CEO tenure in nonprofit community‐based organizations: a multiple case study

2001 ◽  
Vol 6 (1) ◽  
pp. 56-60 ◽  
Author(s):  
Joseph C. Santora ◽  
James C. Sarros
2014 ◽  
Vol 14 (6) ◽  
Author(s):  
Karen Schelleman-Offermans ◽  
Maike Tietschert ◽  
Maria Jansen ◽  
Mieke Derickx ◽  
Mieke Steenbakkers ◽  
...  

2018 ◽  
Vol 45 (6) ◽  
pp. 855-864 ◽  
Author(s):  
Whitney R. Garney ◽  
Leigh E. Szucs ◽  
Kristin Primm ◽  
Laura King Hahn ◽  
Kristen M. Garcia ◽  
...  

Introduction. In 2014, the Centers for Disease Control and Prevention funded the American Heart Association to implement policy, systems, and environment-focused strategies targeting access to healthy food and beverages, physical activity, and smoke-free environments. Method. To understand factors affecting implementation and variations in success across sites, evaluators conducted a multiple case study. Based on past literature, community sites were categorized as capacity-building or implementation-ready, for comparison. A sample of six communities were selected using a systematic selection tool. Through site visits, evaluators conducted interviews with program staff and community partners and assessed action plans. Results. Evaluators identified important implications for nationally coordinated community-based prevention programming. Differences in implementation varied by the communities’ readiness, with the most notable differences in how they planned activities and defined success. Existing partner relationships (or lack thereof) played a significant role, regardless of the American Heart Association’s existing presence within the communities, in the progression of initiatives and the differences observed among phases. Last, goals in capacity-building sites were tied to organizational goals while goals in implementation-ready sites were more incremental with increased community influence and buy-in. Discussion. Using national organizations as a mechanism to carry out large-scale community-based prevention work is a viable option that provides coordinated, wide-scale implementation without sacrificing a community’s priorities or input. In funding future initiatives, the presence of relationships and the time needed to cultivate such relationships should be accounted for in the planning and implementation processes, as well as both local and national expectations.


BMJ Open ◽  
2019 ◽  
Vol 9 (5) ◽  
pp. e027727 ◽  
Author(s):  
Gabriel Bilodeau ◽  
Holly Witteman ◽  
France Légaré ◽  
Juliette Lafontaine-Bruneau ◽  
Philippe Voyer ◽  
...  

ObjectivesTo identify patient decision aids’ features to limit their complexity for older adults with dementia and their family caregivers.DesignMixed method, multiple case study within a user-centred design (UCD) approach.SettingCommunity-based healthcare in the province of Quebec in Canada.Participants23 older persons (aged 65+ years) with dementia and their 27 family caregivers.ResultsDuring three UCD evaluation-modification rounds, participants identified strengths and weaknesses of the patient decision aids’ content and visual design that influenced their complexity. Weaknesses of content included a lack of understanding of the decision aids’ purpose and target audience, missing information, irrelevant content and issues with terminology and sentence structure. Weaknesses of visual design included critics about the decision aids’ general layout (density, length, navigation) and their lack of pictures. In response, the design team implemented a series of practical features and design strategies, comprising: a clear expression of the patient decision aids' purpose through simple text, picture and personal stories; systematic and frequent use of pictograms illustrating key points and helping structure patient decision aids' general layout; a glossary; removal of scientific references from the main document; personal stories to clarify more difficult concepts; a contact section to facilitate implementation of the selected option; GRADE ratings to convey the quality of the evidence; a values clarification exercise formatted as a checklist and presented at the beginning of the document to streamline navigation; involvement of a panel of patient/caregiver partners to guide expression of patient priorities; editing of the text to a sixth grade reading level; UCD process to optimise comprehensiveness and relevance of content and training of patients/caregivers in shared decision-making.ConclusionsThe revised template for patient decision aids is designed to meet the needs of adults living with dementia and their caregivers better, which may translate into fewer evaluation-modification rounds.


Pflege ◽  
2020 ◽  
pp. 1-9
Author(s):  
Carola Maurer ◽  
Heidrun Gattinger ◽  
Hanna Mayer

Zusammenfassung. Hintergrund: Einrichtungen der stationären Langzeitpflege investieren seit Jahren Ressourcen in die Entwicklung der Kinästhetikkompetenz der Pflegenden. Aus aktuellen Studien geht hervor, dass die Implementierung, bzw. die nachhaltige Förderung der Kinästhetikkompetenz problematisch ist, vertiefte Erkenntnisse zu den Ursachen fehlen jedoch. Fragestellung: Welche Hemmnisse verhindern eine nachhaltige Implementierung von Kinästhetik in Einrichtungen der stationären Langzeitpflege? Methode: Es wurde eine Multiple Case-Study in drei Einrichtungen der deutschsprachigen Schweiz durchgeführt. Aus leitfadengestützten Interviews und (fallbezogener) Literatur zum externen Kontext wurden in den Within-Case-Analysen die Daten induktiv verdichtet und diese Ergebnisse in der Cross-Case-Synthese miteinander verglichen und abstrahierend zusammengeführt. Ergebnisse: Die Synthese zeigt, dass die Implementierung von Kinästhetik innerhalb der Einrichtung auf drei verschiedenen Ebenen – der Leitungs-, Pflegeteam- und Pflegeperson-Ebene – als auch durch externe Faktoren negativ beeinflusst werden kann. Schlussfolgerungen: In der Pflegepraxis und -wissenschaft sowie im Gesundheitswesen benötigt es ein grundlegendes Verständnis von Kinästhetik und wie dieses im Kontext des professionellen Pflegehandelns einzuordnen ist. Insbesondere Leitungs- und implementierungsverantwortliche Personen müssen mögliche Hemmnisse kennen, um entsprechende Strategien entwickeln zu können.


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