Part/whole percentaging as a useful method in policy/program evaluation

Part/whole percentaging analysis is a simple and meaningful way of evaluating alternative policies, decisions, or other options with multiple goals measured on different dimensions. That kind of analysis involves converting the raw scores of each alternative policy on each goal into a part/whole percentage by summing the raw scores for each goal and dividing each raw score by the total. One can then sum the part/whole percentages across the goals for each policy after assigning at least tentative relative weights to each goal. Part/whole percentages are added for goals that one would like to maximize and are subtracted for goals that one would like to minimize. Where the relative weight of a goal or score is too difficult to determine, one can determine the threshold value at which there is a tie between the tentative first choice and the second choice, and then just determine whether the actual value is above or below the threshold value. The aggregated part/whole percentages for each policy can be used to choose the best policy, the best subset of policies, or to allocate a budget across the policies in proportion to their aggregated part/whole percentages.     

Strategic planning for public relations

Public relations is a key activity for most chairmen of public companies and nationalized industries. It is somewhat suprising therefore how few large companies consider developing an explicit public relations strategy as part of their overall business plan. The reason for this may be partly due to the relatively low regard which senior line managers have for public relations managers and partly because there is a lack of understanding of the nature and use of public relations as a tool of strategic management. The purpose of this article is to discuss why and how business planners should pay more attention to developing explicit public relations strategies for their organizations.     

Time out for team practice: structured participation as a method of training for team maintenance and development

The social Work service in most Social Services Departments is organised in distinct geographically based units. Indeed, such units have become synonymous with social work teams. These “teams” rely heavily for their success, as responsive and resourceful units, on their ability to work together. The authors believe there are advantages in a collective approach to a team's decision making and service delivery. They describe a method for developing teamwork, centred around a study day, organised on the basis of structured participation and planned in a way which addresses a range of team concerns.

The programme used on the study day stresses the importance of clear objectives, agreed democratically, and the active involvement of all team members. Although this training method developed gradually and pragmatically it is based on a model of team development which identifies a progression through stages of team functioning. The model of learning emphasises change through participation in a climate of openness and trust.

Examples of a programme used by the authors, together with a report prepared as feedback to a team, are included as appendices.     

Shifting the bell curve: the benefits and costs of raising student achievement

Benefit-cost analysis was conducted to estimate the increase in earnings, increased tax revenues, value of less crime, and reductions in welfare costs attributable to nationwide implementation of rapid assessment, a promising intervention for raising student achievement in math and reading. Results suggest that social benefits would exceed total social costs by a ratio of 28. Fiscal benefits to the federal government would exceed costs to the federal treasury by a ratio of 93. Social benefits would exceed costs to each state treasury by a ratio no lower than 286, and fiscal benefits would exceed costs to each state treasury by a ratio no lower than 5, for all but two state treasuries. Sensitivity analyses suggest that the findings are robust to a 5-fold change in the underlying parameters.     

School,Social-Communicative,and Academic Challenges Among Delinquents and Juvenile Sexual Offenders

This study explores the association between student factors and delinquency by comparing two groups of adjudicated youth in six Midwestern residential facilities: 331 young men committed for a sexual offense, and 171 committed for a nonsexual offense. Statistically significant findings include juvenile sexual offenders exhibiting a greater number of delinquent behaviors and greater academic and social difficulties compared with their counterparts adjudicated for a nonsexual offense. Additionally, path analysis revealed that school experience was negatively associated with delinquency for both groups. For juvenile sexual offenders, academic difficulties were associated with delinquency through their school experience. Among general delinquents, delinquency was directly associated with social difficulties and school experience. Implications for interventions and future research are discussed.     

Remuneration Committees,Pay Consultants and the Determination of Executive Directors' Pay

This paper explores how Board Remuneration Committee (Remco) decisions about executive pay are influenced by pay consultants. Drawing on resource dependency theory and case study evidence from five companies, the paper illuminates the complexities of the pressures and processes confronting both Remcos and pay consultants in the determination of executive pay awards. In contrast to ‘managerial power’ arguments, it demonstrates that the Remcos are proactive in managing pay policy, conscientious in seeking to ensure that pay is appropriate and not over‐generous, and that pay consultants are independent and take their instructions entirely from the Remco. Nevertheless, Remcos' understandings of the wider pay environment, informed by the comparative data supplied by pay consultants, constructs a climate in which the Remcos come to perceive a need for periodic upward pay adjustments to ensure that executive remuneration is consistent with external benchmarks if they are to avoid recruitment and retention problems.