A Comprehensive Evaluation Framework for Mental Health Consumer/Survivor Organizations: Values, Conceptualization, Design, and Action

This article provides a framework for the evaluation of mental health consumer/ survivor organizations that consists of four main components: (a) participatory processes, (b) conceptualization of the activities and outcomes at the individual and systems levels of these organizations, (c) the combination of quantitative and qualitative methods for examining activities and outcomes, and (d) dissemination and action. We assert that these components form a comprehensive and holistic framework for evaluating mental health consumer/survivor organizations; we illustrate how these components can be put into action through a case study of four mental health consumer/survivor organizations in Ontario; and we reflect on the lessons that we have learned in conducting this evaluation

Popping into Focus: Community Engagement for Environmental Impact and Awareness

Grey literature from Microsoft-funded Urban Futures Summer Workshop 2020 Community Engagement Group https://www.microsoft.com/en-us/research/uploads/prod/2020/10/Community-Engagement.pdfIn this white paper, we develop a dedicated space (physical and virtual) for the early and ongoing incorporation of community engagement through a series of scalable pop-ups and an open data platform to complement local sensor deployments. One cannot solve wicked problems in white papers. Instead, we are proposing a prototype that will grow and change over time. By incorporating on-the-ground practice and experimentation in collaboration with local partners and governments, we hope that our solution will promote the rights of residents to shape how and where new technologies are deployed within their cities, and how the data from those technologies are used.MicrosoftOffice of the VP for Researc

Management and performance in US nursing homes

Accountability pressures have generated complex performance measurement regimes to evaluate and improve public or publicly-funded services. Performance management, however, faces many challenges including the tradeoffs posed by numerous dimensions of performance and a lack of consensus on which organizational and environmental factors can improve these results. This study seeks to understand the effect of management and other factors on different dimensions and measures of performance in U.S. public, nonprofit, and for-profit nursing homes. Using a hybrid data set that combines archival government data on performance in nursing homes with a recent nursing home administrators’ survey, we find that innovative management significantly1 improves the quality of care. In addition, more innovation and less power sharing in management are associated with serving fewer Medicaid-funded clients. Significant differences in performance exist across public, nonprofit, and for-profit organizations. These differences are notable across both the archival and perceptual models of performance

INCOG 2.0 Guidelines for Cognitive Rehabilitation Following Traumatic Brain Injury: What’s Changed From 2014 to Now?

IT IS CRITICAL TO KEEP clinical practice guidelines (CPGs) up to date through integration of the latest evidence. Therefore, it is with great excitement that the INCOG team presents the INCOG 2.0 Guidelines for Cognitive Rehabilitation Following Traumatic Brain Injury (TBI). In this brief introduction, we provide an overview of changes in the evidence from 2014; share insights into the current state and challenges implementing cognitive rehabilitation; and provide an overview of INCOG 2022

The Future of INCOG (Is Now)

IT HAS BEEN 8 years since the first iteration of the INCOG clinical practice guidelines (CPGs) were published. Much has happened since 2014, and a considerable body of evidence has been published in the various domains of cognitive rehabilitation research represented in this special issue. Over this time, significant developments in the science of identifying, appraising, and distilling research evidence into practically applicable CPGs have emerged, as well as implementation efforts to ensure meaningful change in care delivery

Management and performance in U.S. nursing homes

Accountability pressures have generated complex performance measurement regimes to evaluate and improve public or publicly-funded services. Performance management, however, faces many challenges including the tradeoffs posed by numerous dimensions of performance and a lack of consensus on which organizational and environmental factors can improve these results. This study seeks to understand the effect of management and other factors on different dimensions and measures of performance in U.S. public, nonprofit, and for-profit nursing homes. Using a hybrid data set that combines archival government data on performance in nursing homes with a recent nursing home administrators’ survey, we find that innovative management significantly improves the quality of care. In addition, more innovation and less power sharing in management are associated with serving fewer Medicaid-funded clients. Significant differences in performance exist across public, nonprofit, and for-profit organizations. These differences are notable across both the archival and perceptual models of performance