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Eval13 Session 457: "They Just Know": Tensions and Negotiations in the Politics of Evidence-Based Programs

Especially during the last decade, evidence-based programs (EBPs) have become increasingly important in evaluation and related fields, fomenting much debate

Archibald_AEA 2013_They Just Know.pdf


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A Critical Review of Evidence-Based Repositories in Behavioral Health

The presentation presents results from a National Institute of Health funded study titled “A Critical Review of Evidence-Based Program Repositories in Behavioral Health”

AEA 2015 PowerPoint Combined Final.pdf



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Eval10 Session 312: The Cycle of Evidence-Based Policy and Practice: Synthesis, Translation, and Evaluation Capacity Building

The panel addresses the major components in the cycle of developing evidence-based policy and practice. The synthesis method, the core methodology to aggregate findings for evidence-based practice reviews, is defined and various types of syntheses will be compared

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Focus Search - A PSTS Case Example On CDC multi-site capacity building effort to promote the use of science-based approaches to teen pregnancy prevention we shaped process for developing and evaluating PSTS Desired system to be: comprehensive but practical user-friendly easily understood by stakeholders in the field Participatory able to integrate/disseminate existing resources developed by grantees able to integrate tools amenable to lay-person consumption Examined Other Capacity Building Models/Processes The Community Toolbox (Workgroup for Community Health & Development) offered laudable resources to community-driven action/ mobilization but weren’t in direction of our effort Partnerships for Success (Julian, Ross, Partridge, 2008) offered laudable resources to community-driven action/ mobilization, but weren’t in direction of our effort Precede-proceed Model of Health Promotion Program Planning and Evaluation (Green & Kreuter, 2005) unclear if model had basic practical local-level organizational tools that could be readily adapted for PSBA project SAMHSA Prevention Platform (SAMHSA, 2004) uses sophisticated program but for us would require effort for adaptation and considerable cost to start w/ electronic system Selected Capacity Building Model/Process Getting to Outcomes (GTO) (Chinman, Imm & Wandersman, 2004) Well established 10-step program planning, implementation, and evaluation framework and process Can be entered at any step Provides step-by-step guidelines, worksheets, examples, tools Culturally relevant Customized for several public health/education fields Resulted in production of several customized GTO manuals and supporting documentation that integrates results based GTO process and guidance w/ content specific elements from field PSBA-GTO as a Painter’s Palette #1 Needs/ Resources #2 Goals #3 Best Practices #4 Fit #5 Capacities #6 Plan #7 Implementation Process Evaluation #8 Outcome Evaluation #9 Improve / CQI #10 Sustain * Other Key Phases in Developing PSTS Staffing Established Consulting Relationship w/ GTO Developer Identified Internal Leads Identified Writer/Editor Created Customization Teams Established Internal Team Established External Advisory Group Determined Roles/Responsibilities/Operating Procedures Other Key Phases in Developing PSTS (cont) Getting Started w/ Customization Process Got Agreement on Internal Customization Team Vision and Processes Identified Primary Audience for PSBA-GTO Manual Developing Chapter Outlines Internal Customization Team Developed Initial Chapter Outlines External Customization Advisory Group Reviewed and Critiqued Outlines Finalizing Chapter Narrative (Final Product) Draft Narratives Sent by Writer/Editor to Internal Customization Team Internal Customization Team Finalized Narratives Overview of Final PSBA-GTO Manual Gives background on SBA to TPP, GTO, PSBA-GTO Organized into 4 parts Part I: Goal Setting (Chpt 1-2) Part II: Program Planning (Chpt 3-4) Part III: Program Evaluation (Chpt 7-8) Part IV: Improving & Sustaining Your Program (Chpt 9-10) Includes Appendices, Tools and Tip sheets at every step/chpt Methods Employed to Assess Usefulness of PSTS (PSBA-GTO) Trained stakeholders to use PSTS (PSBA-GTO) and assessed its usefulness by: Conducting Pre-Post Training Assessment on PSBA-GTO skill/competencies and workshop objectives Gave stakeholders time to begin field use of PSTS (PSBA-GTO) and assessed its usefulness by: Conducting Stakeholder Interviews/field feedback on PSBA-GTO Product and Process (2008-2010) * Evaluation Findings Training Outcomes (for each phase) Mean level of self-reported knowledge about PSBA-GTO steps increased significantly from pre-test to post-test Mean levels for self-reported confidence also increased significantly from pre-test to post-test For training objectives, mean levels for self-reported knowledge and confidence about activities increased significantly from the pre-test to the post-test Evaluation Findings (cont) Key Stakeholder Interview/field feedback 2008 Round 1 Interviews Most felt confident they were delivering TA on 10 steps of PSBA-GTO Local partners were at various steps in 10-step framework and grantees needed to adjust/customize their training/TA plans accordingly Assessing local partners’ needs and capacity to use PSBA-GTO is a challenge (e.g. case plan, process database, narrative log, etc) 2009 Round 2 Interviews Nearly all grantees’ reported increased comfort and confidence to provide T&TA on PSBA-GTO with their local partners



Library Entry
Eval11 Session 867: Knowledge Creation in Healthcare Organizations as a Result of Individual's Participation in the Executive Training in the Use of Evidence Informed Decision Making

We conducted a research project on the organizational impact of two programs aiming at developing capacity and leadership to optimize the use of evidence in decision making . To guide our evaluation, we developed a logic model based on Nonaka Dynamic Theory of Organizational Knowledge Creation

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Focus Search - Transfer process Utility of process Contextual conditions Socialization Gain local knowledge Strengthen attitudes Gain credibility Fellow’s leadership Fellow’s role (mid-/senior-level manager) Structure of the training program Existence of collaborative network Socialization: a process of converting new tacit knowledge through shared experiences and observations we were looking for: EXTRA fellows and SEARCHers involved in meaningful social interactions with others in their organizations we observed: all were involved in socialization processes with varying degrees of intensity before, during, and after their training requirement of management positions 2


Library Entry
Eval11 Session 783: Beyond Fidelity II: Assessing the context of implementation

The focus of this AEA 2011 think tank is on re-conceptualizing the current approach to evaluating the implementation of “evidence-based practices” (EBPs)

Beyond Fidelity II.pdf