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Program Delivery (program + delivery)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	60%

Selected Abstracts

The impact of victim-offender mediation: A cross-national perspective

CONFLICT RESOLUTION QUARTERLY, Issue 3 2000
Mark S. Umbreit
The field of victim-offender mediation, now in its third decade, has grown extensively throughout North America and Europe, with programs in more than twelve hundred communities. This article reports on results from three related studies on the consequences of participating in victim-offender mediation, including programs in four of the United States (Umbreit, 1996, 1994a, 1994b; Umbreit and Coates, 1993), four provinces of Canada (Umbreit, 1999, 1995c), and two cities in England (Umbreit and Roberts, 1996). VOM is implemented differently in various places, reflecting cultural norms and mores. Given innumerable ways of doing victim-offender mediation, are there common experiences shared among participants that can inform program delivery and justice policy? The VOM model was found to be a highly transportable and flexible program in diverse settings. High levels of client satisfaction with both the process and outcome were found, and a high level of fairness was expressed. VOM continues to be a promising model, reflecting the principles of the restorative justice movement and offering a firm foundation of practice wisdom and research from which other newer forms of victim-offender dialogue, such as family group conferences, circles, and boards, can benefit (Bazemore and Umbreit, 1999). [source]

Programming: Nuts and Bolts

NEW DIRECTIONS FOR STUDENT SERVICES, Issue 90 2000
M. Celine Hartwig
Program implementation is a task-oriented process. This chapter highlights details to consider for effective program delivery and offers suggestions for dealing with unexpected circumstances that may arise throughout the course of a program. [source]

Diversifying revenue sources in Canada: Are women's voluntary organizations different?

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2005
Mary K. Foster
Government policies in Canada have taken a hard right turn, and tax cuts now have priority over investing in social programming. Both federal and provincial governments have been withdrawing from direct service provision, with the expectation that the voluntary sector will fill the gap. At the same time, traditional government support for the voluntary sector has declined, which limits the ability of organizations to meet their current service demands. Using a sample of 645 organizations from across Canada, this article explores the use of revenue diversification as a response to policy changes. The findings indicate that the factors related to voluntary organizations' in Canada embracing revenue diversification to support program delivery differ for organizations run by women and nongendered organizations. [source]

Taking CHARGE: A self-management program for women following breast cancer treatment

PSYCHO-ONCOLOGY, Issue 9 2005
Bernadine Cimprich
The purpose of the study was to develop and evaluate Taking CHARGE, a self-management intervention designed to facilitate successful transitions to survivorship after breast cancer treatment. The Taking CHARGE intervention involves a two-pronged approach building on self-regulation principles to (1) equip women with self-management skills to address concerns following breast cancer treatment, and (2) provide information about common survivorship topics. The program involved four intervention contacts, two small group meetings and two individualized telephone sessions, delivered by nurse/health educators. This paper focuses on the process evaluation findings from a preliminary test of the Taking CHARGE intervention conducted with 25 women, aged 34,66 years, completing breast cancer treatment, who were randomly assigned to the intervention group. The process evaluation was conducted to obtain systematic information about the relevance and usefulness of the self-regulation approach, informational aspects, and program delivery. The findings indicated that intervention group participants found the Taking CHARGE program to be timely, relevant, and to have high utility in dealing with concerns that exist following breast cancer treatment. The process evaluation findings provide early evidence of the usefulness of the Taking CHARGE intervention for successful transition to survivorship following breast cancer treatment. Copyright © 2005 John Wiley & Sons, Ltd. [source]

The Andersen-Comsoc affair: Partnerships and the public interest

CANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 3 2001
David Whorley
Thc business transformation project was intended to support the Ontario Works program and Ontario Disability Support program. The provincial auditor subsequently reviewed the project and identified a number of problems. This particular case illustrates some of the key issues associated with public-private partnerships in Ontario, and perhaps more generally. The article examines the government's managerialist agenda and the twin goals of downsizing the Ontario Public Service while increasing the involvement of business in program delivery. Analysis focuses on how the Ontario government conceives of partnership arrangements; the issue of differences in organizational power between public and private actors; the question of whether shared interests need necessarily exist between the parties; and the problem of securing accountability in partnership arrangements. It finds that collaborative partncrships and democratic accountability are in tension; public-sector organizations risk entering public-private partnerships in subordinate roles; and that divergent public and private purposes hampered the project. Moreover, the article suggests that the ministry's eventual corrective actions embraced traditional public administrative concerns. This development indicates that while recent managerialist reforms havc posed some challenge to public administration, it shows continued relevance in protecting the public interest. Sommaire: En janvier 1997, le ministère des Services sociaux et communautaires de l'Ontario a conch avec Andersen Consulting un partenariat entre secteurs public et privé. Le projet visait à appuyer le programme Ontario au travail et le Programme ontarien de soutien aux personnes handicapées. Le vérificateur provincial a, par la suite, passé en revue le projet et a identifié un certain nombre de problèmes. Ce cas particulier illustre certaines des questions clés associées aux partenariats entre le secteur public et le secteur privé en Ontario, et peut-être dans un champ plus vaste. L'artio cle examine le programme de nouveau management public du gouvernement let les deux objectifs jumeaux consistant à réduire la taille de la Fonction publique de l'Ontario tout en augmentant le rôe du secteur privé dans la prestation des programmes. L'analyse se centre sur la manière dont le gouvernement de l'Ontario conçoit les contrats de partenariat; la question des différences en matière de pouvoir organisationnel entre les intervenants des secteurs public et privé; la question de savoir si les parties doivent nécessairement partager des intérêts communs; et le problème de la garantie de l'imputabilité dans les contrats de partenariat. L'article montre qu'il existe des tensions dans les partenariats de collaboration par rapport à la responsabilité démocratique, que les organismes du secteur public risquent de conclure avec le secteur privé des partenariats où ils joueront des rôles subordonnés et que les objectifs divergents des secteurs public et privé ont été une entrave au projet. Par ailleurs, l'article laisse entendre que les mesures correctives prises finalement par le ministère ont tenu compte des préoccupations traditionnelles de l'administration publique. Cela indique que même si les récentes réformes de gestion ont posé certains défis à l'administration publique, elles visent toujours la protection de l'intérêt public. [source]