Project Management- MGMT412 - 1304B - 01 unit 4 Essay

Project Management- MGMT412 - 1304B - 01 unit 4 - Essay Example In our project, the senior executives have suggested a meeting ahead of schedule. These meeting will discuss of the progress of the project and how to move into the future. As a suggestion, the project schedule will change and the meeting with senior executives will need to be scheduled every month. As a result, we have to create a recurring task in our project schedule (Gido, 2009). This will be done as follows: a) The meeting will be scheduled within the second milestone when the project team are in the process of soliciting for requirements for the product design. The main reason for scheduling the meeting at this stage is based on several reasons such as: It will allow for progress of the project to carry on without major interruptions. Since if the meeting would have been scheduled after all requirements for the product had been finalized then the project team would have been forced to roll back on progress made. Consequently, a lot of resources and cost would be involved in the process of rolling back the project and this would be inappropriate for all project stakeholders (Gido, 2009). Since the senior executives are in charge of the project, their input in the project is indispensible and therefore it is imperative to undertake their wishes in fulfilling requirements for the product. ... Therefore, task 15 was the only task that was affected. Other tasks were not affected but resources used in task 15 were also affected in terms of reduction of costs. c) In terms of dependencies, the new task 16 will be dependent on task 15 and all other tasks such as 17 will be dependent on task 16 and its achievements. d) However, in terms of project changes or impact on the parameters of these changes, there will be no major change in the project. However, the meeting has been set as a recurring task with only one recurrence (Lewis, 2010). This was done in anticipation of future meetings. However, if the meeting is to recur and set on a monthly basis then, several resources and schedules will be affected. For instance, if the meeting is to recur for a second period then the project duration in the MPP file will change from 42 days to 56 days. References Gido, ?J. & Clements J. (2009). Successful Project Management. New York, NY: Cengage Learning. Lewis, J. (2010). Fundamentals of Project Management. Chicago, IL:

Fascism in Germany and Italy Essay Example for Free

Fascism in Germany and Italy Essay Many similarities exist between German fascism, or Nazism, and Italian fascism. For example, both fascist movements were brought into power after facing very similar problems. One of the major problems that both countries encountered was a post-war economy teeming with instability. Germanys fragile economy was undermined by widespread unemployment, hyperinflation, and burdensome reparation payments, while Italys economy was just as delicate. In addition, the Great Depression brought both countries even further into economic collapse. Another problem that brought about fascism in the two countries was post-war peace settlements, especially the Versailles Treaty. While the Germans were exasperated by the exorbitant reparation payments forced upon them by the Allies, the Italians felt betrayed by the peace settlements for denying them the territory and status they deserved. Another problem that the two countries faced was their dissatisfaction with their existing governments. Many Germans were disgruntled with the Weimar Republic for signing the humiliating Treat of Versailles, while many Italians were apprehensive of the chaos within their parliamentary regime. Lastly, widespread fear of revolutionary upheaval and the expropriations of a Communism system also caused many Germans and Italians to identify with fascism. Both German fascism, led by Adolf Hitler and Italian fascism, led by Benito Mussolini exploited many economical and political difficulties within their nation in order to gain power. Hitler blamed Germanys ruined economy on the Weimar Republic, Communists, and Jews, while Mussolini blamed large Socialist and Catholic parties for Italys economic struggles. They also gained the support of farmers, small businessmen, civil servants, and young people by advocating strict nationalistic goals and blaming their economic troubles on the Bolsheviks. Nevertheless, the most crucial components of securing political power was though institutionalized violence and the abolishment of all other political parties. The fascist party under Hitler gained power by abolishing the press, public meeting, trade unions, and eventually, all other political parties. They also secured their total dominance by orchestrating violence to eliminate political enemies with the  Sturmabteilung and later, the Schutzst affel. Similarly, Mussolini used the Squadristi to attack his political enemies, the Catholics and the socialists, in order to secure fascist supremacy and make Italy a one-party dictatorship. Both the German and the Italian fascist regimes dominated business. In Italy, Mussolini lent money to many Italian businesses and acquired power in key industries such as steel, shipping, machinery, and electricity. Meanwhile, in Germany, Hitlers fascist government controlled industry, agriculture, and education. Newspaper and radio broadcasts were operated under strict censorship. In addition, both the German fascist regime and the Italian fascist regime strictly advocated nationalism, militarism, and institutionalized violence. One of the most important characteristics of the fascist regimes of Germany and Italy was nationalism. Nationalism spawned the idea of racial superiority, especially to Germany, and brought about territorial expansion and rearmament. The idea of territorial expansion stimulated militarism in both Germany and Italy. In Germany, Hitlers three goals, Lebensraum, rearmament, and economic recovery became the basis of his new foreign policy. Lebensraum, or living space, was Hitlers idea that superior nations had the right to conquer and expand into the territories of inferior states. Lebensraum brought about rearmament, and in 1935, Hitler publicly announced that Germany was rearming. The third phase of Hitlers foreign policy was economic recovery, which was directly linked to Lebensraum and rearmament, because not only did assembling weapons improve Germanys economy, but also the Balkan countries that Hitler annexed produced consumer goods for them. Similarly, in Italy, Mussolini was also rearming and targeting many weaker countries for his expansionist aims. In October 1936, the two fascist nations formed the Rome-Berlin Axis. Then, in May 1939, Germany and Italy agreed to offer each other military support both offensively and defensively by signing the Pact of Steel. Another act introduced by Hitler was the creation of Nazi controlled-organizations such as Hitler Youth, which taught German boys and girls between 10 and 18 to uphold his fascist values. However, the most unforgettable acts were his Nuremberg Laws, which deprived Jews of their  citizenship and forbade them from marriage. Then, on November 9, 1938, 20,000 to 30,00 Jews were sent to concentration camps and the night became known as Kristallnacht, or the night of broken glass.

Return on Investment for Emergency Obstetric Care Training

Return on Investment for Emergency Obstetric Care Training Social Return on Investment for Emergency Obstetric Care Training in Kenya Dedication â€Å"To philanthropy and all those contributing to making the world a better place† List of tables Table 1‑1: Summary table of social impact assessment methods Table 2‑1: WHO emergency obstetric care signal functions.. Table 3‑1: Krlev et al. 12-point quality assessment framework Table 3‑2: Sources of retrieved SROI studies. Table 3‑3: Criterion quality scores of health SROI studies across the 5 dimensions Table 3‑4: Health interventions that have been measured with SROI Table 3‑5: Summary table describing application of the SROI methodology in Health Table 3‑6: Summary of duration of health SROI analysis. Table 4‑1: Outputs of the current phase of the Making it Happen programme Table 4‑2: Content of the LSS-EOC NC. Table 4‑3: Distribution of Kenyan population across age groups. Table 4‑4: Kenyan Key development indicators.. Table 4‑5: EmONC indicators in Kenya compared to UN standards. Table 5‑1: Description of SROI principles. Table 5‑2: MiH outcome and output data indicators relevant for SROI analysis Table 6‑1: Stakeholder analysis of the EmONC training component of the Making it Happen programme Table 6‑2: Primary and secondary data required from the included stakeholders List of figures Figure 1‑1: Types of Social Return on Investment Studies Figure 2‑1: Annotation of the logic model (version 1). Figure 2‑2: Annotation of the logic model (version 2). Figure 2‑3: DFID 3Es + CE framework for Value for Money.. Figure 3‑1: Schematic representation of the conceptual framework underpinning the review Figure 3‑2: PRISMA flow diagram summarising the search process. Figure 3‑3: Mean quality scores of health SROI studies since 2005. Figure 3‑4: Number of public health SROI articles published since 2005. Figure 3‑5: Number of health SROI studies published by year, showing countries where the methodology was applied Figure 3‑6: Distribution of countries conducting SROI studies Figure 4‑1: Map of Kenya showing the eight provinces and the surrounding countries Figure 5‑1: SROI process map Figure 5‑2: Methods to be used within the SROI data collection stages.. Figure 6‑1: Analysis of stakeholders related to EmONC training in Kenya List of appendices Appendix 1: Search strategy Appendix 2: Systematic review results Appendix 3: Ethics Appendix 4: Materials relating to Making it Happen Appendix 5: Questionnaires Abbreviations ACAFIAtkisson Compass Assessment for Investors AIDSAcquired Immune Deficiency Syndrome BACOBest Available Charitable Option BEmOCBasic Emergency Obstetric Care BEmONCBasic Emergency Obstetric and Newborn Care BoP Base of Pyramid BScBalanced Scorecard BVABlended Value Accounting CAQDAS CEmOCComprehensive Emergency Obstetric Care CEmONCComprehensive Emergency Obstetric and Newborn Care CBACost Benefit Analysis CEACost-Effectiveness Analysis CMA Cost-Minimization Analysis CMNHCentre for Maternal Newborn Health CRTCluster Randomised Trials CSOCivil Society Organisation CUACost-Utility Analysis DALYs Disability-Adjusted Life Years DFIDDepartment for International Development DHDepartment of Health DHS Demographic and Health Survey EEEconomic Evaluation EmOC Emergency Obstetric Care EmONCEmergency Obstetric and Newborn Care EOC NCEssential Obstetric Care and Newborn Care FGFocus Group FGDFocus Group Discussion GRIGlobal Reporting Initiative HCPHealth Care Providers HEFCEHigher Education Funding Council for England ICPIntegrated Care and Prevention IDIIn-Depth Interview KHSSIP Kenya Health Sector Strategic and Investment Plan KIIKey Informant Interview KPIKey Person Interview LADSILabour and Delivery Satisfaction Index LATHLiverpool Associates in Tropical Health LEMLocal Economic Multiplier LMICsLow and Middle Income Countries LSS-EOCNCLife Saving Skills – Essential Obstetric Care and Newborn Care LSTMLiverpool School of Tropical Medicine MARPMost At Risk Population MDG-ScanMillennium Development Goal Scan MICSMultiple Indicator Cluster Survey MIFMeasuring Impact Framework MiHMaking It Happen MMRMaternal Mortality Ratio MNHMaternal and Newborn Health MOHMinistry of Health MOMSMinistry of Medical Services MOPHSMinistry of Public Health and Sanitation MSCMost Significant Change nefNew Economics Foundation NGOsNon-Governmental Organisations OASISOn-going assessment of Social Impacts OVCOrphan and Vulnerable Children PLHIVPeople Living with Human Immuno-deficiency Virus PLHWAPeople Living With AIDS PSIAPoverty and Social Impact Analysis PTOPerson Trade-Off QALYsQuality-Adjusted Life Years QIQuality Improvement RCOGRoyal College of Obstetricians and Gynaecologists RCTRandomised Controlled Trials REDFRoberts Enterprise Development Fund RFRoberts Foundation ROIReturn on Investment SAASocial Accounting and Auditing SBASkilled Birth Attendant SCStakeholder Consultation SCBASocial Costs-Benefits Analysis SDRSocial Discount Rate SIASocial Impact Assessment SIAASocial Impact Analysts Association SRASocial Return Assessment SRHSexual and Reproductive Health SROISocial Return on Investment SSQSix Simple Questions STDsSexually Transmitted Infections SVAStakeholder Value Added TBLTriple Bottom Line ToCTheory of Change TSOThird Sector Organisation UKUnited Kingdom UNUnited Nations UNICEFUnited Nations Children’ Fund VfMValue for Money WBWorld Bank WHOWorld Health Organization 1 Introduction 1.1 Purpose of the chapter This chapter introduces the social return on investment methodology – its definition, history as well as strengths and weaknesses of its application. It then proceeds to identify examples of previous applications of the method, explores any previous intersection of the methodology with the maternal and newborn health field and provides the rationale for the study. Finally, the objectives of this research and an overview of the thesis are provided. 1.2 What is Social Return on Investment? The first definition of Social Return on Investment (SROI) is â€Å"a simple financial assessment of socio-economic value. SROI compares a project’s net benefits to the investment required to generate those benefits over a certain period of time† (Emerson and Cabaj, 2000). Over time, this definition has been modified. In the most recent SROI methodology guidance, SROI is defined as â€Å"a framework for measuring and accounting for the much broader concept of value. It seeks to reduce inequality and environmental degradation and improve wellbeing by incorporating social, environmental and economic costs and benefits† (Nicholls et al., 2012). This definition is most commonly referred to in the literature, when authors define SROI, probably because it is stated within the SROI guidance. New Economics Foundation (nef) also defines SROI as â€Å"an analytic tool for measuring and accounting for a much broader concept of value, taking into account social, economic and environmental factors† (nef, 2014). SROI measures change from the perspective of stakeholders that experience or contribute to a particular activity, intervention, project, programme or policy. â€Å"It tells the story of how change is being created by measuring social, environmental and economic outcomes and uses monetary values to represent them† (Nicholls et al., 2012). Data collection and subsequent analyses allow calculation of a benefits-to-costs ratio. For example, a ratio of 4:1 indicates that an investment of  £1 delivers  £4 of social value. There are two types of SROI (Nicholls et al., 2012) [Figure 1-1]: Evaluative SROI: This retrospectively measures outcomes that have already happened. Forecast SROI: This estimates how much social impact will be generated if the activities to be conducted meet their intended outcomes. Figure 1.1: Types of Social Return on Investment Studies 1.3 History of SROI A review of the development of the SROI methodology would aid understanding of the initial considerations of those who developed the tool and the capabilities and potentials of the tool. This understanding is critical for this research as it provides a foundation upon which the application of the SROI framework in the maternal and newborn health (MNH) area can be better understood. Roberts Foundation (RF) developed the initial SROI framework in 1996, presented in a report titled New Social Entrepreneurs: The Success, Challenge and Lessons of Non-profit Enterprise Creation (REDF, 1996). The purpose of the first SROI report by REDF was to demonstrate the blend of financial, social and environmental value that all the social enterprises within REDF’s funding portfolio were producing compared to the total investment the organisation was making. This first SROI did not attempt to account for all benefits accrued from a programme, but estimated the cost savings or revenue contributions that are attributed to the programme. The framework utilised a modified discounted cash flow analysis for this calculation to demonstrate impact (Emerson and Cabaj, 2000; Emerson et al., 2000). In 1997, the RF, under its new initiative Roberts Foundation Enterprise Development Fund (REDF) updated the framework so to have the capacity to account for total organisational social return on investment and adjusted to be able to account for actual performance that could be continuously updated. REDF recognised more limitations in the methodology (Emerson et al., 2000), but has since not produced any further SROI reports or guidelines. However, the concepts that underpinned the development of this initial framework have been built upon in the subsequent development of the methodology over the past two decades (Tuan, 2008). Guidelines for SROI application have been produced in year 2000 (Emerson and Cabaj, 2000), 2004 (Lingane and Olsen, 2004) and 2006 (Scholten et al., 2006). In 2008, the United Kingdom (UK) Office of the Third Sector (Now referred to as Office for Civil Society (Civil Society Media, 2010)), which is responsible for charities, social enterprises and voluntary org anisations in the Cabinet Office (UK Government, 2014) launched the Measuring Social Value project (Arvidson et al., 2010) and this led to the development of an updated guideline in 2009 (Nicholls et al., 2009) and the production of another revision three years later (Nicholls et al., 2012). These revisions have over the years integrated the initial REDF SROI methodology, which was essentially a social impact measurement tool with principles and processes normally used in economic evaluations and financial return on investment to build a framework that captures social, economic and environmental impacts of interventions (Rotheroe and Richards, 2007). This concept of capturing the broader impacts is widely referred to as the â€Å"triple bottom line† (Norman and MacDonald, 2004), which is in itself encapsulated within the â€Å"blended value accounting† theory (Emerson, 2003). Furthermore, through this evolution, a more detailed stakeholder analysis is now included, shorter time frames are used for estimations and a process to adjusts the results for outcomes that may be attributable to different organisations has been incorporated into the calculation of the SROI ratio (Tuan, 2008). Discussions on how best to structure the methodology are on-going and networks such as the European SROI Network (ESROIN), formed in 2004, the SROI Network (international), formed in 2008 and subsequently affiliated networks formed in Sweden, Canada and Australia, are constantly leading and shaping this process (SROIN, 2014a). The methodology is gradually gaining interest in Africa and Asia too. The drive to develop the methodology has come from within and without the third sector, as third sector organisations (TSOs), such as not for profit organisations, charities and voluntary organisations, are increasingly getting involved in delivering public services and are viewed as development partners who need to show ‘value for money’ (Netten et al., 2010). On one hand, TSOs are pushing to become better in being accountable and demonstrating the value of their activities to donors. On the other hand, the focus of funding organisations has shifted from â€Å"output† to â€Å"outcome† and â€Å"impact† and from â€Å"generous giving† to â€Å"accountable giving†, through which they can demonstrate that evidence-based decisions have informed their choice of funded interventions, projects or programmes (Leat, 2006). 1.4 Application of the SROI methodology The application of the SROI framework can vary from measurement of the impact and social value generated by a project to a programme or indeed to an entire organisation (Millar and Hall, 2013). A rapid search of academic databases does not retrieve substantial amounts of research work that have used the SROI methodology, however the methodology is very popular within the third sector and has been widely embraced by the Office of the Civil Society, donors, commissioners and the public sector (Ainsworth, 2010; Heady, 2010). Its wider practice-based use but limited application within academia restricts its development and could potentially be the reason for its minimal uptake (Arvidson et al., 2010; Ebrahim and Rangan, 2010). Since its first use by REDF in 1996 (Emerson and Cabaj, 2000), the SROI methodology has been broadly applied to many organisations and within many industries. Examples of its use across different sectors include agriculture, where it was used to account for impact of care farming (Leck, 2013); environmental, where it was used to account for impact of a natural regeneration project (Weston and Hong, 2012); energy, where it was used to account for impact of energy efficiency of homes in Germany (Kuckshinrichs et al., 2010); social, where it was used to account for impact of providing training and employment for blind people (Sital-Singh, 2011), transport, where it was used to account for impact of a co-ordinated shared transport service which provides access to workplace, training and childcare in rural Scotland, where no alternative transport is available. (Wright et al., 2009) and indeed health, where amongst other examples, has been used to account for impact of a community-based pa ediatric asthma programme and provision of highly nutritious breakfast for school children in Sydney, Australia (Bhaumik et al., 2013; Varua and Stenberg, 2009). As regards its application in health [described in detail in Chapter 2: systematic review of SROI application in health], It is worth noting that in 2009, the UK Department of Health (DoH), with the support of the Cabinet Office, commissioned an action research project on which five health focused social enterprises were supported to conduct SROI analysis (Department of Health, 2010). This research demonstrated the relevance of the SROI methodology to the health sector and proved that there were additional benefits of using the methodology (Millar and Hall, 2013). However, to the best of our knowledge, though relevant and appropriate, there is no reported evidence of the application of the SROI methodology in the field of maternal and newborn health. 1.5 Difference between SROI and other related methodologies As mentioned above, the SROI methodology has evolved from a combination of social impact assessment tools and economic evaluation tools. It is therefore important to understand how SROI differs from these existing tools and identify what innovative approach it actually offers. When compared to other social impact measurement tools, there are subtle differences. There are several tools that have been previously or are currently being used in measuring and accounting for social impact (Acumen Fund, 2007; Brest and Harvey, 2008; Brest et al., 2009; Centre for High Impact Philanthropy, 2008; Clark et al., 2004; Emerson et al., 2000; Maas and Liket, 2011; Maas, 2008; Maughan, 2012; Nicholls et al., 2012; Owen and Swift, 2001; Schaltegger et al., 2004). Table 1‑1: Summary table of social impact assessment methods Method Primary application to Date Process Outcome Impact Monetisation Non Profit For Profit Government Acumen Scorecard à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Atkinsson Compass Assessment for Investors (ACAFI) à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Balanced Scorecard (BSc) à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Benefit-Cost Analysis à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Best Available Charitable Option (BACO) à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Base of Pyramid (BoP) Impact Assessment Framework à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Cost per Impact à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Expected Return à ¯Ã¢â‚¬Å¡Ã… ¸ Global Reporting Initiative à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Local Economic Multiplier (LEM) à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Measuring Impact Framework (MIF) à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Millennium Development Goal Scan (MDG-Scan) à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Most Significant Change à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Ongoing Assessment of Social Impact (OASIS) à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Poverty and Social Impact Analysis à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Social Accounting and Auditing (SAA) à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Social Costs-Benefits Analysis (SCBA) à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Social Return Assessment (SRA) à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Social Return on Investment (SROI) à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Stakeholder Value Added (SVA) à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ Theories of Change à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ à ¯Ã¢â‚¬Å¡Ã… ¸ [Table 1-1] shows the key characteristics of these different social impact measurement tools described in the literature, identifying the tools that monitor efficiency and effectiveness of outputs, indicators or variables (process); tools that relate outputs and outcomes and to substantiate incremental outcomes above what would have occurred if the intervention was not implemented (impact) and tools that monetize outcomes and/or impact by transforming them to monetary value (monetization). Finally the table details the sector(s) in which the method has thus far been applied – non-profit (third sector), for profit (commercial) or public sector (government). Of these tools, SROI appears to have gained wide acclaim because of its involvement of all stakeholders, who independently define the value they have experienced because of the intervention. In addition, SROI monetises costs and benefits and also ticks all the boxes of the logical framework, as it accounts for processes, outcomes and impact (Arvidson et al., 2010; Nicholls et al., 2012). The other similar methodologies to SROI are Economic Evaluation (EE) tools. These compare two or more alternative interventions in terms of their costs and benefits (Drummond et al., 1997). Economists have distinguished four types of economic evaluation: Cost-minimization analysis (CMA), Cost-effectiveness analysis (CEA), Cost benefit analysis (CBA) and Cost-utility analysis (CUA). While the definition of cost remains the same, the manner of accounting for the benefits differs across the types (Drummond et al., 2005). These different types of EE are described below: Cost-minimization analysis (CMA): In which, there is proven evidence that equivalent effectiveness of the comparators in question. Thus the more cost-effective option would be the cheaper one (since both options have similar outcome). Cost-effectiveness analysis (CEA): Effectiveness is measured in ‘natural units’ such as life years gained. Cost benefit analysis (CBA): Costs and benefits are monetised, with the cost-effective option being the one that results in a lower monetised ratio. Cost-utility analysis (CUA): Outcome is measured in Quality-adjusted life years (QALYs) or Disability-adjusted life years (DALYs), which is a composite metric of both length and quality of life. When compared to the SROI methodology, whereas a large focus of economic evaluation tools is on the microeconomic evaluation of the impact of any intervention, SROI accounts for not just economic value, but social and environmental impacts. It has been described as an extension of the cost-benefit analysis that incorporates broader socio-economic outcomes (Westall, 2011). In addition, SROI focuses on stakeholders, uses financial proxies, is more of a management tool, is more likely conducted by organisations themselves, while CBAs are usually conducted by external agents and the most up to date guidance does not recommend comparing estimated SROI ratios, unlike CBAs that are designed to be comparable. However, these differences appear to be largely based on â€Å"the style of each approach, rather than the true substance† (Arvidson et al., 2010). 1.6 Strengths and limitations of the SROI methodology 1.6.1 Strengths of the SROI methodology Practitioners and previous authors have identified some of the key strengths of the SROI methodology. Firstly, the fact that the SROI process generates a singular ratio that captures the broader impact (positive and negative) of an intervention is perceived as a key strength (Millar and Hall, 2013). One other strength is its meaningful engagement of stakeholders and its representation of their benefits in ways that are unique to the stakeholders themselves (Millar and Hall, 2013). More so, the fact that this benefits experience or impact experience is being explained from the perspective of the stakeholder is a unique characteristic of SROI, and this important stakeholder view is often neglected in conventional impact evaluation tools (Rauscher et al., 2012). In addition, the method provides a platform for social enterprises to leverage and/or effectively communicate their impact. This ultimately promotes better communication amongst all partners, whether they are beneficiaries, funders or implementers (Mdee et al., 2008). The SROI process also strengthens accountability and transparency systems of social enterprises (Arvidson et al., 2010). Finally, the SROI process is a very useful auditing tool to aid management decisions and service improvement (Social Ventures Australia (SVA) Consulting, 2012). 1.6.2 Limitations of the SROI methodology However, there are limitations of the methodology, just as there are of other impact evaluation methodologies (Arvidson et al., 2010). Some methodological limitations that have been raised include the difficulty of attaching financial values to â€Å"soft outcomes† that require subjective evaluation to generate â€Å"financial proxies† (Lingane and Olsen, 2004) such as self-esteem or confidence (Bertotti et al., 2011). Albeit still in developmental stage, is the Wiki Values, Outcomes and Indicators for Stakeholders (VOIS) database of the SROI Network is an attempt are to standardise such outcomes by recommending indicators and values of such outcomes that can be used to account for them (Rauscher et al., 2012). An example of a health related outcome on WikiVOIS is â€Å"change in incidence of abortion†. Contributors to the database have suggested that â€Å"cost of medical termination of pregnancy† can be used to value this outcome in Canada (The Global Value Exchange, 2013). In addition, the methodology needs an estimation of â€Å"what would have happened anyway† to calculate the value that can be attributed to the specific organisation, programme or intervention, however, this counterfactual data is seldom available (Cordery, 2013; Heady, 2010). Furthermore, the lack of comparability of SROI ratios across different organisations and/or interventions is perceived as a limitation (Ryan and Lyne, 2008). On practical grounds, SROI methodology is adjudged to be cost-intensive and requires the expertise and know-how of professionals and in some cases training, some of which small organisations cannot afford (Wood and Leighton, 2010). 1.7 Rationale for the study Though applicable and relevant, to the best of our knowledge, there is no documented application of the SROI methodology in the area of maternal and newborn health. For most MNH interventions, the key beneficiaries are the women and their families. There is currently no tool that captures the perspectives of all these stakeholders on impact of any intervention in one summary figure. This underscores the need to explore the use of primary data that will include inputs of those benefiting from MNH interventions, as this may potentially be useful in identifying the most complete estimate of the impact of these interventions. To buttress this, some authors have pointed out that this complete evaluation of MNH interventions needs to include identification of the most culturally appropriate intervention for each local setting and peculiar issues unique to the setting. Those who are the major beneficiaries of the intervention are better positioned to identify these culturally appropriate in terventions. Thus the call for culturally sensitive impact evaluations, which attempt to identify specific causes of problems, rather than basing decisions on â€Å"superficial† indicators such as maternal mortality rate, which is only quantitative and does not capture softer outcomes that also demonstrate impact of an intervention (McPake and Koblinsky, 2009; Pradhan, 2008). Secondly, data used as maternal health indicators are usually generated from relatively credible sources such as the Demographics and Health Survey (DHS), Multiple Indicator Cluster Survey (MICS) and World Development Indicators, but the problem of lack of uniformity in the process by which the indicators were generated remains (Pradhan, 2008). This is complicated by the fact that a large number of developing countries, that receive aid, do not have accurate or complete secondary data to base impact evaluation on (WHO,

Aggression in Middle School Girls Essay examples -- Personal Narrative

Aggression in Middle School Girls It was eight o'clock on a cold night in January. Our house rang with giggles and whispers and the occasional shriek of laughter. In the family room the latest teenie-bopper flick was amusing a crowd of pajama-clad seventh-graders. The sound of pounding feet from above betrayed that others were having an impromptu dance party/ pillow fight. The phone book was missing. My little sister, Lily, was having a sleepover. Mom had rushed to the store when it was discovered that there was no more ice cream in the freezer. My father had wisely retreated to the parlor to read. I was in charge. Suddenly, from upstairs I heard a door slam and raised voices. I gritted my teeth and went to investigate. Another door, further down the hall banged closed. I found Lily, standing in the middle of the hallway, one tightly shut door on her left, another on her right. The sounds of muffled sobbings came from within. Erica and Ashley were fighting again. Both parties were at an impasse. Lily, tired of being peacemaker, burst into tears on the floor. There was nothing to be done; Lily had been telling me the soap opera of Erica and Ashley's friendship for months. The next morning, Erica and Ashley were brushing one another's hair, whispering about the other girls, and drinking orange juice from the same cup. The fight and its rapid treaty weren't exactly new to me. Any female who has ever been in middle school or junior high can attest to the truth of the story of Erica and Ashley. But explaining the reasonings, emotions, and justification for the girls' actions is much more difficult. What goes on in the twisted, inner-workings of the thirteen-year-old female mind? Why do girls make their friends fee... ...ion in boys- it's considered natural, inherent, ingrained. What might help more than anything, however, is increased recognition that girls are not always sweet, innocent, and nice, that they do, in fact, get mad, that they can, and very often are, quite nasty towards one another. It is seven o'clock on a warm July morning. I am out for a quick jog before going to my summer job at a doctor's office. As I run by my old middle school, I see that students in the summer program have already been dropped off and are milling around in the parking lot. A gaggle of twelve-year-old girls with high ponytails and higher-pitched squeals is flocked around the basketball hoop. Another clique in t-shirts and sneakers is playing tetherball. One lone girl sits on the school steps immersed in a book. A dozen heads turn and stare at me as I run by. I shudder and pick up speed.

Apple, IT and. The Specter of Sweatshop Labor Essay

Apple INC               Apple Company has been in business for more than 40 years designing, manufacturing and market mobile communication and media devices and portable digital music players (Hitchcock, 2011). Apple markets a number of software and a number of networking solutions. Apple is the definition of new and advanced technology. They deal with a range products from music player; IPad, mobile devices; IPhone computers; Mac, television and business and personal software. Their products are distinctive and mostly preferred by an enormous number of customers. Their market base extends globally. Apple products are unique and are identified with their brand name and a picture of an apple fruit. Apple offers support for their products that operate on their internally designed software. Their products are well equipped with modern technology and designed to meet clients’ expectations and needs.               In the modern world, technology dictates our day to day lives. A few decades ago, mobile phones were owned by specific few and mostly used for business. Today mobile phones are used for both personal and business activities. Phones are a sense of direction, communication and a friend to humanity. Apple products have a distinctive nature and a stratified class not owned by many.               IPhone, a product of Apple, is a phone preferred by many abroad and locally. The nature of the phone is designed to operate and meets people daily needs. iPhone is beautifully made mobile device that combines a number of functions. iPhone functions as a communication platform, a digital music player and for internet communication. iPhone features range from communication platform, the internet net work platform, and entertainment. iPhone has a multi-touch user interface, web browsing, PC based email platform and is integrated with other window based computers. iPhone serves as an entertainment platform, integrated with iTunes libraries where one can download music, video clips, software and other application. The phone has different versions with various and advanced technology ranging from iPhone 1 to the recent Apple design iPhone 5 the latest version of iPhone. Apple offers support when it comes to iPhone with their online accessories compatible with thepho ne. The phone is a remarkable piece and appealing to the eye.               Another distinctive product of Apple is the iPad. IPad is a product characterized by entertainment and internet communication. Some of the features of iPad include; music player, a platform for downloading music, video clips and software, web browsing and an email platform. Just like iPhone, iPad is also compatible with window based computers and also Mac range of computers; products of Apple. Ipad has touch user interface and ability to download music, photos, and video clips. Ipad enables people to connect with their applications in more friendly way. The device is both used for running personal errands and business activities. The friendliness of the device enables people of all age ease in using the device. Children prefer ipad since its compatibility with different variety of games, online and offline. Ipad has different versions with their latest fourth-generation iPad mini.                Apple products have distinctive nature of the ‘I’ before their products is their original trademark and other features not found in many related technological devices, a beautiful structure friendly to humanity with their portability feature and remarkable service constituted with support system by the Company.                  The two key external factors affecting Apple Company are increasing completion from companies offering mobile, computer, tablets and television devices and international legal disputes. For many years, Apple has been the leading innovator when it comes to technological devices followed closely with their leading competitors. Microsoft has been the leading competitor of Apple for many years and set up their devices accordingly. Microsoft, the designers of widows based platforms, are the biggest rivals Apple when it comes to computers and tablets applications. Microsoft latest design of Windows 8 is increasingly threatening Apple domination of tablets application. Windows 8 comes with a designed app store a feature which was only evident in Apple line of tablets. This real completion for Apple and might turn out to be a catastrophe for Apple company. Widows’ app store offer varieties that are bad for business for Apple INC.                  Windows phones were also a big competition for Apple Company but recently Google has set up and surpassed widows. Google Android operating systems and Android line of phones are now the main competitors for Apple iPhone and operating systems. The market base for Android products is threatening Apple market base for iPhones and operating systems. Google recent development, of purchasing Motorola, is a big problem for Apple because of Google huge manufacturer of mobile devices. Another development of Google threatening Apple is their new design of home theater systems of Televisions partnering with Sony and Samsung Companies.               The second critical external factor affecting Apple Company is continued international legal disputes around the world. Apple being the leading innovators for their line of products makes them be the hunted and not the hunters. One of their going international legal disputes is the ongoing co-wireless licensing patent lawsuit. Co-wireless licensing patent an ally of Microsoft is suing Apple for wireless patents. If the lawsuit were to go through, this would be a huge blow for Apple since most of their products operate on a wireless network.                Apple is also facing another international legal dispute following claims that Apple purchased iPad trademark illegally. With their distinctive feature of their products starting with an ‘i’, this lawsuit could turn out to be a catastrophe for the company disrupting the flow of Apple tablet market share. These legal disputes are bad for business for the Apple Company and if they were to go through it could mark the end of the leading innovators Apple INC.                  Stakeholders in an organization include customers, employees, the entire community, suppliers and the business partners. Customers and the community are the key stakeholders in the success of an organization. Satisfied customers and the whole community lead to real business. Primary stakeholders affect an organization mostly financially. Primary stakeholders include shareholders, employees, and suppliers.                Primary stakeholders contribute to an organization’s environmental risks that impact negatively on financial performance of an organization. For example, the lawsuit affecting Apple INC, are environmental risks facing the company as a result of the Company’s management decisions and employees contributions.                Managing risks are also caused by executives of the company whole and poorly having in my mind that stakeholders are on their side contributing to financial problems. Management of an organization are the building blocks of a company and how they operate or run business affect the firm directly and reflect on the finances of the Company. Apple Company operates under a strict management and a no-nonsense leader.                  Inadequate participation of employees may contribute to poor financial performances. Pressure from the employees is evident on how a firm performs (Henriques and Sadorsky, 2007). Steve Jobs exact pressure on his employees and many consider him a tough leader; as Apple continues to record profits in their financial reports.                Another factor that affects financial performance of an organization is the structure and working of an organization. Apples leadership under Steve Jobs who was very strict when it comes to the Company’s performance and does not take any incompetence from the employees lightly. Apple Company has a well-structured supply chain management that coordinates its suppliers, the operations of the organization and the customers. This coordination by Apple and its business partners ensures smooth operations in the Company eliminating possibility of registering loses.                Labor practices are a controversial corporate social responsibility concern associated with Apple. Apple has been accused of overworking its’ employees following recent speculations from two supplier shops in China known as Foxconn and Inventec. Media recorded that; workers in these Companies are forced to work long hours and are underpaid. In addition, they are forced to live on the premises of these Companies where they have to pay rent and other expenses from the little they earn from the Company. This has raised debates over Chinese labor regulations and whether it is entirely Apple’s fault of Foxconn fault. Apple continues to defend their reputation by claims that they uphold acceptable working standards (Ericka, 2008). References Morphy, Ericka (January 31, 2008), â€Å"Apple, IT and. The Specter of Sweatshop Labor,† Mac New World Christina Hitchcock, (Oct,11,2011). â€Å"Apple, Inc. Mission Statement, Business Description, and (n.d.).† Retrieved from http://christinaahitchcock.com/?p=102Brayden King (Mar, 4, 2013).â€Å"Managing the Reputational and Market Risks of Social Activism† Retrieved from http://insight.kellogg.northwestern.edu/article/managing_the_reputational_and_market_risks_of_social_activism/Peter, muller. (Apr 8, 2012). â€Å"External Factors. affecting AppleInc† Retrieved fromwww.youtube.com/watch?v=2sOdHonN8jQ Source document

Dr. Randy Pausch Essay

Dr. Randy Pausch was an American professor of computer Science and human-computer interaction and design at Carnegie Mellon University in Pittsburgh, Pennsylvania. He learned that he had suffering from the pancreatic cancer in September 2006, and in August 2007 he was giving a terminal diagnosis:†3 to 6 months of good health left.† He gave an upbeat lecture titled â€Å"The Last Lecture: Really Achieving Your Childhood Dreams.† On September 18, 2007, at Camegie Mellon University. On the stage that day, Randy was youthful, energetic, handsome, often cheerfully, darkly funny. He seemed invincible. But this was a brief moment, as he himself acknowledged. If you knew you were going to die and you had one last lecture. What would you say to your students? For Dr. Randy Pausch, there’s an elephant in the room and the elephant in the room is that for him it wasn’t hypothetical. It has now come back after surgery, chemotherapy, and radiation and the doctor to ld him there’s nothing to do and he has months to live. These are his most recent CT scans. The pancreatic cancer has spread to his liver. They’re approximately a dozen tumors. Even though he don’t like this but he can’t do anything about the fact that he is going to die. The Last Lecture by Dr. Randy Pausch on Oprah was about childhood dreams. His childhood dreams were being in the National Football League. This is one of the childhood dreams he didn’t achieve and it’s very important to know that, if you don’t achieve your dreams, you can still get a lot by trying for it. Experience is what you get when you don’t get what you wanted. Dr. Randy Pausch’s second dream is to become a Walt Disney Imaginary. When he was eight, his family took the Pilgrimage to Disneyland in California and it was this incredible experience. The rides and the shows and the attractions and everything and he said, gosh, I’d like to make stuff like that when he get older. So he graduated from college and he tried to become an Imagineer. T hese are the people who make the magic. He got a lovely rejection letter and then he tried again after graduated school and he have kept all of these rejection letters over the years as an inspiration. But then the darndest thing happened. He worked hard and worked hard and he became a junior faculty member and he specialized in doing certain kinds of research. He developed a skill that was valuable to Disney and he got a chance to go there. Finally, he become a part of an Imagineering team and they worked on something called Aladdin’s Magic Carpet  Ride and it was incredibly cool however it took him over 15 years to do it and lots of tries. What he learned from that the brick walls that are in our way are there for a reason. They are not there to keep us out. They are there to give us a way to show how much we want it. Dr. Randy have a good relationship with his parents. His father is an incredible guy and he fought in World War II. He was clearly part of the greatest generation. Sadly, his father passed away a little over a year ago and when his mother was going through his thing that was when she discovered that in World War II, he was awarded the Bronze Star for valor. His mother was always there to keep him in check. Dr. Randy believed his parents encouraged him to cultivate his creative talents by letting him paint rockets on the walls of his house. When he got older and he bought his first car and he was so excited. According to Dr. Randy, people are more important than things. He just emptying a can of soda onto the back seat of his car when his sister was explains to his niece and nephew so they will not get his car dirty. He explain to her sister about it’s just a thing. Dr. Randy know he will dying soon so he choose to have fun today, tomorrow, and every other day he have left. If you want to achieve your dreams, you better work and play well with others. For him, a good apology has three parts, I’m sorry, it was my fault and how do I make it right? Most people skip that third part. Dr. Randy show his gratitude to the group of kids who helped him gets his dream job by brought them to Disney world. When people asked ‘How could you do it?’ and he said ‘How could I not do it?’ Gratitude is a very simple thing and it’s a very powerful thing. If you lead your life the right way, the karma will take care of itself. The dreams will come to you. If you live properly, the dreams will come to you.