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• Program partners are undertaking a variety of activities to produce near-term direct impacts on education, including curating evidence, disseminating evidence-based strategies, developing local capacity, conducting advocacy to develop enabling environments, and testing potentially transformative innovations.

• Common challenges faced by the Program partners include issues related to the readiness of local partner organizations to implement project initiatives, as well as challenges in the broader context, such as the COVID-19 pandemic.

• The BHP Foundation has many areas of alignment with other organizations engaged in evidence-to-practice work globally. However, it is unique among comparable organizations for its investments in a variety of interventions, from governments to teachers to communities and business leaders. Partners are leveraging networks to enhance their ability to improve the implementation of evidence-based practice in education.

• Partners are leveraging networks to enhance their ability to improve the implementation of evidence-based practice in education.

• Long-term outcomes will take more than five years of partners' current BHP Foundation–funded work to fully realize. Indicators collected by partners are currently not intended to measure whether the Program on the whole is having its intended long-term impact.

• The BHP Foundation could better articulate its leadership role beyond its investment in particular partners, particularly in terms of convening and linking stakeholders concerned with improving global education.

In 2017, the BHP Foundation launched its Education Equity Global Signature Program, which is meant to enhance opportunities for disadvantaged young people to access a quality education and, through this, strengthen the civil and economic components of society. It does so through investing in efforts that increase the use of evidence to improve education.

In support of the BHP Foundation's goals, RAND Corporation researchers are conducting a five-year evaluation of the program. The aims of the evaluation are to contribute to the development and evolution of the program's strategy by articulating a theory of change, assess the impacts of the program across funded partnerships and inform learning and continuous improvement for both the BHP Foundation and its partners, share lessons learned with the global education community about the results of a social investment initiative that aims to translate evidence into practice, and develop a model for evaluating a foundation's portfolio of investments.

The evaluation will result in three public reports. This initial report describes a framework to evaluate the BHP Foundation's program, explains researchers' methods for assessing progress over the five-year period, and presents some preliminary results after the first year of evaluation.

• Chapter One

  Introduction

• Chapter Two

  The Program Strategy and Funded Partners

• Chapter Three

  Measuring Progress

• Chapter Four

  Illustrating Partner Activities, Challenges, and Lessons Learned

• Chapter Five

  Visualizing Networks

• Chapter Six

  Strategic Approaches of Comparator Organizations

• Chapter Seven

  Conclusions and Recommendations

• Appendix A

  Key Indicator Tables

• Appendix B

  Interviews and Network Analyses Research Approach

• Appendix C

  Comparator Organization Analysis Approach