Building relationships to shift accountability

Background: Health Systems routinely make investments in clinically driven outreach programs to build for future community needs, improve health outcomes, and serve their community mission. Many community sports programs have limited access to sports medicine care, including access to athletic trainers. Hypothesis/Purpose: The primary purpose of this study was to evaluate the impact of a clinically integrated Certified Athletic Trainer (ATC) Community Sports Outreach Program, by evaluating the outreach into the community, sports clubs, schools, covered events. Methods: The ATC Community Outreach Program monitored key metrics over a 3 and 1/2-year period. Metrics included the partnerships developed with local clubs and schools, number of athletes covered in each organization, games covered and hours spent supporting organizations. Categories were divided into fiscal years (FY) running from September to August. Fiscal Year 2016 was calculated from January – August, as it was the first year of the program. The percentage of growth of the amount of games covered was calculated from the adjacent FY. Results: Over the first 3 and 1/2 years (FY2016-FY2019), the number clubs, schools, programs covered grew from 10, 19, 25, to 31 from FY2016 - FY2019. Number of athletes from 7,363, 12,552, 15,104, to 19,794 from FY2016 - FY2019. The number of community outreach events grew from 6, 11, 57, to 190 from FY2016 - FY2019 (Table/Figure 1.1). The percentage of growth of games covered grew from 183%, 518% to 333% between FY2016 and FY2019. Discussion/Conclusion: Building, maintaining a sports medicine practice is a complex undertaking, and represents a significant investment for the health system and community. In many communities, access to sports medicine care for athletes is very limited. A clinically integrated ATC program can generate a significant impact on the community by building relationships with local sports clubs/schools and improving sports medicine care access to young athletes. Tables/Figures: [Table: see text][Figure: see text]

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The Watercooler Phenomenon: Building Relationships in the Online Classroom

Journal of Teaching in Social Work ◽

10.1080/08841233.2020.1827337 ◽

2020 ◽

Vol 40 (5) ◽

pp. 488-500

Author(s):

Christine Rogerson ◽

Wanda Anderson

Keyword(s):

Online Classroom ◽

Building Relationships

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Building relationships: Is this the answer to effective nutrition policy formulation?

Journal of Consumer Affairs ◽

10.1111/joca.12396 ◽

2021 ◽

Author(s):

Ariadne Beatrice Kapetanaki ◽

Nektarios Tzempelikos ◽

Sue V. Halliday

Keyword(s):

Nutrition Policy ◽

Policy Formulation ◽

Building Relationships

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How chief risk officers (CROs) can have meaningful and productive dealings with insurance agencies: a leading example

SN Business & Economics ◽

10.1007/s43546-021-00068-3 ◽

2021 ◽

Vol 1 (5) ◽

Author(s):

Alberto Bettanti ◽

Antonella Lanati

Keyword(s):

Monte Carlo Simulation ◽

Methodological Approach ◽

Cost Effective ◽

Third Parties ◽

Computational Tool ◽

Building Relationships ◽

Total Cost ◽

Retention Level ◽

Operational Risks ◽

Risk Appetite

AbstractIn broad terms, risk management (RM) covers four conventional actions in addressing operational risks (OpRisks), i.e., actions to mitigate, eliminate, accept, and transfer operational risks. In relation to transferring OpRisks to external third parties, this study aids chief risk officers (CROs) in addressing issues related to the reduction of economic exposure to OpRisk. In this respect, the economic handling of OpRisks and their coverage through specific insurance programs are among the major challenges that CROs face within their roles. The aim of this paper is to provide CROs with an analytical pathway to addressing these challenges by applying the total cost of risk (TCoR) method tailored to their purposes. Through a leading example, this paper demonstrates that the TCoR approach meaningfully and productively supports CROs’ decisions when striving to deal with OpRisk. In fact, the TCoR approach implementation, together with the application of Monte Carlo simulation as a computational tool, drives TCoR value optimization when OpRisk is transferred to insurance agencies. In addition, by applying a TCoR framework, CROs can find the correct and cost-effective balance between the company’s retention level—consistent with the company’s risk appetite—and the premiums paid to insurance agencies. In conclusion, this paper provides CROs with a methodological approach for efficiently building relationships with insurance agencies by consistently addressing TCoR-based dealings.

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Shapeholders: managing them as allies, partners and significant constituents

Strategy and Leadership ◽

10.1108/sl-07-2017-0064 ◽

2017 ◽

Vol 45 (5) ◽

pp. 41-48 ◽

Cited By ~ 2

Author(s):

Oleksiy Osiyevskyy ◽

Vladyslav Biloshapka

Keyword(s):

Business Models ◽

Social Activism ◽

Business Success ◽

Content Type ◽

Building Relationships ◽

The Public ◽

Short Run ◽

Common Interests ◽

The Subject ◽

Practical Implications

Purpose The authors review the concept of building relationships with Shapeholders,: a broad group of players that have no financial stake in the company yet can substantively influence it. The process for doing this is the subject of a new book by Mark Kennedy, Shapeholders: Business success in the age of social activism. Design/methodology/approach The authors examine Mark Kennedy’s framework for managing the firm’s shapeholders, a model composed of seven basic steps (7A’s): Align with a purpose, Anticipate, Assess, Avert, Acquiesce, Advance common interests, and Assemble to win. Findings Managing corporate reputation in alliance with enlightened shapeholders is a potential defense against self-aggrandizing schemes to wantonly maximize shareholder value in the short run. Practical implications Managing shapeholders is part of the messy democratic process that works when power is apportioned fairly among those affected by a firm’s decisions, and this process underpins the winning business models of true market leaders. Social implications Stakeholders previously discredited as mere “mosquitos” have gained new power, particularly when their legitimate concerns and unfair treatment resonate with the interests of a significant segment of the public and influential shapeholders. Originality/value Shapeholders can create enormous opportunities for smart managers capable of effectively engaging with them.

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Outside the Box: How Building Relationships Within your Organisation can Help Develop Your Information Service

Legal Information Management ◽

10.1017/s1472669606000041 ◽

2006 ◽

Vol 6 (1) ◽

pp. 12-16 ◽

Cited By ~ 1

Author(s):

Janine Bryant

Keyword(s):

Strategic Planning ◽

Information Service ◽

Traditional Role ◽

Building Relationships ◽

Modern Library ◽

Outside The Box

The modern Library or Information Service (IS) cannot, and should not, operate in isolation from the strategic planning of its wider organisation. Most IS units already tie their aims and objectives to the organisation's strategic mission, but how can the IS move from the confines of its traditional role to have greater influence and responsibility within the wider organisation? How can building relationships with key individuals/departments strengthen the overall role of the IS?

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