2012 Grantmakers Information Technology Survey Report

Together the Technology Affinity Group (TAG) and Grants Managers Network (GMN) conducted an information technology survey of grantmaking organizations in July 2012. This survey serves as a follow?up to similar surveys TAG has conducted in collaboration with the Council on Foundation (The Council) in April 2003, July 2005, and June 2007, and then independently in 2010

A New Role for Human Resource Managers: Social Engineering Defense

[Excerpt] The general risk of social engineering attacks to organizations has increased with the rise of digital computing and communications, while for an attacker the risk has decreased. In order to counter the increased risk, organizations should recognize that human resources (HR) professionals have just as much responsibility and capability in preventing this risk as information technology (IT) professionals. Part I of this paper begins by defining social engineering in context and with a brief history pre-digital age attacks. It concludes by showing the intersection of HR and IT through examples of operational attack vectors. In part II, the discussion moves to a series of measures that can be taken to help prevent social engineering attacks

Balanced Innovation Management

The Department of Defense has demonstrated success in managing innovation. The military’s approach to innovation management extends beyond traditional distinctions between internal and external innovation modes. Summarizing specific innovation strategies available to managers develops recognition of this growing reality. The article concludes with resulting lessons that can be more widely adopted by managers

Assessing the Feasibility of Nutrient Trading Between Point Sources and Nonpoint Sources in the Chao Lake Basin Final

This pilot project will determine the Feasibility of an effective point-nonpoint source nutrient trading program could be established in the Lake Chao Basin, Program's potential benefits, Framework and necessary elements for such a program

After-School Toolkit: Tips, Techniques and Templates for Improving Program Quality

This toolkit offers program managers a practical, hands-on guide for implementing quality programming in the after-school hours. The kit includes the tools and techniques that increased the quality of literacy programming and helped improve student reading gains in the Communities Organizing Resources to Advance Learning (CORAL) initiative of The James Irvine Foundation. CORAL is an eight-year, $58 million after-school initiative aimed at improving education achievement in low-performing schools in five California cities. In addition to strategies, process and instructions, this toolkit offers a series of tools program staff can use to build the quality of their after-school program

Applying a Multidimensional Strategy to Mitigate Lateral Violence in a Small Rural Community Hospital in Western New York

Providing registered nurses with education and strategies to mitigate lateral violence is an evidenced-based method for creating a culture of civility. A descriptive pilot study with registered nurses was conducted on two medical/surgical units at a small rural community hospital. Strategies included a review of organizational policies, a one-day educational retreat for unit managers and registered nurse champions, and an online educational toolkit on lateral violence for the staff nurses on the pilot units

Complex Care Management Program Overview

This report includes brief updates on various forms of complex care management including: Aetna - Medicare Advantage Embedded Case Management ProgramBrigham and Women's Hospital - Care Management ProgramIndependent Health - Care PartnersIntermountain Healthcare and Oregon Health and Science University - Care Management PlusJohns Hopkins University - Hospital at HomeMount Sinai Medical Center -- New York - Mount Sinai Visiting Doctors Program/ Chelsea-Village House Calls ProgramsPartners in Care Foundation - HomeMeds ProgramPrinceton HealthCare System - Partnerships for PIECEQuality Improvement for Complex Chronic Conditions - CarePartner ProgramSenior Services - Project Enhance/EnhanceWellnessSenior Whole Health - Complex Care Management ProgramSumma Health/Ohio Department of Aging - PASSPORT Medicaid Waiver ProgramSutter Health - Sutter Care Coordination ProgramUniversity of Washington School of Medicine - TEAMcar

Coordinating Knowledge Work in Multi-Team Programs: Findings from a Large-Scale Agile Development Program

Software development projects have undergone remarkable changes with the arrival of agile development methods. While intended for small, self-managing teams, these methods are increasingly used also for large development programs. A major challenge in programs is to coordinate the work of many teams, due to high uncertainty in tasks, a high degree of interdependence between tasks and because of the large number of people involved. This revelatory case study focuses on how knowledge work is coordinated in large-scale agile development programs by providing a rich description of the coordination practices used and how these practices change over time in a four year development program with 12 development teams. The main findings highlight the role of coordination modes based on feedback, the use of a number of mechanisms far beyond what is described in practitioner advice, and finally how coordination practices change over time. The findings are important to improve the outcome of large knowledge-based development programs by tailoring coordination practices to needs and ensuring adjustment over time.Comment: To appear in Project Management Journa

Leveling the Playing Field: Attracting, Engaging, and Advancing People with Disabilities

People with disabilities experience significant challenges in finding employment. The participation of people with disabilities in the workforce and their median income are both less than half that of the civilian workforce. They work part time 68 percent more frequently than people without disabilities. These disheartening results persist despite the enactment of significant federal legislation aimed at making the workplace more supportive and accessible to people with disabilities. The Conference Board Research Working Group (RWG) on Improving Employment Outcomes for People with Disabilities was convened to address how to overcome these disparities. It was sponsored by the Employment and Disability Institute at Cornell University, under a grant from the National Institute on Disability and Rehabilitation Research of the U.S. Department of Education. The RWG members focused on four questions: 1) The business case: Is it advantageous for organizations to employ people with disabilities? 2) Organizational readiness: What should organizations do to create a workplace that enables people with disabilities to thrive and advance? 3) Measurement: How can success for both people with disabilities and the organization itself be determined? 4) Self-disclosure: How can people with disabilities, especially those whose disabilities are not obvious, be encouraged to identify themselves so that resources can be directed toward them and outcomes can be measured

Trends in testing: highlights of a global survey

B