This document provides a guide to reading cost-benefit analysis reports. It outlines a 4-step process: 1) get your bearings by identifying the bottom line and what is covered, 2) survey the landscape by understanding the data, perspectives, and breakdown of costs and benefits, 3) look at the details such as costs, time periods, and impacts not monetized, and 4) make sense of uncertainties, limitations, and how everything adds up. The guide is illustrated using a cost-benefit analysis of the Center for Employment Opportunities transitional jobs program.
This module draws on the Adapt Asia-Pacific experience to provide best practices so that participants can effectively guide the project design phase. The module is appropriate for participants that are actually engaged in project design, and for those that are tasked with supervising consultant design teams. The module helps participants understand that they can play an active role in ensuring rigor and quality in the project design process, which will result in a more bankable project design document, and will minimize/eliminate delays in the approval process. The session focuses on practical skills related to the development of effective Terms of References, the composition of consulting design teams, the handling of bids and the negotiation of consulting agreements. Emphasis is also placed on best practices for making the most out of the consulting team and establishing a collaborative relationship between the government supervisory team and the consulting design team.
NAP Training Viet Nam - Session 7 Appraising Adaptation OptionsUNDP Climate
This two-day workshop supported the Government of Viet Nam in building the necessary capacity to advance its National Adaptation Plan (NAP) process. The workshop closely focused on building National Adaptation Plans in the agricultural sector through multi-stakeholder collaboration, and increased knowledge and capacity on a number of topics including: prioritization of adaptation options, cost-benefit analysis, overview of the broad-based nature of climate change adaption impacts, analysis of challenges, and creation of an open discussion with key stakeholders on defining a road-map for the NAP process. The workshop was delivered using discussions and case studies to enhance interactive learning for participants, with supporting presentations by GiZ and SNV.
Understanding and Articulating the Problem - Session 6 Managing Project Prepa...UNDP Climate
Session 6 introduces problem/objective tree analysis as a tool for examining the direct and indirect drivers and effects of climate impacts and revealing linkages with other development challenges. The technique is also useful for engaging with stakeholders to develop a common understanding of the problem to be addressed in the adaptation project. This enables participants not only to comprehensively describe the impacts of climate change, but also to describe the development context in the project document. Working through an objective tree helps participants identify options for addressing the problem. Overall, this session helps participants frame the problem in a way that in amenable to practical action.
o OBJECTIVE 1: Participants will create a sample problem tree and objective tree
o OBJECTIVE 2: Participants will present their trees and receive comment about the linkages and logic from experts.
This document outlines an approach to monitoring, evaluation, and learning (MEL) for influencing campaigns and advocacy work. It discusses the importance of MEL for improving strategy and impact. A 6-step approach is presented, beginning with developing a theory of change and measures of success, collecting and analyzing data, and using learning to communicate successes and inform decisions. Examples of MEL plans and frameworks are provided.
1. Uncertainty exists in project scheduling due to imperfect estimates of task durations and the inability to foresee unexpected events.
2. Common sources of uncertainty include an incomplete understanding of the project scope and tasks, as well as the difficulty of accurately forecasting unknowns.
3. Techniques for managing uncertainty include reducing the number of elements estimated, using flexible schedules that can adjust scope, and identifying and assessing risks through methods like brainstorming, Delphi technique, and SWOT analysis.
Private vs. Public Cost-Benefit in Scheduling Petroleum projects - The case o...Kjetil Haugen
This document discusses private versus public cost-benefit analysis in scheduling petroleum projects under uncertainty. It presents deterministic and stochastic examples comparing different scheduling approaches (S, L, and M) and how they are impacted by uncertainty and risk attitudes. It argues that accounting for uncertainty and risk in a stochastic optimization framework provides more accurate cost-benefit assessments than deterministic analyses and better informs public policy and industry decisions.
Presentation by Prof. George Gray, Director of the Centre for Risk Science and Public Health, George Washington University, at the Workshop on Risk Assessment in Regulatory Policy Analysis (RIA), Session 5, Mexico, 9-11 June 2014. Further information is available at http://www.oecd.org/gov/regulatory-policy/
Cost Benefit Analysis (CBA) has proven to be a useful tool to support the economic appraisal of important projects in many sectors. Recently, a single CBA method has been proposed at EU level to evaluate and compare electricity transmission and storage projects from different countries, which is unprecedented anywhere in the world.
The European Commission estimates that about €200 billion needs to be invested in electricity and gas infrastructure in order to achieve the 2020 energy and climate objectives. There is a risk that almost half of this expected investment will be too late or not at all. The Energy Infrastructure Package therefore establishes a process to identify Projects of Common Interest whose development will be accelerated. Projects of Common Interest will be selected based on a Cost Benefit Analysis method.
In a recent THINK report for the European Commission (DG Energy), we conclude that the Cost Benefit Analysis method that has been proposed by the European Network of Transmission System Operators for Electricity (ENTSO-E) at the end of 2012 is an important step in the right direction, but it is still possible to improve.
This module draws on the Adapt Asia-Pacific experience to provide best practices so that participants can effectively guide the project design phase. The module is appropriate for participants that are actually engaged in project design, and for those that are tasked with supervising consultant design teams. The module helps participants understand that they can play an active role in ensuring rigor and quality in the project design process, which will result in a more bankable project design document, and will minimize/eliminate delays in the approval process. The session focuses on practical skills related to the development of effective Terms of References, the composition of consulting design teams, the handling of bids and the negotiation of consulting agreements. Emphasis is also placed on best practices for making the most out of the consulting team and establishing a collaborative relationship between the government supervisory team and the consulting design team.
NAP Training Viet Nam - Session 7 Appraising Adaptation OptionsUNDP Climate
This two-day workshop supported the Government of Viet Nam in building the necessary capacity to advance its National Adaptation Plan (NAP) process. The workshop closely focused on building National Adaptation Plans in the agricultural sector through multi-stakeholder collaboration, and increased knowledge and capacity on a number of topics including: prioritization of adaptation options, cost-benefit analysis, overview of the broad-based nature of climate change adaption impacts, analysis of challenges, and creation of an open discussion with key stakeholders on defining a road-map for the NAP process. The workshop was delivered using discussions and case studies to enhance interactive learning for participants, with supporting presentations by GiZ and SNV.
Understanding and Articulating the Problem - Session 6 Managing Project Prepa...UNDP Climate
Session 6 introduces problem/objective tree analysis as a tool for examining the direct and indirect drivers and effects of climate impacts and revealing linkages with other development challenges. The technique is also useful for engaging with stakeholders to develop a common understanding of the problem to be addressed in the adaptation project. This enables participants not only to comprehensively describe the impacts of climate change, but also to describe the development context in the project document. Working through an objective tree helps participants identify options for addressing the problem. Overall, this session helps participants frame the problem in a way that in amenable to practical action.
o OBJECTIVE 1: Participants will create a sample problem tree and objective tree
o OBJECTIVE 2: Participants will present their trees and receive comment about the linkages and logic from experts.
This document outlines an approach to monitoring, evaluation, and learning (MEL) for influencing campaigns and advocacy work. It discusses the importance of MEL for improving strategy and impact. A 6-step approach is presented, beginning with developing a theory of change and measures of success, collecting and analyzing data, and using learning to communicate successes and inform decisions. Examples of MEL plans and frameworks are provided.
1. Uncertainty exists in project scheduling due to imperfect estimates of task durations and the inability to foresee unexpected events.
2. Common sources of uncertainty include an incomplete understanding of the project scope and tasks, as well as the difficulty of accurately forecasting unknowns.
3. Techniques for managing uncertainty include reducing the number of elements estimated, using flexible schedules that can adjust scope, and identifying and assessing risks through methods like brainstorming, Delphi technique, and SWOT analysis.
Private vs. Public Cost-Benefit in Scheduling Petroleum projects - The case o...Kjetil Haugen
This document discusses private versus public cost-benefit analysis in scheduling petroleum projects under uncertainty. It presents deterministic and stochastic examples comparing different scheduling approaches (S, L, and M) and how they are impacted by uncertainty and risk attitudes. It argues that accounting for uncertainty and risk in a stochastic optimization framework provides more accurate cost-benefit assessments than deterministic analyses and better informs public policy and industry decisions.
Presentation by Prof. George Gray, Director of the Centre for Risk Science and Public Health, George Washington University, at the Workshop on Risk Assessment in Regulatory Policy Analysis (RIA), Session 5, Mexico, 9-11 June 2014. Further information is available at http://www.oecd.org/gov/regulatory-policy/
Cost Benefit Analysis (CBA) has proven to be a useful tool to support the economic appraisal of important projects in many sectors. Recently, a single CBA method has been proposed at EU level to evaluate and compare electricity transmission and storage projects from different countries, which is unprecedented anywhere in the world.
The European Commission estimates that about €200 billion needs to be invested in electricity and gas infrastructure in order to achieve the 2020 energy and climate objectives. There is a risk that almost half of this expected investment will be too late or not at all. The Energy Infrastructure Package therefore establishes a process to identify Projects of Common Interest whose development will be accelerated. Projects of Common Interest will be selected based on a Cost Benefit Analysis method.
In a recent THINK report for the European Commission (DG Energy), we conclude that the Cost Benefit Analysis method that has been proposed by the European Network of Transmission System Operators for Electricity (ENTSO-E) at the end of 2012 is an important step in the right direction, but it is still possible to improve.
This document discusses social cost benefit analysis (SCBA), which is a methodology used to evaluate investment projects from the perspective of their overall impact on society and the economy. It can be applied to both public and private investments. The objectives of SCBA include determining the economic benefits and costs of a project, as well as its impacts on savings, income distribution, and other social goals. Advantages include identifying projects that maximize social welfare, while disadvantages include difficulties in quantifying all social costs and benefits. The key steps of SCBA involve identifying and projecting costs and benefits over time, converting them to monetary values, discounting future amounts, and performing a net present value analysis along with sensitivity testing.
Cost-benefit analysis (CBA) is used to evaluate environmental projects and policies. It aims to quantify the total expected costs and total expected benefits of a project in monetary terms. The most efficient project is the one that maximizes net benefits. CBA considers factors like net present value, internal rate of return, and benefit-cost ratio to evaluate projects. It also accounts for environmental values, risks, distributional impacts, and how to value hard-to-measure costs and benefits using methods like contingent valuation. While CBA provides a systematic method, it also faces criticisms like difficulties valuing all environmental impacts and potential biases.
The document discusses social cost benefit analysis (SCBA), which evaluates projects from a societal perspective rather than a private perspective. SCBA accounts for indirect impacts like externalities, taxes/subsidies, savings, redistribution, and merit goods. It describes the UNIDO and L&M approaches to SCBA. The UNIDO approach involves 5 stages: 1) financial analysis, 2) economic prices, 3) income distribution impacts, 4) savings impacts, and 5) merit/demerit goods adjustments. It also discusses shadow pricing methodology and considers social discount rates.
For full text article go to : http://www.educorporatebridge.com/risk-management/risk-management-process/ This article on Risk Management Process outlines the important steps involved in this process and explains them in detail.
This document discusses risk analysis including its definition, phases, and applications. It defines risk analysis as a technique used to identify and assess factors that could jeopardize a project's success or goals. The key phases of risk analysis are identified as identifying risks, quantifying risks, analysis, and presenting results. Specific techniques discussed include risk registers, risk workshops, quantification, simulation, and identifying significant risks. Risk analysis is described as an important part of project management and procurement processes.
1. There are different types of probability including a priori, statistical, and estimated probabilities which involve judgment under uncertainty.
2. Risk involves known outcomes and probabilities, while uncertainty involves unknown or imprecisely estimated outcomes and probabilities. Most real-life decisions involve uncertainty.
3. The precautionary principle is meant to ensure absence of scientific certainty is not used to postpone actions to protect people and environment from credible threats of serious harm.
This document discusses social cost benefit analysis (SCBA) and the UNIDO approach to SCBA. It is divided into several sections that cover: the rationale for SCBA including market imperfections, externalities, and taxes/subsidies; the UNIDO approach and its 5 stages; calculating net benefits using shadow pricing and choosing a numeraire; the concept of tradable goods; sources of shadow prices; and treatment of taxes in the analysis. The overall document provides an overview of how to conduct SCBA according to the UNIDO methodology.
Dr Bardini and Cassandra Jessee from YouthPower hosted a workshop on Measuring Positive Youth Development (PYD) at the 8th AfrEA International Conference in Kampala, Ghana.
Preliminary Modeling & Life Cycle Costing: Underpinnings of Integrated Design.Illinois ASHRAE
Paul Erickson of Affiliated Engineers presents Preliminary Modeling & Life Cycle Costing: Underpinnings of Integrated Design at the 2012 Chicago Energy Modeling Conference.
hority clients who are analysing their administrative datasets using a LIFT Dashboard to identify vulnerability, target support and track change amongst their low income families.
For more information contact hello@policyinpractice.co.uk, call 0330 008 9242 or visit www.policyinpractice.co.uk
February 8: Facilitation Notes for Targeted Topics Forum | Blane Harvey and C...NAP Global Network
Facilitation notes by Blane Harvey and Catherine Fisher, IISD, as part of the NAP Global Network's Targeted Topics Forum held in Nadi, Fiji, in February 2018.
If you are looking to align learning and development to business results, this is just the webinar for you. Data-driven learning is an approach that leading institutions are using to gain a more holistic understanding of learning experiences. By gaining a deeper understanding of how learners engage in online courses, how learners compare to institution-wide benchmarks, and how students perform, you can begin to paint a picture of how effective your learning programs really are.
Learning Solutions expert, Ben Young, will leave you with five strategies for using LMS and learning data to fully understand how your programs are currently performing, in order to better understand where you need to be going.
Watch the webinar to learn:
- How you can use data to showcase learning effectiveness
- How you can use data to improve your learning programs
- How you can use data to gain deeper insights into individual learners, and groups of learners for comparative analysis and benchmarking
Agile case study. PMI Government Community of PracticeJoseph Flahiff
This document discusses the Washington State Department of Labor's (WA DOL) transition to using agile methods for their License eXpress project. The initial project was estimated to take 2-3 years but faced delays. Using scrum pilots, the project was completed in 9 months, coming in under budget and with higher quality. The document then provides an overview of agile principles and challenges with transitioning large government organizations to being more adaptable and iterative.
Evaluability Assessments and Choice of Evaluation MethodsDebbie_at_IDS
The document discusses evaluability assessments (EAs) and how they can inform the choice of evaluation methods. Key points:
- EAs examine a project's design, available information, and context to determine if and how an evaluation could be conducted. They help ensure evaluations are useful and feasible.
- Common EA steps include reviewing documentation, engaging stakeholders, and making recommendations about a project's logic, monitoring systems, and potential evaluation approaches.
- Choosing evaluation methods depends on the EA results as well as the evaluation's purpose, required credibility, complexity of the intervention, and available resources. Methods like experiments provide strong evidence of impact but are difficult to implement.
- EAs improve evaluation quality by engaging
Spend Analysis Identified as Key to CPO SuccessBill Kohnen
- Purchasing leaders face many challenges from globalization, risks management, costs, and corporate social responsibility.
- Spend analysis is the most important tool for purchasing leaders to effectively manage these challenges as it provides visibility into spending.
- Benchmarks show that simply conducting spend analysis can result in savings of 2-10% on total spend within 12 months and up to 30% in long term savings. It also establishes a baseline and justification for organizational changes.
- However, few organizations currently have the capability or are attempting to conduct spend analysis in practice. Emerging cloud-based solutions make the process more comprehensive, efficient and offer a quick return on investment.
This document discusses operationalizing social return on investment (SROI) for advice services. SROI is an outcomes-based evaluation method that assigns financial values to social, environmental, and economic outcomes to calculate a ratio of benefits to costs. The document discusses:
1) Applying SROI methodology through client interviews to map outcomes and assign values while accounting for attribution, deadweight, and drop-off.
2) Challenges with high costs of SROI for casework services given the variety of unique outcomes for each client. Standardized impact maps may help address this.
3) Issues with stakeholder perspectives influencing the valuation of outcomes and challenges drawing boundaries around stakeholders.
4) Adapting research tools
The Planning Quality Framework is a collection of tools and techniques that use planning data to help councils understand their development management service performance and benchmark against others. It involves quantitative data like application counts and approval rates, as well as qualitative customer surveys. The framework provides regular reports to give councils insights into the value and quality of their work. It is a low-effort way to focus improvement efforts compared to traditional benchmarking approaches.
1. CBA can provide a base-case scenario and conduct partial sensitivity analysis to test assumptions and increase confidence in results.
2. CBA can perform break-even analysis, best- and worst-case scenarios analysis, and Monte Carlo analysis to show the range of possible outcomes and that results are not guaranteed.
3. CBA can present benefits that accrue to different stakeholders like taxpayers, victims, and society separately to show who benefits.
4. Multiple CBAs can provide a menu of options and costs/benefits for each alternative to show what policymakers are choosing between.
This document discusses social cost benefit analysis (SCBA), which is a methodology used to evaluate investment projects from the perspective of their overall impact on society and the economy. It can be applied to both public and private investments. The objectives of SCBA include determining the economic benefits and costs of a project, as well as its impacts on savings, income distribution, and other social goals. Advantages include identifying projects that maximize social welfare, while disadvantages include difficulties in quantifying all social costs and benefits. The key steps of SCBA involve identifying and projecting costs and benefits over time, converting them to monetary values, discounting future amounts, and performing a net present value analysis along with sensitivity testing.
Cost-benefit analysis (CBA) is used to evaluate environmental projects and policies. It aims to quantify the total expected costs and total expected benefits of a project in monetary terms. The most efficient project is the one that maximizes net benefits. CBA considers factors like net present value, internal rate of return, and benefit-cost ratio to evaluate projects. It also accounts for environmental values, risks, distributional impacts, and how to value hard-to-measure costs and benefits using methods like contingent valuation. While CBA provides a systematic method, it also faces criticisms like difficulties valuing all environmental impacts and potential biases.
The document discusses social cost benefit analysis (SCBA), which evaluates projects from a societal perspective rather than a private perspective. SCBA accounts for indirect impacts like externalities, taxes/subsidies, savings, redistribution, and merit goods. It describes the UNIDO and L&M approaches to SCBA. The UNIDO approach involves 5 stages: 1) financial analysis, 2) economic prices, 3) income distribution impacts, 4) savings impacts, and 5) merit/demerit goods adjustments. It also discusses shadow pricing methodology and considers social discount rates.
For full text article go to : http://www.educorporatebridge.com/risk-management/risk-management-process/ This article on Risk Management Process outlines the important steps involved in this process and explains them in detail.
This document discusses risk analysis including its definition, phases, and applications. It defines risk analysis as a technique used to identify and assess factors that could jeopardize a project's success or goals. The key phases of risk analysis are identified as identifying risks, quantifying risks, analysis, and presenting results. Specific techniques discussed include risk registers, risk workshops, quantification, simulation, and identifying significant risks. Risk analysis is described as an important part of project management and procurement processes.
1. There are different types of probability including a priori, statistical, and estimated probabilities which involve judgment under uncertainty.
2. Risk involves known outcomes and probabilities, while uncertainty involves unknown or imprecisely estimated outcomes and probabilities. Most real-life decisions involve uncertainty.
3. The precautionary principle is meant to ensure absence of scientific certainty is not used to postpone actions to protect people and environment from credible threats of serious harm.
This document discusses social cost benefit analysis (SCBA) and the UNIDO approach to SCBA. It is divided into several sections that cover: the rationale for SCBA including market imperfections, externalities, and taxes/subsidies; the UNIDO approach and its 5 stages; calculating net benefits using shadow pricing and choosing a numeraire; the concept of tradable goods; sources of shadow prices; and treatment of taxes in the analysis. The overall document provides an overview of how to conduct SCBA according to the UNIDO methodology.
Dr Bardini and Cassandra Jessee from YouthPower hosted a workshop on Measuring Positive Youth Development (PYD) at the 8th AfrEA International Conference in Kampala, Ghana.
Preliminary Modeling & Life Cycle Costing: Underpinnings of Integrated Design.Illinois ASHRAE
Paul Erickson of Affiliated Engineers presents Preliminary Modeling & Life Cycle Costing: Underpinnings of Integrated Design at the 2012 Chicago Energy Modeling Conference.
hority clients who are analysing their administrative datasets using a LIFT Dashboard to identify vulnerability, target support and track change amongst their low income families.
For more information contact hello@policyinpractice.co.uk, call 0330 008 9242 or visit www.policyinpractice.co.uk
February 8: Facilitation Notes for Targeted Topics Forum | Blane Harvey and C...NAP Global Network
Facilitation notes by Blane Harvey and Catherine Fisher, IISD, as part of the NAP Global Network's Targeted Topics Forum held in Nadi, Fiji, in February 2018.
If you are looking to align learning and development to business results, this is just the webinar for you. Data-driven learning is an approach that leading institutions are using to gain a more holistic understanding of learning experiences. By gaining a deeper understanding of how learners engage in online courses, how learners compare to institution-wide benchmarks, and how students perform, you can begin to paint a picture of how effective your learning programs really are.
Learning Solutions expert, Ben Young, will leave you with five strategies for using LMS and learning data to fully understand how your programs are currently performing, in order to better understand where you need to be going.
Watch the webinar to learn:
- How you can use data to showcase learning effectiveness
- How you can use data to improve your learning programs
- How you can use data to gain deeper insights into individual learners, and groups of learners for comparative analysis and benchmarking
Agile case study. PMI Government Community of PracticeJoseph Flahiff
This document discusses the Washington State Department of Labor's (WA DOL) transition to using agile methods for their License eXpress project. The initial project was estimated to take 2-3 years but faced delays. Using scrum pilots, the project was completed in 9 months, coming in under budget and with higher quality. The document then provides an overview of agile principles and challenges with transitioning large government organizations to being more adaptable and iterative.
Evaluability Assessments and Choice of Evaluation MethodsDebbie_at_IDS
The document discusses evaluability assessments (EAs) and how they can inform the choice of evaluation methods. Key points:
- EAs examine a project's design, available information, and context to determine if and how an evaluation could be conducted. They help ensure evaluations are useful and feasible.
- Common EA steps include reviewing documentation, engaging stakeholders, and making recommendations about a project's logic, monitoring systems, and potential evaluation approaches.
- Choosing evaluation methods depends on the EA results as well as the evaluation's purpose, required credibility, complexity of the intervention, and available resources. Methods like experiments provide strong evidence of impact but are difficult to implement.
- EAs improve evaluation quality by engaging
Spend Analysis Identified as Key to CPO SuccessBill Kohnen
- Purchasing leaders face many challenges from globalization, risks management, costs, and corporate social responsibility.
- Spend analysis is the most important tool for purchasing leaders to effectively manage these challenges as it provides visibility into spending.
- Benchmarks show that simply conducting spend analysis can result in savings of 2-10% on total spend within 12 months and up to 30% in long term savings. It also establishes a baseline and justification for organizational changes.
- However, few organizations currently have the capability or are attempting to conduct spend analysis in practice. Emerging cloud-based solutions make the process more comprehensive, efficient and offer a quick return on investment.
This document discusses operationalizing social return on investment (SROI) for advice services. SROI is an outcomes-based evaluation method that assigns financial values to social, environmental, and economic outcomes to calculate a ratio of benefits to costs. The document discusses:
1) Applying SROI methodology through client interviews to map outcomes and assign values while accounting for attribution, deadweight, and drop-off.
2) Challenges with high costs of SROI for casework services given the variety of unique outcomes for each client. Standardized impact maps may help address this.
3) Issues with stakeholder perspectives influencing the valuation of outcomes and challenges drawing boundaries around stakeholders.
4) Adapting research tools
The Planning Quality Framework is a collection of tools and techniques that use planning data to help councils understand their development management service performance and benchmark against others. It involves quantitative data like application counts and approval rates, as well as qualitative customer surveys. The framework provides regular reports to give councils insights into the value and quality of their work. It is a low-effort way to focus improvement efforts compared to traditional benchmarking approaches.
1. CBA can provide a base-case scenario and conduct partial sensitivity analysis to test assumptions and increase confidence in results.
2. CBA can perform break-even analysis, best- and worst-case scenarios analysis, and Monte Carlo analysis to show the range of possible outcomes and that results are not guaranteed.
3. CBA can present benefits that accrue to different stakeholders like taxpayers, victims, and society separately to show who benefits.
4. Multiple CBAs can provide a menu of options and costs/benefits for each alternative to show what policymakers are choosing between.
Join Dr. Emily Belita, PhD, as she describes the launch of the Evidence-Informed Decision-Making (EIDM) Competence Measure. This self-report tool has 27 questions to help public health professionals assess knowledge, skills, attitudes/beliefs, and behaviours related to EIDM. Using this comprehensive assessment will help to highlight individual strengths and areas for development related to EIDM
Training presentation for fish conservation zone assessment guidebookMekong Fish Network
This presentation is a training orientation to the guidebook "Guidelines for Assessing Fish Conservation Zones in Lao PDR. The guidebook describes the steps of planning and conducting an assessment of community-managed freshwater Fish Conservation Zones (FCZs), as well as 21 indicators of governance, socioeconomic, and ecological effectiveness. The full guidebook is available to download online:
https://www.mekongfishnetwork.org/guidebook-for-assessing-fczs-in-lao-pdr_fishbio-2/
A Guide to Effective Benchmarking of Applications DevelopmentComputer Aid, Inc
This document summarizes a webinar on effective benchmarking of applications development. Pam Morris from Total Metrics discusses benchmarking definitions and types, as well as why organizations benchmark, risks, and how to ensure valid results. She emphasizes establishing rigorous terms of reference and stakeholder agreement on strategic intent, metrics, scope, and more. The webinar aims to help organizations make informed decisions through benchmarking.
The evaluations commissioned in 2011 could not sufficiently report on outcomes or impact levels. A study was conducted to identify problems, bottlenecks, and improvements to demonstrate the difference of Norwegian aid. Key findings showed handbooks and regulations were generally of good quality but grants lacked results frameworks. Weak reporting on results was also an issue. Reasons for these issues included a lack of prioritization and incentives from leaders as well as competing priorities and pressure to spend funds quickly. Real-time evaluations of REDD+ initiatives aim to provide a platform for learning and discussion while programs are ongoing but struggle with information access given dynamic, political contexts. Improving results management requires prioritization from leaders, proper incentives and resources, realistic goals and indicators set at the
Intro to Course.pptx with contents about projecttheapplejuice300
- $250 billion is spent on information systems projects in the US each year, with a high failure rate of failed projects. The failure rate of IS projects is estimated to be around 30%.
- Successful IS projects provide competitive advantages for companies by improving business processes and operations. However, many argue it is not rational to invest such large sums given the high failure rate.
- Reasons why IS project management is challenging include the complexity of projects, changing requirements, and difficulties with planning and oversight. This course aims to provide frameworks and tools to improve IS project management practices and increase success rates.
The document summarizes the key points from the first lecture of an economics data analysis course. It outlines the course logistics, including attendance policy, topics, textbooks, assignments, and exams. It also discusses what data analysis is, why it has become popular, and how data does not speak for itself without proper analysis. The software used in the course will be Stata.
The document summarizes a value engineering workshop held in November 2007 to examine the power and cooling system requirements and design solutions for the International Linear Collider (ILC) Main Linac. The workshop was facilitated by the US Army Corps of Engineers and included participants from various ILC collaborating institutions. The workshop followed the standard value engineering process, beginning with information gathering and functional analysis of the current design. Participants then engaged in speculation, evaluation and development of alternative solutions over the course of the three-day workshop before presenting recommendations. The document reviews the value engineering methodology and explains how applying it systematically can help optimize resources and reduce costs while maintaining performance for large projects like the ILC.
Value Insights - ITIL 4 Foundation - exam preparation v1.0 (1).pdfjokayar
The document provides an overview of the key topics covered in the ITIL 4 Foundation exam preparation, including:
- Key concepts and definitions in ITIL 4 such as service, value, and customers
- The four dimensions of service management - value streams and processes, organizations and people, information and technology, and partners and suppliers
- The service value system that represents the flow of value
- The guiding principles that should guide service management activities
- The service value chain (PIEDOD) that outlines the activities needed to transform demand into value
- An overview of the most important service management practices including continual improvement, change enablement, incident management, problem management, and service level management
Similar to Making Sense of the Bottom Line: A Guide to Reading Cost-Benefit Reports (20)
Washington State implemented video visitation in all of its prisons in an effort to increase contact between incarcerated individuals and their loved ones. Video visitation allows visitors to have face-to-face interactions via video chat rather than just phone calls. It aims to reduce the isolation of incarcerated individuals by providing an alternative to in-person visits, which can be difficult due to the distance of the prisons from communities and the costs of travel. However, there are also concerns about the high costs of video visitation for incarcerated individuals and their families. The report examines Washington State's experience in depth to understand the costs of implementation and operation as well as the experiences of users.
The survey found that the actual costs of operating jails are higher than typically reported for three key reasons: (1) Jail budgets do not include expenses paid by other county agencies like employee benefits, medical care, and education programs for inmates; (2) Personnel costs, which make up the majority of jail spending, rise as inmate populations increase requiring more guards and staff; (3) County general funds, not just corrections budgets, ultimately pay for the full costs of incarceration in local jails. The findings provide a more accurate picture of the true taxpayer costs of incarceration to help policymakers make more informed decisions.
This document provides an overview and guidance for conducting a cost-benefit analysis (CBA) of justice policies and programs. It outlines the six basic steps of a CBA: 1) identify potential impacts, 2) quantify impacts, 3) determine marginal costs, 4) calculate costs, benefits and net present value, 5) test assumptions, and 6) report results. The purpose is to guide analysts new to CBA methodology. Examples are provided from a CBA of the Center for Employment Opportunities transitional jobs program to illustrate concepts. Close collaboration with evaluators and an advisory panel is advised to ensure access to necessary data and diverse perspectives.
This document provides an overview of sensitivity analysis as part of cost-benefit analysis for justice policies. Sensitivity analysis examines how sensitive the results of a cost-benefit analysis are to changes in underlying assumptions and parameters. The document discusses deterministic sensitivity analysis techniques like partial sensitivity analysis, which varies inputs one at a time, and scenario analysis, which defines best and worst case scenarios. It also discusses probabilistic sensitivity analysis using Monte Carlo simulation. The goal of sensitivity analysis is to assess the robustness of cost-benefit analysis results to changes in assumptions.
This webinar discusses cost-benefit analysis and its application to criminal justice policy for budget and finance staff. It compares cost-benefit analysis to fiscal impact analysis, outlines key questions to ask when reviewing cost-benefit studies, and provides examples of how cost-benefit analysis has influenced budget decisions. The presenters are from the Utah Office of the Legislative Fiscal Analyst and the Kentucky Legislative Research Commission.
This webinar discussed victim costs and methods for estimating them. Tina Stanford from the New York State Office of Victim Services outlined tangible costs like medical expenses and intangible costs like pain and suffering. Kathryn McCollister from the University of Miami described methods like cost-of-illness and willingness-to-pay that can place dollar values on victim costs. These cost estimates are important for cost-benefit analyses of criminal justice programs and policies to fully account for the impacts of crime. The webinar provided examples of estimating costs for specific crimes like robbery.
This document discusses how cost-benefit analysis can inform criminal justice policy and planning decisions. It defines three types of economic analysis - cost analysis, cost-effectiveness analysis, and cost-benefit analysis. Cost analysis determines how much a program will cost, cost-effectiveness analysis determines if the same results can be achieved at lower cost, and cost-benefit analysis determines if one program option provides more benefits relative to its costs than alternative options. The document provides examples of how each type of analysis has been applied to inform decisions around prisons, jail alternatives, evidence-based programs, and an ex-prisoner transitional jobs program.
The document discusses linking program evaluation to cost-benefit analysis in criminal justice. It provides an agenda for a webinar that will explain why evaluation is important for CBA, different ways to assess program impacts including comparison group designs and meta-analysis, and how meta-analysis can be used in CBA. The webinar aims to give participants a practical introduction to these topics.
This document summarizes a webinar on estimating marginal costs for cost-benefit analysis in criminal justice. The webinar discussed (1) the difference between marginal and average costs and why marginal costs are important for accurate cost-benefit analysis, (2) five methods for estimating marginal costs including asking government agencies, reviewing budgets, considering past capacity changes, using estimates from other organizations, and regression analysis, and (3) provided examples and key takeaways for estimating marginal costs.
Taxpayers and government
Consider costs and benefits from:
- Taxpayer perspective
- Government perspective
Slide 33
Determine whose perspectives matter.
For this analysis, we will consider costs and benefits from:
- Taxpayer perspective
- Government perspective
These perspectives capture the major public funders and implementers of drug courts.
Slide 34
Measure costs.
What are the program costs for 100 participants over 3 years?
- Program operations: $2,000 per participant x 100 participants x 3 years = $600,000
- Evaluation: $50,000
- Total costs = $650,000
We have estimated costs for operating the drug court program and
This document provides an overview of a webinar on cost-benefit analysis and its application to justice policy for state legislators. The webinar agenda includes an introduction, basics of cost-benefit analysis, a presentation from Senator Karen Fraser on how Washington State has used cost-benefit analysis to successfully implement evidence-based justice policies, and a question and answer session. Senator Fraser highlights six major successes in the criminal justice field in Washington resulting from policies identified through the state's nonpartisan research institute, which conducts cost-benefit analyses to identify options that improve outcomes and save money.
This document provides an overview of a webinar on using cost-benefit analysis for justice policy. It discusses estimating the costs of incarceration and crime, including factors like recidivism rates, victim costs, and costs by crime type. It also covers estimating the probabilities of arrest, conviction, and sentencing outcomes. The webinar teaches how to apply effect sizes from program evaluations to estimate how policy changes could impact costs by reducing future criminal behavior. The goal is to help policymakers assess different options and maximize benefits relative to costs.
This document discusses using cost-benefit analysis to evaluate justice policies and pretrial systems. It outlines the steps of CBA, including determining costs and benefits from different stakeholder perspectives. As an example, it analyzes studies that found incarcerating offenders costs $1 but generates $1.74 in benefits to taxpayers and victims. The document recommends CBAs on pretrial systems and provides resources for practitioners, including a knowledge bank and studies on estimating public safety benefits.
This document discusses cost-benefit analysis (CBA) and its application to criminal justice policy and practice. CBA is a tool that helps determine if a program is cost-effective and generates cost savings. It assists policymakers in identifying cost-effective programs and service providers in demonstrating economic benefits. Conducting a CBA involves 5 steps - evaluating the program, considering perspective, measuring costs, measuring benefits in dollars, and comparing costs and benefits. The document provides examples of CBA applications and how to monetize justice system, victim, employment, and other benefits. Resources for learning more about and getting started with CBA are also listed.
The document discusses the use of cost-benefit analysis in justice policymaking. It describes how the Vera Institute of Justice's Cost-Benefit Analysis Unit helps policymakers evaluate the economic costs and benefits of criminal justice programs and policies. It provides examples of cost-benefit studies that have found some evidence-based programs reduce recidivism and generate cost-savings, while incarceration is only cost-effective for serious offenders. The document encourages the use of cost-benefit analysis to inform decision-making and identifies resources for further information.
This document summarizes a presentation given by the Vera Institute of Justice on cost-benefit analysis (CBA) for criminal justice programs. It provides examples of CBA conducted by the Washington State Institute of Public Policy and Vera Institute to evaluate the costs and benefits of various criminal justice interventions. The presentation notes that CBA can help identify programs that provide the greatest value by reducing crime and generating cost savings, but that its goals differ from budget analysis, which aims to develop a balanced budget. CBA incorporates long-term, societal costs and benefits rather than just near-term budget impacts.
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Making Sense of the Bottom Line: A Guide to Reading Cost-Benefit Reports
1. Making Sense of the Bottom Line:
A Guide to Reading Cost-Benefit Reports
April 24, 2012
Gary VanLandingham, Director, Results First, Pew Center on the States
Joshua Rinaldi, Policy Analyst, Cost-Benefit Analysis Unit, Vera Institute of Justice
Slide 1
2. This webinar will teach you to:
• Use a structured framework to read cost-benefit
reports.
• Quickly identify the key components of a cost-
benefit analysis that affect the bottom line.
• Understand how these details and the CBA
are relevant to policy discussions and decisions.
Slide 2 • April 25, 2012
3. Why is cost-benefit analysis important?
• Resources are scarce and getting scarcer.
• People want to know how to use resources more
efficiently to get the most “bang for the buck.”
• Cost-benefit analysis (CBA) provides information to
help weigh the pros and cons of investments.
Slide 3 • April 25, 2012
4. Making Sense of the Bottom Line
Gary VanLandingham Joshua Rinaldi
Director Policy Analyst
Results First Vera Institute of Justice
Slide 4 • April 25, 2012
5. Results First
Results First is partnering with states to assess and
advance policy options that benefit residents and
improve states’ fiscal health. Results First is an initiative
of the Pew Center on the States and the John D. and
Catherine T. MacArthur Foundation, with additional
support from the Annie E. Casey Foundation.
Slide 5 • April 25, 2012
6. The Cost-Benefit Knowledge Bank for Criminal Justice (CBKB)
is a project of the Vera Institute of Justice funded by the
U.S. Department of Justice’s Bureau of Justice Assistance.
• Website (cbkb.org)
• Cost-benefit analysis toolkit
• Snapshots of CBA literature
• Podcasts, videocasts, and webinars
• Roundtable discussions
• Community of practice
Slide 6
7. Agenda
• CBA basics 5 minutes
• A guide to reading CBA reports 30 minutes
• Recap 5 minutes
• Questions and answers 15 minutes
Slide 7 • April 25, 2012
8. Housekeeping items
• If you need Webinar support or for troubleshooting:
Type questions into the chat box
Call 800-843-9166
Send e-mail to help@readytalk.com
• This webinar is being recorded.
• The recording and PowerPoint slides will be posted
on cbkb.org.
Slide 8 • April 25, 2012
9. Housekeeping items
Questions
Use the chat feature to send us your
questions at any time during the webinar.
We will address your questions midway
through the presentation and again at
the end.
Slide 9 • April 25, 2012
11. What is cost-benefit analysis?
A type of economic analysis that
compares the costs and benefits of
policies and programs, and
• Identifies efficient uses
of resources
• Uses dollars as a common
measurement
• Presents a long-term picture
Slide 11 • April 25, 2012
12. The CBA process
1. Determine the impact of the initiative.
2. Determine which perspectives to include.
3. Measure costs and benefits (in dollars).
4. Compare costs and benefits.
5. Assess the reliability of the results.
For a glossary of CBA terms:
cbkb.org/basics/glossary
Slide 12 • April 25, 2012
13. A Guide to Reading
Cost-Benefit Reports
Slide 13 • April 25, 2012
14. A guide to reading cost-benefit reports
1. Getting your bearings
2. Surveying the landscape
3. Looking at the details
4. Making sense of your surroundings
Slide 14 • April 25, 2012
15. Cost-benefit analysis of CEO
• The Center for Employment Opportunities (CEO) is a
New York City–based employment program for
formerly incarcerated people.
• We will refer to examples from a cost-benefit analysis
of CEO to illustrate how this guide takes you through a
CBA report.
Slide 15 • April 25, 2012
17. Getting your bearings
• What’s the bottom line?
• What does the report cover?
Slide 17 • April 25, 2012
18. What’s the bottom line?
• Look at the executive summary for the “bottom line”
comparison of costs and benefits, expressed as:
• Net Present Value (NPV) or Net Benefits
total benefits – total costs
• Benefit-Cost Ratio (BCR)
total benefits/total costs
• Return on Investment (ROI)
total benefits/(total benefits – total costs)
• For more information:
cbkb.org/toolkit/reporting-cost-benefit-results
Slide 18 • April 25, 2012
19. What’s the bottom line?
• Look at the executive summary for the NPV,
net benefits, BCR, or ROI.
ES, page 18
ES, page 19
Slide 19 • April 25, 2012
20. What does the report cover?
The executive summary may discuss:
• Measurements and components of the costs
and benefits
• Assumptions on which costs and benefits are based
• Omissions from the study
Slide 20 • April 25, 2012
21. What does the report cover?
• Table of contents
• Section headings
• Tables
• Appendices
Slide 21 • April 25, 2012
Page vii
23. Surveying the landscape
• What data did the CBA use?
• Which perspectives were included?
• What is the breakdown of costs and benefits?
Slide 23 • April 25, 2012
24. What data did the CBA use?
Identify:
• How recent the data is
• How specific the data is to the jurisdiction
• How costs and benefits were measured
Slide 24 • April 25, 2012
25. Data for the CEO cost-benefit analysis
Evaluation
• Three-year random-assignment study
Budgets
• CEO financial statements
• New York City budget documents
• New York State budget documents
Interviews
• CEO staff
Literature
• Research literature on victimization costs
The data section is on page 56 of the CEO report.
Slide 25 • April 25, 2012
26. Which perspectives were included?
• CBAs examine several perspectives to present a
comprehensive picture of a program’s net impact
to society.
• In criminal justice, CBAs often consider the
perspectives of:
Taxpayers
Victims
Program participants
Slide 26 • April 25, 2012
28. What is the breakdown of costs and benefits?
• Understanding which perspectives are included and
what data was used will help you identify the benefits
included in the analysis.
Page 67
Slide 28 • April 25, 2012
29. Questions
Use the chat
feature to send us
your questions.
Slide 29 • April 25, 2012
31. Looking at the details
• Does the report use marginal costs?
• What time period was analyzed?
• What discount rate was used?
• Which impacts were not monetized?
Slide 31 • April 25, 2012
32. Does the report use marginal costs?
• Marginal costs (and benefits) are incurred because
of changes in units of activity from an existing level
of operations.
Cost per day of keeping one inmate
in prison in New York in 2011
Average cost Marginal cost
$164.59* $27.53**
* Source: Vera’s “The Price of Prisons” report (2012)
** Source: CEO report (2012)
• For more information:
cbkb.org/toolkit/marginal-costs
Slide 32 • April 25, 2012
33. What time period was analyzed?
• Identify the period used in the report to collect or
estimate costs and benefits.
• Costs and benefits should be measured for as long
as they last.
Page 6
Slide 33 • April 25, 2012
34. What discount rate was used?
• Discounting is a technique that translates future costs and
benefits into present-day values.
• Criminal justice CBAs usually use rates of 3% or 5%.
• The CEO report used a 3% discount rate.
Slide 34 • April 25, 2012
35. Why is discounting important?
• A higher discount rate (relative to a lower discount
rate) will more greatly reduce future benefits or costs
in present-value terms.
• The discount rate selected is of particular importance
in CBAs with long time frames where a large share of
the costs and benefits accrue in future years.
• For more information: cbkb.org/toolkit/discounting
Slide 35 • April 25, 2012
36. Which impacts were not monetized?
• If a CBA does not monetize certain impacts, it may
discuss them qualitatively.
Page 57
Slide 36 • April 25, 2012
38. Making sense of your surroundings
• How does the study address uncertainty?
• What are the study’s limitations?
• How does this all add up?
Slide 38 • April 25, 2012
39. How does the study address uncertainty?
• CBAs rely on estimates and assumptions.
• Uncertainty in estimates or assumptions means
uncertainty in the results.
Slide 39 • April 25, 2012
40. How does the study address uncertainty?
• Sensitivity analysis provides information about
the degree to which results will change if the CBA’s
underlying assumptions are modified.
• Sensitivity analysis can be used to present a range
of results.
Slide 40 • April 25, 2012
41. Uncertainty in the CEO analysis
• In a sensitivity analysis, the CEO results were tested
by replacing the benefits calculated with the “worst-
case” values.
• The CBA was performed again using these worst-case
values to determine whether it still resulted in a
positive bottom line.
Slide 41 • April 25, 2012
43. What are the study’s limitations?
The report should describe any limitations of
the analysis.
Page 56
Page 57
Slide 43 • April 25, 2012
44. How does all this add up?
• Limitations are a part of any analysis and do not
invalidate a CBA. But it is important that the limitations
are clear.
• Uncertainty is a part of any analysis. Still, it is
important that the range of possible cost-benefit
results is clear, so that policymakers can make
well-informed decisions.
• Benefits are not necessarily budget savings.
Slide 44 • April 25, 2012
46. Putting it all together
• Don’t panic. There is a logical approach to reading
cost-benefit reports.
• Use this guide to determine whether the CBA you’re
reading is based on sound data and assumptions.
• Use the guide to ask questions to better understand
the CBA results.
Slide 46 • April 25, 2012
47. A guide to reading cost-benefit reports
1. Getting your bearings
2. Surveying the landscape
3. Looking at the details
4. Making sense of your surroundings
Slide 47 • April 25, 2012
48. 1. Getting your bearings
• What’s the bottom line?
• What does the report cover?
Slide 48 • April 25, 2012
49. 2. Surveying the landscape
• What data did the CBA use?
• Which perspectives were included?
• What is the breakdown of costs and benefits?
Slide 49 • April 25, 2012
50. 3. Looking at the details
• Does the report use marginal costs?
• What time period was analyzed?
• What discount rate was used?
• Which impacts were not monetized?
Slide 50 • April 25, 2012
51. 4. Making sense of your surroundings
• How does the study address uncertainty?
• What are the study’s limitations?
• How does this all add up?
Slide 51 • April 25, 2012
52. Questions
Use the chat feature to send us your questions.
Slide 52 • April 25, 2012
53. Contact information
Gary VanLandingham
gvanlandingham@pewtrusts.org
Joshua Rinaldi
jrinaldi@vera.org
212-376-5201
Slide 53 • April 25, 2012
54. Sources
MDRC. (2012). More Than a Job: Final Results from the
Evaluation of the Center for Employment
Opportunities (CEO) Transitional Jobs Program
Vera Institute of Justice. (2012). The Price of Prisons:
What Incarceration Costs Taxpayers
Slide 54 • April 25, 2012
55. This project is supported by Grant No. 2009-MU-BX K029
awarded by the Bureau of Justice Assistance. The Bureau of
Justice Assistance is a component of the Office of Justice
Programs, which also includes the Bureau of Justice Statistics,
the National Institute of Justice, the Office of Juvenile Justice
and Delinquency Prevention, and the Office of Sex Offender
Sentencing, Monitoring, Apprehending, Registering, and
Tracking. Points of view or opinions in this document are those
of the author and do not represent the official position or
policies of the United States Department of Justice.
Slide 55