1. CBA can provide a base-case scenario and conduct partial sensitivity analysis to test assumptions and increase confidence in results.
2. CBA can perform break-even analysis, best- and worst-case scenarios analysis, and Monte Carlo analysis to show the range of possible outcomes and that results are not guaranteed.
3. CBA can present benefits that accrue to different stakeholders like taxpayers, victims, and society separately to show who benefits.
4. Multiple CBAs can provide a menu of options and costs/benefits for each alternative to show what policymakers are choosing between.
The Kidney Care Choices (KCC) Model team hosted a Comprehensive Kidney Care Contracting (CKCC) Model Options finance webinar on Friday, November 22, 2019 from 12:00 p.m. - 1:00 p.m. EST.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
This document provides the annual progress report (Year 1) and update to GDNet’s Baseline and M&E Framework. The document is structured according to the GDNet logframe – with separate chapters from the Purpose-level down through Outputs 1 to 4. Purpose Level - Diverse research and policy audiences make better use of development research from the global south; Output 1- Southern research better informed by current ideas and knowledge; Output 2 - Researchers better able to communicate their research to policy; Output 3 - Knowledge networking between researchers and with policy actors increased; and Output 4 - Lessons about knowledge brokering best practice in the global south learnt and communicated. An additional chapter focusses on Value for Money (VfM) and Most Significant change Technique (MSC) which examins 8 cases of knowledge into use in the policy process.
1. Green supply chain management (GSCM) involves addressing the environmental influence of supply chain activities from procurement to distribution to reverse logistics.
2. Key trends in GSCM include reducing carbon emissions, optimizing supply chain networks, reducing paper usage through automation, and green warehousing practices.
3. Research on GSCM implementation in electronics firms measured practices through manager surveys and found promoting ecodesign, controlling hazardous substances, and expanding product lifespans increased GSCM performance.
The document provides information about converting percentages to fractions, decimals, and other representations. It also discusses calculating percentages of numbers, finding percentage increases and decreases, and using a calculator to solve percentage problems. Practice questions with step-by-step explanations are included to help students learn how to work with percentages.
This document outlines the requirements for an inventory management system for a general store. It includes four key user roles: administrator, salesperson, sales manager, and inventory manager. The administrator can add/edit/delete user accounts and product inventory. Salespeople can view inventory levels, search for products, generate bills, cancel bills, return unsatisfactory items, and notify managers. Sales managers oversee exceptions and the inventory manager replenishes stock levels based on salesperson notifications. Data flow diagrams and entity relationship diagrams are also included to design the system's architecture and database structure.
This document provides an overview of a webinar on cost-benefit analysis and its application to justice policy for state legislators. The webinar agenda includes an introduction, basics of cost-benefit analysis, a presentation from Senator Karen Fraser on how Washington State has used cost-benefit analysis to successfully implement evidence-based justice policies, and a question and answer session. Senator Fraser highlights six major successes in the criminal justice field in Washington resulting from policies identified through the state's nonpartisan research institute, which conducts cost-benefit analyses to identify options that improve outcomes and save money.
The document discusses linking program evaluation to cost-benefit analysis in criminal justice. It provides an agenda for a webinar that will explain why evaluation is important for CBA, different ways to assess program impacts including comparison group designs and meta-analysis, and how meta-analysis can be used in CBA. The webinar aims to give participants a practical introduction to these topics.
This document provides an overview and guidance for conducting a cost-benefit analysis (CBA) of justice policies and programs. It outlines the six basic steps of a CBA: 1) identify potential impacts, 2) quantify impacts, 3) determine marginal costs, 4) calculate costs, benefits and net present value, 5) test assumptions, and 6) report results. The purpose is to guide analysts new to CBA methodology. Examples are provided from a CBA of the Center for Employment Opportunities transitional jobs program to illustrate concepts. Close collaboration with evaluators and an advisory panel is advised to ensure access to necessary data and diverse perspectives.
The Kidney Care Choices (KCC) Model team hosted a Comprehensive Kidney Care Contracting (CKCC) Model Options finance webinar on Friday, November 22, 2019 from 12:00 p.m. - 1:00 p.m. EST.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
This document provides the annual progress report (Year 1) and update to GDNet’s Baseline and M&E Framework. The document is structured according to the GDNet logframe – with separate chapters from the Purpose-level down through Outputs 1 to 4. Purpose Level - Diverse research and policy audiences make better use of development research from the global south; Output 1- Southern research better informed by current ideas and knowledge; Output 2 - Researchers better able to communicate their research to policy; Output 3 - Knowledge networking between researchers and with policy actors increased; and Output 4 - Lessons about knowledge brokering best practice in the global south learnt and communicated. An additional chapter focusses on Value for Money (VfM) and Most Significant change Technique (MSC) which examins 8 cases of knowledge into use in the policy process.
1. Green supply chain management (GSCM) involves addressing the environmental influence of supply chain activities from procurement to distribution to reverse logistics.
2. Key trends in GSCM include reducing carbon emissions, optimizing supply chain networks, reducing paper usage through automation, and green warehousing practices.
3. Research on GSCM implementation in electronics firms measured practices through manager surveys and found promoting ecodesign, controlling hazardous substances, and expanding product lifespans increased GSCM performance.
The document provides information about converting percentages to fractions, decimals, and other representations. It also discusses calculating percentages of numbers, finding percentage increases and decreases, and using a calculator to solve percentage problems. Practice questions with step-by-step explanations are included to help students learn how to work with percentages.
This document outlines the requirements for an inventory management system for a general store. It includes four key user roles: administrator, salesperson, sales manager, and inventory manager. The administrator can add/edit/delete user accounts and product inventory. Salespeople can view inventory levels, search for products, generate bills, cancel bills, return unsatisfactory items, and notify managers. Sales managers oversee exceptions and the inventory manager replenishes stock levels based on salesperson notifications. Data flow diagrams and entity relationship diagrams are also included to design the system's architecture and database structure.
This document provides an overview of a webinar on cost-benefit analysis and its application to justice policy for state legislators. The webinar agenda includes an introduction, basics of cost-benefit analysis, a presentation from Senator Karen Fraser on how Washington State has used cost-benefit analysis to successfully implement evidence-based justice policies, and a question and answer session. Senator Fraser highlights six major successes in the criminal justice field in Washington resulting from policies identified through the state's nonpartisan research institute, which conducts cost-benefit analyses to identify options that improve outcomes and save money.
The document discusses linking program evaluation to cost-benefit analysis in criminal justice. It provides an agenda for a webinar that will explain why evaluation is important for CBA, different ways to assess program impacts including comparison group designs and meta-analysis, and how meta-analysis can be used in CBA. The webinar aims to give participants a practical introduction to these topics.
This document provides an overview and guidance for conducting a cost-benefit analysis (CBA) of justice policies and programs. It outlines the six basic steps of a CBA: 1) identify potential impacts, 2) quantify impacts, 3) determine marginal costs, 4) calculate costs, benefits and net present value, 5) test assumptions, and 6) report results. The purpose is to guide analysts new to CBA methodology. Examples are provided from a CBA of the Center for Employment Opportunities transitional jobs program to illustrate concepts. Close collaboration with evaluators and an advisory panel is advised to ensure access to necessary data and diverse perspectives.
This document summarizes a presentation given by the Vera Institute of Justice on cost-benefit analysis (CBA) for criminal justice programs. It provides examples of CBA conducted by the Washington State Institute of Public Policy and Vera Institute to evaluate the costs and benefits of various criminal justice interventions. The presentation notes that CBA can help identify programs that provide the greatest value by reducing crime and generating cost savings, but that its goals differ from budget analysis, which aims to develop a balanced budget. CBA incorporates long-term, societal costs and benefits rather than just near-term budget impacts.
Turning Price Transparency Into a Competitive Advantage in the Age of Consume...Megan Williams
The document discusses turning price transparency into a competitive advantage under new CMS rules requiring hospitals to publicly post their standard charges. It notes that audits show significant non-compliance and price disparities for the same procedures across hospitals. The role of cost accounting data in evaluating service line and contract profitability is discussed, as are opportunities to use cost data for strategic budgeting, performance improvement, and population health management. Questions are posed about how hospitals currently set prices and whether decreases could make them more competitive.
Will I see you in Philadelphia next week? In case you don’t already know, I’ve been invited to speak at CBI’s Risk-Based Trial Management and Monitoring Conference.
I’m going to be sharing real world, pragmatic guidance that you can implement immediately to effectively influence your clinical trial performance.
My presentation, Practical Usage of KRIs and QTLs in Clinical Trials, will take place next Thursday, November 14th at 9:45am. I’m going to share with you:
• How to identify and close the gaps between risks and KRIs
• What the difference is between KRIs and QTLs, and how to use them effectively
• Useful examples of Centralized Monitoring findings from open data
• How to detect, combat and prevent fraud and sloppiness at an early stage
• How AI and ML advance risk-based approaches
So I can’t wait to see you at this informative and fun-filled industry expert forum,
– Artem Andrianov, CEO Cyntegrity
PDE Week 3 Developing and evaluating programs using the logic modelkpravera
This document provides an overview of logic models and their components for program planning and evaluation. It defines the key elements of a logic model as the situation, inputs, outputs, outcomes, and assumptions. The situation establishes the problem a program aims to address. Inputs refer to the resources invested in the program. Outputs are the activities and people reached. Outcomes are the short-term, intermediate, and long-term results of the program. Assumptions recognize beliefs about how the program will work. A logic model displays the relationships between these elements and can be used as a communication tool.
This webinar discusses cost-benefit analysis and its application to criminal justice policy for budget and finance staff. It compares cost-benefit analysis to fiscal impact analysis, outlines key questions to ask when reviewing cost-benefit studies, and provides examples of how cost-benefit analysis has influenced budget decisions. The presenters are from the Utah Office of the Legislative Fiscal Analyst and the Kentucky Legislative Research Commission.
A presentation conducted by Yuan Deng, Associate, SGS Economics and Planning.
Presented on Wednesday the 2nd of October 2013.
Cost Benefit Analysis (CBA) has played a critical role in public policy for more than 50 years. CBA goes beyond financial analysis which considers direct monetary costs and revenues. It enables policymakers to assess whether a policy initiative or project will provide a net community
benefit, taking into account that the (limited) resources deployed in implementing the initiative or project have alternative productive uses. Correctly applied, CBA is a rigorous technique for evaluating projects competing for limited public sector resources. However, it does have its limitations and failings. To overcome the systemic failings, advanced CBA needs to be capable of tracking the long term and ‘second round’ benefits of major transport projects and better quantifying ‘intangibles’ that are fundamental to architectural and cultural building projects.
There is a need for improved consistency across practitioners, through peer review and the publication of peer-endorsed methodologies for CBA.
This webinar provided an overview of engaging public and patient partners in rapid reviews. It discussed the National Collaborating Centre for Methods and Tools' rapid evidence service which responds to priority public health questions from decision makers within 5-10 days by modifying rapid review processes. It highlighted challenges of tight timelines for partner engagement and solutions like training partners. Presenters from patient and researcher perspectives shared insights around meaningful engagement in rapid reviews.
This report provides recommendations for evaluating the effectiveness of Good Shepherd Housing's
(GSH) Apartments Budgeting Counseling (ABC) and Emergency Services (ES) programs in
supporting client self-sufficiency. For ABC, the report recommends measuring debt-income ratio
and change in net income using surveys administered every 3-6 months and regression analysis. For
ES, it recommends measuring housing stability using a text message survey 2 and 6 months after
grants and descriptive statistics. The report is based on a literature review and analysis of GSH's
current data collection practices, with the goal of developing quantitative measures to assess
program impact over time as outlined in GSH's strategic plan.
This document discusses various tools and techniques used in project feasibility studies, decision making, and investment analysis. It provides information on:
1) Feasibility studies, which are undertaken early in a project to analyze technical, financial, legal, and risk factors. Cost-benefit analysis tools like net present value and internal rate of return are used to evaluate project feasibility.
2) Project appraisal involves evaluating feasibility studies to determine a project's likelihood of success based on social, technical, economic, financial, and environmental considerations.
3) Decision making in project management requires choosing between options using tools like decision trees, matrices, SWOT analysis, and voting. Cost-benefit analysis compares costs and benefits to aid decision
121220012 incentives in the chinese construction industryAshutosh Patekar
The document summarizes a study on the use of incentives in the Chinese construction industry. It found that while current contracts allocate risks, they lack incentives to promote better performance. Respondents agreed incentives make risk allocation fairer by sharing rewards for good performance. Quality objectives were most important. Incentives are mainly decided by clients during construction and bidding, though some are negotiated. Nearly half of projects spent limited resources on incentives under 0.5% of costs, but incentives were deemed effective in motivating performance.
APM Benefits Summit 2017 : Realising benefits in a changing world
From ambition to delivery: Don't just do something, stand there and think!
presented by Joseph Lowe, HMRC
22 June 2017
The document outlines DataActiva's approach to program evaluation through 10 tasks:
1) Conduct start-up meetings to discuss the research plan and identify data sources
2) Design surveys for participants, non-participants, and stakeholders
3) Develop a sampling plan to collect necessary information from target groups
4) Collect accurate data from the samples through online/phone/in-person methods
5) Conduct a process evaluation through stakeholder interviews and customer surveys
6) Conduct an impact evaluation combining data sources to assess program effects
7) Reporting will describe methods, results, and provide an assessment of the program
This document summarizes a presentation by Iain De Jong on data and performance measurement for homelessness services. The presentation covers: why collecting good data is important; key definitions like inputs, activities, outputs and outcomes; how to create a data typology and logic models; setting targets and doing data analysis; meeting funder expectations; and creating a data-focused organizational culture. Common problems with data like confusing outputs and outcomes are also addressed. The goal is to help organizations better use data to understand their work and drive improvements in serving clients experiencing homelessness.
This document provides an overview of methodologies and regulatory impact assessments (RIAs) used in the UK. It discusses:
1) Guidance documents like the Green Book and Magenta Book that provide frameworks for policy appraisal and evaluation.
2) The purpose of RIAs is to make policy more evidence-based, ensure stability in legislation and business, and increase transparency.
3) The RIA process involves identifying the problem, objectives, options, impacts, costs/benefits, and includes public consultation and monitoring.
Proportionate analysis is key.
This document provides an overview of the logical framework approach for project planning and management. It describes the key elements of a logical framework including goals, objectives, outputs, inputs/activities, indicators, and assumptions. It outlines the phases and 8 steps to develop a logical framework matrix including defining the goal and objectives, identifying outputs and activities, and specifying indicators, means of verification, and assumptions. The advantages of the logical framework are that it helps design comprehensive and feasible plans, provides a structure for monitoring and evaluation, and reduces project management time and effort.
This document provides guidance on applying a decision effectiveness framework to make high-quality decisions. It outlines key steps in the framework, including developing a decision charter, architecture, criteria and metrics. Templates and worked examples are provided for each step. The goal is to engage stakeholders, consider all relevant factors, and make well-informed decisions that maximize value.
Technology & Tools of Priority Based Budgeting - 2013 conferenceChris Fabian
This document outlines the agenda and topics for the 2013 annual conference of the Center for Priority Based Budgeting. The conference will focus on bringing a new "lens" of priority based budgeting to government budgeting and resource allocation. Priority based budgeting uses data and performance metrics to identify priority programs and allocate funding accordingly. The conference will discuss tools and strategies for identifying priority programs, measuring results, and aligning resources and budgets with community priorities.
Presentation from Foundations and Intel4Housing around the DFG Analytics Service providing in depth analysis of DFG delivery, presented at our DFG Champions Roadshow Spring 2018
'Metrics That Matter': Gabrielle Benefield @ Colombo Agile Con 2014ColomboCampsCommunity
The document discusses different types of metrics that can be used to measure success, including activity-based, output-based, and outcome-based metrics. It also provides examples of metrics that could be used to measure different phases of a project such as planning, development, design, testing, and maintenance. Finally, it discusses challenges with measuring success, including differences between plans and actual outcomes.
The document discusses the use of cost-benefit analysis in justice policymaking. It describes how the Vera Institute of Justice's Cost-Benefit Analysis Unit helps policymakers evaluate the economic costs and benefits of criminal justice programs and policies. It provides examples of cost-benefit studies that have found some evidence-based programs reduce recidivism and generate cost-savings, while incarceration is only cost-effective for serious offenders. The document encourages the use of cost-benefit analysis to inform decision-making and identifies resources for further information.
Washington State implemented video visitation in all of its prisons in an effort to increase contact between incarcerated individuals and their loved ones. Video visitation allows visitors to have face-to-face interactions via video chat rather than just phone calls. It aims to reduce the isolation of incarcerated individuals by providing an alternative to in-person visits, which can be difficult due to the distance of the prisons from communities and the costs of travel. However, there are also concerns about the high costs of video visitation for incarcerated individuals and their families. The report examines Washington State's experience in depth to understand the costs of implementation and operation as well as the experiences of users.
The survey found that the actual costs of operating jails are higher than typically reported for three key reasons: (1) Jail budgets do not include expenses paid by other county agencies like employee benefits, medical care, and education programs for inmates; (2) Personnel costs, which make up the majority of jail spending, rise as inmate populations increase requiring more guards and staff; (3) County general funds, not just corrections budgets, ultimately pay for the full costs of incarceration in local jails. The findings provide a more accurate picture of the true taxpayer costs of incarceration to help policymakers make more informed decisions.
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This document summarizes a presentation given by the Vera Institute of Justice on cost-benefit analysis (CBA) for criminal justice programs. It provides examples of CBA conducted by the Washington State Institute of Public Policy and Vera Institute to evaluate the costs and benefits of various criminal justice interventions. The presentation notes that CBA can help identify programs that provide the greatest value by reducing crime and generating cost savings, but that its goals differ from budget analysis, which aims to develop a balanced budget. CBA incorporates long-term, societal costs and benefits rather than just near-term budget impacts.
Turning Price Transparency Into a Competitive Advantage in the Age of Consume...Megan Williams
The document discusses turning price transparency into a competitive advantage under new CMS rules requiring hospitals to publicly post their standard charges. It notes that audits show significant non-compliance and price disparities for the same procedures across hospitals. The role of cost accounting data in evaluating service line and contract profitability is discussed, as are opportunities to use cost data for strategic budgeting, performance improvement, and population health management. Questions are posed about how hospitals currently set prices and whether decreases could make them more competitive.
Will I see you in Philadelphia next week? In case you don’t already know, I’ve been invited to speak at CBI’s Risk-Based Trial Management and Monitoring Conference.
I’m going to be sharing real world, pragmatic guidance that you can implement immediately to effectively influence your clinical trial performance.
My presentation, Practical Usage of KRIs and QTLs in Clinical Trials, will take place next Thursday, November 14th at 9:45am. I’m going to share with you:
• How to identify and close the gaps between risks and KRIs
• What the difference is between KRIs and QTLs, and how to use them effectively
• Useful examples of Centralized Monitoring findings from open data
• How to detect, combat and prevent fraud and sloppiness at an early stage
• How AI and ML advance risk-based approaches
So I can’t wait to see you at this informative and fun-filled industry expert forum,
– Artem Andrianov, CEO Cyntegrity
PDE Week 3 Developing and evaluating programs using the logic modelkpravera
This document provides an overview of logic models and their components for program planning and evaluation. It defines the key elements of a logic model as the situation, inputs, outputs, outcomes, and assumptions. The situation establishes the problem a program aims to address. Inputs refer to the resources invested in the program. Outputs are the activities and people reached. Outcomes are the short-term, intermediate, and long-term results of the program. Assumptions recognize beliefs about how the program will work. A logic model displays the relationships between these elements and can be used as a communication tool.
This webinar discusses cost-benefit analysis and its application to criminal justice policy for budget and finance staff. It compares cost-benefit analysis to fiscal impact analysis, outlines key questions to ask when reviewing cost-benefit studies, and provides examples of how cost-benefit analysis has influenced budget decisions. The presenters are from the Utah Office of the Legislative Fiscal Analyst and the Kentucky Legislative Research Commission.
A presentation conducted by Yuan Deng, Associate, SGS Economics and Planning.
Presented on Wednesday the 2nd of October 2013.
Cost Benefit Analysis (CBA) has played a critical role in public policy for more than 50 years. CBA goes beyond financial analysis which considers direct monetary costs and revenues. It enables policymakers to assess whether a policy initiative or project will provide a net community
benefit, taking into account that the (limited) resources deployed in implementing the initiative or project have alternative productive uses. Correctly applied, CBA is a rigorous technique for evaluating projects competing for limited public sector resources. However, it does have its limitations and failings. To overcome the systemic failings, advanced CBA needs to be capable of tracking the long term and ‘second round’ benefits of major transport projects and better quantifying ‘intangibles’ that are fundamental to architectural and cultural building projects.
There is a need for improved consistency across practitioners, through peer review and the publication of peer-endorsed methodologies for CBA.
This webinar provided an overview of engaging public and patient partners in rapid reviews. It discussed the National Collaborating Centre for Methods and Tools' rapid evidence service which responds to priority public health questions from decision makers within 5-10 days by modifying rapid review processes. It highlighted challenges of tight timelines for partner engagement and solutions like training partners. Presenters from patient and researcher perspectives shared insights around meaningful engagement in rapid reviews.
This report provides recommendations for evaluating the effectiveness of Good Shepherd Housing's
(GSH) Apartments Budgeting Counseling (ABC) and Emergency Services (ES) programs in
supporting client self-sufficiency. For ABC, the report recommends measuring debt-income ratio
and change in net income using surveys administered every 3-6 months and regression analysis. For
ES, it recommends measuring housing stability using a text message survey 2 and 6 months after
grants and descriptive statistics. The report is based on a literature review and analysis of GSH's
current data collection practices, with the goal of developing quantitative measures to assess
program impact over time as outlined in GSH's strategic plan.
This document discusses various tools and techniques used in project feasibility studies, decision making, and investment analysis. It provides information on:
1) Feasibility studies, which are undertaken early in a project to analyze technical, financial, legal, and risk factors. Cost-benefit analysis tools like net present value and internal rate of return are used to evaluate project feasibility.
2) Project appraisal involves evaluating feasibility studies to determine a project's likelihood of success based on social, technical, economic, financial, and environmental considerations.
3) Decision making in project management requires choosing between options using tools like decision trees, matrices, SWOT analysis, and voting. Cost-benefit analysis compares costs and benefits to aid decision
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The document summarizes a study on the use of incentives in the Chinese construction industry. It found that while current contracts allocate risks, they lack incentives to promote better performance. Respondents agreed incentives make risk allocation fairer by sharing rewards for good performance. Quality objectives were most important. Incentives are mainly decided by clients during construction and bidding, though some are negotiated. Nearly half of projects spent limited resources on incentives under 0.5% of costs, but incentives were deemed effective in motivating performance.
APM Benefits Summit 2017 : Realising benefits in a changing world
From ambition to delivery: Don't just do something, stand there and think!
presented by Joseph Lowe, HMRC
22 June 2017
The document outlines DataActiva's approach to program evaluation through 10 tasks:
1) Conduct start-up meetings to discuss the research plan and identify data sources
2) Design surveys for participants, non-participants, and stakeholders
3) Develop a sampling plan to collect necessary information from target groups
4) Collect accurate data from the samples through online/phone/in-person methods
5) Conduct a process evaluation through stakeholder interviews and customer surveys
6) Conduct an impact evaluation combining data sources to assess program effects
7) Reporting will describe methods, results, and provide an assessment of the program
This document summarizes a presentation by Iain De Jong on data and performance measurement for homelessness services. The presentation covers: why collecting good data is important; key definitions like inputs, activities, outputs and outcomes; how to create a data typology and logic models; setting targets and doing data analysis; meeting funder expectations; and creating a data-focused organizational culture. Common problems with data like confusing outputs and outcomes are also addressed. The goal is to help organizations better use data to understand their work and drive improvements in serving clients experiencing homelessness.
This document provides an overview of methodologies and regulatory impact assessments (RIAs) used in the UK. It discusses:
1) Guidance documents like the Green Book and Magenta Book that provide frameworks for policy appraisal and evaluation.
2) The purpose of RIAs is to make policy more evidence-based, ensure stability in legislation and business, and increase transparency.
3) The RIA process involves identifying the problem, objectives, options, impacts, costs/benefits, and includes public consultation and monitoring.
Proportionate analysis is key.
This document provides an overview of the logical framework approach for project planning and management. It describes the key elements of a logical framework including goals, objectives, outputs, inputs/activities, indicators, and assumptions. It outlines the phases and 8 steps to develop a logical framework matrix including defining the goal and objectives, identifying outputs and activities, and specifying indicators, means of verification, and assumptions. The advantages of the logical framework are that it helps design comprehensive and feasible plans, provides a structure for monitoring and evaluation, and reduces project management time and effort.
This document provides guidance on applying a decision effectiveness framework to make high-quality decisions. It outlines key steps in the framework, including developing a decision charter, architecture, criteria and metrics. Templates and worked examples are provided for each step. The goal is to engage stakeholders, consider all relevant factors, and make well-informed decisions that maximize value.
Technology & Tools of Priority Based Budgeting - 2013 conferenceChris Fabian
This document outlines the agenda and topics for the 2013 annual conference of the Center for Priority Based Budgeting. The conference will focus on bringing a new "lens" of priority based budgeting to government budgeting and resource allocation. Priority based budgeting uses data and performance metrics to identify priority programs and allocate funding accordingly. The conference will discuss tools and strategies for identifying priority programs, measuring results, and aligning resources and budgets with community priorities.
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The document discusses different types of metrics that can be used to measure success, including activity-based, output-based, and outcome-based metrics. It also provides examples of metrics that could be used to measure different phases of a project such as planning, development, design, testing, and maintenance. Finally, it discusses challenges with measuring success, including differences between plans and actual outcomes.
The document discusses the use of cost-benefit analysis in justice policymaking. It describes how the Vera Institute of Justice's Cost-Benefit Analysis Unit helps policymakers evaluate the economic costs and benefits of criminal justice programs and policies. It provides examples of cost-benefit studies that have found some evidence-based programs reduce recidivism and generate cost-savings, while incarceration is only cost-effective for serious offenders. The document encourages the use of cost-benefit analysis to inform decision-making and identifies resources for further information.
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Washington State implemented video visitation in all of its prisons in an effort to increase contact between incarcerated individuals and their loved ones. Video visitation allows visitors to have face-to-face interactions via video chat rather than just phone calls. It aims to reduce the isolation of incarcerated individuals by providing an alternative to in-person visits, which can be difficult due to the distance of the prisons from communities and the costs of travel. However, there are also concerns about the high costs of video visitation for incarcerated individuals and their families. The report examines Washington State's experience in depth to understand the costs of implementation and operation as well as the experiences of users.
The survey found that the actual costs of operating jails are higher than typically reported for three key reasons: (1) Jail budgets do not include expenses paid by other county agencies like employee benefits, medical care, and education programs for inmates; (2) Personnel costs, which make up the majority of jail spending, rise as inmate populations increase requiring more guards and staff; (3) County general funds, not just corrections budgets, ultimately pay for the full costs of incarceration in local jails. The findings provide a more accurate picture of the true taxpayer costs of incarceration to help policymakers make more informed decisions.
This document provides an overview of sensitivity analysis as part of cost-benefit analysis for justice policies. Sensitivity analysis examines how sensitive the results of a cost-benefit analysis are to changes in underlying assumptions and parameters. The document discusses deterministic sensitivity analysis techniques like partial sensitivity analysis, which varies inputs one at a time, and scenario analysis, which defines best and worst case scenarios. It also discusses probabilistic sensitivity analysis using Monte Carlo simulation. The goal of sensitivity analysis is to assess the robustness of cost-benefit analysis results to changes in assumptions.
This document provides a guide to reading cost-benefit analysis reports. It outlines a 4-step process: 1) get your bearings by identifying the bottom line and what is covered, 2) survey the landscape by understanding the data, perspectives, and breakdown of costs and benefits, 3) look at the details such as costs, time periods, and impacts not monetized, and 4) make sense of uncertainties, limitations, and how everything adds up. The guide is illustrated using a cost-benefit analysis of the Center for Employment Opportunities transitional jobs program.
This webinar discussed victim costs and methods for estimating them. Tina Stanford from the New York State Office of Victim Services outlined tangible costs like medical expenses and intangible costs like pain and suffering. Kathryn McCollister from the University of Miami described methods like cost-of-illness and willingness-to-pay that can place dollar values on victim costs. These cost estimates are important for cost-benefit analyses of criminal justice programs and policies to fully account for the impacts of crime. The webinar provided examples of estimating costs for specific crimes like robbery.
This document discusses how cost-benefit analysis can inform criminal justice policy and planning decisions. It defines three types of economic analysis - cost analysis, cost-effectiveness analysis, and cost-benefit analysis. Cost analysis determines how much a program will cost, cost-effectiveness analysis determines if the same results can be achieved at lower cost, and cost-benefit analysis determines if one program option provides more benefits relative to its costs than alternative options. The document provides examples of how each type of analysis has been applied to inform decisions around prisons, jail alternatives, evidence-based programs, and an ex-prisoner transitional jobs program.
This document summarizes a webinar on estimating marginal costs for cost-benefit analysis in criminal justice. The webinar discussed (1) the difference between marginal and average costs and why marginal costs are important for accurate cost-benefit analysis, (2) five methods for estimating marginal costs including asking government agencies, reviewing budgets, considering past capacity changes, using estimates from other organizations, and regression analysis, and (3) provided examples and key takeaways for estimating marginal costs.
Taxpayers and government
Consider costs and benefits from:
- Taxpayer perspective
- Government perspective
Slide 33
Determine whose perspectives matter.
For this analysis, we will consider costs and benefits from:
- Taxpayer perspective
- Government perspective
These perspectives capture the major public funders and implementers of drug courts.
Slide 34
Measure costs.
What are the program costs for 100 participants over 3 years?
- Program operations: $2,000 per participant x 100 participants x 3 years = $600,000
- Evaluation: $50,000
- Total costs = $650,000
We have estimated costs for operating the drug court program and
This document provides an overview of a webinar on using cost-benefit analysis for justice policy. It discusses estimating the costs of incarceration and crime, including factors like recidivism rates, victim costs, and costs by crime type. It also covers estimating the probabilities of arrest, conviction, and sentencing outcomes. The webinar teaches how to apply effect sizes from program evaluations to estimate how policy changes could impact costs by reducing future criminal behavior. The goal is to help policymakers assess different options and maximize benefits relative to costs.
This document discusses using cost-benefit analysis to evaluate justice policies and pretrial systems. It outlines the steps of CBA, including determining costs and benefits from different stakeholder perspectives. As an example, it analyzes studies that found incarcerating offenders costs $1 but generates $1.74 in benefits to taxpayers and victims. The document recommends CBAs on pretrial systems and provides resources for practitioners, including a knowledge bank and studies on estimating public safety benefits.
This document discusses cost-benefit analysis (CBA) and its application to criminal justice policy and practice. CBA is a tool that helps determine if a program is cost-effective and generates cost savings. It assists policymakers in identifying cost-effective programs and service providers in demonstrating economic benefits. Conducting a CBA involves 5 steps - evaluating the program, considering perspective, measuring costs, measuring benefits in dollars, and comparing costs and benefits. The document provides examples of CBA applications and how to monetize justice system, victim, employment, and other benefits. Resources for learning more about and getting started with CBA are also listed.
More from Cost-Benefit Knowledge Bank for Criminal Justice (11)
Decisions, Decisions: What Policymakers Need to Know About Cost-Benefit Analysis
1. Decisions, Decisions: What Policymakers
Need to Know About Cost-Benefit Analysis
October 25, 2012
Craig Prins, Executive Director, Oregon Criminal Justice Commission
Sarah Galgano, Policy Analyst, Vera Institute of Justice
Slide 1
2. Decisions, Decisions: What Policymakers
Need to Know About Cost-Benefit Analysis
Craig Prins Sarah Galgano
Executive Director Policy Analyst
Oregon Criminal Justice Vera Institute of Justice
Commission
Slide 2
3. The Cost-Benefit Knowledge Bank for Criminal Justice (CBKB)
is a project of the Vera Institute of Justice funded by the
U.S. Department of Justice’s Bureau of Justice Assistance.
• Website (cbkb.org)
• Cost-benefit analysis toolkit
• Snapshots of CBA literature
• Podcasts, videocasts, and webinars
• Roundtable discussions
• Community of practice
• Technical assistance
Slide 3
4. Agenda
Introductions & housekeeping 5 minutes
Cost-benefit analysis (CBA) basics 5 minutes
Case study: The use of CBA in Oregon 10 minutes
CBA and decision making 15 minutes
How CBA can answer questions
about policy options 10 minutes
Q&A 15 minutes
Slide 4
5. Housekeeping items
Questions:
Use the Chat feature to send us
questions during the webinar.
Slide 5
6. Housekeeping items (continued)
• If you need webinar support or for troubleshooting:
Type questions into the chat box.
Call 800-843-9166.
Send e-mail to help@readytalk.com.
• This webinar is being recorded.
• The recording and PowerPoint slides will be posted
on cbkb.org.
Slide 6
7. Preview
This webinar will discuss:
The role of CBA in decision making,
even when data is imperfect
Questions frequently asked about
CBA results
The ways a CBA can address questions
relevant to decision making
Slide 7
9. What is cost-benefit analysis?
A type of economic analysis that
compares the costs and benefits of
policies and programs, and that:
• includes the perspectives of
multiple stakeholders;
• presents a long-term picture;
• uses dollars as a common
measurement; and
• allows you to compare
programs and policies that
have different outcomes.
Slide 9
10. The CBA process
1. Determine the impact of the initiative.
2. Determine which perspectives to include.
3. Measure costs and benefits (in dollars).
4. Compare costs and benefits.
5. Assess the reliability of the results.
For a glossary of CBA terms, refer to
cbkb.org/basics/glossary
Slide 10
12. Justice policy is multifaceted
• Justice policy often has these goals:
Deter new criminal activity.
Reduce recidivism.
Improve public safety cost-effectively.
• A new policy has resource costs, but can also save
government resources and benefit society.
• CBA monetizes savings, benefits, and resource costs.
Slide 12
13. Building a capacity for CBA in Oregon
• In 2006, Oregon Criminal Justice Commission began
the development of statewide cost-benefit model for
the criminal justice system.
• Oregon leveraged the cost-benefit work of the
Washington State Institute for Public Policy (WSIPP).
• The Oregon model was designed to provide
information to policymakers and the public about the
relative costs and effectiveness of justice investments.
Oregon’s cost-benefit methodology is available at
http://www.oregon.gov/cjc/docs/cost_benefit_methodology_090106.pdf
Slide 13
14. Oregon invests in reentry programs
• Oregon made an investment decision based
on credible CBA results from another state.
• WSIPP had estimates of reentry program success
in Washington.
• Would the results translate to Oregon?
The state has 36 diverse counties.
WSIPP cost estimates may not apply to
rural areas.
The program’s effect in Oregon may differ from
the WSIPP estimate.
Slide 14
16. Oregon’s reentry program
• Continues prison treatment services for people
once they are in the community
• Coordinates ancillary, community-based services for
recently released individuals:
Mental health services
Employment counseling
Educational attainment programs
• Increases public safety and reduces recidivism
Slide 16
17. CBA of Oregon’s reentry program
• Researchers at the Oregon Criminal Justice
Commission (CJC) conducted an outcome evaluation
and a cost-benefit analysis.
• Researchers used local data to:
Determine program-specific costs for the
reentry center.
Track individuals who use services:
Did they reoffend?
Measure the benefits specific to Oregon.
Slide 17
18. CBA results: Oregon’s reentry program
The statewide reentry program:
Reduces recidivism by 27%
Results in an estimated 3.5 fewer felony convictions
for every 10 participants over a 10-year period
Costs about $3,400 per participant
Generates benefits of $8,600 to taxpayers
and $14,000 in avoided victimizations per participant
Results in benefit-cost ratio of $6.73 to every $1 spent
Program evaluation and cost-benefit analysis available at:
http://www.oregon.gov/CJC/docs/reentry_eval_final.pdf
Slide 18
19. Lessons learned from Oregon CBA
• Local data adds value when using a CBA to inform
policy decisions. Statewide averages can be
misleading.
• Success is not a sure thing; program fidelity is key.
• CBA adds important information to the policy dialogue.
Slide 19
20. Questions?
Please use the Chat feature to send us your questions.
Craig Prins Sarah Galgano
craig.prins@state.or.us sgalgano@vera.org
Slide 20
22. CBA is a decision-making tool
• CBA is a way to consider the pros and cons
systematically.
• Justice policy is a long-term investment decision.
• Beyond good intentions: Is a given policy the most
effective way to improve public safety?
• CBA is a business-like approach to increasing public
safety and reducing cost as our “nonprofit’s” goal.
Slide 22
23. Frequently asked questions about CBA
Decision makers (e.g., legislators, legislative staff,
budget planners) often have questions about CBA:
1. Can I believe the results?
2. Are the results guaranteed?
3. Who gets the benefits?
4. What is the alternative?
Slide 23
24. Can I believe the results?
• Confidence in the results is related to the quality of the
CBA’s inputs.
Are the predicted policy effects based on a
rigorous analysis?
Are the program’s costs measured accurately?
• Sensitivity analysis should be used to “kick the tires”
on the results.
• Transparency with the details will increase readers’
confidence in the study.
Slide 24
25. Are the results guaranteed?
• No. No one has a crystal ball.
• “Past performance does not guarantee future results.”
• The policy effect can vary from the CBA results for
these reasons:
Measurement of the predicted policy effect
Fidelity of the program to the policy that was
evaluated
• The costs and benefits of the policy effect may be
hard to monetize.
Slide 25
26. Who gets the benefits?
• The return on investment is both to the government
budget (taxpayer benefits) and to society (such as
victim benefits).
• These benefits can be presented separately to provide
clarity as to how they accrued.
• Some benefits may accrue in the long term.
• Budget savings are realized when there is less crime
and therefore less spending on courts, policing, and
corrections.
Slide 26
27. Who gets the benefits? (continued)
• CJC estimate: A 1% drop in recidivism results in
$4.3 million avoided in annual victim and taxpayer
costs due to crime.
• Who gets these savings?
Savings may be reallocated to other sectors of
corrections/state budgets.
Taxpayer resources may be used more efficiently.
Slide 27
28. What is the alternative?
• CBA is based on programmatic/initiative investments.
• A single cost-benefit analysis reports the net benefit
versus “business as usual.”
• Several CBAs can provide a menu of policy choices
(similar to the ratings in Consumer Reports).
Slide 28
29. Questions?
Please use the Chat feature to send us your questions.
Craig Prins Sarah Galgano
craig.prins@state.or.us sgalgano@vera.org
Slide 29
30. How CBA Can Answer
Questions About Policy
Options
Slide 30
31. Frequently asked questions about CBA
1. Can I believe the results?
2. Are the results guaranteed?
3. Who gets the benefits?
4. What is the alternative?
Slide 31
32. How CBA can answer these questions
Question: How CBA can answer:
1. Can I believe the results? Base-case scenario
Partial sensitivity analysis
2. Are the results guaranteed? Break-even analysis
Best- and worse-case scenarios analysis
Monte Carlo analysis
3. Who gets the benefits? Analysis by perspective
4. What is the alternative? Menu of CBA results
Slide 32
33. Hypothetical prison education program
• This example will be used to illustrate how CBA can
address questions 1-3.
• Hypothetical program:
Aims to reduce number of people who commit new
crimes after their release
Uses estimates based on evaluations of similar
programs because information on program impact is
not available
Has reduced recidivism by 15 percent in other states
Costs an estimated $10,000
Slide 33
34. 1. Can I believe the results?
A CBA can earn the trust of readers by:
Documenting why “base-case” scenario
assumptions were chosen
Using partial sensitivity analysis to illustrate how
the results vary if the assumptions are inaccurate
Slide 34
35. Base-case scenario
Table 1: Hypothetical Prison Education Program: Base Case
Total Cost Total Benefit Net Benefit
Prison education $10,000 $17,000 $7,000
Note: The program is assumed to reduce recidivism by 15 percent
over three years, based on studies of other similar programs.
Slide 35
36. Base-case scenario
• Provides information on the best estimate of a policy’s
net benefits
• Is based on direct evaluation of the initiative or
evaluations of similar programs
• Explains what assumptions were used
Slide 36
38. Partial sensitivity analysis
• Provides information on how variation from the
base-case scenario will affect the CBA results
• Determines how sensitive the results are
to changes in a single variable
• Involves selecting a single variable in the analysis
and changing its value (holding other variables
constant)
Slide 38
39. 2. Are the results guaranteed?
• A CBA cannot provide guaranteed results,
but can address uncertainty by:
Reporting the policy effect necessary for the costs
and benefits to break even
Reporting the best-case and worse-case
scenarios
Modeling the probability of potential net benefit
using Monte Carlo analysis
Slide 39
40. Break-even analysis
Table 3: Hypothetical Prison Education Program:
Break-Even Analysis
Change in recidivism +5% 0% -5% -10% -15% -20%
Program costs $10,000 $10,000 $10,000 $10,000 $10,000 $10,000
Program benefits -$2,000 $5,000 $8,000 $10,000 $17,000 $22,000
Net benefits
-$12,000 -$5,000 -$2,000 $0 $7,000 $12,000
(Benefit minus cost)
Break-even
point
Slide 40
41. Break-even analysis
• Provides information on the policy effect necessary
for the program benefits to equal the program costs
• Useful when information about program impact
is unavailable
Slide 41
42. Best-case/worse-case scenario analysis
Table 4: Hypothetical Prison Education Program:
Best-case and Worse-case Scenarios
Change in recidivism +5% 0% -5% -10% -15% -20%
Program costs $10,000 $10,000 $10,000 $10,000 $10,000 $10,000
Program benefits -$2,000 $5,000 $8,000 $10,000 $17,000 $22,000
Net benefits
-$12,000 -$5,000 -$2,000 $0 $7,000 $12,000
(Benefit minus cost)
Worst Best
case case
Slide 42
43. Best-case/worse-case scenario analysis
• Provides policymakers with information on how a
broad range of a policy’s possible outcomes affect the
bottom line.
• Establish upper and lower boundaries of a cost-benefit
study’s results.
• Worst-case scenario analysis is based on using all the
least favorable assumptions.
• Best-case scenario analysis is based on all the most
favorable assumptions.
Slide 43
45. Monte Carlo analysis
• Provides information about the probability that
outcomes will occur
• Examines multiple variables simultaneously and
simulates thousands of scenarios
• Produces a range of possible results and their
associated probabilities
For more on Monte Carlo analysis, watch the recording of the CBKB
webinar “Sensitivity Analysis for Cost-Benefit Studies of Justice
Policies” at cbkb.org.
Slide 45
46. 3. Who gets the benefits?
Table 5: Hypothetical Prison Education Program,
by Perspective
Taxpayer Victim Participant Total
Costs $10,000 $0 $0 $10,000
Benefits $12,000 $2,000 $3,000 $17,000
Net benefit $2,000 $2,000 $3,000 $7,000
Slide 46
47. Reporting costs and benefits
by perspective
• CBA can answer this question by reporting the costs
and benefits for each perspective (or stakeholder) in
the analysis.
• Outcomes related to perspectives that were not
measured quantitatively should be discussed
qualitatively.
For more on perspectives, refer to the CBKB Perspectives tool at
cbkb.org/toolkit/perspectives.
Slide 47
48. 4. What is the alternative?
CBA can be performed on more than one policy option
to provide a menu of options.
Slide 48
50. Wrap-up
Question: How CBA can answer:
1. Can I believe the results? Base-case scenario
Partial sensitivity analysis
2. Are the results guaranteed? Break-even analysis
Best- and worse-case scenarios analysis
Monte Carlo analysis
3. Who gets the benefits? Analysis by perspective
4. What is the alternative? Menu of CBA results
Slide 50
54. Review
• We covered:
• How CBA adds to policy dialogue
• What questions arise about CBA results
• How CBA can address frequently asked questions
Slide 54
55. Takeaways
• CBA is a useful decision-making tool.
• CBAs is not just about the results. The analysis
adds important information to the policy dialogue.
Slide 55
56. Follow-up
Before you log out of the webinar, please complete
the evaluation form.
To receive information and notifications about upcoming
webinars and other events:
• Visit the Cost-Benefit Knowledge Bank for Criminal Justice
at cbkb.org.
• Subscribe to receive updates from CBKB.
• Follow us on Twitter at twitter.com/CBKBank.
Slide 56
57. Contact information
Craig Prins Sarah Galgano
Executive Director Policy Analyst
Oregon Criminal Justice Vera Institute of Justice
Commission
craig.prins@state.or.us sgalgano@vera.org
Slide 57
58. The Cost-Benefit Knowledge Bank for Criminal Justice (CBKB)
is a project of the Vera Institute of Justice funded by the
U.S. Department of Justice’s Bureau of Justice Assistance.
• Website (cbkb.org)
• Cost-benefit analysis toolkit
• Snapshots of CBA literature
• Podcasts, videocasts, and webinars
• Roundtable discussions
• Community of practice
• Technical assistance
Slide 58
60. This project is supported by Grant No. 2009-MU-BX K029
awarded by the Bureau of Justice Assistance. The Bureau of
Justice Assistance is a component of the Office of Justice
Programs, which also includes the Bureau of Justice Statistics,
the National Institute of Justice, the Office of Juvenile Justice
and Delinquency Prevention, and the Office of Sex Offender
Sentencing, Monitoring, Apprehending, Registering, and
Tracking. Points of view or opinions in this document are those
of the author and do not represent the official position or
policies of the United States Department of Justice.
Slide 60