225,285 research outputs found

    Breakthroughs in Shared Measurement and Social Impact

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    A surprising new breakthrough is emerging in the social sector: A handful of innovative organizations have developed web-based systems for reporting the performance, measuring the outcomes, and coordinating the efforts of hundreds or even thousands of social enterprises within a field. These nascent efforts carry implications well beyond performance measurement, foreshadowing the possibility of profound changes in the vision and effectiveness of the entire nonprofit sector. This paper, based on six months of interviews and research by FSG Social Impact Advisors, examines twenty efforts to develop shared approaches to performance, outcome, or impact measurement across multiple organizations. The accompanying appendices include a short description of each system and four more in-depth case studies

    CEP at 5: Comparative Data Enabling Higher-Performing Foundations

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    CEP at 5 reflects on CEP's first five years through stories and pictures from CEP's Five-Year Anniversary Event held in New York in September 2006. The report features a speech by Rockefeller Foundation Vice President Nadya Schmavonian, who details the insights her foundation gained using comparative data to assess its performance. The report also includes a talk by CEP Executive Director Phil Buchanan on "The Foundation Effectiveness Imperative," comments from foundation leaders, and descriptions of CEP's research agenda and assessment tools

    Affective focus increases the concordance between implicit and explicit attitudes

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    Two attitude dichotomies - implicit versus explicit and affect versus cognition - are presumed to be related. Following a manipulation of attitudinal focus (affective or cognitive), participants completed two implicit measures (Implicit Association Test and the Sorting Paired Features task) and three explicit attitude measures toward cats/dogs (Study 1) and gay/straight people (Study 2). Based on confirmatory factor analysis, both studies showed that explicit attitudes were more related to implicit attitudes in an affective focus than in a cognitive focus. We suggest that, although explicit evaluations can be meaningfully parsed into affective and cognitive components, implicit evaluations are more related to affective than cognitive components of attitudes

    Turning the Table on Assessment: The Grantee Perception Report

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    This book chapter describes the origins of the GPR, illustrates lessons learned, and provides examples of changes made by foundations that have used this tool. It also reports on some of the broadly applicable insights gained from CEP's large-scale surveys of grantees. (This material is excerpted from the Grantmakers for Effective Organizations (GEO) book, A Funder's Guide to Organizational Assessment.

    A quality management based on the Quality Model life cycle

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    Managing quality is a hard and expensive task that involves the execution and control of processes and techniques. For a good quality management, it is important to know the current state and the objective to be achieved. It is essential to take into account with a Quality Model that specifies the purposes of managing quality. QuEF (Quality Evaluation Framework) is a framework to manage quality in MDWE (Model-driven Web Engineering). This paper suggests managing quality but pointing out the Quality Model life cycle. The purpose is to converge toward a quality continuous improvement by means of reducing effort and time.Ministerio de Ciencia e InnovaciĂłn TIN2010-20057-C03-02Ministerio de Ciencia e InnovaciĂłn TIN 2010-12312-EJunta de AndalucĂ­a TIC-578

    Achieving Foundation Accountability and Transparency: Lessons From the Robert Wood Johnson Foundation’s \u3ci\u3eScorecard\u3c/i\u3e

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    · The purpose of this article is to help foundations in their accountability and transparency efforts by sharing lessons from one foundation’s journey to develop a scorecard. · A commitment to funding and sharing the results from rigorous evaluations set the tone for Robert Wood Johnson Foundation (RWJF) accountability. · The Scorecard is a powerful tool for RWJF to set goals, track organizational effectiveness, and motivate responses to shortcomings. · Foundations can tailor their scorecard to include what best serves their needs. · With its Scorecard, RWJF found that comparative and quantitative measures are the most powerful forces to motivate change. · Setting targets motivates staff to focus their efforts on certain areas and make improvements

    Medicaid and CHIP Strategies for Improving Child Health

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    Explains state programs' need for child health measures that focus on outcomes; are standardized across programs, agencies, and states; and reward performance through provider reimbursement. Points out opportunities for foundation and government support

    Implementation Choices for the Children's Health Insurance Program Reauthorization Act of 2009

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    Synthesizes policy analyses and discussions with experts of provisions in the Children's Health Insurance Program Reauthorization Act to strengthen outreach and enrollment and improve quality of care. Recommends steps to ensure effective implementation

    IT service management: towards a contingency theory of performance measurement

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    Information Technology Service Management (ITSM) focuses on IT service creation, design, delivery and maintenance. Measurement is one of the basic underlying elements of service science and this paper contributes to service science by focussing on the selection of performance metrics for ITSM. Contingency theory is used to provide a theoretical foundation for the study. Content analysis of interviews of ITSM managers at six organisations revealed that selection of metrics is influenced by a discrete set of factors. Three categories of factors were identified: external environment, parent organisationand IS organisation. For individual cases, selection of metrics was contingent on factors such as organisation culture, management philosophy and perspectives, legislation, industry sector, and customers, although a common set of four factors influenced selection of metrics across all organisations. A strong link was identified between the use of a corporate performance framework and clearly articulated ITSM metrics

    Using the balanced scorecard as a performance management tool in higher education

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    This paper presents a critical review of the relevant literature on managerialism and performance management in higher education. Afterwards, it features an inductive research that involved semi-structured interview sessions with academic members of staff. The interpretative study relied on the balanced scorecard’s (BSC) approach as it appraised the participants' opinions and perceptions on their higher education institution’s (HEI) customer, internal, organizational capacity and financial perspectives. The findings have revealed the strengths and weaknesses of using the BSC’s financial and non-financial measures to assess the institutional performance and the productivity of individual employees. In sum, this research reported that ongoing performance conversations with academic employees will help HEI leaders to identify their institutions’ value creating activities. This contribution implies that HEI leaders can utilize the BSC’s comprehensive framework as a plausible, performance management tool to regularly evaluate whether their institution is: (i) delivering inclusive, student-centered, quality education; (ii) publishing high impact research; (iii) engaging with internal and external stakeholders; and (iv) improving its financial results, among other positive outcomes.peer-reviewe
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