Katherine Jusino proposes a program to help unemployed individuals below 150% of the poverty line, especially youth and young adults from high-crime areas. Participants will take classes to learn job skills and search for employment while earning income working 4 hours per day, 20 hours per week. The goal is to teach work ethics while providing income and preventing homelessness during unemployment. Quantitative and qualitative evaluation methods will track outcomes like employment and withdrawal rates to assess the program's effectiveness.
Closing the LoopSheree SalaamCapella UniversityStrateg.docxmary772
Closing the Loop
Sheree Salaam
Capella University
Strategies to Disseminate the Results of the Assessment
Make assessent results easy to access (Banta & Blaich, 2011)
Post assessment results on the university website
Send emails to all stakeholders informing them of assessment updates and links to view results on the website
Banta and Blaich (2011) noted that having information that is easy to access for assessment is important. Along with easily accessed information, interested parties should be able to contact persons with specific questions and receive answers (Banta & Blaich, 2011). All students will be emailed to inform them of assessment results. They are important stakeholders in this process and need to be updated with information. Faculty, staff, administration, and external stakeholders will also be informed of assessment news.
2
Strategies to Use the Results of Assessment to Create Improvements
"Conduct only assessments that will impact important decision" (Suskie, 2018, p. 150)
"Give faculty and staff clear expectations and guidance" (Suskie, 2018, p. 132)
Instructors must document teaching modifications with correlating assessment results
The goal is to utilize everyone’s time wisely. There is no need to give assessments that will not affect major changes. Participating in professional development will help faculty be knowledgeable of assessment, but they still need directions on how to proceed. I will give each faculty member involved in the program specific responsibilities. They will be given a checklist so they know all the steps that must be completed. The documentation of modifications of teaching will be used to review with later assessment results.
3
Strategies to Build a Culture of Assessment
"Provide opportunities to learn about assessment" (Suskie, 2018, p. 128)
Involve students in assessment surveys
Assess the assessment program (Banta & Blaich, 2011)
Professional development, workshops, and information meetings will be provided for faculty and staff. The more they learn about assessment, the better equipped they will be to assess students and make improvements. Feedback from students is crucial to having successful assessments. Listening to feedback from students will help us modify aspects of the assessment plan to achieve better results. According to Banta and Blaich (2011), "assessment is a learning process- that is, it takes trial and error for institutions to figure out how to assess" (p. 26). We will frequently analyze our assessment plan, to achieve better results positve participation in the program.
4
References
Banta. T., W., & Blaich, C. (2011). Closing the assessment loop. Change, 43(1), 22-27. Retrieved from http://web.b.ebscohost.com.library.capella.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=87f22247-830c-4c7a-a357-fb216d44a957%40pdc-v-sessmgr04
Suskie, L. (2018). Assessing Student Learning: A Common Sense Guide. Retrieved from https://ebookcentral-proquest-com.library.capella.
20200507_010443.jpg
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20200507_010517.jpg
20200507_010522.jpg
20200507_010527.jpg
CHAPTER
1
Research in Public and Nonprofit Programs
The Basics
What do you think of when you hear the word research? Do you imagine a scientist working in a lab, an economist surrounded by computers and graphs, or a scholar surrounded by a pile of books? You are right; each is conducting research. But research goes well beyond the work of a scientist, an economist, or a scholar. Research may describe what you do when you decide what computer to buy, what jobs to apply for, or what music to download. It also describes what effective managers and influential stakeholders do when they monitor a program’s performance, determine its effectiveness, and assess the experiences and opinions of its clients. With information gathered from research, managers monitor their programs, publicize their successes, and identify opportunities for program improvement. Stakeholders may use the information to decide what programs to support and what policies to advocate for. Just as you sometimes make decisions, organizations make some decisions quickly with little information. Sometimes, however, decisions are made after gathering as much information as possible and organizing it. This latter approach to research is the subject of this text. We define research as the systematic gathering and analysis of empirical information to answer a question.
RESEARCH AND EFFECTIVE MANAGEMENT
Research and effective organizations go hand in hand. They both depend on openness, accountability, and a commitment to learning and change. Openness or transparency is a key organizational and research value, which adds to an organization’s reputation. Stakeholders want to know how an organization uses its resources. They want information on what the organization does and what it has achieved. Information on a program’s performance, its effectiveness, and how it is perceived all contribute to transparency. You, your staff, or a contractor may conduct research to gather information. Whoever conducts the research is expected to disclose what information they gathered, whom they gathered it from, and how they analyzed it. With full disclosure, management teams have the information they need to decide if and how they can act on the research findings.
Accountability may be thought of as an attribute of transparency. An accountable organization is open and produces evidence that it is meeting stakeholder expectations. Donors, funders, and clients may all want confirmation that a program is well managed and achieving results. You may collect data on a program’s clients, activities, services, and results. Information on clients and activities documents that the program reaches the target population and provides appropriate services. You can link the information on clients and activities to data that can be linked to results. .
20200507_010443.jpg
20200507_010448.jpg
20200507_010502.jpg
20200507_010507.jpg
20200507_010513.jpg
20200507_010517.jpg
20200507_010522.jpg
20200507_010527.jpg
CHAPTER
1
Research in Public and Nonprofit Programs
The Basics
What do you think of when you hear the word research? Do you imagine a scientist working in a lab, an economist surrounded by computers and graphs, or a scholar surrounded by a pile of books? You are right; each is conducting research. But research goes well beyond the work of a scientist, an economist, or a scholar. Research may describe what you do when you decide what computer to buy, what jobs to apply for, or what music to download. It also describes what effective managers and influential stakeholders do when they monitor a program’s performance, determine its effectiveness, and assess the experiences and opinions of its clients. With information gathered from research, managers monitor their programs, publicize their successes, and identify opportunities for program improvement. Stakeholders may use the information to decide what programs to support and what policies to advocate for. Just as you sometimes make decisions, organizations make some decisions quickly with little information. Sometimes, however, decisions are made after gathering as much information as possible and organizing it. This latter approach to research is the subject of this text. We define research as the systematic gathering and analysis of empirical information to answer a question.
RESEARCH AND EFFECTIVE MANAGEMENT
Research and effective organizations go hand in hand. They both depend on openness, accountability, and a commitment to learning and change. Openness or transparency is a key organizational and research value, which adds to an organization’s reputation. Stakeholders want to know how an organization uses its resources. They want information on what the organization does and what it has achieved. Information on a program’s performance, its effectiveness, and how it is perceived all contribute to transparency. You, your staff, or a contractor may conduct research to gather information. Whoever conducts the research is expected to disclose what information they gathered, whom they gathered it from, and how they analyzed it. With full disclosure, management teams have the information they need to decide if and how they can act on the research findings.
Accountability may be thought of as an attribute of transparency. An accountable organization is open and produces evidence that it is meeting stakeholder expectations. Donors, funders, and clients may all want confirmation that a program is well managed and achieving results. You may collect data on a program’s clients, activities, services, and results. Information on clients and activities documents that the program reaches the target population and provides appropriate services. You can link the information on clients and activities to data that can be linked to results. .
Cultural Competence Self-Assessment Tool This questionnaireOllieShoresna
Cultural Competence Self-Assessment Tool
This questionnaire is intended to help identify your cultural competence training needs. Cultural
competence refers to the ability to work in ways that recognize and respect culturally based patterns of
behavior and the cultural strengths associated with people and ethnic communication different than your
own. The questionnaire is intended to help assess your strengths and weaknesses in addressing the
cultural diversity of your patients and colleagues. Feel free to copy this survey to use with your clinic staff
members. Circle the responses that most accurately reflect your perception.
Not at
all
Barely Fairly
well
Very
well
1. Do you know:
The prevailing beliefs, custom norms or
values of ethnic communities you serve?
1 2 3 4
How health/illness is defined by members
of the different ethnic communities in
your area?
1
2
3
4
What languages are used by the ethnic
communities in your area?
1
2
3
4
2. How well are you able to describe the strengths
of a given ethnic community?
1
2
3
4
3. Do you attend cultural, ritual, or ceremonial
functions sponsored or presented by ethnic
groups?
1
2
3
4
4. Do you have access to professionals or others
who can give you insight and respect to
understanding or reaching out to members of
ethnic communities?
1
2
3
4
5. Does the waiting room in your office or any of the exam rooms have magazines, books, art work
or cultural artifacts reflecting the ethnic communities that your serve?
None A few Some Many
1 2 3 4
UCare Provider Manual Revised January 2010
6. To what extent do you know the following risk factors of the ethnic communities in your service
area?
Not at
all
Barely Fairly
well
Very well
Infant mortality rates 1 2 3 4
Life expectancy rates 1 2 3 4
Disease prevalence 1 2 3 4
Educational attainment 1 2 3 4
Geographic location 1 2 3 4
Income differentials 1 2 3 4
Unemployment rates 1 2 3 4
7. To what extent do you know the following characteristics of your patients of diverse cultures?
Not at all Barely Fairly well Very well
Social History (how they came to
reside in your area)
1 2 3 4
Role of family/elders in decision
making
1 2 3 4
Availability and accessibility to
social service agencies
1 2 3 4
Basic health expectations 1 2 3 4
Add up your total score and then check the following scale to determine your level of cultural
competence.
55-72 Culturally competent
37-54 Knowledgeable of diversity
19-36 Minimal cultural awareness
18 or below Culturally unaware
Developed by The Center for Cross-Cultural Health, Through the Eyes of Others: Interc ...
Best Practices Roundtable is your opportunity to learn how to run a high ROI mentoring internship program. Learn how to:
Set the goals for the program and organize it
Measure the ROI of the program
Select appropriate Students
Select and empower matched Mentor/Supervisors
Launch the program for maximum impact
Use evaluations for continuous Improvement
On behalf of the Safety Institute of Australia, we invite you to join us for an informative webinar at 2:30pm (AEST) on Wednesday 11 April 2018 titled: From Research to Best Practice in Workplace Health and Wellbeing.
This session takes attendees through the learning from current research and how that translates into practical workplace programs in the digital era.
The presentation will include case studies from building, construction and transport industries.
SPEAKER
James Mills, Director of Operations ,OzHelp | Director – National Workplace Wellness Symposium
James is passionate about using innovation and technology to drive operational and service excellence. James was the driving force behind the design and implementation of the Workplace Tune Up program in conjunction with the University of Wollongong Graduate School of Medicine. A program that gives organisations unprecedented capability in identifying and supporting their at risk employees whilst at the same time gaining an understanding of the impact of workplace practices on the mental health and wellbeing of employees.
James combines a degree in psychology from the Australian National University with experience in senior private sector leadership roles, small business and most recently in the mental health sector to bring innovative and effective solutions to employee health and wellbeing programs reaching over 30,000 employees per- annum.
Closing the LoopSheree SalaamCapella UniversityStrateg.docxmary772
Closing the Loop
Sheree Salaam
Capella University
Strategies to Disseminate the Results of the Assessment
Make assessent results easy to access (Banta & Blaich, 2011)
Post assessment results on the university website
Send emails to all stakeholders informing them of assessment updates and links to view results on the website
Banta and Blaich (2011) noted that having information that is easy to access for assessment is important. Along with easily accessed information, interested parties should be able to contact persons with specific questions and receive answers (Banta & Blaich, 2011). All students will be emailed to inform them of assessment results. They are important stakeholders in this process and need to be updated with information. Faculty, staff, administration, and external stakeholders will also be informed of assessment news.
2
Strategies to Use the Results of Assessment to Create Improvements
"Conduct only assessments that will impact important decision" (Suskie, 2018, p. 150)
"Give faculty and staff clear expectations and guidance" (Suskie, 2018, p. 132)
Instructors must document teaching modifications with correlating assessment results
The goal is to utilize everyone’s time wisely. There is no need to give assessments that will not affect major changes. Participating in professional development will help faculty be knowledgeable of assessment, but they still need directions on how to proceed. I will give each faculty member involved in the program specific responsibilities. They will be given a checklist so they know all the steps that must be completed. The documentation of modifications of teaching will be used to review with later assessment results.
3
Strategies to Build a Culture of Assessment
"Provide opportunities to learn about assessment" (Suskie, 2018, p. 128)
Involve students in assessment surveys
Assess the assessment program (Banta & Blaich, 2011)
Professional development, workshops, and information meetings will be provided for faculty and staff. The more they learn about assessment, the better equipped they will be to assess students and make improvements. Feedback from students is crucial to having successful assessments. Listening to feedback from students will help us modify aspects of the assessment plan to achieve better results. According to Banta and Blaich (2011), "assessment is a learning process- that is, it takes trial and error for institutions to figure out how to assess" (p. 26). We will frequently analyze our assessment plan, to achieve better results positve participation in the program.
4
References
Banta. T., W., & Blaich, C. (2011). Closing the assessment loop. Change, 43(1), 22-27. Retrieved from http://web.b.ebscohost.com.library.capella.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=87f22247-830c-4c7a-a357-fb216d44a957%40pdc-v-sessmgr04
Suskie, L. (2018). Assessing Student Learning: A Common Sense Guide. Retrieved from https://ebookcentral-proquest-com.library.capella.
20200507_010443.jpg
20200507_010448.jpg
20200507_010502.jpg
20200507_010507.jpg
20200507_010513.jpg
20200507_010517.jpg
20200507_010522.jpg
20200507_010527.jpg
CHAPTER
1
Research in Public and Nonprofit Programs
The Basics
What do you think of when you hear the word research? Do you imagine a scientist working in a lab, an economist surrounded by computers and graphs, or a scholar surrounded by a pile of books? You are right; each is conducting research. But research goes well beyond the work of a scientist, an economist, or a scholar. Research may describe what you do when you decide what computer to buy, what jobs to apply for, or what music to download. It also describes what effective managers and influential stakeholders do when they monitor a program’s performance, determine its effectiveness, and assess the experiences and opinions of its clients. With information gathered from research, managers monitor their programs, publicize their successes, and identify opportunities for program improvement. Stakeholders may use the information to decide what programs to support and what policies to advocate for. Just as you sometimes make decisions, organizations make some decisions quickly with little information. Sometimes, however, decisions are made after gathering as much information as possible and organizing it. This latter approach to research is the subject of this text. We define research as the systematic gathering and analysis of empirical information to answer a question.
RESEARCH AND EFFECTIVE MANAGEMENT
Research and effective organizations go hand in hand. They both depend on openness, accountability, and a commitment to learning and change. Openness or transparency is a key organizational and research value, which adds to an organization’s reputation. Stakeholders want to know how an organization uses its resources. They want information on what the organization does and what it has achieved. Information on a program’s performance, its effectiveness, and how it is perceived all contribute to transparency. You, your staff, or a contractor may conduct research to gather information. Whoever conducts the research is expected to disclose what information they gathered, whom they gathered it from, and how they analyzed it. With full disclosure, management teams have the information they need to decide if and how they can act on the research findings.
Accountability may be thought of as an attribute of transparency. An accountable organization is open and produces evidence that it is meeting stakeholder expectations. Donors, funders, and clients may all want confirmation that a program is well managed and achieving results. You may collect data on a program’s clients, activities, services, and results. Information on clients and activities documents that the program reaches the target population and provides appropriate services. You can link the information on clients and activities to data that can be linked to results. .
20200507_010443.jpg
20200507_010448.jpg
20200507_010502.jpg
20200507_010507.jpg
20200507_010513.jpg
20200507_010517.jpg
20200507_010522.jpg
20200507_010527.jpg
CHAPTER
1
Research in Public and Nonprofit Programs
The Basics
What do you think of when you hear the word research? Do you imagine a scientist working in a lab, an economist surrounded by computers and graphs, or a scholar surrounded by a pile of books? You are right; each is conducting research. But research goes well beyond the work of a scientist, an economist, or a scholar. Research may describe what you do when you decide what computer to buy, what jobs to apply for, or what music to download. It also describes what effective managers and influential stakeholders do when they monitor a program’s performance, determine its effectiveness, and assess the experiences and opinions of its clients. With information gathered from research, managers monitor their programs, publicize their successes, and identify opportunities for program improvement. Stakeholders may use the information to decide what programs to support and what policies to advocate for. Just as you sometimes make decisions, organizations make some decisions quickly with little information. Sometimes, however, decisions are made after gathering as much information as possible and organizing it. This latter approach to research is the subject of this text. We define research as the systematic gathering and analysis of empirical information to answer a question.
RESEARCH AND EFFECTIVE MANAGEMENT
Research and effective organizations go hand in hand. They both depend on openness, accountability, and a commitment to learning and change. Openness or transparency is a key organizational and research value, which adds to an organization’s reputation. Stakeholders want to know how an organization uses its resources. They want information on what the organization does and what it has achieved. Information on a program’s performance, its effectiveness, and how it is perceived all contribute to transparency. You, your staff, or a contractor may conduct research to gather information. Whoever conducts the research is expected to disclose what information they gathered, whom they gathered it from, and how they analyzed it. With full disclosure, management teams have the information they need to decide if and how they can act on the research findings.
Accountability may be thought of as an attribute of transparency. An accountable organization is open and produces evidence that it is meeting stakeholder expectations. Donors, funders, and clients may all want confirmation that a program is well managed and achieving results. You may collect data on a program’s clients, activities, services, and results. Information on clients and activities documents that the program reaches the target population and provides appropriate services. You can link the information on clients and activities to data that can be linked to results. .
Cultural Competence Self-Assessment Tool This questionnaireOllieShoresna
Cultural Competence Self-Assessment Tool
This questionnaire is intended to help identify your cultural competence training needs. Cultural
competence refers to the ability to work in ways that recognize and respect culturally based patterns of
behavior and the cultural strengths associated with people and ethnic communication different than your
own. The questionnaire is intended to help assess your strengths and weaknesses in addressing the
cultural diversity of your patients and colleagues. Feel free to copy this survey to use with your clinic staff
members. Circle the responses that most accurately reflect your perception.
Not at
all
Barely Fairly
well
Very
well
1. Do you know:
The prevailing beliefs, custom norms or
values of ethnic communities you serve?
1 2 3 4
How health/illness is defined by members
of the different ethnic communities in
your area?
1
2
3
4
What languages are used by the ethnic
communities in your area?
1
2
3
4
2. How well are you able to describe the strengths
of a given ethnic community?
1
2
3
4
3. Do you attend cultural, ritual, or ceremonial
functions sponsored or presented by ethnic
groups?
1
2
3
4
4. Do you have access to professionals or others
who can give you insight and respect to
understanding or reaching out to members of
ethnic communities?
1
2
3
4
5. Does the waiting room in your office or any of the exam rooms have magazines, books, art work
or cultural artifacts reflecting the ethnic communities that your serve?
None A few Some Many
1 2 3 4
UCare Provider Manual Revised January 2010
6. To what extent do you know the following risk factors of the ethnic communities in your service
area?
Not at
all
Barely Fairly
well
Very well
Infant mortality rates 1 2 3 4
Life expectancy rates 1 2 3 4
Disease prevalence 1 2 3 4
Educational attainment 1 2 3 4
Geographic location 1 2 3 4
Income differentials 1 2 3 4
Unemployment rates 1 2 3 4
7. To what extent do you know the following characteristics of your patients of diverse cultures?
Not at all Barely Fairly well Very well
Social History (how they came to
reside in your area)
1 2 3 4
Role of family/elders in decision
making
1 2 3 4
Availability and accessibility to
social service agencies
1 2 3 4
Basic health expectations 1 2 3 4
Add up your total score and then check the following scale to determine your level of cultural
competence.
55-72 Culturally competent
37-54 Knowledgeable of diversity
19-36 Minimal cultural awareness
18 or below Culturally unaware
Developed by The Center for Cross-Cultural Health, Through the Eyes of Others: Interc ...
Best Practices Roundtable is your opportunity to learn how to run a high ROI mentoring internship program. Learn how to:
Set the goals for the program and organize it
Measure the ROI of the program
Select appropriate Students
Select and empower matched Mentor/Supervisors
Launch the program for maximum impact
Use evaluations for continuous Improvement
On behalf of the Safety Institute of Australia, we invite you to join us for an informative webinar at 2:30pm (AEST) on Wednesday 11 April 2018 titled: From Research to Best Practice in Workplace Health and Wellbeing.
This session takes attendees through the learning from current research and how that translates into practical workplace programs in the digital era.
The presentation will include case studies from building, construction and transport industries.
SPEAKER
James Mills, Director of Operations ,OzHelp | Director – National Workplace Wellness Symposium
James is passionate about using innovation and technology to drive operational and service excellence. James was the driving force behind the design and implementation of the Workplace Tune Up program in conjunction with the University of Wollongong Graduate School of Medicine. A program that gives organisations unprecedented capability in identifying and supporting their at risk employees whilst at the same time gaining an understanding of the impact of workplace practices on the mental health and wellbeing of employees.
James combines a degree in psychology from the Australian National University with experience in senior private sector leadership roles, small business and most recently in the mental health sector to bring innovative and effective solutions to employee health and wellbeing programs reaching over 30,000 employees per- annum.
Chapman Institute’s WellCert program is the premier, and most established, professional certification program in the U.S. for Worksite Wellness practitioners.
Chapter 1 Evaluation and Social Work Making the ConnectionP.docxzebadiahsummers
Chapter 1 Evaluation and Social Work: Making the Connection
Page 4
Let’s begin by considering three important questions: 1. Is evaluation an important area of social work? 2. Is the evaluator role an important one for social workers? 3. How can evaluations help improve or enhance social work interventions? These questions may be your questions as you begin to read this book. They are questions that many social work students and practitioners have pondered. This book is about evaluation so the responses to the first two questions, in brief, will be no surprise to you. Yes, evaluation is an important area of social work. Further, the evaluator role is an important role for every social worker to prepare to assume. Some social workers will be evaluators of programs, and virtually every social worker will be an evaluator of their own practice. It’s like asking whether social workers need to know whether they are doing a good job, or asking them if they know whether their interventions are effective in helping their clients. The third question, asking how evaluation can help improve social work interventions, is the focus of this text.
The underlying theme driving the book is that evaluation is a vital element of any social work approach and is critical for ensuring that social work actually does work! A reassuring theme is that evaluation is a practice area that BSW and MSW students and practitioners alike can learn. Social workers and students wanting to maximize their impact in their jobs will find that the perspective, knowledge, ethics, and skills of evaluations covered in this book are a central component of practice and ensure that you will have a much greater impact on your clients’ well-being. This book provides the needed preparation for evaluation in both a comprehensive and a readable format. The primary emphasis is on the various kinds of small and mid-range formative evaluations that are often implemented at the local agency level; less emphasis is placed on the large, com-plex national and regional studies that may draw the most coverage under the title evaluation. These smaller formative evaluations are also the critical ones that social work students and graduates either are assigned or should consider taking on in their field placements and employment agencies. Such
Page 5
evaluations often are instrumental in determining whether the programs in which you are working will continue and possibly expand. Example of a Small, Formative Evaluation An agency that provides an anger management program to perpetrators of domestic violence offers a series of ten psychoeducational group sessions to help them manage their anger. The agency also conducts an evaluation of this program that is integral to it. An anger management scale is used to measure changes that occur in the participants’ anger after they have completed all ten sessions of a group program. Throughout the series, the specific items of the anger management scale (e.g., be.
Addressing the Risks & Opportunities of Implementing an Outcomes Based Strategy Blackbaud Pacific
Presented by Brenda Dolieslager, Registered Psychologist & Outcome Measurement Consultant
In this webinar Brenda looks at the risks & opportunities that come with implementing an outcomes based strategy.
By watching this webinar you will:
• Learn what is and is not required to successfully adopt an outcomes based strategy.
• Understand how you are positioned to adopt an outcomes based strategy and what should be your next steps
• Assess the risks involved and learn how they can be mitigated
• Be armed with information to commence of further internal and external conversations around outcomes based strategies.
To view the full webinar please visit: https://www.blackbaud.com.au/notforprofit-events/webinars/past
Program Evaluation Studies TK Logan and David Royse .docxstilliegeorgiana
Program Evaluation
Studies
TK Logan and David Royse
A
variety of programs have been developed to address social problems such
as drug addiction, homelessness, child abuse, domestic violence, illiteracy,
and poverty. The goals of these programs may include directly addressing
the problem origin or moderating the effects of these problems on indi-
viduals, families, and communities. Sometimes programs are developed
to prevent something from happening such as drug use, sexual assault, or crime.
These kinds of problems and programs to help people are often what allracts many
social workers to the profession; we want to be part of the mechanism through which
society provides assistance to those most in need. Despite low wages, bureaucratic red
tape, and routinely uncooperative clients, we tirelessly provide services tha t are invaluable
but also at various Limes may be or become insufficient or inappropriate. But without
conducting eva luation, we do not know whether our programs are helping or hurting,
that is, whether they only postpone the hunt for real solutions or truly construct new
futures for our clients. This chapter provides an overview of program evaluation in gen -
eral and outlines the primary considerations in designing program evaluations.
Evaluation can be done informally or formally. We are constantly, as consumers, infor-
mally evaluating products, services, and in formation. For example, we may choose not to
return to a store or an agency again if we did not evaluate the experience as pleasant.
Similarl y, we may mentally take note of unsolicited comments or anecdotes from clients and
draw conclusions about a program. Anecdotal and informal approaches such as these gen-
erally are not regarded as carrying scientific credibility. One reason is that decision biases
play a role in our "informal" evaluation. Specifically, vivid memories or strongly negative or
positive anecdotes will be overrepresented in our summaries of how things are evaluated.
This is why objective data are necessary to truly understand what is or is not working.
By contrast, formal evaluations systematically examine data from and about programs
and their outcomes so that better decisions can be made about the interventions designed
to address the related social problem. Thus, program evaluation involves the usc of social
research meLhodologies to appraise and improve the ways in which human services, poli-
ci~s, and programs are co nducted. Formal eva l.uation, by its very nature, is applied research.
Formal program evaluations attempt to answer the following general ques tion: Does
the p rogram work? Program evaluation may also address questions such as the following:
Do our clients get better? How does our success rate compare to those of other programs
or agencies? Can the same level of success be obtained through less expensive means?
221
222 PART II • QUANTITATIVE A PPROACHES: TYPES OF STUD IES
What is the expe ...
Workforce diversity, historically, is associated with social and economic advancement movements for people of color that originated in America and has become a global initiative over the past 50 years. The critics of workforce diversity often cite Affirmative Action rhetoric and its associated workforce discrepancies against the majority culture.
However, more progressive and strategic thoughts about workforce diversity have evolved over the past 10 years to reflect on the organization value of diversity in the workplace and its ability to increase innovation, competitive advantage and speed to market for its early adopters.
This seminar will offer a qualitative assessment of workforce diversity and examine its business value to organizations that decide on a committed diversity initiative and execution plan.
What will seminar participants learn from this seminar? Seminar participants will:
a. explore qualitative relevant factors that provide insight into the value of workforce diversity to organizational business objectives.
b. learn how qualitative assessments provide insights into the interpretation of quantitative diversity metrics.
c. acquire understanding of the tactical and strategic value that quantitative and qualitative assessments provide organization that require business value indicators for the diversity programs and initiatives.
Assignment 4 Analysis of the Agency’s Policies, Procedures, and P.docxbraycarissa250
Assignment 4: Analysis of the Agency’s Policies, Procedures, and Plans regarding Unions, Privatization, Pensions, and Productivity, Part 4
Due Week 10 and worth 250 points
Refer to the Scenario for Assignments 1, 2, 3, and 4
Write a four to six (4-6) page paper in which you:
1. Determine whether your selected agency should have union representation. Defend your position with at least two reasons. (Title this section "The Agency and Unions")
2. Determine whether your selected agency should privatize its services. Defend your position with at least two (2) reasons. (Title this section "The Agency and Privatization")
3. Analyze at least two (2) of the agency’s policies, procedures, and / or plans regarding pensions. (Title this section "Employee Pension Plans")
4. Recommend at least three (3) actions the agency could take to improve in the areas of productivity and performance evaluation. (Title this section "Recommendations for Improving Productivity and Performance Evaluation")
5. Appropriately incorporate at least four (4) quality sources. A quality source can be either popular, such as a news article, or scholarly, such as peer-reviewed works. In the case of public administration, government websites are appropriate quality resources. Note: Wikipedia, Spark Notes, and similar websites do not quality as academic resources. Visit the Strayer University Library at http://research.strayer.edu to conduct research.
Icampus.strayer.edu
Login: c9468652853
Password: [email protected]
Running head: AGENCY’S LAW AND ETHICS OF HIRING A DIVERSE WORKFORCE 1
AGENCY’S LAW AND ETHICS OF HIRING A DIVERSE WORKFORCE 4
Agency’s Law and Ethics of Hiring a Diverse Workforce
Delores Blango
Strayer University
Dr. Pantaleo
PAD-530 Public Personnel Management
November 17, 2019
Laws Affecting the Agency
Law of discrimination based on the age impacts the agency’s personal management. The Age Discrimination Act of 1967 prohibits the employers from discriminating individuals who are above forty years. In United States, there are penalties and charges for the individual who are involved in discrimination. The act also applies to the businesses, which have more than 20 employees and those operating overseas and interstate. Some of the actions show’s discrimination against age a demoting or fired because they have reached at the age of 40 years. Age discrimination can also come with other factors such as the race of the individual, ethnicity and nationality (Cumming, Dannhauser & Johan, 2015). Age discrimination can bring anxiety and hatred because some of the people feel that they are not valued. Similarly, another law is Whistleblower Protection Act (WPA). The aim of the act was protecting federal employees and ensuring that their rights have been improved and protected. The employers have changed the ways of handling business because of the issue of whistle blowing. It is something, which is very common and the Human Resource Managers have to make ...
Running head: SELF-ASSESSMENT 1
Self-assessment
Jacob Fejeran
Professor: David Gualco
DeVry University
Career Development
Introduction
Self-assessment is the processes where an individual clarifies his or her won values regarding career choice through discovering the relationship between other occupations. Self-assessment is import because it reveals an individual’s attributes, interest and values, as well as skills and interest.
Self-assessment and results
1. Assessment activities
1. Research on the profession
2. Inquire from the mentors and career masters
3. Seek for qualifications needed for study and developing my career
4. Examined my values and interest
5. Determined the relevance of my values and interests to the current world
6. Identified the working environments and conditions
7. Investigated the ways of career development
8. I made informed decisions
9. Looked at the market trends and the labor market
10. I developed a specific profession and life goals in order to implement realistic action planning that could be achieved within the set timelines.
2. Marketable career skills
1. Leadership skills
2. Communication skills
3. Problem solving skills
4. Management skills
5. Research and planning skills
6. Interpersonal skills
7. Skills that help to promote production
8. Interviewing skills
9. Coordinating
10. Life learning skills
11. Decision making skills
12. Teaching skills
13. Problem solving skills
14 marketing skills
15. Production
3. Example of instances that I have demonstrated
1. Hotel during my practicum
2. School where I as able to practice leadership skills
3. Coca cola company where I went for my internship
Core values
1. Open and honesty
2. Intergrity
3. Respect
4. Quality
5. Developing loyalty
Describe your ideal job
Human resource manager is a set of duties that helps in need to be managed in order to meet the set goals of the company. This is a department in an organization thatdeals with programs is to develop the workforce which is needed to meet the current and future needs of the company .The other key part of the human resources department is to develop and implement the policies which are associated to the procedures in the achievement of the company goals. It majorly deals with employment, replacements, retrenchment, training, performance evaluation in addition, it also deals with the management, and coordination of other department towards achieving the set goals of the organization. The Human resource department deals with Strategic planning and management. This is a method of formulation, implementation and evaluation of functional decisions, which help an organization to achieve its set goals and objectives. In this case, a corporate management body combines the analysis and formulation of policies that helps in achieving a competitive advantage. It consists of understating strategic.
IntroductionWe all know that the four factors of producti.docxvrickens
Introduction
We all know that the four factors of production are land, labor, capital and entrepreneurship. By skillfully combining all of the above factors, we have been able to create goods and services which in turn have created economic value.
Through this presentation we would like to provide some impetus on the second factor of production i.e.Labor.
The basic definition of labor can be stated as the human effort of one or more individual which is required to create goods and services. It is the responsible of the entrepreneur to bring together the labor resources so as to be able to create value. (Unknown)
-Contd
Labor as a factor of production can mean different things in different circumstances. For example a doctor treating patients in his clinic can be considered an entrepreneur as well as labor. On the other hand, a receptionist hired by the same doctor would be considered labor.
The doctor hires some support staff to be able to perform his or her tasks more efficiently while being able to maximize returns after paying the salaries for the staff. This can only happen if the staff is qualified and can work according to the expectations of the employer.
In this context, it becomes necessary to properly assess the hiring process for any organization so that they can maximize returns while controlling costs.
Hiring Best Practices
Here are some of the best practices that we believe, all employers should employ
Identify Need – The first step towards hiring somebody is for an individual in charge of hiring to identify a need. This may seem easier than it sounds but in many cases we have seen that organizations being overstaffed, carrying high salary costs and having highly unproductive resources.
Define Job description – Once a need has been identified, the employer must spend time to define what tasks are expected to be done by the prospective employee. Failure to do this causes friction between the employer and employee and may hamper performance of the employee.
Best Practices - contd
Plan the Hiring – Once the description and requirement have been established, it is necessary to outline how the process is expected to be completed right from the time of posting the job on various platforms to the point of onboarding the employee. It is helpful to identify the internal resources which are responsible for driving the process to completion and make sure they know the expectations.
Market Availability – Once all the internal planning is in place, the firm must actively market the open position. It is often experienced that openings go unfulfilled due to the lack of awareness among the job seekers. The firm should aggressively market the position on various job portals, newspaper classifieds, social media as well as their own website. The more awareness created, the more applicants and higher chances of fulfilling the position.
Best Practices - contd
Review CV’s – A strong marketing campaign would ...
Plan and (HYPOTHETICALLY) evaluate a public health intervention ut.docxajoy21
Plan and (HYPOTHETICALLY) evaluate a public health intervention utilizing the MAP-IT Tool.
Based upon the key findings, gaps, and recommendations obtained from the family assessment and the community assessment perform an evaluation of an actual or hypothetical public health intervention. The intervention
MUST address one of the Healthy People Topics & Objectives
No two public health interventions are exactly alike. But most interventions share a similar path to success: Mobilize, Assess, Plan, Implement, Track.
Otherwise known as MAP-IT, this framework can be used to plan and evaluate public health interventions to achieve Healthy People 2020 objectives. Whether you are a seasoned public health professional or new to the field, the MAP-IT framework will help you create your own path to a healthy community and a healthier Nation.
MOBLIZE -
Questions To Ask and Answer: What is the vision and mission of the coalition? Why do I want to bring people together?
Who should be represented?
Who are the potential partners (organizations and businesses) in my
community? Assess both needs and assets (resources) in your community.
This will help you get a sense of what you can do, versus what you would like
to do. Work together as a coalition to set priorities.
What do community members and key stakeholders see as the most important issues? Consider feasibility, effectiveness, and measurability as you determine your priorities. Start collecting State and local data to paint a realistic picture of community needs.
The data you collect during the assessment phase will serve as baseline data. Baseline data provide information you gather before you start a program or intervention. They allow you to track your progress.
CRITICAL ELEMENTS -
1. Key individuals and organizations are identified to address the community need
2. Appropriate community coalitions already in place are asked to join the MAP-IT project 3. Vision for the community defined and stated
ASSESS -
Questions To Ask and Answer:
Who is affected and how?
What resources do we have?
What resources do we need?
Assess both needs and assets (resources) in your community.
This will help you get a sense of what you can do, versus what you would like to do. Work together as a coalition to set priorities.
What do community members and key stakeholders see as the most important issues? Consider feasibility, effectiveness, and measurability as you determine your priorities.
Start collecting State and local data to paint a realistic picture of community needs.
The data you collect during the assessment phase will serve as baseline data. Baseline data provide information you gather before you start a program or intervention. They allow you to track your progress.
CRITICAL ELEMENTS -
4. Community assessment includes all required demographic data 5. Assessment includes all required morbidity and mortality data
6. Three behavioral risk factors that are modifiable are identified the com.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Chapman Institute’s WellCert program is the premier, and most established, professional certification program in the U.S. for Worksite Wellness practitioners.
Chapter 1 Evaluation and Social Work Making the ConnectionP.docxzebadiahsummers
Chapter 1 Evaluation and Social Work: Making the Connection
Page 4
Let’s begin by considering three important questions: 1. Is evaluation an important area of social work? 2. Is the evaluator role an important one for social workers? 3. How can evaluations help improve or enhance social work interventions? These questions may be your questions as you begin to read this book. They are questions that many social work students and practitioners have pondered. This book is about evaluation so the responses to the first two questions, in brief, will be no surprise to you. Yes, evaluation is an important area of social work. Further, the evaluator role is an important role for every social worker to prepare to assume. Some social workers will be evaluators of programs, and virtually every social worker will be an evaluator of their own practice. It’s like asking whether social workers need to know whether they are doing a good job, or asking them if they know whether their interventions are effective in helping their clients. The third question, asking how evaluation can help improve social work interventions, is the focus of this text.
The underlying theme driving the book is that evaluation is a vital element of any social work approach and is critical for ensuring that social work actually does work! A reassuring theme is that evaluation is a practice area that BSW and MSW students and practitioners alike can learn. Social workers and students wanting to maximize their impact in their jobs will find that the perspective, knowledge, ethics, and skills of evaluations covered in this book are a central component of practice and ensure that you will have a much greater impact on your clients’ well-being. This book provides the needed preparation for evaluation in both a comprehensive and a readable format. The primary emphasis is on the various kinds of small and mid-range formative evaluations that are often implemented at the local agency level; less emphasis is placed on the large, com-plex national and regional studies that may draw the most coverage under the title evaluation. These smaller formative evaluations are also the critical ones that social work students and graduates either are assigned or should consider taking on in their field placements and employment agencies. Such
Page 5
evaluations often are instrumental in determining whether the programs in which you are working will continue and possibly expand. Example of a Small, Formative Evaluation An agency that provides an anger management program to perpetrators of domestic violence offers a series of ten psychoeducational group sessions to help them manage their anger. The agency also conducts an evaluation of this program that is integral to it. An anger management scale is used to measure changes that occur in the participants’ anger after they have completed all ten sessions of a group program. Throughout the series, the specific items of the anger management scale (e.g., be.
Addressing the Risks & Opportunities of Implementing an Outcomes Based Strategy Blackbaud Pacific
Presented by Brenda Dolieslager, Registered Psychologist & Outcome Measurement Consultant
In this webinar Brenda looks at the risks & opportunities that come with implementing an outcomes based strategy.
By watching this webinar you will:
• Learn what is and is not required to successfully adopt an outcomes based strategy.
• Understand how you are positioned to adopt an outcomes based strategy and what should be your next steps
• Assess the risks involved and learn how they can be mitigated
• Be armed with information to commence of further internal and external conversations around outcomes based strategies.
To view the full webinar please visit: https://www.blackbaud.com.au/notforprofit-events/webinars/past
Program Evaluation Studies TK Logan and David Royse .docxstilliegeorgiana
Program Evaluation
Studies
TK Logan and David Royse
A
variety of programs have been developed to address social problems such
as drug addiction, homelessness, child abuse, domestic violence, illiteracy,
and poverty. The goals of these programs may include directly addressing
the problem origin or moderating the effects of these problems on indi-
viduals, families, and communities. Sometimes programs are developed
to prevent something from happening such as drug use, sexual assault, or crime.
These kinds of problems and programs to help people are often what allracts many
social workers to the profession; we want to be part of the mechanism through which
society provides assistance to those most in need. Despite low wages, bureaucratic red
tape, and routinely uncooperative clients, we tirelessly provide services tha t are invaluable
but also at various Limes may be or become insufficient or inappropriate. But without
conducting eva luation, we do not know whether our programs are helping or hurting,
that is, whether they only postpone the hunt for real solutions or truly construct new
futures for our clients. This chapter provides an overview of program evaluation in gen -
eral and outlines the primary considerations in designing program evaluations.
Evaluation can be done informally or formally. We are constantly, as consumers, infor-
mally evaluating products, services, and in formation. For example, we may choose not to
return to a store or an agency again if we did not evaluate the experience as pleasant.
Similarl y, we may mentally take note of unsolicited comments or anecdotes from clients and
draw conclusions about a program. Anecdotal and informal approaches such as these gen-
erally are not regarded as carrying scientific credibility. One reason is that decision biases
play a role in our "informal" evaluation. Specifically, vivid memories or strongly negative or
positive anecdotes will be overrepresented in our summaries of how things are evaluated.
This is why objective data are necessary to truly understand what is or is not working.
By contrast, formal evaluations systematically examine data from and about programs
and their outcomes so that better decisions can be made about the interventions designed
to address the related social problem. Thus, program evaluation involves the usc of social
research meLhodologies to appraise and improve the ways in which human services, poli-
ci~s, and programs are co nducted. Formal eva l.uation, by its very nature, is applied research.
Formal program evaluations attempt to answer the following general ques tion: Does
the p rogram work? Program evaluation may also address questions such as the following:
Do our clients get better? How does our success rate compare to those of other programs
or agencies? Can the same level of success be obtained through less expensive means?
221
222 PART II • QUANTITATIVE A PPROACHES: TYPES OF STUD IES
What is the expe ...
Workforce diversity, historically, is associated with social and economic advancement movements for people of color that originated in America and has become a global initiative over the past 50 years. The critics of workforce diversity often cite Affirmative Action rhetoric and its associated workforce discrepancies against the majority culture.
However, more progressive and strategic thoughts about workforce diversity have evolved over the past 10 years to reflect on the organization value of diversity in the workplace and its ability to increase innovation, competitive advantage and speed to market for its early adopters.
This seminar will offer a qualitative assessment of workforce diversity and examine its business value to organizations that decide on a committed diversity initiative and execution plan.
What will seminar participants learn from this seminar? Seminar participants will:
a. explore qualitative relevant factors that provide insight into the value of workforce diversity to organizational business objectives.
b. learn how qualitative assessments provide insights into the interpretation of quantitative diversity metrics.
c. acquire understanding of the tactical and strategic value that quantitative and qualitative assessments provide organization that require business value indicators for the diversity programs and initiatives.
Assignment 4 Analysis of the Agency’s Policies, Procedures, and P.docxbraycarissa250
Assignment 4: Analysis of the Agency’s Policies, Procedures, and Plans regarding Unions, Privatization, Pensions, and Productivity, Part 4
Due Week 10 and worth 250 points
Refer to the Scenario for Assignments 1, 2, 3, and 4
Write a four to six (4-6) page paper in which you:
1. Determine whether your selected agency should have union representation. Defend your position with at least two reasons. (Title this section "The Agency and Unions")
2. Determine whether your selected agency should privatize its services. Defend your position with at least two (2) reasons. (Title this section "The Agency and Privatization")
3. Analyze at least two (2) of the agency’s policies, procedures, and / or plans regarding pensions. (Title this section "Employee Pension Plans")
4. Recommend at least three (3) actions the agency could take to improve in the areas of productivity and performance evaluation. (Title this section "Recommendations for Improving Productivity and Performance Evaluation")
5. Appropriately incorporate at least four (4) quality sources. A quality source can be either popular, such as a news article, or scholarly, such as peer-reviewed works. In the case of public administration, government websites are appropriate quality resources. Note: Wikipedia, Spark Notes, and similar websites do not quality as academic resources. Visit the Strayer University Library at http://research.strayer.edu to conduct research.
Icampus.strayer.edu
Login: c9468652853
Password: [email protected]
Running head: AGENCY’S LAW AND ETHICS OF HIRING A DIVERSE WORKFORCE 1
AGENCY’S LAW AND ETHICS OF HIRING A DIVERSE WORKFORCE 4
Agency’s Law and Ethics of Hiring a Diverse Workforce
Delores Blango
Strayer University
Dr. Pantaleo
PAD-530 Public Personnel Management
November 17, 2019
Laws Affecting the Agency
Law of discrimination based on the age impacts the agency’s personal management. The Age Discrimination Act of 1967 prohibits the employers from discriminating individuals who are above forty years. In United States, there are penalties and charges for the individual who are involved in discrimination. The act also applies to the businesses, which have more than 20 employees and those operating overseas and interstate. Some of the actions show’s discrimination against age a demoting or fired because they have reached at the age of 40 years. Age discrimination can also come with other factors such as the race of the individual, ethnicity and nationality (Cumming, Dannhauser & Johan, 2015). Age discrimination can bring anxiety and hatred because some of the people feel that they are not valued. Similarly, another law is Whistleblower Protection Act (WPA). The aim of the act was protecting federal employees and ensuring that their rights have been improved and protected. The employers have changed the ways of handling business because of the issue of whistle blowing. It is something, which is very common and the Human Resource Managers have to make ...
Running head: SELF-ASSESSMENT 1
Self-assessment
Jacob Fejeran
Professor: David Gualco
DeVry University
Career Development
Introduction
Self-assessment is the processes where an individual clarifies his or her won values regarding career choice through discovering the relationship between other occupations. Self-assessment is import because it reveals an individual’s attributes, interest and values, as well as skills and interest.
Self-assessment and results
1. Assessment activities
1. Research on the profession
2. Inquire from the mentors and career masters
3. Seek for qualifications needed for study and developing my career
4. Examined my values and interest
5. Determined the relevance of my values and interests to the current world
6. Identified the working environments and conditions
7. Investigated the ways of career development
8. I made informed decisions
9. Looked at the market trends and the labor market
10. I developed a specific profession and life goals in order to implement realistic action planning that could be achieved within the set timelines.
2. Marketable career skills
1. Leadership skills
2. Communication skills
3. Problem solving skills
4. Management skills
5. Research and planning skills
6. Interpersonal skills
7. Skills that help to promote production
8. Interviewing skills
9. Coordinating
10. Life learning skills
11. Decision making skills
12. Teaching skills
13. Problem solving skills
14 marketing skills
15. Production
3. Example of instances that I have demonstrated
1. Hotel during my practicum
2. School where I as able to practice leadership skills
3. Coca cola company where I went for my internship
Core values
1. Open and honesty
2. Intergrity
3. Respect
4. Quality
5. Developing loyalty
Describe your ideal job
Human resource manager is a set of duties that helps in need to be managed in order to meet the set goals of the company. This is a department in an organization thatdeals with programs is to develop the workforce which is needed to meet the current and future needs of the company .The other key part of the human resources department is to develop and implement the policies which are associated to the procedures in the achievement of the company goals. It majorly deals with employment, replacements, retrenchment, training, performance evaluation in addition, it also deals with the management, and coordination of other department towards achieving the set goals of the organization. The Human resource department deals with Strategic planning and management. This is a method of formulation, implementation and evaluation of functional decisions, which help an organization to achieve its set goals and objectives. In this case, a corporate management body combines the analysis and formulation of policies that helps in achieving a competitive advantage. It consists of understating strategic.
IntroductionWe all know that the four factors of producti.docxvrickens
Introduction
We all know that the four factors of production are land, labor, capital and entrepreneurship. By skillfully combining all of the above factors, we have been able to create goods and services which in turn have created economic value.
Through this presentation we would like to provide some impetus on the second factor of production i.e.Labor.
The basic definition of labor can be stated as the human effort of one or more individual which is required to create goods and services. It is the responsible of the entrepreneur to bring together the labor resources so as to be able to create value. (Unknown)
-Contd
Labor as a factor of production can mean different things in different circumstances. For example a doctor treating patients in his clinic can be considered an entrepreneur as well as labor. On the other hand, a receptionist hired by the same doctor would be considered labor.
The doctor hires some support staff to be able to perform his or her tasks more efficiently while being able to maximize returns after paying the salaries for the staff. This can only happen if the staff is qualified and can work according to the expectations of the employer.
In this context, it becomes necessary to properly assess the hiring process for any organization so that they can maximize returns while controlling costs.
Hiring Best Practices
Here are some of the best practices that we believe, all employers should employ
Identify Need – The first step towards hiring somebody is for an individual in charge of hiring to identify a need. This may seem easier than it sounds but in many cases we have seen that organizations being overstaffed, carrying high salary costs and having highly unproductive resources.
Define Job description – Once a need has been identified, the employer must spend time to define what tasks are expected to be done by the prospective employee. Failure to do this causes friction between the employer and employee and may hamper performance of the employee.
Best Practices - contd
Plan the Hiring – Once the description and requirement have been established, it is necessary to outline how the process is expected to be completed right from the time of posting the job on various platforms to the point of onboarding the employee. It is helpful to identify the internal resources which are responsible for driving the process to completion and make sure they know the expectations.
Market Availability – Once all the internal planning is in place, the firm must actively market the open position. It is often experienced that openings go unfulfilled due to the lack of awareness among the job seekers. The firm should aggressively market the position on various job portals, newspaper classifieds, social media as well as their own website. The more awareness created, the more applicants and higher chances of fulfilling the position.
Best Practices - contd
Review CV’s – A strong marketing campaign would ...
Plan and (HYPOTHETICALLY) evaluate a public health intervention ut.docxajoy21
Plan and (HYPOTHETICALLY) evaluate a public health intervention utilizing the MAP-IT Tool.
Based upon the key findings, gaps, and recommendations obtained from the family assessment and the community assessment perform an evaluation of an actual or hypothetical public health intervention. The intervention
MUST address one of the Healthy People Topics & Objectives
No two public health interventions are exactly alike. But most interventions share a similar path to success: Mobilize, Assess, Plan, Implement, Track.
Otherwise known as MAP-IT, this framework can be used to plan and evaluate public health interventions to achieve Healthy People 2020 objectives. Whether you are a seasoned public health professional or new to the field, the MAP-IT framework will help you create your own path to a healthy community and a healthier Nation.
MOBLIZE -
Questions To Ask and Answer: What is the vision and mission of the coalition? Why do I want to bring people together?
Who should be represented?
Who are the potential partners (organizations and businesses) in my
community? Assess both needs and assets (resources) in your community.
This will help you get a sense of what you can do, versus what you would like
to do. Work together as a coalition to set priorities.
What do community members and key stakeholders see as the most important issues? Consider feasibility, effectiveness, and measurability as you determine your priorities. Start collecting State and local data to paint a realistic picture of community needs.
The data you collect during the assessment phase will serve as baseline data. Baseline data provide information you gather before you start a program or intervention. They allow you to track your progress.
CRITICAL ELEMENTS -
1. Key individuals and organizations are identified to address the community need
2. Appropriate community coalitions already in place are asked to join the MAP-IT project 3. Vision for the community defined and stated
ASSESS -
Questions To Ask and Answer:
Who is affected and how?
What resources do we have?
What resources do we need?
Assess both needs and assets (resources) in your community.
This will help you get a sense of what you can do, versus what you would like to do. Work together as a coalition to set priorities.
What do community members and key stakeholders see as the most important issues? Consider feasibility, effectiveness, and measurability as you determine your priorities.
Start collecting State and local data to paint a realistic picture of community needs.
The data you collect during the assessment phase will serve as baseline data. Baseline data provide information you gather before you start a program or intervention. They allow you to track your progress.
CRITICAL ELEMENTS -
4. Community assessment includes all required demographic data 5. Assessment includes all required morbidity and mortality data
6. Three behavioral risk factors that are modifiable are identified the com.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
2. Program Information
Katherine’s Mission
My program will be addressing the needs of those who are unemployed. I will be focusing on the population group
that is under the 150% poverty rate in the United States. This will be a company that will serve people that are
unemployed. My program will be helping youth and young adults that have lived in areas with crime.They will be
entering a program that will allow them to focus on taking classes to look for employment. While, working for 4
hours, and earning after the 4 hours of class. They will be able to bring a paycheck for 20hrs of work per week.
This program can teach them work ethics.
This program can teach them work ethics. Not allowing people to go through the bertin of not having a job, and
looking for a job without earning anything. Someone has to pay there bills. This program will allow them to look for
a job while earning a little bit of money. Along the way teaching those with bad work ethics. Work ethis.
3. Political, economic, social, and
technological factors
Some political, economic, social, and technological factors will be that I will be serving people that are unemployed. These individuals will probably live in
poverty or in danger of poverty. They will probably be in danger of having there home lost.
I will be assessing the needs and the strengths of the program by assessing the clients by their income. They will need to provide proof of income to qualify to
the program. I think I would use the 150% poverty guideline for this program as the rent and the prizes on many things are going up. They will also have to
provide proof that they have been affected by crime.
The factors of culture and diversity would have the greatest effect on our clients and our program will be a diverse program. I will invite people of all ages,
colors, and sex. Older people needs jobs as well. I have learned that mom and pop stores temp to hire more of the older people and the young ones.
The mission and primary goals for the program are to serve and help the community in need of employment find jobs while providing them with an income.
Give some examples of specific, measurable objectives that would help meet one of the goals you have identified.
An example of a specific, measurable objective would be having someone earn money for two weeks while he is looking for a job. Then have that person
move on to finding a job and moving to work in that job full time. That would be a great success.
4. Culture and diversity
Diversity in our company is
welcome and respected.
All clients regardless of sex, age,
color, or disability will be served.
5. Theory and Design
1. In the human service program, you have been designing, which theory do you plan to apply?
In the human service program, I have been designing I would like to apply the Bureucracy Classic Theory.
-Equal treatment for all employers.
-Reliance on expertise, skills, and experience relevant to the position.
-No extra organizational prerogatives of the position; that is, the position is seen as belonging to the organization, not the
person. The employee cannot use it for personal ends.
-Specific standards of work and output.
-Extensive record keeping daling with the work and output.
- Establishment and enforcement of rules and regulations that serve the interests of the organization.
-Recognition that rules and regulations bind managers as well as employees; thus employees can hold management to the
terms of the employment.
Bureucracy, Judith A. Lewis, Thomas Packard, Michael D. Lewis, 2012, Page # 80
6. Theory and Design
1. How should work be divided among departments and individuals?
Work between department and individuals should be divided by function and department.
1. How will you make sure that the work of various individuals and groups is effectively coordinated?
I will make sure that the work of various individuals and groups is effectively coordinated using the design that was made based on Taylor & Felton,
1993.
-Review the organization's purpose and strategic directions. Consult the agency's strategic plan for answers to such questions as: What needs
opportunities need to be addressed? What are the overall strategies and goals? What specific objectives need to be accomplished?
-Determine the best service delivery technologies.
-Allocate staff roles and determine the most appropriate decision making and communication process.
-Determine the most appropriate organizational structure.
- Ensure that the entire system, including service delivery programs, structure, staff roles, and organizational process are all aligned, or "fit" Together.
(Judith A. Lewis, Thomas Pachard, and Michael D. Lewis, 2012, Page # 104).
7. Line item Budget
Program Director $60,000
Teacher $40,000
Part Manager $40,000
Personnel Position $140,000
Program Supplies $2,000
Office Supplies $1,000
Office Furniture $3,000
Telephone $1,000
Printing $1,000
Software $2,000
Computers $6,000
Rent @1,200 $14,440
Evaluation Consultant $2,000
Nonpersonnel $32,440
Total nonpersonnel + Personnel = $172,440
Agency Indirect @ 10% of program cost = $17,244
Total Program = $189,684
8. Information System
My documentation will begin with financial documentation. I will be receiving a grant from the state
to begin the program. Once this occurs, I have to keep track, documentations, and receipts for
everything that I spent. Desk, Computers, Staff...... Then I will have to keep track of all the clients
that are assisted. Being mindful of the amount of clients our founders have placed as a goal. I would
measure the accomplishments of the objective by having documentation of the clients that have
found a job and the clients that have withdrawn. Additional documentation will include keeping track
of the jobs that they have applied to.
How would I document changes in the quality of life conditions experienced by my clients? In the
case that a client leaves the program my company will be contacting the client and certifying that
the client is ok. The company will record what the exit problem was. The company will also be
inviting the client back to continue to look for work. In addition the client will be reached out to a
couple of months later to be check up on.
9. Program evaluation
It has been my experience that programs get evaluated frequently. The information provided is sensible because the information that an auditor may want to collect may
not be the one that you are collecting.
1. Do you plan to use quantitative, methods, qualitative methods, or both? On what did you base this choice? I plan to use quantitative
methods and qualitative methods. Quantitative methods focus on generating data; Contains data from surveys and more; the data is
measurable; it requires a report. These are things that an evaluator may be looking for.
A quantitative method focuses on developing a better understanding; it develops the initial understanding of data; engages and discovers various ideas. This type of
information is the information that would be most interested in for my company.
1. What outcome measures will you use? Judith A. Lewis tells us that there are two different types of evaluation. She tells us that both
outcome and process evaluations depend on clearly specified objectives. In outcome evaluation, the objectives are stated in terms of
expected results, whereas in process evaluations they are stated in terms of services delivered and program implementation activities.
(Lewis, 2012, Page# 215).
Reference:
Judith A. Lewis, 2012, Management of Human Service Programs, Bookshelf: Management of Human Service Programs (vitalsource.com)
10. Program evaluation
Judith A. Lewis continues to tell us that according to Patton (2008, p. 243) six elements are needed to focus an evaluation on client
outcomes:
1. A specific participant or client target group
2. The desired outcome (s) for that target group
3. One or more indicators for each desired outcome
4. Details of data collection
5. How results will be used
6. Performance targets
Reference:
Judith A. Lewis, 2012, Management of Human Service Programs, Bookshelf: Management of Human Service Programs
(vitalsource.com)
11. Job seeking has now become easier with the
help of professionals and with ought the
bargain of not having any income. Families in
poverty or that have suffered crime will now
be helped. Learning and earning, all while
you are applying to jobs.
Katherine Jusino
