The context of program implementation and evaluation: A pilot study of interorganizational differences to improve child welfare reform efforts

Thomas M. Crea and David S. Crampton

Children and Youth Services Review, 2011, vol. 33, issue 11, 2273-2281

Abstract: 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.

Keywords: Program implementation; Organizational context; Child welfare reform (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:eee:cysrev:v:33:y:2011:i:11:p:2273-2281

DOI: 10.1016/j.childyouth.2011.07.012

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