Mounting a community-based alcohol and drug abuse prevention effort in a multicultural urban setting: Challenges and lessons learned

Amodeo, Maryann; Wilson, Susan L.; Cox, Deborah L.

doi:10.1007/bf02407338

Cited by 6 publications

(3 citation statements)

References 7 publications

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“… 13 , 49 - 51 However, capacity building is an investment in sustainable long-term improvement, which often progresses slowly, even under the best conditions. 52 , 53 Building capacity depends on a series of critical system characteristics related to both physical elements (infrastructure, material wealth, technology), as well as social (human capital, political legitimacy, and institutional strength). 54 …”

Section: Determinants Of Capacity Building For Dementia Carementioning

confidence: 99%

Building capacity for dementia care in Latin America and the Caribbean

González

Gaona

Quintero

et al. 2014

Dement. neuropsychol.

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Latin America and the Caribbean (LAC) have limited facilities and professionals trained to diagnose, treat, and support people with dementia and other forms of cognitive impairment. The situation for people with dementia is poor, and worsening as the proportion of elderly in the general population is rapidly expanding. We reviewed existing initiatives and provided examples of actions taken to build capacity and improve the effectiveness of individuals, organizations, and national systems that provide treatment and support for people with dementia and their caregivers. Regional barriers to capacity building and the importance of public engagement are highlighted. Existing programs need to disseminate their objectives, accomplishments, limitations, and overall lessons learned in order to gain greater recognition of the need for capacity-building programs.

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Section: Determinants Of Capacity Building For Dementia Carementioning

confidence: 99%

Building capacity for dementia care in Latin America and the Caribbean

González

Gaona

Quintero

et al. 2014

Dement. neuropsychol.

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“…Second, building organisational capacity is not a fast process and it has been suggested to take several years to achieve (Amodeo, Wilson, & Cox, 1995;Chavis, 1995). Maintaining a baseline level of funding, therefore, is important for continuing to exert influence on SSOs to practice HP, especially when the delivery of sport takes precedence, and HP is a less immediate responsibility.…”

Section: Implications For Policy and Practicementioning

confidence: 99%

Organisational readiness and capacity building strategies of sporting organisations to promote health

Casey

Payne

Eime

2012

Sport Management Review

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This paper explored the readiness of Victorian State Sporting Organisations (SSOs) in Australia to implement health promotion (HP) programs and sought to understand how they implemented capacity building strategies to promote health. Ten SSOs that received funding to develop and implement HP were recruited for the study. Interviews were conducted with key staff from SSOs and focus groups were undertaken with their Boards of Management. Factors analysed were SSO organisational readiness and capacity building strategies to implement change in organisational processes, organisation and resources, and systems and controls. SSOs made a concerted effort to create and support sport and recreation contexts that promote healthy behaviours. A number of SSOs achieved changes in their culture and systems by implementing formalised and systematic programs such as the club development program. The club development program supported the implementation and sustainability of HP throughout the organisational system of the SSO. These changes, however, were dependent upon organisational readiness; particularly climate and capacity, whereby financially "well off" SSOs had the capacity to engage in HP in a significant way. This paper highlights opportunities and challenges for policy makers to fund HP within sporting organisations; especially when the delivery of sport is a more immediate responsibility than HP.

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“…The findings of this interpretive and multiple case study support the notion that investment in capacity building, even limited human and financial resources, can produce organizational interventions that appear to have a positive influence on CDP capacity. However, because capacity building is a gradual and dynamic process that requires continuous development, 29,30 especially in the context of inevitable competing priorities and changes in the nature and focus of health-promotion practice, we disagree with those that assert that it does not need ongoing investment and reinforcement of some type. 13 Second, capacity-building investments may need to vary according to population size and health-promotion infrastructure.…”

Section: Resultsmentioning

confidence: 87%

Realistic Expectations: Investing in Organizational Capacity Building for Chronic Disease Prevention

et al. 2007

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These findings reveal that capacity building for chronic disease prevention requires a long-term investment and is context specific. Even limited investment can produce interventions that appear to positively influence capacity for chronic disease prevention. The findings also suggest an urgent need to expand surveillance to include indicators of capacity-building investments and interventions to allow policy makers to make more informed decisions about investments in public health.

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Mounting a community-based alcohol and drug abuse prevention effort in a multicultural urban setting: Challenges and lessons learned

Cited by 6 publications

References 7 publications

Building capacity for dementia care in Latin America and the Caribbean

Building capacity for dementia care in Latin America and the Caribbean

Organisational readiness and capacity building strategies of sporting organisations to promote health

Realistic Expectations: Investing in Organizational Capacity Building for Chronic Disease Prevention

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