Fostering Organizational Change Through a Community-Based Initiative (original) (raw)
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Health Promotion International, 2008
As part of an evaluation of the California Healthy Cities and Communities (CHCC) Program, we assessed the extent to which coalitions implementing the healthy cities and communities model demonstrated capacity to leverage financial resources, expand programs and influence organizational policies. The evaluation design was a multiple case study of 20 participating communities with cross-case analysis. Participating communities spanned the state's diverse geographic regions and ranged from remote areas within rural counties to neighborhoods within large cities. Data included: semi-structured interviews with coordinators and community leaders, focus groups with coalition members and document review. Many CHCC coalitions were able to leverage significant financial resources across a diverse array of funding sources, including federal, state, county and city governments. In addition, all CHCC coalitions developed at least one new program, most commonly focused on youth development, civic capacity-building or lifelong learning. Changes in policies, reported by 19 of the 20 coalitions, were consistent with healthy cities and communities principles and were implemented in communitybased organizations, county and city governments, and school districts. Typical changes included an increased willingness to collaborate, increased emphasis on engaging diverse parts of the community, greater responsiveness to community needs and more opportunities for resident input into decision-making. Our findings suggest the healthy cities and communities model has the potential to strengthen the organizational infrastructure of communities to promote health.
Case Study: Johns Hopkins Community Health Partnership: A model for transformation
Healthcare, 2016
Transformation relates to evolving the way care is provided to be more coordinated, patient-centered and focused on the achievement of discrete outcomes. The Johns Hopkins Community Health Partnership (J-CHiP) was formed as a regional approach to transformation supported by a Health Care Innovation Award (HCIA) from the Center for Medicare and Medicaid Innovation (CMMI 2). Although the team initially considered submitting distinct applications for the components of what became J-CHiP, it was ultimately decided that the best way to impact the broader spectrum of all settings where care
Journal of Public Health Management and Practice, 2012
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Journal of Military, Veteran and Family Health
Introduction: Veterans experience many physical and psychosocial adjustment problems that challenge personal relationships, social functioning, and successful social reintegration. The Warrior to Soul Mate (W2SM) program uses a structured curriculum (i.e., the Practical Application of Intimate Relationships Skills) to address Veterans' interpersonal needs by teaching participants effective interpersonal skills. Veterans who attended the W2SM program reported lower anxiety levels; improvements in marital relationships and satisfaction; and increased intimacy, cohesion, and affection. Therefore, sustaining the W2SM program can have long-term positive effects for Veterans, families, and the greater society. The purpose of this article is to describe the sustainability of the W2SM program. Methods: The Model of Community-Based Program Sustainability conceptually guided the evaluation. Participants from 23 Veterans Health Administration hospitals in the United States that offer W2SM programs completed a self-report survey to measure sustainability. Results: The highest scoring sustainability elements were "demonstrating program results" (Mean = 5.82, SD = 1.23), "staff involvement and integration" (Mean = 5.79, SD = 1.34), and "program responsivity" (Mean = 4.39, SD = 1.16); the lowest scoring element was "strategic funding" (Mean = 2.78, SD = 1.75). Statistically significant associations were found between the global middle-range program results and three sustainability elements: leadership competence (r = 0.472; p = 0.023), effective collaboration (r = 0.470; p = 0.024), and strategic funding (r = 0.507; p = 0.014). Discussion: Efforts to sustain programs should focus on leaders planning for sustainability at the onset of program implementation. Collaborators must be involved in program design, implementation, and evaluation, and long-term funding sources must be secured to support program operations and continuation.
A methodology for evaluating organizational change in community-based chronic disease interventions
Preventing chronic disease, 2007
In 2003, the Monterey County Health Department, serving Salinas, California, was awarded one of 12 grants from the Steps to a HealthierUS Program to implement a 5-year, multiple-intervention community approach to reduce diabetes, asthma, and obesity. National adult and youth surveys to assess long-term outcomes are required by all Steps sites; however, site-specific surveys to assess intermediate outcomes are not required. Salinas is a medically underserved community of primarily Mexican American residents with high obesity rates and other poor health outcomes. The health department's Steps program has partnered with traditional organizations such as schools, senior centers, clinics, and faith-based organizations as well as novel organizations such as employers of agricultural workers and owners of taquerias. The health department and the Stanford Prevention Research Center developed new site-specific, community-focused partner surveys to assess intermediate outcomes to augment ...
Journal of Health Organization and Management
Purpose Despite many calls to strengthen connections between health systems and communities as a way to improve primary healthcare, little is known about how new collaborations can effectively alter service provision. The purpose of this paper is to explore how a health authority, municipal leaders and physicians worked together in the process of transforming primary healthcare. Design/methodology/approach A longitudinal qualitative case study was conducted to explore the processes of change at the regional level and within seven communities across Northern British Columbia (BC), Canada. Over three years, 239 interviews were conducted with physicians, municipal leaders, health authority clinicians and leaders and other health and social service providers. Interviews and contextual documents were analyzed and interpreted to articulate how ongoing transformation has occurred. Findings Four overall strategies with nine approaches were apparent. The strategies were partnering for innova...