What Are Best Practices to Promote High Ranking Female Employees?

Companies still have a long way to go to ensure gender diversity especially in leadership positions. Recent research indicated that although entry-level men and women are hired at an increasingly equal rate, women often times reach a mid-career “the glass ceiling”. Our research investigated the best practices and drew insights on how to tackle the gender diversity challenge

What Are the Best Practices to Promote High-Ranking Female Employees Within Organizations?

Companies still have a long way to go to ensure gender diversity especially in leadership positions. Recent research indicated that although entry-level men and women are hired at an increasingly equal rate, women often times reach a mid-career “the glass ceiling”. Our research investigated the best practices and drew insights on how to tackle the gender diversity challenge

Increasing rainwater yield in water sensitive cities using short-term rainfall forecasts

Rainwater harvesting performance is examined in Brisbane and Sydney for three rainwater tank configurations comprising: 1) A conventional 5kL tank; 2) A 5kL tank with a fixed leaking compartment for baseflow (240 L/d); and 3) As with leaking but including a variable diversion compartment (480 L/day) controlled by short-term rainfall forecasts. This concept is referred to as adaptive rainwater diversion (ARD). Result show the ARD system achieves superior emulation of pre-urban runoff frequencies, runoff volumes and baseflows, while maintaining the household rainwater supply to within 90% of conventional systems, and also while producing an additional water resources of up to 60kL/hh/y. With these outcomes, the ARD system could potentially create an avenue to approach water sensitive cities in Eastern Australia

The transformation of community hospitals through the transition to value-based care: Lessons from Massachusetts

Enabling community hospitals to provide efficient and effective care and maintain competition on par with their academic medical center (AMC) counterparts remain challenges for most states. Advancing accountable care readiness adds to the complexity of these challenges. Community hospitals experience narrower operating margins and more limited access to large populations than their AMC counterparts, making the shift to value-based care difficult. Massachusetts has taken legislative action to ensure a statewide focus on reducing healthcare costs, which includes a nearly $120-million grant program supporting community hospital and system transformation toward a value-based environment. The Massachusetts Health Policy Commission’s Community Hospital Acceleration, Revitalization and Transformation (CHART) investment program is the state’s largest effort to date aimed at readying community hospitals for value-based care. In doing so, Massachusetts has created the largest state-driven, all-payer (payer-blind) readmission reduction initiative in the country. n this paper, we examine the design and evolution of CHART Phases 1 and 2 and offer insights for other states contemplating innovative approaches to bolstering community hospital participation in value-based care models

Crisis and Opportunity: Aligning the Community College Presidency with Student Success

In recent years, Americans have awakened to the profound connection between community college student success and the strength of our nation.That community colleges matter deeply is clearfrom a few simple facts:They educate over 7 million degree-seeking students, more than 40 percent of the U.S. college population.They have in recent years been growing at four times the rate of four-year colleges.They enroll a disproportionately large share of the rapidly expanding number of college students of color and first-generation students.Today, though, not enough community college students succeed. This reality was boldly acknowledged in a recent report by the American Association of Community Colleges (AACC): "What we find today are student success rates that are unacceptably low, employment preparation that is inadequately connected to job market needs, and disconnects in transitions between high schools, community colleges, and baccalaureate institutions."?Focusing exclusively on the challenges facing the entire sector, however, obscures an important fact: Many community colleges have been engaged in difficult work on their campus to achieve improved rates of completion, higher levels of student learning and job preparedness, and more equitable outcomes for students of color and others who have historically been left behind in public education.The organizations that prepared this report, Achieving the Dream and the Aspen Institute, work with many institutions that are in fact demonstrably improving student success.What we have learned through our work is that while strong leadership can be exercised by people throughout an institution, every high-performing community college has a first-rate president. The best leaders across the country have a special set of qualities and know-how that enable them to lead institutions to high and improving levels of student success. This report presents a unified vision of who these leaders are and what they do, so that everyone involved in hiring and preparing community college presidents -- trustees and leaders of state systems, universities, and associations -- can consider the extent to which their assumptions and practices ensure that strong presidents are chosen and effectively trained to lead colleges in ways that meet the aspirations of every student as well as the critical goal of significantly improving student outcomes

Democracy Promotion in the Obama Administration: An Opportunity to Match Action to Rhetoric

This article addresses whether and to what extent the Obama administration should continue the Bush administration policies relating to democracy promotion. The focus of the article is on the ADVANCE Act of 2007, a legislative enactment that institutionalized democracy promotion in the State Department. After explicating the key provisions of this Act, as well as their implementation status, the article addresses key critiques leveled at democracy promotion, as well as areas where the Obama administration can expand on what has been accomplished thus far in this field. In the end, democracy promotion should continue to be an integral component of the United States\u27 foreign policy, and the Obama administration is uniquely placed to ensure the efficacy of such efforts in the near-term. Whether the administration can add such a broadly conceived endeavor to its current plate is another, unaddressed, issue

The President’s Immigration Accountability Executive Action of November 20, 2014: Overview and Issues

[Excerpt] On November 20, 2014, President Obama announced his Immigration Accountability Executive Action which revises some U.S. immigration policies and initiates several programs, including a revised border security policy for the Southwest border; deferred action programs for some unauthorized aliens; revised interior enforcement priorities; changes to aid the entry of skilled workers; the promotion of immigrant integration and naturalization; and several other initiatives the President indicated would improve the U.S. immigration system. The most controversial among these provisions will grant deferred action to as many as 5 million unauthorized aliens. The President announced the executive action through ten Department of Homeland Security (DHS) memoranda, two White House memoranda, and three Department of Labor (DOL) fact sheets. According to the President, the actions were taken in response to the absence of legislation addressing major problems within the immigration system. The President has stated that his actions are temporary, and that his successor can rescind them. Those opposed to the executive actions argue they were taken largely for political purposes. They contend that once granted, such temporary measures would be difficult to revoke. Separately, a debate has arisen as to whether the President has the legal authority to take such actions, with the Administration and others arguing the President’s actions fall within his authority, and many in Congress arguing the President has overstepped it. That debate and its attendant legal questions are beyond the scope of this report. As the Administration proceeds to implement the executive actions, some in Congress have vowed to halt some or all of them

Aligning Employees Through \u3ci\u3eLine of Sight\u3c/i\u3e

Aligning employees with the firm’s larger strategic goals is critical if organizations hope to manage their human capital effectively and ultimately attain strategic success. An important component of attaining and sustaining this alignment is whether employees have “line of sight” to the organization’s strategic objectives. We illustrate how the translation of strategic goals into tangible results requires that employees not only understand the organization’s strategy, they must accurately understand what actions are aligned with realizing that strategy. Using recent empirical evidence, theoretical insights, and tangible examples of exemplary firm practices, we provide thought-leaders with a comprehensive view of LOS, how it is created, how it can be enhanced or stifled, and how it can be effectively managed. We integrate LOS with current thinking on employee alignment to help managers more effectively benefit from understanding human capital potential