Older Americans and Community Colleges: A Guide for Program Implementation

1975 ◽  
Vol 15 (4) ◽  
pp. 376-377
Author(s):  
J. Label ◽  
M. Label
2021 ◽  
Vol 29 ◽  
pp. 26
Author(s):  
Laura W. Perna ◽  
Jeremy Wright-Kim ◽  
Elaine W. Leigh

Although “free tuition” programs are politically popular, some worry that these programs will exacerbate inequity. Scholars note that program outcomes depend on implementation, but few have probed the contextual conditions that contribute to differences in implementation or the consequences of implementation for equity. To address this knowledge gap, we draw on conceptual models of implementation fidelity and case studies of last-dollar, free tuition programs at four community colleges. The consequences of an implemented program for equity depend on program content and coverage and are moderated by programmatic and organizational conditions. For the studied programs, implemented content includes the financial award and non-financial academic supports. Coverage is determined by eligibility requirements. Program content and coverage are moderated by programmatic characteristics, including program goals and placement in the organizational structure, program staffing, and recruitment strategies. Organizational conditions, including sources and availability of funding, availability of synergistic programs, capacity for data collection and evaluation, and perceptions of the community college also moderate implementation. The results inform understanding of how to implement programs at community colleges that increase equity in particular contexts.


1988 ◽  
Vol 52 (11) ◽  
pp. 637-642 ◽  
Author(s):  
TA Dolan ◽  
CR Corey ◽  
HE Freeman

ASHA Leader ◽  
2006 ◽  
Vol 11 (5) ◽  
pp. 14-17 ◽  
Author(s):  
Shelly S. Chabon ◽  
Ruth E. Cain

2016 ◽  
Vol 1 (15) ◽  
pp. 64-67
Author(s):  
George Barnes ◽  
Joseph Salemi

The organizational structure of long-term care (LTC) facilities often removes the rehab department from the interdisciplinary work culture, inhibiting the speech-language pathologist's (SLP's) communication with the facility administration and limiting the SLP's influence when implementing clinical programs. The SLP then is unable to change policy or monitor the actions of the care staff. When the SLP asks staff members to follow protocols not yet accepted by facility policy, staff may be unable to respond due to confusing or conflicting protocol. The SLP needs to involve members of the facility administration in the policy-making process in order to create successful clinical programs. The SLP must overcome communication barriers by understanding the needs of the administration to explain how staff compliance with clinical goals improves quality of care, regulatory compliance, and patient-family satisfaction, and has the potential to enhance revenue for the facility. By taking this approach, the SLP has a greater opportunity to increase safety, independence, and quality of life for patients who otherwise may not receive access to the appropriate services.


2006 ◽  
Vol 39 (8) ◽  
pp. 22
Author(s):  
MARY ELLEN SCHNEIDER

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