...consultation and education department. This paper will describe at least one process evaluation measure and at least one outcome evaluation measure that could be suggested for the Consultation and Education Department at Greenby Community Mental Health Center to display the program effectiveness and efficiency. The paper will also explain the scope and purpose of the chosen process evaluation and outcome evaluation measures and how they influence the design. Issues and challenges that may arise from evaluating the Greenby Community Mental Health Center will be covered. Finally, why an evaluation may be helpful to the Consultation and Education Department director’s situation will be explained. “Program evaluation is carefully collecting information about a program or some aspect of a program in order to make necessary decisions about the program. Program evaluation can include any or a variety of at least 35 different types of evaluation, such as for needs assessments, accreditation, cost/benefit analysis, effectiveness, efficiency, formative, summative, goal-based, process, outcomes, etc. The type of evaluation one undertakes to improve ones programs depends on what one wants to learn about the program. (McNamara, n.d.)” For the unique situation faced by the Consultation and Education Department at Greenby Community Mental Health Center, the cost/benefit analysis evaluation measure could be suggested.” A cost benefit analysis finds, quantifies, and adds all the positive factors...
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...[pic]TOOL: Making Sure Data Are Valid and Reliable Purpose: Before you can confidently interpret and analyze your evaluation data, you must ensure that the data you collect are valid and reliable. Otherwise, they won’t adequately support your outcomes. Use the questions and suggestions in this table to ensure the data you collect are valid and reliable. Instructions: 1. Review the “Questions to Consider” in the table to ensure that the data you collect for your evaluation are valid and reliable, and that your sample size is adequate. 2. Consider the suggestions or proactive measures you might take to ensure valid and reliable data. 3. Based on what you learn, note specific actions you might use in your district to ensure that your evaluation generates valid and reliable data. Making Sure Data Are Valid and Reliable |Questions to consider |Suggestions |Actions we’ll consider | |Do the data represent the outcomes that the |First make sure you select instruments that measure the kinds of outcomes your magnet | | |instrument is supposed to measure? Are the data |program is expected to produce. You can increase measurement validity by using | ...
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...[pic]TOOL: Making Sure Data Are Valid and Reliable Purpose: Before you can confidently interpret and analyze your evaluation data, you must ensure that the data you collect are valid and reliable. Otherwise, they won’t adequately support your outcomes. Use the questions and suggestions in this table to ensure the data you collect are valid and reliable. Instructions: 1. Review the “Questions to Consider” in the table to ensure that the data you collect for your evaluation are valid and reliable, and that your sample size is adequate. 2. Consider the suggestions or proactive measures you might take to ensure valid and reliable data. 3. Based on what you learn, note specific actions you might use in your district to ensure that your evaluation generates valid and reliable data. Making Sure Data Are Valid and Reliable |Questions to consider |Suggestions |Actions we’ll consider | |Do the data represent the outcomes that the |First make sure you select instruments that measure the kinds of outcomes your magnet | | |instrument is supposed to measure? Are the data |program is expected to produce. You can increase measurement validity by using | ...
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...The basic steps in performing improvement models are to first identify performance measures, then you must measure the performance. Once this has been done you are able to analyze and compare internal/external data, and then identify improvement opportunities before lastly performing ongoing monitoring. The performance measure process recognizes an important element of Total Quality Management programs. When identifying your performance measures you first need to look at how much you do? The number of customers you serve? Then you should ask yourself what types of activities are being performed, and try to convert these activities into measure. Such as training employees, becomes to the number of people being trained. Identifying performance measures will help to provide an indication of an organizations performance in relation to a specified process or outcome. Monitoring selected performance measures lets you know how well you are doing, if you are meeting your goals, if your customers are satisfied with their care, if your processes are in statistical control. Performance measures will provide an indication of an organizations performance in relation to a specified process or outcome. Monitoring selected performance measures will also help an organization determine process stability or identify improvement opportunities. A third step in performance improvement is to Analyze and Compare internal/external data. Internal data is information...
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...Leadership Development Options and Approaches This is not a research paper or a sales pitch. It is a discussion document, which may help you with your thought formation on the subject of leadership development. Introduction Developing great leaders is one of the greatest challenges for current leaders. This is not only a component of succession planning, it is a obligation, in the form of passing a legacy from one generation of leaders to the next. When we accept that great leaders are not born, they are developed, we begin to think differently about how we can invest in others to grow leadership capacity. When we accept that leadership capacity drives business outcomes and our customer experience, we begin to think differently about the urgency and priority we must give to expanding leadership capacity. Today. Challenge Extend leadership capacity through a robust and innovative leadership development initiative: • Leadership team understanding. • Leadership commitment. • Connection to key business goals. • Adaptable for today’s fast changing business environment. • Outcome and results driven. Options Leadership development today is a more complex proposition than it has been in times past. The options we will look at in this White Paper are ideas, recommendations and suggestions, rather than turn-key solutions. We will look at options through a four-phase approach. We will also consider that development is hierarchical, meaning, content builds...
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...WHITE PAPER - How to address the key issues for measuring Internal Communication effectiveness - 2014 Summary: Many professionals working in Internal Communications struggle to document and analyse challenges they face and the results they deliver. This white paper looks at the issues for measuring internal communications effectiveness by answering five simple questions; why measure, what to measure, how to measure, how to analyse and how to drive action? The paper offers practical advice on how to approach measurement and aims to enable professionals to conduct better and more focused research in order to demonstrate how they deliver business value. A key point of the paper is that effective internal communications not only requires tracking and reporting of past efforts, but it also entails profound analysis of key issues and what actions are needed to mitigate risks and to capture opportunities. Authored by: Klavs Valskov, see more at valskov.com INTRODUCTION Since the financial crisis, leaders are more than ever running their organisations on data and numbers. That means airtime in the boardroom is given to the teams that are able to supply issues analysis, peer comparisons, SWOT analyses of markets, forecast models and future scenarios based on objective evidence. People who can talk about threats and opportunities and make suggestions from a position of analysis and insight get listened to. Yet many professionals working in Internal Communications continue to...
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...why the training department is of value to the company as a whole. However, you do not only want to show that your training is adding value. You also want to make sure that your training is being done properly and you also want to improve your training for future participants (Eason, par. 2). These three reasons alone are enough for anyone who is running a business or just a training department to include evaluation of training in their programs. To evaluate the training at Kareco for the new employees, we must first determine who our audience will be. Because this is not stated, we are going to assume that we are preparing these evaluations for upper management. This will help upper management see how the training has helped their new employees begin working in their new positions. Now that we have our audience specified, we are able to decide what we are going to evaluate. This is important because we do not want to waste time and money evaluating certain outcomes that our audience is not interested in. There are four levels of outcome data as noted in Effective Training Systems, Strategies, and Practices; reaction, learning, behavior, and organizational results. Reaction outcomes are a measure of “the trainee’s perceptions, emotions, and subjective evaluations of the training experience” (Blanchard & Thacker, 2013, p. 321). Learning outcomes are a measure of how well the learning objectives were achieved (Blanchard & Thacker, 2013, p. 322). The learning objectives...
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...Project Management Office Summit Measures and Metrics for PMO Success 0011 0010 1010 1101 0001 0100 1011 Jim Kendrick, PMP, CMC President and Practice Leader © 2009 P2C2 Group, Inc. kendrick@p2c2group.com 301-942-7985 Also See Related Blog Articles http://jimkendrick.blogspot.com Web www.p2c2group.com Blog http://jimkendrick.blogspot.com Phone 301‐942‐7985 Email kendrick@p2c2group.com LinkedIn http://www.linkedin.com/in/jimkendrick Location Washington, DC Metro Area Measures & Metrics (c) 2009 kendrick@p2c2group.com Managing projects and portfolios without metrics is like sailing a ship without a compass! 0011 0010 1010 1101 0001 0100 1011 Measures & Metrics (c) 2009 kendrick@p2c2group.com 2 Why PMOs need measurement and metrics You already know … 0011 0010 1010 1101 0001 0100 1011 • 63% of projects have schedule delays • 49% of projects exceed budget or do not meet business objectives • 45% of projects face cost overruns • 23% of all projects FAIL Data published by Standish Group International, Inc., as reported in Computer World, February 17, 2003 http://www.computerworld.com/printthis/2003/0,4814,78517,00.html Measures & Metrics (c) 2009 kendrick@p2c2group.com 3 Most organizations have problems with their measures and metrics 0011 0010 1010 1101 0001 0100 1011 • • • • • • • • • Too much data Measures aren’t useful Too much time to collect and report data Data...
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...managers.Links to other UnitsThis Unit is linked to Unit B1. Develop and implement operational plans for your area of responsibility and E17. Outsource business processes in the overall suite of National Occupational Standards for Management and Leadership. | M&LF3 Manage business processes Skills | Listed below are the main generic ‘skills’ that need to be applied in managing business processes. These skills are explicit/implicit in the detailed content of the Unit and are listed here as additional information. * Communicating * Information management * Analysing * Assessing * Presenting information * Influencing * Persuading * Negotiating * Problem-solving * Prioritising * Thinking systematically * Thinking creatively * Reviewing | M&LF3 Manage business processes Performance CriteriaYou must be able to: | 1 Design processes that deliver outcomes based on organisational goals and aims. 2 Ensure processes and resources are sustainable and effective in their use. 3 Identify and provide the resources you need. 4 Take account of influences that may affect and shape how processes work. 5 Link processes so that they interact across the organisation to form a complete system. 6 Provide information and support for staff and other stakeholders involved. 7 Define process responsibilities. 8 Develop process measures that are affordable and provide enough information for people to decide how to manage the process. 9...
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...Ongeri Matini BBM2735/14 BBM 413 Assignment a) Alpha A measure of performance on a risk-adjusted basis. Alpha takes the volatility (price risk) of a mutual fund and compares its risk-adjusted performance to a benchmark index. The excess return of the fund relative to the return of the benchmark index is a fund's alpha. Alpha is one of five technical risk ratios; A positive alpha of 1.0 means the fund has outperformed its benchmark index by 1%. Correspondingly, a similar negative alpha would indicate an underperformance of 1%. The Jensen index, or alpha, bears some relation to the capital asset pricing model, or CAPM. The CAPM equation is used to identify the required return of an investment; it is often used to evaluate realized performance for a diversified portfolio. Because it's assumed that the portfolio being evaluated is a diversified portfolio (meaning that the unsystematic risk has been eliminated), and because a diversified portfolio's main source of risk is market risk (or systematic risk), beta is an appropriate measure of that risk. Alpha is used to determine by how much the realized return of the portfolio varies from the required return, as determined by CAPM. The formula for alpha is expressed as follows: |α = Rp – [Rf + (Rm – Rf) β] | Where: Rp = Realized return of portfolio Rm = Market return Rf = risk-free rate The Jensen index measures risk premiums in terms of beta (β); therefore, it is assumed...
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...describe the chapters and subsections of a thesis proposal and a research report and their proper order. 2. Describe the characteristics of an appropriate proposal title. 3. Compare and contrast the styles appropriate for (1) a dissertation or thesis, (2) a research proposal, (3) a research report, (4) a professional paper, and (5) a journal article. CURRICULUM PROPOSAL OUTLINE Cover Page Table of Contents Chapter 1 - Introduction (Need for the Study, Justification) Problem Statement Objectives Definitions of Terms Limitations of the Study Basic Assumptions Chapter 2 - Review of Literature (Can have sections deemed necessary) Chapter 3 - Procedures Curriculum Design Subject Selection Outcome Measures (of the project/thesis) Conditions of Presenting the Curriculum Treatments - What are the Unit(s)/Lessons? Evaluation (of the subjects after each lesson) *plus ** Chapter 4 presentation should follow the same sequence and topics as that presented in Chapter 3. ** Chapter 4 - Results (The actual unit(s) & lessons) Findings Relative to problem Field Test Results Summary of Data Chapter 5 - Discussion *Bibliography *Appendices ELEMENTS OF THE CURRICULUM PROPOSAL Cover Page Follow the style prescribed by the style manual suggested by the university, department or adviser. For the M.Ed., follow the APA style. Title - Should contain key words or phrases to give a clear and concise...
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... UGB 103 Assessment Element 1: Skills Audit and PDP Plan (Total 15 module marks) (This assignment covers the following skills learning outcomes, taken from the Module Guide: Skills:- 8 - Manage own time, including setting own goals and targets for Progress Files) Date of Submission: 12th October 2012 TASK: Draw up an initial skills assessment to rate your skills level. Your assessment should include an analysis of your current strengths and weaknesses, personal development goals, and action plan. To complete this task you are required to: 1. Complete Form A “Self Assessment of my Present University Skills”, Form B “Areas for Discussion with your tutor”, and Form C “PDP Plan”. You may proceed with this activity after personally meeting and discussing with your tutor. 2. For further information please to refer to “Guide to Finding Study Skills Support & Starting Out on your Personal Development”, available on Sunspace in the UGB103 site. FORM A (3 Marks) SELF ASSESSMENT OF MY PRESENT UNIVERSITY SKILLS |Name: | |Date: | |Rate your Skills and Abilities |Poor |OK |Good |Wish to Improve? | |1.Communication ...
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...favour all, or only some stakeholders and why? (150 words) 4. Outcomes of the decision. Consider the measures of company performance evaluation (400 words) 4.1 Financial measures 4.2 Balance score card 4.3 Triple bottom line Evaluate the outcomes of the decision against these 3 measures. Minimum 2 of the 3 should be used. Use economic, financial (see the attachment to this document) and other measures (e.g. Balanced Score Card approach, Triple Bottom Line approach) to identify whether or not the decision was successful. You can make use of external sources of information in shaping your opinion on the success of the decision, such as financial analysts’ reports, industry reviews, Australian Stock Exchange reports, financial media articles, found in databases, such as Bloomberg, Reuters and Factiva. State if the decision was successful or not. If it was unsuccessful, provide an explanation as to why it was not successful. Was it because the wrong decision was taken in the first place, or was it because the implementation failed. Here you need to consider SM theory about mergers and acquisition, which can fail (and often do fail) simply because it is difficult to blend the organisational cultures of the two merged companies. 5. Conclusion & recommendations (200 words) Based on your analysis make a recommendation about an alternate decision that could have been taken 9if the outcome of the decision was unsuccessful). If the original decision was...
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...risk because its pollutants can cause unpredictable illnesses that in turn can cause loss to both your ability to earn income by working and enjoy life in its fullest. Risk also exists when part of your family or business income can be wiped out by death or disability. Likewise, assets can be destroyed by earthquake, flood, fire, tornado, being held legally liable for damage to someone else and a host of other causes of loss. UNDERSTANDING OF RISK Risk may be considered from a number of different viewpoints that can be argued to form a continuum ranging from a very narrow view to a much broader understanding of the nature of risk. At the narrow or quantitative end of the scale is the view held mainly by engineers. This approach takes the stance that risk is represented by the quantitative measure of the probability of an untoward/unpleasant event occurring. Economists tend to view risk differently. Again probability theory is used but it is applied to all possible outcomes arising out of a particular event. By multiplying the probability by the outcome an expected loss is produced. When all outcomes are multiplied by their respective probabilities a probability distribution is produced. Various means are used to measure the outcome of an event. The cost of the outcome in monetary terms may be used so that the expected loss will consist of the probability of all the outcomes times the costs that may arise. Utility is often used instead of cost to take into account factors...
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...describe the chapters and subsections of a thesis proposal and a research report and their proper order. 2. Describe the characteristics of an appropriate proposal title. 3. Compare and contrast the styles appropriate for (1) a dissertation or thesis, (2) a research proposal, (3) a research report, (4) a professional paper, and (5) a journal article. CURRICULUM PROPOSAL OUTLINE Cover Page Table of Contents Chapter 1 - Introduction (Need for the Study, Justification) Problem Statement Objectives Definitions of Terms Limitations of the Study Basic Assumptions Chapter 2 - Review of Literature (Can have sections deemed necessary) Chapter 3 - Procedures Curriculum Design Subject Selection Outcome Measures (of the project/thesis) Conditions of Presenting the Curriculum Treatments - What are the Unit(s)/Lessons? Evaluation (of the subjects after each lesson) *plus ** Chapter 4 presentation should follow the same sequence and topics as that presented in Chapter 3. ** Chapter 4 - Results (The actual unit(s) & lessons) Findings Relative to problem Field Test Results Summary of Data Chapter 5 - Discussion *Bibliography *Appendices ELEMENTS OF THE CURRICULUM PROPOSAL Cover Page Follow the style prescribed by the style manual suggested by the university, department or adviser. For the M.Ed., follow the APA style. Title - Should contain key words or phrases to give a clear and concise...
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