It presents methods used by the MTSG Trust to advance realization of this pioneering greenway concept, following the proposed planning, organizational, and implementation framework.
The paper describes a framework of replicable planning, organizational and implementation factors that have contributed to the success of the MTSG, derived from study of the organization and supported by greenway and land planning literature.
This model should help organizational leaders and implementation experts identify their organizational flaws with learning and sharing this knowledge and, therefore, identify targets for interventions.
To identify contextual factors (individual, organizational, cultural, social and geographic) that influence: organizational adoption and implementation of the NFP; utilization of NFP visit-to-visit guidelines; caseload coordination; location, engagement and retention of NFP clients; sustainability of the NFP in BC; and the convening and sustaining of community advisory boards.
To integrate previous studies of AMT implementation, we investigate how varied operations strategies, organizational cultures, and implementation practices impact performance.
The lessons learned from this study may contribute to a better understanding of appropriate and efficacious methodological approaches to the study of organizational change and implementation.
For each of these methodological risks and liabilities, we have taken efforts to anticipate and guard against the most egregious risks, and we hope, in the process, to make significant contribution to the study of organizational improvement and implementation in general and within the unique context of correctional settings in particular.
We performed simple logistic regressions to determine the strength of association between each organizational characteristic and implementation of eGFR reporting.
The CFIR was selected because it includes multiple constructs and theories from peer reviewed studies on evidence-based knowledge dissemination and translation, organizational change and implementation, and uptake of research.
Thus, while the findings capture a critical period of organizational change and implementation, they cannot anticipate the future progression, facilitators and/or barriers of efforts to build EIDM capacity.
This article explores the organizational and external implementation factors we experienced during the implementation process, describes our lessons learned throughout this process, and offers strategies for other practitioners to proactively address these factors from the start of program planning.
