Capacity Building

This primer is intended to help health officers employed with the United States Agency for International Development (USAID) to design and support appropriate and sustainable social marketing programs from start-up to graduation.

Breakthrough RESEARCH, with input from the United States Agency for International Development (USAID) and cross-sectoral implementing partners, developed research and learning agendas (RLAs) to strengthen two important areas of social and behavior change (SBC) programming: integrated SBC programming and provider behavior change (PBC).

This paper reviews the evidence on the promise of behavioral economics to improve health outcomes through provider-facing interventions in five critical health areas. The analysis draws from the limited existing evidence base on this topic to suggest where and how behavioral economics interventions may be most impactful and where further research may contribute most to building the knowledge base.

Behavior change is complex and can be a challenging programmatic objective to achieve in any context, requiring a clear understanding of why people engage in behaviors in the first place. Tackling it from an unconventional perspective, however, may lead to fresh insights that can help inform the design of social and behavior change (SBC) programs and maximize their success.

To explore changes in SBC capacity at the local, provincial, and federal levels where Breakthrough ACTION Nepal works, Breakthrough ACTION Nepal used the Most Significant Change (MSC) approach, a qualitative methodology involving key informant interviews with program staff and key collaborators. The MSC evaluation technique is well suited to evaluating complex settings where changes are not necessarily predefined or expected. This qualitative approach also offers the potential for organizational learning that can be used to inform future programmatic efforts.