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COHESIVE-India (Collaboration for Health System Improvement and Impact Evaluation in India) was created in 2010 in response to the urgent need for rigorous behavioral research and impact evaluation studies in India’s health sector to provide timely empirical evidence for policy.
COHESIVE-India research projects are currently administered and managed through Duke University to enable a flexible collaboration that draws upon expertise from universities across the globe, implementation institutions, and other experts in response to specific opportunities and needs on a case-by-case basis. COHESIVE-India was founded by Jerry La Forgia, Grant Miller, Manoj Mohanan, and Marcos Vera-Hernandez.
Our projects feature collaborations among researchers from a growing number of institutions including Center for Global Development, Duke, Johns Hopkins, Public Health Foundation of India, Stanford, University College London, University of North Carolina, and World Bank.
Survey / listing markings on house in Bihar.
Photo by Manoj Mohanan
LATEST RESEARCH & NEWS
Published in American Economic Journal - Applied Econ (2021): "Different strokes for different folks: Experimental evidence on effectiveness of input and output based contracts for health care providers with different levels of skills"
Published in American Economic Review (May 2017 - Papers and Proceedings issue): our research on the relationship between personality traits and responding to performance incentives.
Our paper showing null effect of social franchising on provider quality was just published in the Bulletin of WHO (May 2017)
Our paper on (no) effect of a large scale social franchising and telemedicine program in Bihar was included in the Health Affairs Editor's picks for Top-10 papers in 2016.
Foreword by Bill Gates describes our work:
“In Gujarat in western India, for example, a program to pay private doctors to offer hospital child-births to poor women failed to increase the number of hospital deliveries or reduce birth-related complications –because it never reached the poorest mothers. What this case showed is that good intentions need effective, targeted delivery systems to make a real difference. There is as much to learn from a health program that did not reach its goals as from one that did.”