Running head EVALUATION OF CLINICAL PRACTICE PROGRAM EVALUATIO.docxcharisellington63520
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.
Running head EVALUATION OF CLINICAL PRACTICE PROGRAM EVALUATIO.docxcharisellington63520
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.
Distance Learning, Online Teaching [19+ Years]
• Possess substantial strengths in distance learning, adult education, teaching with technology, student and faculty relations, higher education, and curriculum development.
• Significant experience as an adjunct online faculty member, Core Faculty, Dissertation Chair, Committee Member, Curriculum Developer/Author, and Faculty Development Manager.
• Create a safe, respectful, and welcoming learning environment.
• Specialize in working with new students, first generation students, and academically under-prepared students.
• Developed an exceptional record of academic excellence, end-of-course evaluations, collaboration, communication, mentoring, coaching, and professionalism.
• Computer proficient with online classroom platforms that include WebCT, eCollege, Canvas, Sakai, Moodle, Educator, Desire2Learn, Blackboard, Brightspace and others.
Dissertation Chair and Mentor [Remote, 11+ years]
• Provide high quality instruction, direction and mentorship for assigned students throughout all phases of the dissertation process.
• Provide timely and supportive mentoring throughout the student’s process of developing, researching, writing, and revising the dissertation.
• Participate in the Defense process of a student’s Prospectus and final Dissertation.
• Facilitate the successful completion of all IRB protocols.
Faculty Development [Remote, 10+ years]
• Served as a Trainer and Mentor for New Faculty Members.
• Performed faculty peer reviews and assessed classes based upon best practices and adult learning theories.
• Inspired faculty to improve their facilitation practice by leading online faculty workshops.
Curriculum Development [Remote, 12+ years]
• Authored hundreds of courses as a SME for multiple schools, including undergraduate and graduate courses.
• Strong knowledge and application of adult cognitive learning theories and instructional design methodologies.
• Develop content and assessments that met learning objectives, including discussions and assignments.
Background Includes: Various Online Schools (08/05 – Present)
Online Instructor, Doctoral Committee Member, Dissertation Chair, Faculty Development, Curriculum Development.
Chapter 5 Program Evaluation and Research TechniquesCharlene R. .docxchristinemaritza
Chapter 5 Program Evaluation and Research Techniques
Charlene R. Weir
Evaluation of health information technology (health IT) programs and projects can range from simple user satisfaction for a new menu or full-scale analysis of usage, cost, compliance, patient outcomes, and observation of usage to data about patient's rate of improvement.
Objectives
At the completion of this chapter the reader will be prepared to:
1.Identify the main components of program evaluation
2.Discuss the differences between formative and summative evaluation
3.Apply the three levels of theory relevant to program evaluation
4.Discriminate program evaluation from program planning and research
5.Synthesize the core components of program evaluation with the unique characteristics of informatics interventions
Key Terms
Evaluation, 72
Formative evaluation, 73
Logic model, 79
Program evaluation, 73
Summative evaluation, 73
Abstract
Evaluation is an essential component in the life cycle of all health IT applications and the key to successful translation of these applications into clinical settings. In planning an evaluation the central questions regarding purpose, scope, and focus of the system must be asked. This chapter focuses on the larger principles of program evaluation with the goal of informing health IT evaluations in clinical settings. The reader is expected to gain sufficient background in health IT evaluation to lead or participate in program evaluation for applications or systems.
Formative evaluation and summative evaluation are discussed. Three levels of theory are presented, including scientific theory, implementation models, and program theory (logic models). Specific scientific theories include social cognitive theories, diffusion of innovation, cognitive engineering theories, and information theory. Four implementation models are reviewed: PRECEDE-PROCEED, PARiHS, RE-AIM, and quality improvement. Program theory models are discussed, with an emphasis on logic models.
A review of methods and tools is presented. Relevant research designs are presented for health IT evaluations, including time series, multiple baseline, and regression discontinuity. Methods of data collection specific to health IT evaluations, including ethnographic observation, interviews, and surveys, are then reviewed.
Introduction
The outcome of evaluation is information that is both useful at the program level and generalizable enough to contribute to the building of science. In the applied sciences, such as informatics, evaluation is critical to the growth of both the specialty and the science. In this chapter program evaluation is defined as the “systematic collection of information about the activities, characteristics, and results of programs to make judgments about the program, improve or further develop program effectiveness, inform decisions about future programming, and/or increase understanding.”1 Health IT interventions are nearly always embedded in ...
OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.
Ob i intro- diversity- personality & values- emotions & moodsShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
Looked at the theoretical aspects of Work Life Balance and studied the concerned PSU's HR practices. A detailed survey of 100-150 employees was undertaken to understand the organisation's WLB and suggestions were made on improving the balance
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
chapter 8 Performance Management and Employee DeveloJinElias52
chapter
8
Performance
Management and
Employee Development
One of the tests of leadership is the ability to recognize
a problem before it becomes an emergena;.
- Arnold H. Glasow
Learning Objectives
By t he end of this cha pter, you will be able to do t he following:
1. Design your own personal developmental plan that ad·
dresses how you can continually learn and grow in the
next year, how you can do better in the future. how you
can avoid performance problems faced in the past. and
where you are now and where you would like to be in
terms of your ca reer path.
2. Formulate a developmental plan so you can improve your
own reflective, communicative, and behavioral ca reer
competencies.
3. Prepa re a developmental plan that includes professional
development needs, resources/support needed, and a
ti meline for meeting each need with the goals of improving
performance in current position, sustaining performance in
current position. preparing employees for advancement .
and enriching the employee's work experience.
4. Produce a development plan that includes a range of
activities (e.g .. on-the-job training, courses. self-guided
studying, mentoring. attending a conference or trade
show. mixing with the best. job rotation. getting a degree).
5. Propose a developmental plan that highlights the key role
of the supervisor as a guide and facilitator of the devel-
opmental process (e.g., explaining what is required of the
employee to reach a required performance level. referring
to appropriate developmental activiti es. reviewing and
making suggestions about developmental objectives).
6. Implement a multisource (i.e .. supervisors. peers. self, di-
rect reports. customers) feedback system with the goal of
providing feedback on and improving performance.
7. Implement multisource feedback systems t hat takes ad-
vantage of all of its benefits (e.g .• increased awareness
of expectations. improved performance, reduced " undis-
cussables" and defensiveness).
8. Implement multisource feedback systems that minimize
potential risks and pitfalls (e.g .• could hurt employees' feel·
ings. individuals may feel uncomfortable with the system and
believe they will not be rated honesHy and treated fairly, is un·
likely to work well in organizations that have highly hierarchical
cultures that do not support open and honest feedback).
225
226 Part Ill Employee and Leadership Development
Part I of this text described strategic and macro-organizational issues in designing
a performance management system. Part II described operational and technical
details on how to roll out and implement the system. As is mentioned throughout
this book, employee development is a key result of state-of-the-science performance
management systems. Accordingly, Part III incl udes two chapters dealing with
developmental issues and pertains to two key stakeholders in the developmental
process: (1) the employees of the organizati ...
Talent management in a process of acquisition and retention of employees in s...Julian Dabrowski
This report, in a form of a presentation, contains results of PhD thesis research.
It was prepared as a follow-up for the survey conducted during ABSL Chapter Poznań meeting.
Distance Learning, Online Teaching [19+ Years]
• Possess substantial strengths in distance learning, adult education, teaching with technology, student and faculty relations, higher education, and curriculum development.
• Significant experience as an adjunct online faculty member, Core Faculty, Dissertation Chair, Committee Member, Curriculum Developer/Author, and Faculty Development Manager.
• Create a safe, respectful, and welcoming learning environment.
• Specialize in working with new students, first generation students, and academically under-prepared students.
• Developed an exceptional record of academic excellence, end-of-course evaluations, collaboration, communication, mentoring, coaching, and professionalism.
• Computer proficient with online classroom platforms that include WebCT, eCollege, Canvas, Sakai, Moodle, Educator, Desire2Learn, Blackboard, Brightspace and others.
Dissertation Chair and Mentor [Remote, 11+ years]
• Provide high quality instruction, direction and mentorship for assigned students throughout all phases of the dissertation process.
• Provide timely and supportive mentoring throughout the student’s process of developing, researching, writing, and revising the dissertation.
• Participate in the Defense process of a student’s Prospectus and final Dissertation.
• Facilitate the successful completion of all IRB protocols.
Faculty Development [Remote, 10+ years]
• Served as a Trainer and Mentor for New Faculty Members.
• Performed faculty peer reviews and assessed classes based upon best practices and adult learning theories.
• Inspired faculty to improve their facilitation practice by leading online faculty workshops.
Curriculum Development [Remote, 12+ years]
• Authored hundreds of courses as a SME for multiple schools, including undergraduate and graduate courses.
• Strong knowledge and application of adult cognitive learning theories and instructional design methodologies.
• Develop content and assessments that met learning objectives, including discussions and assignments.
Background Includes: Various Online Schools (08/05 – Present)
Online Instructor, Doctoral Committee Member, Dissertation Chair, Faculty Development, Curriculum Development.
Chapter 5 Program Evaluation and Research TechniquesCharlene R. .docxchristinemaritza
Chapter 5 Program Evaluation and Research Techniques
Charlene R. Weir
Evaluation of health information technology (health IT) programs and projects can range from simple user satisfaction for a new menu or full-scale analysis of usage, cost, compliance, patient outcomes, and observation of usage to data about patient's rate of improvement.
Objectives
At the completion of this chapter the reader will be prepared to:
1.Identify the main components of program evaluation
2.Discuss the differences between formative and summative evaluation
3.Apply the three levels of theory relevant to program evaluation
4.Discriminate program evaluation from program planning and research
5.Synthesize the core components of program evaluation with the unique characteristics of informatics interventions
Key Terms
Evaluation, 72
Formative evaluation, 73
Logic model, 79
Program evaluation, 73
Summative evaluation, 73
Abstract
Evaluation is an essential component in the life cycle of all health IT applications and the key to successful translation of these applications into clinical settings. In planning an evaluation the central questions regarding purpose, scope, and focus of the system must be asked. This chapter focuses on the larger principles of program evaluation with the goal of informing health IT evaluations in clinical settings. The reader is expected to gain sufficient background in health IT evaluation to lead or participate in program evaluation for applications or systems.
Formative evaluation and summative evaluation are discussed. Three levels of theory are presented, including scientific theory, implementation models, and program theory (logic models). Specific scientific theories include social cognitive theories, diffusion of innovation, cognitive engineering theories, and information theory. Four implementation models are reviewed: PRECEDE-PROCEED, PARiHS, RE-AIM, and quality improvement. Program theory models are discussed, with an emphasis on logic models.
A review of methods and tools is presented. Relevant research designs are presented for health IT evaluations, including time series, multiple baseline, and regression discontinuity. Methods of data collection specific to health IT evaluations, including ethnographic observation, interviews, and surveys, are then reviewed.
Introduction
The outcome of evaluation is information that is both useful at the program level and generalizable enough to contribute to the building of science. In the applied sciences, such as informatics, evaluation is critical to the growth of both the specialty and the science. In this chapter program evaluation is defined as the “systematic collection of information about the activities, characteristics, and results of programs to make judgments about the program, improve or further develop program effectiveness, inform decisions about future programming, and/or increase understanding.”1 Health IT interventions are nearly always embedded in ...
OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.
Ob i intro- diversity- personality & values- emotions & moodsShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
Looked at the theoretical aspects of Work Life Balance and studied the concerned PSU's HR practices. A detailed survey of 100-150 employees was undertaken to understand the organisation's WLB and suggestions were made on improving the balance
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
chapter 8 Performance Management and Employee DeveloJinElias52
chapter
8
Performance
Management and
Employee Development
One of the tests of leadership is the ability to recognize
a problem before it becomes an emergena;.
- Arnold H. Glasow
Learning Objectives
By t he end of this cha pter, you will be able to do t he following:
1. Design your own personal developmental plan that ad·
dresses how you can continually learn and grow in the
next year, how you can do better in the future. how you
can avoid performance problems faced in the past. and
where you are now and where you would like to be in
terms of your ca reer path.
2. Formulate a developmental plan so you can improve your
own reflective, communicative, and behavioral ca reer
competencies.
3. Prepa re a developmental plan that includes professional
development needs, resources/support needed, and a
ti meline for meeting each need with the goals of improving
performance in current position, sustaining performance in
current position. preparing employees for advancement .
and enriching the employee's work experience.
4. Produce a development plan that includes a range of
activities (e.g .. on-the-job training, courses. self-guided
studying, mentoring. attending a conference or trade
show. mixing with the best. job rotation. getting a degree).
5. Propose a developmental plan that highlights the key role
of the supervisor as a guide and facilitator of the devel-
opmental process (e.g., explaining what is required of the
employee to reach a required performance level. referring
to appropriate developmental activiti es. reviewing and
making suggestions about developmental objectives).
6. Implement a multisource (i.e .. supervisors. peers. self, di-
rect reports. customers) feedback system with the goal of
providing feedback on and improving performance.
7. Implement multisource feedback systems t hat takes ad-
vantage of all of its benefits (e.g .• increased awareness
of expectations. improved performance, reduced " undis-
cussables" and defensiveness).
8. Implement multisource feedback systems that minimize
potential risks and pitfalls (e.g .• could hurt employees' feel·
ings. individuals may feel uncomfortable with the system and
believe they will not be rated honesHy and treated fairly, is un·
likely to work well in organizations that have highly hierarchical
cultures that do not support open and honest feedback).
225
226 Part Ill Employee and Leadership Development
Part I of this text described strategic and macro-organizational issues in designing
a performance management system. Part II described operational and technical
details on how to roll out and implement the system. As is mentioned throughout
this book, employee development is a key result of state-of-the-science performance
management systems. Accordingly, Part III incl udes two chapters dealing with
developmental issues and pertains to two key stakeholders in the developmental
process: (1) the employees of the organizati ...
Talent management in a process of acquisition and retention of employees in s...Julian Dabrowski
This report, in a form of a presentation, contains results of PhD thesis research.
It was prepared as a follow-up for the survey conducted during ABSL Chapter Poznań meeting.
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Monitoring Health for the SDGs - Global Health Statistics 2024 - WHOChristina Parmionova
The 2024 World Health Statistics edition reviews more than 50 health-related indicators from the Sustainable Development Goals and WHO’s Thirteenth General Programme of Work. It also highlights the findings from the Global health estimates 2021, notably the impact of the COVID-19 pandemic on life expectancy and healthy life expectancy.
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
1. Program Sustainability &
Knowledge Loss
Research Brief
Prepared at the Request of New York County Leaders
Compiled by: Brendan Adamczyk and Elizabeth Day
Cornell University and University of Oregon
Across the U.S., leaders at all levels of government and all types of organizations face
challenges of sustaining programs and minimizing knowledge loss when key staff leave or
transition into new roles.
1
Program Sustainability
When viewing the long-term health of an organization, researchers generally target three main
aspects of the definition of sustainability:2
• Continued program activities: Whether programs are ongoing.
• Continued measured benefits or outcomes for new clients: Whether programs
continue to produce positive impacts and, where relevant, continue expanding.
• Maintained community capacity: The degree to which programs support the
communities they serve.
All three of these components rely heavily on the role of a champion, a senior staff member
with significant knowledge of a program that serves as a representative of that program both
internally within an organization and externally to clients, peers, and the public.
BACKGROUND
Loss of skills and
habits developed to
lead programs
effectively.
Loss of
subject matter
expertise.
Loss of knowledge
about business
relationships and
social networks.
The unintentional evaporation of organizational knowledge accumulated
via individual and collective learning, usually when an employee with
significant knowledge leaves the organization.1
What is Knowledge Loss?
2. Although the field of knowledge loss mitigation is relatively new, there are several potential
options for addressing this multifaceted issue.
Increasing Structural Resiliency
The most effective way for an organization to mitigate the negative impacts of knowledge loss
is by increasing the resiliency of their internal processes via knowledge management
(KM) strategies. This reduces the amount of knowledge loss when an employee with
significant expertise leaves the organization by retaining their knowledge in a decentralized,
yet hierarchical, structure.3
Key aspects of this approach include:
Managerial Action Description Impact on Knowledge Loss
Codify KM
Strategies
Formalize process of storing
knowledge in centralized
databases in both
organizational vision and
culture.
Ensuring the organization has a procedure
for recording individual employee
knowledge reduces the impact if/when
that employee leaves the organization.
Identify Sources
of Organizational
Knowledge
Locate and support employees
with large amounts of critical
knowledge; these individuals
should be prioritized for salary
increases.
Finding and nurturing individual
employees with high levels of vital
organizational knowledge reduces the
likelihood that they will leave the
organization.
Disseminate
Knowledge
Develop protocols and
strategies (and, as needed,
employ software) to distribute
critical knowledge throughout
the organization.
Decentralizing knowledge without diluting
it is a difficult task, but the more
individuals that have crucial organizational
knowledge, the smaller the impact of any
one individual leaving the organization.
This approach has been found to not only reduce knowledge loss, but also increase
organizational efficiency and achievement of programmatic performance metrics,
especially in the public sector but also, to a degree, in all types of organizations.4
PROMISING APPROACHES
3. Decentralizing Knowledge via Crowdsourcing
One approach that requires more research is decentralizing knowledge via crowdsourcing.
Under this framework, organizations shift resources away from sole employees with high
levels of knowledge, instead engaging the public about their programs to diffuse expertise
and reduce the impact of knowledge loss. One study on Mexico City’s public transportation
system found that this approach led to the development of more efficient routes and a robust
transportation network.5
The Role of Older Workers
For many organizations, senior members of the workforce have become significant sources of
knowledge; losing them to other organizations or to retirement can lead to significant
knowledge loss. Researchers highlights three key aspects regarding how managers should
interact with and view their older employees:1
1. Identify Senior Experts: Supervisors should regularly review their employees and
consider the types of critical knowledge that may be held by those who have been with
the organization for an extended period.
2. Locate and Transfer Knowledge Prior to Retirement: Managers often underestimate
the volume of knowledge held by older workers and the resources required to retain
this knowledge, so starting the transferal process as early as possible is key.
3. Recognize that Age and Expertise are Distinct: Tenure is not a guarantee of
competence; each employee should be viewed as an individual and only those who
possess critical knowledge should be prioritized.
Beyond knowledge loss specifically, there is a broader literature on employee retention. These
studies suggest the following for reducing turnover:
GOAL-SETTING:
Setting clear targets for both organizational goals (addressing ambiguity in program
measures, project timelines, and performance evaluation) and individual goals (improving
perceptions of job performance specificity).6
LABOR SUPPLY & DEMAND:
Viewing turnover not as a conflict with goal achievement but as a function of decisions at two
levels: employee work (compensation and working conditions) and organizational staffing
(meeting budgets and performance appraisal).7
More detailed information on addressing caseworker turnover and retention can be found in our
detailed brief at: http://2gen.bctr.cornell.edu/library/caseworkerretention.
BROADER CONSIDERATIONS
4. FUNDING & SUPPORT
This brief was completed as part of a project funded by the William T. Grant Foundation and is a joint
effort of Cornell Project 2Gen, housed in the Bronfenbrenner Center for Translational Research at
Cornell University, and the HEDCO Institute for Evidence-Based Educational Practice at the University of
Oregon. For more information, please contact Elizabeth Day at ead225@cornell.edu.
METHODS
Findings presented in this brief come from a literature review of academic peer-reviewed studies, as
well as a review of research and findings from non-partisan think tanks, foundations, and organizations.
Given the rapid nature of this search, other relevant studies may exist. In addition, please note that we
did not use formal statistical methods for summarizing results and exploring reasons for differences in
findings across studies.
1
Joe, C., Yoong, P. & Patel, K. (2013), Knowledge loss when older experts leave knowledge-intensive
organisations. Journal of Knowledge Management, (17)6: 913-927. https://doi.org/10.1108/JKM-04-
2013-0137.
2
Scheirer, M. A. (2005). Is Sustainability Possible? A Review and Commentary on Empirical Studies of
Program Sustainability. American Journal of Evaluation, 26(3): 320–347.
https://doi.org/10.1177/1098214005278752.
3
Daghfous, A., Belkhodja, O. & Angell, L.C. (2013). Understanding and managing knowledge loss. Journal
of Knowledge Management, (17)5: 639-660. https://doi.org/10.1108/JKM-12-2012-0394.
4
Phaladi, M. & Ngulube, P. (2022). Mitigating risks of tacit knowledge loss in state-owned enterprises in
South Africa through knowledge management practices. South African Journal of Knowledge
Management, (24)1: 1-9. https://journals.co.za/doi/full/10.4102/sajim.v24i1.1462.
5
Cairo, O., Sendra Salcedo, J., & Gutierrez-Garcia, J.O. (2015). Crowdsourcing information for
knowledge-based design of routes for unscheduled public transport trips. Journal of Knowledge
Management, (19)3: 626-640. https://doi.org/10.1108/JKM-02-2015-0053.
6
Jung, C.S. (2014). Why Are Goals Important in the Public Sector? Exploring the Benefits of Goal Clarity
for Reducing Turnover Intention. Journal of Public Administration Research and Theory, (24)1: 209–234.
https://doi.org/10.1093/jopart/mus058.
7
Grissom, J.A., Viano, S.L. & Selin, J.L. (2016), Understanding Employee Turnover in the Public Sector:
Insights from Research on Teacher Mobility. Public Administration Review, (76)2: 241-251.
https://doi.org/10.1111/puar.12435.
REFERENCES