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All Pro Bono O.R. case studies completed to dateThe OR Society
Pro Bono O.R. has worked with lots of third sector organisations in the last couple of years. This presentations includes a one page case study slide from each project we have worked on.
HCC will be a leader in providing high quality, innovative education leading to student success and completion of workforce and academic programs. We will be responsive to community needs and drive economic development in the communities we serve.
Covid-19 Webinar for Corporates: Rethinking Corporate Volunteering to support...Empact
The COVID-19 outbreak has undeniably impacted our social organisations – whether through a loss in donations or sales, cancellation of volunteering events, disruption in supplies, or forcing a push to innovate. As a result, non-profits and social enterprises are extremely concerned about their sustainability towards serving their respective communities.
In challenging times like these, corporates can definitely play a vital role in supporting these organisations by strengthening their capabilities and capacity through skills-based volunteering.
In this webinar, we share specific needs on-the-ground using the results of a Pulse Check conducted with our non-profit organisations and social enterprises. We also present corporate skills-based volunteering opportunities that may effectively contribute to their survival and sustainability.
Whole systems change across a neighbourhood
How can we collaborate with people to help them build their resilience? Get under the skin of the culture and the lives people live. Identify people’s feelings and experiences of community and understand what people think is shaped by different values and by the environment and infrastructure around them. The future of collaboration could bring many opportunities but people find it more difficult to live and act together than before. How can we help people…and communities build their resilience? Understand people’s different situations and capabilities to develop pathways that help them build resilient relationships. Help people experience and practice change together. Help people grow everyday practices into sustainable projects. Turn people’s everyday motivations into design principles. Support infrastructure that connects different cultures of collaboration. Build relationships with people designing in collaboration for the future…now.
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Positive Peace: Rotary and the Institute for Economics and PeaceRotary International
Rotary and the Institute for Economics and Peace have formed a strategic partnership that draws from the framework of positive peace. The partnership builds on the institute's empirical research on the attitudes, institutions, and structures of more peaceful societies, coupled with Rotary's grassroots work in communities around the globe. Dive into positive peace and learn how Rotarians can get involved through an online peace academy and take action at the local level.
Global grants support large international activities with sustainable, measurable outcomes in Rotary's areas of focus. If you're new to the global grant process, this session is for you. We'll cover the basics of global grants and help you understand how to get started.
Over the past decade and more increasingly, international development donors are calling for stronger approaches to incorporate gender into program design, implementation, and monitoring and evaluation.
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Did you miss our May webinar, Planning for Recreation and Conservation with Diverse Stakeholders? This free webinar, led by Tahnee Robertson and Andi Rogers of Southwest Decision Resources discussed ways to improve collaboration and coordination in stakeholder groups.
Watch today and learn:
– Tips for working with stakeholder groups
– Benefits of diverse stakeholder groups
– Case study examples from around the country
Balancing Acceleration and Systemic Impact: Finding leverage for transformation in SDG change strategies
https://rsdsymposium.org/balancing-acceleration-and-systemic-impact-finding-leverage-for-transformation-in-sdg-change-strategies/
A theory of change is a purposeful model of how an initiative—such as a policy, a strategy, a program, or a project—contributes through a chain of early and intermediate outcomes to the intended result. Theories of change help navigate the complexity of social change.
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Running head: EVALUATION OF CLINICAL PRACTICE: PROGRAM EVALUATION
EVALUATION OF PRACTICE: PROGRAM EVALUATION
Title Page
Adhering to APA 6th Edition Standards
Abstract
This will be the summary for the paper.
Agency/Program
Provide a narrative description of the program and the agency (e.g., theoretical model/framework, agency mission, program goals, target population, community context, need being addressed by the program, length and duration, mode of delivery etc.).
Review of the Literature
Present a comprehensive review of the “best practice” literature associated with the target population’s identified need (e.g., best practices for preventing teen pregnancy among adolescent girls; best practices for intervening with substance using older adult veterans; best practices for improving parenting skills and family functioning). In this section, students must attend to the best practices associated with a given problem area (e.g. teen pregnancy, substance use, poor parenting skills), as well as relevant developmental (adolescence, adulthood, older adulthood) and cultural (e.g., race/ethnicity, immigration status, military/war culture) factors.
Program Assessment
Here you provide the finding of your assessment of program performance in the domains of service utilization and program organization. Be sure that you answer each of the following questions. NOTE: You can present these findings in question/answer format. Yes or No responses are not acceptable – you must be analytical in your assessment and provide deep well thought out responses.
How many persons are receiving services?
Are those receiving services the intended targets?
Are they receiving the proper amount, type, and quality of service? Students will evaluate the extent to which their agency’s program is consistent with best practices. This section requires specific examples of how the agency’s program is/is not supported by the best practice literature.
Are there targets who are not receiving services or subgroups within the target population who are underrepresented among those receiving services?
Are members of the target population aware of the program?
Are necessary program functions being performed adequately?
Is staffing sufficient in numbers and competencies for the functions that must be performed?
Is the program well organized? Does staff work well with each other?
Does the program coordinate effectively with the other programs and agencies with which it must interact?
Are resources, facilities, and funding adequate to support important program functions?
Are resources used effectively and efficiently?
Is the program in compliance with requirements imposed by its governing board, funding agencies, and higher-level administration?
Is the program in compliance with applicable professional and legal standards?
Is performance at some program sites or locales significantly better or poorer than at others?
Are participants satisfied with their.
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More info: re-code.ca/en/whats_happening/159
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http://sandymillin.wordpress.com/iateflwebinar2024
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Digital Tools and AI for Teaching Learning and Research
MSC
1. THE
MOST SIGNIFICANT CHANGE
(MSC) TECHNIQUE
RARE, 2013 - Assessment Task 2
A dialogical approach to information
gathering for monitoring and evaluation.
2. Group Presentation
Member‟s Profiles
Dorothy - located in Dili, East Timor.
Working in international aid within the security
sector.
Karen - located in Jakarta, Indonesia. Currently
working in international aid within the education
sector on programs funded through Australian Aid.
Carol - located in rural Victoria, Australia. Working
for an NGO within the welfare sector.
3. Presentation Content
1. Description of MSC.
1. Purpose of MSC.
1. Appropriate contexts
and uses of MSC, and
inappropriate contexts
and uses of MSC.
1. Strengths of MSC.
2. Weaknesses of MSC.
3. Example of the MSC
approach.
4. MSC activity for the class.
4. Introduction
• The Most Significant Change technique (MSC), is
located in the monitoring form of evaluative inquiry.
• MSC can be used in a program cycle for monitoring
and for program evaluation.
• MSC collects qualitative data rather than the
traditional quantitative reporting in program
monitoring.
5. 1. What is MSC?
Planning
Implementation
Monitoring
Outputs
Quantitative
Reporting
The Most Significant
Change technique is
a participatory form
of program
monitoring and
evaluation.
Typical
Program
Cycle
6. …What is MSC?
• MSC contributes to program monitoring and
evaluation processes through capturing
participants stories, in their own words.
• The story recording and subsequent hierarchical
analysis assist workers and other stakeholders to
understand the impacts of the program.
• Program improvement and worker learning are
thus enhanced through the MSC technique.
7. …The MSC Story
MSC Time Line
1994: Davies
began to develop
the method
In Bangladesh
1996: Called the
„Evolutionary Approach
to Organizational
Learning‟ (Davies)
1998: Termed
„monitoring without
indicators‟
(Guijt, Arevalo, &
Salsdores)
1999: Also known as
„The Story Approach‟
(Dart)
1999: First used in
Australia, called the
„Most Significant
Change‟ Technique
(MSC) Dart et. al.
2009: Further use in
Australia – The
Ambassador
Project, Whitehorse,
Victoria
2000: MSC
approach internet
discussion group
established
2005: Published
in the American
Journal of
Evaluation (Dart
& Davies)
8. 2. What does the Most Significant
Change (MSC) technique do?
• Uses a concept of „dynamic values inquiry‟.
• Searches for, and deliberates over, the value of
significant program outcomes.
• Directs work toward explicitly valued directions
and away from less valued directions.
9. …Collecting SC Stories
Formulating an open ended question to
collect Significant Change (SC) stories:
1. “Looking back over
the last month…
2. …what do you think
was…
3. ..the most significant…
4. …change…
5. …in the quality of
people’s lives…
6. …in this community?”
10. …The MSC Process
Participant stories
collected
Stories discussed & placed
in domains
SC stories chosen &
reasons stated for choices
Qualitative program
outcomes and impacts
Verification, quantification
& report
MSC
Program
Cycle
Incorporates
feedback loops
within the
project, and/or
organisational
hierarchy.
11. …MSC Valued Directions
Voices of
participant's
Workers hear effects
of work and reflect on
practice
Stages of
participatory
discussion, review
and SC selection
Selection group
reflects on practice
Funders &
managers reflect
on desirable
outcomes
A picture of what
participant's
value, stakeholder‟
s value, and
funder‟s value.
Cycle of
improvement
& learning
12. 3. Where does MSC fit?
Introduction
• The evaluator must always choose approaches
and methods which are the most appropriate for
the situation.
• MSC implementation can be adapted to suit
some situation specific characteristics.
• However, MSC is more useful and better aligned
to certain contexts than others.
13. …Where does MSC fit?
Everywhere? Anywhere?
• MSC has been implemented in developing and
developed countries (e.g. Australia and Solomon
Islands).
• Across the range of organisations and institutions
e.g. government, community groups and businesses.
Therefore, is MSC appropriate for any
country, program, project or institution?
14. …Where does MSC fit?
Contexts
Two elements to consider for appropriateness of
context for MSC for the program, project or
institution are:
• Level of complexity.
• Internal characteristics.
15. …Where does MSC fit?
Context - Level of Complexity
Appropriate Inappropriate
Highly Complex Simple
Multilevel Single level
Multiple Stakeholders Few Stakeholders
Divergent Values Focussed Values
Conflicting Opinions Agreement
Ambiguity Clarity
16. …Where does MSC fit?
Context - Internal Characteristics
Characteristic Appropriate Inappropriate
Culture of
Program,
Project or
Institution
Learning Culture Accountability Culture
Improvement Oriented Success Oriented
Open to New
Approaches
Closed to New Approaches
Understanding
of MSC
Accurate Inaccurate
Realistic Expectations Misguided Expectations
Initial Pilot Attempt Full Implementation
17. …Where does MSC fit?
Context - Internal Characteristics
Characteristic Appropriate Inappropriate
People Leadership Stable Changing Leadership
Senior Personnel
Support
Commitment and
Involvement
No Senior Personnel
Support, Commitment or
Involvement
Resourcing Adequate finances Considers MSC „cheap‟ with
inadequate provision
Knowledgeable
Personnel
Considers MSC „easy‟ -
lacking knowledge
Realistic allocation of
time for all MSC phases
Considers MSC „quick‟ with
unrealistic time allocations
18. …Where does MSC fit?
For anything?
• It is possible to use MSC for planning, reporting,
public relations, communication, monitoring and
evaluation.
But what are the more appropriate uses for MSC?
19. …Where does MSC fit?
Uses
Appropriate Inappropriate
Complementary technique within a
suite of M & E methods
Only technique used for M & E
Focus on extreme experience Focus on average experience
Program Improvements Retrospective evaluation for a
finalised program or project
Reflective Practice
Program Outcomes and Impacts
Fluid & Emerging Outcomes Known Outcomes
Changing Focus Static Focus
20. …Where does MSC fit?
Uses
Appropriate Inappropriate
Capturing Unexpected Change Changes Expected
Attaining Shared Vision Vision Established
Participatory Approach Confidentiality Issues
Evaluation Capacity Development Evaluation Knowledge with Experts
Capturing „voice‟ of beneficiaries Ignoring beneficiaries
Qualitative – Hearts & Minds Quantitative – Statistics & Numbers
21. 4. Strengths of MSC
• Inclusive and participatory at all levels.
• Transparent.
• Reflects a strong story telling tradition:
Common in many non-Western cultures.
22. • Contributes to organisational learning:
Provides opportunities to discuss what the
project was trying to achieve and how it can be
improved.
Can help improve program management.
• Non-threatening:
No right or wrong.
Genuine input from participant‟s perspectives.
…Strengths of MSC
23. • Highlights unexpected changes.
• Provides data on impact and outcomes.
• Highlights social benefits.
…Strengths of MSC
24. 5. Weaknesses of MSC
• Costly:
Time.
Human resources.
• Captures extreme cases – not the average.
• Validity and reliability of stories.
25. • Language – can be a barrier/impediment to the
process.
• Difficulties with domains – “fuzzy”.
…Weaknesses of MSC
26. 6. MSC In Action
Click on the link to see a great example of
MSC in action:
http://www.youtube.com/watch?v=NkuJ69zKScU
27. To engage you further in the MSC technique we
have put together some activities for you to try.
Please refer to the activity section within the
written component of our MSC presentation.
7. MSC Class Activity