The study reported here was a retrospective policy analysis that investigated the three programmes' implementation process.
Therefore, because of its complexity, the CHWs programmes' implementation process deserves special consideration in the research scenario.
To obtain more details on the programme-implementation process and its results, a formal questionnaire was used to collect data from secondary sources but also to interview key informants.
In the process of undertaking this review the evaluator: Reviewed the Theory of Change and the assumptions that underpin it Reviewed the programme design and implementation process against the original objectives Developed some draft metrics for interim outcomes and measured them Reviewed the programme plan and budget to indicate cost of delivery.
Given that these interventions are at an earlier point in policy to programme change, these may be useful trackers for now but as programme implementation accelerates, the process indicator should be shifted to more proximal readiness indicators and coverage.
Despite the irregular implementation process, the programme has provided initial training for a large number of CHWs, which, according to qualitative analysis, was associated with increased demand for health services and increased access to health care, especially among mothers and children.
In addition, the evaluation investigated the programme benefits for Young Facilitators, families and teachers, and explored the process of programme implementation and issues related programme sustainability.
Additionally, the information gathered was used to complete a logic model for the purpose of identifying and linking all major components and mapping the process of programme implementation.
Having developed an initial version of the theory of change from the programme funding bid we then repeated a modified version of this process during programme implementation using interviews with stakeholders as our data source.
This means collecting data, not just about programme impacts or the processes of programme implementation, but about the specific aspects of programme context that might impact on programme outcomes and about the specific mechanisms that might be creating change.
21 In our longitudinal quantitative work, programme implementation factors, including senior management processes, were found to contribute significantly to change in organisational safety climate and capability linked to programme milestones, above and beyond the effects of programme contextual factors and organisational preconditions.
