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The information literacy (IL) assessment program at Manhattan College in Riverdale, New York, instituted in 2014–2015, evaluates students' information literacy capabilities as demonstrated in their written coursework, their test performance, and their comments on library instruction sessions. Both instruction and assessment are closely linked to five learning objectives, and five years' assessment results have led to significant changes in the IL instruction program. This paper presents key concepts in IL assessment; highlights the importance of evidence-based measures (that is, direct assessment of cognitive outcomes); describes Manhattan College's three assessment methods, with guidelines for the reporting of results; discusses sampling difficulties and related statistical issues; describes the changes in IL instruction undertaken in response to the results ("closing the loop"); and reviews additional assessment methods that can help demonstrate the impact of IL instruction on broader educational outcomes. [ABSTRACT FROM AUTHOR]

This paper reports on the development of the Cultural Formulation Interview-Fidelity Instrument (CFI-FI) which assesses clinician fidelity to the DSM-5 Cultural Formulation Interview (CFI). The CFI consists of a manualized set of standard questions that can precede every psychiatric evaluation. It is based on the DSM-IV Outline for Cultural Formulation, the cross-cultural assessment with the most evidence in psychiatric training. Using the New York sample of the DSM-5 CFI field trial, two independent raters created and finalized items for the CFI-FI based on six audio-taped and transcribed interviews. The raters then used the final CFI-FI to rate the remaining 23 interviews. Inter-rater reliability ranged from .73 to 1 for adherence items and .52 to 1 for competence items. The development of the CFI-FI can help researchers and administrators determine whether the CFI has been implemented with fidelity, permitting future intervention research. [ABSTRACT FROM AUTHOR]

In 2007, the Martin Luther King, Jr.- Harbor Hospital (MLK- Harbor), which served a large safety- net population in South Los Angeles, closed due to quality challenges. Shortly thereafter, an agreement was made to establish a new hospital, Martin Luther King, Jr. Community Hospital (MLKCH), to serve the unmet needs of the community. To assist the newly appointed MLKCH Board of Directors in building a culture of quality, we conducted a series of interviews with five high- performing hospital systems. In this report, we describe our findings. The hospitals we interviewed achieved a culture of quality by: 1) developing guiding principles that foster quality; 2) hiring and retaining personnel who are stewards of quality; 3) promoting efficient resource utilization; 4) developing a wellorganized quality improvement infrastructure; and 5) cultivating integrated, patient- centric care. The institutions highlighted in this report provide important lessons for MLKCH and other safety- net institutions. [ABSTRACT FROM AUTHOR]