312,943 research outputs found

    Summary Assessment Report: The Planning Phase of the Rebuilding Communities Initiative

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    Evaluates the planning and implementation of a multiyear community change initiative in Boston, Philadelphia, Washington, D.C., Denver, and Detroit

    Competency Implications of Changing Human Resource Roles

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    [Excerpt] The present study examines which competencies will be necessary to perform key human resource roles over the next decade at Eastman Kodak Company. This project was a critical component of an ongoing quality process to improve organizational capability. The results establish a platform that will enable Kodak to better assess, plan, develop, and measure the capability of human resource staff

    Community Development Evaluation Storymap and Legend

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    Community based organizations, funders, and intermediary organizations working in the community development field have a shared interest in building stronger organizations and stronger communities. Through evaluation these organizations can learn how their programs and activities contribute to the achievement of these goals, and how to improve their effectiveness and the well-being of their communities. Yet, evaluation is rarely seen as part of a non-judgemental organizational learning process. Instead, the term "evaluation" has often generated anxiety and confusion. The Community Development Storymap project is a response to those concerns.Illustrations found in this document were produced by Grove Consultants

    Investing in Workforce Program Innovation: A Formative Evaluation of Five Workforce Organizations' Experiences During the Human Capital Innovation Fund Initiative

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    In this report, Investing in Workforce Program Innovation: A Formative Evaluation of Five Workforce Organizations' Experiences during the Human Capital Innovation Fund Initiative, we describe the five organizations' experiences planning, implementing, and adapting new strategies. Investing in Workforce Program Innovation offers insights into the complex work of developing and maintaining relationships that cross institutions. We discuss factors grantees considered when identifying partner organizations, the approaches they used to find common ground and work effectively together, and the ways in which partnerships evolved and deepened over time. We describe how organizations cultivated long-term relationships with employers to not only inform workforce program design and promote job placement, but also to engage employers to reflect upon their hiring and employment practices. Finally, we discuss the ways in which HCIF-supported organizations tailored comprehensive and ongoing supports to the unique needs of their participants to help them succeed in and beyond training programs

    Marine Spatial Planning: Case Studies

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    With marine planning developing in many parts of the world, especially the E.U., U.S. and Australia, it is important for industry to be part of the creation of a shared vision for a marine area and the necessary elements (e.g., outreach, funding, boundaries) of such an effort. World Ocean Council, with funding from the Gordon and Betty Moore Foundation, undertook a project to inform and, as appropriate, engage a diverse range of ocean industries on marine planning and encourage the use of credible science and risk assessment.The project identified industry sectors and business categories and researched industry perspectives on marine planning in part through the following five case studies. These case studies were selected to provide a broad range of regions across the globe and MSP examples at different stages of design, implementation, monitoring and adaptive management. The case studies are based on interviews with many private sector and government sector participants of planning processes, online documents, maps and available information, and a review of MSP literature. Stakeholder feedback, benefits and challenges from these five case studies are incorporated into the WOC report Ocean Industries and Marine Planning.

    Driving Strategy for Social Impact

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    Authors Anne Sherman and Paul Connolly offer frameworks and advice to help guide nonprofits and funders through a strategy process. An effective strategy provides leaders with criteria for making important decisions and increasing the overall quality of their work

    Ocean Industries and Marine Planning

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    Marine planning (marine spatial planning/MSP) is under development as a viable tool to address potential user conflicts in the oceans and allow for better management of ocean uses and resources. With marine planning developing in many parts of the world, especially the E.U., U.S. and Australia, it is important for industry to be part of the creation of a shared vision for a marine area, the discussion regarding whether or not to pursue a planning or other improved management effort, and the necessary elements (e.g., outreach, funding, boundaries) of such an effort. World Ocean Council, with funding from the Gordon and Betty Moore Foundation, undertook a project to inform and, as appropriate, engage a diverse range of ocean industries on marine planning and encourage the use of credible science and risk assessment. With information gathered through literature reviews, case studies, interviews, and outreach, this paper presents potential benefits of and concerns regarding marine planning from the ocean business perspective. It also offers considerations for industry to consider its role in marine planning and for planners on how and why to engage the private sector

    Managing change: mental models of SME managers

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    This study fills some of the gaps in existing studies on organisational change in SMEs by considering the management of change in SMEs in Queensland, Australia, built around the concept of employee participation. First, the paper examines what mental models SME managers espouse in relation to the management of organisational change; and whether small and medium organisations differ in relation to how they manage change. Data was obtained from a state-wide survey of 340 Queensland SME managers, conducted in 2008. The findings confirm the paucity of consultation in Australian workplaces. Within the context of change management, SMEs could benefit from combining their positive views on widespread involvement (including inspiring a shared vision and personally communicating the future vision; communicating the change message repeatedly up and down and across the organisation; and enabling others to act: by energising, empowering, building teams, tangible support with appropriate resources and structures) with a greater degree of ‘actual’ participation from employees in decision making

    Partnerships for Sustainable Development Goals 2016

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    This present document is the fourth edition of a report that has been prepared by the Division for Sustainable Development of UN-DESA as a follow up the Rio+20 Conference in 2012, as an effort to provide status of progress multi-stakeholder partnerships and voluntary commitments have in realizing sustainable development. This current 2016 edition reviews a number of action networks and multi-stakeholder partnerships, with a particular focus on how they support the theme of the 2016 High-level Political Forum on Sustainable Development (HLPF) - "Ensuring that no one is left behind". Information in the report is largely based on submissions from the Partnerships for SDGs online platform, which was originally developed following the Rio+20 Conference in 201. The platform was recently redesigned ahead of the adoption of 2030 Agenda for Sustainable Development at the United Nations Sustainable Development Summit in September 2015

    Managing at the Speed of Light: Improving Mission-Support Performance

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    The House and Senate Energy and Water Development Appropriations Subcommittees requested this study to help DOE's three major mission-support organizations improve their operations to better meet the current and future needs of the department. The passage of the Recovery Act only increased the importance of having DOE's mission-support offices working in the most effective, efficient, and timely manner as possible. While following rules and regulations is essential, the foremost task of the mission-support offices is to support the department's mission, i.e., the programs that DOE is implementing, whether in Washington D.C. or in the field. As a result, the Panel offered specific recommendations to strengthen the mission-focus and improve the management of each of the following support functions based on five "management mandates":- Strategic Vision- Leadership- Mission and Customer Service Orientation- Tactical Implementation- Agility/AdaptabilityKey FindingsThe Panel made several recommendations in each of the functional areas examined and some overarching recommendations for the corporate management of the mission-support offices that they believed would result in significant improvements to DOE's mission-support operations. The Panel believed that adopting these recommendations will not only make DOE a better functioning organization, but that most of them are essential if DOE is to put its very large allocation of Recovery Act funding to its intended uses as quickly as possible
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