This article contributes to the growing literature on evaluation and implementation science by examining the interaction between staff perceptions of organizational strength with perceptions and indicators of program ...
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This article contributes to the growing literature on evaluation and implementation science by examining the interaction between staff perceptions of organizational strength with perceptions and indicators of program fidelity. As part of a pilot project related to the evaluation of the Family to Family initiative, a survey was distributed to employees within two urban child welfare agencies with a total of 410 respondents across both sites, for a combined response rate of 72.2%. Survey results were analyzed both in terms or respondents' perception of their agency as well as in relation to measures of program performance and workload. Multivariate models show that organizational indicators are the most significant and positive predictors of perceived program implementation. Specifically, staff who positively perceived the availability of information within their agency also believed that the programs were well implemented in their agency. These findings suggest that as the value of program changes are articulated within an organization, the implementation of the initiative is perceived to improve. (C) 2011 Elsevier Ltd. All rights reserved.
Social Security Disability Insurance is funded by a payroll tax administered by the U.S. federal government, but initial determinations of eligibility for Dl benefits are the responsibility of state agencies. This spl...
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Social Security Disability Insurance is funded by a payroll tax administered by the U.S. federal government, but initial determinations of eligibility for Dl benefits are the responsibility of state agencies. This split responsibility provides the states with the opportunity and incentive to alter Dl program administration in order to substitute federally-funded Dl benefits for alternative totally or partially state-financed transfer programs. This analysis develops empirical evidence as to the existence and magnitude of this substitution between Dl and the U.S.-based organization Aid to Families with Dependent Children, Unemployed Parent.
Policy analysis has emerged as a new set of skills used to analyze proposed policies or review existing policies. The Education for All Handicapped Children (P.L. 94–142) is used to illustrate how such policy impleme...
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Examples of policy implementation success suggest that organizational characteristics are important but policy researchers generally neglect the explicit study of organizational characteristics. Data from a mailed sur...
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Examples of policy implementation success suggest that organizational characteristics are important but policy researchers generally neglect the explicit study of organizational characteristics. Data from a mailed survey are used here to examine two organizational characteristics in one policy area in a single state. The advice of capacitybuilders' (federal and state agencies, municipal associations) about organizing local energy management programs through the appointment of “comprehensive local energy coordinators” is one concern. The other is the importance of the regular organizational position of the parttime community energy coordinators on the “comprehensiveness” of community energy *** research develops a rudimentary methodology for studying program implementation which assesses organizational change by measuring differences among policies based on the dimensions of change embodied in a policy. Also devised are measures of program implementors' attitudes and perceptions in influencing program implementation. The findings demonstrate the usefulness of greater linkages of research across the organizational change and program implementation literatures.
As we began to review articles for this special issue, we realized that we knew very little about the interaction between program implementation and program evaluation on the Federal Targeted Capacity Expansion Progra...
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As we began to review articles for this special issue, we realized that we knew very little about the interaction between program implementation and program evaluation on the Federal Targeted Capacity Expansion program for Substance Abuse Treatment and HIV/AIDS Services grants. Although it seemed obvious to us that the relationship between program directors and evaluators is important for the collaborative success of the Targeted Capacity Expansion program for Substance Abuse Treatment and HIV/AIDS Services grant-funded projects, we felt that further information was needed to help identify the strengths and limitations of the various structural arrangements that guide these relationships. This article presents the results of a survey of Targeted Capacity Expansion program for Substance Abuse Treatment and HIV/AIDS Services program directors and evaluators that explored the working relationship between the directors and evaluators in the implementation of Targeted Capacity Expansion program for Substance Abuse Treatment and HIV/AIDS Services grant-funded projects.
This case study examines how the Veterans Affairs Greater Los Angeles Healthcare System (GLA) improved homeless veteran service utilization through program innovation that addressed service fragmentation. The new prog...
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This case study examines how the Veterans Affairs Greater Los Angeles Healthcare System (GLA) improved homeless veteran service utilization through program innovation that addressed service fragmentation. The new program offered same-day co-located mental health, medical, and homeless services with a coordinated intake system. The program is analyzed using a framework proposed by Rosenheck (2001) that has four phases: the decision to implement, initial implementation, sustained maintenance, and termination or transformation. GLA was able to successfully implement a new program that remains in the sustained maintenance phase five years after the initial decision to implement. Key factors from the Rosenheck innovation model in the program's success included coalition building, linking the project to legitimate goals, program monitoring, and developing communities of practicing clinicians. The key lesson from the case study is the need for a coalition to persistently problem solve and act as advocates for the program, even after successful initial implementation. Social work leadership was critical in all phases of program implementation.
The article examines the results of a three-year study on the implementation of five school-improvement programs in several high schools by the University of Pennsylvania's Consortium for Policy Research in Educat...
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The article examines the results of a three-year study on the implementation of five school-improvement programs in several high schools by the University of Pennsylvania's Consortium for Policy Research in Education (CPRE). According to the article, the CPRE study was a longitudinal mixed-method examination. It is suggested that implementation includes iterative refraction, which means that reforms are adjusted repeatedly as they work their way through a school's environment. The school-improvement program design and designers, schools and school leaders, school districts and central office support, and implications of the program are discussed.
In the growing literature on the evaluation of program implementation, less has been said about evaluating program quality than about evaluating other aspects of program implementation. Furthermore, most articles and ...
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In the growing literature on the evaluation of program implementation, less has been said about evaluating program quality than about evaluating other aspects of program implementation. Furthermore, most articles and reports in the program-implementation evaluation literature have presented only brief descriptions of how implementation instruments have been developed. In this article, the authors describe a method for evaluating the quality of implementation of middle school inquiry-based science using data from observations scaled with paired comparison judgments. The authors show the complexities of developing and applying the method, describe how they tried it out, present the results of validity and reliability analyses, and describe the method's strengths and weaknesses.
Adolescence is a crucial time to implement sexual violence prevention programming. However, adolescent sexual violence prevention programs (ASVPPs) may face a variety of challenges for successful implementation and su...
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Adolescence is a crucial time to implement sexual violence prevention programming. However, adolescent sexual violence prevention programs (ASVPPs) may face a variety of challenges for successful implementation and sustainment. Current ASVPP implementation and sustainability research is in nascent stages, necessitating the need to learn more about these topics to advance programming. This research (1) reviewed reported implementation factors and outcomes related to ASVPPs known to be effective in existing literature, (2) assessed the factors and program characteristics that may influence sustainability, and (3) developed practical recommendations for optimizing program sustainability. These aims were addressed using multiple methods and data sources. The first aim was addressed through a scoping literature review for three ASVPPs that have demonstrated effectiveness (Safe Dates, Green Dot, and Shifting Boundaries). Aims two and three were addressed through an explanatory sequential mixed methods study focused on program sustainability. The mixed methods study surveyed prevention practitioners (N = 97) about ASVPP sustainability predictors and outcomes as well as program characteristics. Then, a participatory qualitative phase based on survey results was conducted with a subsample of survey participants (n = 19) to develop recommendations for program sustainment. Findings are reported in a three-paper dissertation format. The scoping review (Chapter 2) demonstrated lack of focus on implementation outcomes in the literature, with a dearth of information about program sustainability. Chapter 3 revealed few statistically significant relationships between a variety of program characteristics; strong positive correlations between already-established sustainability domains (e.g., organizational capacity) and the sustainment outcome; and emphasized the importance of coalitions, partnerships, and networks. Chapter 4 centered participant voices, resulting in three major theme
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