0. fe mwas chennai meet at siet college 8th dec. 13- syed ahamed
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Potentials action plans to strengthen the functioning of District Muslim Women Aid Societies to effectively reach out to the resource poor Muslim women and girls to make positive changes in their lives. Tamil Nadu State formed these societies in all districts as a innovative community-government initiative for the development of Muslim women and girls and thereby the Muslim community.
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0. fe mwas chennai meet at siet college 8th dec. 13- syed ahamed
Potential suggestions to strengthen the functioning of District Muslim Women Aid Societies (formed in all the Districts in the State of Tamil Nadu as a Community-Government collaborative effort ) to effectively reach out resource poor Muslim women and Children.
野球肘・野球肩の予防法
激しいスポーツをすると、肘や肩に無理な力がかかり野球肘・野球肩になります。（テニス肘・テニス肩やゴルフ肘・ゴルフ肩とも言われます。）
それが原因で、スポーツを続けられなくなる場合もあります。痛くなってから悩む前に、クールダウンとして毎日続けてください。
【めぐり整体所】
滋賀県大津市杉浦町８－２０
077-533-5131
http://meguri-seitai.info/
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0. fe mwas chennai meet at siet college 8th dec. 13- syed ahamed
Potential suggestions to strengthen the functioning of District Muslim Women Aid Societies (formed in all the Districts in the State of Tamil Nadu as a Community-Government collaborative effort ) to effectively reach out resource poor Muslim women and Children.
野球肘・野球肩の予防法
激しいスポーツをすると、肘や肩に無理な力がかかり野球肘・野球肩になります。（テニス肘・テニス肩やゴルフ肘・ゴルフ肩とも言われます。）
それが原因で、スポーツを続けられなくなる場合もあります。痛くなってから悩む前に、クールダウンとして毎日続けてください。
【めぐり整体所】
滋賀県大津市杉浦町８－２０
077-533-5131
http://meguri-seitai.info/
VMWare Winnipeg Forum - 2011
The document summarizes MLCC's journey to virtualize their ERP environment. It describes how they migrated from physical UNIX servers running their ERP application to a virtualized Linux environment running on VMWare. They faced skepticism internally but were able to overcome hurdles by doing research, assessments, and proving the viability through a proof of concept. The virtualized ERP environment went live smoothly and on time, saving them money compared to the prior physical server environment. They plan to further virtualize their environment and automate disaster recovery processes. The virtualization was a success and provided greater flexibility compared to the prior physical server infrastructure.
Historia y comentario
A family lives in an automated home with a virtual reality nursery that the two children become obsessed with. The nursery is able to project any setting the children imagine, and they envision an African savanna with lions. The parents grow concerned about the children's attachment to the nursery and the violent scenes of lions eating. They bring in a psychologist who recommends disconnecting from the technology. However, when the parents try to remove the children, the children have become so immersed that the lions in the nursery turn and attack the parents.
オスグッド（成長痛）の予防法
激しいスポーツをしている子供の中で、多いスポーツ障害の一つにオスグッド・シュラッター病があります。一般的には、オスグッドや成長痛と呼ばれています。
激痛でスポーツができないことは、子供にとって非常につらいことだと思います。
子供達が痛みなく、笑顔でスポーツができる体でいて欲しいと願って、オスグッドの
予防法を公開しますので、ぜひ、この予防法を実践させてください。
【めぐり整体所】
滋賀県大津市杉浦町８－２０
077-533-5131
http://meguri-seitai.info/
VMWare Forum Winnipeg - 2012
Keynote speech and presentation by Anil Sedha alongwith the Postmedia team at the VMWare Forum in Winnipeg.
Genial save the_world
El documento presenta un dibujo sobre el cambio climático. Muestra un muñeco de nieve derritiéndose, lo que representa los efectos del calentamiento global. El autor es Nikolas R. de Grecia y el dibujo se titula "Heart Breaker".
Xii highlights
The top three students in Commerce were Garima Kalra with 94.8%, Ruhani Bahl and Karuna Gandharva tied for second with 94.6%, and the top two students in Science were Ikshu Bhalla with 94.2% and Shubham Sharma with 93.8%.
Trastorno de negativismo desafiante
Aquí podrás encontrar información importante acerca del Trastorno de negativismo desafiante, muy común en niños y poco reconocido.
2015 aplof criterios_evaluacion
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Disrupt the Status Quo : Digital Revolution, Fintech & Stakeholder Implications
Business models are being disrupted and real alternate choices to traditional products and services are evolving. Technology is empowering the voice of the customer through more fulfilling buying experiences, enabling a more level playing field for challengers. While a broader impact of digital revolution is coming, the tremors can already be felt. Though this spans across industries, financial services is an ideal poster child where disruption is long overdue.
Disruptors are emerging, incumbents are reinventing, while innovation and technology is ever changing. Welcome to the world of “No Status Quo”
Disruption leads to better customer choice enabled by start-ups redrawing industry boundaries while incumbents become more nimble and responsive. This will no doubt lead to consolidation, but also lead new avenues for business, employees and society. Similar to the prosperity of the industrial revolution, the digital revolution will no doubt present short to medium term challenges but holds the promise of longer term prosperity.
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0. fe mwas chennai meet at siet college 8th dec. 13- syed ahamed
Disrupt the Status Quo : Digital Revolution, Fintech & Stakeholder Implications
Disrupt the Status Quo : Digital Revolution, Fintech & Stakeholder Implications
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CETF Allocation, Remitance, and Utilization Best Practices and Impacts.pptx
This document summarizes a study on the allocation, utilization and remittance of cooperatives' Education and Training Fund (CETF) to federations in the Philippines from 2015-2019. Key findings include that most cooperatives comply with allocating at least 10% of net surplus to CETF, around half of which is remitted to federations while half remains local. Federations utilize CETF for member training, financial services, consultancy and other assistance. Best practices identified are flexibility, use of technology, and partnerships to better serve members. The study aims to provide recommendations to improve CETF practices and strengthen relationships between federations and affiliates.
Orientation for Cooperative in Education and Training Committee
The document provides an orientation for the Education and Training Committee (ETC) of a cooperative. It discusses the composition, roles, and responsibilities of the ETC. The ETC is responsible for planning, developing, implementing, and evaluating educational programs for cooperative members, officers, and staff. This includes developing training materials, implementing educational plans, and reporting annually to the General Assembly. The ETC also oversees membership recruitment, sustainability, and continuing education efforts.
SAESC fundraising presentation (Kirstin O'Sullivan) 4 feb 2013
The South African Extraordinary Schools Coalition (SAESC) is a national community that enables member schools and organizations to share best practices, learn from each other, and advocate for access to good schooling. The SAESC aims to demonstrate its impact through student results, leadership development, and systemic change. It seeks to build on strengths like collaboration and trust through developing a strategic vision, clear identity, and impact measurement. The SAESC's fundraising targets a surplus to build financial sustainability and protect against shortfalls through pursuing prospective funders from companies, organizations, and the government. New funding models under consideration include membership fees and charging for participation in activities.
A Sorour CV Updated 17-7-2016
The document is a resume for Abdul Rahman Jabir Jassim Sorour, outlining his 20 years of experience in leadership roles managing projects, teams, and operations across various organizations in Qatar. It details his current role as Managing Director and CEO at Manateq Economic Zones Company, along with previous roles as CEO, Director of Planning, Head of Urban Development, and Urban Planner. It also lists his education qualifications and achievements.
SAESC fundraising presentation- 13 May 2014 _ K. O'Sullivan
The South African Extraordinary Schools Coalition (SAESC) is a national organization that brings together schools, organizations, and individuals to share best practices and advocate for improved access to quality education. The presentation outlines the SAESC's mission and strengths, including collaboration between members and a focus on student outcomes. It then discusses the coalition's budget, fundraising targets, and strategy, which includes building relationships with funders and demonstrating impact. The presentation considers sustainability options and identifies prospective new funders to support the SAESC's work of promoting educational opportunity.
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South African Entrepreneurs (SAE) is a non-profit organization founded by Mr. Tebogo Timos Serithi to support entrepreneurs across South Africa. The organization provides various services to its members including monthly financial assistance programs, developmental and incubation services like skills training, and advertising benefits. SAE has a governing structure that includes a national board of directors, provincial boards, and executive committees to oversee operations. The organization's vision is to become a leader in entrepreneurial support services and its mission is to increase incubation opportunities and inspire sustainable businesses nationwide.
External Environment
The document discusses the external environment of the CDA Dagupan Extension Office. It outlines the office's clients, partners, stakeholders, suppliers, and co-regulators. It describes the nature of relationships with these groups and notes strengths and weaknesses. Trends in various sectors are also mentioned. The internal environment of the office is then covered, including its structure, resources, people, culture, and alignment with CDA's overall purpose.
Operational manual for SHG promotion 13 9-09 8 pm
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The document discusses the role of Yashada's Center for Cooperative Training and Research in building capacity of stakeholders in the cooperative sector in Maharashtra, India. Yashada is the administrative training institute of the Maharashtra government that provides training programs, research, consultancy and publications. Its Center for Cooperative Training and Research aims to facilitate human development in the cooperative sector through training, research and consultancy. The Center organizes training programs for officials and non-officials of cooperative societies to build their capacity. It also conducts research and documents best practices to improve governance in the cooperative sector.Dean_Research_-_Responsibilties
The document outlines the roles and responsibilities of the Dean (Research) and Executive Board Members at the National Foundation for Entrepreneurship Development (NFED). The Dean is responsible for overseeing research centers and departments, organizing seminars and conferences, contributing research publications, and collaborating on events. Executive Board Members are tasked with providing policy suggestions, authorizing human resources, facilitating awards, expanding partnerships and income sources, and maintaining two annual meetings with NFED officials. Both positions must help publicize NFED activities and maintain official records.
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The document outlines the strategic plan for the American Society for Environmental History (ASEH) for 2018. It discusses ASEH's mission, history, and goals for the future which are to:
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The document summarizes a regional advisory committee meeting in Mindanao with the following objectives:
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The meeting included sessions on the institution's agenda and performance, a turnover ceremony and oath taking, networking activities, and an orientation for new RAC members on their roles and responsibilities. The goal was to better equip the
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Naseer Ahmed has over 22 years of experience in development work, with a focus on governance, local government, and participatory community development. He has worked for various organizations, including the government of Khyber Pakhtunkhwa, UNDP, USAID, and GIZ. His experience includes project management, institutional development, public sector coordination, community mobilization, and small grants/project implementation. He holds a Master's degree in Public Administration and has managed teams and delivered various outputs, such as establishing new government commissions, developing strategic plans, and implementing community infrastructure projects.
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0. fe mwas chennai meet at siet college 8th dec. 13- syed ahamed
- 1. STRENGTHENING MWAS FOR EFFECTIVE SERVICE DELIVERTY TO THE MOST DISADVANTAGED & RESOURCE POOR MUSLIM WOMEN S. Syed Ahamed General Secretary FeMWAS Plot No. 279, K.K. Nagar, Madurai 625020 Phone 0452 4210654 Mobile: 98438 45404 Email: fohrd@yahoo.co.in FeMWAS
- 2. MWAS - TN STATE’S INNOVATION HATS OFF TO GOOD HEARTS WHO WORKED BEHIND THE SCREEN FOR THE FORMATION OF MWASs * A COMMUNITY - GOVERNMENT COLLOBORATIVE INITIATIVE • FIRST OF ITS KIND IN INDIA FeMWAS
- 3. FeMWAS JOURNEY FROM “COORDINATION” TO “COALITION” [2010 - 2013] FeMWAS
- 4. Considering that the MWAS has been established recently, the objective need for its institutional build-up, the scarcity of human and financial resources and necessity to pay higher attention to organizational process at the beginning level of the functioning of the Society, the following are suggested as the Society’s priorities for the coming couple of years. POTENTIAL PRIORITIES FeMWAS
- 5. Establishing MWAS as a STRONG NGO for supporting Resource Poor Muslim Women & Girls FeMWAS
- 6. Develop Annual plans Planning is the first and most important function of any organisation 1. Set goals 2. Develop strategies 3. Outline tasks & schedules to accomplish goals 4. Share responsibility FeMWAS
- 7. Develop database on Health, educational and economic status of Muslim women and girls of the district (Primary & Secondary) to serve as a reference point for the interested persons / institutions to make informed decisions FeMWAS
- 8. Strengthen the Membership of the Society: Increase membership of the Society in order to strengthen its resource base and to be more representative by covering the blocks which are not/less represented in the Society. FeMWAS
- 9. Proposed Sub-committees Establish sub-committees for greater focus and sharing of responsibilities 1. Policy, strategy and projects development Committee consisting of experts and practitioners in the field of social and economic development. It is responsible for the developing policies, strategies and development of comprehensive projects. 2. Fundraising Committee consisting of Philanthropists as well as experts in the field of resource mobilization. It is responsible for developing fund-raising strategies and its implementation and organising fundraising events. FeMWAS
- 10. Proposed Sub-committees 3. External relations Committee which is responsible for Advocacy, lobbying and strengthening public relations including media relation 4. Beneficiary Management Committee (identification of potential beneficiaries, selection of beneficiaries and monitoring the utilization of support and documenting the outcome of support) FeMWAS
- 11. • Establish a permanent Secretariat of the Society [Seed Money can be utilized for paying rent]. Appoint Coordinator and agree on his/her role and responsibilities Increase the membership [patron / life] membership Formation of Taluk/Block level bodies for wide geographical spread FeMWAS
- 12. Evolve roles and responsibilities of office-bearers, the sub-committees and the Coordinator [When everyone is responsible, no one is responsible] FeMWAS
- 13. LINKAGE / RELATIONSHIP BUILDING Identify the leading Secular organizations / professional institutions and establish link with them. Establish strong relationships with other Institutions/organisations engaged in delivering similar service for complementing each other FeMWAS
- 14. Establishing organisational documentation and reporting systems FeMWAS
- 15. Capacity enhancement of the Society and its individual members/member organisations. FeMWAS
- 16. Establishing strong partnership relations with FeMWAS and the MWAS of the neighbouring districts and the good performing MWASs. State Body Regional bodies FeMWAS
- 17. MOBILIZING RESOURCES SUCCESSFUL MODELS Supply driven ALLIANCES MWAS – JAMAATHS MWAS – Muslim Women SHGs MWAS – CORPORATE GIANTS MWAS - PHILANTHROPISTS FeMWAS
- 18. HUMBLE SUGGESTIONS [To Commissioner of Minorities] 1. Release the Matching Grant (MG) for the donations deposited in the last financial year 2. Sanction and release the MG at least thrice/twice a year 3. Give us an opportunity to attend the department review meetings so as to address the mutual concerns hindering the progress. 4. Revive the non-functional MWASs. 5. Form a high level committee with all relevant officials to guide the implementation of the scheme. FeMWAS
- 19. HUMBLE SUGGESTIONS [to Director, Ministry of Minority Affairs] You are the lifeline! A. Equip us with some resources B. Kindly consider proposal from at least one MWAS under SHGs Awareness Generation / any other Schemes C. Replicate this model (MWASs) in other States and Union Territories FeMWAS
- 20. HUMBLE SUGGESTIONS [To PADMA BHUSHAN JB. MOOSA RAJA, IAS (Retd.)] A small request but very big responsibility PL. GUIDE US FeMWAS
- 21. HUMBLE SUGGESTIONS [to office bearers of MWASs] 1. MWAS is a Society; Secretary is responsible for managing day-to-day affairs. Come on Women/Secretaries: take lead! 2. Give Equal Representation to Women [Empowerment of Women means -taking driving seat] 3. Strengthen your rapport with Media FeMWAS
Editor's Notes
- THANK GOVT TN TN LEAD STATE
- PRIMARY AND SECONDARY DATA WEBSITES GOVT JAMATHS UNWO
- TECHNICAL INSTITUIONS, COIR BOARD, HAND IN HAND, INGOs, UNWO, 4M, JAMAATHS, NGOs
- zakat