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Evaluators need to have a realistic understanding of the context of evaluations, the political uses of evaluations, and the conditions under which information from evaluations are used to advance stakeholder, agency, and sponsor interests. For this Discussion, consider various public programs and evaluations from this course and your professional experience. Post by Day 3 an explanation of why public programs appear to survive despite having been deemed ineffective. Be sure to address all of the following: Explain reasons for why a program like D.A.R.E. might be different or considered less effective from other public programs. Extend the analogy to least two other federal programs where critics have maintained that few, if any, work. Explain how evaluations, particularly those mandated by legislatures and the executive, should be used. .

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Page 1 of 7 Program Evaluation © 2013 Argosy University Overview of RAs RA 1: Human Service Needs Assessment Report Over the past two decades, the terms "accountability" and "program evaluation" have become the focus within the human services arena. Due to budgetary constraints and decrease in availability of public funding, the competition for scarce resources has increased. This increased competition has subjected human services agencies to an intense examination where requests for resources are scrutinized carefully. The first step to conducting a program evaluation is to conduct a needs assessment to determine and justify the reason for carrying out the evaluation of a particular program. A need can be defined as the gap between what is and what should be and can be experienced by an individual, a group, or an entire community. Tasks: Using at least 3–5 scholarly resources from the professional literature, research human service needs assessment. The literature may include the Argosy University online library resources, relevant textbooks, peer-reviewed journal articles, and websites created by professional organizations, agencies, or institutions (.edu, .org, or .gov). Create a 7- to 9-page report in a Microsoft Word document, including the following: Identify a program at a social agency or other human services program to which you have access and provide a description of the organizational context including the mission and objectives of the program and why an evaluation is being considered. Conduct a needs assessment using concepts presented previously to confirm and explain the scope of the problem, the perceived versus actual gap in service, the affected population, whether the need is changing, and in what manner the need may be changing. Identify possible resources to meet the perceived needs. Discuss what existing resources can be used, what additional information would be needed, and what sources for obtaining data you would use. Identify the stakeholders who need to be included in the assessment and subsequent evaluation. Analyze the interpersonal, political, and ethical considerations of interacting with decision makers and stakeholders who may have conflicting priorities and determine strategies for reconciling those priorities. Submission Details: Save your report as M3_A2_Lastname_Firstname.doc. Include a title and reference page and apply APA standards to the citation of sources, including use of in-text citations and full references. By Module 3, Day 7, post your report to the M3 Assignment 2 RA 1 Dropbox. RA 1 is worth 200 points and will be graded according to the following rubric. Page 2 of 7 Program Evaluation © 2013 Argosy University 2 Overview of RAs Assignment Components Proficiency Score Identify a program at.

Page 1 of 7 Program Evaluation © 2013 Argosy Universit.docx

bunyansaturnina

Portfolio analysis-matrix-explanation-and-questionnaire

Kumara Swamy Mudiraj Jeekuru

Scenario You are working on a collaborative project regarding sustainability initiatives. During recent meetings, the group has realized there is a lot of confusion surrounding who is responsible for what regarding regulations, governance, and responsibilities surrounding the new initiatives that are being planned. To help everyone understand the roles and responsibilities of both internal and external stakeholders, you have volunteered to create a brief guide. Prompt Use course and external resources to complete the Module Three Assignment Template , making sure to clearly and concisely identify key stakeholders and their roles, responsibilities, and level of influence in upholding sustainable business operations regarding each aspect of the TBL. For the purposes of this assignment, you can select one of the following industries to help contextualize your response: Food service Office supply Accounting and finance Specifically, you must address the following rubric criteria: Identification : Identify key internal and external stakeholders, groups, and organizations involved in enforcing and maintaining operational sustainability regarding each aspect of the TBL. Roles : Briefly describe the role of identified internal and external stakeholders, groups, and organizations involved in enforcing and maintaining operational sustainability. Responsibilities : Briefly describe the responsibilities of identified internal and external stakeholders, groups, and organizations involved in enforcing and maintaining operational sustainability regarding each aspect of the TBL, specifically in regard to their level of responsibility and accountability in the following: Evaluating or enforcing sustainable operations Determining which aspects of the TBL framework they support most strongly Explaining how their responsibilities can help justify prioritizing the TBL Influence : Briefly describe the level of influence of the identified internal and external stakeholders, groups, and organizations involved in enforcing and maintaining operational sustainability regarding each aspect of the TBL. Make sure to note their ability to make decisions, enforce requirements, and justify prioritizing the TBL for an organization. Guidelines for Submission Submit the Module Three Assignment Template to complete this assignment. Use bullet points as appropriate when completing the template. Sources should be cited according to APA style. .

ScenarioYou are working on a collaborative project regarding sus.docx

todd491

GRI Conference - 27 May- Unerman - NGO Accountability

Global Reporting Initiative

Outline the history of measuring performance in public sector. Performance in the Public Sector has been the focus of the media for a long time. Attention has been paid to performance measurement Obviously for a measurement system to be useful, it must focus on the most appropriate aspect of performance. What are the important dimensions of program performance to address and what are the principal kinds of measures to track performance? Discuss the kinds of goals and objectives used in public organizations. Explore how performance measures are often derived from statements of goals and objectives, and how sometimes the measures themselves are used to further specify goals statements. How do public service leaders and managers define measures of effectiveness, efficiency, productivity, quality, client satisfaction, and so forth in means that are valid, reliable, and truly useful? Using two local public transit systems as illustrations (chapter 6), present the four principal means of analyzing the data generated by performance monitoring systems so as to assess how well or poorly a program is actually performing: over time, against targets, among subunits, and against external benchmarks. .

Outline the history of measuring performance in public sector. Per.docx

MARRY7

SOCW 6311 WK 6 responses Respond to at least two colleagues each one has to be answered separately name first then response Bottom of Form Respond to at least two colleagues by doing all of the following: Identify the stage or stages of the program to which your colleague’s selected question relates. Suggest an additional question or concern that stakeholders may have about program evaluation. Recommend an alternative model for the evaluation. Instructor wants lay out like this: Respond to at least two colleagues ( 2 peers posts are provided) by doing all of the following: Identify strengths of your colleagues’ analyses and areas in which the analyses could be improved. Your response Address his or her evaluation of the efficacy and applicability of the evidence-based practice, Your response [Evaluate] his or her identification of factors that could support or hinder the implementation of the evidence-based practice, Your response And [evaluate] his or her solution for mitigating those factors. Your response Offer additional insight to your colleagues by either identifying additional factors that may support or limit implementation of the evidence-based practice or an alternative solution for mitigating one of the limitations that your colleagues identified. Your response References Your response PEER 1 Elektra Smith Top of Form Post a brief summary of the program that you selected. Recommend a program evaluation model that would answer a question relevant to the program. I chose a victim advocate program that provides crisis intervention for sexual assault victims. “The Victim Advocate provides emotional support to primary victims and secondary victims during the examination at the hospital or during an interview with the police. Applicant must be able to respond to victim/family in a non-judgmental and unbiased manner. The requirement is to work a minimum 2 shifts per month ( https://visitthecenter.org/volunteer , 2018).” I chose the program monitoring to answer the question about clients being satisfied with this service program. Explain the potential benefits of the program evaluation that you proposed (both process and outcome). The process benefits of monitoring the program helps with determining the strengths and weaknesses of the service program that is being implemented. It helps to discover ways to improve program services for the most effective outcomes. Additionally, monitoring the program presents accountability to ensure effectiveness and integrity of the program. “Program monitoring typically uses many different types of data-collection strategies, such as questionnaires given out to clients or staff members, individual and group interviewing of staff and clients, observations of pro-grams and specific interactions between staff members and clients, reviews of existing documents such as client files and personnel documents, and consulting experts (Dudley, 2014) (p.73).” Identify 2–3 concern.

SOCW 6311 WK 6 responses Respond to at least two colleagues .docx

samuel699872

For this Unit 4 assignment, you will prepare an APA-formatted essay of at least 500 words reflecting the opposing view of the topic that you selected in Unit 3. When preparing an informative or expository essay, it is important to identify multiple perspectives. Investigating all sides of a topic enables you to interpret a larger picture and prepare logical content. In Unit 3, you selected a topic question, determined a viewpoint, and created your assignment based on that viewpoint. For Unit 4, you will write an APA-formatted essay on the opposite viewpoint of your selected topic. Specifically, your submission must include the following: · A title page with the correct APA formatting · An abstract page with correct APA formatting · An introduction paragraph based on the opposing viewpoint of your Unit 3 topic question · This requires the creation of a new thesis statement. · It requires 3 supporting subtopics. · It requires the new thesis statement to be the last sentence of the introduction paragraph. · Develop at least 3 transitional paragraphs. Transitional paragraphs are the expanded paragraph information based on your thesis subtopics. · Develop a concluding paragraph. Remember to restate your thesis statement in the conclusion. Readings and Notes “Levels of Evaluation” Policy Evaluation The notion of “systematic” policy and program evaluation only dates back to the 1970s when questions were raised about the outcomes of the Johnson era's War on Poverty programs. Simply, the poor did not seem too much better off, despite some programmatic attention--and dollars--spent on improving their situation. This story ends as it began. Recall that the first week discussed the emergence of hyperfederalism in which all parties (jurisdictions and agencies) try to get as much of the others' share without too much common (national) public good associated with their efforts. One of the better-known War on Poverty programs was called the Model Cities Program. The original (White House) idea for this program was experimental. It called for funding a small number of large cities, such as New York, Philadelphia and Chicago with especially acute slum problems. When the bill went to Congress, it was clear that unless the base of (support for) the program grew, it would not pass. (Recall GCT on expanding the base to insure a bill's passage often waters down its original intentions, or, dissipates them.) A then leading senator, Senator Edward Muskie (D-Maine) said he would only vote for the bill if cities such as Augusta, Bangor and Portland were made eligible for aid. The bill passed in 1966 and even small cities like Poughkeepsie were not only eligible, but received money as well for public housing projects. By most people's sights, the program utterly failed to reduce the existence of slums anywhere. No one now knows whether the original intentions might have led to a greater chance for program success. Instead of massive funding for a few projects, t ...

For this Unit 4 assignment, you will prepare an APA-formatted essa.docx

hanneloremccaffery

PSY 638 Final Project Milestone Three Guidelines and Rubric .docx

potmanandrea

Capstone Project Part V: Action Plans A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan. To prepare: Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8. You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan. Finally this week, consider what actions you will take each year of the strategic plan. By Day 7 The Assignment (15–22 pages): Guidelines for each section of the Assignment are provided below. Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan. Identify and describe the core values of the agency. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities. Identify and describe the mission of the agency, organization, or community. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc. Describe whether the mission statement promotes advocacy, leadership, or social change. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities. Identify and describe the vision of the agency. Evaluate whether the vision is aligned with the core values of the agency, organization, etc. Describe whether the vision promotes advocacy, leadership, or social change. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities. Identify and describe key stakeholders involved with the agency. Discuss whether each stakeholder is inte.

Capstone Project Part V Action PlansA theme throughout this.docx

annandleola

Selecting and Weighing Criteria in Step 3 In order to select an optimal policy, policy advocates must first identify the criteria to use as a basis of comparison. In simple cases, a single criterion suffices; given three policy options, for example, with the single criterion being cost, the cheapest policy option would be selected. In most cases, however, advocates identify several criteria. For example, they might consider costs, administrative feasibility, and effectiveness in addressing consumers’ needs. Policy advocates can select a variety of criteria. As was discussed in Chapter Two, value-based criteria are reflected in terms such as equality, equity, social justice, and various freedoms, such as the right to free speech, the right to privacy, the right to receive accurate and honest information, and the right to self-determination. (Moral philosophers and religious leaders discuss these value-based criteria, which are also discussed in the due process clause of the Fifth and Fourteenth Amendments to the U.S. Constitution and in the Bill of Rights.) Consumer-outcome criteria define specific policies’ effectiveness in ameliorating social problems. In the social services, for example, people often scrutinize how various policy options will affect clients’ well-being. Terms such as efficiency and cost reflect economic criteria. Having limited resources, policy advocates must assess the relative cost of competing options. Feasibility criteria pertain to the political and administrative practicality of specific policy options. An option may seem quite attractive but may be rejected because it cannot be implemented or is not politically feasible. For example, some people believe we should decriminalize certain drugs, such as cocaine, by selling them at low prices in state-regulated stores. However, many practical details confound the administration of this policy. If cocaine were legalized, what about countless other substances, including some that have not even been invented? If cocaine were legalized, the state-regulated stores might offer a wide assortment of mood-altering substances. Who would pay for growing or manufacturing the currently illegal drugs? Should poor persons be allowed to use their food stamps to purchase them? Could federal authorities easily override state laws that declare mood- altering substances illegal? Would authorities have to limit the amount of a drug someone could purchase, or could persons obtain unlimited quantities? Could drugs in such an open market be kept from adolescents or schoolchildren, or would older friends, siblings, or even some parents supply them? Some politicians would very likely assail this policy for threatening to cor- rode youths’ morals by making drugs too accessible. Externalities criteria are used to assess how a policy option would affect institutions or persons who initially appear to be unrelated to the policy. If.

Selecting and Weighing Criteria in Step 3 In order to sel.docx

tcarolyn

Capstone Project Part V: Action Plans/ Natasha House, Inc ********The Paper covers all of the information that was previously submitted for Natasha House, Inc. Please put all of the information together to make one who paper. Please Include the abstract and conclusion as well as the references.******** A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan. The Assignment (15–22 pages): Guidelines for each section of the Assignment are provided below. Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan. 1. Identify and describe the core values of the agency. 1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change. 2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities. 2. Identify and describe the mission of the agency, organization, or community. 1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc. 2. Describe whether the mission statement promotes advocacy, leadership, or social change. 3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities. 3. Identify and describe the vision of the agency. 1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc. 2. Describe whether the vision promotes advocacy, leadership, or social change. 3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities. 4. Identify and describe key stakeholders involved with the agency. 1. Discuss whether each stakeholder is internal or external to the agency/organization. 2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.). 3. Discuss how each stakeholder can be an essential element for gathering information to dev.

Capstone Project Part V Action Plans Natasha House, Inc.docx

annandleola

CHAPTER 4The HR Role in Policy, Budget, Performance Management, and Program Evaluation The conceptual model in Chapter 3 explains how an organization can remain relevant by responding appropriately to environmental change and uncertainty in ways that reflect strategic thinking about human resources. However, here, as elsewhere, analytical integration comes at the price of operational clarity. Chapter 4 links this conceptual model to the real world by describing the sequential processes by which ideas become programs. These are policy making, budgeting, performance management, and program evaluation. Issues become part of a public agenda through the policy process. This process is chaotic and unpredictable, for it involves the serendipitous convergence or “coupling” of agendas, alternative solutions, and politics, all leading to government action.1 During this process, problems become public policy issues; these issues are framed by competing political agendas; legislatures authorize and chief executives approve policy solutions as law and fund them through a budgeting process. These policy and budget processes are the headwaters of public personnel management because they all lead eventually to paying people to do things. Human resource planning (HRP) is that aspect of public HRM that mediates between the political environment and managerial implementation of public programs through core HRM activities such as workforce planning, job analysis, job classification, job evaluation, and compensation. In brief, HRP matches agency managers’ “wish lists” with political realities generated by projected revenues and political philosophies and goals within a much broader context of factors like the supply and demand for labor. For the line manager, the process begins with a request from the budget office: “What kind and how many positions do you need in order to meet program objectives?” In many cases, this request is preceded by some kind of strategic planning process that helps establish priorities and goals. It ends with legislative authorization of programs and appropriation of funds required to implement them. Program implementation leads to performance management and program evaluation. Many interests—political, administrative, and clients are but a few—influence how an agency’s performance is measured, and how those measurements affect program evaluation. While decisions about a program’s continued funding are based on both political and administrative criteria, data-driven decisions are only possible if the agency has a management information system that can provide valid and timely information about program performance. Because pay and benefits typically comprise about 70 percent of an agency’s budget, an HR manager who can provide valued information about the costs and benefits of alternative methods of public service delivery can be a valued member of the leadership team responsible for making these decisions. By the end of this chapter, y ...

CHAPTER 4The HR Role in Policy, Budget, Performance Management, and .docx

christinemaritza

Part I Select a non-profit and/or social service program in your local area. You will describe a brief history of the organization’s program and its mission statement, and provide a brief overview of some of the programs and services offered. Next, you will analyze current trends that influence social policy and social change relative to the program you selected. Describe current trends that impact the program you selected. Then, describe how those trends will influence social policy and social change. Part II Chapter 6 in your text describes three examples of program hypotheses. As you review them you will get a better understanding of the need and the process of formulating a hypothesis. Finally, you will address one of the trends you researched and develop a program hypothesis for the program you selected. Provide appropriate citations and references in APA format when referencing the text and any other outside source in your answers. Your Assignment should be 3-4 pages long. *** FOLLOW ALL DIRECTIONS*** *** SEE ATTACHMENTS FOR BOOK*** .

Part ISelect a non-profit andor social service program in y.docx

ssuser562afc1

PAD 630 Milestone O ne Guidelines and Rubric Understanding the organizational, legal, and cultural differences between managing in the public sector versus the private sector is vital to organizational success. Public managers face unique challenges (both ideological and practical), which is why an understanding of the dynamic interaction of theory and practice is important. In addition, public managers need to understand the enduring issues and evolving tools required in public service. For this milestone, first select an organizational, a legal, or a cultural challenge facing public administrators that is also of interest to you. You may select one of these challenges, or you may choose another, with instructor approval:  Discuss the emergence of the “governance without government” concept, which focuses on the importance of networks, nontraditional partnerships, and the markets to guide society, rather than traditional bureaucratic institutions. This movement has taken hold in Europe and is gaining momentum in the United States.  How is the new public administration movement impacting the “accountability versus efficiency” paradigm that has defined the profession since its inception?  How is the reintroduction of privatization impacting public policy decision making and the targeted social outcomes? For example, imagine a state determines that access to high-speed internet for every home is essential for long-term public health, yet in areas of the state, the market has determined that it is not profitable to provide the service. Should the state form a partnership with a private sector business (i.e., subsidize) to ensure that their social goal is obtained?  What are effective performance measures to evaluate programs and management in the public sector? Traditionally, the focus has been on measuring inputs and activities. Is this focus still effective?  How can flexibility and creativity be integrated into the structures of public organizations in a way that allows for nimble, street-level decision making to swiftly adapt to ever-changing environmental conditions while maintaining some level of accountability to the citizens? For your milestone submission, draft the Introduction and Theoretical Overview sections of the final project (Sections I and II), focusing on the challenge you selected. Be sure to address all the following critical elements: I. Introduction Concisely describe your chosen organizational, legal, or cultural challenge in the field of public administration. II. Theoretical Overview: Ensure that you focus your response specifically on the organizational, legal, or cultural challenge that you selected. A. Public Administration Advocates: Describe the original advocates for the development of professional public management within the federal government of the United States. In your description, consider questions such as these: What were thei.

PAD 630 Milestone O ne Gu.docx

pauline234567

SPT 208 Final Project Guidelines and Rubric Overview Marketing and advertising are often used interchangeably, yet throughout this course you have learned that marketing is a much larger concept that requires a strong understanding of consumer behavior, products and services, and often the greater economic environment. Marketing is applicable to every industry and discipline in one way or another, but within the sport industry we have the chance to see the application of marketing concepts as if under a spotlight due to the industry’s global reach and importance to society. Your final project is the creation of an Opportunity and Consumer Analysis. You will select a sport team, individual, facility, or organization as the focus of your consumer and opportunity analysis. When selecting your area of focus, think about your interests and career aspirations. As you progress through the course, you will have the opportunity to practice the skills required for this project in several milestone activities. Your final deliverable will include a strengths, weaknesses, opportunities, and threats (SWOT) analysis of your selected focus; a consumer analysis; an analysis of successful marketing and media strategies; and a brief 1-, 3-, and 5-year plan that allows you to explain your intended use of a proven marketing strategy and various media opportunities. Please note that your Opportunity and Consumer Analysis will be an eligible artifact to include in your program portfolio, as it will highlight your ability to recognize consumer characteristics and opportunities for brand improvement. The project is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Three and Five. The final Opportunity and Consumer Analysis will be submitted in Module Seven. This assessment addresses the following course outcomes: • Analyze consumer behaviors for the influence of political, cultural, and social events on consumer motivation at the local, national, or international levels within the sport industry • Illustrate the application of key marketing strategies in successful sport-specific marketing campaigns • Identify proven marketing strategies that can be successfully applied to specific sport marketing scenarios to attract consumers • Compare media opportunities for successfully communicating and marketing towards specific consumers within the sport industry Prompt Develop a comprehensive Opportunity and Consumer Analysis. Select a sport team, individual, facility, or organization and provide a thorough analysis of the existing marketing strategies and consumers, and determine an opportunity for greater consumer reach. Outline a brief 1-, 3-, and 5-year plan for the marketing opportunity. Specifically, the following critical elements must be addressed: I. Marketing Foc.

SPT 208 Final Project Guidelines and Rubric Overview .docx

susanschei

Dear writer : Follow APA style and while you’re writing try to follow Blooms taxonomy by using remembering , understanding, and applying . The following questions are with answers all you need it is write it on essay , paraphrase it, and cite it .. Pleas site your information by using The following book : Creating Public Value Strategic Management in Government. By Mark H. Moore. and other schoolar sourcess.. The Question is : Consider a scenario where your city has recently experienced an increase on gang-related crime - Explain how you go about analyzing the problem ( by using Forward mapping and Backward mapping ) Backward V Forward Mapping Forward When one considers how a policy maker might try to affect the implementation process It begins at the top of the process (top-down approach) Reinforces myth that organizations are structured hierarchical Backward One assumes that the closer one is to the problem, the greater ones ability to influence it -and a variety of policy instruments that could be used to impact the problem . By Adaptation occurs when a policy or program evolves in response to its environment as each alters the other. Mutual adaptation, the product of environmental response to policy intent, is unavoidable. Backward mapping is an analytic approach compatible with our view of implementation as an evolutionary process. The closer one is to the source of the problem, the greater is one’s ability to influence it: and the problem solving ability of complex systems depends not on hierarchical control but on maximizing discretion at the point where the problem is most immediate: (pg215). -Describe the type of assessment tools available to evaluate the policy (that would be by using Strategic Triangle) , and how implementation and budgets may be impacted. The Strategic Triangle Public Value by Moore ,1997 This part of the triangle relates to the substantive aims of public programs, and the public value outcomes which they are trying to achieve, by which their impact and performance should be measured. This should be a detailed specification of the public value outcomes aimed for by the organization and those working within it. It underlines the importance of pursuing aims that will bring measurable benefit to the public sphere and which address the expressed or revealed priorities of a given population. Public Value aims should be a reconciliation of what the public values with what protects and enhances the public sphere (Benington, 2010). These two aspects are often in tension and sometimes in conflict. Considering what the public most values places an emphasis on dialogue with current citizens, whereas the question of what adds value to the public sphere emphasizes the longer term public interests (e.g. future generations). One of the factors that make decisions in healthcare challenging and tough is the existence of conflicting views. Furthermore, the evidence that underpins these views is often cont.

Dear writer Follow APA style and while you’re writing try to.docx

ruthannemcmullen

This Briefing Note describes seven key analytic elements that should be addressed in the evaluation of Demand Site Management (DSM) and Energy Efficiency (EE) policy measures: 1. A policy measure theory, consisting of the domain of the policy, the expected effects of the policy, and an evaluation methodology 2. Specifications of the evaluation indicators, namely the output (= direct output of the program), the outcome (= results on the level of economy, society, and environment), and the impact (net improvements on the level of economy, society, and environment taking rebound effects into account) 3. The indicator baselines, set with consideration 4. An assessment of the outputs and outcomes 5. An assessment of the energy savings and emission reductions 6. A calculation of the cost, cost-efficiency and cost-effectiveness 7. The ambition level: how much effort should be dedicated to the evaluation, and how accurate should it be?

7 key analytic elements for the evaluation of DSM policies

Leonardo ENERGY

Ictj Om Concepts Dp Rev

dpage

1 Doctoral Project Charter Proposal Checklist Instructions: Faculty and Secondary Reviewers will use this checklist to review the charter for your doctoral project. Items checked indicate the criterion was met. Items NOT checked are either missing or incomplete. Review the Feedback and incorporate the feedback when revising the Project Charter Proposal. Failure to incorporate feedback may result in deferral of the proposal. Prior to submitting to IRB, please provide a copy the approved Project Charter and Checklist to the 9902 faculty for signature . Learner Name: EMPID Primary Faculty: Secondary Reviewer Date: Iteration: 1 Decision: Approved NURS9902 Faculty Attestation: I have reviewed the Project Charter for the above named learner and can attest the charter was approved by two separate reviewers and has not been modified. (9902 Faculty Name) Part 1 General Project Information: Clearly describes the people who will be involved in and affected by a project. Description includes multiple specifics and details that further characterize participants and narrow the focus Project Name 2 Named the project. Acronym to identify the project. Feedback: Iteration 1 Iteration 2 Iteration 3 Executive Sponsors List key supporters using initials. Describes why they were chosen (such as fiscal or political support, useful skills such as marketing ability). Feedback: Iteration 1 Iteration 2 Iteration 3 Departmental Sponsors List departmental sponsors. Identifies sponsors departmental roles and why they were chosen to support this project. Feedback: Iteration 1 Iteration 2 Iteration 3 3 Project Aim Describes the project’s overarching aim. Include the goals you intend to accomplish impact on systems Feedback: Iteration 1 Iteration 2 Iteration 3 Project Focus Describes the specific intervention that will be used to achieve the project aim Intervention is evidence based and appropriate evidence is provided and cited appropriately Intervention meets the scope and rigor for a doctoral level project Feedback: Iteration 1 Iteration 2 Iteration 3 Project Team Project Manager Describes the relevant skills and experience that qualify the person to lead the initiative. Describes the project managers primary organizational role Describes the project managers unique contributions to the project 4 Feedback: Iteration 1 Iteration 2 Iteration 3 Team Members Describes each team member’s primary role in the organization as well as skills or qualifications that could contribute to the project’s success. Feedback: Iteration 1 Iteration 2 Iteration 3 Stakeholders Lists titles, categories, or initials of those who will be aff ...

1 Doctoral Project Charter Proposal Checklist Instruct

AbbyWhyte974

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