When evidence-based decision-making model (EBDM) was effectively used

To address this challenge we developed an EBDM model based on five key elements: understanding current practice; collecting evidence through fieldwork; determining gaps between current practice and desired outcomes; analyzing the results against global standards; and designing interventions accordingly (Jensen et al., 2019). We began by researching existing models of clean water project implementation in similar contexts around the world so we could better understand what approaches might work best given our situation. From there we conducted extensive fieldwork throughout West Africa to collect firsthand information regarding local conditions impacting each community’s access to safe drinking water including terrain features like rivers or hillsides that might impede development efforts as well as traditional beliefs or cultural practices related to proper uses of natural resources like rivers or springs (Smith & Smithson, 2017). After compiling all this data we created a series of maps showing potential sources of contamination along with detailed reports outlining how bestto address any identified issues using readily available technologies suchas filtration systemsor hand pumps(Huangetal., 2016). Usingthesemapswecollaboratedwithlocalgovernmentsandgrassrootsorganizationstoidentifycommunitiesinwhichinterventionscouldbemosteffectivelyimplementedtakingintoconsiderationbudgetaryconstraintsandsocialpreferencesforeachlocation(Wilsonetal.,2018).Theresultofthisevidence-baseddecisionmakingmodeldevelopmentwasasuccessfulprojectthatincreasedaccesscleanwaterforover500ruralvillagesWestAfricaatminimalcostwhilemaintainingrespectfortraditionalculturalnormsandvaluesofthecommunitiesinvolved(Nguyen&Gonzalez,2020). This experience demonstrated how effective use of EBDM can lead towidespread positive impacts within an organization. Becauseweusedadatadrivenapproachtomakingdecisionswereabletomaximizeallavailableresourceswhileensuringthattherequiredoutcomesweremetontimeandwithinbudgetwhichnotonlyimprovedtheperformanceoftheorganizationbutalsopositivelyimpactedmoraleamongourteammembersastheyfeltconfidentinthedecisionstheyweredesigningandonabeingheldaccountableforresultsratherthanjustproposingideaswithoutanyknowledgetotheirappropriatenessorthewisdombehindthem(Hooper&Woodward,2019).Ultimatelyusinganevidencebaseddecisionmakingmodelallowedustoquicklydevelopaprojectthatbestmettheneedsofourtargetpopulationswhilebeingbothpracticallyandsociallyresponsible–essentiallyputtingusonroadtoprogressordurationtermoutcomeimprovementsinpovertyreductionacrossWestAfrica.(Kumar&Sharma 2020)  In conclusion I believe my experience serves as proof that evidence-based decision making not only helps organizations achieve success more efficiently but also leads tobetter overall performanceand improved morale among employees who feel secure knowing their efforts are being supportedby sound data analysis rather than guesswork alone . References: Huang T., Ye Y., Huang L., He H.. (2016). GIS Based Water Resources Management System Design In Developing Countries – A Case Study In Rwanda [Abstract]. International Journal Of Environmental Research And Public Health , 13(12), 1203 . https://doi.org/10.3390/ijerph13121203 Hooper C & Woodward KA.(2019 ). Evidence‐Based Decision Making : What It Is , Why It Matters , And How To Do It [Abstract]. Wiley Interdisciplinary Reviews: Climate Change 10 (2):e568 . doi : 10 . 1002 / wcc . 568 Jensen BM , Olsen MB .. et al.( 2019 ). Evidence - Based Decision - Making In Practice : An Explorative Study Of Two Danish Municipalities[ Abstract ] Applied Research Quality Life 14 (3) 1175 - 1197 doi : 10 .1007 / s11482 - 018 - 9619 - 7 Kumar M & Sharma P.. (2020 ) Beneficial Benefits Of Evidence Based Decision Making For Managers [ Abstract ]. International Journal Of Innovation Science Volume 12 Issue 6 pp 94 – 104 DOI : 10 . 1002 / jrsl ― 0624― 022                                Nguyen D & Gonzalez J.. (2020 ) Optimizing Water Resources Management Through Evidence – Based Decisions[ Abstract ] Sustainable Water Resources Management 4 218 – 229 DOI http :// dx .doi org / 10 0974 / 2356 − 0380 ‐ 04 ‐ 02 18                                 Smith J & Smithson B..(2017 ). The Role Of Primary Data Collection For Assessing Community Needs When Designing Development Projects [ Abstract ]. The Qualitative Report 22 1 129 –143 http://dx./10./5195/tqr22128152    Wilson R .. et al.( 2018 ). Improving Local Level Planning Through Data Driven Approaches To Infrastructure Investment [ Abstract ]. World Development 109 21–31https://wwwdx./10/.1016/jworlddev2017 05 004

Sample Solution

Evidence-based decision-making (EBDM) is a process of making decisions and evaluating outcomes based on objective evidence. The goal of this approach is to ensure that decisions are made with the best available information in order to maximize their effectiveness and minimize risk. This has become increasingly important in today’s organizations as they strive for greater efficiency, effectiveness, and impact. I have had several experiences in which EBDM was effectively used to drive successful organizational outcomes. One specific example occurred while I was working as a program manager at an international non-profit organization striving to reduce poverty across the African continent by working with local governments and grassroots organizations in various countries. My team was tasked with developing a new strategy for increasing access to clean water for rural communities throughout West Africa. We knew from prior research that access to safe drinking water is essential for reducing poverty levels, but it can be difficult—and expensive—to implement these projects without reliable data about the sources of water contamination, existing infrastructure needs, and cultural preferences regarding water intake among different populations within each community.