The most enduring images from the COVID-19-related shutdowns and quarantines are typically of empty streets, schools, and offices. Concerts and festivals have been canceled, travel has been dramatically curtailed, and for many, the world has been compressed into a computer screen. But for a large number of people in marginalized and underserved populations, the effects of the pandemic are more deeply felt. People in these groups may suffer from preexisting conditions such as chronic comorbidities,diabetes, asthma, and more.
In the past decade, the importance of corporate social responsibility has increased exponentially. Today, most companies, especially the most profitable, have invested in CSR efforts and other brand-building initiatives. But why are CSR efforts so important?
Over the last several months, government agencies across the US at the state, county, and city level have launched COVID-19 dashboards to provide up-to-date information about the pandemic in specific regions. However, there are notable differences in functionality, transparency, and overall effectiveness among dashboards.
Theory of Change (TOC) is a method for planning, participation, and evaluation used to promote social change in organizations.
Created at the Aspen Institute Roundtable on Community Change in the 1990s and popularized by Carol Weiss, the term TOC outlines a series of desired and actual outcomes and linked rationales—all of which flow in chronological order.
The idea of modern businesses supporting social causes and giving back to their communities goes as far back as the era of Andrew Carnegie and John D. Rockefeller, wealthy philanthropists who donated more than $500 million to charities in their time. However, it wasn’t until 1953 that Howard Bowen coined the phrase “corporate social responsibility,” encouraging businesses to serve the needs of society.
Companies, investment managers, and nonprofits are under increasing pressure to improve their social & environmental impact. Doing so also means getting better at measuring and reporting their performance in a defensible, rigorous way.
These impact-related ‘pain points’ are strikingly similar across the public and private sectors and civil society but are sometimes expressed in different ways:
Corecentra recently attended this year’s Data for Impact Conference, which highlighted just how integral data has become to all facets of impact management & assessment.
The annual conference, which included impact-conscious partners from across the country, is part of the Forward Fest, the Wisconsin-based showcase of technological innovation and entrepreneurship. As expected, this year’s virtual conference brought together some of the brightest minds in data and social impact.
An organization looking to standardize its data should consider the following four steps as a guideline for their process. As organizational needs vary, the specific implementation of these stages may change, but the basic procedure should remain the same.
To maximize the value of data, it’s critical that organizations implement an effective and intuitive data standardization strategy. Good data management is a necessity for modern organizations and a prerequisite for growth & expansion.
Regardless of what the new normal will look like post-COVID, the pandemic has already induced deep shifts in the way organizations approach remote work. While some companies are still grappling with how long and to what extent they will permit remote work, other companies (Twitter and Facebook among them) have made remote work a permanent option.
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