Australian charities 2013

The Australian Charities 2013 Report reveals that Australian charities employ nearly 1 million people.  Additionally, charities manage around 2 million volunteers. The sector has a combined total income of more than $100 billion, growing by 2 per cent annually since 1990 Over 90 per cent of these are employed by only 10 per cent of charities. Of the charities, 10% account for 90% of the income and jobs and up to 30% may be low income or inactive.  It is a complex sector, in which nearly 70% of charities carry out more than one activity, and the administrative burden is born by 10% of the organisations. &nbsp

Cost of Services and Incentives in the UK Employment Retention and Advancement (ERA) Demonstration: Preliminary Analysis

This report presents a preliminary analysis of the cost of operating Britain's Employment Retention and Advancement (ERA) demonstration, which is being evaluated though a large-scale randomised control trial. This assessment of costs will become an important element of the full cost-benefit analysis to be presented in future ERA reports. Aimed at helping low-income individuals sustain employment and progress in work, ERA is distinguished by a combination of job coaching and financial incentives that it offers to participants once they are working. The ERA demonstration project began operations in late 2003 as a pilot programme administered by Jobcentre Plus in six regions of the country

In the Absence of Scrutiny: Narratives of Probable Cause

This Article reports on a set of roughly thirty interviews with federal magistrate judges. The focus of the interviews was the impact of the Supreme Court case, United States v. Leon, on the behavior of magistrate judges. Leon, famously, put in place the good faith exception for faulty warrants that were obtained by the officers in good faith. The insertion of this exception diminished significantly the incentive for defendants to challenge problematic warrant grants. That effect, in turn, could have diminished the incentive for magistrate judge scrutiny of the warrants at the front end of the process. We do not find any indication of diminished scrutiny. What we do find, however, is a highly ritualized and formalistic process for the evaluation of warrants where calculations of probabilities are viewed through a legalistic rather than a pragmatic lens

Representing Scott sets in algebraic settings

We prove that for every Scott set $S$ there are $S$-saturated real closed fields and models of Presburger arithmetic

USING INFORMATION TECHNOLOGY AS A STRATEGIC WEAPON: LESSONS FROM THE RED BARON

Organizations investing in information technology (IT) over the past decades have categorically seen the uses of IT change. At one point, IT was considered a key strategic tool to gain competitive advantage; however, today, acquiring basic IT functions is a necessity in order not to be at a competitive disadvantage. It takes advanced IT systems, coupled with good strategy to develop an IT competitive advantage. With good strategy and advanced IT systems, some organizations can use IT as a weapon to secure market share and/or eliminate the competition. We suggest in this article that there are strategic points of which organizations should be aware during the implementation and use of information technology. These lessons come from the strategic lesson plans of the ace aviation fighter pilot, the Red Baron.IT Strategy, Competitive advantage, Change, Aviation, Technology.