Make-A-Wish Foundation is the largest wish-granting organisation in the world and can be found in over 50 countries managed by 37 affiliates in five different continents. This thesis is a strategic review of Make-A-Wish International (MAWI), including an implementation plan for the betterment of Make-A-Wish International and its affiliates, namely, Make-A-Wish Hong Kong (MAWHK). The first part of the review is a comparative study of MAWI against six comparable non-governmental organisations. The second part is a situational analysis of MAWI covering its strengths, weaknesses, opportunities and threats as well as some key performance indicators. The third part is an implementation plan for MAWI and MAWHK, which includes key areas of focus, namely Wishes and Wish Quality, Operations, Organisational Development, Community Engagement, Revenue Generation and Brand Building. With this strategic review, the hope is to be able to assist MAWI and MAWHK in its next stages of development to better provide services for the communities they serve. / published_or_final_version / Public Health / Master / Master of Public Health

This non-experimental, descriptive, quantitative survey attempted to evaluate IMCI implementation in the eThekwini district of KwaZulu -Natal. The study focused on IMCI implementation by IMCI trained registered nurses, health facility support and follow-up and supervision. The research population comprised of all IMCI trained registered nurses working in health facilities in the eThekwini district. The convenient sample consisted of 40 research subjects. Data was collected by means of an interview schedule and a checklist, and analysed using Microsoft Excel 2007. Findings of the study revealed that many of the IMCI trained registered nurses were unable to assess, classify and treat the sick child comprehensively and consistently. The recommended follow-up visit at six weeks after completion of IMCI training, and lack of on-going supervision remains an area of concern. Recommendations were that district or clinic supervisors can enhance the skills of IMCI trained registered nurses through recommended follow-up visits and on-going supervision and the provision of updated IMCI chart booklets. / Health Studies / M.A. (Health Studies)

This non-experimental, descriptive, quantitative survey attempted to evaluate IMCI implementation in the eThekwini district of KwaZulu -Natal. The study focused on IMCI implementation by IMCI trained registered nurses, health facility support and follow-up and supervision. The research population comprised of all IMCI trained registered nurses working in health facilities in the eThekwini district. The convenient sample consisted of 40 research subjects. Data was collected by means of an interview schedule and a checklist, and analysed using Microsoft Excel 2007. Findings of the study revealed that many of the IMCI trained registered nurses were unable to assess, classify and treat the sick child comprehensively and consistently. The recommended follow-up visit at six weeks after completion of IMCI training, and lack of on-going supervision remains an area of concern. Recommendations were that district or clinic supervisors can enhance the skills of IMCI trained registered nurses through recommended follow-up visits and on-going supervision and the provision of updated IMCI chart booklets. / Health Studies / M.A. (Public Health)

Indiana University-Purdue University Indianapolis (IUPUI) / On October 18, 1982, the Ronald McDonald House of Indiana (RMHI) opened near downtown Indianapolis on the campus of Indiana University Purdue University at Indianapolis (IUPUI), located within walking distance of the prestigious Riley Children's Hospital. The Ronald McDonald House (RMH) concept represented an almost perfect intersection between philanthropy and families in need. Creating the RMHI offered the opportunity for individuals, corporations, and benevolent organizations to come together and build a "home-away-from-home" for the families of sick children. When the RMH idea arrived in Indianapolis in the late 1970s, a group of collaborators representing the McDonald's corporation and restaurant owners, Riley Hospital, IUPUI, and the Indianapolis community banded together to make it a reality. On October 18, 1982, after nearly three years planning, fundraising, and construction, the RMHI's advocates and their supporters celebrated the successful opening of Indiana's only RMH. After this momentous occasion, the RMHI's board of directors and their community and corporate partners worked throughout the 1980s and 1990s to sustain, operate, and expand the home they created for the families of seriously ill children receiving treatment at Riley.