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Our new report, written jointly with The Kings Fund, calls for a dedicated Transformation Fund to
oversee and be accountable for essential changes to NHS services. Making change possible: a
Transformation Fund for the NHS draws on the experience of funding other transformations in the
health sector and beyond.
The report includes six detailed case studies of UK and international examples of transformation,
which provide invaluable learning about the process of transformation and where improvements
can be made. The case studies and learning points are summarised below.
2.
The National Service Framework for Mental Health in England: In the early 2000s,
community mental health services in England underwent a national programme of development
that was central to a 10-year plan to improve the outcomes and experiences of people with
mental health problems. The programme resulted from public and media pressure to reform
community care provision following a series of high-profile adverse events involving people with
mental illness.
Total cost: 700m (978m) / Cost per head per year: Not available
3.
Canadas Primary Health Care Transition Fund: This CAD800m fund ran from 2000 to
2006, providing transitional costs to support the transformation of Canadas primary health care
system. Primary health care in Canada is publicly funded and mostly free at the point of use.
Transformation in primary care was deemed a priority after public and political concerns over
quality and access.
Total cost: 360m (503m) / Cost per head per year: 1.95 (2.73)
4.
5.
The London Challenge: The London Challenge was established in 2003 to improve the
quality of education and outcomes in secondary schools in London. It emerged in response to
the limited progress being made in London towards meeting government commitments to
education, despite a number of national initiatives and policies. Central government ran the
Challenge from the Prime Ministers Office and the Department for Education and Skills (DfES).
Total cost: 80m (105m) / Cost per head per year: 22 (28)
6.
Girls Education Challenge (GEC) Fund: This 354m fund was set up by the
Department for International Development (DFID) in 2013 and runs for six years. It aims to help
up to a million of the worlds poorest girls improve their lives through education.
Total cost: 344m (354m) / Cost per head per year: 86 (88)
Ensure clear and coherent objectives for how funds are allocated: Be clear about
the objective of transformation itself in addition to the objective of the funding.
2.
Engage stakeholders in transformation: Engage with the public, patients, and staff,
build a dialogue about the process of change, and actively address concerns as a means of
facilitating transformation.
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Set funding in line with the scale of transformation expected: In cases of major
service transformation, it was common for costs to be underestimated. While mechanisms for
releasing funding (including sale of estate, improvements in cost efficiency and reduced service
use) were often core components of the original cost estimates, in practice, they largely failed to
materialis.
7.
Funding allocation must be sustainable and flexible: Funding should take into
account longer term running costs of new provision (including double-running costs while
establishing new services) and allow different streams of funding for different purposes. The
ability to ring-fence transformation funding is also important.
8.
Plan for the workforce implications of transformation itself: Projects must allow
front-line staff to be released from their day-to-day roles in order to contribute to transformation,
while also actively engaging with people to encourage their support for change.
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Under its Strategy for 2013-2022, At the Center of Africas Transformation, and itsAgriculture Sector Strategy
2010-2014, the African Development Bank has designed a new set of innovative projects aimed at improving food
security in Africa.
Nigeria: Agriculture Transformation Agenda (ATA)
My interest in this programme stems from the fact that it is a departure from the past approaches which were
challenged in one way or the other.
In a major departure from past approaches, agriculture is now being treated as a business, not a development
program in Nigeria. The transformation agenda is focused on major policy reforms to:
improve linkages with industry with respect to backward integration as well as access to financial
services and market; and
improve rural institutions and infrastructure through the rehabilitation of 550 kms of agricultural access
roads.
development of agricultural production, irrigation and water management, processing and marketing
infrastructure; and
agricultural commodity value chains development with special focus on natural resources (soil, water,
plant) management.
The Phase-I of the Drought Resilience and Sustainable Livelihoods programme in the Horn of Africa was
approved by the Bank in December 2012, for a total amount of USD 125 million. It includes Loans to the
Governments of Ethiopia and Kenya; and Grants to the Government of Djibouti and the IGAD Secretariat. The
second phase is under preparation.
The Sahel program to Strengthen Resilience to recurrent Food and Nutrition Insecurity is currently under
preparation.
http://www.afdb.org/en/news-and-events/article/agriculture-transformationalprojects-and-programmes-12392/
~ By Jan Gordon
1. Creativity
Creativity is what separates competence from excellence.
Creativity is the spark that propels projects forward and that
captures peoples' attention. Creativity is the ingredient that
pulls the different pieces together into a cohesive whole,
adding zest and appeal in the process.
2. Structure
The context and structure we work within always have a set
of parameters, limitations and guidelines. A stellar manager
knows how to work within the structure and not let the
structure impinge upon the process or the project. Know the
structure intimately, so as to guide others to effectively work
within the given parameters. Do this to expand beyond the
boundaries.
3. Intuition
Intuition is the capacity of knowing without the use of rational
processes; it's the cornerstone of emotional intelligence.
People with keen insight are often able to sense what others
are feeling and thinking; consequently, they're able to
respond perfectly to another through their deeper
understanding. The stronger one's intuition, the stronger
manager one will be.
4. Knowledge
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5. Commitment
A manager is committed to the success of the project and of
all team members. S/he holds the vision for the collective
team and moves the team closer to the end result. It's the
manager's commitment that pulls the team forward during
trying times.
6. Being Human
Employees value leaders who are human and who don't hide
behind their authority. The best leaders are those who aren't
afraid to be themselves. Managers who respect and connect
with others on a human level inspire great loyalty.
7. Versatility
Flexibility and versatility are valuable qualities in a manager.
Beneath the flexibility and versatility is an ability to be both
non-reactive and not attached to how things have to be.
Versatility implies an openness - this openness allows the
leader to quickly change on a dime when necessary.
Flexibility and versatility are the pathways to speedy
responsiveness.
8. Lightness
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9. Discipline/Focus
Discipline is the ability to choose and live from what one pays
attention to. Discipline as self-mastery can be exhilarating!
Role model the ability to live from your intention consistently
and you'll role model an important leadership quality.
Jan Gordo