Cultural capital investment interim impact evaluation

This report provides interim impact evaluation evidence on a major initiative to develop the quality and opportunity of cultural provision in the East Midlands. Eight venues across the region have been supported through an investment totalling £120 million, which include a mix of brand new buildings and bringing new life to existing facilities. This report sets out what the investment has achieved so far and how information on the impact of the venues will be collected in the future

A guide and toolkit: green infrastructure

Toolkit to support the development and implementation of projects aimed at enhancing or protecting green infrastructure. Provides a rationale for investment in green infrastructure and an evaluation framework for assisting learning and decision making

Final evaluation of the growth investment network East Midlands

A summative evaluation of the delivery of the Growth Investment Network from October 2004 to March 2010, a network of specialists established by emda to co-ordinate investment activity, collaborate on business deals and provide advice and support to entrepreneurs. The report includes both an overview of Strategic Added Value (SAV) and overall economic impact

Management consulting.

Including a lengthy, comprehensive introduction, this important collection brings together some of the most influential papers that have contributed to our understanding of management consultancy work. The two-volume set encompasses the breadth of conceptual and empirical perspectives and explores those key ideas that have helped to advance our knowledge of this intriguing area. The volumes are divided into a series of thematic sections, affording the reader easy access to a great resource of information. Professors Clark and Avakian have written an original introduction which provides a comprehensive overview of the literature

Evaluation of business steps extension (e-business)

Evaluation of the Business Steps (e-business) programme, delivered in the East Midlands between August 2007 and March 2010 to improve business take-up of ICTs ('e-adoption'). Based on 500 beneficiary survey responses to investigate Strategic Added Value (SAV) and desk research to investigate net impact in GVA

Review of EU, national and regional innovation drivers

A policy review of innovation drivers in support of the development of the Regional Innovation Strategy

A follow-up evaluation of the business growth through skills development and knowledge transfer project

Builds on earlier (2008) evaluation of the Business Growth through Skills Development and Knowledge Transfer Programme, delivered through the New Technology Institute (NTI) in the East Midlands. This evaluation focuses on the programme's third and final phase from April 2009 to March 2010. The programme targeted Small and Medium Sized Enterprises (SMEs) and Higher Education Institutions (HEIs). Evaluation largely based on stakeholder and beneficiary surveys to ascertain Strategic Added Value (SAV)

The construction of global management consulting - a study of consultancies’ web presentations

Management consulting increasingly appears as a global endeavour as reflected in the increasing dominance of a few large, global management-consulting firms. However, features of the consulting service (e.g. its immaterial and interactional character) as well as aspects of management (e.g. its cultural anchoredness) highlight the locality of management consulting. In this paper we approach this tension between the global and the local by seeing consulting as involving the creation of generalised myths. More specifically, we ask the question: How do global consulting companies construct the viability and desirability of their services? Based on a view of management consultants as mythmakers, we study the argumentation on corporate web sites of four leading global consultancies in five different countries. Applying a framework based on the sociology of translation, we analyze the translation strategies used in making the service of global consultancies both viable and indispensable. We find that the need for consultants is to a large extent constructed through defining management as an expert activity, thus creating a need for external advisors possessing globally applicable expert knowledge. In this effort, the consultants ally with three widely spread rationalized managerial myths – the rationality myth, the globalization myth and the universality myth. We conclude, that global consulting firms are actively involved in creating and reinforcing the very same institutions, which are the prerequisites for their future success.management consulting; globalization; myth making

Peru SANBASUR Rural Sanitation Financing Mechanisms

human development, water, sanitation

Rural Sanitation in Southern Africa: A Focus on Institutions and Actors

human development, water, sanitation