A learning community approach to identifying interventions in health systems to reduce colorectal cancer screening disparities.

Although colorectal cancer (CRC) screening in the United States has been increasing, screening rates are not optimal, and there are persistent disparities in CRC screening and mortality, particularly among minority patients. As most CRC screening takes place in primary care, health systems are well-positioned to address this important population health problem. However, most health systems have not actively engaged in identifying and implementing effective evidence-based intervention strategies that can raise CRC screening rates and reduce disparities. Drawing on the Collective Impact Model and the Interactive Systems Framework for Dissemination and Implementation, our project team applied a learning community strategy to help two health systems in southeastern Pennsylvania identify evidence-based CRC screening interventions for primary care patients. Initially, this approach involved activating a coordinating team, steering committee (health system leadership and stakeholder organizations), and patient and stakeholder advisory committee to identify candidate CRC screening intervention strategies. The coordinating team guided the steering committee through a scoping review to identify seven randomized trials that identified interventions that addressed CRC screening disparities. Subsequently, the coordinating team and steering committee applied a screening intervention classification typology to select an intervention strategy that involved using an outreach strategy to provide minority patients with access to both stool blood test and colonoscopy screening. Finally, the coordinating team and steering committee engaged the health system patient and stakeholder advisory committee in planning for intervention implementation, thus taking up the challenge of reducing and important health disparity in patient populations served by the two health systems

Management of the Space Physics Analysis Network (SPAN)

Here, the purpose is to define the operational management structure and to delineate the responsibilities of key Space Physics Analysis Network (SPAN) individuals. The management structure must take into account the large NASA and ESA science research community by giving them a major voice in the operation of the system. Appropriate NASA and ESA interfaces must be provided so that there will be adequate communications facilities available when needed. Responsibilities are delineated for the Advisory Committee, the Steering Committee, the Project Scientist, the Project Manager, the SPAN Security Manager, the Internetwork Manager, the Network Operations Manager, the Remote Site Manager, and others

Community Services Implementation Project Year 3 Progress Report and Proposed Project Plan for Year 4

In November 2000, the University of Nebraska Public Policy Center (PPC) and the University of Nebraska-Lincoln Center on Children, Families and the Law (CCFL) entered into a partnership with the Lincoln/Lancaster County Joint Budget Committee (JBC) and United Way of Lincoln/Lancaster County (UW). During Year 2, the Lincoln Community Foundation and Woods Charitable Fund, Inc. joined the partnership. The purpose of this University-Community partnership, the Community Services Implementation Project (C-SIP), has been to facilitate implementation of the Lincoln/Lancaster County Human Services Three-Year Comprehensive Plan (Plan). PPC and CCFL have been serving a coordinating and technical assistance role for the overall process including: providing staff support and technical assistance for the Steering Committee, the Advisory Committee, and related subcommittees; providing staff support and technical assistance for the Community Coalitions; assisting Community Coalition Co-Chairs in their facilitation role; developing and maintaining the C-SIP database and website; and, developing the benchmark data infrastructure and data collection process to establish a baseline to compare with future years

COMMUNITY SERVICES IMPLEMENTATION PROJECT

In November 2000, the University of Nebraska Public Policy Center (PPC) and the University of Nebraska-Lincoln Center on Children, Families and the Law (CCFL) entered into a partnership with the Lincoln/Lancaster County Joint Budget Committee (JBC) and United Way of Lincoln/Lancaster County (UW). The purpose of this University-Community partnership has been to facilitate implementation of the Lincoln/Lancaster County Human Services Three-Year Comprehensive Plan (Plan). It has since become known as C-SIP (the Community Services Implementation Project). PPC and CCFL have been serving in a coordinating and technical assistance role for the overall process including: providing staff support and technical assistance for the Steering Committee, the Advisory Committee, and related subcommittees; providing staff support and technical assistance for six Community Coalitions (with occasional technical assistance provided to the Family Violence Coalition upon request); assisting Coalition Co-Chairs in their facilitation role; developing and maintaining the C-SIP database and website; and, developing the benchmark data infrastructure and data collection process to establish a baseline to compare with future years

Tremblings, August 2021

Knowing the WAA Through Connection Paul C. Rogers The Western Aspen Alliance (WAA) was founded in 2008 with a three-year start-up fund from Utah State University’s Quinney Foundation. Envisioned as a partnership between USU and the U.S. Forest Service’s research branch, the organization quickly attracted multiple partners in the form of state and federal agencies. Thus, a virtual organization was born with the primary function of bringing current aspen science to field practitioners. A secondary mission, to support active aspen research, involved facilitating interdisciplinary teams to address key issues. This basic structure, with science outreach overseen by a Steering Committee and research by a Science Advisory Panel, remains in place today

California's Afterschool Expansion: The Planning for Implementation of Proposition 49 and Considerations for Planners in Other States

The aim of this report is to share insights from the California experience with advocates, program operators, and state agency, school and political officials in other states who are contemplating an expansion of afterschool programs.This report is the result of a desire by the William T. Grant Foundation to capture a unique process and opportunity -- the planning for the largest expansion of state-funded afterschool programs in the nation's history.This report covers the time period from summer 2005 to late summer 2006 when legislation sets the stage for the implementation of Proposition 49, which funds afterschool programs for elementary and middle school students.The information for this report was collected principally in three ways:1) Documents generated during the planning process.2) Observations during meetings of two key groups.The Design Team: This group was comprised of state agency officials, program operators, advocates and employees of a consulting firm. This team produced 19 recommendations on how to implement Proposition 49.The Before & After School Advisory Committee: This committee was created by the California legislature. One of its roles is to review the work of the Design Team and make recommendations to state agencies, the governor and the legislature on how to implement Proposition 49.3) Interviews with 15 people involved in the process. These people were chosen to serve as archetypes because their point of view represents large numbers of stakeholders.This report addresses two major issues that drove the planning for the rollout of Proposition 49.The first is the extraordinary expansion of a state-funded program. The number of sites would increase from 1,700 to 4,000; an additional 16,000 new afterschool staffers would be needed.The second issue revolves around the decision by a consortium of foundations to pay for a private consulting firm to work with state agencies, advocates and program operators to create a master plan. This yeasty mix -- nonprofits, business and bureaucracy -- created predictable cultural challenges when the main sectors of American working life team up to tackle a big job.Real answers to what worked in the planning process and what didn't will begin to reveal themselves once Proposition 49 is fully implemented. At that point, one will be able to see which parts of the plan were implemented and how well those plans succeeded in the delivery of afterschool programs

A Sustainable Assessment of the Codes and Plans for South Shore Central of Austin’s Lady Bird Lake

This project report provides valuable information surrounding the socioeconomic climate of Austin. Demographic and economic descriptions are coupled with plans for environmentally conscious future city development.The City of Austin has recognized that Lady Bird Lake (formerly named Town Lake) is a precious recreational resource in the heart of the urban core, which could be quickly overwhelmed if development along its shores is not carefully planned and regulated to provide a balance between accommodating growth in the urban core and preserving the character of the lakefront. The adoption of the 1985 Town Lake Corridor Study established foundational policies which were codified with the 1986 Waterfront Overlay Combining District (WOCD) ordinance. The ordinance established fifteen sub-districts (now sixteen sub-districts) within the overlay in order to calibrate the code to various locations along the 5.4 mile -long town lake corridor. The overall purpose of the ordinance was established “. . . to provide a more harmonious interaction and transition between urban development and the parkland and shoreline . . .” In 2007 the City Council appointed a Waterfront Overlay Taskforce to review the adequacy of the current waterfront ordinance in light of changes that had been made to the original ordinance over the years and to increasing development pressure along the shoreline. The Waterfront Task Force Report, 2008, made several recommendations, including the re-establishment of a Waterfront Planning Advisory Board (WPAB) with responsibilities that include recommending potential changes to the Waterfront Overlay Combining District ordinance, with particular instructions to develop bonus provisions that create clear, predictable methods for increasing development entitlements in exchange for clear, predictable community benefits, and to develop improved design standards. The WPAB has conducted this work since its appointment two years ago, but has had to carry out this task with limited support resources and without the benefit of consultant assistance The SDAT will provide an outside, professional review and assessment of the WPAB’s work to date and assist with recommendations for moving forward. Additionally, the SDAT process will help convene local resources and engage stakeholders to inform and assist with the work. In order to sharply focus the review and assessment process, the SDAT study will concentrate on one of the sub-districts of the Waterfront Overlay – South Shore Central – which is arguably the area along the waterfront most likely to face potential redevelopment prospects, and the adjacent sub-districts to the west and east which, respectively, introduce a major park land (Auditorium Shores) and an area with commercial transitioning to residential uses (Travis Heights). The South Shore Central sub-district is also adjacent to established neighborhoods. This area concentrates the issues of how to promote urban excellence while maintaining, enhancing, and connecting to parkland and neighborhoods.Waller Creek Working Grou

Goodbye to Projects? ¿ A livelihoods-grounded audit of the Plan for the Modernisation of Agriculture (PMA) in Uganda

Approaches to projects and development have undergone considerable change in the last decade with significant policy shifts on governance, gender, poverty eradication, and environmental issues. Most recently this has led to the adoption and promotion of the sustainable livelihood (SL) approach. The adoption of the SL approach presents challenges to development interventions including: the future of projects and programmes, and sector wide approaches (SWAPs) and direct budgetary support.This paper `A livelihoods-grounded audit of the Plan for the Modernisation of Agriculture in Uganda¿ is the fourteenth in the series of project working papers.Department for International Developmen