A tool to evaluate the process of triple bottom line reporting:
|
|
|
- Elizabeth Stevens
- 10 years ago
- Views:
Transcription
1 A tool to evaluate the process of triple bottom line reporting: Increasing the potential for change PRESENTED BY SUPERVISORS Michael Mitchell Allan Curtis & Penny Davidson
2 Overview: 1. TBL reporting focus on process 2. Evaluation framework for TBL reporting 3. Case study preliminary reflections
3 TBL Reports:
4 TBL Reports: Reporting: Annual reports by organisations to account for their Triple Bottom Line economic prosperity, environmental quality and the element which business has preferred to overlook social justice. (Elkington, 1998, p. 72)
5 Research TBL Reporting: question: Can Triple Bottom Line reporting lead to enhanced sustainability?
6 Research TBL Reporting: question: Can Triple Bottom Line reporting lead to enhanced sustainability? Hypothesis:
7 Research TBL Reporting: question: Can Triple Bottom Line reporting lead to enhanced sustainability? Hypothesis: No, TBL reporting will not lead to enhanced sustainability
8 Research TBL Reporting: question: Can Triple Bottom Line reporting lead to enhanced sustainability? What about:
9 Research TBL Reporting: question: Can Triple Bottom Line reporting lead to enhanced sustainability? What about: Is there any potential that TBL reporting can be used as an agent for change?
10 TBL Reports: Reporting: Annual reports by organisations to account for their Triple Bottom Line
11 TBL Reports: Reporting: Annual reports by organisations to account for their Triple Bottom Line
12 - Identifying sustainability issues - Setting sustainability related objectives - Using indicators to monitor progress - Engaging staff & other stakeholders - Developing strategies and making changes TBL Reports: Reporting: Annual reports by organisations to account for their Triple Bottom Line
13 TBL Reports: Reporting: Annual reports by organisations to account for their Triple Bottom Line Doesn t end with the report
14 TBL Reports: Reporting: Annual reports by organisations to account for their Triple Bottom Line
15 TBL Reporting:
16 TBL Reporting: Ongoing cycle of - learning? - capacity building? - practical changes? - leading to a sustainable future?
17 [ = the research question ] TBL Reporting: Ongoing cycle of - learning? - capacity building? - practical changes? - leading to a sustainable future?
18 Answering the research question:
19 Answering the research question: 1. Develop criteria upon which to evaluate how to make TBL reporting more effective as an agent for change based on a review of TBL reporting case studies in the literature 2. Become involved in case study research with Murrumbidgee Irrigation as it develops a TBL reporting process
20 TBL Reporting Evaluation Framework
21 TBL Reporting Evaluation Framework Not of TBL reports
22 TBL Reporting Evaluation Framework Not of TBL reports A tool to evaluate the process of reporting as an agent for change
23 TBL Reporting Evaluation Framework Criteria for evaluation (attribute to achieve desired outcome) 1. all stakeholders involved 2. stakeholders have a voice Desired outcomes of TBL reporting Who should be involved and how? Collectively owned 3. leaders committed 4. reflection on impacts across the TBL 5. social and equity issues included 6. locally relevant; indicators understood 7. solutions to problems; trade-offs 8. time for reflection 9. organisational changes What should we be doing? Consider all TBL issues Identify unsustainable practices How should we be doing it? Ongoing reflection and action May challenge business-as-usual 10. collaboration with others
24 TBL Reporting Evaluation Framework Criteria for evaluation (attribute to achieve desired outcome) 1. all stakeholders involved 2. stakeholders have a voice Desired outcomes of TBL reporting Who should be involved and how? Collectively owned 3. leaders committed 4. reflection on impacts across the TBL 5. social and equity issues included 6. locally relevant; indicators understood 7. solutions to problems; trade-offs 8. time for reflection 9. organisational changes What should we be doing? Consider all TBL issues Identify unsustainable practices How should we be doing it? Ongoing reflection and action May challenge business-as-usual 10. collaboration with others
25 TBL Reporting Evaluation Framework Criteria for evaluation (attribute to achieve desired outcome) 1. all stakeholders involved 2. stakeholders have a voice Desired outcomes of TBL reporting Who should be involved and how? Collectively owned 3. leaders committed 4. reflection on impacts across the TBL 5. social and equity issues included 6. locally relevant; indicators understood 7. solutions to problems; trade-offs 8. time for reflection 9. organisational changes What should we be doing? Consider all TBL issues Identify unsustainable practices How should we be doing it? Ongoing reflection and action May challenge business-as-usual 10. collaboration with others
26 TBL Reporting Evaluation Framework Criteria for evaluation (attribute to achieve desired outcome) 1. all stakeholders involved 2. stakeholders have a voice Desired outcomes of TBL reporting Who should be involved and how? Collectively owned 3. leaders committed 4. reflection on impacts across the TBL 5. social and equity issues included 6. locally relevant; indicators understood 7. solutions to problems; trade-offs 8. time for reflection 9. organisational changes What should we be doing? Consider all TBL issues Identify unsustainable practices How should we be doing it? Ongoing reflection and action May challenge business-as-usual 10. collaboration with others
27 TBL Reporting Evaluation Framework Criteria for evaluation (attribute to achieve desired outcome) 1. all stakeholders involved 2. stakeholders have a voice Desired outcomes of TBL reporting Who should be involved and how? Collectively owned 3. leaders committed 4. reflection on impacts across the TBL 5. social and equity issues included 6. locally relevant; indicators understood 7. solutions to problems; trade-offs 8. time for reflection 9. organisational changes What should we be doing? Consider all TBL issues Identify unsustainable practices How should we be doing it? Ongoing reflection and action May challenge business-as-usual 10. collaboration with others
28 TBL Reporting Evaluation Framework Criteria for evaluation (attribute to achieve desired outcome) 1. all stakeholders involved 2. stakeholders have a voice Desired outcomes of TBL reporting Who should be involved and how? Collectively owned 3. leaders committed 4. reflection on impacts across the TBL 5. social and equity issues included 6. locally relevant; indicators understood 7. solutions to problems; trade-offs 8. time for reflection 9. organisational changes What should we be doing? Consider all TBL issues Identify unsustainable practices How should we be doing it? Ongoing reflection and action May challenge business-as-usual 10. collaboration with others
29 TBL Reporting Evaluation Framework Criteria for evaluation (attribute to achieve desired outcome) 1. all stakeholders involved 2. stakeholders have a voice Desired outcomes of TBL reporting Who should be involved and how? Collectively owned 3. leaders committed 4. reflection on impacts across the TBL 5. social and equity issues included 6. locally relevant; indicators understood 7. solutions to problems; trade-offs 8. time for reflection 9. organisational changes What should we be doing? Consider all TBL issues Identify unsustainable practices How should we be doing it? Ongoing reflection and action May challenge business-as-usual 10. collaboration with others
30 TBL Reporting Evaluation Framework Criteria for evaluation (attribute to achieve desired outcome) 1. all stakeholders involved 2. stakeholders have a voice Desired outcomes of TBL reporting Who should be involved and how? Collectively owned 3. leaders committed 4. reflection on impacts across the TBL 5. social and equity issues included 6. locally relevant; indicators understood 7. solutions to problems; trade-offs 8. time for reflection 9. organisational changes What should we be doing? Consider all TBL issues Identify unsustainable practices How should we be doing it? Ongoing reflection and action May challenge business-as-usual 10. collaboration with others
31 TBL Reporting Evaluation Framework Criteria for evaluation (attribute to achieve desired outcome) 1. all stakeholders involved 2. stakeholders have a voice Desired outcomes of TBL reporting Who should be involved and how? Collectively owned 3. leaders committed 4. reflection on impacts across the TBL 5. social and equity issues included 6. locally relevant; indicators understood 7. solutions to problems; trade-offs 8. time for reflection 9. organisational changes What should we be doing? Consider all TBL issues Identify unsustainable practices How should we be doing it? Ongoing reflection and action May challenge business-as-usual 10. collaboration with others
32 TBL Reporting Evaluation Framework Criteria for evaluation (attribute to achieve desired outcome) 1. all stakeholders involved 2. stakeholders have a voice Desired outcomes of TBL reporting Who should be involved and how? Collectively owned 3. leaders committed 4. reflection on impacts across the TBL 5. social and equity issues included 6. locally relevant; indicators understood 7. solutions to problems; trade-offs 8. time for reflection 9. organisational changes What should we be doing? Consider all TBL issues Identify unsustainable practices How should we be doing it? Ongoing reflection and action May challenge business-as-usual 10. collaboration with others
33 TBL Reporting Evaluation Framework Criteria for evaluation (attribute to achieve desired outcome) 1. all stakeholders involved 2. stakeholders have a voice Desired outcomes of TBL reporting Who should be involved and how? Collectively owned 3. leaders committed 4. reflection on impacts across the TBL 5. social and equity issues included 6. locally relevant; indicators understood 7. solutions to problems; trade-offs 8. time for reflection 9. organisational changes What should we be doing? Consider all TBL issues Identify unsustainable practices How should we be doing it? Ongoing reflection and action May challenge business-as-usual 10. collaboration with others
34 TBL Reporting Evaluation Framework How the criteria were created 1. Literature search for TBL & other related case studies 2. Selection for in-depth review (corporate 10; public sector 5; other 6) 3. Reviews leading to identification of criteria 4. Engagement with authors 5. Synthesis: grouping criteria into themes
35 TBL Reporting Evaluation Framework Other Public sector Corporate reporting collaboration with others organisational changes time for reflection solutions to problems locally relevant indicators social and equity included impacts across the TBL leaders committed stakeholders have a voice all stakeholders involved Criteria
36 TBL Reporting Evaluation Framework Impact 1. Can be applied in a wide variety of contexts
37 TBL Reporting Evaluation Framework Impact 1. Can be applied in a wide variety of contexts 2. Useful for upfront thinking to set direction 3. Useful to reflect on progress to date
38 TBL Reporting Evaluation Framework Impact 1. Can be applied in a wide variety of contexts 2. Useful for upfront thinking to set direction 3. Useful to reflect on progress to date 4. Part of broader PhD research project Case study with Murrumbidgee Irrigation 5. Potential to trial further in irrigation industry through future CRC IF projects
39 Murrumbidgee Irrigation Case Study
40 Murrumbidgee Irrigation Case Study
41 Murrumbidgee Irrigation Case Study Preliminary Reflections Can TBL reporting lead to enhanced sustainability?
42 Murrumbidgee Irrigation Case Study Preliminary Reflections Can TBL reporting lead to enhanced sustainability? Staff involved
43 Murrumbidgee Irrigation Case Study Preliminary Reflections Can TBL reporting lead to enhanced sustainability? Staff involved BUT reports are about shaping perceptions
44 Murrumbidgee Irrigation Case Study Preliminary Reflections Can TBL reporting lead to enhanced sustainability? Staff involved BUT reports are about shaping perceptions Sustainability learning from doing (Bell & Morse 2004) Having to face some difficult questions
45 Murrumbidgee Irrigation Case Study Preliminary Reflections Can TBL reporting lead to enhanced sustainability? Staff involved BUT reports are about shaping perceptions Sustainability learning from doing (Bell & Morse 2004) Having to face some difficult questions BUT questions focus on constraints on influence
46 Murrumbidgee Irrigation Case Study Preliminary Reflections Can TBL reporting lead to enhanced sustainability? Staff involved BUT reports are about shaping perceptions Sustainability learning from doing (Bell & Morse 2004) Having to face some difficult questions BUT questions focus on constraints on influence Collaboration required?
47
Can the triple bottom line concept help organisations respond to sustainability issues?
Can the triple bottom line concept help organisations respond to sustainability issues? Michael Mitchell 1, 2, Allan Curtis 1 and Penny Davidson 1 1 CSU Institute for Land, Water and Society, PO Box 789,
Sustainability and Triple Bottom Line Reporting What is it all about?
Abstract Sustainability and Triple Bottom Line Reporting What is it all about? Aimee Jackson Monroe, LA 71209 Katherine Boswell, PhD, CIA Assistant Professor of Accounting Monroe, LA, 71209 Dorothy Davis,
BSBMKG506B Plan market research
BSBMKG506B Plan market research Revision Number: 1 BSBMKG506B Plan market research Modification History Not applicable. Unit Descriptor Unit descriptor This unit describes the performance outcomes, skills
Balancing social and commercial objectives within business organisations what can we learn from social enterprise?
Balancing social and commercial objectives within business organisations what can we learn from social enterprise? Introduction The accepted role of business in our society has changed in the last 15 years.
Triple Bottom Line Discussion. Scott Struck, Ph.D. Senior Professional Geosyntec Consultants
Triple Bottom Line Discussion Scott Struck, Ph.D. Senior Professional Geosyntec Consultants http://water.epa.gov/action/importanceofwater/upload /Importance-of-Water-Synthesis-Report.pdf EPA Report Says
HPF Tool. Template for the Performance and Accountability Statement Second round reviews. Amended December 2012
HPF Tool Template for the Performance and Accountability Statement Second round reviews Amended December 2012 The High Performance Framework was developed by the Public Sector Performance Commission. This
Note: The modules offered and their timing are conditional upon the availability of faculty and may be subject to change.
Cambridge Judge Business School PhD pathway: Marketing Contents Contents... 1 Marketing PhD pathway: Course outline... 2 Coursework... 2 Marketing Strategy and Marketing Modelling sub-fields... 3 Consumer
PMP Exam Prep Training - 5 Days
PMP Exam Prep Training - 5 Days (Based on the PMBOK Guide, 5 th Edition) Course Length: 5 Days Course Abstract: This workshop has a primary and a secondary goal. The primary goal is to prepare participants
Models for community involvement in restorative justice
Michael Wood Chairman Prison Fellowship Australia PO Box 525 TOONGABBIE NSW 2146 [email protected] Context Criminal justice Purpose Prime the pumps Background The benefits of restorative
Journal of Asian Scientific Research, 2014, 4(10): 590-596. Journal of Asian Scientific Research
Journal of Asian Scientific Research journal homepage: http://www.aessweb.com/journals/5003 DEVELOPMENT IN CORPORATE SUSTAINABILITY: THE GREEN SUPPLY CHAIN MANAGEMENT PERSPECTIVE AND CHALLENGES Solomon,
Applying the Triple Bottom Line
Applying the Triple Bottom Line Brownfields Inventory Completed Inventory in 5 Targeted Areas Preliminarily Identified 400 Brownfields Refined to Include Top 120 Brownfields Ranked Sites Using Triple Bottom
De-mystifying & Preparing for the Doctoral Viva. Dr Carolyn Jackson (Lancaster University) Dr Penny Tinkler (University of Manchester)
De-mystifying & Preparing for the Doctoral Viva Dr Carolyn Jackson (Lancaster University) Dr Penny Tinkler (University of Manchester) This presentation draws on material from our book The Doctoral Examination
ASSESSMENT PLAN/REPORT
ASSESSMENT PLAN/REPORT FORM C -Tampa Ed.D. / Ph.D. 2001-2002 August 2002 (Assessment Period Covered) (Submitted) Student Learning Outcomes: 1. Identify, integrate, and illustrate conceptual frameworks
ESTABLISHING EMPLOYEE VOICE IN YOUR BUSINESS. 20 Hints and Tips from Engage for Success
ESTABLISHING EMPLOYEE VOICE IN YOUR BUSINESS 20 Hints and Tips from Engage for Success ESTABLISHING EMPLOYEE VOICE IN YOUR BUSINESS 20 Hints and Tips 1. Share business information with employees To build
DATA QUALITY FRAMEWORK (DQF) GRIFFITH UNIVERSITY. Prepared by Catherine Delahunty and Wendy Marchment, QPS
DATA QUALITY FRAMEWORK (DQF) GRIFFITH UNIVERSITY Prepared by Catherine Delahunty and Wendy Marchment, QPS Griffith University - Data Quality Framework (DQF) 2 Table of Contents 1 Introduction... 3 2 Organisational
Corporate Social Responsibility CSR: Room for Improvement? Is it Time to Return to Some Triple Bottom Line (3BL) Basics? By David A.
Corporate Social Responsibility CSR: Room for Improvement? Is it Time to Return to Some Triple Bottom Line (3BL) Basics? By David A. Wood [Edited version published in Petroleum Review, Sep 2011] Dr. David
How To Write A Triple Bottom Line For An Alcohol Producer
Towards a Monetised Triple Bottom Line for an alcohol producer Using stakeholder dialogue to negotiate a 'licence to operate' by constructing an account of social performance David Bent, Forum for the
AUGMENTING RELATIONSHIP MARKETING WITH A STAKEHOLDER AND TRIPLE BOTTOM LINE ORIENTATION TO ENHANCE BUSINESS PROFITABILITY
AUGMENTING RELATIONSHIP MARKETING WITH A STAKEHOLDER AND TRIPLE BOTTOM LINE ORIENTATION TO ENHANCE BUSINESS PROFITABILITY Brian Murphy, Paul Maguiness, Chris Pescott and Soren Wislang Massey University
Working Together. Marketing and. Communications Strategy 2013-2016. August 2013. Uncontrolled Copy. Marketing and Communications Strategy 2013-2016
Marketing and Working Together Communications Strategy 2013-2016 2016 August 2013 Borders College 30/9/2013 1 Working Together Marketing and Communications Strategy 2013-2016 1.0 Vision 1.1 The College
What will I study? Year One core modules currently include:
What will I study? Year One core modules currently include: Introduction to Psychology You will examine how psychology research is conducted and interpreted; a range of perspectives in psychology, including
Understanding and Linking Sustainability for Healthcare
White Paper Understanding and Linking Sustainability for Healthcare Richard W. Smith Director, Healthcare Johnson Controls, Inc. Abstract Sustainability means different things to different people. This
Project Management: Back to Basics
About this research note: Technology Insight notes describe emerging technologies, tools, or processes as well as analyze the tactical and strategic impact they will have on the enterprise. Project Management:
Strategic Procurement and the Triple Bottom Line Leading Change Chris Newman PMMS Consulting
Strategic Procurement and the Triple Bottom Line Leading Change Chris Newman PMMS Consulting DME Strategic Procurement and the Triple Bottom Line Leading Change Chris Newman PMMS Consulting Group 2 New
Program Identity: The EdD in Educational Leadership advances critical inquiry for deliberate intentions.
Program Identity: The EdD in Educational Leadership advances critical inquiry for deliberate intentions. The EdD in Educational Leadership is a scholar-practitioner degree designed to provide leaders throughout
ASSET MANAGEMENT PLANNING PROCESS
Filed: -0- EB--0 Tab Page of ASSET MANAGEMENT PLANNING PROCESS.0 INTRODUCTION Hydro One s Asset Management Plan is a systematic approach to determine and optimize on-going operating and maintenance expenditures
2016 STUDIES IN ORIENTATION AND MOBILITY AT THE RIDBC RENWICK CENTRE
2016 STUDIES IN ORIENTATION AND MOBILITY AT THE RIDBC RENWICK CENTRE Welcome to the RIDBC Renwick Centre. The RIDBC Renwick Centre is a centre for research, professional training, and continuing professional
THE INFLUENCE OF CORPORATE SOCIAL RESPONSIBILITY ON SUPPLY CHAIN MANAGEMENT
THE INFLUENCE OF CORPORATE SOCIAL RESPONSIBILITY ON SUPPLY CHAIN MANAGEMENT Abstract Bojan Rosi, Ph.D. Faculty of Logistics University of Maribor Mariborska cesta 7, 3000 Celje, Slovenia E-mail: [email protected]
Car Parking and Traffic Management around Public Schools
Car Parking and Traffic Management around Public Schools Images courtesy of clip art This project, commissioned by the LGA of SA, focuses on developing a decision making framework for managing car and
Evaluation of the Expansion of the GEF Partnership Concept Note
Evaluation of the Expansion of the GEF Partnership Concept Note December 2 nd, 2015 Contacts Geeta Batra, Chief Evaluation Officer ([email protected]) Neeraj Kumar Negi, Senior Evaluation Officer ([email protected])
Sustainable Tourism Management - an overview -
of Sustainable Tourism Management - an overview - Dr. Head of Dept of Tourism Dublin Institute of Technology Who are we? Dublin Institute of of Technology 6 x Faculties Faculty of of Tourism and and Food
WATER AND SEWERAGE FINANCIAL MANAGEMENT PLANNING
WATER AND SEWERAGE FINANCIAL MANAGEMENT PLANNING ABSTRACT Chris Adam, Cardno MBK (Qld) Pty Ltd In recent years, the utilities industries have been subject to far greater commercial scrutiny than ever before.
Triple Bottom Line Accounting: A Conceptual Expose
IOSR Journal of Business and Management (IOSR-JBM) e-issn: 2278-487X, p-issn: 2319-7668. Volume 13, Issue 4 (Sep. - Oct. 2013), PP 30-36 Triple Bottom Line Accounting: A Conceptual Expose Atu, Omimi-Ejoor
2014 STUDIES IN ORIENTATION AND MOBILITY AT THE RIDBC RENWICK CENTRE
2014 STUDIES IN ORIENTATION AND MOBILITY AT THE RIDBC RENWICK CENTRE Welcome to the RIDBC Renwick Centre. The RIDBC Renwick Centre is a centre for research, professional training, and continuing professional
Interim report: Review of the optimal approach to transition to the full NDIS
Interim report: Review of the optimal approach to transition to the full NDIS This interim report has been prepared for the Board of the National Disability Insurance Agency 16 July 2014 Disclaimer Inherent
Sustainability and the Small Business
Sustainability and the Small Business Presented To The Conference Board s Business and Sustainability Conference New York City Thursday, June 5 Presented By B. Tod Delaney, Ph.D., P.E., DEE [email protected]
Assessing Banks: Delivering a Triple Bottom Line in the Real Economy. Overview
Assessing Banks: Delivering a Triple Bottom Line in the Real Economy Overview Global Alliance for Banking on Values The Global Alliance for Banking on Values, established in 2009, is an independent network
Using Evaluation to Support a Results- Based Management System
Using Evaluation to Support a Results- Based Management System The E in M & E Evaluation Evaluation is the systematic and objective assessment of an ongoing or completed project, program or policy, including
Risk Management. National Occupational Standards February 2014
Risk Management National Occupational Standards February 2014 Skills CFA 6 Graphite Square, Vauxhall Walk, London, SE11 5EE T: 0207 0919620 F: 0207 0917340 E: [email protected] www.skillscfa.org Skills
Project Management for Development Organizations
Project Management for Development Organizations Doing the Right Projects, Doing the Projects Right The Skills of a Project Manager Managerial Skills The evolution of development projects has changed the
Integrated Sustainability Analysis
Integrated Sustainability Analysis Triple-Bottom-Line Accounting of Economy and Environment a new software and a case study of Australian mining Paper presented at the International Symposium for Interactive
Advisory Services Application Services. The right choice.* Implementation starts with selection. *connectedthinking
Advisory Services Application Services The right choice.* Implementation starts with selection *connectedthinking Headline 2 The right choice.* Table of contents The heart of the matter 4 Making the right
Leadership and the Triple Bottom Line
A CCL Research White Paper Leadership and the Triple Bottom Line Bringing Sustainability and Corporate Social Responsibility to Life By: Laura Quinn Jessica Baltes CENTER FOR CREATIVE LEADERSHIP Leadership
Evaluation policy and guidelines for evaluations
Evaluation policy and guidelines for evaluations IOB October 2009 Policy and Operations Evaluation Department IOB October 2009 Policy and Operations Evaluation Department IOB October 2009 Policy and O
GAP ANALYSIS OF APPROACHES TO IMPLEMENTATION OF MANAGEMENT SYSTEMS
52 PROCEEDINGS OF THE SCIENTIFIC CONFERENCE QUALITY AND LEADING INNOVATION 2014 GAP ANALYSIS OF APPROACHES TO IMPLEMENTATION OF MANAGEMENT SYSTEMS DOI: 10.12776/QALI.V1.#5 MIROSLAV HRNIAR ABSTRACT Purpose:
International Electricity Price Comparison
NSWIC NEW SOUTH WALES IRRIGATORS COUNCIL PO Box R1437 Royal Exchange NSW 1225 Tel: 02 9251 8466 Fax: 02 9251 8477 [email protected] www.nswic.org.au ABN: 49 087 281 746 Briefing Note International Electricity
Developing Excellence in Leadership, Training and Science
DELTAS Africa Initiative Outline Developing Excellence in Leadership, Training and Science August 2014 Improving School Governance 1 The Wellcome Trust and its partners have launched an initiative with
UK Corporate Governance Code: Raising the bar on risk management Why this is not business as usual and what you need to do to comply
www.pwc.co.uk/riskassurance UK Corporate Governance Code: Raising the bar on risk management Why this is not business as usual and what you need to do to comply September 2014 The FRC s amendments to the
Exploring the directions and methods of business development. A comparative multiple-case study on Ikea and Vodafone
Exploring the directions and methods of business development A comparative multiple-case study on Ikea and Vodafone Michal Štefan Aalborg University Master thesis for MSc. in International Business Economics
Youth Crime, Restorative Justice, and GIS - Lee County, Florida Authors: Richard Faris, John Bizelli
Youth Crime, Restorative Justice, and GIS - Lee County, Florida Authors: Richard Faris, John Bizelli Abstract The Lee County Department of Human Services (DHS) is using GIS to analyze underlying geographic
ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION
1.0 Introduction ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION This document provides an understanding of the Quality Management Principles that will facilitate a successful
What is Social Return on Investment (SROI)?
What is Social Return on Investment (SROI)? Social Return on Investment (SROI) is a process of understanding, measuring and reporting on the social, environmental and economic value created by an organisation.
Objectives. About Allina Health
Innovative Delivery Models: Lay Healthcare Workers Transforming Patient Melissa Hutchison, MPH and Amanda Hunt, MPH October 2015 Objectives Articulate the increasing importance of lay healthcare workers
Logan City Council. Strategic Planning and Performance Management Framework
Logan City Council Strategic Planning and Performance Management Framework 1 Table of contents 1. Overview 3 a) Purpose 3 b) Key Features 3 2. Context 4 a) National Framework for Sustainability 4 b) Elements
Higher Degree by Research Thesis Presentation - Guidelines
Higher Degree by Research Thesis Presentation - Guidelines Introduction These Guidelines apply to theses prepared for Higher Degrees by Research (HDR). HDR candidates at the University of the Sunshine
Principles for An. Effective Risk Appetite Framework
Principles for An Effective Risk Appetite Framework 18 November 2013 Table of Contents Page I. Introduction... 1 II. Key definitions... 2 III. Principles... 3 1. Risk appetite framework... 3 1.1 An effective
MEASURING ORGANIZATIONAL PERFORMANCE: A NEW APPROACH TO TRIPLE BOTTOM LINE REPORTING AND STAKEHOLDER ENGAGEMENT
MEASURING ORGANIZATIONAL PERFORMANCE: A NEW APPROACH TO TRIPLE BOTTOM LINE REPORTING AND STAKEHOLDER ENGAGEMENT Raushan Gross School of Business and Economics, Greensboro College, Greensboro, North Carolina
Strategic Directions for Integrated Water Resources Management in the Lower Mekong Basin
Strategic Directions for Integrated Water Resources Management in the Lower Mekong Basin Prepared by the Mekong River Commission under the Basin Development Plan 1 Basin Development Plan 1. Regional planning
CRM: The Golden Rules CRM. The Golden Rules. Part of the Waterdale Group of Companies
CRM The Golden Rules 2 1 CRM isn t just technology, it s a way of life 2 Who is the customer? Nobody has all the answers when it comes to the perfect customer strategy. But there are some basic principles
Self-Assessment Process: Belgium- Walloon Case Study. November 2012
Self-Assessment Process: Belgium- Walloon Case Study November 2012 Self-Assessment Process: Belgium-Walloon Case Study Executive Summary In September 2011, the National Support Unit of the Walloon Network
Reality of Triple Bottom Line
Global Journal of Management and Business Studies. ISSN 2248-9878 Volume 3, Number 2 (2013), pp. 153-158 Research India Publications http://www.ripublication.com/gjmbs.htm Reality of Triple Bottom Line
EVOLVING SUSTAINABILITY IN SUPPLY CHAIN MANAGEMENT
Supply Chain Management: Beyond the Horizon EVOLVING SUSTAINABILITY IN SUPPLY CHAIN MANAGEMENT M. Bixby Cooper, Associate Professor Stanley E. Griffis, Associate Professor Department of Supply Chain Management
Criminal Justice Evaluation Framework (CJEF): Conducting effective outcome evaluations
Criminal Justice Research Department of Premier and Cabinet Criminal Justice Evaluation Framework (CJEF): Conducting effective outcome evaluations THE CRIMINAL JUSTICE EVALUATION FRAMEWORK (CJEF) The Criminal
Ministry of Defence Open Data Strategy 2012-2014
Ministry of Defence Open Data Strategy 2012-2014 1 Contents INTRODUCTION... 3 Strategy and Approach... 3 Business Plans... 4 Arms Length Bodies... 5 The UK Location Programme... 6 EMBEDDING TRANSPARENCY...
BOND DEVELOPMENT GUIDING PRINCIPLES AND PROCESS
BOND DEVELOPMENT GUIDING PRINCIPLES AND PROCESS OVERVIEW A Vision for Austin s Future As it approaches its 200th anniversary, Austin is a beacon of sustainability, social equity and economic opportunity;
Strategic Information Systems Alignment: Alignment of IS/IT with Business Strategy
Journal of Information Processing Systems, Vol.6, No.1, March 2010 DOI : 10.3745/JIPS.2010.6.1.121 Strategic Information Systems Alignment: Alignment of IS/IT with Business Strategy Abdisalam Issa-Salwe*,
University of Cambridge: Programme Specifications MASTER OF PHILOSOPHY IN ENGINEERING FOR SUSTAINABLE DEVELOPMENT: PROGRAMME SPECIFICATION
Page 1 of 8 University of Cambridge: Programme Specifications Every effort has been made to ensure the accuracy of the information in this programme specification. Programme specifications are produced
PREPARING SUSTAINABILITY REPORT FOR KRAJOWA SPÓŁKA CUKROWA
PREPARING SUSTAINABILITY REPORT FOR KRAJOWA SPÓŁKA CUKROWA Warsaw, 20th of June 2013 REPORTING SUSTAINABILITY 1. Business sustainability definition. 2. The world trends on sustainability reporting. 3.