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How Culture Influences Program Impact: Evaluating a HIV/AIDS Prevention Program in Tanzania
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| Presenter(s):
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| Dominica McBride,
Arizona State University,
dominica_34@hotmail.com
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| Abstract:
Culture is an integral and dynamic force in a program, having inevitable influence on the program process and outcomes. This force can help and/or hinder program impact in various ways. This paper describes an evaluation implemented on a HIV/AIDS prevention program in rural Tanzania. The evaluation of Students for International Change (SIC) was conducted over the period of a year. This evaluation employed a mixed methods approach, using baseline and follow-up surveys, as well as focus groups, sampling both students and adults in the target community. SIC is a non-governmental organization created to reduce the affects of HIV/AIDS on the people of northern Tanzania. This paper delineates the findings and how the culture of this particular community influenced the impact of the program. The results from the evaluation provide insight not only into the local culture and the interaction of local culture and program features, but also for future evaluations.
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Evaluating Systems, Delivery, and Organizational Structure of a Health Care Delivery Program in India
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| Presenter(s):
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| Vamsi Vasireddy,
University of Illinois, Chicago,
vvasir2@uic.edu
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| Shankar Rao Vasireddy,
National Leprosy Eradication Programme, India,
vasireddy77@gmail.com
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| Abstract:
Government of India started the National Leprosy Eradication Programme (NLEP), with the aid of W.H.O. and other international funding agencies, to eradicate Leprosy in India by year 2000. NLEP was only partially successful. The goal of this evaluation project is to identify challenges to data collection and evaluate the program using qualitative research methods. Ethnographic interviews and focus groups were conducted with medical officers and auxiliary staff involved in the program to identify factors contributing to failure. Qualitative analysis software (Atlas.tiŽ) was used to identify major themes and associate them with the delivery system and organizational structure. Thematic mapping was done to evaluate various components of the delivery system. Network analysis was performed to evaluate the organizational structure. This process enabled us to identify areas that were not identified using quantitative methods. The results of evaluation were used to develop logic models, strategic plans, and build systems capacity.
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