PPPM Graduate Student Research

Permanent URI for this collection

https://hdl.handle.net/1794/25839

Browse

Browsing PPPM Graduate Student Research by Subject "Lane County, Oregon"

Now showing 1 - 2 of 2
  • Thumbnail Image
    ItemOpen Access
    An Analysis of the Collective Impact Lens for Lane County’s 2018-2021 Strategic Plan
    (Oregon Policy Lab, Institute for Policy Research and Engagement, School of Planning, Public Policy, and Management, 2020-06) Hays-Alsin, Bethany; Jonas, Alex; Leraas, Alyssa
    Lane County’s 2018-2021 Strategic Plan puts forth three strategic lenses including Financial Stewardship, Equity, and Collective Impact. This report focuses on the implementation of the Collective Impact lens by exploring and presenting significant aspects of relevant literature, best practices for the use of collective impact, examples of collective impact projects, and specific recommendations to Lane County based on these findings. Collective Impact is an innovative way to foster cross-sector collaboration to address the most complex societal problems using data and performance-based measures to track progress (Stachowiak, et al., 2018). The collaboration should include government entities, nonprofits, and for-profit organizations. It is implemented through five principles: having a common agenda, shared measurement, mutually reinforcing activities, continuous communication, and backbone support (Kania and Kramer, 2013). In addition to establishing the five principles for a collective impact initiative, three pre-principles have been put forth as important considerations prior to establishing the initiative. They are influential leaders, sufficient financial resources, and an urgency for the issue. The support of these pre-requisites fosters the successful establishment of collective impact. In addition to better understanding the purpose and creation of collective impact, it is important to see the challenges and criticisms of the practice that have come out of the research. There are three challenges highlighted in the literature that hold particular relevance to Lane County. First, while collaboration is not a new concept, the collective impact framework needs to be mindfully applied with all of the principles intact in order to develop sustainable solutions to complex problems. The two other notable challenges are that the nonprofit sector faces significant barriers to entering collective impact efforts, mostly due to limited resources, and the necessary consideration as to whether collective impact is the appropriate approach to a given problem.
  • Thumbnail Image
    ItemOpen Access
    Lane County Covid-19 Return to Service
    (Oregon Policy Lab, Institute for Policy Research and Engagement, School of Planning, Public Policy, and Management, 2020-06) Hudson, Kaylee; Matonte, Jay; Goldstein, Gennifer
    As the incidence of new COVID_19 cases of began to slow, the federal, state, and local governments continued to establish guidelines and plans to reopen government business and society at large. Our report proposes guidance and a suggested framework for the Lane County government reopening. It is estimated that the novel SARS-CoV-2 seeded in the U.S. in January of 2020. Since that time, the virus has spread exponentially in every state in the country. A shortage of testing supplies and personal protective equipment (PPE), the lack of effective treatments and a vaccine, and the aggressive nature of the virus have resulted in significant loss of life and economic loss; marginalized communities have been affected disproportionately, further victimizing our most vulnerable populations. Decisions and processes for reopening must be made in the context of all these challenges. To create a framework for Lane County employees to return to service, the following sources were reviewed and considered: 1) literature on government responses and reopening after past pandemics, 2) examination of local governments’ current reopening plans (including the Lane County Blueprint), and 3) current Oregon State and federal guidelines. Through this evaluation two primary lenses emerged: operability and equity. Operability requires a balance of health and productivity. We are recommending that in Phase 1 almost all business be conducted remotely. For Phase 2, we recommend: a) business that does not require in-person interaction continue to be conducted remotely, b) social distancing, sanitation, and PPE be employed and used consistently in office, c) masks be provided for visitors, d) physical barriers be erected (i.e. plexiglass), and e) visual cues be placed to reinforce social distancing. It is imperative that Lane County be adaptable and able to revert to previous phases in case of a COVID-19 spike. Equity requires multiple contact points for the public: telephone, online, remote pick- up/drop-off boxes in accessible locations. Phase 2 allows for in-person appointments, and Phase 3 allows for a complete reopening of service counters. Outreach to individual communities and leaders, and gathering data and input from those communities, is vital now and moving forward. Our team encourages Lane County to build on the Lane County Blueprint, incorporating processes that will ensure health, operability, equity, and adaptability through the COVID-19 crisis. The Blueprint has inventoried supplies and assessed capacity, which is excellent. What’s needed now is to build in processes on how to keep the curve flat while medical experts and scientists continue to search for and discover treatments and a vaccine.