Working Together Toward Better Health Outcomes

Healthcare organizations and community-based organizations (CBOs) that provide human services are partnering in shared pursuit of better health outcomes. The Partnership for Healthy Outcomes – Nonprofit Finance Fund (NFF), the Center for Health Care Strategies (CHCS), and the Alliance for Strong Families and Communities (Alliance), with support from the Robert Wood Johnson Foundation (RWJF) – set out to capture and analyze the lessons emerging in this dynamic space. Information from more than 200 partnerships serving all 50 US states provide important lessons from, and for, partnerships that hope to improve access to care, address health inequities, and make progress on social issues like food, education, and housing

Scaling Success: Lessons from Adaptation Pilots in the Rainfed Regions of India

"Scaling Success" examines how agricultural communities are adapting to the challenges posed by climate change through the lens of India's rainfed agriculture regions. Rainfed agriculture currently occupies 58 percent of India's cultivated land and accounts for up to 40 percent of its total food production. However, these regions face potential production losses of more than $200 billion USD in rice, wheat, and maize by 2050 due to the effects of climate change. Unless action is taken soon at a large scale, farmers will see sharp decreases in revenue and yields.Rainfed regions across the globe have been an important focus for the first generation of adaptation projects, but to date, few have achieved a scale that can be truly transformational. Drawing on lessons learnt from 21 case studies of rainfed agriculture interventions, the report provides guidance on how to design, fund and support adaptation projects that can achieve scale

Co-management: A Synthesis of the Lessons Learned from the DFID Fisheries Management Science Programme

For the last eleven years, the UK Department for International Development (DfID) have been funding research projects to support the sustainable management of fisheries resources (both inland and marine) in developing countries through the Fisheries Management Science Programme (FMSP). A number of these projects that have been commissioned in this time have examined fisheries co-management. While these projects have, for the most part, been implemented separately, the FMSP has provided an opportunity to synthesise and draw together some of the information generated by these projects. We feel that there is value in distilling some of the important lessons and describing some of the useful tools and examples and making these available through a single, accessible resource. The wealth of information generated means that it is impossible to cover everything in detail but it is hoped that this synthesis will at least provide an overview of the co-management process together with some useful information relating to implementing co-management in a developing country context and links to the more detailed re-sources available, in particular on information systems for co-managed fisheries, participatory fish stock assessment (ParFish) and adaptive learning that have, in particular, been drawn upon for this synthesis. This synthesis is aimed at anyone interested in fisheries management in a developing country context

Why Information Matters: A Foundation for Resilience

Embracing Change: The Critical Role of Information, a research project by the Internews' Center for Innovation & Learning, supported by the Rockefeller Foundation, combines Internews' longstanding effort to highlight the important role ofinformation with Rockefeller's groundbreaking work on resilience. The project focuses on three major aspects:- Building knowledge around the role of information in empowering communities to understand and adapt to different types of change: slow onset, long-term, and rapid onset / disruptive;- Identifying strategies and techniques for strengthening information ecosystems to support behavioral adaptation to disruptive change; and- Disseminating knowledge and principles to individuals, communities, the private sector, policymakers, and other partners so that they can incorporate healthy information ecosystems as a core element of their social resilience strategies

Opportunities for information sharing: case studies

Personal information provided to government and non-government service providers is highly sensitive. Appropriate collection, management and storage of personal information are critical elements to citizen trust in the public sector. However, misconceptions about the frameworks governing sharing personal information can impact on the coordination of services, case management and policy development.   The NSW Department of Premier & Cabinet engaged the Social Policy Research Centre to develop three case studies that identified the challenges to sharing information appropriately, and the opportunities for better personal information sharing between government agencies and non-government organisations. Improved sharing of personal information in these areas can support more effective policy development, leading to improved service delivery performance and coordination.   The Social Policy Research Centre identified the legislative and policy framework for each case study, conducted qualitative research on the interpretation of this framework, and developed three case study reports

Open public sector information: from principles to practice

Accessible information is the lifeblood of a robust democracy and a productive economy. As part of a worldwide movement, the Australian Government is fundamentally changing the way that information is valued, managed, used and shared with others. The concept that best captures this trend, both in Australia and internationally, is the term \u27public sector information\u27 (PSI). This describes data, information or content that is generated, collected, or funded by or for the government or public institutions. PSI is a valuable resource that underpins all the essential public functions that government discharges. It can be an equally valuable resource outside government. People and business can use PSI to evaluate, respond, research, plan, discover, invent, innovate and aspire. The true value of information is realised only when others can use and build upon it to create new ideas, inventions and strategies. Open PSI is the necessary policy setting to make that happen. It requires, in essence, that government information and data is managed in a way that makes it readily discoverable, accessible and reusable by business and the community. This report details the results of a survey conducted by the Office of the Australian Information Commissioner (OAIC) on how 191 Australian Government agencies manage PSI. The survey was structured around the eight Principles on open public sector information (Open PSI principles) that were published by the OAIC in 2011. The key finding of this report is that Australian Government agencies are actively embracing an open access and proactive disclosure culture. The high response rate to this survey confirms that finding. The widespread and growing use of digital and web technologies to support a PSI transformation is another sign. There are nevertheless many policy challenges and practical obstacles that must be tackled. It is more a time of transition than fulfilment. This transition – or cultural shift – is more successful when built on four elements: agency leadership, officer innovation, community engagement and investment in information infrastructure. Those four elements were identified by agencies themselves as key issues in developing national information policy. Shortcomings in existing policies, structure and information management practices are highlighted by the survey responses: Transitioning to open access and proactive publication requires cultural change, including more active sponsorship of this philosophy by agency leaders; this is particularly important to overcome resistance or disengagement within agencies. Existing systems for record keeping, information governance, information release and user consultation are not suitably designed for the new era of open PSI, in which government information and data must be valued as a core agency asset and a national resource. Information management systems do not always apply uniformly across agencies; from an open PSI perspective there can be indefensible differences in information management practices across agency branches and locations. A great deal of valuable information is held by agencies in legacy documents that must be reformatted for digital publication; this can be a costly and technologically challenging process. Not all agencies have the technical specialisation and capacity to implement open PSI, on issues such as attachment of metadata, conformance to WCAG 2.0 and data release in an open and standards-based format. The default position of open access licensing is not clearly or robustly stated, nor properly reflected in the practice of government agencies. Agencies have been successful in identifying information that is required to be published under the Information Publication Scheme, but have not been as successful in identifying or prioritising other information that can be published through the agency website or on open data portals. Budgetary limitations hamper the capacity of agencies to be more dynamic in implementing an open PSI culture. An open PSI access strategy is vital to enable Australia to fully enjoy the economic, regulatory and cultural benefits of an open government model. Great strides to unlock PSI assets have recently been taken through the combined impact of the Government\u27s Gov 2.0 strategy, freedom of information changes, the innovation agenda, a shift in public service culture, and service delivery reform

A Whole-of-Government Approach to Reducing Tropical Deforestation

Tropical forests provide critical global and local ecosystem services and habitat for many of the world’s plants and animals. Their loss threatens the sustainable economic growth and social stability of developing countries, and illegal deforestation abroad places U.S. producers at an unfair disadvantage. For these and other reasons, the United States has long been engaged in programs to reduce forest loss. This engagement has recently increased, with the new Presidential Global Climate Change Initiative including a pillar dedicated to slowing forest loss. While promising, this new funding and coordination is insufficient, with a narrow focus on climate-based development assistance. Engaging the full suite of forest policy levers in the federal government, or taking a “whole-of-government” approach, would provide greater immediate impact in preventing forest loss while building the foundations of a working landscape ethic. In this discussion paper, we explore the opportunities to expand U.S. contributions to reducing tropical deforestation through this approach. A whole-of-government approach to international deforestation consists of coordinating and focusing the programs across the federal government that could reduce the rate of tropical forest loss. It is an integrated strategy that employs existing activities and authorities of the U.S. government and directs them under an overarching goal of reducing deforestation in tropical forest countries, while continuing to support other developing-country goals, such as economic development, health, food security, and biodiversity. We identify three major areas where policy adjustments and actions by relevant authorities can have immediate and tangible impact on reducing deforestation.tropical deforestation, forest conservation, U.S. policy, REDD, reducing emissions from deforestation, whole-of-government, environment and trade, forest policy