This document discusses questions around developing public servants for the 21st century. It explores topics like how people can be trained for broader roles, how staff can better engage citizens, whether recruitment and career development practices support the right skills, and how leadership and reflective practice can be developed at all levels of an organization. The document provides contact information for the authors and mentions an associated blog and social media presence to continue the discussion.
Aaron Rathbone provides his contact information and lists 4 references - Bobby Duncanson, a former employer from Madison Media Institute, Gary Nelson an animator from Human Head Studios, Matthew Duncan a designer from Ascendence Studios, and Hayden Klabunde an animator who is currently a student at UW Madison. Each reference includes the person's name, title, company, address, and phone number.
The Society for Green Business held a general body meeting on March 13, 2013. The agenda included introducing the executive board, reviewing membership requirements, and planning for upcoming Earth Day and speaker series events. Plans were discussed for a sustainable BBQ, social outing, and website. Members were encouraged to join committees and sign up for events. Contact information was provided.
The YMCA of Central Kentucky has served the Lexington area since 1853. It provides programs that support healthy development for people of all ages, focusing on youth development, healthy living, and social responsibility. The organization's mission is to put Christian principles into practice through programs that build a healthy spirit, mind, and body for all. The YMCA uses its blog, Twitter, Facebook, and YouTube accounts to connect with the community and provide more frequent updates on news, activities, health tips, and stories using a variety of media formats.
This document lists contact information for 16 Pennsylvania colleges and universities that have AmeriCorps*VISTA members on campus for the 2010-2011 year. It includes the school name, department the VISTA member works in, the VISTA member's name, their email, and phone number. The departments range from civic engagement offices to student affairs to service learning programs.
This document discusses 21st century education and the role of technology in Malaysian schools. It begins by defining the 21st century and education. It then discusses how students today are digital natives and teachers are often digital immigrants. It outlines some key technology trends like the internet, web 2.0, and new media. The document also provides statistics on the Malaysian education system and literacy rates. It discusses initiatives to improve ICT infrastructure in schools and training for teachers. Challenges and the path forward to ubiquitous learning are also mentioned.
This document summarizes a social media roundup meeting at Duke University. It includes presentations from various Duke departments on their use of social media in China and other platforms. Key points include:
- Laura Brinn from Global Communications discussed Duke's presence on Chinese social media like Sina Weibo and RenRen to engage Chinese students and alumni.
- Debbe Geiger from Duke Medicine outlined their social media goals and strategies for platforms like Twitter and Facebook.
- Representatives from other Duke departments like the Nasher Museum, Sarah P. Duke Gardens, Duke Libraries, and Duke Athletics discussed their social media approaches.
- Tawnee Milko from the Nicholas School of the Environment wrapped up by discussing their
Social Media and Institutional Leadership in UK Higher EducationSue Beckingham
This research project examines how senior leaders in UK higher education deploy social media to the benefit of their institutions, their staff and their students. As universities become increasingly digital institutions within complex distributed networks, we suggest it is vitally important for senior leaders to directly embrace social approaches to communication and engagement. Drawing on paradigms from other sectors and outside the UK, we begin the work by establishing the rationale for university leaders to communicate regularly, personally and responsively to support strategic change.
Specifically, we explore how ‘digital leadership’ through social media can:
promote institutional successes and strategies within and outside the University
enhance direct engagement with students, staff and other stakeholders
role model behaviours in relation to digital capabilities
Our work is underpinned by a data gathering exercises, mapping how Vice-Chancellors of all UK universities currently use social media, with specific focus on Twitter and LinkedIn. We have selected these channels because of their widespread use in prof4essional contexts. The quantitative data we provide will establish how regularly these senior leaders use social media and what reach they have with particular networks.
This will be complemented by a number of detailed case studies, looking at how individual Vice-Chancellors build their networks through disseminating interesting and valuable content. Qualitative analysis of the nature and tone of engagement employed by Vice-Chancellors will help illustrate to what extent they reveal individual personalities, humanising themselves, their roles and their examples of student engagement using social media, asking of the greater visibility and personalisation for senior institutional affiliation and belonging amongst the institution’s student body.
Aaron Rathbone provides his contact information and lists 4 references - Bobby Duncanson, a former employer from Madison Media Institute, Gary Nelson an animator from Human Head Studios, Matthew Duncan a designer from Ascendence Studios, and Hayden Klabunde an animator who is currently a student at UW Madison. Each reference includes the person's name, title, company, address, and phone number.
The Society for Green Business held a general body meeting on March 13, 2013. The agenda included introducing the executive board, reviewing membership requirements, and planning for upcoming Earth Day and speaker series events. Plans were discussed for a sustainable BBQ, social outing, and website. Members were encouraged to join committees and sign up for events. Contact information was provided.
The YMCA of Central Kentucky has served the Lexington area since 1853. It provides programs that support healthy development for people of all ages, focusing on youth development, healthy living, and social responsibility. The organization's mission is to put Christian principles into practice through programs that build a healthy spirit, mind, and body for all. The YMCA uses its blog, Twitter, Facebook, and YouTube accounts to connect with the community and provide more frequent updates on news, activities, health tips, and stories using a variety of media formats.
This document lists contact information for 16 Pennsylvania colleges and universities that have AmeriCorps*VISTA members on campus for the 2010-2011 year. It includes the school name, department the VISTA member works in, the VISTA member's name, their email, and phone number. The departments range from civic engagement offices to student affairs to service learning programs.
This document discusses 21st century education and the role of technology in Malaysian schools. It begins by defining the 21st century and education. It then discusses how students today are digital natives and teachers are often digital immigrants. It outlines some key technology trends like the internet, web 2.0, and new media. The document also provides statistics on the Malaysian education system and literacy rates. It discusses initiatives to improve ICT infrastructure in schools and training for teachers. Challenges and the path forward to ubiquitous learning are also mentioned.
This document summarizes a social media roundup meeting at Duke University. It includes presentations from various Duke departments on their use of social media in China and other platforms. Key points include:
- Laura Brinn from Global Communications discussed Duke's presence on Chinese social media like Sina Weibo and RenRen to engage Chinese students and alumni.
- Debbe Geiger from Duke Medicine outlined their social media goals and strategies for platforms like Twitter and Facebook.
- Representatives from other Duke departments like the Nasher Museum, Sarah P. Duke Gardens, Duke Libraries, and Duke Athletics discussed their social media approaches.
- Tawnee Milko from the Nicholas School of the Environment wrapped up by discussing their
Social Media and Institutional Leadership in UK Higher EducationSue Beckingham
This research project examines how senior leaders in UK higher education deploy social media to the benefit of their institutions, their staff and their students. As universities become increasingly digital institutions within complex distributed networks, we suggest it is vitally important for senior leaders to directly embrace social approaches to communication and engagement. Drawing on paradigms from other sectors and outside the UK, we begin the work by establishing the rationale for university leaders to communicate regularly, personally and responsively to support strategic change.
Specifically, we explore how ‘digital leadership’ through social media can:
promote institutional successes and strategies within and outside the University
enhance direct engagement with students, staff and other stakeholders
role model behaviours in relation to digital capabilities
Our work is underpinned by a data gathering exercises, mapping how Vice-Chancellors of all UK universities currently use social media, with specific focus on Twitter and LinkedIn. We have selected these channels because of their widespread use in prof4essional contexts. The quantitative data we provide will establish how regularly these senior leaders use social media and what reach they have with particular networks.
This will be complemented by a number of detailed case studies, looking at how individual Vice-Chancellors build their networks through disseminating interesting and valuable content. Qualitative analysis of the nature and tone of engagement employed by Vice-Chancellors will help illustrate to what extent they reveal individual personalities, humanising themselves, their roles and their examples of student engagement using social media, asking of the greater visibility and personalisation for senior institutional affiliation and belonging amongst the institution’s student body.
Contract Cheating – What Do Those People Who Teach Need To Know? Deakin Unive...Thomas Lancaster
The contract cheating knowledge base and our understanding of how and why students attempt to subvert academic integrity is evolving faster than any time in history. We are also seeing fresh developments by essay mills designed to protect their share of a massive financial business. These slides, from a seminar presented to teaching staff at Deakin University, explore the big picture that surrounds contract cheating and academic outsourcing. They consider the rise of the gig economy and how best to support students looking for the latest life hacks and needing to succeed in an era of YouTube cheating, multitasking and bite size learning.
Term Paper Introduction Help - How To Write An IntrAmy Cernava
The document provides instructions for getting writing assistance from HelpWriting.net. It is a 5-step process:
1. Create an account with a password and email.
2. Complete a 10-minute order form providing instructions, sources, deadline and attach a sample if wanting the writer to mimic your style.
3. Review bids from writers and choose one based on qualifications, history and feedback. Place a deposit to start the assignment.
4. Review the completed paper and authorize final payment if pleased, or request free revisions.
5. Multiple revisions can be requested to ensure satisfaction, and plagiarized work will be refunded.
There's more to LinkedIn than you might think! This presentation looks at what, who, where, why, how and when LinkedIn can be used by Higher Education professionals, students and graduates.
Becoming a Purple Squirrel- The Teacher EditionTracy Brisson
The document discusses how teachers can use social media as a leadership tool for their careers. It provides tips on using platforms like LinkedIn, Twitter, Facebook, and Instagram to develop an online presence, expand professional networks, engage in discussions, and showcase thought leadership. The author is a career coach who helps individuals in education with skills development, resume writing, and finding job opportunities. She advocates developing a personal brand and using social media strategically to become a "purple squirrel" or highly desirable job candidate.
This document provides an overview of Lisa Harris' background and interests which include over 10 years of experience in banking and education. She has a PhD from Brunel University and teaches at Brunel and the University of Southampton. Her research focuses on technological change in banking and she champions innovations in higher education including web science, digital literacies, and MOOCs. She discusses projects involving curriculum innovation, social learning, and student digital champions.
Knowing, Being & Doing: Stakeholder Engagement as an Approach to Transforming...wcb0209
Virginia Commonwealth University's Center for Society and Health worked to engage the Richmond community in health equity research through a community needs assessment. The needs assessment helped determine priority issues for the community and informed the production of the Richmond Health Equity Report. The Center also established the Informed Neighbors Corps program to promote community participation and move research toward action by developing a community-driven agenda to transform health equity in Richmond.
Three-part theme presentations on Social Media, Race, and Young AdultsBruce Reyes-Chow
This document appears to be a slideshow presentation given at the Forward in Faith Annual Gathering in Swan River, Manitoba on May 23-25, 2014. The slideshow was presented by Bruce Reyes-Chow and covers three topics: 1) Social Media, Ministry, and Digital Renovations, 2) Race, Diversity and Conversations that Matter, and 3) Young Adults and Denominational Change. Each section contains a number of slides with quotes, statistics, and questions to prompt discussion on the given topic.
Social media and e-Professionalism in Social Work Practice and EducationClaudia Megele
Social Media & e-Professionalism: Impact and Implications for Social Work Practice and Education
Keynote at the First Annual Conference of the Yorkshire and Humber Children Services and Higher Education Network
What are some of the implications of new media and digital and social technologies for health and social care services?
What are the impact and implications of new digital media and social technologies for social work and social care practice and education?
How can you influence your customers so that they in turn influence others to become your customers? Delivered as a Pecha Kucha presentation by Carol Morgan Cox at Orlando, Inc.'s B.I.G. Summit on November 18, 2010.
Realising your potential marketing your skills in the workplaceEmma Illingworth
This document discusses marketing skills in the workplace, specifically for library and information professionals. It begins with an introduction by Emma Illingworth, an Assistant Information Adviser at the University of Brighton. She then identifies and prioritizes key skills like customer service, teaching, and project management. Next, she defines the different user groups at the university that library services could be marketed to, such as students, staff, and researchers. The document ends by outlining strategies for marketing skills and services, including having an effective marketing strategy, being visible outside the library, and participating in promotional events.
Catherine Brown Chief Exec FSA at Birmingham Food Council's Annual Meetingpodnosh
The document summarizes the role of the Food Standards Agency (FSA) in the UK and pressures on the global food system. It discusses:
1) The FSA's main role is to protect public health from food-related risks and protect consumer interests related to food being safe, authentic, and allowing affordable access to a healthy diet.
2) Pressures on the global food system include climate change, population growth, economic changes, and resource constraints which can impact food production, supply, and affordability.
3) A range of actors have roles to ensure food safety - producers and suppliers must ensure food is safe and accurately labeled, while consumers should make informed choices, and the FSA provides leadership
This document provides an activity plan for Stirchley Baths, an historic building in Birmingham that is being restored. The plan aims to:
- Identify existing and potential new audiences for the Baths through community consultation and research.
- Suggest ways to remove barriers to participation, such as a lack of awareness, poor access, and perceptions of lack of relevance, in order to attract more diverse visitors.
- Propose activities and partnerships to involve local residents, encourage learning about the heritage of the building and area, and develop volunteer opportunities as part of its restoration.
The document is an interpretation proposal for Stirchley Baths, a former public baths building in Birmingham that is being converted into a community hub. The proposal provides:
1) An overview of the aims and approach to physical interpretation within the building, which will take a light touch using original documents, photographs, and quotes from community members to tell the history and stories of the baths.
2) A timeline of key events and themes in the history of the baths from its origins as land donated by Cadbury Brothers in 1903 to its proposed reuse as a community hub.
3) Details of the historical resources that can be drawn upon for interpretation including archival documents, photographs, personal memories, and
The Changing NHS and Your CCG, Stephanie Belgeonnepodnosh
The document discusses changes to the NHS in England, including the replacement of Primary Care Trusts with Clinical Commissioning Groups (CCGs) and the establishment of new strategic bodies like Health and Wellbeing Boards. It explains that CCGs will now be responsible for commissioning healthcare services and managing budgets, while still aiming to improve quality and outcomes. It encourages readers to get involved with their local CCG through patient groups to help shape and influence healthcare planning and decisions.
LINk was set up to promote involvement in local health and social care services by getting public views on needs/experiences and making recommendations to improve services. The presentation covers what LINk does, why the meeting is important during its transition period, and how LINk currently operates in Birmingham. Specifically:
- LINk gets public input to influence commissioning and provision of services and reports on needed improvements.
- This is an important time as LINk transitions and ownership of the health service is discussed.
- LINk has a Strategy Group and Action Groups that focus on different areas and issues, like the BEN Action Group on topics such as TB awareness and hospital discharge planning.
- Birmingham City Council
Healthwatch Birmingham is a new organization that will gather information about health and social care services from members of the public and through research. It will use this information to lobby the NHS and Birmingham City Council to improve services and provide information to local people. The consultation document seeks input on how Healthwatch should operate and engage with the community to best represent the public's interests. Suggestions are requested on communication methods, involvement opportunities, reporting, and complaint support. The public is invited to participate through attending meetings, visiting websites, and completing a questionnaire.
Dr Tony Ainsworth. Northeast Birmingham Clinical Commissioning Grouppodnosh
This document introduces the Northeast Birmingham Clinical Commissioning Group (CCG). It summarizes that the CCG is made up of 19 GP practices in the Northeast Birmingham area, led by doctors and clinicians. The CCG's mission is to improve the health and wellbeing of the local population through high-quality, sustainable services developed in partnership with local people and organizations. The CCG's priorities include services for older people and initiatives to reduce health inequality.
The document contains repeated questions asking a patient to introduce themselves, explain why they think patient engagement is important, and provide an example of how their involvement has made a difference in their local NHS. The questions are asked multiple times without any responses provided.
4. strengthening the patient voice part 2v2 nick harding 5 july 2012podnosh
The document discusses strengthening the patient voice in healthcare. It summarizes feedback from a morning session which touched on issues like governance and control of funds, engagement with patients, GP burnout, access to appointments and services, links between primary and secondary care, and the changing role of GPs. It also provides information on the local healthcare system including accountability, funding sources, and an overview of providers in the area. The vision is for healthcare without boundaries through local commissioning groups that empower patients and improve health in communities.
Contract Cheating – What Do Those People Who Teach Need To Know? Deakin Unive...Thomas Lancaster
The contract cheating knowledge base and our understanding of how and why students attempt to subvert academic integrity is evolving faster than any time in history. We are also seeing fresh developments by essay mills designed to protect their share of a massive financial business. These slides, from a seminar presented to teaching staff at Deakin University, explore the big picture that surrounds contract cheating and academic outsourcing. They consider the rise of the gig economy and how best to support students looking for the latest life hacks and needing to succeed in an era of YouTube cheating, multitasking and bite size learning.
Term Paper Introduction Help - How To Write An IntrAmy Cernava
The document provides instructions for getting writing assistance from HelpWriting.net. It is a 5-step process:
1. Create an account with a password and email.
2. Complete a 10-minute order form providing instructions, sources, deadline and attach a sample if wanting the writer to mimic your style.
3. Review bids from writers and choose one based on qualifications, history and feedback. Place a deposit to start the assignment.
4. Review the completed paper and authorize final payment if pleased, or request free revisions.
5. Multiple revisions can be requested to ensure satisfaction, and plagiarized work will be refunded.
There's more to LinkedIn than you might think! This presentation looks at what, who, where, why, how and when LinkedIn can be used by Higher Education professionals, students and graduates.
Becoming a Purple Squirrel- The Teacher EditionTracy Brisson
The document discusses how teachers can use social media as a leadership tool for their careers. It provides tips on using platforms like LinkedIn, Twitter, Facebook, and Instagram to develop an online presence, expand professional networks, engage in discussions, and showcase thought leadership. The author is a career coach who helps individuals in education with skills development, resume writing, and finding job opportunities. She advocates developing a personal brand and using social media strategically to become a "purple squirrel" or highly desirable job candidate.
This document provides an overview of Lisa Harris' background and interests which include over 10 years of experience in banking and education. She has a PhD from Brunel University and teaches at Brunel and the University of Southampton. Her research focuses on technological change in banking and she champions innovations in higher education including web science, digital literacies, and MOOCs. She discusses projects involving curriculum innovation, social learning, and student digital champions.
Knowing, Being & Doing: Stakeholder Engagement as an Approach to Transforming...wcb0209
Virginia Commonwealth University's Center for Society and Health worked to engage the Richmond community in health equity research through a community needs assessment. The needs assessment helped determine priority issues for the community and informed the production of the Richmond Health Equity Report. The Center also established the Informed Neighbors Corps program to promote community participation and move research toward action by developing a community-driven agenda to transform health equity in Richmond.
Three-part theme presentations on Social Media, Race, and Young AdultsBruce Reyes-Chow
This document appears to be a slideshow presentation given at the Forward in Faith Annual Gathering in Swan River, Manitoba on May 23-25, 2014. The slideshow was presented by Bruce Reyes-Chow and covers three topics: 1) Social Media, Ministry, and Digital Renovations, 2) Race, Diversity and Conversations that Matter, and 3) Young Adults and Denominational Change. Each section contains a number of slides with quotes, statistics, and questions to prompt discussion on the given topic.
Social media and e-Professionalism in Social Work Practice and EducationClaudia Megele
Social Media & e-Professionalism: Impact and Implications for Social Work Practice and Education
Keynote at the First Annual Conference of the Yorkshire and Humber Children Services and Higher Education Network
What are some of the implications of new media and digital and social technologies for health and social care services?
What are the impact and implications of new digital media and social technologies for social work and social care practice and education?
How can you influence your customers so that they in turn influence others to become your customers? Delivered as a Pecha Kucha presentation by Carol Morgan Cox at Orlando, Inc.'s B.I.G. Summit on November 18, 2010.
Realising your potential marketing your skills in the workplaceEmma Illingworth
This document discusses marketing skills in the workplace, specifically for library and information professionals. It begins with an introduction by Emma Illingworth, an Assistant Information Adviser at the University of Brighton. She then identifies and prioritizes key skills like customer service, teaching, and project management. Next, she defines the different user groups at the university that library services could be marketed to, such as students, staff, and researchers. The document ends by outlining strategies for marketing skills and services, including having an effective marketing strategy, being visible outside the library, and participating in promotional events.
Catherine Brown Chief Exec FSA at Birmingham Food Council's Annual Meetingpodnosh
The document summarizes the role of the Food Standards Agency (FSA) in the UK and pressures on the global food system. It discusses:
1) The FSA's main role is to protect public health from food-related risks and protect consumer interests related to food being safe, authentic, and allowing affordable access to a healthy diet.
2) Pressures on the global food system include climate change, population growth, economic changes, and resource constraints which can impact food production, supply, and affordability.
3) A range of actors have roles to ensure food safety - producers and suppliers must ensure food is safe and accurately labeled, while consumers should make informed choices, and the FSA provides leadership
This document provides an activity plan for Stirchley Baths, an historic building in Birmingham that is being restored. The plan aims to:
- Identify existing and potential new audiences for the Baths through community consultation and research.
- Suggest ways to remove barriers to participation, such as a lack of awareness, poor access, and perceptions of lack of relevance, in order to attract more diverse visitors.
- Propose activities and partnerships to involve local residents, encourage learning about the heritage of the building and area, and develop volunteer opportunities as part of its restoration.
The document is an interpretation proposal for Stirchley Baths, a former public baths building in Birmingham that is being converted into a community hub. The proposal provides:
1) An overview of the aims and approach to physical interpretation within the building, which will take a light touch using original documents, photographs, and quotes from community members to tell the history and stories of the baths.
2) A timeline of key events and themes in the history of the baths from its origins as land donated by Cadbury Brothers in 1903 to its proposed reuse as a community hub.
3) Details of the historical resources that can be drawn upon for interpretation including archival documents, photographs, personal memories, and
The Changing NHS and Your CCG, Stephanie Belgeonnepodnosh
The document discusses changes to the NHS in England, including the replacement of Primary Care Trusts with Clinical Commissioning Groups (CCGs) and the establishment of new strategic bodies like Health and Wellbeing Boards. It explains that CCGs will now be responsible for commissioning healthcare services and managing budgets, while still aiming to improve quality and outcomes. It encourages readers to get involved with their local CCG through patient groups to help shape and influence healthcare planning and decisions.
LINk was set up to promote involvement in local health and social care services by getting public views on needs/experiences and making recommendations to improve services. The presentation covers what LINk does, why the meeting is important during its transition period, and how LINk currently operates in Birmingham. Specifically:
- LINk gets public input to influence commissioning and provision of services and reports on needed improvements.
- This is an important time as LINk transitions and ownership of the health service is discussed.
- LINk has a Strategy Group and Action Groups that focus on different areas and issues, like the BEN Action Group on topics such as TB awareness and hospital discharge planning.
- Birmingham City Council
Healthwatch Birmingham is a new organization that will gather information about health and social care services from members of the public and through research. It will use this information to lobby the NHS and Birmingham City Council to improve services and provide information to local people. The consultation document seeks input on how Healthwatch should operate and engage with the community to best represent the public's interests. Suggestions are requested on communication methods, involvement opportunities, reporting, and complaint support. The public is invited to participate through attending meetings, visiting websites, and completing a questionnaire.
Dr Tony Ainsworth. Northeast Birmingham Clinical Commissioning Grouppodnosh
This document introduces the Northeast Birmingham Clinical Commissioning Group (CCG). It summarizes that the CCG is made up of 19 GP practices in the Northeast Birmingham area, led by doctors and clinicians. The CCG's mission is to improve the health and wellbeing of the local population through high-quality, sustainable services developed in partnership with local people and organizations. The CCG's priorities include services for older people and initiatives to reduce health inequality.
The document contains repeated questions asking a patient to introduce themselves, explain why they think patient engagement is important, and provide an example of how their involvement has made a difference in their local NHS. The questions are asked multiple times without any responses provided.
4. strengthening the patient voice part 2v2 nick harding 5 july 2012podnosh
The document discusses strengthening the patient voice in healthcare. It summarizes feedback from a morning session which touched on issues like governance and control of funds, engagement with patients, GP burnout, access to appointments and services, links between primary and secondary care, and the changing role of GPs. It also provides information on the local healthcare system including accountability, funding sources, and an overview of providers in the area. The vision is for healthcare without boundaries through local commissioning groups that empower patients and improve health in communities.
3. nick harding strengthening the patient voice part 1 final 2003podnosh
The document summarizes the transition of healthcare commissioning in England from Primary Care Trusts (PCTs) to Clinical Commissioning Groups (CCGs) under the Health and Social Care Act 2012. It introduces Sandwell and West Birmingham CCG, which covers over 525,000 patients across 110 general practices. The CCG is made up of five local commissioning groups and has made progress on health needs assessment, quality improvement, and clinical leadership in preparation for full authorisation in 2013.
This document summarizes the roles and current state of LINks (Local Involvement Networks) in Sandwell and Birmingham as they transition to new Local Healthwatch organizations. LINks were established to get public input on local health and social care services, enable public monitoring and review of these services, and make recommendations to improve services. As LINks transition out, local councils are consulting on how to develop replacement Healthwatch organizations to continue facilitating public involvement.
This document summarizes priorities and changes for the NHS Cluster in the West Midlands region. It discusses focusing on high quality, safe, and efficient healthcare while managing the transformation of the NHS through strategies like prevention and early intervention. Key priorities include reducing infections, avoidable deaths, and pressure ulcers. The transition plan involves PCTs transitioning responsibilities to clinical commissioning groups and local offices of the NHS Commissioning Board. The future brings more challenges but also opportunities for greater patient and public involvement.
Discussions at tables focused on engaging patients, positive patient experiences, and developing services to meet clinical commissioning group priorities. Participants discussed what meaningful engagement with patients looks like, prerequisites for a positive patient experience, and services that should be developed for one priority area.
Dr Nick Harding - Healthcare Without Boundariespodnosh
Sandwell and West Birmingham CCG provides healthcare for around 525,000 people. The CCG was formed in 2012 following NHS reforms that replaced Primary Care Trusts with Clinical Commissioning Groups. The CCG aims to improve population health by intervening early, integrating care, innovating services, improving quality and safety, and influencing partnerships. It plans to increase primary care capacity, support independent aging, accelerate community-based care, and improve mental healthcare.
Gill Cooper - View from Black Country Primary Care Trust Clusterpodnosh
Gill Cooper, Chair of the Black Country Cluster of PCTs, outlines priorities and ongoing changes for the NHS in the coming year. Key priorities include providing high quality, safe, and efficient healthcare while transforming services to meet growing local needs. Major service redesign is needed to address these priorities and financial security. Additional changes involve the development of clinical commissioning groups, transfer of public health to local authorities, and helping local providers become Foundation Trusts.
New Optimists - Kate Cooper on the Semantic web, food and Birminghampodnosh
The document is about a forum discussing possible food futures for Birmingham, UK in 2050. It provides background context on Birmingham, including that it has a population of 1 million people and sits on fertile land. The forum will discuss new technologies that could transform Birmingham's food supply chain by 2050, with the goal of understanding how these technologies could make a difference and what actions could be taken now.
Social media surgeries provide consulting services to help monitor civic conversations on social media and assess their impact. These services include internal evaluations of social media strategies, building consultancy networks, and developing impact assessment tools. The goal is to help "militant optimists" who are highly motivated but lack clear roadmaps, and prefer defining their own models rather than following strict strategies.
Guardian housing Network social media presentationpodnosh
I keep trying to tell a new story - but the stories you know are often the most useful. These slides help explain how and why the social web is civic and what means for social housing, housing associations and registered social landlords.
If
This document discusses citizen journalism and hyperlocal news sites. It includes quotes from people involved in local news projects about documenting their communities and making local information more accessible. The document suggests that people who record and share local news should be called "citizens with the tools to record and share", rather than "citizen journalists".
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
About Potato, The scientific name of the plant is Solanum tuberosum (L).Christina Parmionova
The potato is a starchy root vegetable native to the Americas that is consumed as a staple food in many parts of the world. Potatoes are tubers of the plant Solanum tuberosum, a perennial in the nightshade family Solanaceae. Wild potato species can be found from the southern United States to southern Chile
Synopsis (short abstract) In December 2023, the UN General Assembly proclaimed 30 May as the International Day of Potato.
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
The Antyodaya Saral Haryana Portal is a pioneering initiative by the Government of Haryana aimed at providing citizens with seamless access to a wide range of government services
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
RFP for Reno's Community Assistance CenterThis Is Reno
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
2024: The FAR - Federal Acquisition Regulations, Part 41
21st century public service
1. Catherine Needham
Health Services
Management Centre
Catherine Mangan
Institute of Local
Government Studies
Helen Dickinson
School of Government
University of Melbourne
Illustrations by Laura Brodrick
www.thinkbigpicture.co.uk
12. • Roles: how can people be trained and supported for a broader range of
roles?
• Engaging with citizens: how can staff engage with citizens in a way that
feels human?
• Do recruitment practices get the right balance between generic and
technical skills?
• Career development: What opportunities can be created to encourage
movement into and out of organisations?
• Do staff know how to combine public service ethos with commerciality?
• Perma-austerity: what conversations are taking place and do staff
understand their role?
• Organisational redesign: systems-based approaches as an alternative to
organisational restructuring?
• Leadership: what is being done to develop leadership at all levels of the
organisation?
• Place: how are feelings of identity and loyalty to place supported so that
public servants feel like citizens of the place?
• Do appraisal, mentoring and peer support give people scope for reflective
practice?
QUESTIONS
Birmingham University
http://21stcenturypublicservant.wordpress.com/ Illustrations by
Laura Brodrick
13. For updates and discussion go to the 21st Century Public Servant blog at
http://21stcenturypublicservant.wordpress.com/ and contribute to the
debate on Twitter #21Cps.
Catherine Needham
Health Services
Management Centre
@DrCNeedham
c.needham.1@bham.ac.uk
Catherine Mangan
Institute of Local
Government Studies
@mangancatherine
c.mangan@bham.ac.uk
Illustrations by Laura Brodrick
www.thinkbigpicture.co.uk
Editor's Notes
...Is a municipal entrepreneur, undertaking a wide range of roles
Future public services require a set of workforce roles which may be different than those of the past. As one interviewee put it, ‘In the future you will need to be a municipal entrepreneur, a steward of scarce public resources.’ New roles that may be performed by the public servants of the future include story teller, resource weaver, systems architect and navigator.
The University of Birmingham Policy Commission Report highlighted existing roles which were likely to continue to be important: commissioner, broker, networker, adjudicator, regulator, protector. Of these, it was commissioning which was raised most frequently by interviewees. There was a widespread assumption that commissioning was a vital function but one that is not done well
Similarly not everyone accepted the narrative of changing roles: ‘the roads will still need to be swept, the leaves will still fall off the trees so for some parts of the workforce it will be business as usual. The idea of change has been oversold’, said one interviewee.
Challenge: How can people be trained and supported into the broader range of roles that we have identified here?
...Engages with citizens in a way that expresses their shared humanity and pooled expertise
The notion of working co-productively, or in partnership, with citizens was the preferred approach of most interviewees: ‘Valued outcomes in public services are not things that can be delivered, they are always co-produced’, as one put it. One of the suggested approaches was alluring simple: ‘It’s about being human, that’s what we need to do’. One clear finding from the research was that the widespread calls for whole person approaches to care and support necessitate working practices in which staff are also able to be ‘whole people’.
But are skills in place? The skills needed for this may not be in place however. A third sector chief executive commented on poor practice in engagement with citizens by the local authority: ‘...managers were meant to be working with community groups but didn't know how to just be human, not part of the system. They don’t know how to just participate as a person without the weight of the organisation on them.’
The tendency to engage with citizens in only partially or temporarily dealing with issues was reflected by several interviewees: ‘Individuals need the power to resolve a resident’s problem – e.g. if the police make a visit to a home they can’t resolve issues – they can only send people to the homeless shelter.’ One interviewee used the metaphor of citizens being treated as conveyor belt like that at Yo Sushi: ‘Officers have responsibility not authority – like Yo Sushi – lots of trays going round but no-one wants to pick them up. We need a mechanism to identify those things they want to change and come together to work on them.’ More holistic ways of working were seen as delivering high levels of job satisfaction for workers: ‘People want to go the extra mile because there’s a satisfaction in good work well done and in solving someone’s problems. There’s an end point. Answering phones in a call centre has no end point.’
Challenge:
how can staff engage with citizens in a way that feels human, and supports people’s assets rather than highlighting their deficiencies?
...Is recruited and rewarded for generic skills as well as technical expertise
Generic skills are becoming as important as professional skills, with ‘soft skills’ around communication, organisation and caring becoming more highly prized. One interviewee said: ‘We need people who are really good with people and can form relationships. Who are able to learn quickly.’ According to another, ‘engaging with citizens and the use, analysis and interpretation of data to understand your local populations, they are quite newish sets of skills for people who work in local authorities’
A survey of public service employers by Hay found that employers valued ‘soft skills’ such as communication as highly as technical skills when recruiting new staff (25). However, there is also a greater emphasis on what might be termed ‘hard’ skills around contracting and decommissioning. What is distinctive about these skills, perhaps, is not the distinction between ‘hard’ and ‘soft’ but between the techno-professional and the generic cross-sectoral.
These more generic skills in central and local government demand new types of integrated skills training. However higher education and other training and development and support continues to offer highly specialised and professional pathways that lead to particular professional qualifications (8). Post-qualification training remains focused on particular sectors. Those courses which look cross-sectorally tend to be leadership programmes
HR more engaged in strategic debate. Recruit people differently – values, through networks, not the usual MJ advert.
Challenge - Do recruitment practices get the right balance between generic and technical skills? How can people be recruited on the basis of values as well as skills?
....Builds a career which is fluid across sectors and services
People are unlikely to stay in one sector or service area for life and need portable skills that are valued in different settings. People need opportunities to learn and reflect on new skills, which may be through action learning, mentoring, job shadowing and sabbaticals rather than formal training: ‘People will have portfolio careers, working in different sectors, working for different people at the same time, not just sequentially. It’s not a job for life, or even for 5 years.’
One interviewee described it as a zigzag career path rather than the traditional linear one where people moved up the hierarchy
For some of the interviewees this portfolio career was felt to be a euphemism for race to the bottom employment practices in public service organisations that were rapidly shrinking in response to austerity (‘The weekly sound of handclapping for another leaving do’). However for others, there was a positive aspect to having a career which took in a number of different organisations and sectors. There was a recognition that in a complex delivery context public servants need to have a better understanding of the cultures and motivations of other agencies who have roles in achieving outcomes for citizens/
Talked about low trust and how working across orgs can tackle this.
Challenge - What opportunities can be created to encourage sabbaticals and secondments, into and out of the organisation?
...Combines an ethos of publicness with an understanding of commerciality
Ethics and values are changing as the boundaries of public service shift, with notions of the public sector ethos being eclipsed by an increased focus on commercialism, along with a wider focus on social value. One interviewee said, ‘Local government will need more private sector skills, more crossover of skills and people. If staff in local government don't have the commercial skills they won’t be employable. We have to help them get them.’ Another interviewee said: ‘I think there will be a fight between altruism and commercialism. We need managers who still care.’
Ppl working
Challenge: Is there a strong ethos of publicness and do staff know what it means to combine this with more commerciality?
in other sectors also had strong public sector ethos.
....Is rethinking public services to enable them to survive an era of perma-austerity
Perma-austerity is inhibiting and catalysing change, as organisations struggle to balance short-term cost-cutting and redundancies with a strategic vision for change. Some interviewees expressed this in very negative terms: ‘There’s a narrative of doom…..it’s all about survival’. For some interviewees the current ‘narrative of doom’ was inhibiting the organisation from moving forward. Some talked about a sense of loss and grief for the past; with organisations paralysed by the impact of the cuts, and unable to provide a new vision to work towards. As one put it, ‘No message of hope – leadership is putting council into survival mode by the language they’re using. Nobody is planning for post austerity.’ One interviewee spoke about the effect of losing large numbers of staff: ‘You hear the language of loss everywhere. I get affected by it.’
For others there was a potentially positive aspect to the financial context: ‘The cuts are forcing us to confront change. In public service, change doesn’t necessarily happen unless there is a crisis or a disaster, or it happens very slowly.’
Others commented that the enormity of the challenge needs to be recognized and responded to: ‘It’s not salami slicing because you wouldn’t have salami that big, it’s hacking things off. It’s about rethinking the role of the state in light of the changing economy, technology, the changing ways that people live their lives. The cuts are so big that we have to confront the questions we have been putting off: what is a library service, what is a leisure service? ‘
Challenge: are honest conversations going on about what the organisation can and can’t do in an era of austerity, and do people understand their own role in that future?
...Needs organisations which are fluid and supportive rather than silo-ed and controlling
Many of the organisations where our interviewees were located had been through recent restructuring and there was little appetite for more structural change. Nevertheless there was a feeling that the organisations were not necessarily fit for purpose: ‘We are trying to be 21st Century public servants in 19th Century organisations. There’s that constant struggle. Not only how do we change what the people are but also how do we change the organisations to allow the people to be what they need to be.’ This can be about addressing issues of organisational culture, rather than assuming that new structures will be the solution.
There was a recognition that the bureaucratic structure of government does not lend itself to engaging with partners and communities and that the culture needs to change – a real challenge for a large, traditional type of organisation with hierarchical structures. There was also a sense that public services need to harness technology better in order to enable more flexible working. Several interviewees made the point that as the younger generation enter the workforce they are less likely to want to be in an office from 9-5:
Effects of austerity on more relational aspect – move to call centres.
Challenge: are systems-based approaches being considered as an alternative to repeated cycles of organisational restructuring?
...Rejects heroic leadership in favour of distributed and collaborative models of leading
Hero leaders aren’t the answer. Rather than emphasising the charisma and control of an individual, new approaches focus on leadership as dispersed throughout the organisation. This could be about thinking about leadership at the front line in a way that crosses traditional service sectors: ‘We should offer a career in community leadership. The 21st century public servant should be able to cross organisational boundaries.’
This requires a fundamental culture change away from traditional command and control models of leadership to one in which leadership is distributed across organisations’ They argue that the concept of systems leadership (or collaborative leadership in the health service) replaces the traditional notion of the leader as the sole source of power and authority with a version of leadership which reflects the complexity of modern society and the decline of deference. Away from the fix it approach of the past.
Whilst recognising the need for this new type of leadership, interviewees questioned whether there were the right levers in place to make a change. Although some organisations are being explicit about the different types of leadership behaviours they want and recruiting to those competencies, the
traditional models of leadership and the associated ‘macho’ type behaviours still exist and tend to be rewarded within public sector.
Challenge: Leadership: what is being done to develop leadership at all levels of the organisation, and how is that being facilitated through incentives such as the appraisals system?
...Is rooted in a locality which frames their sense of loyalty and identity
The role of place in public service needs to be recognised: public service workers often have a strong loyalty to the neighbourhoods and towns/cities in which they work as well as an organisational loyalty. For some interviewees this was about staff being based in the locality: ‘Above a certain grade you should be required to live in [the council area], because you are making huge decisions on how people will live, work and spend their recreational time.’ For others it was about putting professional knowledge into an appropriate context for the locality: ‘Professionalism will be the death of local government. It’s that lack of ability to soften and shape stuff according to locality.’
Interviewees suggested that it was essential for public servants to ‘know and walk their patch’. One interviewee suggested that ‘Above a certain grade you should be required to live in the (council area), because you are making huge decisions on how people will live, work and spend their recreational time’. Living outside of the community, removed from the daily life of the area means that public servants may struggle to understand their residents.
With the move towards more commissioning rather than delivery, this sense of serving a place will become even more important. An interviewee suggested that this service to place should be the fundamental role of councils
Suggest this commitment to place – unique to public sector.
Challenge Place: how are feelings of identity and loyalty to place supported so that public servants feel like citizens of the place not just officers in an organisation?
...Reflects on practice and learns from that of others
The public service changes that we have set out here in which structures are fragmenting, citizens require authentic interactions, careers require much greater self-management, commerciality and publicness must be reconciled and expectations of leadership are dispersed across the organisation, requires time and space for public servants to reflect: ‘You need spaces where you take yourself apart and sort it out with the fact that the organisation is expecting you to glide along like a swan looking serenely happy with no mistakes whatsoever.’
New technologies are also creating new challenges for workers about how to manage boundaries and to work appropriately. Social media in particularly was seen as a great opportunity to engage with citizens in a different way, and one that public service organisations had not always embraced with sufficient creativity. Staff also reported concerns about how to manage the boundaries between professional and personal selves when using social media:
Challenge Do appraisal, mentoring and peer support give people scope for reflective practice, to share and learn from mistakes and to take on new challenges (such as using social media) in effective ways?