This document provides an overview of economic indicators and development projects in Spartanburg for 2013. It discusses building permits being up significantly in Spartanburg compared to Greenville and Anderson. Manufacturing employment was up 1.4% in Spartanburg from 2012-2013. Spartanburg ranked 30th out of 363 metros for real GDP growth. There were 24 projects in 2013 totaling $112.6 million and over 1,200 new jobs. Projects included expansions from Amazon, Contec, Trimite, and others as well as 10 new companies. The document emphasizes collaboration between economic development groups going forward with a focus on workforce, strategic planning, and quality of place.
The document proposes opening a multi-use facility called "the Space" in St. Augustine, Florida. The Space would foster values-based earning through co-working space, private offices, programming, and community events. It would revitalize two historic buildings totaling over 5,000 square feet to include co-working space for 150, offices, meeting rooms, wellness areas, a café, and outdoor spaces. The founders believe the Space will be financially sustainable through member fees and rent, helping entrepreneurs and small businesses in St. Augustine's growing West King neighborhood.
The document outlines the agenda and topics to be discussed at the SNEAPA 2015 Charrette for Terry Square in Hartford, Connecticut. The agenda covers economic development, placemaking, and putting together a plan. Key questions focus on how to position the area for developers after streetscape improvements and how the city can reposition itself. The document provides background on Terry Square over time and compares current demographics and income to past decades. It discusses strategies for main street revitalization including the importance of partnerships, managing public spaces, and creating a mix of housing, retail, arts, and offices.
This document provides guidance on measuring success on social media platforms. It discusses setting measurable objectives aligned with marketing goals like awareness, consideration, and demand generation. Key metrics for platforms like Twitter, LinkedIn, Facebook, and YouTube are outlined to track objectives. These include followers, shares, comments, and traffic to your website. The document also recommends tools for each platform to analyze engagement, reach, and other metrics. The overall strategy presented is to drive traffic from social media to long-form content on your blog.
The document summarizes the performance of a faculty's review, including what worked like Q1 MLM and portfolio meetings, what didn't work like Q2 MLM and member commitment, member retention responsibilities, achieved targets around raises, matches and realizations, and a plan of action to improve department culture, have matching nights, synergize with other departments on projects, and register members for breaking barriers events.
The document provides an update on executive activities from August 24th. It notes that 1 match was achieved under the RMR framework. Interviews were conducted with Taj Falaknuma, Innopark, and vSplash. Appointments were also scheduled with several other companies. Two department meetings and two team meetings were held.
The document summarizes the achievements and non-achievements of Excelsiors against their targets. It achieved over half the targets for Project Not For Sale, Q2 MLM, and Genesis OC but fell short on member retention, fund raising, IR partnerships, workshop delivery timing, and impact showcasing. It raised 87 of 135 targeted funds and made 66 of 80 targeted matches. It aims to deliver Genesis workshops, hold a Genesis event in late August/early September, continue Project Not For Sale, have a strong Q4, and become financially sustainable.
This document contains updates from August 25th to September 15th. It lists various appointments made with companies along with fundraising successes. Several companies were able to raise funds or secure deals including Silver Cloud, Goodfellas, Rabbit, Zippr, Manikya, ITC, Giridhari, Elite Yatra and Om Builders. It also tracks fundraising and deal targets achieved on a monthly basis. Additionally, it notes some matching donations and successes with charities like Cure Foundation, APS, Phoenix and SKP. The document concludes with information on a BAP campaign team and contact details for questions.
The document summarizes the achievements and non-achievements of a faculty. Key achievements included maintaining good customer relationship management, strong membership base, and being among the top in the nation for education and training. Non-achievements were market expansion, member retention, improving investor relations, and receivables. Targets for raising funds, matching funds, and realizing funds were partially met. Next steps discussed expanding markets, continuing fundraising drives, optimizing processes, improving investor relations in Europe, and launching new education programs.
The document proposes opening a multi-use facility called "the Space" in St. Augustine, Florida. The Space would foster values-based earning through co-working space, private offices, programming, and community events. It would revitalize two historic buildings totaling over 5,000 square feet to include co-working space for 150, offices, meeting rooms, wellness areas, a café, and outdoor spaces. The founders believe the Space will be financially sustainable through member fees and rent, helping entrepreneurs and small businesses in St. Augustine's growing West King neighborhood.
The document outlines the agenda and topics to be discussed at the SNEAPA 2015 Charrette for Terry Square in Hartford, Connecticut. The agenda covers economic development, placemaking, and putting together a plan. Key questions focus on how to position the area for developers after streetscape improvements and how the city can reposition itself. The document provides background on Terry Square over time and compares current demographics and income to past decades. It discusses strategies for main street revitalization including the importance of partnerships, managing public spaces, and creating a mix of housing, retail, arts, and offices.
This document provides guidance on measuring success on social media platforms. It discusses setting measurable objectives aligned with marketing goals like awareness, consideration, and demand generation. Key metrics for platforms like Twitter, LinkedIn, Facebook, and YouTube are outlined to track objectives. These include followers, shares, comments, and traffic to your website. The document also recommends tools for each platform to analyze engagement, reach, and other metrics. The overall strategy presented is to drive traffic from social media to long-form content on your blog.
The document summarizes the performance of a faculty's review, including what worked like Q1 MLM and portfolio meetings, what didn't work like Q2 MLM and member commitment, member retention responsibilities, achieved targets around raises, matches and realizations, and a plan of action to improve department culture, have matching nights, synergize with other departments on projects, and register members for breaking barriers events.
The document provides an update on executive activities from August 24th. It notes that 1 match was achieved under the RMR framework. Interviews were conducted with Taj Falaknuma, Innopark, and vSplash. Appointments were also scheduled with several other companies. Two department meetings and two team meetings were held.
The document summarizes the achievements and non-achievements of Excelsiors against their targets. It achieved over half the targets for Project Not For Sale, Q2 MLM, and Genesis OC but fell short on member retention, fund raising, IR partnerships, workshop delivery timing, and impact showcasing. It raised 87 of 135 targeted funds and made 66 of 80 targeted matches. It aims to deliver Genesis workshops, hold a Genesis event in late August/early September, continue Project Not For Sale, have a strong Q4, and become financially sustainable.
This document contains updates from August 25th to September 15th. It lists various appointments made with companies along with fundraising successes. Several companies were able to raise funds or secure deals including Silver Cloud, Goodfellas, Rabbit, Zippr, Manikya, ITC, Giridhari, Elite Yatra and Om Builders. It also tracks fundraising and deal targets achieved on a monthly basis. Additionally, it notes some matching donations and successes with charities like Cure Foundation, APS, Phoenix and SKP. The document concludes with information on a BAP campaign team and contact details for questions.
The document summarizes the achievements and non-achievements of a faculty. Key achievements included maintaining good customer relationship management, strong membership base, and being among the top in the nation for education and training. Non-achievements were market expansion, member retention, improving investor relations, and receivables. Targets for raising funds, matching funds, and realizing funds were partially met. Next steps discussed expanding markets, continuing fundraising drives, optimizing processes, improving investor relations in Europe, and launching new education programs.
The document announces an evening plenary event that includes catching with friends, cross dressing, recording someone abusing in Hindi, lifting someone, and motions encouraging boys on one side, girls on the other. It promotes the event as having booze, hot guys, pretty girls, and music and encourages attendees to shake their bodies and put on masks for a masquerade party, putting on their best looks.
The document summarizes the expansions reviews of the Vizag and Vijayawada branches of the organization. For Vizag, their marketing was effective and they exceeded some targets, but had issues with leadership and knowledge. For Vijayawada, their marketing worked well but they struggled with leadership, finances, and member participation, and did not meet all targets. Both branches outlined plans to address gaps and further their work through additional opportunities and matches in the coming time period.
Development Emails Content Analyzer: Intention Mining in Developer DiscussionsSebastiano Panichella
The document presents an approach called DECA (Development Email Content Analyzer) that uses natural language parsing to classify paragraphs in development emails according to intentions. DECA was evaluated on emails from two open source projects. It achieved good results for classifying email content, outperforming traditional machine learning techniques in terms of precision, recall and F-measure. The study aimed to understand how natural language parsing could help recognize informative text fragments in development discussions to guide software maintenance and evolution.
Este documento presenta una lección sobre cómo describir a las personas. Incluye objetivos como reconocer adjetivos y crear oraciones descriptivas cortas. Explica el uso de la terminación -s/-es para los adjetivos de color cuando se describen los ojos. Proporciona ejemplos de oraciones descriptivas y ejercicios para que los estudiantes practiquen describiéndose a sí mismos y a otros.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health over time.
The document contains information about raises and matches for various animal welfare organizations from August 24th to September 14th. It also lists five people working on a project called "Stud Hobbits" and notes that the department had two MTS employees, three meets, team meets, and that everyone is on an adventure.
El documento presenta una lección sobre cómo dar y seguir direcciones en español. Incluye vocabulario clave como "izquierda", "derecha", "todo recto", y verbos como "toma", "sigue", y "cruza". Los estudiantes ven un video que muestra ejemplos de cómo dar direcciones y completan ejercicios interactivos para practicar dar y seguir direcciones. Al final, toman un examen de opción múltiple para evaluar su comprensión.
This document contains greetings from Sneha Chitte from 2012 to 2013, saying "Hello!!!" each month from September 2012 to December 2013, with the most greetings occurring in June 2013 and December 2013, with 3 and 4 greetings respectively.
This document discusses data visualization and provides information about key people in the field like Hans Rosling and David McCandless. It explains that data visualization uses graphics and visuals to represent numbers and facts in a way that provides insights and is more involving and memorable for the brain compared to just numbers. It also notes some common uses of data visualization in marketing, public relations, technology, finance, and charity fields to help explain complexity. The document promotes the company IntoView for data analysis and visualization services.
This document outlines the achievements, non-achievements, targets versus achievements, and way forward for an organization called Dragons. Key achievements included conferences, partnerships, and outreach events. Non-achievements were failing to capitalize funding in July, lack of documentation, and insufficient showcasing of impact. Targets for raising funds, matches, and realizations were mostly achieved or exceeded. The way forward includes capitalizing a funding pool, holding an event on August 15th, improved showcasing, fundraising, documentation, and financial stability with a new module.
This document contains notes from various departments at iGIP and iGCDP covering key performance metrics and focus areas for the first quarter. These include client retention, number of appointments, receivables, trainee management, department culture and presence, documentation of processes, Q1 milestones, and building internal and external partnerships. Common themes across departments are a focus on the first quarter, client outcomes, operational excellence through documentation and processes, and relationship building.
The document outlines AIESEC Hyderabad's goals and targets for their outgoing global internship program for 2013-2014. Their vision is to provide life-changing experiences to individuals who will make an impact in business and improve perceptions of Indians abroad. Their mission is to deliver at least 35 internships by the end of 2013. Targets are set each quarter for raising matches and realizing internships. Focus areas include information technology, engineering, education, dance, animation, and partnerships with universities. Innovations include dedicated marketing and relationship teams to promote opportunities on social media and customized events on campuses.
Information Retrieval methods have been largely adopted to identify traceability links based on the textual similarity of software artifacts. However, noise due to word usage in software artifacts might negatively affect the recovery accuracy. We propose the use of smoothing filters to reduce the effect of noise in software artifacts and improve the performances of traceability recovery methods. An empirical evaluation performed on two repositories indicates that the usage of a smoothing filter is able to significantly improve the performances of Vector Space Model and Latent Semantic
Indexing. Such a result suggests that other than being used for traceability recovery the proposed filter can be used to improve performances of various other software engineering approaches based on textual analysis.
This document provides updates, plans of action, and recognition for members. It outlines new case studies and website updates for learning communities and expert programs. It also details growth initiatives, tools for using .net, and videos/case studies for expert programs. Several members are recognized for their contributions.
The document discusses career planning and development. It provides a framework for assessing career choices based on factors like discipline, individual aptitude and personality, learning styles, and social styles. Various assessment tools and models are presented, such as the experiential learning cycle, adult learning styles grid, personality types, and social styles of behavior. Suggested career paths are mapped to different learning styles. The purpose is to help individuals make informed career decisions by understanding how these different elements interact.
- The organization's finances are in order with bank balances of ₹1.34 lakhs and fixed deposits of ₹8.04 lakhs. Several expenses like rent, bills, and flights have been paid.
- Receivables are due from various projects and clients. Efforts are being taken to increase engagement with alumni through activities and social media.
- Key financial details are provided including the bank account number and signatories for easy transaction processing.
This document discusses the progress and targets of various departments within an organization. It provides updates on several departments' achievements in areas like mentorship programs, fundraising, training initiatives, and relationship building. Key focus areas mentioned include strengthening basic processes, improving winter recruitment and engagement, increasing financial sustainability and impact demonstration, as well as enhancing tools and culture around client feedback.
- The document provides a review of various functions, programs, and key metrics of performance for an organization called LC SONA.
- Areas reviewed include business development, marketing, content and information management, expansions, finance and governance, human resources, exchange development, and various programs.
- For most areas, performance on metrics like fundraising, membership contributions, documentation, and external positioning is assessed as needing improvement, while some national training programs and quality recognition are noted as good.
- The way forward section outlines goals for setting targets, supporting functions, recruitment and training, national alignment, and pilot projects to improve overall performance on metrics like membership satisfaction, growth, and financial strength.
To become a Milkround Rep, one must apply through the provided link and wait for email confirmation. Once accepted, the Rep will receive a unique link to share in order to gain registrations for students to enter a prize draw. Reps should share their link on social media, with lecturers, clubs and societies. Link shorteners can make long links more shareable on platforms like Twitter. Any questions should be emailed to reps@milkround.com.
The Central CERT team toured Royalton to showcase the city's community-scale clean energy projects and initiatives. The agenda included introductions, presentations on energy efficiency measures, an installation at Holy Trinity Church, an overview of Royalton's accomplishments from the mayor, a presentation by the Youth Energy Summit team on their oil recycling project, and a tour of solar and wind installations at Popp's farm. The goal was to promote community-scale energy projects and recognize Royalton's efforts in clean energy.
This document discusses strategies for downtown revitalization. It notes that the Main Street approach uses a four point framework of design, economic restructuring, promotion, and organization to revitalize downtown areas. The Main Street program has led to billions in reinvestment across the country. For downtowns to be successful, they must attract new residents and businesses by cultivating unique assets and sense of place through walkability, historic preservation, arts, culture and social gathering spots. Organizing the community around a shared vision for the downtown is important to guide positive changes and support existing businesses.
The document announces an evening plenary event that includes catching with friends, cross dressing, recording someone abusing in Hindi, lifting someone, and motions encouraging boys on one side, girls on the other. It promotes the event as having booze, hot guys, pretty girls, and music and encourages attendees to shake their bodies and put on masks for a masquerade party, putting on their best looks.
The document summarizes the expansions reviews of the Vizag and Vijayawada branches of the organization. For Vizag, their marketing was effective and they exceeded some targets, but had issues with leadership and knowledge. For Vijayawada, their marketing worked well but they struggled with leadership, finances, and member participation, and did not meet all targets. Both branches outlined plans to address gaps and further their work through additional opportunities and matches in the coming time period.
Development Emails Content Analyzer: Intention Mining in Developer DiscussionsSebastiano Panichella
The document presents an approach called DECA (Development Email Content Analyzer) that uses natural language parsing to classify paragraphs in development emails according to intentions. DECA was evaluated on emails from two open source projects. It achieved good results for classifying email content, outperforming traditional machine learning techniques in terms of precision, recall and F-measure. The study aimed to understand how natural language parsing could help recognize informative text fragments in development discussions to guide software maintenance and evolution.
Este documento presenta una lección sobre cómo describir a las personas. Incluye objetivos como reconocer adjetivos y crear oraciones descriptivas cortas. Explica el uso de la terminación -s/-es para los adjetivos de color cuando se describen los ojos. Proporciona ejemplos de oraciones descriptivas y ejercicios para que los estudiantes practiquen describiéndose a sí mismos y a otros.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health over time.
The document contains information about raises and matches for various animal welfare organizations from August 24th to September 14th. It also lists five people working on a project called "Stud Hobbits" and notes that the department had two MTS employees, three meets, team meets, and that everyone is on an adventure.
El documento presenta una lección sobre cómo dar y seguir direcciones en español. Incluye vocabulario clave como "izquierda", "derecha", "todo recto", y verbos como "toma", "sigue", y "cruza". Los estudiantes ven un video que muestra ejemplos de cómo dar direcciones y completan ejercicios interactivos para practicar dar y seguir direcciones. Al final, toman un examen de opción múltiple para evaluar su comprensión.
This document contains greetings from Sneha Chitte from 2012 to 2013, saying "Hello!!!" each month from September 2012 to December 2013, with the most greetings occurring in June 2013 and December 2013, with 3 and 4 greetings respectively.
This document discusses data visualization and provides information about key people in the field like Hans Rosling and David McCandless. It explains that data visualization uses graphics and visuals to represent numbers and facts in a way that provides insights and is more involving and memorable for the brain compared to just numbers. It also notes some common uses of data visualization in marketing, public relations, technology, finance, and charity fields to help explain complexity. The document promotes the company IntoView for data analysis and visualization services.
This document outlines the achievements, non-achievements, targets versus achievements, and way forward for an organization called Dragons. Key achievements included conferences, partnerships, and outreach events. Non-achievements were failing to capitalize funding in July, lack of documentation, and insufficient showcasing of impact. Targets for raising funds, matches, and realizations were mostly achieved or exceeded. The way forward includes capitalizing a funding pool, holding an event on August 15th, improved showcasing, fundraising, documentation, and financial stability with a new module.
This document contains notes from various departments at iGIP and iGCDP covering key performance metrics and focus areas for the first quarter. These include client retention, number of appointments, receivables, trainee management, department culture and presence, documentation of processes, Q1 milestones, and building internal and external partnerships. Common themes across departments are a focus on the first quarter, client outcomes, operational excellence through documentation and processes, and relationship building.
The document outlines AIESEC Hyderabad's goals and targets for their outgoing global internship program for 2013-2014. Their vision is to provide life-changing experiences to individuals who will make an impact in business and improve perceptions of Indians abroad. Their mission is to deliver at least 35 internships by the end of 2013. Targets are set each quarter for raising matches and realizing internships. Focus areas include information technology, engineering, education, dance, animation, and partnerships with universities. Innovations include dedicated marketing and relationship teams to promote opportunities on social media and customized events on campuses.
Information Retrieval methods have been largely adopted to identify traceability links based on the textual similarity of software artifacts. However, noise due to word usage in software artifacts might negatively affect the recovery accuracy. We propose the use of smoothing filters to reduce the effect of noise in software artifacts and improve the performances of traceability recovery methods. An empirical evaluation performed on two repositories indicates that the usage of a smoothing filter is able to significantly improve the performances of Vector Space Model and Latent Semantic
Indexing. Such a result suggests that other than being used for traceability recovery the proposed filter can be used to improve performances of various other software engineering approaches based on textual analysis.
This document provides updates, plans of action, and recognition for members. It outlines new case studies and website updates for learning communities and expert programs. It also details growth initiatives, tools for using .net, and videos/case studies for expert programs. Several members are recognized for their contributions.
The document discusses career planning and development. It provides a framework for assessing career choices based on factors like discipline, individual aptitude and personality, learning styles, and social styles. Various assessment tools and models are presented, such as the experiential learning cycle, adult learning styles grid, personality types, and social styles of behavior. Suggested career paths are mapped to different learning styles. The purpose is to help individuals make informed career decisions by understanding how these different elements interact.
- The organization's finances are in order with bank balances of ₹1.34 lakhs and fixed deposits of ₹8.04 lakhs. Several expenses like rent, bills, and flights have been paid.
- Receivables are due from various projects and clients. Efforts are being taken to increase engagement with alumni through activities and social media.
- Key financial details are provided including the bank account number and signatories for easy transaction processing.
This document discusses the progress and targets of various departments within an organization. It provides updates on several departments' achievements in areas like mentorship programs, fundraising, training initiatives, and relationship building. Key focus areas mentioned include strengthening basic processes, improving winter recruitment and engagement, increasing financial sustainability and impact demonstration, as well as enhancing tools and culture around client feedback.
- The document provides a review of various functions, programs, and key metrics of performance for an organization called LC SONA.
- Areas reviewed include business development, marketing, content and information management, expansions, finance and governance, human resources, exchange development, and various programs.
- For most areas, performance on metrics like fundraising, membership contributions, documentation, and external positioning is assessed as needing improvement, while some national training programs and quality recognition are noted as good.
- The way forward section outlines goals for setting targets, supporting functions, recruitment and training, national alignment, and pilot projects to improve overall performance on metrics like membership satisfaction, growth, and financial strength.
To become a Milkround Rep, one must apply through the provided link and wait for email confirmation. Once accepted, the Rep will receive a unique link to share in order to gain registrations for students to enter a prize draw. Reps should share their link on social media, with lecturers, clubs and societies. Link shorteners can make long links more shareable on platforms like Twitter. Any questions should be emailed to reps@milkround.com.
The Central CERT team toured Royalton to showcase the city's community-scale clean energy projects and initiatives. The agenda included introductions, presentations on energy efficiency measures, an installation at Holy Trinity Church, an overview of Royalton's accomplishments from the mayor, a presentation by the Youth Energy Summit team on their oil recycling project, and a tour of solar and wind installations at Popp's farm. The goal was to promote community-scale energy projects and recognize Royalton's efforts in clean energy.
This document discusses strategies for downtown revitalization. It notes that the Main Street approach uses a four point framework of design, economic restructuring, promotion, and organization to revitalize downtown areas. The Main Street program has led to billions in reinvestment across the country. For downtowns to be successful, they must attract new residents and businesses by cultivating unique assets and sense of place through walkability, historic preservation, arts, culture and social gathering spots. Organizing the community around a shared vision for the downtown is important to guide positive changes and support existing businesses.
Chamber of Commerce Breakfast with the Mayor Presentationspagnucco
This document provides a summary of events and initiatives in Sault Ste. Marie over the past year and plans for the future. It discusses economic growth through expansions of local businesses, investments in post-secondary institutions, and hosting special events. It also outlines priorities and progress on energy strategies, age-friendly initiatives, and celebrating the city's 100th anniversary. The mayor welcomes community engagement and input on issues affecting the city.
This document outlines the Downtown Arlington Management Corporation's (DAMC) 2013-2018 Strategic Action Plan. The plan establishes DAMC's vision and goals for downtown Arlington over the next five years. It identifies key priority areas such as economic development, marketing, safety, beautification, and operations. The plan was created through a public input process and aims to guide DAMC's efforts in improving and enhancing downtown Arlington.
This document discusses a collaborative bid for a Fit for Work Service pilot program. The program aims to help employees struggling with work instability or sickness absence return to work through a multi-agency initiative providing holistic support services. A phased pilot over 3 years is proposed with Salford SMEs, with evaluation after years 1 and 2. Next steps discussed include gathering initial feedback, conducting surveys and focus groups, and opting companies into the pilot program. Partners involved in delivering the services are also listed.
This document provides an overview of the architecture and design firm GGLO. It summarizes their mission, values, history, services, projects, awards, staff, and commitment to sustainability. GGLO was founded in Seattle in 1986 and has grown to 113 staff across multiple disciplines including architecture, interior design, landscape architecture, and urban planning. They design a variety of project types across several markets and have received numerous awards for their innovative, community-focused work.
The document summarizes the findings of a community design charrette held in Starkville, Mississippi in February/March 2011. It notes that the primary trade area population is expected to grow modestly by 2015 but is currently leaking $60.7 million in sales annually. Several recommendations are provided to better connect customers to downtown Starkville and capture more regional traffic, including launching an aggressive marketing strategy highlighting Starkville's successes. Key areas and districts are identified for potential development, along with infrastructure, civic, and branding strategies.
Commuter Rail and Redevelopment by Craig UstlerErin Schmidt
The document discusses transit oriented development and redevelopment opportunities around the Creative Village site in Orlando, Florida. It summarizes the history of plans for the site and introduces the joint venture partnership between Creative Village Development, LLC and Banc of America Community Development Corporation to redevelop the area. The presentation outlines the partners' experience with urban infill, mixed-use, and transit oriented development projects. It envisions the redevelopment of Creative Village as a high quality, new urban neighborhood supporting diverse housing, education, work, and recreation to benefit the surrounding Parramore community.
advertising,award winning,branding and communications,event marketing,graphic design,icons,illustration,logos,print,style guides,trade show graphics,web design
Brittany Barry professional creative portfolioBrittany Barry
The document summarizes Brittany Barry's professional experience and education. She has a bachelor's degree in sport management from SUNY Cortland. Her experience includes administrative roles at RPM Warehouse and Cornell University, as well as event planning roles for various athletic teams and organizations. She has strong skills in organization, time management, marketing, and event coordination.
This document provides information about sustainability initiatives in Chattanooga, Tennessee led by former Director of Sustainability David Crockett. It discusses Chattanooga's industrial past and economic decline, and the community visioning process in the 1980s that aimed to reconnect the city to the Tennessee River. Major projects included developing the Riverwalk and reopening the Walnut Street Bridge to pedestrians. The document outlines sustainability principles and emphasizes partnership, innovation, and measuring goals. It shows how Chattanooga transformed its economy through high-tech industries and a fiber optic network. Green infrastructure is presented as a way to manage stormwater, add value, and engage the community.
Final presentation of the American Institute of Architects' Sustainable Design Assessment Team (SDAT) to the community of Oakland, Maryland on strategies for downtown revitalization. November 2016.
The document provides information from a community assessment of Tremonton, Utah conducted by a Sustainable Design Assessment Team (SDAT). Key points include:
- Residents said they love the community's quality of life, strong sense of community, and agricultural identity. Downtown was identified as part of the community's identity but in need of revitalization.
- The market analysis found growth opportunities in downtown revitalization and attracting people to shop locally. Catalytic projects could further stimulate demand.
- Recommendations included developing a downtown organization, focusing on branding, placemaking, and funding partnerships to support economic development initiatives. Improving connectivity between areas and designing for pedestrian experiences were also recommended.
1) The document discusses strategies for creating bikeable communities, including establishing a vision, building partnerships, implementing infrastructure projects, promoting a bike culture, and quantifying the economic and health benefits of bicycling.
2) Examples are given of cities that have added hundreds of miles of bike lanes and seen large increases in bicycling rates and decreases in injuries.
3) Studies show that investments in trails and bike infrastructure can yield large economic returns through increased property values, tourism, and business growth.
Measuring Social Outcomes Pollinators Presentation_v2We Are Arising
Pollinators Inc is a 10-year social enterprise committed to creating healthy, resilient communities in Geraldton, Western Australia. Through coworking spaces, entrepreneur programs, and learning events, it supports local innovators and entrepreneurs. Its Catalyst leadership program helped 11 participants make significant business progress. Its CityHive hub provided space for 20 new organizations and hosted over 50 community meetings. Pollinators measures its impact through member surveys and stories, but recognizes that understanding outcomes requires ongoing action-inquiry within contexts that shape strategies, actions, and results.
The document summarizes an AIA SDAT process to develop recommendations for strengthening the Court Avenue corridor in Jeffersonville, IN. A team of 6 professionals toured the area, held stakeholder meetings, and brainstormed designs over 3 days. They heard feedback that the corridor feels neglected, unsafe for all users, and empty after 5pm. The team analyzed growth opportunities based on demographics, economic factors, and urban design. Their presentation outlined designing a healthy corridor with best practices for mobility, including pedestrian safety treatments, bike infrastructure, stormwater management, and phased improvements. Immediate next steps included developing an action plan and applying low-cost safety measures.
"Strengthening the City's Civic Spine: The Future of Court Avenue," is the final presentation of the American Institute of Architects Sustainable Design Assessment Team to the community of Jeffersonville, Indiana. A national team of volunteer professionals worked with the community through a 3-day public process to produce a community-driven strategy for the area.
IT-oLogy Summit on Information Technology: Regional Impact and Issues in SC L...IT-oLogy
Lowcountry IT is focused on making the Charleston region more competitive nationally in technology. It promotes incentives like a quality lifestyle that attract developers to start companies. The area has seen strong job and business growth in tech and tourism. Education initiatives across all ages aim to grow local tech talent. Recent public policy changes make it easier for South Carolina businesses to raise capital from within the state. If these policies help more local investment, it could provide hundreds of millions annually to South Carolina tech companies. The local tech industry continues growing through diverse sectors, open source adoption, startup support, and increased funding.
Project 17 is an economic development initiative involving 17 counties in southeast Kansas. It aims to improve economic opportunities and quality of life in the region. Key areas of focus include supporting local businesses, improving broadband access, strengthening education/workforce development, reducing generational poverty, and building regional leadership. Volunteers from across the 17 counties work on initiatives like entrepreneurship training, rural opportunity zones, soft skills development, and more to collectively impact the region's prosperity.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
The chapter Lifelines of National Economy in Class 10 Geography focuses on the various modes of transportation and communication that play a vital role in the economic development of a country. These lifelines are crucial for the movement of goods, services, and people, thereby connecting different regions and promoting economic activities.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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10. BUILDING PERMITS
In the Upstate up 22% over last year
•Greenville – up 3.1%
•Anderson – up 41%
•Spartanburg – up 57%
Driven by job creation and strong
demand
Source – The Market Edge
11. Manufacturing
2012 - 2013
Manufacturing Employment
SC - 264,000
Greenville – 23,800
Spartanburg – 14,900
North Charleston – 11,800
Spartanburg is second in the State
+ 1%
-½%
+1.4%
+1.7%
12. US REAL GMP GROWTH
RATES
•Spartanburg 30th of 363 metros
•Columbia - 59th
•Greenville/Mauldin/Easley - 80th
•Myrtle Beach - 94th
•Sumter - 101st
•Raleigh - 105th
•Charleston/N. Charleston/Summerville - 134th
•Florence - 136th
Source: Global Insight
15. Trade & Industry Award
Corporate Investment and Community Impact Awards
(CiCi)
Top Ten - EFG
16. Project Activity
New vs. Existing, 2011 - 2013
2012 (109)
10%
2013 (97)
18%
82%
New 90%
90%
Expansion
s 10%
New 82%
Expansions
18%
2011 (99)
12%
New 88%
88%
Expansions
12%
16
17.
18.
19. 2013 Commitments
24 Projects Totaling $112,587,650
and 1,211 New Jobs Amazon
Contec
Trimite
Laserflex
Jeffrey Rader
Sally Beauty
Divatex
AL Solutions
Cooper Standard
Integrity Tool, LLC
Smooth-Bor Plastics
Vulcan Materials
Lindoerfer Steiner
Heiche US Surface Technology
Edgewater Automation
Copac
Lear
Detroit Forming Inc.
Syncreon/BMW
Valley Grinding
AVI
American Credit Acceptance
FedEx
International Recycling Group
10 New Companies, 14 Expansions
31. Quality of Life
Your personal satisfaction with
the physical and cultural
conditions under which you
live. The general sense of well
being of individuals and
society.
33. Quality of Place
The unique set of
characteristics that defines a
place and what makes it
special.
34. Quality of Place
QUALITY OF PLACE IN A CHANGING WORLD
“You look at the cities in the 21st century that are going
to be successful, they are doing things that make it a
quality place to live. We have to have things that say ‘I
want to stay here, I want to live here.
Steve Ahlenius
McAllen Chamber of Commerce
35. Quality of Place
How is Quality of Place and Quality of
Life different?
The physical characteristics of a community –
the way it is planned, designed, developed
and maintained – that affect the quality of life
of people living and working in it, and those
visiting it, both now and into the future.
40. Inventory of Cultural Assets
34 Indoor Live Performance venues
15 Outdoor Performance venues and amphitheaters
43 Gallery and Exhibit Spaces
78 Public Art Sculptures
26 Public Landscape Fountains
7 Museums
21 Historic sites
156 Studios and Workshops
32 Green spaces & Arboretums
1872 Events and Festivals that are open to the public
42. Quality of Place
How can we learn from
others?
Comparisons to Peer
Communities
Comparisons to Aspirational
Communities
43. Quality of Place
Potential Communities for Comparison
Bend, OR
Durham, NC
Winston-Salem, NC
Santé Fe, NM
Burlington, VT
Provo, UT
Fayetteville, AR
Duluth, MN
45. Quality of Place
What’s there – combination of
built and natural
Who’s there – diverse people
and goals
What’s going on – vibrancy
and experiences
50. Quality of Place
Action Plan
Create an awareness for quality of place.
Provide knowledge, tools, guidance, and
support on quality of place.
Encourage public and community
engagement for quality of place.
Implement quality of place principles and
objectives to utilize in our community.
Who wants to be part of this committee?
55. What we heard a year ago…..
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)
12)
13)
14)
15)
Welcoming
Eager to improve
Complacent
Sleepy
Cliquish
Distressed
Small Town
Stalled-Stagnant
Evolving
Traditional
Splintered
Blue Collar
Tired
Bruised
Evolving
CityofSpartanburg.com
56. What we heard a year ago…..
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)
12)
13)
14)
15)
Progressive- Forward thinking
Multi-generational
Vibrant
Enthusiastic
Young
Proud
Goal Oriented
Focused
Fresh
Cohesive-inclusive
White Collar
Energized
Drive towards progress
Bold
Cool
CityofSpartanburg.com
57.
58. What are we looking to accomplish?
To determine the most productive economic uses for the central city of
Spartanburg and develop a strategy to grow them. Build on previous and
current work of the City, County, Chamber of Commerce, Economic Futures
Group, business leaders and stakeholders. We recognize that economic
development in general, and business retention, expansion, and attraction
in particular, are vital to the economic growth of downtown Spartanburg. We
believe that by strategically strengthening our Downtown, creating white
collar jobs, and generating economic development, Spartanburg can
develop into the city that businesses come to thrive in the Upstate.
61. Why is Downtown important?
•
More people work within a 1-mile radius of Morgan Square than
work at BMW, Michelin, Milliken, Spartanburg Steel, RR
Donnelley, Kohler and Tietex … COMBINED.
•
Jobs per acre within 1 mile of Morgan Square = 6.7
•
Jobs per acre in the rest of the county = 0.2
•
Total assessed valuation of taxable properties per acre
•
•
•
City: $10,384.20
Rest of county $1,647.73.
New Downtown jobs = high ROI
CityofSpartanburg.com
62. Long-term transformation
•
Since 2002:
•
Six new corporate office buildings (HWSC, QS1, Advance
America, One Morgan Square, TD Bank Building, SCBT Building)
•
More than 200 new or renovated residential units
•
City investment of $25 million in three new garages
(Magnolia, Dunbar, St. John) to support development
•
Dozens of examples of City incentives and tax credits for new
businesses and renovations downtown
•
2003: Marriott Hotel & Conference Center opens with multimillion
dollar City support
•
2006: Morgan Square renovation ($2.5 million)
CityofSpartanburg.com
63. Long-term transformation
•
2009: Adopted Urban Code/Downtown Master Plan
•
2010: USC Upstate George Dean Johnson Jr. School of Business
opens (City supported development with infrastructure improvements
and construction of St. John Street Parking Garage)
•
2011: VCOM opens to first class of students
•
2012: West Main Streetscape Improvement Project ($325,000)
•
2013: Spartanburg Community College Downtown Campus
•
2013: Council approves eight downtown
streetscaping/pedestrian/bicycle connectivity projects ($2.3 million)
CityofSpartanburg.com
64. 2013: Good year for downtown
Nearly 50 new opened/reopened, or
announced
business, residential, infrastructure or
special event projects Downtown.
(That‘s almost one new thing Downtown
every week!)
CityofSpartanburg.com
65. 2013 Downtown Developments
OPENINGS
1. Wild Ace
2. The Back Porch
3. The Growler Haus
4. The Speakeasy
5. The Green Canary
6. Herb & Renewal
7. The Culinary Hub
8. Olive & Then Some
9. Dottie‘s Toffee
10. The Local Hiker
11. Haute Mama
12. Writefully His
13. Pure Barre Corporate
Training Center
14. Clyde‘s Fitness
(reopened)
15. Delaney‘s (reopened)
16. The Upstairs Bar
(reopened)
17. T3 Talent
18. Katalyst
19. The Iron Yard
CityofSpartanburg.com
20. The Johnson
Collection Gallery
21. SCC Downtown
Campus
22. The Valet
UNDERWAY
23. Renato‘s Ristorante
24. Insurance company
above Renato‘s
25.St. Paul‘s Catholic
Church
26. Denny‘s Test Kitchen
and Café
27. Cohen‘s
ANNOUNCED
28. Wall Street Multi-Use
Building
(4 offices and 4
residential units)
29. Motte & Sons
Bootlegging
RESIDENTIAL
30. Lofts at 154 (3 units)
31. Magnolia Street Lofts
(27 units)
32. Above former Blood
Bank (1 unit)
33. Above new Renato‘s
(1 unit)
34. Schuyler Building
Apartments (88 units)
35. 314 South
Townhomes (16 units)
INFRASTRUCTURE
PROJECTS
36. Signal Light Project
37. Kennedy Street
Garage Refurbishment
38. New Street Trees
39. Spring Street Stage
40. Streetscape
Improvement Plan
NEW SPECIAL EVENTS
41. Ferris Wheel
42. Downtown Bites
43. Sunday Art Market
44. Hub City Hog Fest
45. Rock the Denim
70. Balancing Demands – Limited City
Resources
$33 million annual operating budget
400 FTE‘s
Where does the City spend
taxpayers‘ money?
CityofSpartanburg.com
71. City Budget
CITY OF SPARTANBURG
FY 2013 - 2014 ADOPTED BUDGET
Non-Departmental
8%
Parks, Recreations & Special
Events
5%
Administration
4%
Information Technology
Policy Legal
3%
3%
1%
Human Resources
3%
Finance & Administrative
Services
5%
Development Services
8%
Public Works
18%
Fire
14%
CityofSpartanburg.com
Police
28%
72. Working ‗under the hood‘
•
Closed Arkwright Dump in 2012 at cost of $6 million
•
Increased funding for legacy pension by $700,000
annually
•
Strengthened reserve fund balance by 20% since 2009
•
Made difficult choices to close T.K. Gregg Community
Center and Swim Center
•
Restructured Public Works operations
•
20% smaller workforce than 4 years ago
CityofSpartanburg.com
73. Making strategic investments
St. John Street Parking Garage
Spartanburg Community College
Barnet Park Improvements
Downtown Memorial Airport
Northside Initiative
West Main Streetscaping
CityofSpartanburg.com
74. Growing The City
•
Continue to focus on building corporate/institutional hub
•
Continue to increase residential options and total units
•
Continue to be creative in efforts to attract and support
retail, restaurants, entertainment (Main Street
Challenge, Skating on the Square, WOLI)
•
Continue to improve streetscaping and pedestrian
infrastructure. Downtown Master Plan/Urban Code is key.
CityofSpartanburg.com
75. What are additional steps?
•
We need your embrace of strategic regional importance
of focusing energy downtown.
•
Our homegrown private sector entrepreneurial engines
(the Johnson and J.M. Smith families of
companies, among others) and our non-profit partners
are doing all we could ask. We need additional players.
We need a major white-collar recruitment victory.
•
We need a privately funded deal closing fund.
•
We need our economic development partners to add a
well-defined white-collar/downtown program of work to
their very well demonstrated prowess in manufacturing
and distribution.
•
We need all of you to help us identify opportunities.
CityofSpartanburg.com
76. Opportunities — Renaissance Park
Renaissance Park Development
The approximately 9 acres adjacent to the Marriott Hotel &
Conference Center, The George, the Chapman Cultural Center, and
Barnet Park represents an enormous opportunity for the City. The
Downtown Master Plan recommends a mixed-use development
highlighted by an open-air plaza.
CityofSpartanburg.com
77. Opportunities — Grain District
Grain District Infill Redevelopment
A growing center for entertainment, nightlife and creativity, the Grain
District has seen significant redevelopment in recent years (HubBub, Cribb‘s Kitchen, RJ Rockers, Hub City Books, Coffee
Bar, Pocket Park, Main Street Pub). The Downtown Master Plan has
identified the area as ripe for new development as well.
CityofSpartanburg.com
79. Opportunities — Downtown Master Plan
www.cityofspartanburg.org/planning-zoning
CityofSpartanburg.com
80. Questions/Discussion
1)
Does downtown matter to you and your business?
2)
What do you see as the most important steps moving
forward with enhancing white collar development in
downtown Spartanburg?
3)
4)
Would a more formal structure – a coordinating group of
business leaders and downtown stakeholders - help
focus efforts?
How do we capitalize on the current momentum and
build a ―cool‖ downtown?
CityofSpartanburg.com
81.
82. PLANNING FOR GROWTH IN
THE NEW SOUTH
Allen Joines
Mayor, Winston-Salem, NC
WS Alliance
83.
84. THOUGHTS ON THE FUTURE
OF SPARTANBURG
George Dean Johnson Jr. – Chairman
Johnson Development Associates
85.
86. WORKFORCE THE PATH TO ALIGNMENT
Foster Chapman – Johnson Development
Joy Owens – WORC
LaTokia Trigg – Ready SC
88. Mission
To plan, create, and manage a system
which “aligns” the
workplace, education, training, infor
mation, and community resources to
facilitate job growth and economic
development.
89. WORC Advisory Board
A guiding board for priorities and progress
CEOs
K-12
HR
Medical
Government
Broadcasting
Colleges
WIB
Agencies
Logistics
Workforce Services
90. WORC Group Stakeholders
Cooper Standard
Circor International
Kusters Zima Corp.
RR Donnelley
Mack Molding
Duer / Carolina Coil
Timken
Lear
BMW
QS1
BASF
Wells Fargo
Barnet Polymers
Auriga
AFL Telecom
Michelin
Junior Achievement
TFE Logistics
Amazon
SRMC
Spartanburg County
Regional Ed. Ctr.
Adult Ed.
Sptbg. Truancy Court
College Hub
SMC
SCC
USC Upstate
Metropolitan Studies
Districts 2, 4 & 6
Clemson University
Swofford
RD Anderson
Daniel Morgan
WIB
SC Works
Ready SC
SHRA
Channel 7 & ETV
Boys & Girls Club
91. Questions For Us
•
•
•
•
•
•
How do we connect the dots?
What skills are truly needed?
How do we let people know about good jobs?
Is there a way to facilitate career changes?
How do we reach students?
How much training is actually necessary?
92. Our Job
• Address these and many other issues and
questions
• Create new systems to facilitate ―alignment‖
• Lead the way to a new era of career
fulfillment
• Familiarize ourselves with the existing
resources and create new if necessary
• Establish excellent collaboration amongst us
93. Our Steps Taken
• Meet regularly, pick times and frequency
• Learn about each of the group members
and the programs they lead
• Understand that this is a long-term
process and commit to that involvement
• Create the dialogue amongst us
94. What Came Next
•
Involvement by the members
• Out of the Box thinking
• Non Standard Experiments by companies
and stake holder groups
–Cooper Standard
–Boys & Girls Clubs – 30 young ladies
ages 11 & 12 spent 4 days in a STEM
Project at Daniel Morgan for nontraditional training
95. What We‘ve Seen
• Companies & Career Centers Toured
–Standard Cooper
–SC ETV
–SEW Eurodrive
–Swofford Career Center
96. Going Forward
• Education is a must for our youth, along
with training for future jobs
• For many students a four-year college
degree many not be the best path to a job
that makes the most of their skills and
talents
97. WORC
• The Workforce Opportunities Resource
Council is on going, developing
relationships, with new companies, community
leaders and allowing it‘s members to
experiment with ideas that bring great
outcomes for today‘s and tomorrow‘s careers.
99. SC Technical College System
Primary
Mechanisms
for
Economic
and
Workforce
Development
100. US Workforce “Fast Facts”
• US Manufacturing – 3.85M potential jobs:
– 600,000 unfilled manufacturing due to skill shortages
– 500,000 new manufacturing jobs
– 2.75M jobs created due to manufacturing growth
(multiplier= 1 manufacturing job creates 2.5 additional
jobs)
• US 2010-2020 – all sectors – 54+M potential jobs
– 33.5M openings due to baby boomer retirements
– 20.5M openings due to new job creation
101. Current Statewide Snapshot
Total projects: 113
•
•
61 new
52 expanding
Top 5 industries as of 9/2013:
•
•
•
•
•
Transportation Equipment Manufacturing
Rubber and Miscellaneous Plastic Products
Insurance Carriers
Paper and Allied Products
Warehousing and Storage
102. Jobs in South Carolina
High - Skilled
Jobs 17%
People 26%
Middle -Skilled
Jobs 45%
People 29%
Low -Skilled
Jobs 38%
People 45%
High-Skilled is defined as requiring a bachelor‘s degree or higher
Middle-Skilled is defined as requiring a certificate or associate‘s degree
Low-Skilled is defined as a high school diploma or less
Information provided by the South Carolina Department of Employment and Workforce
103. What Employers are Saying
• Criticality of “soft skills”
• Improved candidate throughput on pre-hire
testing/assessment
• Improved graduate throughput in the technical areas for
2-year and 4-year colleges and universities
• Reliable candidate pipeline – K-12 through graduate
school
• Recognized national and international credentials
integrated in the educational/workforce development
process.
104. How South Carolina is Responding
• South Carolina Workready
Communities
• Apprenticeship Carolina -- Youth
Apprenticeship Programs
• Manufacturing Skills Standards
Council Certification (MSSC)
• Technical Scholars Programs
107. • If you don‘t know where you
are going, you‘ll end up
somewhere else – Yogi Berra
108. What?
• An amazing new interactive facility to provide
an extraordinary career discovery opportunity
for the students and residents of Upstate
South Carolina.
• A showcase for Careers, Companies,
Universities, Colleges, Processes,
Transitions, Speakers, Products and
Pathways
109. Why?
• Because the current discovery process is
hopelessly limited in breadth, scope, time, and
resources
• Because students and people seeking career
changes cannot access information about the
extraordinary depth and change in the
emerging economy in the Upstate
• Because the connections have not been made
between education and the workforce
110. Why?
• To provide a dynamic system of career
discovery opportunities to the citizens of the
Upstate
• To centralize the career discovery process to
consistently facilitate a quality career
exploration experience
• To provide a showcase for companies,
education, training, jobs, and facilities
111. What HappensThere?
• Company Showcases
• Career Showcases
•
•
•
•
•
•
College Showcases
Job Recruitment/College Recruitment
Speakers
Seminars
Product Demonstrations
Pathway Analysis
113. Who Populates The Discovery
Center?
• Companies
• Schools/Colleges
•
•
•
•
Workforce Development Offices
Training Entities
Exhibits
Classrooms
114. Who Goes There?
•
•
•
•
•
•
•
•
•
Students
Economic Development Prospects
Classes of Students
People Seeking Career Guidance
Companies Seeking to Recruit
Companies for demonstrations
People Seeking Jobs
Parents
Visiting Delegations
118. TRANSFORMATION AND
INNOVATION IN OUR
SCHOOLS
Jim Reynolds – CEO – Total Comfort Solutions
Dr. Darryl Owings – Spartanburg School District 6
Dr. Russell Booker – Spartanburg School District 7
119.
120. What is TransformSC?
We are a business-led coalition of
educators, parents, students and
community leaders actively engaged in
transforming public education.
121. Good News and Bad News
The Good News
• South Carolina‘s graduation rates have risen from 60%
to 77.5%
The Bad News
• 1 in 4 South Carolina Students fail to graduate.
• 41% of graduates entering technical colleges require
remediation.
122. Transform Our K-12 Model
The current K-12 model is badly outdated
and cannot produce the learning
required of our students in the 21st century.
123. TransformSC
PARENTS:
74% Like their school, but believe we need to
re-think how public education works to
improve it.
78% Believe teachers are pressured to ―teach
to the test.‖
124. TransformSC Provides…
A Framework
• Profile of the Graduate
• System of Learning Characteristics
A Network
• TransformED Platform and connections to experts virtually
and in person
• Statewide and regional transformation meetings
Advocacy
• Support TransformSC schools with policy makers and
state leaders
125. Profile of the South Carolina Graduate
World Class Knowledge
• Rigorous standards in language arts and math for
career and college readiness
• Multiple
languages, science, technology, engineering, mathem
atics (STEM), arts and social sciences
World Class Skills
• Creativity and innovation
• Critical thinking and problem
solving
• Collaboration and teamwork
• Communication, information, medi
a and technology
• Knowing how to learn
Life and Career Characteristics
• Integrity
• Self-direction
• Global perspective
• Perseverance
• Work ethic
• Interpersonal skills
Approved by SCASA Superintendent‘s Roundtable
and SC Chamber of Commerce
126. New Learning Models
•
Personalized – match to the student, not one size fits all.
•
Teacher as facilitator, not lecturer - Students are held
accountable for their own learning.
•
Pace to the Individual Student – Students progress after
mastering concepts.
•
Technology enabled – Anytime, anywhere learning with
technology integrated into the curriculum.
•
Evidence based – new testing system that provides realtime, useful information to aid learning.
•
Effective partnerships with parents, families and communities.
133. Culture for Change
How can we create and sustain support for the
changes we believe must be made in order to
create systems of learning that result in
dramatically greater numbers of students who
are ready for success at the next level, PKCareer?
145. Spartanburg County School
District 6, where all students
graduate college, career and
citizenship ready with a
planned path to achieve it
Page 145
146. TransformSC
Work with business and industry to
transform education South Carolina
Networking Opportunities with other
Innovators – Professional Development
Access to world class consultants to create
individualized learning models
Relief from Regulations
147. Spartanburg School District Six
Dorman College and Career Focus
School of Business, Management
and Information Systems
School of Law and Public Service
School of Engineering and
Industrial Technology
School of Medicine
School of Arts, Humanities and
Communication
Page 147
148. A SCHOOL FOR ALL STUDENTS
Magnet schools within a school
Diploma
Diploma + 1
Associates degree / dual credit
Arena courses
Advanced placement
RD Anderson partnership / completers
Life skills diploma
Page 148
149. COLLEGE AND CAREER CULTURE
Dorman Graduates
42.4% enter a 4 year university or college
38.4% enter a 2 year college
3.2% enter the military
8.4% enter the workforce
7.6% enter a certificate program
151. Measures of Success
% of ACT-Tested Students Ready for College-Level Coursework
70
67
66
62
60
52
50
46
Percent
39
41
44
National
39
40
31
33
District
32
State
30
25
22
20
10
0
English
Reading
Mathematics
Science
All Four
22
152. Measures of Success
College Readiness Benchmark
25
23
22
20
ACT Score
20
19.7
22
20.6 20.8
20.8
20.3
20.6 20.3
18
15
Benchmark
District
State
10
5
0
English
Reading
Mathematics
Science
154. Measures of Success
How many students are eligible to take college
courses without remediation?
How many students are career ready according to
business and advisory boards? Student Workkey
scores
156. 9th grade Repeater Data
60
50
# of Students
40
30
20
10
0
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
2012-2013
157. Current Innovations
• CAVS class (tutoring, mentoring, making up test/quizzes, bully/career
training)
• School goals set every year in areas of failures, attendance, discipline,
observations, end of course exams, and staff development
• Teacher Academic Focus meetings (Student/teacher data discussed and
compared to other teachers)
• One on One Administrator conferences with failing/struggling students
and phone call home
• STEM cohort
• PLTW classes
• Year long math/English with struggling learners
• Co-teach model for struggling learners
• Writing Workshop
158. COLLEGE AND CAREER CULTURE
• Dual Credit Scholarship Program
• Current AP/Dual Credits Earned
358 students earned 642 AP college credits
177 students earned 344 dual credits
Totals:
358+177 = 535 students
642+344 = 986 college credits last year
159. Next Steps
•
•
•
•
•
•
•
•
Waivers…. Purpose and Process
“Soft Skills” Course Development
Blended Learning (Anytime/Anywhere)
Personalized Learning
Project Based Learning Opportunities
Mastery/ Proficiency Measures
Pass/Fail Career Experience Credit
Learning Platform
Editor's Notes
Downtown: significant progress over past decade; highlight existing and new corporate headquarters, higher education institutions.
Christopher Peterson – a University of Michigan psychology professor and Martin Seligman - a psychology professor at the University of Pennsylvania Book- Character Strengths and Virtues: A Handbook and Classification, a three and a half pound, 800-page work. Angela Duckworth, a Ph.D. candidate at Penn, who had a different view of school reform. “The problem, I think, is not only the schools, but also the students themselves. Here’s why: learning is hard. True, learning is fun, exhilarating and gratifying but it is also often daunting, exhausting and sometimes discouraging….To help chronically low performing but intelligent students , educators and parents must first recognize that character is at least as important as intellect.”She found in her research that self-control can be more reliable as a predictor of students’ success than their I.Q.s. She discovered, that while self-control seemed a critical ingredient to basic achievement, frequently it was not as relevant for those outstanding achievers who had a passion and unrelenting dedication, regardless of obstacles or time invested in achieving their goal. She called this trait “grit.” With the assistance of Peterson, the full list of 24 character strengths was narrowed to a final list of seven: zest, grit, self-control, social intelligence, gratitude, optimism and curiosity.