Estimating the Cost and Cost Savings of Community Partners in CareUCLA CTSI
This document summarizes a study estimating the costs and cost savings of two approaches to implementing collaborative care for depression: Resources for Services (RS) and Community Engagement and Planning (CEP). The study collected survey and utilization data from over 1,000 clients and 500 providers across 95 programs to analyze outcomes between the two approaches, including quality-adjusted life years, depression days, employment effects, intervention costs, and total healthcare and non-healthcare costs. Next steps include continuing cost assignment and analysis from multiple perspectives to inform an upcoming community conference and manuscript.
The document evaluates changes to home help services in Ireland as part of the Memory Matters project. It identifies key achievements of the project including expanding the criteria for accessing home help hours to provide more flexible and holistic support for those living with dementia. Public health nurses observed the new more person-centered approach working well and were reviewing client needs differently. This signals potential sustainability of the project's impact on attitudes towards dementia care, though concerns remain around continued funding.
The document discusses key steps for identifying indicators of a green economy transformation:
1) Issue identification indicators help decision-makers prioritize problems by identifying trends, assessing relationships to the environment, and analyzing underlying causes and cross-sectoral impacts.
2) Policy formulation indicators allow evaluation of policy options by defining objectives and identifying intervention options and their sectoral effects.
3) Policy assessment indicators estimate impacts on the environmental issue, across sectors, and on overall well-being to evaluate policy performance.
Baker & Courtney 2017 GT-SROI methodology presentation Dec 2017i4h
A presentation by Dr Colin Baker and Paul Courtney (University of Gloucestershire) given at a seminar session which describes the application and development of an innovative methodology to assess the societal value of a health promotion intervention.
Rohan Martyres will present on why and how organizations should measure their social impact. Measuring impact can help organizations demonstrate their value to funders and stakeholders, manage impact expectations, and improve performance over time. CAN's approach involves engaging stakeholders, understanding what changes as a result of the organization's work, focusing on meaningful outcomes, being transparent, and creating an iterative process of measurement and improvement. An example is provided of CAN working with the Lambeth Community Hub Network to develop impact indicators, collect data, and estimate the social value created through their work in the community.
Monitoring involves continuous assessment of project implementation to provide feedback and identify successes and problems. It focuses on schedules, inputs, and services. Evaluation assesses outcomes, impacts, effectiveness, and sustainability. The document discusses the importance of monitoring and evaluation for improving decision-making, achieving outcomes, and organizational learning. It provides definitions and comparisons of monitoring and evaluation. Participatory approaches are emphasized to empower stakeholders. Clear objectives and indicators are needed to measure progress.
The document provides examples of case studies where Pro Bono O.R. has been applied. The first case study describes how volunteers analyzed data and built a simulation model to recommend new staff shift patterns for a crimestoppers call center, improving performance without increasing costs. The second case study discusses how volunteers identified process improvements and value-adding activities for a charity matching volunteers to organizations. The third case study outlines how volunteers helped a youth venture define risks to sustainability and create a risk management plan.
This document provides an overview of a workshop on data demand and use. The workshop objectives are to develop a framework for linking data with action, create an action plan for overcoming barriers to data use and improving information flow, and establish three commitments to improve data use in participants' jobs. The workshop covers various monitoring and evaluation concepts like results chains, indicators, baselines, and targets. It also discusses data demand and use, the context of decision making, barriers to data use, and descriptive data analysis techniques like service delivery analysis and unit cost analysis. Participants will learn a seven-step process for using information to make data-informed decisions.
Estimating the Cost and Cost Savings of Community Partners in CareUCLA CTSI
This document summarizes a study estimating the costs and cost savings of two approaches to implementing collaborative care for depression: Resources for Services (RS) and Community Engagement and Planning (CEP). The study collected survey and utilization data from over 1,000 clients and 500 providers across 95 programs to analyze outcomes between the two approaches, including quality-adjusted life years, depression days, employment effects, intervention costs, and total healthcare and non-healthcare costs. Next steps include continuing cost assignment and analysis from multiple perspectives to inform an upcoming community conference and manuscript.
The document evaluates changes to home help services in Ireland as part of the Memory Matters project. It identifies key achievements of the project including expanding the criteria for accessing home help hours to provide more flexible and holistic support for those living with dementia. Public health nurses observed the new more person-centered approach working well and were reviewing client needs differently. This signals potential sustainability of the project's impact on attitudes towards dementia care, though concerns remain around continued funding.
The document discusses key steps for identifying indicators of a green economy transformation:
1) Issue identification indicators help decision-makers prioritize problems by identifying trends, assessing relationships to the environment, and analyzing underlying causes and cross-sectoral impacts.
2) Policy formulation indicators allow evaluation of policy options by defining objectives and identifying intervention options and their sectoral effects.
3) Policy assessment indicators estimate impacts on the environmental issue, across sectors, and on overall well-being to evaluate policy performance.
Baker & Courtney 2017 GT-SROI methodology presentation Dec 2017i4h
A presentation by Dr Colin Baker and Paul Courtney (University of Gloucestershire) given at a seminar session which describes the application and development of an innovative methodology to assess the societal value of a health promotion intervention.
Rohan Martyres will present on why and how organizations should measure their social impact. Measuring impact can help organizations demonstrate their value to funders and stakeholders, manage impact expectations, and improve performance over time. CAN's approach involves engaging stakeholders, understanding what changes as a result of the organization's work, focusing on meaningful outcomes, being transparent, and creating an iterative process of measurement and improvement. An example is provided of CAN working with the Lambeth Community Hub Network to develop impact indicators, collect data, and estimate the social value created through their work in the community.
Monitoring involves continuous assessment of project implementation to provide feedback and identify successes and problems. It focuses on schedules, inputs, and services. Evaluation assesses outcomes, impacts, effectiveness, and sustainability. The document discusses the importance of monitoring and evaluation for improving decision-making, achieving outcomes, and organizational learning. It provides definitions and comparisons of monitoring and evaluation. Participatory approaches are emphasized to empower stakeholders. Clear objectives and indicators are needed to measure progress.
The document provides examples of case studies where Pro Bono O.R. has been applied. The first case study describes how volunteers analyzed data and built a simulation model to recommend new staff shift patterns for a crimestoppers call center, improving performance without increasing costs. The second case study discusses how volunteers identified process improvements and value-adding activities for a charity matching volunteers to organizations. The third case study outlines how volunteers helped a youth venture define risks to sustainability and create a risk management plan.
This document provides an overview of a workshop on data demand and use. The workshop objectives are to develop a framework for linking data with action, create an action plan for overcoming barriers to data use and improving information flow, and establish three commitments to improve data use in participants' jobs. The workshop covers various monitoring and evaluation concepts like results chains, indicators, baselines, and targets. It also discusses data demand and use, the context of decision making, barriers to data use, and descriptive data analysis techniques like service delivery analysis and unit cost analysis. Participants will learn a seven-step process for using information to make data-informed decisions.
Simon Williams presented on three change practitioner groups - public services, transport, and utilities - operating in constrained and regulated environments. Each group identified challenges specific to their sector, such as political complexity, regulatory environments, and rising customer expectations. The public services group published a report highlighting the need for strong leadership, clear communication, and stakeholder engagement. The transport group's report recommended collectively sharing best practices. The utilities group is surveying members' change approaches. Williams concluded that positive change is challenging in highly regulated sectors due to long lead times, complex stakeholders, and public scrutiny.
Goals, Objectives and Competencies FormPractical Experience Sit.docxwhittemorelucilla
Goals, Objectives and Competencies Form
Practical Experience Site: Food Safety and Inspection- Inspecting work site dining facilities and food truck vendors
Section 1: Overview of your project
Briefly describe your project(s) including purpose and expected outcomes. (~200 words)
Section 2. Goals and Objectives (example attached)
List your goals for the Practical Experience. Goals should include what you want to achieve by the end of the Practical Experience (e.g. better collaboration among providers for dental services; greater participation by employees in worksite wellness initiatives, etc.). There should only be one goal for each project.
For each goal, list 1-3 objectives. Objectives should be measurable and may include specific deliverables that you will be working on as part of your Practical Experience. Include a date for the completion of each objective. Objectives should be SMART: Specific, Measurable, Achievable, Results-focused, and (realistically) Time-bound. Objectives may include specific deliverables (e.g. products) that students will be working on as part of the practicum project. Students should describe tasks needed to complete the objective(s) and include the approximate completion date. Tasks must support each objective and the objectives must support the goal.
Goal
Objectives
Tasks
Completion Date
Objective 1.1
Objective 1.2
Objective 1.3
Section 2: Competencies
Instructions: List at least four (4) specific competencies (see next page for a list of competencies) that you expect to gain from your experience. You must choose at least two (2) Foundational Competencies andtwo (2) Program Competencies. Note: You and your preceptor will be asked to rate how well you were able to meet these competencies so they should be the competencies most relevant to your project(s). Be sure to list specific competencies and not just the general topic area.
Competency
1:
Competency
2:
Competency
3:
Competency
4:
Competency
5:
Competencies
1. Synthesize and incorporate scientific evidence into professional writing
2. Search databases and critically analyze peer reviewed literature
3. Develop strategies for qualitative and quantitative data management.
4. Evaluate the use of financial resources and management techniques by public health programs to achieve goals and sustainability.
5. Describe the use of technological applications in health interventions
MPH Foundational Competencies
Evidence-based Approaches to Public Health
1. Apply epidemiological methods to the breadth of settings and situations in public health practice
2. Select quantitative and qualitative data collection methods appropriate for a given public health context
3. Analyze quantitative and qualitative data using biostatistics, informatics, computer-based programming and software, as appropriate
4. Interpret results of data analysis for public health research, policy or practice
Public Health & Health Care Systems
5. Compar ...
The document outlines the 7 phases of community organization: study, analysis, assessment, organization, action, evaluation, and modification/continuation. It provides details on the key activities and goals of each phase. The study phase involves fact-finding about the community needs and problems using methods like pilot studies and descriptive studies. The analysis phase involves breaking down the problem and examining relationships. Assessment determines the nature, causes, and impact of the problem. Organization establishes roles and responsibilities. Action determines courses of action. Evaluation assesses effectiveness and achievements. Modification uses evaluation findings to improve future interventions.
The document outlines the 7 phases of community organization: study, analysis, assessment, organization, action, evaluation, and modification/continuation. It provides details on the key activities and goals of each phase. The study phase involves fact-finding about the community needs and problems. Analysis breaks down the issues and examines relationships. Assessment evaluates the nature, causes, and impact of problems. Organization establishes roles and responsibilities. Action determines courses of action. Evaluation measures goals achievement. Modification uses lessons learned to refine future work.
The Healthy County Health Department convened organizations to develop a community health improvement plan. A council was established to improve population health through prevention and health promotion. The council used the MAPP process to conduct four assessments to identify health issues: community health status, forces of change, local public health system, and community themes/strengths. A subcommittee prioritized health problems using assessment data. The result was a plan identifying priority issues and goals. Performance management could be enhanced by developing standards, regular reporting, and quality improvement processes for addressing priority health issues.
This document provides an overview of ICRB, a leading research and consulting firm. ICRB uses a design-centric human connection framework to help development agencies with project implementation, monitoring, and knowledge sharing. ICRB has a strong network of consultants and domain experts that enable it to operate across diverse markets and consumer segments. The document outlines ICRB's approach, capabilities, methodology for various projects, and personnel qualifications. Examples of ICRB projects include livelihood and skill assessments, environmental impact assessments, tuberculosis diagnosis and treatment studies, and COVID-19 household impact surveys.
The document discusses Results Oriented Management and Accountability (ROMA), an initiative to promote effectiveness among agencies receiving anti-poverty funds. ROMA provides a framework focused on results-oriented management and accountability. It identifies six broad anti-poverty goals and presents a decision making cycle of assessing needs, planning, performing activities, and evaluating outcomes. The cycle involves identifying goals and measurable indicators for programs and monitoring achievements through comparing outputs to established goals.
Corporate Social Responsibility amount spent by Mahanadi Coalfields Limited, major coal producing company of
India and also one of the eight subsidiaries of Coal India Limited
The Rhode Island Public Energy Partnership (RIPEP) aims to reduce energy consumption in state and municipal facilities by 20% through implementing efficiency measures in 100 facilities. RIPEP establishes working groups of experts to identify barriers to efficiency improvements. Barriers are categorized into capacity, motivation, and procurement issues and action teams develop solutions. Solutions will be prioritized based on impact and effort required for implementation to establish an ongoing process for mitigating barriers to energy efficiency in the public sector.
Intervention Mapping was developed to address questions about how and when to use...
Theory
Empirical findings from the literature
Data collected from a population
... to create an effective behavior or systems change intervention.
Intervention Mapping provides a systematic framework for decision making at each step of intervention planning, and evaluation
The document proposes a stakeholder dialogue between McCain Foods and stakeholders in Argentina to help shape the company's actions and achieve business objectives. It would involve identifying key stakeholders, understanding their concerns regarding McCain's business operations, and receiving feedback to start a process of dialogue on relevant issues. The dialogue would be facilitated by Forum Empresa and take place in Balcarce, Argentina, McCain's largest Latin American facility. Forum Empresa would deliver a report on the methodology, stakeholders and issues identified, and recommendations for mainstreaming stakeholder engagement. The dialogue aims to help stakeholders understand McCain's strategies and build trust through listening to concerns, with the long term goal of creating a common environmental and social agenda through joint actions
The document presents an engagement cycle as a conceptual framework for patient and public engagement (PPE) in healthcare commissioning. The cycle outlines key PPE activities that should occur at each stage of the commissioning process, including engaging communities to identify health needs, engaging the public in priority-setting and strategic decisions, engaging patients in service design and improvement, patient-centered procurement and contracting, and patient-centered monitoring and performance management. It provides the rationale and benefits for each activity, and suggestions for how they can be implemented to meaningfully involve patients and the public throughout commissioning.
PCM - Project Cycle Management, Training on Evaluationrexcris
The document discusses key concepts in project evaluation including definitions of evaluation, the project cycle, when evaluations should occur, purposes of evaluations, and criteria for evaluating development assistance including relevance, efficiency, effectiveness, impact, and sustainability. It provides examples of questions to consider under each of the five evaluation criteria. The summary focuses on defining the five evaluation criteria - relevance, efficiency, effectiveness, impact, and sustainability.
The document summarizes the findings of the AID-EE project, which evaluated 20 energy efficiency policies across Europe. Key lessons learned include: objectives should be specific, measurable, achievable, relevant and time-bound to guide policy; the impact of individual policies is difficult to isolate as most use packages with interacting instruments; and monitoring and evaluation have been a low priority, despite being important to determine policy effects and efficiency. A policy theory approach that defines clear objectives, indicators and expected relationships can help design, monitor and evaluate policies.
This document discusses using a benefits-driven approach to change management and service transformation in the NHS. It provides examples from demonstration projects that delivered benefits like reduced wait times, improved patient and staff experience, and cost savings. The key messages are that a benefits approach keeps stakeholders engaged, makes evaluation and reporting of progress easier, and helps change initiatives contribute to shared objectives over the long term.
The implementation 'black box' and evaluation as a driver for change. Presentation by Katie Burke and Claire Hickey of the Centre for Effective Services.
All Pro Bono O.R. case studies completed to dateThe OR Society
Pro Bono O.R. has worked with lots of third sector organisations in the last couple of years. This presentations includes a one page case study slide from each project we have worked on.
Bringing Reform in a Highly Centralized Organization Please resp.docxcurwenmichaela
"Bringing Reform in a Highly Centralized Organization"
Please respond to the following:
·
From the weekly readings and first e-Activity, analyze two (2) major pressures that a public administrator faces from shareholders, customers, stakeholders, and employees. Propose two to three (2-3) key actions that public administrators can take in order to maintain a leadership style in the face of such pressures. Justify your response.
·
From the weekly readings and second e-Activity, compare the U.S. health system that you have researched to the centralized healthcare in European health systems. Propose two (2) actions that both health systems could take in order to make each structure more cost effective and operationally efficient. Provide a rationale for your response
E activity:
·
Read the following articles located in Week 4 of the course shell and be prepared to discuss:
o
“
Leading in The Shared-Power World of 2020
”
o
“
Leading to Make a Difference: A Field Experiment on the Performance Effects of Transformational Leadership, Perceived Social Impact, and Public Service Motivation
”
o
“
Symposium Conclusion: Future Research on the Dimensions of Collaboration
”
·
Use the Internet to research a large independent health system within the U.S. that utilizes a combination of centralized and decentralized leadership operational approaches (e.g., Kaiser, etc.). Next, use the Internet to research centralized healthcare in European health systems. Be prepared to discuss.
Reading:
Professional Ethics in Public Service
The question of ethics and public confidence is not a new one. In 1952 Adlai Stevenson, governor of Illinois said, "Public confidence in the integrity of the government is in-dispensable to faith in democracy, and when we lose faith in the system, we lose faith in everything we fight and spend for."
Ethics, the standards of behavior that tell us what we ought to do in our personal and professional lives, applies to all individuals, organizations, and society as a whole. High ethical standards are especially important in the public sector because they are key to credibility and lead to increased support for government agencies and political leaders.
Creating a culture of ethics in an organization can best be accomplished with the adoption of a values-based code of ethics. The ideal time to undertake the effort is when the individuals and the organization are unanimous in their commitment. Ethics codes cannot serve as a "flu shot" to prevent a problem, nor can the codes be used as an "antibiotic" to cure an ethics problem. Once established, the code must apply to everyone including elected and appointed officials, professional staff, and commissioners, as well as volunteers, vendors, and contractors.
Case study
A major goal of an ethics program is to increase awareness of ethics and values in the workplace. An example of creating a culture of ethics can be found in the development of a code of ethics and values undertaken by the cit.
Simon Williams presented on three change practitioner groups - public services, transport, and utilities - operating in constrained and regulated environments. Each group identified challenges specific to their sector, such as political complexity, regulatory environments, and rising customer expectations. The public services group published a report highlighting the need for strong leadership, clear communication, and stakeholder engagement. The transport group's report recommended collectively sharing best practices. The utilities group is surveying members' change approaches. Williams concluded that positive change is challenging in highly regulated sectors due to long lead times, complex stakeholders, and public scrutiny.
Goals, Objectives and Competencies FormPractical Experience Sit.docxwhittemorelucilla
Goals, Objectives and Competencies Form
Practical Experience Site: Food Safety and Inspection- Inspecting work site dining facilities and food truck vendors
Section 1: Overview of your project
Briefly describe your project(s) including purpose and expected outcomes. (~200 words)
Section 2. Goals and Objectives (example attached)
List your goals for the Practical Experience. Goals should include what you want to achieve by the end of the Practical Experience (e.g. better collaboration among providers for dental services; greater participation by employees in worksite wellness initiatives, etc.). There should only be one goal for each project.
For each goal, list 1-3 objectives. Objectives should be measurable and may include specific deliverables that you will be working on as part of your Practical Experience. Include a date for the completion of each objective. Objectives should be SMART: Specific, Measurable, Achievable, Results-focused, and (realistically) Time-bound. Objectives may include specific deliverables (e.g. products) that students will be working on as part of the practicum project. Students should describe tasks needed to complete the objective(s) and include the approximate completion date. Tasks must support each objective and the objectives must support the goal.
Goal
Objectives
Tasks
Completion Date
Objective 1.1
Objective 1.2
Objective 1.3
Section 2: Competencies
Instructions: List at least four (4) specific competencies (see next page for a list of competencies) that you expect to gain from your experience. You must choose at least two (2) Foundational Competencies andtwo (2) Program Competencies. Note: You and your preceptor will be asked to rate how well you were able to meet these competencies so they should be the competencies most relevant to your project(s). Be sure to list specific competencies and not just the general topic area.
Competency
1:
Competency
2:
Competency
3:
Competency
4:
Competency
5:
Competencies
1. Synthesize and incorporate scientific evidence into professional writing
2. Search databases and critically analyze peer reviewed literature
3. Develop strategies for qualitative and quantitative data management.
4. Evaluate the use of financial resources and management techniques by public health programs to achieve goals and sustainability.
5. Describe the use of technological applications in health interventions
MPH Foundational Competencies
Evidence-based Approaches to Public Health
1. Apply epidemiological methods to the breadth of settings and situations in public health practice
2. Select quantitative and qualitative data collection methods appropriate for a given public health context
3. Analyze quantitative and qualitative data using biostatistics, informatics, computer-based programming and software, as appropriate
4. Interpret results of data analysis for public health research, policy or practice
Public Health & Health Care Systems
5. Compar ...
The document outlines the 7 phases of community organization: study, analysis, assessment, organization, action, evaluation, and modification/continuation. It provides details on the key activities and goals of each phase. The study phase involves fact-finding about the community needs and problems using methods like pilot studies and descriptive studies. The analysis phase involves breaking down the problem and examining relationships. Assessment determines the nature, causes, and impact of the problem. Organization establishes roles and responsibilities. Action determines courses of action. Evaluation assesses effectiveness and achievements. Modification uses evaluation findings to improve future interventions.
The document outlines the 7 phases of community organization: study, analysis, assessment, organization, action, evaluation, and modification/continuation. It provides details on the key activities and goals of each phase. The study phase involves fact-finding about the community needs and problems. Analysis breaks down the issues and examines relationships. Assessment evaluates the nature, causes, and impact of problems. Organization establishes roles and responsibilities. Action determines courses of action. Evaluation measures goals achievement. Modification uses lessons learned to refine future work.
The Healthy County Health Department convened organizations to develop a community health improvement plan. A council was established to improve population health through prevention and health promotion. The council used the MAPP process to conduct four assessments to identify health issues: community health status, forces of change, local public health system, and community themes/strengths. A subcommittee prioritized health problems using assessment data. The result was a plan identifying priority issues and goals. Performance management could be enhanced by developing standards, regular reporting, and quality improvement processes for addressing priority health issues.
This document provides an overview of ICRB, a leading research and consulting firm. ICRB uses a design-centric human connection framework to help development agencies with project implementation, monitoring, and knowledge sharing. ICRB has a strong network of consultants and domain experts that enable it to operate across diverse markets and consumer segments. The document outlines ICRB's approach, capabilities, methodology for various projects, and personnel qualifications. Examples of ICRB projects include livelihood and skill assessments, environmental impact assessments, tuberculosis diagnosis and treatment studies, and COVID-19 household impact surveys.
The document discusses Results Oriented Management and Accountability (ROMA), an initiative to promote effectiveness among agencies receiving anti-poverty funds. ROMA provides a framework focused on results-oriented management and accountability. It identifies six broad anti-poverty goals and presents a decision making cycle of assessing needs, planning, performing activities, and evaluating outcomes. The cycle involves identifying goals and measurable indicators for programs and monitoring achievements through comparing outputs to established goals.
Corporate Social Responsibility amount spent by Mahanadi Coalfields Limited, major coal producing company of
India and also one of the eight subsidiaries of Coal India Limited
The Rhode Island Public Energy Partnership (RIPEP) aims to reduce energy consumption in state and municipal facilities by 20% through implementing efficiency measures in 100 facilities. RIPEP establishes working groups of experts to identify barriers to efficiency improvements. Barriers are categorized into capacity, motivation, and procurement issues and action teams develop solutions. Solutions will be prioritized based on impact and effort required for implementation to establish an ongoing process for mitigating barriers to energy efficiency in the public sector.
Intervention Mapping was developed to address questions about how and when to use...
Theory
Empirical findings from the literature
Data collected from a population
... to create an effective behavior or systems change intervention.
Intervention Mapping provides a systematic framework for decision making at each step of intervention planning, and evaluation
The document proposes a stakeholder dialogue between McCain Foods and stakeholders in Argentina to help shape the company's actions and achieve business objectives. It would involve identifying key stakeholders, understanding their concerns regarding McCain's business operations, and receiving feedback to start a process of dialogue on relevant issues. The dialogue would be facilitated by Forum Empresa and take place in Balcarce, Argentina, McCain's largest Latin American facility. Forum Empresa would deliver a report on the methodology, stakeholders and issues identified, and recommendations for mainstreaming stakeholder engagement. The dialogue aims to help stakeholders understand McCain's strategies and build trust through listening to concerns, with the long term goal of creating a common environmental and social agenda through joint actions
The document presents an engagement cycle as a conceptual framework for patient and public engagement (PPE) in healthcare commissioning. The cycle outlines key PPE activities that should occur at each stage of the commissioning process, including engaging communities to identify health needs, engaging the public in priority-setting and strategic decisions, engaging patients in service design and improvement, patient-centered procurement and contracting, and patient-centered monitoring and performance management. It provides the rationale and benefits for each activity, and suggestions for how they can be implemented to meaningfully involve patients and the public throughout commissioning.
PCM - Project Cycle Management, Training on Evaluationrexcris
The document discusses key concepts in project evaluation including definitions of evaluation, the project cycle, when evaluations should occur, purposes of evaluations, and criteria for evaluating development assistance including relevance, efficiency, effectiveness, impact, and sustainability. It provides examples of questions to consider under each of the five evaluation criteria. The summary focuses on defining the five evaluation criteria - relevance, efficiency, effectiveness, impact, and sustainability.
The document summarizes the findings of the AID-EE project, which evaluated 20 energy efficiency policies across Europe. Key lessons learned include: objectives should be specific, measurable, achievable, relevant and time-bound to guide policy; the impact of individual policies is difficult to isolate as most use packages with interacting instruments; and monitoring and evaluation have been a low priority, despite being important to determine policy effects and efficiency. A policy theory approach that defines clear objectives, indicators and expected relationships can help design, monitor and evaluate policies.
This document discusses using a benefits-driven approach to change management and service transformation in the NHS. It provides examples from demonstration projects that delivered benefits like reduced wait times, improved patient and staff experience, and cost savings. The key messages are that a benefits approach keeps stakeholders engaged, makes evaluation and reporting of progress easier, and helps change initiatives contribute to shared objectives over the long term.
The implementation 'black box' and evaluation as a driver for change. Presentation by Katie Burke and Claire Hickey of the Centre for Effective Services.
All Pro Bono O.R. case studies completed to dateThe OR Society
Pro Bono O.R. has worked with lots of third sector organisations in the last couple of years. This presentations includes a one page case study slide from each project we have worked on.
Bringing Reform in a Highly Centralized Organization Please resp.docxcurwenmichaela
"Bringing Reform in a Highly Centralized Organization"
Please respond to the following:
·
From the weekly readings and first e-Activity, analyze two (2) major pressures that a public administrator faces from shareholders, customers, stakeholders, and employees. Propose two to three (2-3) key actions that public administrators can take in order to maintain a leadership style in the face of such pressures. Justify your response.
·
From the weekly readings and second e-Activity, compare the U.S. health system that you have researched to the centralized healthcare in European health systems. Propose two (2) actions that both health systems could take in order to make each structure more cost effective and operationally efficient. Provide a rationale for your response
E activity:
·
Read the following articles located in Week 4 of the course shell and be prepared to discuss:
o
“
Leading in The Shared-Power World of 2020
”
o
“
Leading to Make a Difference: A Field Experiment on the Performance Effects of Transformational Leadership, Perceived Social Impact, and Public Service Motivation
”
o
“
Symposium Conclusion: Future Research on the Dimensions of Collaboration
”
·
Use the Internet to research a large independent health system within the U.S. that utilizes a combination of centralized and decentralized leadership operational approaches (e.g., Kaiser, etc.). Next, use the Internet to research centralized healthcare in European health systems. Be prepared to discuss.
Reading:
Professional Ethics in Public Service
The question of ethics and public confidence is not a new one. In 1952 Adlai Stevenson, governor of Illinois said, "Public confidence in the integrity of the government is in-dispensable to faith in democracy, and when we lose faith in the system, we lose faith in everything we fight and spend for."
Ethics, the standards of behavior that tell us what we ought to do in our personal and professional lives, applies to all individuals, organizations, and society as a whole. High ethical standards are especially important in the public sector because they are key to credibility and lead to increased support for government agencies and political leaders.
Creating a culture of ethics in an organization can best be accomplished with the adoption of a values-based code of ethics. The ideal time to undertake the effort is when the individuals and the organization are unanimous in their commitment. Ethics codes cannot serve as a "flu shot" to prevent a problem, nor can the codes be used as an "antibiotic" to cure an ethics problem. Once established, the code must apply to everyone including elected and appointed officials, professional staff, and commissioners, as well as volunteers, vendors, and contractors.
Case study
A major goal of an ethics program is to increase awareness of ethics and values in the workplace. An example of creating a culture of ethics can be found in the development of a code of ethics and values undertaken by the cit.
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Social Media Crash Course in Personal BrandingSet2Close
Julio Viskovich discusses how social media applies to your personal brand and also which tools and networks are best to leverage in order to build your personal brand.
This document discusses web metrics for social media marketing. It provides an overview of key concepts like ROI vs ROO, web analytics vs social analytics, and typical metrics used to measure social media and website performance. These include metrics like site traffic, campaign measures, search effectiveness, and social engagement on platforms like Facebook, Twitter, blogs and more. The document also outlines exercises for students to identify goals and metrics for a sample business using tools like Google Analytics and HootSuite reports.
This document provides an overview of tools discussed in class 3, including readings on the new anti-spam law in Canada and its impact on email marketers, the importance of blogger outreach for brands, when to use Facebook ads versus Google AdWords, and why it's important for brands to use social media management platforms like HootSuite. The document consists of slides presented by Julio Viskovich for the COMM464 class on the overview of discussion topics and tools.
Social Selling Presentation - SMS Summit Chicago 2014Set2Close
This presentation discusses the current state of b2b sale and how marketing teams need to change the way they support the sales team. They need to become "sellarketers". - Julio Viskovich
Personal Branding Workshop at UBC - Julio Viskovich, the Founder and Chief Consulting Officer at NexLevel Sales. Join Julio Viskovich (Sales Sensei from HootSuite) for a 60 minute workshop around building your personal brand on LinkedIn and Twitter.
The document provides three quotes about social selling and networking. Jill Rowley advises being an information concierge by providing prospects with the information they need. Koka Sexton suggests thinking of yourself as the CEO of your own agency called Me, Inc. Gary Vaynerchuk states you can attract a crowd not by being an extrovert but by demonstrating you care through your interactions.
rFactr's SocialPort is the only social sales enablement platform that empowers B2B sales reps of all skill levels to benefit from social selling. SocialPort provides the world's only medium build for sales from the ground up - from reporting activity to closing deals.
Explore the key differences between silicone sponge rubber and foam rubber in this comprehensive presentation. Learn about their unique properties, manufacturing processes, and applications across various industries. Discover how each material performs in terms of temperature resistance, chemical resistance, and cost-effectiveness. Gain insights from real-world case studies and make informed decisions for your projects.
2. Introduction
In alignment with our commitment to social responsibility and environmental sustainability,
Set2Close conducted a materiality assessment to identify and prioritize the most significant social
and environmental issues relevant to our operations. This report outlines the methodologies,
instruments, and results of the assessment, providing a clear understanding of our key impact
areas and strategic priorities.
Methodologies
The materiality assessment involved a comprehensive approach using multiple stakeholder
engagement mechanisms and thorough research to gather diverse insights. The methodologies
employed included:
Stakeholder Engagement:
1.
Focus Groups: We conducted several focus group sessions with employees, clients,
community representatives, and environmental experts to gather qualitative insights on key
issues.
Surveys: An online survey was distributed to a broader audience, including employees,
customers, and suppliers, to collect quantitative data on their views regarding social and
environmental priorities.
Community Meetings: We held community meetings in various locations to engage with
local stakeholders and understand their perspectives on our operations and impact.
Research and Analysis:
2.
Literature Review: A review of existing research and reports related to industry best
practices and emerging trends in social and environmental responsibility.
Benchmarking: Comparison of our practices and performance against industry standards
and leading companies in our sector.
Internal Data Review: Analysis of internal data, including operational metrics, employee
feedback, and previous sustainability reports.
Instruments
To ensure comprehensive and accurate data collection, the following instruments were used:
Focus Group Guides: Structured guides with open-ended questions to facilitate in-depth
discussions during focus group sessions.
1.
Survey Questionnaires: Standardized questionnaires designed to capture quantitative data
on stakeholder priorities and perceptions.
2.
Meeting Agendas: Detailed agendas for community meetings, ensuring structured and
productive discussions.
3.
Data Analysis Tools: Software tools for qualitative and quantitative data analysis, including
NVivo for thematic analysis and SPSS for statistical analysis.
4.
Results
The materiality assessment yielded valuable insights, revealing key concerns and priorities for
Set2Close. The sample results highlighted the following significant issues:
Reducing Carbon Emissions:
1.
Stakeholders expressed a strong desire for Set2Close to take action in reducing carbon
emissions. This includes implementing energy-efficient practices, reducing waste, and
transitioning to renewable energy sources.
Improving Employee Well-Being:
2.
Employee well-being emerged as a top priority, with calls for enhanced health and wellness
programs, better work-life balance, and increased support for mental health initiatives.
Supporting Local Communities:
3.
There was a clear emphasis on the importance of supporting local communities through
initiatives such as job creation, education programs, and community development projects.
Analysis and Strategic Decisions
The data collected from the materiality assessment were analyzed to determine key impact metrics
and inform our strategic decisions. The analysis involved:
Thematic Analysis:
1.
Identifying common themes and patterns in qualitative data from focus groups and
community meetings.
Quantifying the frequency and significance of these themes to prioritize key issues.
Statistical Analysis:
2.
Analyzing survey data to identify statistically significant trends and stakeholder preferences.
Correlating these trends with our operational data to validate findings.
Benchmarking Analysis:
3.
Comparing our identified priorities with industry benchmarks to ensure alignment with best
practices and emerging trends.
Based on the findings, we have set the following strategic priorities:
Carbon Emission Reduction:
1.
Implementing a comprehensive carbon reduction plan, including energy audits, renewable
energy adoption, and waste reduction initiatives.
Employee Well-Being Programs:
2.
Launching enhanced wellness programs, flexible work arrangements, and mental health
support services to improve overall employee well-being.
Community Support Initiatives:
3.
Expanding our community engagement efforts by creating more jobs in socially challenged
areas, building schools, and supporting local development projects.
Conclusion
The materiality assessment has provided Set2Close with a clear understanding of the most
significant social and environmental issues relevant to our operations. By addressing these key
concerns, we are better positioned to achieve our mission of driving sustainable growth and
positive impact. This report serves as a foundation for our ongoing efforts to integrate social and
environmental considerations into our business strategy and operations.