5,494 research outputs found
Whānau Advisory Group research project
No full textThis report examines the impact of the Whānau Advisory Group, an initiative that aspires to foster quality engagement between schools and their Māori communities in order to improve Māori student achievement.
Executive summary
The success of the Whānau Advisory group initiative across diverse communities and contexts is determined by a set of key components including a core group of committed whānau with diverse skills and experiences and, the total support of the school’s principal. These components, in particular, provide the necessary platform for the ‘Whānau Advisory Group’ to progress, guided by realistic aims and objectives thereby providing a strong basis for recruiting and encouraging other whānau and community members to participate.
While whānau members of the Whānau Advisory Group are both directly and indirectly involved in strategic decision-making as whānau or through positions of governance on boards of trustees, there is little evidence of a correlation between the Whānau Advisory Group and Māori educational achievement. However, schools claim a positive connection between Whānau Advisory Group and Māori achievement but based on anecdotal evidence. Nonetheless, an improvement in Māori student educational achievement was definitely seen to be influenced by the Whānau Advisory Group.
The report emphasises the positive contribution of key whānau with skills and experiences to attract other whānau to the initiative, based on their standing and mana within a school’s community. Without these core members the Whānau Advisory Group would not succeed according to the initiative’s wider aims. Consequently, Whānau Advisory Group success factors, engagement strategies and narrative evidence of Māori student achievement in addition to the support of the Ministry of Education and local Iwi rūnanga are recognised as effective pathways for establishing and sustaining the Whānau Advisory Group initiative.
Finally, while the report also documents areas of limitations and the various contexts in which the seven Case Study schools are located, the overall findings support the Whānau Advisory Group initiative as a worthwhile intervention to address the goals of Ka Hikitia - Accelerating Success 2013–2017 and Māori educational achievement
Project Advisory Group Papers (Coll. 50)
No full textThis collection comprises issues of PAG Update including accompanying mailings; materials covering PAG's 25th and 30th anniversaries, including letters of congratulations from many legal services organizations and individuals; and issues of NLADA Update
PAG Reports
No full textThe Project Advisory Group was established in 1967 as an advisory group to the Office of Legal Services (OLS) of the OEO. PAG served as the voice of legal services organizations, lawyers, paralegals, staff and clients. The original members were hand-picked by the OLS and consisted primarily of project directors. By the early 1990s, almost all federally funded legal services programs were members of PAG. Funding for PAG grew increasingly problematic, and in 1998, PAG merged with the National Legal Aid and Defender Association (NLADA).The PAG Report was published beginning in 1978
Style and Performance of Agricultural Market Advisory Services
No full textThis paper describes the degree of marketing activeness of market advisory programs for corn and soybeans, and analyzes the relationship between activeness degree and pricing performance. The data set employed consists of advisory programs tracked by the AgMAS Project at the University of Illinois between 1995 and 2001. Cluster analysis was conducted to group the programs according to their degree of activeness. Panel data regression models were estimated to evaluate the relationship between activeness degree and pricing performance. In the corn market, point estimates indicate a positive effect of the degree of activeness on pricing performance, but this effect is of small magnitude and statistically insignificant. For soybeans,there is a stronger positive relationship between activeness degree and performance, with an estimated effect of activeness on performance larger in magnitude and statistically significant. This positive relationship suggests that active marketing programs are based on superior information and/or analytical skills.Agribusiness, Marketing,
THE PERFORMANCE OF AGRICULTURAL MARKET ADVISORY SERVICES IN CORN AND SOYBEANS
No full textThe purpose of this paper is to evaluate the performance of market advisory services for the 1995-2000 corn and soybean crops. A new database from the Agricultural Market Advisory Services (AgMAS) Project is used in the evaluation. This database should not be subject to survivorship and hindsight biases. Overall, the results provide limited evidence that advisory programs as a group outperform market benchmarks, particularly after considering risk. In contrast, some evidence exists that advisory programs as a group outperform the farmer benchmark, even after taking risk into account. There is little evidence that advisory programs with superior performance can be usefully selected based on past performance.Crop Production/Industries,
The Pricing Performance of Market Advisory Services in Corn and Soybeans Over 1995-2004
No full textThe purpose of this research report is to evaluate the pricing performance of market advisory services for the 1995-2004 corn and soybean crops. Marketing assumptions applied to advisory program track records are intended to accurately depict “real-world” marketing conditions facing a representative central Illinois corn and soybean farmer. Several key assumptions are: i) with a few exceptions, the marketing window for a crop year runs from September before harvest through August after harvest, ii) on-farm or commercial physical storage costs, as well as interest opportunity costs, are charged to post-harvest sales, iii) brokerage costs are subtracted for all futures and options transactions and iv) Commodity Credit Corporation (CCC) marketing loan recommendations made by advisory programs are followed wherever feasible. Based on these and other assumptions, the net price received by a subscriber to market advisory programs is calculated for the 1995-2004 corn and soybean crops. Market and farmer benchmarks are developed for the performance evaluations. Two market benchmarks are specified in order to test the sensitivity of performance results to changing benchmark assumptions. The 24-month market benchmark averages market prices for the entire 24-month marketing window. The 20-month market benchmark is computed in a similar fashion, except the first four months of the marketing window are omitted. Given the uncertainties involved in measuring the average price received by farmers, two alternative farmer benchmarks for central Illinois are specified. The market and farmer benchmarks are computed using the same assumptions applied to advisory program track records. Five basic indicators of performance are applied to advisory program prices and revenues over 1995-2004. Results show that advisory program prices fall in the top-third of the price range relatively infrequently. There is limited evidence that advisory programs as a group outperform market benchmarks, particularly after considering risk. The evidence is somewhat more positive with respect to farmer benchmarks, even after taking risk into account. For example, the average advisory return relative to the farmer benchmarks is 8 to $12 per acre with only a marginal increase in risk. Even though this return is small and mainly from corn, it nonetheless represents a non-trivial increase in net farm income per acre for grain farms in central Illinois. Test results also suggest that it is difficult to predict the year-to-year pricing performance of advisory programs based on past pricing performance. However, there is some evidence that performance is more predictable over longer time horizons, particularly at the extremes of performance rankings. The results raise the interesting possibility that even though advisory services do not appear to “beat the market,” they nonetheless provide the opportunity for some farmers to improve performance relative to the market. Mirroring debates about stock investing, the relevant issue is whether farmers can most effectively improve marketing performance by pursuing “active” strategies, like those recommended by advisory services, or “passive” strategies, which involve routinely spreading sales across the marketing window.Agricultural Finance, Financial Economics,
THE PRICING PERFORMANCE OF MARKET ADVISORY SERVICES IN CORN AND SOYBEANS OVER 1995-2001: A NON-TECHNICAL SUMMARY
No full textThe purpose of this research report is to summarize the pricing performance of professional market advisory services for the 1995-2001 corn and soybean crops. First, advisory programs in corn do not consistently beat market benchmarks, but they do consistently beat the farmer benchmark. Second, advisory programs in soybeans tend to beat both market and farmer benchmarks. Third, in terms of 50/50 revenue, advisory programs only marginally beat market benchmarks, but consistently beat the farmer benchmark. So, the results provide mixed performance evidence with respect to market benchmarks and consistently positive evidence with respect to the farmer benchmark. Caution should be used when considering the results, due to the relatively small sample of crop years available for analysis. In particular, the presence of sharp downward price trends in most crop years makes it difficult to determine whether the 1995-2001 sample period provides a reliable guide to future differences in pricing performance.Marketing,
The Pricing Performance of Market Advisory Services in Corn and Soybeans Over 1995-2003: A Non-Technical Summary
No full textThe purpose of this research report is to summarize the pricing performance of professional market advisory services for the 1995-2003 corn and soybean crops. First, advisory programs in corn do not consistently beat market benchmarks, but tend to consistently beat the farmer benchmark. Second, advisory programs in soybeans exhibit just the opposite pattern, consistently beating the market benchmarks but not the farmer benchmark. Third, in terms of 50/50 revenue, advisory programs show marginal consistency in beating both the market benchmarks and the farmer benchmark. So, the results provide mixed performance evidence with respect to both the market benchmarks and the farmer benchmark.Agricultural Finance,
Final report and recommendations of the Health Information Exchange Use Case Design Group : report prepared for : the Connecticut Health IT Advisory Council / prepared by Michael Matthews (chief strategy officer), Carol Robinson (chief executive officer)
No full text1 online resource (19 pages)"Contributors: Stacy Beck, Pat Checko, DrPH, Kathy DeMatteo, Gerard Muro, MD, Mark Raymond, Jake Star, Lisa Stump, MS, RPh."; "October 31, 2017."; Includes bibliographical reference
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