背景:赠款资金通常会推动创新计划,以增强生物医学领域的多样性,然而,对于赠款资助的生物医学干预的可持续性策略还没有很好的理解.此外,随着资助机构转向支持生物医学培训的机构变革,关于可持续性战略可以在多大程度上支持赠款资助倡议的原始目标的长期制度化,人们知之甚少。这项研究的目的是双重的:确定赠款资助计划用于促进可持续性的策略,并在赠款资助的生物医学职业培训工作的早期阶段研究可持续性和制度化概念之间的相互关系。
方法:我们采用了多案例研究设计和跨案例分析,对来自10个本科院校的项目管理员和参与者进行了访谈,这些院校获得了由美国国立卫生研究院(NIH)资助的建筑基础设施导致多样性(BUILD)奖。
结果:BUILD网站从事以下策略以开发计划可持续性:1)扩展和适应以扩大计划影响,2)确定额外的资金和削减成本的措施,3)开发和维护基础设施和结构运营,4)利用关系以及与机构内和机构间伙伴的关系,5)和解决招聘问题,政策,和奖励制度。高级行政支持支持计划的可持续性和早期制度化,尽管我们还确定了参与者认为他们在没有行政支持或机构变革的情况下走上了可持续变革的轨道。在确定的战略中,那些涉及组织和基础设施变革的变革有助于制度化的早期阶段。
结论:本研究通过提供计划可持续性努力与变革努力制度化之间的区别和相互关系的证据,为组织变革的文献做出了贡献,因为某些可持续性战略可能与迈向制度化的战略重叠。研究结果表明,项目管理员制定早期可持续发展计划的重要性也导致制度化,以及资助机构发展可持续性技术援助的机会,组织变革,和制度化作为一种资源来支持项目管理员的努力,他们校园的结构变化。
BACKGROUND: Grant funding often drives innovative programming in efforts to enhance diversity in biomedical fields, yet strategies for sustainability of grant-funded biomedical intervention are not well understood. Additionally, as funding agencies shift toward supporting institutional change to biomedical training, less is known about the extent to which sustainability strategies can support long-term institutionalization of the original goals of the grant-funded initiative. The purpose of this study is twofold: to identify strategies used by grant-funded programs for promoting sustainability, and to examine the interrelations between the concepts of sustainability and institutionalization during early stages of grant-funded biomedical career training efforts.
METHODS: We employed a multiple
case study design and cross-
case analysis using interviews of program administrators and participants from 10 undergraduate institutions that received Building Infrastructure Leading to Diversity (BUILD) awards funded by the National Institutes of Health (NIH).
RESULTS: BUILD sites engaged in the following strategies to develop program sustainability: 1) scaling and adapting to expand programmatic impact, 2) identifying additional funding and cost-cutting measures, 3) developing and maintaining infrastructure and structural operations, 4) leveraging relationships and with intra-and inter-institutional partners, and 5) and addressing hiring, policies, and reward systems at the institution. Senior administrative support supported program sustainability and early institutionalization, although we also identified situations where participants felt that they were on track for sustainable changes without administrative support or institutional change. Of the strategies identified, those that involve organizational and infrastructural changes contribute to early stages of institutionalization.
CONCLUSIONS: This study contributes to literature on organizational change by providing evidence of distinctions and interrelations between program sustainability efforts and institutionalization of change efforts in that some sustainability strategies can overlap with strategies to move toward institutionalization. The findings indicate the importance of program administrators developing early sustainability plans that also lead to institutionalization, as well as an opportunity for funding agencies to develop technical assistance on sustainability, organizational change, and institutionalization as a resource to support program administrators\' efforts toward making lasting, structural change on their campuses.