This document discusses using a performance management system to help health departments maintain accreditation through the Public Health Accreditation Board (PHAB). It outlines three keys to an effective performance management system for reaccreditation: 1) Driving and capturing continuous improvement at every level, 2) Aggregating, engaging, and sharing data and learning across stakeholders, and 3) Linking various plans and assessments like the community health assessment, improvement plan, and department strategic plan. The document provides examples and explanations of how a performance management system can help health departments demonstrate accountability, continuous quality improvement, and advancing population health as required for PHAB reaccreditation.
Ceren Ozer of the World Bank and Brigitta Villaronga of GIZ have been working together for about 18 months to support development of universal health coverage in several countries. This raises not only issues of how to transform health systems, but how to work within organizations that are not adept at addressing complex challenges.
Final webinar-slides-the-very-best-rba-examplesClear Impact
This document provides examples of organizations that have successfully implemented Results-Based Accountability (RBA). It summarizes implementations in Tompkins County, New York, Alameda County Public Health Department in California, the Colorado Department of Education, and United Way of Brazoria County. It also describes an RBA professional certification program.
Clear Impact is introducing a new case management software called Compyle that integrates with their existing Scorecard platform. Compyle allows organizations to collect and track participant data, create and send custom surveys, analyze results, and push data into Scorecard. Pricing for Compyle starts at $200 per month for small organizations and scales up based on the number of included participants.
The document discusses volunteer management strategies for organizations. It provides statistics on Daily Bread Food Bank's volunteers which show over 15,000 total volunteers in 2008-2009, with 72% being new and 28% returning. It then outlines five good ideas for volunteer management: 1) good communications, 2) understanding volunteer needs, 3) clear position descriptions, 4) effective staff training, and 5) a formal recognition process. The document also describes Advising the Community Together (ACT), a group within Deloitte Consulting that provides pro-bono advisory services to non-profits, including developing a maturity model and roadmap to improve Daily Bread Food Bank's volunteer management program.
Capacity building u nder pepfar ii final cobranded template final 9 20 (2)jgermanow
The document discusses designing a capacity building program for a district health team in partnership with the Ministry of Health. It lists interventions that should be considered like building leadership capacity, ensuring the program aligns with national priorities, and sustainability. It emphasizes that capacity building takes time and programs should focus on ongoing functioning, not just implementing specific programs. Monitoring and evaluation are also essential to build an evidence base.
Community partnerships are an effective way to deliver services through collaboration. The key benefits are pooling resources to provide a full suite of services, advocacy, and consistency of services. Effective partnerships require clear goals and vision, well-defined roles, open communication, and evaluating progress towards goals. Overcoming challenges like competition requires networking, emphasizing mutual benefit, and delegating relationship building.
Achieving Equitable Outcomes with Results-Based Accountability Clear Impact
Achieving equitable outcomes is an integral part of the implementation of Results Based Accountability (RBA). Each step of RBA's Turn the Curve process includes the opportunity for practitioners to consider diversity, equity, and inclusion. This webinar will provide participants with concrete methods for approaching their Turn the Curve process with equity at the forefront, and not as an afterthought.
This document discusses using a performance management system to help health departments maintain accreditation through the Public Health Accreditation Board (PHAB). It outlines three keys to an effective performance management system for reaccreditation: 1) Driving and capturing continuous improvement at every level, 2) Aggregating, engaging, and sharing data and learning across stakeholders, and 3) Linking various plans and assessments like the community health assessment, improvement plan, and department strategic plan. The document provides examples and explanations of how a performance management system can help health departments demonstrate accountability, continuous quality improvement, and advancing population health as required for PHAB reaccreditation.
Ceren Ozer of the World Bank and Brigitta Villaronga of GIZ have been working together for about 18 months to support development of universal health coverage in several countries. This raises not only issues of how to transform health systems, but how to work within organizations that are not adept at addressing complex challenges.
Final webinar-slides-the-very-best-rba-examplesClear Impact
This document provides examples of organizations that have successfully implemented Results-Based Accountability (RBA). It summarizes implementations in Tompkins County, New York, Alameda County Public Health Department in California, the Colorado Department of Education, and United Way of Brazoria County. It also describes an RBA professional certification program.
Clear Impact is introducing a new case management software called Compyle that integrates with their existing Scorecard platform. Compyle allows organizations to collect and track participant data, create and send custom surveys, analyze results, and push data into Scorecard. Pricing for Compyle starts at $200 per month for small organizations and scales up based on the number of included participants.
The document discusses volunteer management strategies for organizations. It provides statistics on Daily Bread Food Bank's volunteers which show over 15,000 total volunteers in 2008-2009, with 72% being new and 28% returning. It then outlines five good ideas for volunteer management: 1) good communications, 2) understanding volunteer needs, 3) clear position descriptions, 4) effective staff training, and 5) a formal recognition process. The document also describes Advising the Community Together (ACT), a group within Deloitte Consulting that provides pro-bono advisory services to non-profits, including developing a maturity model and roadmap to improve Daily Bread Food Bank's volunteer management program.
Capacity building u nder pepfar ii final cobranded template final 9 20 (2)jgermanow
The document discusses designing a capacity building program for a district health team in partnership with the Ministry of Health. It lists interventions that should be considered like building leadership capacity, ensuring the program aligns with national priorities, and sustainability. It emphasizes that capacity building takes time and programs should focus on ongoing functioning, not just implementing specific programs. Monitoring and evaluation are also essential to build an evidence base.
Community partnerships are an effective way to deliver services through collaboration. The key benefits are pooling resources to provide a full suite of services, advocacy, and consistency of services. Effective partnerships require clear goals and vision, well-defined roles, open communication, and evaluating progress towards goals. Overcoming challenges like competition requires networking, emphasizing mutual benefit, and delegating relationship building.
Achieving Equitable Outcomes with Results-Based Accountability Clear Impact
Achieving equitable outcomes is an integral part of the implementation of Results Based Accountability (RBA). Each step of RBA's Turn the Curve process includes the opportunity for practitioners to consider diversity, equity, and inclusion. This webinar will provide participants with concrete methods for approaching their Turn the Curve process with equity at the forefront, and not as an afterthought.
Karen Finn, Vice President of Professional Services at Clear Impact, provides tips for conducting effective virtual meetings. She discusses the importance of preparation, having clear objectives, an agenda, and guidelines. Some keys to effective virtual meetings are asking participants to sign in early and provide backup contact information in case of disconnections. Videoconferencing allows sharing screens to take notes. Common issues like people talking over each other can be avoided using features like mute, hand raising, and breakout rooms.
HTN Collective impact in Austin Final SlidesNikki Trevino
The document summarizes the work of the Healthy Youth Partnership (HYP) in Austin, Texas to improve youth services through collaboration. HYP was formed to address the needs identified in a needs assessment involving numerous organizations. It focuses on collective impact principles like having a common agenda, shared measurement systems, mutually reinforcing activities, continuous communication, and backbone support. HYP has experienced both support like from partner organizations and challenges like lack of funding in sustaining its work. It outlines strategies used to strengthen collaborations like leadership development and funding partnerships.
The documents provide guidance on clinical transformation to support innovative healthcare delivery models. It outlines objectives such as engaging community members, creating a clear mission and goals, empowering clinicians, and developing internal expertise in digital healthcare. A 6-month roadmap is presented, covering activities from understanding needs to evaluating programs. Specific tracks are also listed to enable organizations, including clinician engagement, workflow development, internal marketing, and clinical modules.
Partnerships are defined as relationships where two or more parties form an agreement to share work, knowledge, risk, accountability, and results to achieve compatible goals. Partnerships are beneficial as they allow for networking, promotion, additional resources, funding opportunities, and flexible service delivery. The most significant reason for partnering is to serve clients by providing a full suite of services and advocating to decision makers. Factors for successful partnerships include having a common vision and goals, a diverse membership that includes stakeholders, a clear commitment and action plan, well-defined roles, effective communication, a plan to share resources, ongoing evaluation, and the ability to revise the partnership. Skills like partnership management, negotiation, planning, evaluation, problem-
The consultants recommend expanding the Jed Foundation's Half of Us mental health campaign through three main strategies:
1) Partnering with an online education program to further educate college students on mental health issues.
2) Launching a student ambassador program and new media content to raise awareness of Jed's services on college campuses.
3) Holding an annual case competition with creative student groups to develop new campaign content and generate buzz about the organization.
New Frameworks for Measuring Capacity and Assessing PerformanceTCC Group
If we start with the assumption that — in order to improve our social sector as a whole — those who do the work to strengthen our communities (the nonprofits) are equally as critical as those responsible for providing the resources for the work to get done (the foundations), then why wouldn’t we expect all social sector actors to build their capacity? How do we know when our grantees and our foundations are becoming more effective and impactful as a result of our capacity investments, organizational development efforts and technical assistance? What does a high performing organization or foundation look like? And can we measure that?
This presentation, provided during the Grantmakers for Effective Organizations 2016 National Conference in Minneapolis, reviews and demonstrates existing resources for assessing nonprofit and foundation capacity and effectiveness. Speakers introduced the pros and cons of a variety of rubrics in use in the field and offered guidance on how funders decide on the right fit for the desired purpose. Grantmaker peers also shared how they used different frameworks and tools to assess individual nonprofits and grantee cohorts. Session participants left with increased awareness of the importance of the facilitator’s role in interpreting data gleaned from assessments and of the data collection methods most appropriate for their organization.
The document provides resources for planning and sustaining community health partnerships and initiatives. It includes general guidance documents, toolkits, templates, case studies and examples across several categories: sustainability planning, evaluation, data and metrics, funding, communications, engagement, policy and advocacy, and project management. The resources aim to support stakeholders in strengthening partnerships, measuring impact, securing ongoing funding, and sustaining work beyond initial funding timeframes.
This is the project covered by me and my collegue to build the capacity of a community and design a training where they were having a problem. We selected our community a SHG of Apsinga village located in Maharashtra.
This document discusses the benefits of companies engaging with stakeholders in an inclusive manner to get feedback and ensure programs address stakeholders' needs. Effective stakeholder engagement can improve brand strength, allow for honest evaluation, contribute to shared ownership and trust, help identify real needs, lead to more equitable development, manage risk and reputation, pool resources to solve problems, provide understanding of the business environment, enable learning and improvements from stakeholders, and inform and influence stakeholders and decision-making. Regular feedback through engagement allows for continuous improvement of social programs and readily available reporting on relationships with strategic initiatives.
Ending homelessness through employment and housing requires a focused effort aimed at building linkages with the mainstream workforce system, using innovative, proven strategies and advocating for the necessary resources and supports. Homeless jobseekers with barriers to employment are disadvantaged in the best of times. In the current economy, agencies need better tools and skilled practice. In this pre-conference session, we will help participants make use of new the Community Employment Pathway guidebook provided by the Department of Housing and Urban Development (HUD) to create training and job opportunities, explore how hopeFound has combined a Housing First, work first program using motivational interviewing as a cornerstone practice. Speakers also addressed the need for local and national advocacy for financial resources, employment encouraging policies, and access to mainstream services.
Joy Burress is seeking an influential position to serve patients and foster provider relationships while providing business insights. She has over 15 years of experience in healthcare, most recently as the Manager of Learning and Auditing at Cincinnati Children's Hospital Medical Center where she identifies training needs, develops curriculum, and ensures quality. Burress also has experience as an elementary school teacher and as the owner of a custom home building company where she improved processes. She is passionate about empowering others through education and has strong communication, organizational, and emotional intelligence skills.
Targeted Capacity Building - CCAT WebinarTCC Group
Julie Simpson from TCC Group spends one-hour defining and discussing targeted capacity building, why it matters, who is (and should be) involved, and specifics about each entity's role. There is a heavy emphasis on the role of local consultants -- particularly those who are CCAT-certified facilitators (with information on HOW you can become certified - for free!).
The document summarizes plans to redesign the foster care system in Texas to improve outcomes for children and youth. Key aspects of the preliminary design include contracting for a continuum of care through competitive requests for proposals, measuring provider performance based on outcomes, and determining where and how to contract for services geographically. Stakeholder input from over 2,000 individuals has helped inform the plans, and next steps include further addressing implementation issues and obtaining additional stakeholder feedback.
The document summarizes information presented at a 2011 meeting about the Pew Center for Arts & Heritage's (PCAH) PCMI initiative. PCMI provides grants and professional development to support organizational development, program excellence, and audience engagement for arts and heritage nonprofits. It aims to catalyze vision and impact through panel-adjudicated planning grants up to $30,000, catalyst grants up to $150,000 over two years, and professional development grants up to $10,000. Eligibility and criteria vary by grant type. Organizational assessments are also available to examine programs, audiences and management.
The way you communicate, and what you communicate, shapes how your employees feel about working there. Yet organizations often fail to prioritize corporate communication, to the detriment of their entire workplace culture.
Regular communication with employees sends the message that you value them as whole people. And consistent, meaningful communication can strengthen the employee-employer relationship. And when that relationship is strong, everyone wins: the employees, the employer, and the customers, clients, or patients.
You’ll come away from this webinar with immediately-useful tips and insider tricks from our 30+ years of experience producing engaging employee communications and leave with a blueprint of how to produce your own communications, or evaluate a vendor’s options, plus creative options.
Top 10 pioneering ce os to follow in 2021(14) compressedinsightssuccess2
A CEO is a person who is involved in solving the majority of problems for the organization, employees, and clients. It won’t be surprising to know that a CEO's decisions in their organization account for 45 percent of a company’s performance.
The document discusses acid-base balance and acid-base disorders. It describes the body's primary defenses against changes in pH as the chemical buffer systems and respiratory system. The renal system acts as a secondary defense over longer periods of time. The major buffers in the body are bicarbonate, hemoglobin, phosphate, and protein. Bone also acts as an important buffer, maintaining acid-base balance but at the cost of bone mineralization in chronic renal failure. The document defines different types of acid-base disorders and the parameters measured in arterial blood gas analysis to assess acid-base status.
This document provides guidance on measuring chemical oxygen demand (COD) in water samples. It includes an introduction to COD testing, the standard analytical procedure, and a sample laboratory exercise. Participants will prepare COD mixtures from various water sources and use titration to determine the COD concentration in each sample. They are asked to predict COD levels beforehand based on the sample sources and compare their predictions to results. The aim is for participants to learn how to properly conduct COD analysis and evaluate its effectiveness as a water quality measurement technique.
Karen Finn, Vice President of Professional Services at Clear Impact, provides tips for conducting effective virtual meetings. She discusses the importance of preparation, having clear objectives, an agenda, and guidelines. Some keys to effective virtual meetings are asking participants to sign in early and provide backup contact information in case of disconnections. Videoconferencing allows sharing screens to take notes. Common issues like people talking over each other can be avoided using features like mute, hand raising, and breakout rooms.
HTN Collective impact in Austin Final SlidesNikki Trevino
The document summarizes the work of the Healthy Youth Partnership (HYP) in Austin, Texas to improve youth services through collaboration. HYP was formed to address the needs identified in a needs assessment involving numerous organizations. It focuses on collective impact principles like having a common agenda, shared measurement systems, mutually reinforcing activities, continuous communication, and backbone support. HYP has experienced both support like from partner organizations and challenges like lack of funding in sustaining its work. It outlines strategies used to strengthen collaborations like leadership development and funding partnerships.
The documents provide guidance on clinical transformation to support innovative healthcare delivery models. It outlines objectives such as engaging community members, creating a clear mission and goals, empowering clinicians, and developing internal expertise in digital healthcare. A 6-month roadmap is presented, covering activities from understanding needs to evaluating programs. Specific tracks are also listed to enable organizations, including clinician engagement, workflow development, internal marketing, and clinical modules.
Partnerships are defined as relationships where two or more parties form an agreement to share work, knowledge, risk, accountability, and results to achieve compatible goals. Partnerships are beneficial as they allow for networking, promotion, additional resources, funding opportunities, and flexible service delivery. The most significant reason for partnering is to serve clients by providing a full suite of services and advocating to decision makers. Factors for successful partnerships include having a common vision and goals, a diverse membership that includes stakeholders, a clear commitment and action plan, well-defined roles, effective communication, a plan to share resources, ongoing evaluation, and the ability to revise the partnership. Skills like partnership management, negotiation, planning, evaluation, problem-
The consultants recommend expanding the Jed Foundation's Half of Us mental health campaign through three main strategies:
1) Partnering with an online education program to further educate college students on mental health issues.
2) Launching a student ambassador program and new media content to raise awareness of Jed's services on college campuses.
3) Holding an annual case competition with creative student groups to develop new campaign content and generate buzz about the organization.
New Frameworks for Measuring Capacity and Assessing PerformanceTCC Group
If we start with the assumption that — in order to improve our social sector as a whole — those who do the work to strengthen our communities (the nonprofits) are equally as critical as those responsible for providing the resources for the work to get done (the foundations), then why wouldn’t we expect all social sector actors to build their capacity? How do we know when our grantees and our foundations are becoming more effective and impactful as a result of our capacity investments, organizational development efforts and technical assistance? What does a high performing organization or foundation look like? And can we measure that?
This presentation, provided during the Grantmakers for Effective Organizations 2016 National Conference in Minneapolis, reviews and demonstrates existing resources for assessing nonprofit and foundation capacity and effectiveness. Speakers introduced the pros and cons of a variety of rubrics in use in the field and offered guidance on how funders decide on the right fit for the desired purpose. Grantmaker peers also shared how they used different frameworks and tools to assess individual nonprofits and grantee cohorts. Session participants left with increased awareness of the importance of the facilitator’s role in interpreting data gleaned from assessments and of the data collection methods most appropriate for their organization.
The document provides resources for planning and sustaining community health partnerships and initiatives. It includes general guidance documents, toolkits, templates, case studies and examples across several categories: sustainability planning, evaluation, data and metrics, funding, communications, engagement, policy and advocacy, and project management. The resources aim to support stakeholders in strengthening partnerships, measuring impact, securing ongoing funding, and sustaining work beyond initial funding timeframes.
This is the project covered by me and my collegue to build the capacity of a community and design a training where they were having a problem. We selected our community a SHG of Apsinga village located in Maharashtra.
This document discusses the benefits of companies engaging with stakeholders in an inclusive manner to get feedback and ensure programs address stakeholders' needs. Effective stakeholder engagement can improve brand strength, allow for honest evaluation, contribute to shared ownership and trust, help identify real needs, lead to more equitable development, manage risk and reputation, pool resources to solve problems, provide understanding of the business environment, enable learning and improvements from stakeholders, and inform and influence stakeholders and decision-making. Regular feedback through engagement allows for continuous improvement of social programs and readily available reporting on relationships with strategic initiatives.
Ending homelessness through employment and housing requires a focused effort aimed at building linkages with the mainstream workforce system, using innovative, proven strategies and advocating for the necessary resources and supports. Homeless jobseekers with barriers to employment are disadvantaged in the best of times. In the current economy, agencies need better tools and skilled practice. In this pre-conference session, we will help participants make use of new the Community Employment Pathway guidebook provided by the Department of Housing and Urban Development (HUD) to create training and job opportunities, explore how hopeFound has combined a Housing First, work first program using motivational interviewing as a cornerstone practice. Speakers also addressed the need for local and national advocacy for financial resources, employment encouraging policies, and access to mainstream services.
Joy Burress is seeking an influential position to serve patients and foster provider relationships while providing business insights. She has over 15 years of experience in healthcare, most recently as the Manager of Learning and Auditing at Cincinnati Children's Hospital Medical Center where she identifies training needs, develops curriculum, and ensures quality. Burress also has experience as an elementary school teacher and as the owner of a custom home building company where she improved processes. She is passionate about empowering others through education and has strong communication, organizational, and emotional intelligence skills.
Targeted Capacity Building - CCAT WebinarTCC Group
Julie Simpson from TCC Group spends one-hour defining and discussing targeted capacity building, why it matters, who is (and should be) involved, and specifics about each entity's role. There is a heavy emphasis on the role of local consultants -- particularly those who are CCAT-certified facilitators (with information on HOW you can become certified - for free!).
The document summarizes plans to redesign the foster care system in Texas to improve outcomes for children and youth. Key aspects of the preliminary design include contracting for a continuum of care through competitive requests for proposals, measuring provider performance based on outcomes, and determining where and how to contract for services geographically. Stakeholder input from over 2,000 individuals has helped inform the plans, and next steps include further addressing implementation issues and obtaining additional stakeholder feedback.
The document summarizes information presented at a 2011 meeting about the Pew Center for Arts & Heritage's (PCAH) PCMI initiative. PCMI provides grants and professional development to support organizational development, program excellence, and audience engagement for arts and heritage nonprofits. It aims to catalyze vision and impact through panel-adjudicated planning grants up to $30,000, catalyst grants up to $150,000 over two years, and professional development grants up to $10,000. Eligibility and criteria vary by grant type. Organizational assessments are also available to examine programs, audiences and management.
The way you communicate, and what you communicate, shapes how your employees feel about working there. Yet organizations often fail to prioritize corporate communication, to the detriment of their entire workplace culture.
Regular communication with employees sends the message that you value them as whole people. And consistent, meaningful communication can strengthen the employee-employer relationship. And when that relationship is strong, everyone wins: the employees, the employer, and the customers, clients, or patients.
You’ll come away from this webinar with immediately-useful tips and insider tricks from our 30+ years of experience producing engaging employee communications and leave with a blueprint of how to produce your own communications, or evaluate a vendor’s options, plus creative options.
Top 10 pioneering ce os to follow in 2021(14) compressedinsightssuccess2
A CEO is a person who is involved in solving the majority of problems for the organization, employees, and clients. It won’t be surprising to know that a CEO's decisions in their organization account for 45 percent of a company’s performance.
The document discusses acid-base balance and acid-base disorders. It describes the body's primary defenses against changes in pH as the chemical buffer systems and respiratory system. The renal system acts as a secondary defense over longer periods of time. The major buffers in the body are bicarbonate, hemoglobin, phosphate, and protein. Bone also acts as an important buffer, maintaining acid-base balance but at the cost of bone mineralization in chronic renal failure. The document defines different types of acid-base disorders and the parameters measured in arterial blood gas analysis to assess acid-base status.
This document provides guidance on measuring chemical oxygen demand (COD) in water samples. It includes an introduction to COD testing, the standard analytical procedure, and a sample laboratory exercise. Participants will prepare COD mixtures from various water sources and use titration to determine the COD concentration in each sample. They are asked to predict COD levels beforehand based on the sample sources and compare their predictions to results. The aim is for participants to learn how to properly conduct COD analysis and evaluate its effectiveness as a water quality measurement technique.
This document discusses acid-base balance and pH regulation in the human body. It begins with an overview of acids and bases, including strong vs. weak acids/bases and conjugate acids/bases. It then discusses the major sources and routes of acid and base production and disposal in the body. Key points include that the body is a net producer of acid under normal conditions and uses respiratory and renal systems to dispose of acids and bases. The document also covers pH, including its definition, normal blood pH range, and importance of maintaining pH homeostasis for cellular functions and viability.
The microprocessor based automatic, advance, electronic and latest designed COD Analyzers are used for detection of Chemical Oxygen Demand. The Laboratory COD analyzer acts as water analyzer for detection of Chemical Oxygen Demand in both polluted and normal water. Weiber water analyzer works as high quality analysis tool for determination of inorganic pollution, waste water, sewage and Plant Effluent Treatment. For More Information Please Logon http://goo.gl/gaktwZ
This document describes a procedure for determining the chemical oxygen demand (COD) of water samples. COD is a measure of the amount of oxygen required to chemically oxidize organic matter in water. The procedure involves incubating a water sample with potassium dichromate and sulfuric acid, then titrating the excess dichromate with ferrous ammonium sulfate solution. The COD value is calculated based on the volume of ferrous ammonium sulfate used in the titration. The document provides details on the chemicals, apparatus, procedure, sample readings, and calculations for determining COD and interpreting the results.
Lab manual for Air Pollution Sampling and Analysis.
This laboratory manual is useful to environmental engineers, scientists, undergraduate and graduate students, chemists and environmental field engineers. The manual has been prepared as per the US EPA and IS standards
The document discusses pH control solutions and key considerations for pH measurement and control. It notes that pH control presents extraordinary challenges due to the extreme sensitivity and nonlinearity of pH measurements. Proper configuration of measurement equipment and control strategies are required to account for factors like temperature effects, sensor drift, and nonlinear titration curves. The document also highlights important valve requirements and process considerations for achieving tight pH control.
Routine analysis of wastewaters quality parametersArvind Kumar
This document discusses parameters for analyzing waste water quality. It describes the objectives of waste water analysis which include monitoring treatment plant efficiency. Physical analyses examine characteristics like color and odor, while chemical analyses determine substance amounts. Key parameters discussed include biochemical oxygen demand (BOD), chemical oxygen demand (COD), dissolved oxygen, pH, nitrogen, and solids. BOD testing measures oxygen consumed by bacteria breaking down organic matter over time. COD testing uses chemical oxidization to similarly assess ability to consume oxygen. Their ratio provides information on a waste water's biodegradability.
The document discusses Chemical Oxygen Demand (COD) which is a measure of the amount of organic compounds in water. COD determines the amount of oxygen required to chemically oxidize organic matter in water and is measured in mg/L. It is commonly used to indirectly measure organic pollutants in surface water and wastewater. COD is often measured in wastewater treatment plants to assess treatment efficiency and indicate the presence of biologically resistant organic substances. The COD test can provide results faster than other tests and is useful for monitoring treatment processes and detecting issues.
This document discusses acid-base balance and pH. It defines pH as the negative log of the hydrogen ion concentration. The pH scale ranges from 0 to 14, with values below 7 being acidic and above 7 being basic. The body maintains acid-base balance through buffer systems like bicarbonate and proteins, and respiratory and renal compensation mechanisms. Disturbances in acid-base balance can cause metabolic acidosis, metabolic alkalosis, respiratory acidosis, or respiratory alkalosis.
This unit consists of a three part 1500 slide PowerPoint roadmap from sciencepowerpoint.com/ complete with a 14 page bundled homework package, modified version, 9 pages of unit notes, built-in hands-on activities with instructions and visuals, 25 video links, built-in quizzes, review games, answer keys, rubrics, worksheets that follow slideshow for classwork, complete student version of the unit, and much more.
Areas of Focus: -Locations of Water on the Planet, Importance of Water, Groundwater, Groundwater Pollution, The Water Molecule, Properties of Water, Polarity, Cohesion, Adhesion, Capillary Action, High Specific Heat, Water has a Neutral pH, lower density of ice, lake turnover, water cycle, three stares of matter, Water is the Universal Solvent, Mixtures, and much more.
I also sell all 20 Middle-Level Science Units as a curriculum package. This includes all 20 units (50,000 slides), in Life, Earth, and Physical Science for students in grades 5-10, This also includes 275 pages of bundled homework / assessment that chronologically follows each unit, 175 pages of modified assessments, 325 pages of answer keys, 260 pages of unit notes, 37 PowerPoint review games (5000+ slides), 315 videos, hundreds of pages of handouts, First Day PowerPoint, Guidebook, and Four Year Curriculum Guide and classroom license.
Thank you for time and if you have any questions please feel free to contact me at www.sciencepowerpoint@gmail.com. Best wishes.
Teaching Duration = 4+ Weeks
Sincerely,
Ryan Murphy M.Ed
http://sciencepowerpoint.com/
Analysis BOD is an important parameter in identifying the extend of pollution in a water body. This presentation explains the various methods of BOD analysis as per the APHA manual
The document discusses the pH scale, which measures how acidic or basic a substance is. It explains that the pH scale ranges from 0 to 14, with 7 being neutral. Values below 7 are acidic and values above 7 are basic. Each whole number on the pH scale represents a substance that is ten times more acidic or alkaline than the next higher value. The document also provides background on the history of the pH scale and defines acids and bases, noting that acids donate protons while bases receive protons in dissociation reactions.
pH is defined as the negative logarithm of the activity of hydronium ions in a solution. The activity takes into account both the concentration and rational activity coefficient of hydronium ions. Sorensen established the pH scale, which runs from 0 to 14, with pH 7 being neutral. Below 7 solutions are acidic and above 7 they are basic. The scale provides a standardized way to express the hydrogen ion concentration or acidity level of solutions. Common applications of measuring and controlling pH include enhancing solubility, stability, purity, and biological activity of substances, as well as storage of products.
This document discusses acids and bases, including the ionization of water and the pH scale. It defines pH as the negative logarithm of the hydronium ion concentration and explains how pH and pOH are related. Examples are provided to demonstrate how to calculate the hydroxide ion concentration from the hydronium ion concentration or vice versa using the pH scale.
A pH meter measures the concentration of hydrogen ions (H+) in a solution by using a glass electrode and reference electrode in one tube. It works by forming a salt bridge between the electrodes when placed in the solution, allowing hydrogen ions to cross the glass membrane and cause a change in free energy measured as pH. The meter must be calibrated using buffer solutions of different pH levels before taking measurements. Proper storage and cleaning of the electrodes is important for accurate readings. Litmus paper can also indicate pH but is not as precise as a pH meter.
PM is a complex mixture of air borne particles that differ in size, origin and chemical composition, all of which are <10 µm in size.
US EPA described PM pollution as ‘mixture of mixtures’.
PM is among the most harmful of all air pollutants.
Deals with the measurement of organic matter concentration in water and wastewater. BOD, BOD kinetics and COD tests are discussed at length. Further, as part of the ultimate BOD measurement, other associated tests like Dissolved Oxygen and Ammonical, Nitrate and Nitrite forms of nitrogen are also discussed.
chemical oxygen demand -analysis using APHA manualSHERIN RAHMAN
This document provides details on methods for analyzing chemical oxygen demand (COD) using standards from the American Public Health Association (APHA) manual. It describes three common COD analysis methods: the open reflux method, closed reflux titrimetric method, and closed reflux colorimetric method. For each method, it outlines the key steps, including refluxing samples with dichromate and sulfuric acid, and then titrating or measuring color change to determine the amount of dichromate consumed and calculate the COD level. The document also discusses interferences, limitations, sampling, and analysis of COD values both above and below 50 mg O2/L.
This document discusses acid-base disorders and interpretation of arterial blood gases (ABGs). It defines acidosis and alkalosis, and describes respiratory and metabolic causes. Simple and mixed acid-base disorders are explained. Compensation by the lungs and kidneys in response to primary disorders is discussed. A stepwise approach to ABG interpretation is provided, including determining the primary disorder, checking for compensation, calculating the anion gap, and identifying specific etiologies. Characteristics of simple acid-base disturbances and combined disorders are summarized.
The document provides an overview of various organizational development concepts such as strategic planning, operational planning, governance, mission and vision statements, resource development, and human resources management. It discusses the purpose and components of strategic and operational planning, the importance of governance structures, how to develop mission and vision statements, and considerations for resource development and human resources management. The overall document serves as a useful reference for understanding different aspects of organizational capacity assessment and development.
The document discusses strategic planning, including its definition, purpose, and evolution over time. It provides key details:
- Strategic planning is an organizational process of defining strategy and allocating resources to pursue objectives and adapt to changes.
- It originated in the 1920s at Harvard Business School and has evolved with developments like the balanced scorecard in the 1990s.
- Effective strategic planning articulates an organization's direction, goals, and actions to make progress and assess performance. It connects concepts like vision, strategy formulation, and implementation.
The document summarizes key topics from a nonprofit leadership course, including an overview of strategic planning for nonprofits. It discusses defining an organization's mission, intended impact, and theory of change. It also covers establishing strategic priorities, resource implications, and performance measures. Sample mission statements are analyzed and small group exercises are outlined to help participants develop strategic clarity for a selected nonprofit.
Plan and (HYPOTHETICALLY) evaluate a public health intervention ut.docxajoy21
Plan and (HYPOTHETICALLY) evaluate a public health intervention utilizing the MAP-IT Tool.
Based upon the key findings, gaps, and recommendations obtained from the family assessment and the community assessment perform an evaluation of an actual or hypothetical public health intervention. The intervention
MUST address one of the Healthy People Topics & Objectives
No two public health interventions are exactly alike. But most interventions share a similar path to success: Mobilize, Assess, Plan, Implement, Track.
Otherwise known as MAP-IT, this framework can be used to plan and evaluate public health interventions to achieve Healthy People 2020 objectives. Whether you are a seasoned public health professional or new to the field, the MAP-IT framework will help you create your own path to a healthy community and a healthier Nation.
MOBLIZE -
Questions To Ask and Answer: What is the vision and mission of the coalition? Why do I want to bring people together?
Who should be represented?
Who are the potential partners (organizations and businesses) in my
community? Assess both needs and assets (resources) in your community.
This will help you get a sense of what you can do, versus what you would like
to do. Work together as a coalition to set priorities.
What do community members and key stakeholders see as the most important issues? Consider feasibility, effectiveness, and measurability as you determine your priorities. Start collecting State and local data to paint a realistic picture of community needs.
The data you collect during the assessment phase will serve as baseline data. Baseline data provide information you gather before you start a program or intervention. They allow you to track your progress.
CRITICAL ELEMENTS -
1. Key individuals and organizations are identified to address the community need
2. Appropriate community coalitions already in place are asked to join the MAP-IT project 3. Vision for the community defined and stated
ASSESS -
Questions To Ask and Answer:
Who is affected and how?
What resources do we have?
What resources do we need?
Assess both needs and assets (resources) in your community.
This will help you get a sense of what you can do, versus what you would like to do. Work together as a coalition to set priorities.
What do community members and key stakeholders see as the most important issues? Consider feasibility, effectiveness, and measurability as you determine your priorities.
Start collecting State and local data to paint a realistic picture of community needs.
The data you collect during the assessment phase will serve as baseline data. Baseline data provide information you gather before you start a program or intervention. They allow you to track your progress.
CRITICAL ELEMENTS -
4. Community assessment includes all required demographic data 5. Assessment includes all required morbidity and mortality data
6. Three behavioral risk factors that are modifiable are identified the com.
This tool guides organizations through a capacity assessment, which will help local organizations assess and strengthen their institutional capacity and be able to compete for and secure international funding. Areas of assessment include governance, administration, human resource management, financial management, organizational management, and program management.
Plan and (hypothetically) evaluate a public health intervention util.docxajoy21
Plan and (hypothetically) evaluate a public health intervention utilizing the MAP-IT Tool.
Based upon the key findings, gaps, and recommendations obtained from the family assessment and the community assessment perform an evaluation of an actual or hypothetical public health intervention. The intervention
MUST address one of the Healthy People Topics & Objectives
No two public health interventions are exactly alike. But most interventions share a similar path to success: Mobilize, Assess, Plan, Implement, Track.
Otherwise known as MAP-IT, this framework can be used to plan and evaluate public health interventions to achieve Healthy People 2020 objectives. Whether you are a seasoned public health professional or new to the field, the MAP-IT framework will help you create your own path to a healthy community and a healthier Nation.
MOBLIZE -
Questions To Ask and Answer: What is the vision and mission of the coalition? Why do I want to bring people together?
Who should be represented?
Who are the potential partners (organizations and businesses) in my
community? Assess both needs and assets (resources) in your community.
This will help you get a sense of what you can do, versus what you would like
to do. Work together as a coalition to set priorities.
What do community members and key stakeholders see as the most important issues? Consider feasibility, effectiveness, and measurability as you determine your priorities. Start collecting State and local data to paint a realistic picture of community needs.
The data you collect during the assessment phase will serve as baseline data. Baseline data provide information you gather before you start a program or intervention. They allow you to track your progress.
CRITICAL ELEMENTS -
1. Key individuals and organizations are identified to address the community need
2. Appropriate community coalitions already in place are asked to join the MAP-IT project 3. Vision for the community defined and stated
ASSESS -
Questions To Ask and Answer:
Who is affected and how?
What resources do we have?
What resources do we need?
Assess both needs and assets (resources) in your community.
This will help you get a sense of what you can do, versus what you would like to do. Work together as a coalition to set priorities.
What do community members and key stakeholders see as the most important issues? Consider feasibility, effectiveness, and measurability as you determine your priorities.
Start collecting State and local data to paint a realistic picture of community needs.
The data you collect during the assessment phase will serve as baseline data. Baseline data provide information you gather before you start a program or intervention. They allow you to track your progress.
CRITICAL ELEMENTS -
4. Community assessment includes all required demographic data 5. Assessment includes all required morbidity and mortality data
6. Three behavioral risk factors that are modifiable are identified the com.
The document discusses the importance of evaluating consumer participation in health in South Australia. It notes that while the Health Consumers Alliance of SA (HCA) conducted an evaluation of its first year, there has been little evaluation done overall of consumer participation initiatives in the state. This is a missed opportunity to learn from successes and challenges, improve programs, and strengthen consumer participation going forward. The document calls for more comprehensive and ongoing evaluation of the HCA and other consumer participation efforts to help guide continued progress.
The document discusses various concepts related to strategic planning including:
- Kurt Lewin's Force Field Theory which argues change is determined by opposing forces within an organization.
- The three phases of change according to Lewin - unfreeze, change, and refreeze.
- Different planning models for CSOs such as issue-based, gap, and goal-based planning.
- Tools that can be used in strategic planning like stakeholder analysis, SWOT analysis, and scenario planning.
- Key elements of strategic plans including vision, mission, values, goals and objectives.
- The importance of communication and metrics in strategic planning.
This is a presentation to co-operatives on strategic planning. The process of coming up with a strategic plan is as important as the final document. It is critical that co-operatives participate fully in drafting their own strategic plans and coming up with final document that they own and can implement.
Strategic plans are critical for co-operatives to prioritize what they want to achieve and within what time period.
This document provides guidance on implementing a quality improvement project. It outlines key steps including selecting a project, assembling a team, developing an aim statement and measures, identifying change ideas, testing changes using the Plan-Do-Study-Act cycle, and sustaining improvements. The document emphasizes understanding the current process, removing non-value added activities, testing changes on a small scale before implementing widely, and using data to guide improvements.
This document provides guidelines for setting measurable public relations objectives. It emphasizes that objectives should be directly linked to organizational and business goals, specify intended outcomes for target audiences, and include measurable metrics and a timeframe. Examples are provided of objectives that meet these criteria for various PR programs. The document stresses that objectives should describe intended results rather than tactics, and that practitioners should ensure objectives are realistic given program constraints.
This document provides an overview of monitoring and evaluation as it relates to health policies and programs. It discusses reasons for monitoring and evaluation, different types of monitoring including inputs, outputs, outcomes and impact. It also explains the purpose and key steps of health impact assessment and health lens analysis. Sources of health data and policy advice are identified. The benefits of monitoring and evaluation are outlined including accountability, testing predictions, adding to evidence, and empowering communities. Stages of the health monitoring cycle and examples of direct and indirect indicators are provided.
Evaluation serves several key purposes: 1) Accountability to ensure funds are properly spent and activities carried out as planned, 2) Development to measure success, identify improvements, and select effective actions, and 3) Research to build an evidence base and identify cost-effective solutions that can inform policies. Evaluation provides essential information for all stakeholders and helps maximize impact.
This video is for managers or professionals that are responsible for cultivating or "driving" change for their organization. Metaspire Cultural Change tools can be customized to support any transformational or change initiative.
Seven Actions a Supply Chain Leader Can Take TodayThe value of t.docxklinda1
Seven Actions a Supply Chain Leader Can Take Today
The value of the research, best practices, and examples is determined by how they can change your supply chain leadership. Following is a list of potential actions you could take today to make a difference in your organization and business results.
1. Get it on business leader scorecards. Work with your general managers/business leaders to ensure holistic measures are on the business/general manager scorecards. Profit and cost are consistently on these high-level scorecards, but quality, cash, and customer service may not be. Including supply chain excellence measures on the business scorecard enables you to lead based on business priorities.
2. Champion TVO. It is not enough to talk about the use of total value of ownership with your direct reports. Talk the importance of total value with supplier selection and development as part of your communications (meetings, calls, printed documents, supply chain goals/action plans), participate in supplier selection and development reviews for the most strategic suppliers/materials, and ensure that the rewards for supply chain people are consistent with TVO.
3. Make R&D your best friend. Create a strong partnership with the research and development leader. Consider co-locating your office with the R&D leader to facilitate teamwork and symbolize a seamless technical community. The SC leader and the R&D leader should have common expectations, including active, up-front involvement in new initiative supplier decisions and product design to optimize innovation that delivers consumer, customer, supplier, community, and shareholder needs.
4. Be clear. Set clear expectations for use of multidiscipline teams on supplier selection. Ensure people know what process is expected for what type of suppliers. Do this publicly and in written communications. Enable your multidiscipline teams to do the work. Help your global virtual teams get the tools they need to succeed.
5. Champion an end-to-end and integrated supply chain organization. If your supply chain team is not end-to-end and fully integrated, create a plan to make this happen. This is not easy or straightforward leadership work in many companies. Barriers to creating your supply chain organizational vision include commercial business leaders who have other ideas, existing acquisition agreements (including personal contacts), and historical systems. Stay committed to achieving the vision, and make progress with every organizational opportunity.
Align on a common direction. If the purchasing and logistics teams have different leadership, partner with these leaders to ensure both organizations have a common supplier direction, scorecards, and rewards. This alignment can precede more complex organizational structure changes and deliver immediate business improvement. This type of clear organizational direction creates more leadership work, because the two leaders must speak with a common voice. But the investme.
A Framework for Healthcare and Public Health Collaboration: The Population He...Practical Playbook
The Practical Playbook
National Meeting 2016
www.practicalplaybook.org
Bringing Public Health and Primary Care Together: The Practical Playbook National Meeting was at the Hyatt Regency in Bethesda, MD, May 22 - 24, 2016. The meeting was a milestone event towards advancing robust collaborations that improve population health. Key stakeholders from across sectors – representing professional associations, community organizations, government agencies and academic institutions – and across the country came together at the National Meeting to help catalyze a national movement, accelerate collaborations by fostering skill development, and connect with like-minded individuals and organizations to facilitate the exchange of ideas to drive population health improvement.
The National Meeting was also a significant source of tools and resources to advance collaboration. These tools and resources are available below and include:
Session presentations and materials
Poster session content
Photos from the National Meeting
The conversation started at the National Meeting is continuing in a LinkedIn Group "Working Together for Population Health" and Twitter. Use #PPBMeeting to provide feedback on the National Meeting.
The Practical Playbook was developed by the de Beaumont Foundation, the Duke University School of Medicine Department of Community and Family Medicine, the Centers for Disease Control and Prevention (CDC), and the Health Resources & Services Administration (HRSA).
The document discusses strategy and measurement approaches at the Bill & Melinda Gates Foundation. It provides an overview of the foundation's goals to develop strategies with clear causal pathways and measurable indicators to assess progress. It emphasizes using measurement to inform decisions and taking an "actionable" approach tailored to different purposes rather than trying to measure everything. The foundation aims to create feedback loops through continuous strategy development, measurement, learning, and adjustment.
The document discusses building value for organizational learning functions. It suggests identifying trends impacting the organization, understanding the external environment, and developing a business model aligned with organizational goals. An effective model demonstrates how learning adds strategic value, is funded and measures impact through business-related outcomes rather than just participant satisfaction.
6 steps to creating a strategic plan in 1 daySean Chamberlin
The document outlines a 6-step process to create a strategic plan in 1 day:
1. Develop mission, vision, and values statements. The vision describes success in 5 years while values focus on service, quality, and people.
2. Assess strengths, weaknesses, opportunities, and threats through a SWOT analysis. Linkages between these should be considered.
3. Agree on prioritized goals that contribute most to the mission and are financially viable. Goals should be measurable and time-phased.
4. Write an action plan with steps to achieve each goal and assign responsibilities and timelines. Consider building strengths and opportunities.
5. Implement the plan by identifying needed skills, systems, culture changes
CESC-reporting projects in FCRMNHS .pptxmdcasinas0926
Community action initiatives aim to empower communities and address local issues through community-led projects. These initiatives value participatory development, which involves community members in creating and implementing development plans and projects. Some common types of community action initiatives include community planning workshops, needs assessments, educational programs, infrastructure projects, and health campaigns. The overall goal is to foster positive social, environmental, and sometimes political change that improves community well-being.
Similar to APHA Strategy Recommendations (Ver 2) (20)
7. Do members know what they are “associating” for? SPIGS Sections Affiliates Science Board Caucuses Student Assembly Action Board ED Board Publications Board Executive Board Governing Council JPH To serve the APHA purpose of…
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12. Key Board Strategy Qsns What does the mission compel APHA to do well? What elements of APHA should be emphasized or preserved as mission outcomes are pursued? How is public accountability to mission promises to be demonstrated?
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15. David La Piana and Jo DeBolt La Piana Associates, Inc. May 10, 2007 One Option for Alignment
16. Strategy Focus Areas Organizational (see next slide) Programmatic Decide on approaches and offer programs and activities to achieve specific outcomes related to the target audiences Operational Administer and oversee systems, policies, and personnel in areas such as finance, human resources, communications, and information technology Board determines what will be done. Accountable to public for mission promise. Staff leads design. Board provides feedback on measures of success. Staff determines how programs get done. Accountable to board for results.
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18. Strategy Formation Wheel Staff informed Board deliberated A Business Model B Market Awareness C Competitive Advantage D Strategy Screen E Big Questions F Develop & Test Potential Strategies G Implementation
Editor's Notes
(3) Corporations, and any community chest, fund, or foundation, organized and operated exclusively for religious, charitable, scientific, testing for public safety, literary, or educational purposes, or to foster national or international amateur sports competition (but only if no part of its activities involve the provision of athletic facilities or equipment), or for the prevention of cruelty to children or animals, no part of the net earnings of which inures to the benefit of any private shareholder or individual, no substantial part of the activities of which is carrying on propaganda, or otherwise attempting, to influence legislation (except as otherwise provided in subsection (h)), and which does not participate in, or intervene in (including the publishing or distributing of statements), any political campaign on behalf of (or in opposition to) any candidate for public office.
Impact = permanent reduction in the cause of a social, environmental, economic or political problem- not just the symptoms
What does it mean to be a steward of public resources?