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We translated and report on the psychometric properties of English and French versions of two reading difficulties screening tools for junior/community college students. We administered the Adult Reading History Questionnaire-Revised (ARHQ-R) (Parrila, Georgiou, & Corkett, 2007) to 1889 students enrolled in compulsory language courses in English and French colleges in the language of instruction at the school. Eighty students (4%) self-reported a learning disability. We also administered English and French versions of the Test de lecture--Épreuve de compréhension (Institut de Recherche et d'Évaluation Psychopédagogique Inc., 2000) to 432 college students. We categorized all participants into adequate, poor and very poor readers based on each measure and examined scores of students with and without learning disabilities. Although there were significant differences among groups under regular testing times, "extended time" resulted in comparable reading comprehension scores for all groups. Recommendations based on the findings are made for research and practice.

The COVID-19 pandemic has caused clinicians at the frontlines to confront difficult decisions regarding resource allocation, treatment options and ultimately the life-saving measures that must be taken at the point of care. This article addresses the importance of enacting crisis standards of care (CSC) as a policy mechanism to facilitate the shift to population-based medicine. In times of emergencies and crises such as this pandemic, the enactment of CSC enables concrete decisions to be made by governments relating to supply chains, resource allocation and provision of care to maximize societal benefit. This shift from an individual to a population-based societal focus has profound consequences on how clinical decisions are made at the point of care. Failing to enact CSC may have psychological impacts for healthcare providers particularly related to moral distress, through an inability to fully enact individual beliefs (individually focused clinical decisions) which form their moral compass. [ABSTRACT FROM AUTHOR]

Context: The emergence of the SARS-Cov-2 virus presented a severe and unprecedented crisis for primary care organizations, which required senior and mid-level leaders to facilitate a rapid transition from in-person to virtual care delivery. Leaders can intensify, attenuate, or reframe and leverage the negative outcomes of extreme exogenous events such as this pandemic - depending on the leadership behaviours they exhibit. Understanding how leaders can best support primary care providers during crises can help governments and organizations better prepare for future events. Objective: To examine the role of leaders in managing the organizational crisis spurred by the pandemic. Study design and Analysis: The COVID-19 Leadership Survey was adapted for the Canadian context and validated using exploratory factor analysis. Regression analyses were conducted to explore the relationship between leadership behaviours during the initial months of the pandemic and staff's (a) commitment to change (i.e., to virtual service delivery) and (b) perceived individual/team performance. Setting: Community Health Centres (CHCs) in Ottawa, Canada. Population studied: Leaders and staff (care providers) overseeing or providing virtual care during the pandemic. Intervention/Instrument: COVID-19 Leadership Survey. Outcome measures: Care provider commitment to change and perceived individual/team performance survey scales. Results: Nineteen leaders and 78 staff from four purposefully selected CHCs responded. Exploratory factor analysis showed four scales describing leadership behaviours: empowerment, communication about work, communication about change, and teamwork. Leadership behaviours that were team-focused related to perceived individual performance among staff. Staff commitment to change was largely not influenced by leadership behaviours and may be explained by other factors we did not measure, such as those related to workload and work environment. Conclusions: The COVID-19 Leadership Survey may be adapted for use by others to build evidence on crisis leadership and help inform leadership practice. Our results suggest that during crises, leaders should prioritize teamwork by continually ensuring members function as a "real team" even as tasks and team membership evolve. [ABSTRACT FROM AUTHOR]