zilongwang/ReadingBank huggingface dataset:
Confidence within the police service in order to ensure that victims are reporting Hate Crime and Incidents and that perpetrators are being dealt with accordingly; An increase in the number of Hate Crimes and Incidents reported to the police therefore providing a clearer picture of the positions within Dyfed-Powys’ Force area; and A reduction in the number of actual Hate Crimes and Incidents experienced by members of the community in order to work towards elimination violence, abuse and harassment in our communities. Planned Actions: Partnership working with public sector bodies and 3rd party organisations to raise awareness of Hate Crime and Hate Incidents and how to report; Identification of what Hate Crime and Hate Incidents look like in Dyfed-Powys and who the victims are in order to ensure that our engagement is targeted and meaningful; Continue to invest in our HCSO scheme to ensure that victims are receiving sufficient support; Continued support of our NPTs to ensure that they have the necessary resources to identify and deal with Hate Crime and Incidents and that we are engaging with as wide an audience as possible to raise awareness of the matter; and Look at introducing a programme of engagement around deterring people from committing Hate Crimes. Measuring progress: The following measures will be used to indicate whether or not progress is being made against the objective: The number of Hate Crimes and Incidents recorded by the Force to see whether they are increasing as a result of increased awareness;
Monitor the abandonment and average second answer rate of Welsh language 101 calls into the force communications centre, compared to English calls. Equality Objective 6 To promote health in the workplace through raising awareness of mental ill health and distress preventative measures with a view to reduce absence on the grounds of psychological sickness Police and Crime Plan Objective Priority Two: Protecting Vulnerable People General Equality Duty aims Eliminate discrimination, harassment and victimisation; and Advance equality of opportunity. Why we chose it: It is generally accepted that a high proportion of the general public will be affected by mental illness during their lifetime – either experiencing it themselves, or knowing a colleague, family members or friend experiencing who has experienced it. Even though it is a common issue, persons who experience Mental Health problems often face stigma and discrimination. The Equality and Human Rights Commission (EHRC) report, ‘Not just another statistic: Life in Wales for people with Mental Health conditions’ identified that ‘overall, people with Mental Health conditions describe as feeling powerlessness and shame in relation to their condition’ and ‘a general consensus that there was a negative attitude towards people with Mental Health conditions’.
Please note that this list of products provided is for reference only and is not exhaustive. The determination results provided are based on the actual product description and technical specifications assessed by Singapore Customs at the time of application and may be subject to change when the Strategic Goods (Control) Order is amended. You are advised to refer to the latest version of the for the up-to-date information in relation to the definitions and scope of goods subject to controls. S/N Product Name Brand Model No. Determination Version of SG Order 1 Central Intensifier Unit Astroscope ML15 SG Order 2013 2 Satellite Data Unit Configuration Module (SCM) Top Flight Satcom 82158 Not Controlled SG Order 2013 3 Saab Sensis VeeLo NextGen (NG) SAAB - Not Controlled SG Order 2013 4 Impact Copolymer Polypropylene Rabigh AW564 Not Controlled SG Order 2013 5 Impact Copolymer Polypropylene Rabigh AZ564 Not Controlled SG Order 2013 6 Cisco® Catalyst® 2960-S Cisco NWHW SUP UTP SWITCH DL5A002 SG Order 2013 7 H Series Innovative Packaging Technologies Mespack H-140 Duplex Not Controlled SG Order 2013 8 Integrated Receiver-Decoder, Transcoder and Stream Processor Harmonic ProView 7100 Not Controlled SG Order 2013 9 SPEEDIO™ Compact Machining Center Brother S500X1 Not Controlled SG Order 2013 10 NetS² Smartshield Passport G300 Not Controlled SG Order 2013 11 SPEEDIO™ Compact Machining Center Brother R450X1 Not Controlled SG Order 2013 12 Spyder Bluetooth Spyder Bluetooth SPBT20A Not Controlled SG Order 2013 13 Epocast 50-A1/Hardener 9816 Huntsman Advanced - Not Controlled SG Order 2013 14 Solid State Drive (SSD) Micron M600 Not Controlled SG Order 2013 15 GPS Module Taiyo Yuden GT GYSFFMAXB Not Controlled SG Order 2013 16 TNC RF Connectors TE Connectivity Not Controlled SG Order 2013 17 Optical Library - HL200 DL5A002 SG Order 2013 18 Glycerine USP 99.5% PALMERA G995U - Not Controlled SG Order 2013
The graph on the following page displays the proportion of residents who have lived in the UK for less than 2 years across Calderdale in 2011. It can be seen that Park ward has the highest proportion of these residents at 2.94%, with Greetland and Stainland having the lowest proportion at 0.17%. Park has a 1.34% higher proportion of these residents than the national average figure. Turnout for Local Elections Calderdale also scores slightly above the England average for ‘not treating each other with respect’. Calderdale scored 33.7 and the England average 31.2. 2.5% higher than the average Source Place Analytics -Office for National Statistics licensed under the Open Government Licence v.2.0 Volunteering The Big Lottery Fund ‘Well-being Evaluation’ funded by the Cabinet Office found that volunteering activities which supported health improvements, people with disabilities and sport or exercise were deemed key aspects of promoting and assisting individual well-being. The chart below illustrate the key motivations for volunteering reported to Sector Support Calderdale.
45. State-level government agencies that check whether firms are meeting statutory safety measures in their production units are considered to be the firms' State-level government agencies that check whether firms are meeting statutory safety measures in their production units are considered to be the firms' external stakeholders. External stakeholders of a firm include customers, suppliers, alliance partners, creditors, unions, communities, media, and governments at various levels. AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 01-04 Evaluate the relationship between stakeholder strategy and sustainable competitive advantage. Topic: Stakeholders and Competitive Advantage 46. Which of the following best qualifies as a firm's internal stakeholder? A manager taking care of the firm's operations in a foreign market best qualifies as the firm's internal stakeholder. A firm's internal stakeholders include stockholders, employees (including executives, managers, and workers), and board members. AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Apply Difficulty: 2 Medium Learning Objective: 01-04 Evaluate the relationship between stakeholder strategy and sustainable competitive advantage. Topic: Stakeholders and Competitive Advantage 47. The best example of a firm's external stakeholder is a(n) The best example of a firm's external stakeholder is a government agency that regulates the prices of products manufactured by the firm. External stakeholders of a firm include customers, suppliers, alliance partners, creditors, unions, communities, media, and governments at various levels. AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Apply Difficulty: 2 Medium Learning Objective: 01-04 Evaluate the relationship between stakeholder strategy and sustainable competitive advantage. Topic: Stakeholders and Competitive Advantage
Growth is a way of life. Almost all organizations plan to expand. This strategy isfollowed when an organization aims at higher growth by broadening its one or more of its business in terms of their respective customer groups, customers functions, andalternative technologies singly or jointly – in order to improve its overall performance. E.g.: A chocolate manufacturer expands its customer groups to include middle aged andold persons among its existing customers comprising of children and adolescents. Types of Growth Strategies Market Penetration: A business will utilize a market penetration strategy to attempt to enter a new market. The goal is to get in quickly with your product or service and capture a large share of the market. You can also achieve market penetration through aggressive marketing campaigns and distribution strategies. Rapid Market Penetration: It is based on two assumptions, to lower the price & promotional activities to be increased. Slow Market penetration: It is also based on two assumptions, to lower the price but promotional activities are not changed Market Expansion: It involves selling the same products to new markets by attracting new users to its existing products. Market development can be geographic wise and demographic wise. E.g.: XEROX Company educated small business entrepreneurs to create new markets. A company might decide to increase its territorial reach and therefore enter a new market. Product Expansion Product expansion is a strategy that seeks increased sales improving or modifying present products or services. A product expansion growth strategy works well when technology starts to change. A small company may also be forced to add new products as older ones become outdated. It involves selling new products to the same markets by introducing newer products in existing markets. E.g.: the tourism industry in has not been able to attract new customers in significant numbers. New products such as selling as a golfing or medical treatment destination are some of the product development efforts in the tourism industry to attract more tourists. ANSOFFS MATRIX
139. According to a CEO survey by Accenture, __________________ are not mutually exclusive corporate goals. 140. The Clorox Green Works line of plant-based cleaning materials captured 42 percent of the natural cleaning products market in its first year. This is an example of the benefit of 141. Northrup Grumman saved $2 million in energy costs at a single facility by installing reflective roofs and fluorescent lighting, replacing old equipment, and making minor temperature and humidity-level adjustments. This is an example of the benefit of 142. The Fairmont Royal York in Toronto invested $25,000 in an energy conservation program to replace leaky steam traps and fix leaks, which resulted in an annual savings of over $200,000. This is an example of a sustainability effort to 143. The ROI on sustainability efforts can be difficult to quantify because 144. Sustainability programs often find their success beyond company boundaries, thus ______ systems and _____ metrics cannot capture all of the relevant numbers. 145. Traditional financial models are built around relatively easy-to-measure, monetized results; whereas, the benefits of sustainability projects involve
Retrenchment Divestitute Liquidation Combination 4 STRATEGIC ANALYSIS AND CHOICE (ALLOCATION OF RESOURCES) A. FACTORS INFLUENCING CHOICE Strategy formulation B. INPUT STAGE Internal factor evaluation matrix External factor evaluation matrix Competitive profile matrix C. MATCHING STAGE Threats opportunities – weaknesses – strengths matrix (TOWS) Strategic position and action evaluation matrix (SPACE) Boston consulting group matrix (BCGM) Internal – External matrix Grand Strategy matrix D. DECISION STAGE Quantitative Strategic Planning matrix (QSPM) 06 20% 5 POLICIES IN FUNCTIONAL AREAS A. POLICY B. PRODUCT POLICIES C. PERSONNEL POLICIES D. FINANCIAL POLICIES E. MARKETING POLICIES F. PUBLIC RELATION POLICIES 03 10% 6 STRATEGIC IMPLEMENTATION REVIEW AND EVALUATION A. MCKINSEY 7-S FRAMEWORK B. LEADERSHIP AND MANAGEMENT STYLE C. STRATEGY REVIEW AND EVALUATION Review underlying bases of Strategy Measure Organisational Performance Take corrective actions 04 15% TOTAL 30 100%
POLITICAL Regulatory bodies and processes Government policies Government term and change Trading policies Funding, grants and initiatives Home market lobbying/pressure groups International pressure groups Wars and conflicts/terrorism. ECONOMIC Home economy situation/Growth Home economy trends Overseas economies and trends General taxation issues Level of savings Industry properties Taxation specific to product/services Market and trade cycles Specific industry factors Market routes and distribution trends Customer/end-user drivers Interest and exchange rates SOCIAL Lifestyle trends Demographics Consumer attitudes and opinions Media views Brand, company, technology image Consumer buying patterns Fashion and role models Major events and influences Buying access and trends Ethnic/religious factors Advertising and publicity TECHNOLOGICAL Competing technology development Research funding Associated/dependent technologies Replacement technology/solutions Maturity of technology Manufacturing maturity and capacity Information and communications Consumer buying mechanisms/technology Innovation potential Global communications LEGAL Current legislation home market Future legislation International legislation Law changes affecting social factors Technology legislation Technology access, licensing, patents Intellectual property issues ECOLOGICAL Weather/climate Sustainability? Ecological/environmental issues Ethical issues “SWOT ANALYSIS”
5.2 Conclusions The table below summarises how well the above options meet the investment objectives and the critical success factors agreed for this project. Status Quo Intermediate - refurbishment Maximum - New school Scope short term funding solution interim solution Best value for investment Investment objectives 1 2 3 4 1 2 3 4 1 2 3 4 Critical Success Factors 1 2 3 4 1 2 3 4 1 2 3 4 On the basis of the above analysis the preferred way forward is a new school build. This is achievable and meets all the project objectives including best use of financial resources to ensure a long term sustainable school to meet local and community needs. 6. Summary of options appraisal Each of the elements of the options appraisal (scope, service solution, delivery, implementation and funding) have been considered (Appendix 1) enabling consideration of a short list based upon this preliminary analysis. The findings can be summarised as follows: Status Quo - Least ambitious Refurbishment - Intermediate New school - More ambitious Scope Building would have to close within 5 years Remove urgent health and safety concerns Site and building fit for purpose Service solution School unchanged – health and safety risk One site Site and building fit for purpose Service delivery School unchanged – health and safety risk Building still not able to meet all service needs Site and building fit for purpose Implementation Immediate delivery delivery by March 2018 delivery by December 2018 Funding short term funding solution Interim solution – greater investment still needed Best value for investment Due to the health and safety risks associated with the current site there are limited options available. As a result, all three options: Status Quo; refurbishment and extension; and new build will continue to be assessed for benchmark comparison and to ensure best value. 6.1 Overall findings: the preferred option
4224 School Strategic Plan 2014 - 2016 Endorsement by School Principal SIGNED………………………………………. NAME…Marina Keegan………………………………………. DATE…………………………………………… Endorsement by School Council SIGNED………………………………………. NAME… ………………………………………. DATE…………………………………………… School Council President signs indicating that the School Strategic Plan has been endorsed by School Council Endorsement by Regional Director SIGNED………………………………………. NAME…………………………………………. DATE……………………………………………
a decision regarding its support. PROJECT OUTPUTS GUIDANCE NOTES Business benefits Explain all of the business benefits of the project. For example: increased sales; increased profits; new or improved product, service or process; improved leadership or management capability; improved ICT or other infrastructure; new markets entered; improved knowledge; efficiency gains. Benefits to the environment Describe and quantify any positive environmental impacts of this project. For example: resource efficiency; clean technology; carbon reduction; reduced waste; CO2 savings, reduced travel etc. Outputs forecast as a DIRECT result of THIS PROJECT (in Scotland) The total turnover forecast as a direct result of this project – not for the business as a whole – after the 3rd year following project completion and what percentage will be savings? Current Total at the end of Year 3 Total turnover forecast (£) Savings (£) Employee numbers Full Time Equivalent (for a definition, see page 7) employee numbers as a direct result of this project. High Value Jobs are the number of jobs that will have a salary greater than £38,023. High Value Jobs Jobs safeguarded Current Year 1 Year 2 Year 3 International revenue (£) Estimated additional international revenue per annum EXTERNAL CONSULTANTS GUIDANCE NOTES Only complete this section if you are using an external consultant. If you are using more than one external consultant, please append additional information to this application Have competitive quotes been obtained? – Please tick one option If ‘yes’, please attach the quotes obtained and explain the rationale for your selection. If ‘no’, please explain the rationale for the costs included. Yes No Please explain
Task Description Responsible Party Begin Date End Date 1 Collect turnover data, by percentage and number, and by dept, looking back 2-3 years Director Human Resources 9/16/13 1/31/2014 2 Establish team including supervisors and staff to represent a pilot program Director Human Resources 9/19/13 10/15/13 3 Pilot program team agrees on the problem (turnover); identifies the cause(s) of the problem and possible strategies to lessen Director Human Resources 10/1/13 4/30/2014 4 Develop strategy to reduce turnover for pilot programs; benchmark similar type and other organizations Director Human Resources 10/1/13 4/30/2014 5 Deploy the pilot program strategy Director Human Resources 5/1/2014 6/30/2014 6 Identify problem (turnover) in additional programs and begin to develop the strategy Director Human Resources 5/01/2014 7/1/2014 7 Deploy the program strategy for the additional programs Director Human Resources 7/1/2014 12/31/2016 8 Monitor employee satisfaction to measure success and identify potential setbacks Director Human Resources 12/1/13 12/31/2016 9 Provide monthly turnover data for review by Management Team and the HR Committee to monitor improvement and identify potential setbacks Director Human Resources 7/1/13 12/31/2016 Risks: Additional time commitments from supervisors Lack of buy in or follow thru from supervisors Measurement Criteria: Turnover progress Effectiveness of solutions
4N. Succession Planning Goal: UCP Central PA is adequately prepared for the planned and/or unplanned absences/departures of staff in key leadership positions. Objective Develop an approach to succession planning to address current and future organizational leadership needs. Significance: Minimizes disruption to services Resources: Management Team HR Staff Tasks: Task Description Responsible Party Begin Date End Date 1 Develop Succession Plan Process for Management Team members. HR Director/CEO/HR Chair/Board Chair/FDN Board Chair 08/30/2014 2 Define next level/other positions which should also be considered for succession planning. HR Director/CEO/HR Chair/Board Chair/FDN Board Chair/Management Team 08/30/2014 3 Draft to HR and Exec Comm HR Director/CEO 09/30/2014 4 Brief HR and Exec Comm on status HR Director/CEO 03/30/2015 5 Brief HR and Exec Comm on process and status of plans HR Director/CEO 09/30/2015 6 Status updates to HR and Exec Comm every 6 months thereafter HR Director/CEO Ongoing Risks: Compliance Measurement Criteria: Succession Plan in place for UCP key leadership positions Reporting Committee: Executive Committee Human Resources
will slow or cease. Goal Key goals Potential advantages Potential disadvantages 4 Be proportionate in which annual returns will be checked for compliance and the rate at which checks are completed: By using IT systems to automate monitoring and checking of SORP accounts, which are prepared under the mandatory framework for reporting charity accounts. Focus staff on manually checking a proportion of Receipts and Payments accounts submitted as part of the annual monitoring regime. Focus checking on higher risk cases Focus on addressing or taking action against those charities that become “in-default”. Increase proportion and speed of checking regime. Addressing charities that have failed to comply with the accounting and reporting regulations through and regulatory guidance. Identify trends and errors and provide appropriate thematic reports on lessons learned for the sector on accounting matters. Improve compliance in a proportionate way as the annual reporting regime becomes established. Improved accuracy of the register and improved public understanding of the charity accounts and the Commission’s work. Increasing reliance on technology may create new issues and frustrations among the sector. Many annual returns and accounts will not be checked but will be on view to the public. 5 Prioritise the investigation of serious mismanagement in charities by: Applying risk assessment criteria to focus resources on investigating only the highest risk concerns. Improvement in good governance Fulfils Commission’s undertaking to be a Public opinion may rate issues which the Commission has not addressed as being more relevant to its trust in charities.
2019-2022. Your feedback will enable us to finalise the plan and ensure our actions are proportionate. In completing the consultation questionnaire, you will be asked to voluntarily provide some personal data. We encourage you to read the privacy notice available at which sets out the Commission’s privacy notices and retention and disposal schedule summary. For each question, please identify your answer by inserting an X in the selected box. Please insert only one X per question. Please add additional comments in the spaces provided. Which of the following best describes your status? Charity trustee Charity employee Charity volunteer Funder/Donor Professional adviser Other (please specify) Other: Are you providing this response as an individual or on behalf of an organisation? Individual Organisation On the whole do you agree with the Commission’s general approach to the strategic plan 2019/2022? Yes No Why do you say that? On the whole do you agree with the main goals which the Commission has proposed? Yes No
This Page Intentionally Left Blank Executive Summary The landscape of public health is dynamic and constantly evolving in response to the health needs of the communities we serve every day. Increasingly there is more of an emphasis on developing population-based health interventions and strategies that go beyond providing individualistic level care. Interventions at the population level have proven to not only benefit communities as a whole, but also improve health outcomes and reduce health inequities of individuals that live within those communities. The Prince William Health District (PWHD) remains committed to our mission to promote optimum wellness, prevent illness, respond to emergencies and protect the environment and health of our residents. While our core mission has not changed, our population, environment and focus is evolving. In order respond to the changes occurring within the public health system and to enhance our local public health infrastructure, the PWHD developed this FY 2017-2020 Strategic Plan as our roadmap for organization decision-making over the next three years. Organized using the framework of the Ten Essential Public Health Services, the goals, objectives and strategic priorities outlined in this plan will enhance PWHD’s ability to identify and proactively address the most pressing health needs of the communities we serve, increase communication with internal and external partners and stakeholders, and facilitate opportunities for collaboration that will improve health outcomes and reduce health disparities
accessible; hazardous elements eliminated, isolated, or shielded. 5b. Provide warnings of hazards and errors. 5c. Provide fail safe features. 5d. Discourage unconscious action in tasks that require vigilance. PRINCIPLE SIX: Low Physical Effort The design can be used efficiently and comfortably and with a minimum of fatigue. Guidelines: 6a. Allow user to maintain a neutral body position. 6b. Use reasonable operating forces. 6c. Minimize repetitive actions. 6d. Minimize sustained physical effort. PRINCIPLE SEVEN: Size and Space for Approach and Use Appropriate size and space is provided for approach, reach, manipulation, and use regardless of user's body size, posture, or mobility. Guidelines: 7a. Provide a clear line of sight to important elements for any seated or standing user. 7b. Make reach to all components comfortable for any seated or standing user. 7c. Accommodate variations in hand and grip size. 7d. Provide adequate space for the use of assistive devices or personal assistance. Please note that the Principles of Universal Design address only universally usable design, while the practice of design involves more than consideration for usability. Designers must also incorporate other considerations such as economic, engineering, cultural, gender, and environmental concerns in their design processes. These Principles offer designers guidance to better integrate features that meet the needs of as many users as possible. Citation: Bettye Rose Connell, Mike Jones, Ron Mace, Jim Mueller, Abir Mullick, Elaine Ostroff, Jon Sanford, Ed Steinfeld, Molly Story, and Gregg Vanderheiden. The Center for Universal Design (1997). The Principles of Universal Design, Version 2.0. Raleigh, NC: North Carolina State University. Disclaimer: “The Principles of Universal Design were conceived and developed by The Center for Universal Design at North Carolina State University. Use or application of the Principles in any form by an individual or organization is separate and distinct from the Principles and does not constitute or imply acceptance or endorsement by The Center for Universal Design of the use or application.” Major funding provided by: The National Institute on Disability and Rehabilitation Research, U.S. Department of Education Copyright © 1997 NC State University, The Center for Universal Design.
Strengths, Weaknesses, Threats & Opportunities This strategic plan addresses the following key strengths, weaknesses, threats and opportunities which apply to SCTI now and in the foreseeable future: Strengths: Weaknesses: Basis for strong management team Working with key local and international stake holders. Very focused management and Volunteers Initial project can translate to more projects SCTI encourages and enables the engagement of those who benefit from the organisation in the planning and decision-making of the organisation. SCTI maintains and behaves with integrity. Being the first parent and patient led organisation, provides SCTI with a basis for a national representation of Sickle Cell and Thalassaemia in Ireland. Insufficient funds/ resources Lack of statistics and data base of the number of those living with SCD, Thalassaemia and carriers(gene traits) Inability to employ full time professional Research, Management & qualified staff due to inadequate funding Inability to expand project goals due to limited resources Threats: The growing number of target groups migrating to Ireland means more vigorous awareness campaigns needed thus the need for more resources. Language barriers within different target groups. An environment of constant sudden change both in the external and internal circumstances of the Organisation, and service users. Limited knowledge and interest about Opportunities: Promoting the need for a national screening programme for SCD ant Thalassaemia in Ireland. To work in partnership with international organisations in promoting the awareness of the genetic conditions at a global scale. Community board service, presentations to community organisations. Impact on health-care public
3. How do we get there? To reach our vision, we must achieve the following goals. (On the lines below, write out each of your strategic priorities. Then, in the chart beneath each one, list annual goals that will help you achieve each of them. Though there is no limit to the number of strategic priorities or annual goals in your strategic plan, consider the resources available to you, and focus on goals that you can accomplish.) Strategic priority 1: Annual goals Timeline Resources needed Member assigned Strategic priority 2: Annual goals Timeline Resources needed Member assigned Strategic priority 3: Annual goals Timeline Resources needed Member assigned 4. How are we doing? To monitor our progress, we will take these steps. (List the actions the club will take to follow up on the plan’s implementation, including a timeline for checking in and evaluating your progress — e.g., reports at board meetings each month, strategic plan reviews at club assemblies, annual reviews.)
Ignoring your culture and organizational readiness: Strategy and culture are intimately intertwined. Ignore this fact at your peril. Culture eats strategy for lunch (and dinner if you’re not careful). With that in mind, adapt your planning to fit what you know works for your organizational rhythm, ethos, and needs right now. A big pitfall — the biggest actually — is not fitting the process to your organizational needs. Consider a simpler process or one that’s more robust.
No Don't know 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Sample comments: “SCVO doesn't get into the real heart of what is affecting providers, seems more of a distant support. Social Care Ideas Factory - Glasgow specific and feels less independent. Still feels to have a council lead influence.” “From our perspective CCPS is the most effective membership organisation that we are part of.” “The others don't have the reputation, network or knowledge that CCPS offers.” “CCPS is much more in touch with the membership and the individuals within that. I would describe CCPS as being much more focussed on individual members' needs (individually person centred).” “... although the H&SC Alliance seems to be mushrooming and crossing-over into the CCPS territory?”
Request for Faculty Development Fund for Advancing Strategic Priorities (FDF-ASP) Grant Name: Date: Department: Brief summary of request: Estimated expenses (please note that FDF-ASP does not cover meals, equipment, furniture, or computer hardware): Airfare/travel Lodging Other (please list and describe in rows below) TOTAL: 07/2017 Please provide pertinent information about your request for the Committee. As indicated in the Support for Research and Travel memo, this should include: A description of the project An assessment of its significance (how it connects to the College’s strategic initiatives) A proposed timetable for its completion
L I K E L I H O O D O F I N C R E A S I N G V I O L E N C E HIGH Negotiations successful & BBL/Enabling Law Filed in Congress Harmonizing Moro rebel groups agendas Establishment of Bangsamoro Trust Fund Continuing TJRC work addressing injustice Continuing CDD projects Supporting CSO engagement on BBL passage Loss of GPH proponents of key donor mechanisms Expectations of peace dividends not met Likely opposition to passage of Enabling Law Inadequate BTC capacity to write law and implement Internal MILF, and MILF-MNLF dynamics Extremists/breakaway groups from MILF Unexpected violence Scenario 2: BBL/Enabling Law not passed; overtaken by Federalism BBL a catalyst and model for discussions on federalism Federalism offers opportunities for MILF and MNLF to rule respective places where they have influence and control Opens door for Constitutional change to accommodate demand of the Bangsamoro Engaging CSOs on broader approaches to peace-building Undermining provisions in CAB/FAB that have long been fought for by the MILF Disaffection with smaller geographical area of rule due to splitting of Bangsamoro and loss of special autonomy Prolonged debates will result in increasing frustration at the ground level (making violent extremist groups more attractive) Scenario 3: No BBL; No Federalism Greater sense of urgency for Supreme Court to render a decision on what is a Constitutionally acceptable autonomous region Opportunity to further strengthen CSO and other conflict management mechanisms ARMM govt assumes a greater role in delivering services Peace panels might lose ability to effectively function and/or manage conflict Collapse in trust in GPH Delivery of services more difficult Violent extremist groups emerge Scenario 4: Breakdown of the Peace Process Using CSOs as a bulwark against further deterioration in efforts to build support to peace process ARMM govt assumes a greater role in delivering services Splinter/breakaway groups from MILF leading to multiple armed groups with no central command Emergence of violent extremist groups
Keywords (max. 5 keywords) References (at least 10 relevant entries) Where did you find out about our conference? (Please mark the corresponding answer) 1. From last editions participants 2. From other acquaintances 3. From Conference Alerts 4. From the Call for Papers that I received by email from organizers 5. Other (please detail)...................................................... Signature Date
Recommendation: Remember the audience for your recommendation is the Alaska Legislative and Executive Branches. Status: Does this recommendation enhance or expand a current effort or does it create entirely new effort? Timeline for Action: Identify if this is something that can be accomplished in the Short, Medium, or Long term. Justification: Reference evidence to defend making this recommendation. Lead and Partners: Who will take action and under what authority? Who plays a supportive or facilitative role? Primary – Supportive State – Federal – Other – Resources needed: What are the funding needs and what sources are available to support these actions? Fiscal – Provide general idea as to whether this will require a small or large amount of resources (no actual amounts needed). Leveraged – How will it get done: What are the roles and responsibilities of state agencies? Where does the state plays a facilitative or supportive role, what can be done to encourage forward movement? Legislative Actions: List actions that the Legislature could take. Evaluation: What measures or performance indicators will be used to evaluate success? How will we know we have made progress on this recommendation?
NORTHEAST INSTITUTE FOR QUALITY COMMUNITY ACTION. E-MEMO #2: STRATEGIC ALLIANCES Realize Economies of Scale Given the economic pressures at most nonprofits, it is perfectly understandable that saving money on goods and services purchased for day-to-day operations are usually the subject of intense interest. Alliances created solely for the purpose of changing participants’ purchasing behavior are the loosest and least demanding kind of collaboration. These are shown on the bottom, or ‘Economic’ level in our C.O.R.E. Continuum of Collaboration. Since most economic gains involve more efficient dealings with outside suppliers, it is easier to build unity to deal with an external vendor. By contrast, all the other levels on the continuum (Corporate, Operations, and Responsibility) deal primarily with people and systems within the collaborating organizations, so a certain internal resistance is often an impediment to collaborative efforts. There are many ways to achieve greater efficiencies in nonprofit organizations’ buying power. Happily, few of them interfere with the accomplishment of the mission, which is what many people understandably worry about when attention turns to economics. In fact, anecdotal evidence suggests that in some cases it is entirely possible to save money and provide higher quality services at the same time. This Memo will describe a few distinct strategies for deriving economic gains from working with other nonprofits on purchasing. Supply purchasing is used to highlight collaboration strategies appropriate to this level of integration but other types of purchasing or leasing (e.g., vehicles, equipment, etc.) while more complicated may also share these approaches. Sharing Information One of the quickest, least expensive and intrusive ways of realizing economic savings is sharing information. Although information can be shared about any number of economic areas in a nonprofit for the purposes of this memo the area of supplies purchasing practices will be discussed. This example is being used largely because vendor-provided supply related services are easier to quantify and familiar to most people. There are many different levels of sharing economic information. The easiest is to compare recent information and experiences with different vendors of the same sort of product or service. A deeper approach would be to share copies of contracts and purchasing agreements along with accounting records. A yet more sophisticated technique would be to select one or more comparable items and track their price history side by side over a period of months.
Build creative and critical thinking through a world-class curriculum Build performance, develop capabilities and share expertise across all workforces Unify the education system through new pathways between schools and central and regional offices Build workforce capacity to support all children, young people and families, regardless of circumstances 3: Work with providers, employers, not for profits, families, children and young people to develop new approaches and share best practice Strengthen learning, health and wellbeing through stronger place-based partnerships Strengthen career pathways for learners while meeting the needs of business and industry Prepare learners to be global citizens and provide them with the skills to succeed in a fast-changing world Partner with other agencies, Departments and levels of government to deliver outcomes 4: Promote strong public sector leadership and the highest standards of governance, integrity and conduct Build inclusive workplaces based on public sector values (integrity, accountability, impartiality, respect, responsiveness, leadership and human rights) Ensure use of resources provides value for money and meets community expectations Establish shared responsibility and clear accountability for decisions Provide stronger, more direct and place-based support to schools, services and providers How we work We are accountable We work with integrity, transparency and impartiality We use evidence to make decisions We are responsive to the needs of Victorians We deliver high-quality advice and services We have the capabilities and skills to achieve our priorities APPROACH PARTNERSHIP INNOVATION APPROACH ORGANISATIONAL REFORM
The 2018-19 Budget provided $523.8 million in output funding to grow Victoria’s Training and TAFE sector. This continues the Government’s Skills First strategy. Initiatives will modernise the system to meet evolving demands and improve accessibility. The funding provided is: $303.8 million – More funding for more training: Continue and further extend investment in the TAFE and training sector to support eligible students to access training and develop skills. $172 million – Free TAFE for priority courses: Make training and TAFE free for 30 priority courses and 18 pre-apprenticeship courses, commencing 1 January 2019. $43.8 million – Supporting our apprentices: Improving quality standards for apprenticeships and traineeships.
NRIC – National Research Infrastructure Council NSLA – National & State Libraries Australasia SPARC – Scholarly Publishing and Academic Resources Coalition TEQSA – Tertiary Education Quality and Standards Agency UA – Universities Australia ULA – University Library Australia CAUL Advisory Committees CAIRSSAC – CAUL Australasian Institutional Repository Support Service Advisory Committee CCAC – CAUL Copyright Advisory Committee CCSAC – CAUL Collection Sharing Advisory Committee CEIRAC – CAUL Electronic Information Resources Advisory Committee CFAC – CAUL Finance Advisory Committee CLTAC – CAUL Learning & Teaching Advisory Committee COSIAC – CAUL Open Scholarship Initiative Advisory Committee CQAAC – CAUL Quality & Assessment Advisory Committee CSAC – CAUL Statistics Advisory Committee
SMPT 2014 SMART Goal Completion Timeline June 2014 -June 15: Begin Structure Committee -June 15: Biblical Stewardship Education (Stewardship Goal) PS + PJ August 2014 -August 1: Form Social Media/Web Presence Team (Technology: Goal 1 & 1B) KD -August 4: Present Music Director Research PJ September 2014 -September 15: Establish Small Group Focus Group (Spiritual Growth/Group Ministries Goal) PJ + KD 2014/2015 School Year -BOECM ALP/PDO & church connection (Outreach: Goal 4) TD October 2014 -October 1: Ambassador Program (Outreach: Goal 1) PS -October 20: Facility Improvement/Fund Drive plan (Facilities Goal) CS -October 20: Digital Indoor & Outdoor (Technology: Goal 2) KD November 2014 -End of November: Organizational Structure (Organizational Structure Goal) CS -End of November: Financial Management Volunteer/Paid Staffing position (Staffing: Goal 2) CS January 2015 - January 15: Establish Assimilation (Assimilation: Goal) PJ February 2015 -By February 1: Small Group Blueprints (Spiritual Growth/Group Ministries: Goal 1A) PJ + KD March 2015 -March 15: Aging and Health Ministry Care: Goal 1) PS May 2015 -May 1: Small Group Blue Print presented to Council (Spiritual Growth/Group Ministries: Goal 1B) PJ + KD June 2015 -June 15: Assimilation Committee Analyze Strengths/Weaknesses (Assimilation: Goal 1A & 1B) PJ -June 1: Reinstate Stephen Ministries Care: Goal 2) PS July 2015 -July 1: VBS/Upward DRIP system Goal 3) PS August 2015 -Technology/Web/Social Media Education (Technology: Goal 1A) KD September 2015 -Follow-up Contacts/Touches (Outreach: Goal 2) PS -September 15: Organize Short-term Mission Trip National/International Care: Goal 4) KD + PJ November 2015 -End of November: Elders Future Staffing Plan (Staffing: Goal 1) CS January 2016 -By January 1: Approval and of Assimilation Plan (Assimilation: Goal 1C) PJ
Appendix A Strategic College Goals, Objectives, Indicators, and Alignment with Actionable Improvement Plans and KCCD Strategic Goals College Strategic Goals 2012-2015 Objectives Indicators (KPIs) and Outcome Measures Actionable Improvement Plans1 KCCD Strategic Goals Goal 1: Student Success Become an exemplary model of student success by developing and implementing best practices Evaluate and improve matriculation process Develop and implement prerequisites across departments for courses meeting same transfer requirement 1.3 Improve student success in distance education courses to correspond with student success in traditional courses 1.4 Follow-up nonreturning students through exit interviews 1.5 (KCCD 1.1) Increase the percentage of students who successfully complete 12 units within one Use # and % completions for fall term, first time students: 1.1.1 Orientation 1.1.2 Assessment for Placement 1.1.3 Counseling 1.1.4 Student Ed Plan 1.2.1 Evaluate feasibility of instituting prerequisites in transfer subgroups A-E for IGETC and CSU transfer patterns Use department and collegewide: 1.3.1 Success rates 1.3.2 Retention rates 1.3.3 Equivalent services 1.3.4 Student satisfaction 1.4.1 Research feasibility of implementing exit interviews 1.5.1 Use for baseline: total students successfully completing 12+ units fall 2011 through summer 2012; % change fall 2012 through summer 2013 AIP 3 Student Support Services (Standard II.B) AIP 1 Institutional Effectiveness (Standard I.B) AIP 2 Instructional Programs (Standard II.A) Goal 1 Become an exemplary model of student success
YEAR 1 STRATEGIC PLANNING & IMPLEMENTATION WORKSHEET PLANNING IMPLEMENTATION Strategic Plan March 2013 April 2013 May 2013 June 2013 July 2013 August 2013 Sept. 2013 October 2013 Nov. 2013 Dec. 2013 January 2014 February 2014 March 2014 April 2014 May 2014 June 2014 5-Step Cycle Step 1: Self-Assessments Step 2: Goal Setting & Educator Plan Dev. Step 4: Formative Assessments (1-yr cycles) Step 4: Formative Assessments (2-yr cycles) Step 5: Summative Evaluations Collective Bargaining Sept. 1: ESE Submission Target for Evaluation Systems Training Oct. 1: District Publication of Training Schedule Nov. 1: ESE Submission Deadline for Funding Plans Measures March 14: DDM Webinar #1 Communications Other ESE Publications Guidance & Module on the Summative Perf. Rating ESE Technical Guide A on Student Growth Measures July 1: Staff & Student Feedback Guidance and Model Surveys
Worksheet 1: MSPF Incentive Grant Local Implementation Plan July1, 2012- June 30, 2013 Name of Community: Area Being Served: Date When Worksheet is Submitted: State the Priority State the Intervening Variable State the Contributing Factor State the Short-term Objective Evidence Based Environmental Strategy Key Action Steps Implementation Timeframe From: Mm/yy To: Mm/yy Who’s Responsible - Implementing Agency/Workgroup/Individual What are the Measurable Outcome (s)? How will you measure? Who will collect the data indicators? 1. 2. 3. 1. 2. 3. 1. 2. 3. 1. 2. 3. 1. 2. 3. 1. 2. 3.
Initiate X number of requests by media, researchers, funders to provide expertise regarding seniors. (How to collect – create a tracking system and record) Revenue is sustained and non-governmental revenue increases by X%. (How to collect – against the current based line, record and report) Hayden Center is fully self-sustaining and generating X amount of income. (How to collect – against a 3 year projected budget and revenue projections - record and report) Partners report that the organization and its services are relevant to a diverse senior population. (How to collect – formal annual survey) Increase the number of seniors served from specified underserved populations by X%. (How to collect – against the current based line, record and report) Results of an ROI study demonstrates to individuals using the services as well as to tax payers and community at-large the impact of services to seniors on a variety of factors to be determined (e.g. economic, health, etc.) (How to collect – Hire an outside entity to conduct such a study every 18 to 24 months)
based on collaboration of all persons involved. Effective communication is based on clear instructions presented in a professional manner, utilizing proper etiquette, and maintaining that standard throughout all communication. Although the organization observed for the example has the President at the top that makes all decisions based on his personal desires, an effective and efficient organization will involve employees in the management process, also known as “participative management”. This management style, participative management, has several advantages for any organization. Utilizing all employees in the decision making process, a pool of knowledge is created within the organization that increases the information level and availability of knowledge. Due to numerous persons involved in the process, and each member being diverse, several perspectives are brought to the decision making process that can increase the performance levels within the organization. The sharing and participation in the decision making process allows an increased level of acceptance of the result to occur, and employees feel part of the team that transitions to be a morale booster. (Thill & Bovee, 2013, p. 35) Frigotto and Rossi (2012) stated that in their research that “communication strength influences the ability of the individual to think correctly”. Clear, detailed, and specific information will enable employees and managers to make correct decisions. Information enables employees, members of the team, to function properly, thus increasing or aiding in positive behavior, and productive, efficient performance. (pg. 792) A controversy regarding team work and collaboration is evident in research materials indicating that diversity can lead to misunderstandings or the hesitation to share ideas, causing conflict to arise. Knowing the possible negative impact diversity can have on a diverse team, alternative means of idea sharing solicitation can be implemented. (Frigotto & Rossi, 2012, p. 793)