Analyzing attrition in a community-based literacy program

Attrition presents a challenge for research, especially when it affects groups differentially. The present study used the strategy proposed by Cook and Campbell (1979) to investigate attrition in a community-based literacy program. The relationship of attrition to person-centered and program-centered variables, and the interactions between person-centered and program-centered variables were examined in 287 Head Start families. Thus, data from this program were used to illustrate methods for examining attrition and determine its effects. This examination revealed differences among the intervention groups in the pattern of attrition. There were interactions between intervention program-centered characteristics and person-centered characteristics of the participants that could affect the validity of the study and limit the generalizability of the results. Suggestions for dealing with these problems and preventing attrition are discussed.     

Factors associated with fundraising dependency among nonprofit organisations in Australia

Despite the importance of fundraising to the nonprofit sector there has been surprisingly little research on fundraising as a revenue source in Australia. Research that has been conducted both here and internationally has focused on the cost of fundraising – the proportion of fundraising expenses to total fundraising revenue, and fundraising performance – the absolute or relative amount of money raised by organisations via fundraising. This paper examines why some nonprofit organisations are more dependent on fundraising as a source of revenue than others. The paper applies multivariate techniques to examine the influence that three broad sets of factors: organisational; revenue generation model; and fundraising approach, have on what we term ‘fundraising dependency’ – the percentage of a nonprofit organisation's total revenue that is derived from fundraising activities. It finds that fundraising dependency is associated with a range of organisational characteristics (e.g. size, geographical scope of the organisation and tax status); alternative forms of revenue generation (e.g. reliance on government funding and commercial venturing) and fundraising approach (e.g. whether professional fundraising staff are employed, the use of volunteer fundraisers and the number of fundraising practices used). The results support taking a multidimensional approach to understanding fundraising dependency.     

Researching Giving and Volunteering in Australia

The giving of time and money, mainly to private nonprofit organisations is not trivial, but in Australia has been little studied. This article introduces a special issue of the Australian Journal of Social Issues which draws on data collected in the largest study of giving and volunteering conducted in Australia hitherto. It seeks to establish terminological guidelines and reviews past Australian research on giving and volunteering, arguing that there has been a disproportionate interest in volunteering. It seeks to put to rest some common myths about giving and explores whether the increase in giving and volunteering can be attributed to government policy. It concludes by introducing the other papers in the collection.     

The Dual-Factor Model of Mental Health: A Short-Term Longitudinal Study of School-Related Outcomes

The Dual-Factor Model of Mental Health, proposed by Greenspoon and Sasklofske (Soc Indic Res 54:81–108, 2001), suggested that student mental health should be assessed on a dimension of psychopathology as well as a dimension of subjective well-being (SWB). Greenspoon and Sasklofske (Soc Indic Res 54:81–108, 2001) argued that measuring both psychopathology and SWB allow mental health professionals to have a more complete understanding of the child’s psychological health. The present exploratory study provided a further evaluation of the usefulness of the Dual-Factor model in understanding adolescents’ SWB using both person-centered and variable-centered analyses. Using person-centered analyses, we explored whether group membership revealed differential changes in middle school students’ GPAs as well as emotional, cognitive, and behavioral engagement across a 5-month time period. Furthermore, we used variable-centered analyses to examine whether middle school students’ levels of SWB at Time 1 predicted changes in our criterion variables. Specifically, we assessed whether SWB at Time 1 predicted student school engagement and GPA at Time 2 above and beyond their levels of internalizing and externalizing behaviors at Time 1, levels of student engagement and grades at Time 1, and demographic variables. Results of the person-centered analyses found statistically significant differences across the four groups identified in the Dual-Factor Model for emotional, cognitive and behavioral engagement as well as GPA. The results from the variable-centered analyses suggest subjective well-being to be a significant predictor of emotional, cognitive and behavioral engagement beyond measures of psychopathology. These results provide additional support for use of the Dual-Factor Model.     

The place of research in social work education

Summary This paper argues for a stronger emphasis on research in socialwork education and the recognition of a triangular and dynamicrelationship between social work research, education and practice.The focus here is on the particular relationship between thefirst two of this triad. The paper locates the discussion inan examination of the literature on the nature of knowledgeand ideas about professional education, and proceeds to a considerationof the place of research in disciplinary development. This includesa brief mention of changing paradigms reflected in social workresearch in the past century. Empirical data from research carriedout in the mid-1990s is used to illustrate the place of researchin social work education currently, and to support the argumentthat social work educators have responsibility for knowledgecreation (through research), as well as using research in theirteaching, and in devising curricula which develop knowledgeabout and skills in research among social workers at differentstages of training. Developing the research and knowledge baseis seen as an essential role for social work academics, in theface of uncertainties about future directions for professionaltraining and the complexity of the task for which social workersare being educated.     

Leadership and followership.

Along with the well-known leadership traits, there are some subtle characteristics of true leaders. Managing managers, making decisions, tolerating diversity, and showing a sense of humor are other marks of leadership that physician executives should possess.     

The MBA mystique

Is an MBA the solution for you? Do physician executives need to have a business degree to compete in today's competitive marketplace? What are clients looking for when they make hiring decisions? The answers may surprise you. This column is an attempt to dispel myths about physician executives and the MBA degree. Clients want to attract and hire physician executives who possess sometimes intangible skills--with or without the MBA credential. These intangible skills include the ability to educate other physicians to the new health care realities, a sales orientation emphasizing effective communication that focuses on patients and payers as customers, comfort with ambiguity, flexibility, and tact and sensitivity in negotiations.     

Eating disorders in graduate students: exploring the SCOFF questionnaire as a simple screening tool

The results of several studies have established the validity of the SCOFF questionnaire (a 5-question screening tool for eating disorders), but researchers need to explore further replicability using the US version in the graduate school population. In this study, the authors asked 335 graduate students attending the Northwestern student health clinic on the Chicago campus to complete a written survey anonymously. A total of 305 (91%) patients completed the survey. The sensitivity and specificity for the SCOFF was 53.3% and 93.2%, respectively. This produced a PPV (the proportion who tested positive on the screen and actually had an eating disorder) of 66.7% and an NPV (the proportion of those who tested negative on the screen and actually did not have an eating disorder) of 88.7%. More than 80% of respondents were dissatisfied with their shape and weight, with over one third having a moderate to severe body image disturbance. The SCOFF is an easy instrument to administer that health care providers can use to screen for eating disorders in the primary care setting.     

When it's time to say goodbye

You've landed the perfect job, but now you must face your current employer and deliver the news that you're leaving the organization. While an exciting time, this can also certainly be a stressful one. Here are some strategies and ideas for saying goodbye to an employer that may be useful in guiding your actions. From being ready for counter-offers to downright hostility, you need to be prepared to deal with various scenarios. No matter how you have steeled yourself to go into the boss's office to share your news, you cannot predict with total accuracy just what his or her response will be. There will always be surprises, although usually things are never as bad as your imagined worst-case scenario. However, when you are ready to make your plans known, one simple rule is always required: You must have total commitment to your new position.     

The physician executive "arrives"--a new generation prepares for the future

The recent rise in the number of physician executives in the health care industry vividly demonstrates that a genuinely new generation of physician executives is seeking to combine the sensitivity of their clinical skills with the business acumen that today's health care organizations need to prosper and grow. But physicians who are preparing themselves to be selected one day as chief executive officers by hospitals, integrated systems, and managed care organizations should understand that the CEO role is radically different from that of the CEO of a physician practice. The corporate CEO role requires the management of managers and responsiveness to the organization's board. Those who imagine that the corporate CEO role bears any resemblance to the autonomous, independent existence of the practitioner are certain to have a rough time.