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Health Promotion Practice
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Fostering Organizational Change Through a Community-Based Initiative

Sue A. Kaplan, JD

New York University’s Robert F. Wagner Graduate School of Public Service and Center for Health and Public Service Research in New York City, New York

Neil S. Calman, MD

Institute for Urban Family Health in New York City, Bronx Health REACH CDC and NIH programs, and Albert Einstein College of Medicine of Yeshiva University in New York City, New York

Maxine Golub, MPH

Institute for Urban Family Health and New York City, New York

Charmaine Ruddock, MS

Institute for Urban Family Health in New York City, New York

John Billings, JD

New York University’s Robert F. Wagner Graduate School of Public Service and Center for Health and Public Service Research in New York City, New York

Program funders and managers are increasingly interested in fostering changes in the policies, practices, and procedures of organizations participating in community-based initiatives. But little is known about what factors contribute to the institutionalization of change. In this study, the authors assess whether the organizational members of the Bronx Health REACH Coalition have begun to change their functioning and role with regard to their clients and their staff and in the broader community, apart from their implementation of the funded programs for which they are responsible. The study identifies factors that seemed to contribute to or hinder such institutional change and suggests several strategies for coalitions and funders that are seeking to promote and sustain organizational change.

Key Words: organizational change • sustainability • collaboration • institutionalization • health disparities

This version was published on July 1, 2006

Health Promotion Practice, Vol. 7, No. 3 suppl, 181S-190S (2006)
DOI: 10.1177/1524839906288691
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