This document discusses strategic and tactical planning considerations for small institutional review boards (IRBs). It begins with a case study of an IRB's transformation at Community Health Network that increased efficiency and customer satisfaction. Key changes included restructuring the IRB into multiple boards that met more frequently, expediting eligible items, implementing new electronic systems and standard operating procedures, and calculating meeting costs. The second part discusses applying business concepts like market forces, SWOT analysis, competitive strategies, value chain, and core competencies to help small IRBs address challenges and leverage strengths in the changing research environment.
There are five main pillars considered critical for building an effective internal audit function in the public sector: perception and ownership, improved processes and governance, legislative support, improved incentives, and commitment to change. Internal auditing has shifted from simply ensuring compliance to adding value by reviewing management procedures and focusing on efficiency and effectiveness, though this requires changes to culture and priorities. Factors like independence, understanding organizational issues, responsiveness, and implementing recommendations impact the internal audit function's effectiveness.
This document provides guidance on implementing effective assessment methods for selecting a high-quality workforce. It discusses job analysis, different types of assessment methods including cognitive ability tests, work samples, integrity tests, and structured interviews. It provides criteria for evaluating assessment methods and additional considerations for ensuring legal defensibility and minimizing adverse impact. The goal is to help organizations make better selection decisions that result in improved productivity, cost savings, and decreased attrition through the use of scientifically validated assessment methods.
LifeSciencealley Keynote Twin Cities 20080919Arik Johnson
The document discusses competitive intelligence and how it can help companies anticipate changes in their industry. It describes Aurora WDC's approach to competitive intelligence, which involves monitoring competitors, customers, technologies and the external environment. The goal is to provide strategic decision-making support through a disciplined intelligence process involving data collection, analysis and recommendations. Key topics of intelligence are identified, including strategic issues, key players, and early warning signs of potential disruptions.
Operational Risk Management for practitioners v1.0Ignacio Reclusa
The document provides an overview of operational risk management for practitioners. It defines operational risk and outlines a framework called the "Operational Risk Triptych" for systematically assessing operational risk. The triptych examines an organization's timeline, business value pipeline, and risk-based decision making process. It also discusses tools for analyzing a company's risk culture and creating an operational risk balanced scorecard to monitor key risk metrics. The goal is to help practitioners communicate operational risks to directors using common business language.
This document discusses benchmarking, which is a process of comparing performance between organizations to enable improvement. It defines key benchmarking terms and outlines the general principles and benefits, which include understanding strengths/weaknesses, satisfying customers, and motivating employees. There are four main types of benchmarking: competitive, internal, process, and generic. The benchmarking process involves planning, forming teams, collecting/analyzing data, integrating findings, and taking action. Potential pitfalls include lack of sponsorship, choosing the wrong team members, taking on too much, and not relating benchmarking to strategy.
Strategic planning is vital to any sector particularly health sector, the slides shared will be useful to healthcare administrators and people pursuing healthcare studies.
ACEDS Information Governance Webcast 3-11-15 Logikcull.com
This document provides an overview of information governance and outlines key components for establishing an information governance program, including developing an information governance framework, strategic plan, and ensuring business integration and alignment with technology. It discusses conducting due diligence to identify applicable standards, establishing policies and standards, defining roles and responsibilities, and developing communications, training, and audit mechanisms for the framework. It also covers defining the current business and technology environment, aligning the strategic plan with business needs, and collaborating with IT to incorporate information governance requirements.
There are five main pillars considered critical for building an effective internal audit function in the public sector: perception and ownership, improved processes and governance, legislative support, improved incentives, and commitment to change. Internal auditing has shifted from simply ensuring compliance to adding value by reviewing management procedures and focusing on efficiency and effectiveness, though this requires changes to culture and priorities. Factors like independence, understanding organizational issues, responsiveness, and implementing recommendations impact the internal audit function's effectiveness.
This document provides guidance on implementing effective assessment methods for selecting a high-quality workforce. It discusses job analysis, different types of assessment methods including cognitive ability tests, work samples, integrity tests, and structured interviews. It provides criteria for evaluating assessment methods and additional considerations for ensuring legal defensibility and minimizing adverse impact. The goal is to help organizations make better selection decisions that result in improved productivity, cost savings, and decreased attrition through the use of scientifically validated assessment methods.
LifeSciencealley Keynote Twin Cities 20080919Arik Johnson
The document discusses competitive intelligence and how it can help companies anticipate changes in their industry. It describes Aurora WDC's approach to competitive intelligence, which involves monitoring competitors, customers, technologies and the external environment. The goal is to provide strategic decision-making support through a disciplined intelligence process involving data collection, analysis and recommendations. Key topics of intelligence are identified, including strategic issues, key players, and early warning signs of potential disruptions.
Operational Risk Management for practitioners v1.0Ignacio Reclusa
The document provides an overview of operational risk management for practitioners. It defines operational risk and outlines a framework called the "Operational Risk Triptych" for systematically assessing operational risk. The triptych examines an organization's timeline, business value pipeline, and risk-based decision making process. It also discusses tools for analyzing a company's risk culture and creating an operational risk balanced scorecard to monitor key risk metrics. The goal is to help practitioners communicate operational risks to directors using common business language.
This document discusses benchmarking, which is a process of comparing performance between organizations to enable improvement. It defines key benchmarking terms and outlines the general principles and benefits, which include understanding strengths/weaknesses, satisfying customers, and motivating employees. There are four main types of benchmarking: competitive, internal, process, and generic. The benchmarking process involves planning, forming teams, collecting/analyzing data, integrating findings, and taking action. Potential pitfalls include lack of sponsorship, choosing the wrong team members, taking on too much, and not relating benchmarking to strategy.
Strategic planning is vital to any sector particularly health sector, the slides shared will be useful to healthcare administrators and people pursuing healthcare studies.
ACEDS Information Governance Webcast 3-11-15 Logikcull.com
This document provides an overview of information governance and outlines key components for establishing an information governance program, including developing an information governance framework, strategic plan, and ensuring business integration and alignment with technology. It discusses conducting due diligence to identify applicable standards, establishing policies and standards, defining roles and responsibilities, and developing communications, training, and audit mechanisms for the framework. It also covers defining the current business and technology environment, aligning the strategic plan with business needs, and collaborating with IT to incorporate information governance requirements.
This document discusses research methodology and data collection and presentation. It outlines primary and secondary data collection methods. Primary data collection methods discussed include observation, personal interviews, telephone interviews, and mail surveys. Secondary data sources include internal sources like sales records and external sources like government publications. The document also discusses presenting collected data through tools like frequency distribution, charts and other visualization methods.
What is Skills Auditing?
Skills audit is a review of your existing skills against the skills you need both now and in the future.
Data collected in the Skills Audit will be one of the underpinning elements of a Personal Development Plan.
Carrying out a skills audit will help you to:
1.Analyze the skills
2.Develop a skills profile.
3.Key tool for CV building
4.Identify gaps in your skills
5.Prioritize any training
Types of skills auditing:
1. individual skills auditing
2. Group skills auditing
Methods of doing skill auditing: 1. Likert scale
2. Semantic Differential Scale
Individuals can do SWOT analysis i.e. Strength, Weakness, Opportunities, Threat.
Feasability studies for investment zones in IraqOECDglobal
1) The feasibility study examines the viability of establishing an investment zone at the Hatein site in Iraq. It will analyze the commercial, physical, legal, and operational aspects as well as private sector engagement options.
2) The Hatein site is 1,500 hectares located 50km south of Baghdad with existing infrastructure including buildings, electricity, water, and transportation connections that require rehabilitation.
3) A staged approach is proposed beginning with an initial 10 week review by two professionals to establish the basis for further feasibility studies and determine if the project should proceed.
This document discusses the Certified Automation Professional (CAP) certification from the International Society of Automation (ISA). It provides an overview of the CAP, comparing it to other certifications. The CAP demonstrates competence in automation knowledge and sets the standard for the profession. It benefits both individual automation professionals and their employers by enhancing skills, career opportunities, and company reputation. Requirements to become a CAP include experience, passing an exam, and ongoing training.
This presentation by Paul Thompson, Deputy Director, SME & SMP Affairs, explores the challenges currently faced by SMP's, provides regulators' observations and offers tips for audit efficiency.
The document discusses several case studies from Axis Technology Consulting. Each case study outlines a business challenge, the solution developed by Axis, and the impact. Examples of challenges addressed include implementing a global customer strategy, defining an end state vision, and provisioning a portfolio of projects. The solutions developed comprehensive strategies, established governance, and improved processes. The impacts included better alignment with business needs, increased efficiency, and enhanced decision making.
This feasibility report evaluates a proposed water system project. It includes an executive summary of the technical, financial, and administrative aspects. The report analyzes the existing water resources and supply system deficiencies in the project area. It then outlines the proposed water supply scheme, including alternative designs considered and the selected components. It provides cost estimates for capital investment and recurring costs. It also evaluates the financial plan and sources of funding. The conclusion recommends implementation based on the need and feasibility findings.
The document outlines the steps to develop a problem statement for an engineering design project, including: conducting user research to determine needs, organizing and ranking needs, developing marketing requirements and an objective tree, and performing background research. The goal is to fully understand the problem that needs to be solved and obtain buy-in from stakeholders on the objectives before beginning the design process.
Presentation by Dawn McGeachy, BAccS, FCUIC, ACUIC, FCGA, LPA
Member, IFAC SMP Committee at the International Federation of Accountants & Institute of Chartered Accountants of Jamaica Business Development Conference, March 18, 2014
160513 Study Sourcing in risk and compliance functionsDr. Marc D. Grüter
This document summarizes insights from a benchmark study on sourcing risk and compliance functions in international financial institutions. Key findings include:
1) Sourcing risk and compliance functions can improve effectiveness and efficiency while reducing costs by up to 30%. It allows banks to focus on differentiators and quickly adapt to regulatory changes.
2) Most banks implement a nearshoring model, with hubs in locations like India and Eastern Europe. Examples of successfully sourced functions include risk modeling and standardized transaction decisions.
3) Success requires a strong business case, transparency on current functions, and ensuring additional risks are managed within risk appetite. Detailed planning is also important to realize benefits while mitigating execution risks.
This document discusses developing feasibility studies and business plans for new business ventures. It defines a feasibility study as an analysis of whether an idea is viable, while a business plan outlines how to implement a viable idea. A feasibility study assesses operational, technical and economic feasibility, while a business plan provides financial projections and a management plan. The document provides guidance on the key components and purpose of each, and notes that a feasibility study should be conducted before developing a full business plan to focus on viable opportunities.
This document discusses project selection and portfolio management. It begins by outlining various analysis tools used for project selection like PEST analysis, SWOT analysis, and Porter's Five Forces model. It then discusses strategic planning processes like defining a vision, mission, strategic objectives, and aligning project portfolios to strategic goals. Various frameworks for analyzing markets and industries are presented, including using PEST, SWOT, and Porter's Five Forces to evaluate opportunities and threats. The importance of assessing an organization's ability to successfully perform projects is also highlighted.
The document describes the process and methodology for conducting a technology audit of a small-to-medium sized enterprise (SME). A technology audit involves evaluating an SME's technological capacity, processes, and needs in order to develop an action plan for improvement. The key steps in a technology audit include: initial data collection, conducting general and more in-depth interviews, analyzing findings, developing a report, and creating an action plan in collaboration with the SME. The expected benefits are a thorough assessment of the SME's innovation needs and opportunities, as well as networking and funding recommendations. Technology audits typically take 2 months to complete and cost €2,000-13,500 for consultant fees and staff time.
The document discusses a panel discussion on insourcing and outsourcing trends in the banking industry. The panel includes representatives from HP, ABN AMRO, ANSRSource, and Booz Allen Hamilton.
The panel covers key topics such as: definitions of insourcing, outsourcing, and nearshore/offshore sourcing; trends driving financial services outsourcing; a framework for evaluating make-versus-buy sourcing decisions; common processes outsourced in financial services; regional differences in sourcing models; and how sourcing impacts bank consolidation.
Barring truly new ideas
Stimulation the flow of ideas
most people adopt somewhat casual and haphazard approach to the generation of project ideas. To stimulate the flow of ideas, the following are helpful: SWOT Analysis
Clear Articulation of Objectives
Forecasting a conductive climate
This document discusses the importance of quality assurance and control for high-quality financial reporting. It notes that assessments in financial reporting are highly judgmental due to principle-based standards and human factors. Effective quality assurance requires cooperation between various parties, including auditors, professional accounting organizations that perform oversight, and regulators. It recommends a step-by-step approach to improving quality control and assurance practices over multiple years through education, guidance, and review. High-quality financial reporting is important for public trust and well-functioning markets.
The key proposition of Enterprise Risk Management is value creation and or enhancement which ultimately delivers sustainable comparative advantage exemplified by organizational excellence. This presentation highlights key components of both management concepts and points of congruence.
This document discusses project screening and selection methods used by organizations to prioritize projects and resources. It provides examples of how organizations develop weighted scoring criteria to evaluate proposed projects based on their alignment with strategic objectives. Projects are scored and ranked according to their potential contribution in key areas like revenue generation, cost reduction, customer service, and other priorities. This ensures high value projects that further organizational goals receive funding over less impactful proposals. The document also outlines solicitation of project ideas, evaluation forms to collect necessary data, and how impact assessments are combined with objective importance weights to determine an overall score for prioritizing project portfolios.
The document summarizes a formal report on the results of a pilot project at Memorial University of Newfoundland that encouraged alternative transportation methods. The project offered incentives like subsidized transit passes, bike parking, and carpooling programs. Surveys found increases in public transit and cycling use and decreases in single-occupancy vehicle use and parking permits. Based on measurable differences, the committee concluded the project was effective and recommended continuing the transit pass program and expanding incentives to other campuses.
This document discusses the three types of feasibility that must be assessed for a proposed project: technical, operational, and economic. Technical feasibility considers the technical requirements and whether the organization's current technical resources and expertise are sufficient. Operational feasibility examines human resources, how well the system solves identified problems, and whether the organization will support using the new system. Economic feasibility is a cost-benefit analysis to determine if the expected benefits of the system outweigh the costs. A project must demonstrate feasibility in all three areas for a recommendation to proceed to the next phase.
This document summarizes the transformation of a hospital-based institutional review board (IRB). The IRB was experiencing long review times, low customer satisfaction, inefficient use of resources, and high costs. To address these issues, the IRB restructured into five smaller review panels that met weekly instead of monthly. Staff were trained to conduct pre-review and handle exempt and expedited reviews. New forms and standard operating procedures were implemented along with an electronic system. These changes reduced the IRB's prime costs by 97% and improved outcomes like faster reviews and higher satisfaction. Future plans include pursuing accreditation and developing a regional review system.
This document discusses research methodology and data collection and presentation. It outlines primary and secondary data collection methods. Primary data collection methods discussed include observation, personal interviews, telephone interviews, and mail surveys. Secondary data sources include internal sources like sales records and external sources like government publications. The document also discusses presenting collected data through tools like frequency distribution, charts and other visualization methods.
What is Skills Auditing?
Skills audit is a review of your existing skills against the skills you need both now and in the future.
Data collected in the Skills Audit will be one of the underpinning elements of a Personal Development Plan.
Carrying out a skills audit will help you to:
1.Analyze the skills
2.Develop a skills profile.
3.Key tool for CV building
4.Identify gaps in your skills
5.Prioritize any training
Types of skills auditing:
1. individual skills auditing
2. Group skills auditing
Methods of doing skill auditing: 1. Likert scale
2. Semantic Differential Scale
Individuals can do SWOT analysis i.e. Strength, Weakness, Opportunities, Threat.
Feasability studies for investment zones in IraqOECDglobal
1) The feasibility study examines the viability of establishing an investment zone at the Hatein site in Iraq. It will analyze the commercial, physical, legal, and operational aspects as well as private sector engagement options.
2) The Hatein site is 1,500 hectares located 50km south of Baghdad with existing infrastructure including buildings, electricity, water, and transportation connections that require rehabilitation.
3) A staged approach is proposed beginning with an initial 10 week review by two professionals to establish the basis for further feasibility studies and determine if the project should proceed.
This document discusses the Certified Automation Professional (CAP) certification from the International Society of Automation (ISA). It provides an overview of the CAP, comparing it to other certifications. The CAP demonstrates competence in automation knowledge and sets the standard for the profession. It benefits both individual automation professionals and their employers by enhancing skills, career opportunities, and company reputation. Requirements to become a CAP include experience, passing an exam, and ongoing training.
This presentation by Paul Thompson, Deputy Director, SME & SMP Affairs, explores the challenges currently faced by SMP's, provides regulators' observations and offers tips for audit efficiency.
The document discusses several case studies from Axis Technology Consulting. Each case study outlines a business challenge, the solution developed by Axis, and the impact. Examples of challenges addressed include implementing a global customer strategy, defining an end state vision, and provisioning a portfolio of projects. The solutions developed comprehensive strategies, established governance, and improved processes. The impacts included better alignment with business needs, increased efficiency, and enhanced decision making.
This feasibility report evaluates a proposed water system project. It includes an executive summary of the technical, financial, and administrative aspects. The report analyzes the existing water resources and supply system deficiencies in the project area. It then outlines the proposed water supply scheme, including alternative designs considered and the selected components. It provides cost estimates for capital investment and recurring costs. It also evaluates the financial plan and sources of funding. The conclusion recommends implementation based on the need and feasibility findings.
The document outlines the steps to develop a problem statement for an engineering design project, including: conducting user research to determine needs, organizing and ranking needs, developing marketing requirements and an objective tree, and performing background research. The goal is to fully understand the problem that needs to be solved and obtain buy-in from stakeholders on the objectives before beginning the design process.
Presentation by Dawn McGeachy, BAccS, FCUIC, ACUIC, FCGA, LPA
Member, IFAC SMP Committee at the International Federation of Accountants & Institute of Chartered Accountants of Jamaica Business Development Conference, March 18, 2014
160513 Study Sourcing in risk and compliance functionsDr. Marc D. Grüter
This document summarizes insights from a benchmark study on sourcing risk and compliance functions in international financial institutions. Key findings include:
1) Sourcing risk and compliance functions can improve effectiveness and efficiency while reducing costs by up to 30%. It allows banks to focus on differentiators and quickly adapt to regulatory changes.
2) Most banks implement a nearshoring model, with hubs in locations like India and Eastern Europe. Examples of successfully sourced functions include risk modeling and standardized transaction decisions.
3) Success requires a strong business case, transparency on current functions, and ensuring additional risks are managed within risk appetite. Detailed planning is also important to realize benefits while mitigating execution risks.
This document discusses developing feasibility studies and business plans for new business ventures. It defines a feasibility study as an analysis of whether an idea is viable, while a business plan outlines how to implement a viable idea. A feasibility study assesses operational, technical and economic feasibility, while a business plan provides financial projections and a management plan. The document provides guidance on the key components and purpose of each, and notes that a feasibility study should be conducted before developing a full business plan to focus on viable opportunities.
This document discusses project selection and portfolio management. It begins by outlining various analysis tools used for project selection like PEST analysis, SWOT analysis, and Porter's Five Forces model. It then discusses strategic planning processes like defining a vision, mission, strategic objectives, and aligning project portfolios to strategic goals. Various frameworks for analyzing markets and industries are presented, including using PEST, SWOT, and Porter's Five Forces to evaluate opportunities and threats. The importance of assessing an organization's ability to successfully perform projects is also highlighted.
The document describes the process and methodology for conducting a technology audit of a small-to-medium sized enterprise (SME). A technology audit involves evaluating an SME's technological capacity, processes, and needs in order to develop an action plan for improvement. The key steps in a technology audit include: initial data collection, conducting general and more in-depth interviews, analyzing findings, developing a report, and creating an action plan in collaboration with the SME. The expected benefits are a thorough assessment of the SME's innovation needs and opportunities, as well as networking and funding recommendations. Technology audits typically take 2 months to complete and cost €2,000-13,500 for consultant fees and staff time.
The document discusses a panel discussion on insourcing and outsourcing trends in the banking industry. The panel includes representatives from HP, ABN AMRO, ANSRSource, and Booz Allen Hamilton.
The panel covers key topics such as: definitions of insourcing, outsourcing, and nearshore/offshore sourcing; trends driving financial services outsourcing; a framework for evaluating make-versus-buy sourcing decisions; common processes outsourced in financial services; regional differences in sourcing models; and how sourcing impacts bank consolidation.
Barring truly new ideas
Stimulation the flow of ideas
most people adopt somewhat casual and haphazard approach to the generation of project ideas. To stimulate the flow of ideas, the following are helpful: SWOT Analysis
Clear Articulation of Objectives
Forecasting a conductive climate
This document discusses the importance of quality assurance and control for high-quality financial reporting. It notes that assessments in financial reporting are highly judgmental due to principle-based standards and human factors. Effective quality assurance requires cooperation between various parties, including auditors, professional accounting organizations that perform oversight, and regulators. It recommends a step-by-step approach to improving quality control and assurance practices over multiple years through education, guidance, and review. High-quality financial reporting is important for public trust and well-functioning markets.
The key proposition of Enterprise Risk Management is value creation and or enhancement which ultimately delivers sustainable comparative advantage exemplified by organizational excellence. This presentation highlights key components of both management concepts and points of congruence.
This document discusses project screening and selection methods used by organizations to prioritize projects and resources. It provides examples of how organizations develop weighted scoring criteria to evaluate proposed projects based on their alignment with strategic objectives. Projects are scored and ranked according to their potential contribution in key areas like revenue generation, cost reduction, customer service, and other priorities. This ensures high value projects that further organizational goals receive funding over less impactful proposals. The document also outlines solicitation of project ideas, evaluation forms to collect necessary data, and how impact assessments are combined with objective importance weights to determine an overall score for prioritizing project portfolios.
The document summarizes a formal report on the results of a pilot project at Memorial University of Newfoundland that encouraged alternative transportation methods. The project offered incentives like subsidized transit passes, bike parking, and carpooling programs. Surveys found increases in public transit and cycling use and decreases in single-occupancy vehicle use and parking permits. Based on measurable differences, the committee concluded the project was effective and recommended continuing the transit pass program and expanding incentives to other campuses.
This document discusses the three types of feasibility that must be assessed for a proposed project: technical, operational, and economic. Technical feasibility considers the technical requirements and whether the organization's current technical resources and expertise are sufficient. Operational feasibility examines human resources, how well the system solves identified problems, and whether the organization will support using the new system. Economic feasibility is a cost-benefit analysis to determine if the expected benefits of the system outweigh the costs. A project must demonstrate feasibility in all three areas for a recommendation to proceed to the next phase.
This document summarizes the transformation of a hospital-based institutional review board (IRB). The IRB was experiencing long review times, low customer satisfaction, inefficient use of resources, and high costs. To address these issues, the IRB restructured into five smaller review panels that met weekly instead of monthly. Staff were trained to conduct pre-review and handle exempt and expedited reviews. New forms and standard operating procedures were implemented along with an electronic system. These changes reduced the IRB's prime costs by 97% and improved outcomes like faster reviews and higher satisfaction. Future plans include pursuing accreditation and developing a regional review system.
1) New York state has faced chronic budget deficits for decades due to ongoing spending exceeding recurring revenues. This structural imbalance requires multi-year solutions but past budgets have relied on one-time fixes that push the problem into future years.
2) When the 2010-2011 fiscal year began, New York faced a projected $9.2 billion budget gap that grew to over $28 billion in the following years. The enacted budget claimed to be balanced but relied on opaque transfers from other funds and delaying payments.
3) Independent analyses found that closing the large gaps would require unprecedented tax increases, spending cuts to major programs, or a combination of both. However, New York has historically avoided difficult choices through short-term
This document provides an overview of training courses offered by Auridian, a training and consulting company. The courses focus on leadership development, professional development, and sales and service. Specific course topics include managing people, leading change, time management, negotiation skills, and sales skills. The document includes testimonials from past clients praising Auridian's training programs.
This short document promotes creating presentations using Haiku Deck, a tool for making slideshows. It encourages the reader to get started making their own Haiku Deck presentation and sharing it on SlideShare. In just one sentence, it pitches the idea of using Haiku Deck to easily create engaging slideshows.
ITSM User Basics Student Guide Some CompanyJames Garvin
The document discusses the basics of an ITSM (IT Service Management) application. It covers the purpose of ITSM modules which is to process requests for IT and non-IT services. The main modules covered are service requests, incidents, problems, changes, and knowledge. Key roles like administrator, service desk analyst, and problem manager are also outlined. The document provides an overview of navigating the ITSM application through dashboards and workspaces. It includes various copyright notices and mentions third party components used.
Maroon 5 is an American pop rock band originally from California that has evolved over time. The band currently has six members including lead singer Adam Levine. Maroon 5 has been nominated for over 125 awards and has won 31, holding the record for the most number one songs on the Adult Pop chart. The author personally enjoys Maroon 5 songs like "Maps", "Animals", and "Sugar", playing them on repeat.
Deans List Delinquents Presentation 4-18-15Mararita Bray
This document summarizes Mararita Bray's sociology research on techniques of neutralization and deviance among privileged college students. Her research questions examine the motivating factors for deviance in this population, how college culture may influence higher rates of deviance, and whether neutralization techniques are used to rationalize deviant behavior. She administered a survey to Gonzaga University students that assessed party culture adherence, types of deviant acts, use of neutralization, drinking behaviors, and demographics. The results showed those who most strongly adhere to the party culture engaged in the most deviance. The conclusion is that college culture allows norms to be disregarded through a student identity and enables rationalizing deviance through neutralization techniques.
A gap in GSK's ability to execute its strategy and drive sustainable transformation became apparent. Senior executives realized they needed to improve the company's ability to "execute the strategy brilliantly," which requires effectively managing and implementing change. An Accelerated Delivery Program (ADP) was developed to change how GSK changes by focusing on performance improvement through applying principles from organization development, Lean Six Sigma, and project management. The realization was that none of these disciplines alone were sufficient to execute GSK's ambitious strategy, but applying them together as ADP had greater potential impact.
This document summarizes common regulatory myths and misconceptions about clinical research regulations. It addresses 20 statements and indicates whether they are true or false, providing the relevant regulatory citation to support each response. The document aims to clarify areas of misunderstanding around regulations from the FDA, HHS, and other agencies governing clinical research practices.
Este documento proporciona instrucciones paso a paso para crear un modelo 3D utilizando herramientas de dibujo en 2D y 3D. El lector aprenderá a crear formas básicas, agregar detalles como chaflanes y agujeros, y utilizar comandos como extrusión, corte y espejo para dar forma y detalles al modelo. El documento guía al lector a través de varios ejercicios prácticos para dominar estas herramientas de modelado 3D.
Direct, purposeful experiences & beyond power pointChelxskiie
The document discusses the importance of direct, purposeful experiences in learning. It states that sensory experiences form the foundation of our learning by allowing us to construct ideas and concepts. It encourages giving students opportunities to learn by doing, immersing them in real-world experiences using real materials, and helping them develop their senses. Students should draw meaning from first-hand experiences to elevate their thinking. The document prompts considering opportunities for direct experiences in college subjects and sharing an activity for classmates to experience.
This document provides an introduction to Results Based Management (RBM). It began in the 1960s and was adopted by many countries in the 1980s and 1990s. RBM focuses on tangible results, resource allocation, and value. Key concepts include inputs, activities, outputs, and outcomes. Performance is measured by indicators like effectiveness, efficiency, equity, and sustainability. RBM is integral to capacity building by driving continuous improvement through performance information. The diagnostic approach begins with performance analysis to identify gaps and determine constraining variables to develop an organizational development plan.
This document discusses corporate strategy and strategic management. It begins by defining strategy as a company's plan to attract customers, position itself in the market, compete successfully, and achieve objectives. A strategy must evolve in response to competitors, customers, technology, and market conditions. The document then discusses strategic vision, mission statements, core competencies, competitive advantage, and strategic analysis including PEST and Porter's Five Forces frameworks. It emphasizes that strategic management involves developing a strategic vision, analyzing the internal and external environment, and executing the strategy.
The document discusses effective health IT implementation planning. It outlines characteristics of effective implementation teams, including communication, understanding roles, and practical expertise. Three key strategies for health IT implementation are reviewed: single vendor, best of breed, and best of suite. Clinical workflows and the needs of different care settings like primary care and critical access hospitals are also addressed. The goal is to assist organizations in designing customized implementation plans that meet their unique quality and safety needs.
Sameer Badlani, MD, FACP
Chief Medical Information Officer
Assistant Professor, Section of Hospital Medicine
The University of Chicago Medicine and Biological Sciences
iHT2 case studies and presentations illustrate challenges, successes and various factors in the outcomes of numerous types of health IT implementations. They are interactive and dynamic sessions providing opportunity for dialogue, debate and exchanging ideas and best practices. This session will be presented by a thought leader in the provider, payer or government space.
This document provides an overview and summary of a lecture on IT strategy. It discusses identifying strategies and the role of IT in business strategy. Some key points covered include:
- Porter's competitive model and how it can be applied to analyze an industry and a company's strategic position
- The different types of competitive strategies such as cost leadership, differentiation, and innovation strategies
- How technology can potentially change the basis of competition, balance of power, and barriers to entry in an industry
- The importance of understanding customers, competitors, markets, and partnerships for strategic analysis
- Potential opportunities and risks of emerging technologies for business strategies and models
This document provides an overview and summary of a lecture on IT strategy. It begins with introductions and then discusses the role of information technology in business strategy and competitive advantage. Key frameworks for analyzing strategy are reviewed, including Porter's competitive forces model and the strategic alignment model. The lecture explores how IT can impact industry competition and the components of a business model and strategic vision. Opportunities and risks of IT for strategy are examined. The document contains several figures illustrating strategic concepts.
The Planning Quality Framework is a collection of tools and techniques that use planning data to help councils understand their development management service performance and benchmark against others. It involves quantitative data like application counts and approval rates, as well as qualitative customer surveys. The framework provides regular reports to give councils insights into the value and quality of their work. It is a low-effort way to focus improvement efforts compared to traditional benchmarking approaches.
[Project] FRAMEWORK FOR SUPPORTING “BUSINESS PROCESS REENGINEERING “-BASED BU...Biswadeep Ghosh Hazra
A short presentation on Business Process Re-engineering Based Models. It consists of Strategic, Project Management, Information Technology, Top Management and Cultural Factors. There are various models/frameworks and indicators like- Porters 5 Forces Model, 4 CSFs for BPR Implementation, From-to analysis, Financial Indicators.
The document outlines the agenda for a 5-day Certified Lean Consultant training and certification program hosted by Lean India Consulting Group. The agenda covers topics such as the evolution of consulting, the consulting process, marketing consulting services, managing consulting projects, lean principles and tools, and value stream mapping. Participants will learn how to apply lean thinking to identify improvement opportunities and execute projects through simulations, group exercises, and case studies. Upon completing the training and passing an exam, participants will receive a certification and takeaways including training materials and templates.
Module 4.2 - Performance management
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
The IT PMO of a large healthcare organization determined it needed a project prioritization model to improve project selection and management. A small team including clinical, IT, and strategy leaders developed an initial model and pilot. This revealed issues like a lack of strategic alignment, division between business and IT, and inefficient project intake. The organization then worked to develop an enterprise-wide prioritization model considering factors like patient safety, physician strategy, financial benefits, and compliance. Materials were provided to help participants define value criteria and drivers. The final model scored projects based on their alignment with weighted business drivers to optimize the project portfolio.
Monitoring– Continuous or regular collection and analysis of information
about implementation to review progress. (Internal)
• Evaluation– A periodic assessment of the relevance, efficiency, effectiveness,
impact, and sustainability of an intervention. A systematic
search for answers about an intervention. (Internal or external)
• Needs Assessment– A process for identifying and prioritizing gaps in results based on the cost to meet the need versus the cost to ignore the need. Occurs in decision and design stages. Serves as an input for other M&E purposes. (Internal or external)
In this business analysis training, you will learn Gap Analysis. Topics covered in this session are:
• GAP Analysis
• Basic Process
• Stages
• Feasibility Study
• What is Feasibility Study?
• Why?
• Types
• ROI
• Feasibility Matrix
• Example
For more information, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analyst-training-for-beginners/
This document provides an overview of the CBSA's Cost Factor Manual (CFM) and how it uses a stepped-variable approach to operational costing and capacity management. The CFM links financial expenditure data to program volumetrics at the Port of Entry level and Directorate level. It accounts for 100% of expenditures without double counting and balances to public accounts. The CFM is used to cost budget submissions, allocate resources, identify cost variances, and develop performance indicators. A visualization tool under development will allow users to analyze CFM data. Next steps include confirming the CFM's scope and limitations and deploying the tool to support engagement on an enterprise data warehouse.
This document provides information on an upcoming workshop on ISO 9001:2015 and ISO 14001:2015 certification. It discusses the aims of the workshop, which include completing questionnaires, continuing testing processes back at organizations, and options for maintaining or integrating management systems. It also outlines deadlines for old certifications and opportunities for upgrading at future audits. The document reviews the high-level structure and key clauses of both ISO standards. Finally, it discusses analyzing the context of an organization using methods like PEST and SWOT analyses.
1. The document discusses strategic management and planning. It introduces strategic planning boards, different management levels, and models for strategic management.
2. Key aspects of strategic management covered include external and internal scanning, analyzing opportunities/threats and strengths/weaknesses, developing long-term objectives and strategies, and implementing, measuring, and evolving strategies.
3. Critical factors to consider in strategic management are the legal, economic, technological, customer, competitor, physical, political, and social environments that can impact an organization.
In this advanced business analysis training session, you will learn Requirement Management. Topics covered in this session are:
• Requirements Negotiation And Prioritization
• Requirements Management
• Requirements Traceability
• Requirements Variability and Software/System Product Lines
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
The document discusses operational capacity analysis to support healthcare outcomes for veterans. It outlines work done to inventory activities, analyze workload, develop a logic model and performance measurement framework for the Health Professionals Division of Veterans Affairs Canada. Samples of the workload analysis, modeling and results are presented. Next steps include validating the workload analysis nationwide, extracting workload volumes from databases, deploying scenario models nationwide, and ongoing reporting and forecasting. The goal is to better understand capacity utilization and identify opportunities to improve processes and meet healthcare outcomes for veterans.
1. 1
Tactical and Strategic Planning
for Small IRBs
Dale Theobald, MD, PhD
IRB Chairman
Community Health Network
Parker Nolen, MBA CCRC CIP
Director, Research Compliance and Regulatory Affairs
Community Health Network
2. 2
Disclosure: Dale Theobald, MD
I have no relevant
personal/professional/financial
relationship(s) with respect to this
educational activity
Community Health Network Chairman, IRB
3. 3
Disclosure: Parker Nolen MBA
I have no relevant
personal/professional/financial
relationship(s) with respect to this
educational activity
Community Health Network Director, Research Compliance
6. 6
About CHNw
• 200 sites of care
• 10 acute care and
specialty hospitals
• 13 ambulatory pavilions
• 9 surgery and endoscopy
centers
• >600 Physicians
7. 7
Types of Research
Clinical Trials - Drug
Clinical Trials - Device
Clinical Trials - Other Intervention
Genetic Studies
Clinical Outcomes Research
Basic Research
Qualitative Research
Imaging and Diagnostics
Chart reviews/case reports
Registry or Repository
Training/Education/Quality Improvement
9. 9
• 3 other large health care providers in region
• Indiana CTSI (IU, Purdue, Notre Dame)
• All have established research programs
• Implementation of the ACA
– New and different economic pressures on
providers
– Baseline question:
• “Can we survive on Medicare reimbursements
only?”
The Operating Environment
10. 10
• Outsource IRB functions completely
– Transfer costs
– Maintenance costs
– Organizational Values
• Partner in a hybrid model
– Very few partners available
– Cost considerations
• Shut-down research
– Teaching hospital
– Not an option
• Get lean
Options
11. 11
• Meetings lasted 2.5 hours
• Used only Full Board review
– Even Expedited- and Exempt-eligible items
• Electronic tracking system broken
• Board members received 400-600 pages
• 26 members on 1 board
• Questionable composition
– Unaffiliated meant retired employees
– Non-scientific meant not an MD
– Diversity meant only gender
• No SOPs
• Met 1x Monthly
• TAT ≈ >60 days (regardless of item)
October, 2013
13. 13
• Unacceptable TAT
• Unacceptable customer satisfaction (< 50%)
• Inefficient use of Full Board review
• Meetings too long
• Membership composition issue
• Electronic tracking system inhibiting compliance
• No meeting cost had ever been calculated
• Meeting Cost per hour ≈ $1000 (prime cost)
Our Analysis
14. 14
• More efficient use of Full Board time
– What can be handled administratively?
– What REALLY requires Full Board review?
• Quicker TAT
• Higher user satisfaction
• Better compliance
• Reduce costs
What did we want?
15. 15
• Re-paneled the IRB
– Moved from 1 Board to 5 Boards
• Considered multiple Board compositions
– Prime cost critical consideration
– Personalities also an important consideration
• Increased meeting frequency
– 1x month to 1x week
• Staff triage/Pre-Review of submissions
• Expedited/Exempt reviews handled by staff*
How did we do it?
* non-scientific and administrative items only
16. 16
• Contracted for different electronic system
– Translation: we are temporarily a paper-based
IRB
• Created new forms to serve as:
– submission
– documentation of review
– written determination
• Drafted and implemented new SOPs
• Eliminated submission deadlines
• Committed to 72 hour TAT metric
How did we do it?
17. 17
• 4 Regular Boards
• 1 Emergency Board
• Each Panel meets composition requirements set forth in 21
CFR 56.107 and 46 CFR 46.107
– At least five (5) members
– Varying backgrounds
– Sufficient qualification of members
– Diversity with regard to race, gender, culture
– Professional Competence
– At least one (1) nonscientific member
– At least one (1) unaffiliated member
• Consultants used for specialty gap
• Member commitment is the same – 1x month
• Investigators see weekly meetings – 4x month
New Boards
19. 19
• Critical variable in transformation
• IRB Volunteer ≠ No cost
• Focused on identifying the Prime Costs
– Prime costs are the costs directly incurred to
create a product or service.
• Prime costs do not include indirect costs, such as
allocated overhead.
• Administrative costs are generally not included in
the prime cost category.
The Cost of Meeting
20. 20
Legacy New
One (1) Panel Four (4) Panels
1x Month 4x Month
≈ 2.5 hours per meeting ≈ .25 hours per meeting
≈ $1,000 per hour prime cost ≈ $300 per hour prime cost
≈ $2,500 meeting cost ≈ $75 meeting cost
≈ $30,000 annual prime cost ≈ $3600 annual prime cost
Legacy vs. New
$26,400 reduction in Prime Costs
21. 21
Performance Metrics
Source: 2013 AAHRPP Metrics on Human Research Protection Program Performance for Hospitals – Updated August 1, 2014
October 2013
September 2014
25. 25
• Those remaining four airlines control 80% of the market
Result of airline consolidation?
"...Data collected by the Airports Council International, a trade group,
found that the nation's smallest airports lost 10 to 15 percent of their
scheduled flights from June 2006 through this June. Medium-size
airports, meanwhile, lost 18 percent of their scheduled flights....
...Nearly 200 airports, most of them tiny and many in remote places,
have lost air service entirely since 2008....Airlines have made a
deliberate decision to forgo certain markets...Their new business
model is leaving communities disenfranchised and disconnected from
the global marketplace.
(Mouad, Jad. "Lost Jobs, Lost Flights." New York Times 09 July 2011)
27. 27
• Affordable Care Act
• Consolidation and Globalization among
Commercial IRBs
• AAHRPP supporting consolidation and
globalization
• University of Minnesota tragedy
– Possible Congressional hearings
• Emergence of mHealth
• Single IRB Review is here
State of the
Clinical Research Industry
28. 28
• Will local IRBs have relevance?
• Will our field remain “Professional” at the local
level?
• Will our institutions have access to Sponsored
research?
• Will our patients have access to novel points of
care?
Implications for Small IRBs
Yes! But…
Small IRBs must be strategic in their thinking and
creative in approaching their operations and their
cost/revenue analysis
30. 30
Five Market Forces
Threat of
new
entrants
Bargaining
power of
suppliers
Bargaining
power of
buyers
Competitive
Rivalry
Strategic
Position
Threat of
substitutes
33. 33
• Bloated Board
• Wordsmithing
• Long TAT
• Board Personalities
• Lack of reviewer specialization
Potential Weaknesses
34. 34
• Possible partnerships
– Academic
– Institutional
• Reciprocal reviews
– Network/Multi-site review
• Mergers with other IRBs in the area
• Minimum necessary allows agility
Potential Opportunities
35. 35
• Single IRB Review
• Cost pressure/Revenue squeeze
• Market Consolidation in for-profit IRBs
Potential Threats
36. 36
• Figure out what your IRB wants to be
– Porter’s Three Strategies
• Figure out how to do it
– Strategy vs. Tactic
• Develop a relationship with Finance
• Identify your Core Competency
• Identify your Competitive Advantage
• Calculate your Net Present Value (NPV)
How do I address the SWOT?
38. 38
• It is exactly what it sounds like.
• The low-cost leader in any market gains
competitive advantage from being able to
produce the product/service at the lowest
price.
• This is a strategy that can be leveraged by
institutionally-based IRBs!
Cost Leadership
39. 39
• Allows companies to charge high prices
and focus on a volume that generates a
better margin
• This will incur additional costs in creating a
competitive advantage.
– Example: Creating an oncology research
specialty
Differentiation
40. 40
• Identifiable and unique needs
• Sufficient size
• Difficult, but doable!
Focus strategy (Niche strategy)
41. 41
• The total amount that buyers are willing to
pay for a product/service
• The difference between the total value (or
revenue) and the total cost of performing
all of the activities provides the Margin
• Value Chain
Value
42. 42
• Two categories
– Primary Activities (Review, Determination)
– Support Activities (HR, Accounting, etc…)
• All activities to design, produce, market,
deliver, and support the product/service
(Porter, 1980)
– IRB Software
– Salaries
– Space
Value chain
43. 43
• Identify capability in which you excel
• Focus on opportunities in that area, letting
others go or outsourcing them.
• Capability is difficult to duplicate
• Involves the skills and coordination of
people across a variety of functional areas
or processes used to deliver value to
customers.
Core Competency
44. 44
• Three building blocks:
a) the external environment, including society, market, customer, and technology;
b) the mission of the organization; and
c) the core competencies needed to accomplish the mission.
• Four criteria:
1. assumptions about the environment, mission, and core competencies must fit
reality;
2. the assumptions in all three areas have to fit one another;
3. the theory of the business must be known and understood throughout the
organization; and
4. the theory of the business has to be tested constantly.
Competitive Advantage
45. 45
• In what area does my IRB excel or specilaze?
– Eye institute?
– SBH?
• What areas can we outsource/delegate?
– Specialty review consultants as opposed to keeping a
large membership roster?
• Who are my customers?
– Service orientation is crucial
– Educator, not enforcer
• What are my built-in advantages?
So ask yourself…
46. 46
• Cost and Overhead Allocations
– Departmental allocation only?
– Work with finance people to spread costs over
institution/network as a shared service
• May not be possible, but if you’re a multi-site IRB,
it is probable.
• Not an easy argument – be prepared!
• Marginal costs are low
– Allows innovative pricing/revenue models
Built-in Advantages to local IRBs
47. 47
Strategy vs. Tactic
Strategy
• Is the “What”?
• Defines goals
• Larger plan made up of
several tactics
• Examples:
– Make our Local IRB
desirable for Sponsors
to use by offering
multi-site approvals
Tactic
• Is the “How”?
• Specific actions
• Implements the strategy
• Example:
– Aligning with another
Local IRB through
merger or reciprocal
agreement
49. 49
• Calculate Net Present Value (NPV) to your
Organization
• Know what your product costs!!!
– How much does it cost to run a meeting?
– How are our overhead costs allocated in the
organization?
• Can they be shared across a wide population/large
number of regions/departments?
• What are we doing that doesn’t need to be
done?
Things to immediately understand
50. 50
NPV Definition and Formula
“r” represents the rate of return. It is determined by industry and usually ranges from 8% – 15%.
52. 52
Develop Geographic Footprint
• Why?
– Create a critical mass
of sites
– Want to be attractive
to the Sponsors
• How?
– IAA?
– Reciprocal Reviews?
– Merger?
– Commercialize?
56. 56
Conclusion
• Keep abreast of industry trends
• Know your SWOT
• Identify your Core Competencies
• Identify your Competitive Advantages
• Identify your costs/potential revenue
• Build a relationship with Finance
• Consider Alternative Models
Costing is an important consideration. In our transformation, one new protocol covers our cost. Every review we conduct after the first one is pure profit for the department. We are now able to use marginal pricing as a competitive advantage in the marketplace which will be important in 2015 as me move to accreditation.
So this is a chart we all know – it is the AAHRPP Metrics chart. The red line indicates where we were. The green line shows you where we are now.
Before we get started with the academic stuff, let’s step out of the IRB/Compliance world for a second.
Not too long ago, if you wanted to travel from point A to point B, you had a lot of options. Do these logos look familiar?
Now there are four airlines that carry a majority of air travelers. And these four companies are VERY different from their predecessors even if they have the same name. They have transformed themselves into lean, efficient operations.
20% of the airports in the United States have lost air service as a result of this consolidation. Think about that…
I just want you to remember this as we move through this presentation.