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Biomedical subjects

T P Holland

Publications and source records attributed to T P Holland.

12 recordsLinked to original sources
PubMed1997

Board development in two hospitals: lessons from a demonstration.

A recently concluded demonstration project examined efforts to improve the effectiveness of nonprofit boards. This article focuses on the interventions at two participating healthcare organizations and examines the outcomes of these efforts. Changes made at the Alpha Health Care system included: reduction in the number of boards, term limits established for board members, election of new board chairs for two of the fewer boards, reduction in the size of those boards, implementation of a consent agenda, and reorganization of the boards' committee structure. Fewer changes were implemented at the Beta Hospital, where several initiatives were started but only some of which were retained by the projects' conclusion. Key factors limiting the extent of changes there were the modest interest in an active board by a new CEO and the limited investment of trustees in change. The article concludes with a discussion of lessons learned about board assessment, the use of retreats to initiate board development, and the importance of time management and CEO support to strengthen board effectiveness.

Chief Executive Officers, Hospital↗
PubMed1991

Self-assessment by nonprofit boards.

Can nonprofit boards conduct accurate and trustworthy evaluations of their own performance? Factors that limit trustee self-assessments include problems with available instruments as well as with trustees' critical abilities. Drawing upon previous research that identified six dimensions of board competencies, the author developed and field-tested a new instrument for use in board self-assessments. Information on the reliability and validity of this approach is presented, and implications are drawn for board efforts to monitor and appraise their performance.

Governing Board↗
PubMed1985

A typology of social environments in community care homes.

Observers rated 11 aspects of the social environments of 40 community care homes. Four basic types of homes were identified through a cluster analysis of these ratings. Discriminant analysis suggested that homes in the clusters differed primarily along two dimensions: socioemotional demands and program structure. For each cluster, the main features of the social environment were used to describe the types of psychiatric patients judged likely to be successfully placed in these homes.

Halfway Houses↗
PubMed1979

Staff and patient participation in decision-making in residential treatment programs.

The merit of increasing the involvement of staff and patients of residential treatment programs in decision-making has been discussed by numerous writers, but few studies have provided extensive measurement of this concept. The authors have developed a twenty-four-item scale that assesses in detail the nature and extent of participation by staff and patients in decisions about treatment planning and routine patient care.

Decision Making↗
PubMed1976

Improving the effectiveness of program consultation.

In a recent project concerned with the evaluation of consultation, experienced health program consultants demonstrated difficulty in two areas: (a) integrating mutnd (b) setting objectives and specifying criteria by which to measure attainment of those objectives. This paper outlines the purposes of this project, its background and methodology, and discusses in depth the areas of concern. Through an exploration of these issues in program consultation evaluation, health professionals can understand and hopefully improve their skills in this important area of functioning.

Communication↗
PubMed1975

Evaluating the impact of program consultation in health services.

This article describes a methodology developed to be useful to both consultant and consultee in evaluating their mutual efforts to improve agency health service programs. Reporting forms and instruction manuals based upon the concept of mutuality in consultation were used by 19 consultants in 29 consultations. Two-thirds of the respondents reported some increase in problem-solving ability. The implications of evaluating program consultation are discussed, as are certain issues in consultation: definition, implementation, process, utilization, impact delays, interpersonal interactions, hidden agendas, organizational learning, and outcome measurements.

Evaluation Studies as Topic↗
PubMedDate not supplied

The new work of the nonprofit board.

Too often, the board of a nonprofit organization is little more than a collection of high-powered people engaged in low-level activities. But that can change, the authors say, if trustees are willing to discover and take on the new work of the board. When they perform the new work, a board's members can significantly advance the institution's mission and long-term welfare. Doing the new work requires a board to engage in new practices. First, the board must go beyond rubber-stamping management's proposals and find out what issues really matter to the institution. It can do that by making the CEO paint the big picture of the organization's strategic concerns, by understanding key stakeholders, by consulting experts, and by deciding what needs to be measured in order to judge the institution's performance. Second, a board doing the new work must take action: the board must not only set policy but also work with management to implement it. Third, the board must go beyond strictly functional organization: the new work requires flexibility and encourages ad hoc arrangements. Finally, board meetings--where boards underperform most visibly--should be driven by goals, not by processes. The authors give many examples of boards that have successfully embraced the new work. The stakes are high: if boards demonstrate that they can change effectively, the professional staff at the institutions they serve just may follow suit.

Governing Board↗