evaluation findings show that, although the programmes were well implemented, they did little to improve employment outcomes for those served by the programmes. Lessons from the evaluation provide a foundation upon which new programmes can build. The evaluation findings also underscore the importance of rigorously testing the effectiveness of strategies before implementing them on a large scale.

Résumé Cet article analyse la place des stratégies d'aide à l'emploi au sein du système d'aide aux personnes handicapées en place aux États-Unis et présente les conclusions de plusieurs évaluations de projets d'aide à la réinsertion professionnelle visant ce public. Plusieurs stratégies validées empiriquement, mises en œuvre aux États-Unis pour promouvoir l'emploi des personnes handicapées, sont riches d'enseignements et pourraient déboucher sur des pratiques prometteuses. L'utilisation de méthodes d'évaluation rigoureuses a contribué à convaincre les pouvoirs publics et les professionnels que des méthodes différentes des approches traditionnelles étaient efficaces pour certains segments de la population handicapée. Toutefois d'autres recherches doivent encore être effectuées pour identifier les interventions ou politiques qui sont globalement efficaces pour de larges segments de la population handicapée, notamment parce que les régimes de prestations d'invalidité en vigueur aux États-Unis comportent des mécanismes dissuasifs vis-à-vis du travail. Des évaluations systématiques de stratégies plus globales d'aide à la réadaptation contribueraient peut-être à remédier aux insuffisances du système actuel.

BackgroundThe Government of Bihar (GoB) in India, the Bill and Melinda Gates Foundation and several non-governmental organisations launched the Ananya program aimed to support the GoB to improve reproductive, maternal, newborn and child health and nutrition (RMNCHN) statewide. Here we summarise changes in indicators attained during the initial two-year pilot phase (2012-2013) of implementation in eight focus districts of approximately 28 million population, aimed to inform subsequent scale-up.MethodsThe quasi-experimental impact evaluation included statewide household surveys at two time points during the pilot phase: January-April 2012 ("baseline") including an initial cohort of beneficiaries and January-April 2014 ("midline") with a new cohort. The two arms were: 1) eight intervention districts, and 2) a comparison arm comprised of the remaining 30 districts in Bihar where Ananya interventions were not implemented. We analysed changes in indicators across the RMNCHN continuum of care from baseline to midline in intervention and comparison districts using a difference-in-difference analysis.ResultsIndicators in the two arms were similar at baseline. Overall, 40% of indicators (20 of 51) changed significantly from baseline to midline in the comparison districts unrelated to Ananya; two-thirds (n = 13) of secular indicator changes were in a direction expected to promote health. Statistically significant impact attributable to the Ananya program was found for 10% (five of 51) of RMNCHN indicators. Positive impacts were most prominent for mother's behaviours in contraceptive utilisation.ConclusionsThe Ananya program had limited impact in improving health-related outcomes during the first two-year period covered by this evaluation. The program's theories of change and action were not powered to observe statistically significant differences in RMNCHN indicators within two years, but rather aimed to help inform program improvements and scale-up. Evaluation of large-scale programs such as Ananya using theory-informed, ...

In 2010, the Bill and Melinda Gates Foundation (BMGF) partnered with the Government of Bihar (GoB), India to launch the Ananya program to improve reproductive, maternal, newborn and child health and nutrition (RMNCHN) outcomes. The program sought to address supply and demand-side barriers to the adoption, coverage, quality, equity and health impact of select RMNCHN interventions. Approaches included strengthening frontline worker service delivery; social and behavior change communications; layering of health, nutrition and sanitation into women's selfhelp groups (SHGs); and quality improvement in maternal and newborn care at primary health care facilities. Ananya program interventions were piloted in approximately 28 million population in eight innovation districts from 2011–2013, and then beginning in 2014, were scaled up by the GoB across the rest of the state's population of 104 million. A Bihar Technical Support Program provided techno-managerial support to governmental Health as well as Integrated Child Development Services, and the JEEViKA Technical Support Program supported health layering and scale-up of the GoB's SHG program. The level of support at the block level during statewide scale-up in 2014 onwards was approximately one-fourth that provided in the pilot phase of Ananya in 2011–2013. This paper—the first manuscript in an 11-manuscript and 2-viewpoint collection on Learning from Ananya: Lessons for primary health care performance improvement—seeks to provide a broad description of Ananya and subsequent statewide adaptation and scaleup, and capture the background and context, key objectives, interventions, delivery approaches and evaluation methods of this expansive program. Subsequent papers in this collection focus on specific intervention delivery platforms. For the analyses in this series, Stanford University held key informant interviews and worked with the technical support and evaluation grantees of the Ananya program, as well as leadership from the India Country Office of the BMGF, to ...

In 2010, the Bill and Melinda Gates Foundation (BMGF) partnered with the Government of Bihar (GoB), India to launch the Ananya program to improve reproductive, maternal, newborn and child health and nutrition (RMNCHN) outcomes. The program sought to address supply- and demand-side barriers to the adoption, coverage, quality, equity and health impact of select RMNCHN interventions. Approaches included strengthening frontline worker service delivery; social and behavior change communications; layering of health, nutrition and sanitation into women's self-help groups (SHGs); and quality improvement in maternal and newborn care at primary health care facilities. Ananya program interventions were piloted in approximately 28 million population in eight innovation districts from 2011-2013, and then beginning in 2014, were scaled up by the GoB across the rest of the state's population of 104 million. A Bihar Technical Support Program provided techno-managerial support to governmental Health as well as Integrated Child Development Services, and the JEEViKA Technical Support Program supported health layering and scale-up of the GoB's SHG program. The level of support at the block level during statewide scale-up in 2014 onwards was approximately one-fourth that provided in the pilot phase of Ananya in 2011-2013. This paper - the first manuscript in an 11-manuscript and 2-viewpoint collection on Learning from Ananya: Lessons for primary health care performance improvement - seeks to provide a broad description of Ananya and subsequent statewide adaptation and scale-up, and capture the background and context, key objectives, interventions, delivery approaches and evaluation methods of this expansive program. Subsequent papers in this collection focus on specific intervention delivery platforms. For the analyses in this series, Stanford University held key informant interviews and worked with the technical support and evaluation grantees of the Ananya program, as well as leadership from the India Country Office of the BMGF, to analyse and synthesise data from multiple sources. Capturing lessons from the Ananya pilot program and statewide scale-up will assist program managers and policymakers to more effectively design and implement RMNCHN programs at scale through technical assistance to governments.

In 2010, the Bill and Melinda Gates Foundation (BMGF) partnered with the Government of Bihar (GoB), India to launch the Ananya program to improve reproductive, maternal, newborn and child health and nutrition (RMNCHN) outcomes. The program sought to address supply- and demand-side barriers to the adoption, coverage, quality, equity and health impact of select RMNCHN interventions. Approaches included strengthening frontline worker service delivery; social and behavior change communications; layering of health, nutrition and sanitation into women's self-help groups (SHGs); and quality improvement in maternal and newborn care at primary health care facilities. Ananya program interventions were piloted in approximately 28 million population in eight innovation districts from 2011-2013, and then beginning in 2014, were scaled up by the GoB across the rest of the state's population of 104 million. A Bihar Technical Support Program provided techno-managerial support to governmental Health as well as Integrated Child Development Services, and the JEEViKA Technical Support Program supported health layering and scale-up of the GoB's SHG program. The level of support at the block level during statewide scale-up in 2014 onwards was approximately one-fourth that provided in the pilot phase of Ananya in 2011-2013. This paper - the first manuscript in an 11-manuscript and 2-viewpoint collection on Learning from Ananya: Lessons for primary health care performance improvement - seeks to provide a broad description of Ananya and subsequent statewide adaptation and scale-up, and capture the background and context, key objectives, interventions, delivery approaches and evaluation methods of this expansive program. Subsequent papers in this collection focus on specific intervention delivery platforms. For the analyses in this series, Stanford University held key informant interviews and worked with the technical support and evaluation grantees of the Ananya program, as well as leadership from the India Country Office of the BMGF, ...