Archive for the ‘management’ Category

Supporting Grantee Capacity: Strengthening Effectiveness Together

March 1, 2015 Comments off

Supporting Grantee Capacity: Strengthening Effectiveness Together
Source: Foundation Center

In Supporting Grantee Capacity: Strengthening Effectiveness Together, we look at how funders approach building capacity with grantees. Through examples from foundations ranging in size, mission, and geography, we explore various strategies for capacity building and the types of awareness that funders can choose to incorporate in decision making to facilitate informed, thoughtful judgments about strengthening organizations.

Autonomous Vehicle Implementation Predictions: Implications for Transport Planning

February 27, 2015 Comments off

Autonomous Vehicle Implementation Predictions: Implications for Transport Planning (PDF)
Source: Victoria Transportation Policy Institute

This report explores the impacts that autonomous (also called self-driving, driverless or robotic) vehicles are likely to have on travel demands and transportation planning. It discusses autonomous vehicle benefits and costs, predicts their likely development and implementation based on experience with previous vehicle technologies, and explores how they will affect planning decisions such as optimal road, parking and public transit supply. The analysis indicates that some benefits, such as independent mobility for affluent non-drivers, may begin in the 2020s or 2030s, but most impacts, including reduced traffic and parking congestion (and therefore road and parking facility supply requirements), independent mobility for low-income people (and therefore reduced need to subsidize transit), increased safety, energy conservation and pollution reductions, will only be significant when autonomous vehicles become common and affordable, probably in the 2040s to 2060s, and some benefits may require prohibiting human-driven vehicles on certain roadways, which could take longer.

When Women Thrive Businesses Thrive

February 25, 2015 Comments off

When Women Thrive Businesses Thrive (PDF)
Source: Mercer
From press release:

When will women thrive? This is a question with profound implications for businesses striving to establish competitive advantage, because the link between women’s participation in the workforce and economic growth has never been clearer. It is also a question of urgency for women themselves — and for the families and communities that depend on them.

To answer this question, Mercer reached out to a large set of employers globally and relied on objective, statistical analysis to find out how female talent is faring and to uncover the real story of what drives gender diversity in organizations. The results, captured in the new report When Women Thrive, Businesses Thrive, indicate that despite diversity efforts over the past several decades, employers are still decades away from true gender equality if they don’t implement changes, and that a holistic strategy for supporting women across several key aspects of their personal and professional life cycle is key to success.

IBM Study: The Real Story Behind Millennials in the Workplace

February 25, 2015 Comments off

IBM Study: The Real Story Behind Millennials in the Workplace
Source: IBM

IBM today announced that pretty much everything you thought you knew about Millennials could well be wrong. A new IBM study reveals much of the hype about Millennial employees simply isn’t true. They aren’t the “lazy, entitled, selfish and shallow” workers that many believe them to be.

The results of the global, multigenerational study “Myths, Exaggerations and Uncomfortable Truths” found that the fundamental distinction between Millennials and older employees is their digital proficiency, which comes from growing up immersed in a digital world. But, for things like career goals, employee engagement, preferred leadership styles and recognition, the study shows that Millennials share many of the same attitudes as Gen X and Baby Boomer employees.

By 2020, Millennials will be approximately 50 percent of the U.S. workforce (1). So within the next five years, Millennials will wield increasing influence over organizations’ decisions, move in to leadership roles and basically take over the workforce.

Today’s business leaders need to begin planning for this shift by creating a workplace environment that will maximize the Millennial generation’s unique strengths. To do so, they first need to separate fact from fiction on what Millennial employees are really all about.

An Overview of the Millennium Challenge Corporation

February 24, 2015 Comments off

An Overview of the Millennium Challenge Corporation (PDF)
Source: Center for Global Development

The Millennium Challenge Corporation (MCC), an independent US foreign assistance agency, was established with broad bipartisan support in January 2004. The agency was designed to deliver aid differently, with a mission and model reflecting key principles of aid effectiveness.

MCC has a single objective—reducing poverty through economic growth—which allows it to pursue development objectives in a targeted way. There are three key pillars that underpin MCC’s model:

1. Policies matter: MCC partners only with countries that demonstrate commitment to good governance on the premise that aid should build on those practices and reward countries already pursuing policies conducive to private investment and poverty-reducing growth.
2. Results matter: MCC seeks to increase the effectiveness of its programs by identifying cost-effective projects and investing only in those that promise to deliver positive development returns. MCC tracks the progress of its investments and has committed to measuring project impact through rigorous evaluations.
3. Country ownership matters: MCC works in partnership with eligible countries to develop and implement an aid program on the premise that investments are more likely to be effective and sustained if they reflect the country’s own priorities and strengthen the partner government’s accountability to its citizens.

2014 Fundraising Effectiveness Survey Report

February 23, 2015 Comments off

2014 Fundraising Effectiveness Survey Report
Source: Urban Institute and Association of Fundraising Professionals

The Center on Nonprofits and Philanthropy at the Urban Institute and the Association of Fundraising Professionals established the Fundraising Effectiveness Project (FEP) to conduct research on fundraising effectiveness and help nonprofit organizations increase their fundraising results. Piloted in November 2006, FEP collects fundraising data from nonprofit organizations beginning with data for 2004-2005. The 2014 report, the latest in the annual series, incorporates data from 3,576 organizations that contributed data for 2012-2013.

SIGAR — Final Assessment: What We Have Learned From Our Inspections of Incinerators and Use of Burn Pits in Afghanistan

February 19, 2015 Comments off

Final Assessment: What We Have Learned From Our Inspections of Incinerators and Use of Burn Pits in Afghanistan
Source: Special Inspector General for Afghanistan Reconstruction

This report presents SIGAR’s final assessment of the Department of Defense’s (DOD) use of incinera – tors and open-air burn pits to dispose of solid waste in Afghanistan. The facts and concluding observations contained in this report are based on inspections conducted by SIGAR between October 2012 and June 2014 at Camp Leatherneck, Forward Operating Base Salerno, Forward Operating Base Sha – rana, and Shindand Airbase. By addressing at a systemic level the common problems identified in this report, DOD could improve management of solid waste disposal in future contingency operations.

This report highlights the ways in which incinerator operations in Afghanistan were not conducted in a manner that resulted in the most efficient use of U.S. taxpayer funds. Unfortunately, in many instances DOD officials did not take sufficient steps to ensure the proper management of contracts for the construction of the incinerators to address the problems identified during our inspections of particular incinerator facilities. Given the fact that DOD has been aware for many years of the significant health risks associated with open-air burn pits, it is indefensible that U.S. military personnel, who are already at risk of serious injury and death when fighting the enemy, were put at further risk from the potentially harmful emissions from the use of open-air burn pits.

Because SIGAR’s prior inspection reports on incinerators contained numerous recommenda- tions to improve the planning and management of incinerator facilities, this report contains no new recommendations. We provided a draft of this report to U.S. Central Command, the U.S. Army Corps of Engineers (USACE), and U.S. Forces–Afghanistan (USFOR-A) for review and comment. USACE and USFOR-A provided us with written comments, which are reproduced in appendices IV and V, respectively. Technical comments were incorporated into this report, as appropriate.


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