...Collaboration to Build Healthier Communities A Report for the Robert Wood Johnson Foundation Commission to Build a Healthier America Wilder Research Wilder Research Wilder Research Report prepared for the RWJF Commission to Build a Healthier America by Paul W. Mattessich, Ph.D. Wilder Research Saint Paul, Minnesota Ela J. Rausch, M.P . .P Federal Reserve Bank of Minneapolis Minneapolis, Minnesota With support from the Robert Wood Johnson Foundation June 2013 Creating Healthy Communities Cross-sector partnerships are sparking widespread action to improve community health COATESVILLE , PA SEATTLE, WA Access to healthy foods Access to preventative care and healthy housing LOS ANGELES , CA Quality early child care and education CHICAGO, IL Data and evidence to build health into all policies and practices MIAMI , FL Opportunities for physical activity and healthy living health community development • community development finance • community planning • early child care/education • human services • housing Introduction “ Building a healthier America is feasible in years, not decades, if we collaborate and act on what is making a difference.” —Robert Wood Johnson Foundation In 2008, the Robert Wood Johnson Foundation convened a commission of nonpartisan leaders to identify opportunities to improve the health of all Americans by creating environments that protect and actively promote health. Their report, Beyond Health Care:...
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...the Financial Sector World Resources Institute June 8, 2011 Motoko Aizawa, Sustainability Advisor, IFC The Green Credit Policy - the Domestic Context • Pattern of rapid economic growth characterized by: High consumption of energy and natural resources Environmental pollution & biodiversity loss Growing social tension and inequality • Recognition that administrative measures need to be coupled with market-based policies • Turning to the power of the market: Environmental economic policies Environmental Tax Ecological Compensation Mechanism Green Trade Policy Green Government Procurement Green Insurance Green Securities Green Credit China’s Green Credit Policy • Context: Banks provide 80-90% of funding to Chinese enterprises • Dual Purpose: Direct credits away from highly polluting and high energy-consuming enterprises and projects Direct credits toward energy conservation and emission reduction at preferential terms • Launched in July 2007 by three agencies: Ministry of Environmental Protection (MEP) China Banking Regulatory Commission (CBRC) People’s Bank of China (PBOC) • New feature: Inter-agency collaboration with clear implementation responsibilities Based on lessons learned from the 1995 policy experience IFC Partnership with Chinese Agencies on Green Credit • Objective: Knowledge transfer of IFC experience in sustainable finance Collaboration Framework with...
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...essay, as the component characteristics of partnerships as set out above are often overlooked by organisations and individuals when approaching the delivery of activities ‘in partnership’. In theory, partnership involves collaborative working where people pool ideas and expertise, so the leadership, energy and services produced are greater than the sum of their individual capabilities. It also requires re-thinking the remit or boundaries of organisations within which leadership is to be distributed and respected. This is particularly relevant when considering partnerships to deliver single outcome agreements that have previously been the responsibility of one body, or several bodies in isolation. These are challenges to which public sector organisations (and those with a statutory remit to deliver) must now respond. This recognises that “expertise is owned by the many rather than the few” (Gronn, 2002), and requires trust and a multi-agency approach for successful delivery. Working in partnership is a crucial task for councils, police forces, health authorities and NHS trusts. The number of partnerships is set to increase,...
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...1. The whole of government challenge Chapter findings The report has defined 'whole of government' in the Australian Public Service (APS) as: Whole of government denotes public service agencies working across portfolio boundaries to achieve a shared goal and an integrated government response to particular issues. Approaches can be formal and informal. They can focus on policy development, program management and service delivery. APS agencies should review their work in light of this definition to assess the potential impact of this report on their work. There are many imperatives which make being successful at whole of government work increasingly important. These include pressures on the APS to offer sophisticated whole of government policy advice which comprehends a range of stakeholders' views, and to respond to complex policy challenges such as environmental or rural issues. There are pressures to join up program management, including security threats and intractable social issues such as drug dependence. There are rising community expectations for easier access to government by integrating service delivery. Agencies should review the impact of these imperatives on their work, including taking a long-term view of possible scenarios. Whole of government approaches to Australian government work are a relative strength for Australia and are not new. The increasing pressures on the APS demands that its history in whole of government work is understood to ensure it...
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...Low-Income Sectors This case focuses on Gas Natural BAN's network expansion project to provide natural gas to five low-income neighborhoods in the suburban area of Buenos Aires. It shows how a business model evolved to serve low-income sector (henceforth, LIS) customers, and, more particularly, it describes how the company partnered with a local CSO, Fundaci n Pro Vivienda Social (Foundation for Social Housing, henceforth FPVS), and learned how to work with these communities in a project carried out in Moreno's Cuartel V. Starting with the project carried out with FPVS, the company had begun to pursue natural gas network expansion projects for LIS neighborhoods with a business approach that differed from the scheme used with conventional customers. At the juncture depicted by this case, the company needs to set the guidelines for its natural gas network expansion strategy targeting LIS neighborhoods. Gas Natural BAN's experience with FPVS, though viewed as successful by the company, registered some inefficiencies that prevented its large-scale application and led management to look for new options to pursue its LIS strategy. As a result, the FPVS collaboration model and its potential for optimization were questioned. It was also questionable whether the scheme used by FPVS in Moreno's Cuartel V would be applicable to other neighborhoods with different conditions. This teaching case deals primarily with the development of inclusive business models based on cross-sector collaborations...
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...Submitted via Moodle ZBUS8303 Assignment #1 cover sheet Student name: BYRON COCKSEDGE Student number: z8994757 Course name: ZBUS 8303- Strategic Procurement and Outsourcing Date submitted: 7 Mar 2014 Special Consideration: N/A I BYRON COCKSEDGE affirm that the work in this assignment is solely my own other than where explicitly acknowledged to be otherwise. I assert that the preparation of this work has been completed in accordance with ethical standards appropriate to students of UNSW@ADFA and is a true representation of my current capabilities in this course. What factor or factors would give a firm market power as a purchaser? How might a firm possessing market power use procurement to build and sustain competitive advantage derived from (end) product innovation? In being able to determine any single or set of contributing factors that may give a firm market power as a purchaser, it is best to first agree a definition for market power and how it applies to purchasing. In its broadest definition market power can be defined as the ability of a firm to be able to influence or control terms and or conditions on which goods are bought and sold. There are also numerous schools of thought as to what precisely constitutes market or buyer power. The traditional sense is to define it in terms as an inverse of a monopoly, whereby the buyer can set prices profitably below...
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...Analysis of Cross-sectoral Networks in Local Sustainable Development Projects in Japan Noriko Sakamoto Submitted in fulfilment of the requirements of the International Masters in Environmental Sciences, Lund University, Sweden November 2005 Submitted by: Noriko Sakamoto 4-41-4-805 Arakawa, Arakawa-ku, Tokyo, Japan, 116-0002 Phone: 81-3-3893-5171 Email: noriko.sakamoto.755@student.lu.se Supervisor: Dr. Tomas Kåberger TallOil Phone: 0853524723 Email: tomas.kaberger@talloil.se Mr. Kes McCormick International Institute for Industrial Environmental Economics (IIIEE) at Lund University Phone: 0462220256 Email: kes.mccormick@iiiee.lu.se Acknowledgement First of all, I would like to express my gratitude to my supervisors, Tomas Kåberger and Kes McCormick, for their continuous advice, support and encouragement throughout this thesis work. Without their support, I could not finish writing this paper. Next, I would particularly like to thank my interviewees, Ayako Fujii, Minoru Yamada, Yasuhito Endo, and Hiroshi Shimotenma for warm hospitality. They gave me inspirations for this thesis, and their energy gave me courage to finish this work. I would like to express my gratitude to LUMES program for offering me an opportunity to study environmental sciences, continuous support, and wonderful classmates. Special thanks to all of my classmates, Becky, Cynthia, Eda, Leah, everyone, for sharing laughs and tears, from hard time of thesis writing to wonderful party time. To Kerstin...
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...Collaboration is commonly understood as a coming together of interested individuals to work on a common project of some kind. Multisectoral collaborations have become a popular strategy to address complex health issues at the local level. Due to their diverse partnerships across varied sectors, it is argued that such collaborations are better able to fulfill their missions, facilitate decision-making, solve more complex problems, respond more rapidly to a changing environment, and are better positioned to identify and influence programs, policies, and broader systems-level change required to realize and maintain health improvements within a community (Butterfoss, 2007; Minkler & Wallerstein, 1999; Roussos & Fawcett, 2000; Siegal, Siegal, & Bonnie, 2009). There is increasing evidence that collaborative partnerships can lead to improvements in social and...
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...of a destination”. Effective, quality destination management requires the involvement of all stakeholders through clear communication and transparent decision-making. In particular, this requires pro-active engagement between the three key partners: the local authority as destination managers, the private sector as the service providers and the North Wales Regional Tourism Partnership (TPNW), acting on behalf of Visit Wales. It also requires the involvement of a range of other parties with an interest in tourism, subject to local circumstances. There also needs to be a clear structure, terms of reference and lines of communication within the private and public sector partners/groups. There is no formally prescribed model for partnership working in destinations within or between the sectors. Different arrangements are being made in different areas and the local situation might require a tailored solution(s). It will be important to be flexible and adapt any model as experience dictates. The local authority’s role and structure in the context of the DMP The local authority comprises a large number of departments, most of which involve or have a bearing on the tourism sector. These are listed below with their tourism links bracketed and their statutory status identified: Non statutory: Economic development (regeneration, enterprise support, tourism and EU) Energy Island Project – (mitigating impact) Property (maritime services including harbours and moorings, coast management...
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...Goals and Objective I have always been a humanitarian in my heart. One example that has made a significant mark on my career was a donation shipment received from a United States military installation in Germany to be distributed to centers for children with special needs in Bulgaria in collaboration with the Bulgarian Red Cross. As an employee of the United States Embassy in Bulgaria, my responsibility encompassed the coordination of the customs clearance and distribution of the donation following the donor’s intent. Not long after the project finished, I received a phone call from the director of one of the centers to thank me for my work and express her gratitude for my help. Later on, I received a thank you card in the mail handmade by one of the children in the center. This event helped me realize the satisfaction that comes from the positive impact on people’s lives through a career in humanitarian logistics. I feel very privileged to have gained invaluable work experience in the shipping and logistics field working for the United States Government, the private industry, and non-profit sector for the past 12 years. Living through transition while growing up, I learnt to adapt to uncertainty and instability. As a result, I can easily relate to people in developing countries whose lives have been abruptly interrupted as a result of armed conflict or natural disaster. As a citizen of both transitioning and developed countries, I sincerely care for people who...
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...In 1995, I was commissioned by the Pew Partnership for Civic Change to study how collaboration was being used in the United States to build and strengthen community. While there are many forms of collaboration, my research focused on one type in particular—the kind carried out by individuals, groups and organizations in the public sphere. This form of collaboration can be described as a process of shared decision-making in which all the parties with a stake in a problem constructively explore their differences and develop a joint strategy for action. This essay appears in 'On Collaboration' — a collection edited by Marie Bak Mortensen and Judith Nesbitt (London: Tate, 2012). My report on the subject (from which the following essay has been adapted) generated a surprising amount of attention when it appeared. It was widely cited in books and publications and reprinted in several monographs. After concluding the study, I went on to observe and work with collaborative teams across America as well as study community leaders who practice collaboration as part of their community development work. I found that collaboration can be a powerful alternative to conventional mechanisms for effecting change, such as coalitions, task forces, and commissions. Traditional groups and organizations tend to be structured vertically. Decisions are made at the top and people derive their influence and authority from their positions within the hierarchy. This is especially true in professional...
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...| | |[pic] | |Assignment Submission Sheet | | | |Student name: MARTIN RONAN | | | |Lecturer name: JOHANNA FAHY | | | |Module: RESEARCH PROJECT | | | |Course :BA Business Administration PT | | ...
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...Discuss the concepts of centralized vs. decentralized purchasing authority, identify their relative advantages and disadvantages, and provide examples of when each may be appropriate. Centralized purchasing authority relies on one person to make decisions and direct the company. Sometimes in small businesses this is used because the owner is typically responsible for the operations of the company. The person held accountable in centralized authority structures is held accountable by the top management for proper performance of the purchasing activities. Often in smaller businesses this is necessary to attain a high operating efficiency and to maximize profits. The power of decision making is in just a few positions and there is typically little input from other positions. In large organizations this can be a good tactic if there is little segmentation among the business. In decentralized structures there are several people making decisions and running operations. In decentralized styles there is a team of people and different levels in the business. With having a larger team making decisions employees are usually empowered to make business decisions. Centralized authority can create extreme efficiency for a business. Usually the owner of the business can develop a mission and vision and set specific objectives for the managers to follow to achieve the desired goals. There is potentially a reduction of potential duplication of effort and the ability to leverage...
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...Collaborative governance is a phrase used to depict and expound concoctions of many different operations in which all organizational structures work together to master results to public issues that go farther than any organization could achieve in their possession. According to the Policy Consensus, “The best public solutions come from people working together on issues. Collaborative governance takes as its starting point the idea that working together creates more lasting, effective solutions. Lasting—Solutions developed through collaborative governance won't simply be undone in the next year or legislative session. Effective—The collaborative governance approach ensures that the realities of the situation are considered and discussed; decisions are not made in a vacuum. More buy-in—From the outset, all with a stake are involved in authentic ways; all have a role in the final agreement.” Some of the natural laws that stakeholders identifies in collaborative governance are opacity and accountability, fairness and comprehensiveness, impressiveness, sensitiveness, relationship building and neutrality among members of the organization to get a consensus-based result when making their decision. When analyzing collaborative governance in the decision-making process, it is critical to consider all lead stakeholders, stakeholders should always take part in the process design. Analyzing will help assist and provide other stakeholders a outlook on what the future holds...
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...Situation analysis: The Capital Markets Services(CMS) division, which was established as an interdisciplinary concern to address the issues of focused client attention and cross-divisional collaboration, required professionals who not only had domain-specific industry knowledge but were also skilled at responding to client needs by designing products in collaboration with product specialists within Morgan Stanley. It was these requirements that led to the appointment of Rob Parson, a managing director at a smaller firm with connections to some of the important players in the banking and insurance industries, as a market coverage professional The financial services industry is characterized by firms where individual professionals attract business and the ability of the firm to retain clients is solely dependent on the entrepreneurial skills of professionals. Thus, in a market typified by clients demanding immediate solutions, Morgan Stanley’s attempt at creating a consensus-based interface can be seen as a process projecting the firm – and not the individual – as the business facilitator; this necessitates the appointment of skilled executives who not only possess the ability to market and sell but also display the willingness to obtain approval through franchise and collaboration. The nature of Rob Parson’s responsibilities, though challenging, involved resurrecting Morgan Stanley’s capital markets’ business and had witnessed a high turnover rate in the past. This position...
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