No votes yet. Impact evaluation. A special thanks to this page's contributors. Duc Can Pho. I'm already a fan, don't show this again. Send MSN Feedback. How can we improve? Please give an overall site rating:. This worksheet, produced by the Minnesota Department of Health, can be used by safe cities for women project partners to raise awareness about the costs of violence against women in the cities.
This information can be used to advocate for support for safe cities for women programmes, using the argument that preventing gender-based violence is much more cost-effective than allowing it continue.
Available in English. This booklet was developed to build the capacity of city councilors working on the participatory budget of the City of Rosario, Argentina, on gender-sensitive projects. This tool shows how people can look at a number of factors to see how the city budget is being used. Factors that can be looked at include: geography — identify areas where there is construction; infrastructure — see what kinds of services the city is investing in; and neighbourhood improvements — see what neighbourhoods have been given money for making improvements and what the process is for deciding on what improvements to make.
Participatory budgeting ensures that citizens have a say in how the city budget is being used. Women can use this tool to ask for funding to support their projects to improve safety in their neighbourhoods and the city.
Available in Spanish. The City of Seoul, in South Korea, has instituted a municipal policy which specifically addresses the needs of women in the city. The programme aims to create gender-sensitive policies in all of its departments. This objective requires that each department come up with plans for incorporating women-friendly objectives over four years.
In another example, a project is underway where women-only taxis will be made available for transit around the city. Sensing and calibration. This involves detecting deviations from desired personnel recognition behaviors and taking corrective action, institutionalized behaviors invariably encounter destabilizing forces, such as changes in the environment, new technologies, and pressures from other departments to nullify changes.
These factors cause some variation in performances preferences norms, and values. To detect this variation and take corrective actions, organizations must have some sensing mechanism. Sensing mechanisms, such as implementation feedback, provide information about the occurrence of deviations. This knowledge can then initiate corrective actions to ensure that behaviors are more in line with the policy.
For example, if a high level of job discretion associated with a job enrichment involvement does not persist, information about this problem might initiate' corrective actions, such as renewed attempts to socialize people or to gain commitment to the personnel recognition program.
Institutionalizing Organization Development. Once it is determined that personnel recognition has been implemented and is effective, attention should be directed at institutionalizing the changes--making them a permanent part of the organization's normal functioning. Normally, change occur in three stages: unfreezing, moving, and refreezing.
Institutionalizing a policy concerns refreezing. It involves the long-term persistence of organizational changes: to the extent that changes persist, they can be said to be institutionalized.
Such changes are not dependent on any one person but exist as a part of the culture of an organization. This means that numerous others share norms about the appropriateness of the personnel recognition. Experiences have shown that personnel recognition can have a lasting positive impact on the culture of an organization, in the engagement of staff and users, and, most importantly, on the quality of services provided.
As the framework illustrates, the institutionalization of personnel recognition is a continual process with multiple elements that require sustained commitment from leadership. Hence, one of the challenges we face is convincing civil service decision makers to implement, support, and promote a culture of quality. To this end, the use of quality indicators and self-monitoring systems to readily capture clear, quantitative results of civil service improvements are critical.
Another challenge to institutionalizing personnel recognition is staff attrition and relocation to other parts of Nigeria, especially in Abakaliki. For this reason, diverse capacity-building strategies should be implemented, including on-the-job learning through self-learning, peer mentoring, and job aids and pre-service education. In addition, sufficient resources must be allocated to assure that a critical mass of personnel recognition experts are developed who can train, coach, and mentor others, as well as keep up-to date in the field of personnel recognition.
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