The document summarizes a meeting to launch a Community of Practice for Market Engagement. It includes an agenda with updates on the admin group and a draft 12-month work plan. The plan discusses ongoing activities like a monthly webinar series, developing an online knowledge sharing space, and 3 in-person learning exchanges over the next 2 years. Ideas are also sought for webinar topics and the next newsletter to engage more members in the community. Finally, the group's new LinkedIn space is introduced as a way for members to connect virtually.
The document outlines the objectives and process for transitioning a new executive body at an AIESEC local committee. The four main objectives are to ensure the new team has a shared vision, a strategic plan, the necessary skills, and facilitates integration into their new roles. The transition process involves skills training, reviewing past performance, developing a long-term vision and annual plan through a planning weekend. It aims to equip the new team to effectively lead the local committee through areas like exchange management, talent management and financial management.
This document provides information about a two-day leadership skills program for senior executives held in Dubai. The program focuses on developing skills like leadership style, motivation, decision-making, and ethical leadership. It involves simulations, exercises and assessments. Successful completion can earn credits towards degrees from an accredited US university. The target audience is presidents, CEOs, and other top-level executives seeking to enhance their leadership abilities.
Kathy Davanzo is a national speaker, trainer, and HR consultant. She provides keynotes and workshops to help participants develop their leadership skills. Her presentations incorporate stories, humor, and audience participation to create an interactive learning environment. Davanzo focuses on how generational influences are impacting leadership and work. She holds advanced degrees and is certified in various assessment tools. In her work, Davanzo emphasizes the need for organizations to develop their workforce and prepare for changing business realities.
This document provides a summary of Jane Graver's professional experience including founding and leading multiple successful companies and non-profit organizations over 23 years. She has experience in training, education, publishing, and software. Her accomplishments include building effective teams, raising funds, developing training programs, and growing membership and communities.
The ILGE PQ-21 Executive Education Diploma Programs are competency-based and conducted at the post-graduate level with a focus on helping executives, managers, and others at diverse organizational levels and functions become strong “leaders” capable of guiding their organizations to peak performance levels.
Today\'s leaders and their teams have immense responsibilities in their hands as their companies and organizations undergo significant changes. These intensive programs focus on building the most important ingredient for future success…..the enrichment and further development of the talents and in-born capabilities of current and future leaders in their organizations.
Today’s challenging work environments need "leaders" - not just "managers". These engaging and impactful programs help those participating become strong, agile, and empowering leaders. With increasing competition, a more demanding workforce, accelerating change, and increasing levels of stress, new leadership skills, mind-sets, and competencies need to replace obsolete ones. These Programs include challenging seminars designed specifically for the accomplished or high potential executive, manager, or professional. Their focus is to help participants reach their personal and corporate best. Lastly, these programs are one component of ILGE\'s new "PQ-21TM Change Model" that includes the "PQ-21TM Strategic Implementation Model (SIM)",
Weibo: Seven Steps to Better Corporate Reputation, Crisis Preparedness and Di...Burson-Marsteller China
Weibo: Seven Steps to Better Corporate Reputation, Crisis Preparedness and Digital Communications in China” outlines an actionable framework towards online reputation management, crisis preparedness and brand communications on weibo – from developing a social media strategy to measuring results.
The document summarizes free learning resources available to all Air Force employees through the Supervisor Resource Center. It outlines leadership training courses, reference materials, and audio/e-books that can be accessed online to help develop skills in areas like communication, coaching, and problem-solving. The SRC also contains a computer-based course called "The Supervision Decision" to help individuals prepare for becoming a supervisor by providing realistic insights from real supervisors.
CSC Computer Education Pvt. Ltd. - Company Profile Netscribes, Inc.
For the complete report, get in touch with us at : info@netscribes.com
CSC Computer Education Pvt. Ltd. offers a range of courses which includes Programming and Hardware programmes and Multimedia courses etc. The company runs a successful chain of over 375 centres across Southern India and Sri Lanka
The report begins with the basic facts about the company such as contact details, revenues, competitors, brief history, line of business and geographic reach among others. Business model of the company describes the rationale of how it creates, delivers, and captures value through its services offered Information about the company’s management side is also provided that details their names, designation, professional experiences, memberships of boards etc. Through SWOT analysis, the report highlights key internal factors that give the company advantage or disadvantage over its peers alongwith key external factors prevailing in the industry that may have favorable or unfavorable impact on the company’s operations. The report also covers the financial analysis of the company including the balance sheet, profit and loss a/c and the key ratios depicting the key financial figures for fiscal year 2007-10.
Industry Analysis provides top level understanding of the education sector in India with emphasis on Vocational Training segment. Market size, growth, key segments, growth drivers and trends are some of the foremost points covered in the analysis. The competitive landscape identifies key players of the industry drawing comparisons on parameters such as number of centres, geographic reach, service offerings etc. The company is benchmarked against its main competitors’ key financial ratios in the competitive benchmarking chapter.
The document outlines the objectives and process for transitioning a new executive body at an AIESEC local committee. The four main objectives are to ensure the new team has a shared vision, a strategic plan, the necessary skills, and facilitates integration into their new roles. The transition process involves skills training, reviewing past performance, developing a long-term vision and annual plan through a planning weekend. It aims to equip the new team to effectively lead the local committee through areas like exchange management, talent management and financial management.
This document provides information about a two-day leadership skills program for senior executives held in Dubai. The program focuses on developing skills like leadership style, motivation, decision-making, and ethical leadership. It involves simulations, exercises and assessments. Successful completion can earn credits towards degrees from an accredited US university. The target audience is presidents, CEOs, and other top-level executives seeking to enhance their leadership abilities.
Kathy Davanzo is a national speaker, trainer, and HR consultant. She provides keynotes and workshops to help participants develop their leadership skills. Her presentations incorporate stories, humor, and audience participation to create an interactive learning environment. Davanzo focuses on how generational influences are impacting leadership and work. She holds advanced degrees and is certified in various assessment tools. In her work, Davanzo emphasizes the need for organizations to develop their workforce and prepare for changing business realities.
This document provides a summary of Jane Graver's professional experience including founding and leading multiple successful companies and non-profit organizations over 23 years. She has experience in training, education, publishing, and software. Her accomplishments include building effective teams, raising funds, developing training programs, and growing membership and communities.
The ILGE PQ-21 Executive Education Diploma Programs are competency-based and conducted at the post-graduate level with a focus on helping executives, managers, and others at diverse organizational levels and functions become strong “leaders” capable of guiding their organizations to peak performance levels.
Today\'s leaders and their teams have immense responsibilities in their hands as their companies and organizations undergo significant changes. These intensive programs focus on building the most important ingredient for future success…..the enrichment and further development of the talents and in-born capabilities of current and future leaders in their organizations.
Today’s challenging work environments need "leaders" - not just "managers". These engaging and impactful programs help those participating become strong, agile, and empowering leaders. With increasing competition, a more demanding workforce, accelerating change, and increasing levels of stress, new leadership skills, mind-sets, and competencies need to replace obsolete ones. These Programs include challenging seminars designed specifically for the accomplished or high potential executive, manager, or professional. Their focus is to help participants reach their personal and corporate best. Lastly, these programs are one component of ILGE\'s new "PQ-21TM Change Model" that includes the "PQ-21TM Strategic Implementation Model (SIM)",
Weibo: Seven Steps to Better Corporate Reputation, Crisis Preparedness and Di...Burson-Marsteller China
Weibo: Seven Steps to Better Corporate Reputation, Crisis Preparedness and Digital Communications in China” outlines an actionable framework towards online reputation management, crisis preparedness and brand communications on weibo – from developing a social media strategy to measuring results.
The document summarizes free learning resources available to all Air Force employees through the Supervisor Resource Center. It outlines leadership training courses, reference materials, and audio/e-books that can be accessed online to help develop skills in areas like communication, coaching, and problem-solving. The SRC also contains a computer-based course called "The Supervision Decision" to help individuals prepare for becoming a supervisor by providing realistic insights from real supervisors.
CSC Computer Education Pvt. Ltd. - Company Profile Netscribes, Inc.
For the complete report, get in touch with us at : info@netscribes.com
CSC Computer Education Pvt. Ltd. offers a range of courses which includes Programming and Hardware programmes and Multimedia courses etc. The company runs a successful chain of over 375 centres across Southern India and Sri Lanka
The report begins with the basic facts about the company such as contact details, revenues, competitors, brief history, line of business and geographic reach among others. Business model of the company describes the rationale of how it creates, delivers, and captures value through its services offered Information about the company’s management side is also provided that details their names, designation, professional experiences, memberships of boards etc. Through SWOT analysis, the report highlights key internal factors that give the company advantage or disadvantage over its peers alongwith key external factors prevailing in the industry that may have favorable or unfavorable impact on the company’s operations. The report also covers the financial analysis of the company including the balance sheet, profit and loss a/c and the key ratios depicting the key financial figures for fiscal year 2007-10.
Industry Analysis provides top level understanding of the education sector in India with emphasis on Vocational Training segment. Market size, growth, key segments, growth drivers and trends are some of the foremost points covered in the analysis. The competitive landscape identifies key players of the industry drawing comparisons on parameters such as number of centres, geographic reach, service offerings etc. The company is benchmarked against its main competitors’ key financial ratios in the competitive benchmarking chapter.
The document discusses the world's 40 best directors and provides brief descriptions of several directors. It begins by discussing David Lynch as the most important current filmmaker known for surreal films that take audiences to strange worlds. It then briefly profiles Martin Scorsese, the Coen brothers, Steven Soderbergh, Terrence Malick, Abbas Kiarostami, Errol Morris, Hayao Miyazaki, David Cronenberg, Terence Davies, and others known for their unique and influential directorial styles across different genres and countries.
Publishing Technology CEO George Lossius explains why the semantic web is integral to the future of publishing.
First presented as part of Tools of Change Frankfurt's Metadata Future's conference, George's presentation is a comprehensive overview of the semantic web for publishers.
Seamless link from telemetry implants to emka TECHNOLOGIES software suite
easyMATRIX reads signal from implants simply connecting to your existing receivers and to your computer through USB. Directly record fully calibrated data with iox2 acquisition software: OpenART is not required.
Marilyn Monroe and Charles Chaplin were famous Hollywood actors. Monroe began as a model and had breakthrough roles in 1950 films. Chaplin was a renowned British actor, director, and composer who was famous for his Tramp character. The camera obscura, an early optical device, helped develop photography and eventually led to pinhole cameras and the first motion picture cameras. Nanook of the North was one of the earliest feature films. In the 1920s, five major film studios dominated Hollywood production: Warner Bros., Paramount, RKO, MGM, and 20th Century Fox. Three smaller studios were also important: Universal, United Artists, and Columbia Pictures.
The document provides biographical information about several famous actresses:
Katharine Hepburn was born in 1907 in Connecticut and studied at Bryn Mawr College. She won four Academy Awards, three BAFTAs and eight Golden Globes.
Marilyn Monroe was born in 1926 in Los Angeles. She won Photoplay Awards, BAFTAs and Golden Globes but died young from a drug overdose in 1963.
Audrey Hepburn was born in Belgium in 1929 and studied ballet. She pursued an acting career that led to wins including two Oscars and three BAFTAs. She died of cancer in 1993 in Switzerland.
Ingrid Bergman was born in 1915 in
This document describes a wireless telemetry system called rodentPACK2 that is used to acquire EEG and other biopotential and physiological data from rodents. It consists of a permanently implanted skull connector, a transmitter connected during recordings, and a receiver that can monitor up to 4 animals simultaneously. The system transmits up to 9 signals including EEG, ECG, temperature and activity data. Accompanying software allows sleep scoring, seizure detection, and power spectral analysis of the EEG data. Video can also be integrated to observe associated behaviors.
This document summarizes key concepts from a presentation on investing myths and truths. It discusses four common investing myths: stock picking ability, using past performance to predict future returns, market timing, and overlooking costs. It then introduces the concept of free market portfolio theory as an evidence-based alternative grounded in decades of academic research. Free market portfolio theory incorporates the ideas that free markets generally price assets correctly, modern portfolio theory principles of diversification, and the three-factor model for explaining returns.
This document provides a quarterly review of the PresenTense Group's programs and metrics from January to May 2012. It discusses progress and challenges for their Community Entrepreneur Partnership programs in North America and Israel, as well as their PTSchool seminars. Key highlights include successful launches of new CEPs in multiple cities, exceeding metrics for trainer participation, and challenges around balancing client prices and relations. The review concludes with next steps to improve programs based on feedback and ensure future success.
HR achieved several goals in 2012, including successfully setting bonus targets with minimal changes and providing online training courses to 300 employees globally on topics like communication, leadership, and ethics. An employee satisfaction survey was conducted and results were shared with management, who are working on action plans. A pilot program was also launched to develop graduates from Asia Pacific and eventually return their skills to the region.
The document outlines recommendations to address issues with the Project Aerial case study. It proposes establishing an Advanced Technology Council and coaching for Emma to improve decision making. Cross-functional teams would be created and a new meeting structure implemented with a focus on building communities, leadership skills, and transparent decision making. A timeline roadmap outlines hiring coaches and project managers before implementing the recommendations.
The document outlines strategies for implementing a performance excellence approach across RHCs to achieve performance improvement targets. It defines performance excellence as a systematic methodology and tools to deliver excellence in all operations. A multi-step process is described to build awareness, with implementation beginning in early 2012 and measures of success focusing on completing training and achieving savings identified in budgets. Standard project charter and financial impact analysis forms were also endorsed to monitor performance excellence projects.
The JEDI (Job Enrichment & Development Initiative) Program provides career development opportunities for Kforce Global Solutions employees. It aims to help resources explore career paths through competency enhancement, mentoring, on-the-job training, and preparation for possible advancement. The objectives are to create mentoring opportunities, increase bench strength through development, and provide professional and personal growth. The program involves selecting resources based on criteria like tenure and intent, then providing competency profiling, career pathing, on-the-job shadowing, and performance evaluations. Service level agreements define expected skills for positions like Team Leaders and Project Managers. Resources are encouraged to actively engage in and provide feedback on their JEDI experience.
The document discusses Active Personal Development Plans (PDPs) as a priority for 2019. It outlines two phases for PDP efforts - having PDPs in place by April 30th and ensuring 50% of PDP goals are completed by November 30th. Resources and tools to support effective PDP goal setting are also provided, including how to write SMART goals and examples of goals addressing relationship building and empowering others. A variety of training programs, the Learning Guide, myCareer Zone, and Skillsoft Library are recommended to help associates develop PDPs and monitor progress throughout the year.
The document outlines Burnsville-Eagan-Savage Public Schools' proposed Professional Pay (Pro-Pay) plan for 2012-2013. Pro-Pay aims to provide opportunities for teachers to grow professionally and receive compensation through building goals, collaborative team goals, personalized professional development plans, and observations/coaching. It explains the components and expectations of Pro-Pay and how it aligns with district and school improvement efforts. Important dates are listed for informational meetings and potential votes on approving Pro-Pay.
Provides an overall project summary which includes prepare their people leader’s role in the company’s learning culture, strengthening the leader’s abilities to support the Future of Work skill development of their team members. It also includes a project overview (objectives, planning assumptions, design concept, project outline, basic evaluation plan, and change management plan
The document outlines Jean Philippe Louis Jean's long term, medium term, and short term vision and plans to start a consulting firm focused on decision making support and information systems auditing for small and medium enterprises over the next 5 years. The plans include completing a Doctorate in Information Systems Resource Management, developing expertise in decision analysis tools, and performing a feasibility study to start the consulting firm within 1 year.
How Does Performance Support Change a Learning OrganizationOntuitive
The document summarizes a webinar series on performance support and how it changes learning organizations. The webinars will cover topics like how performance support impacts roles like CLOs and instructional designers. It will also explore implementing a performance support solution, including analyzing needs, mapping workflows, defining learning assets, and measuring impact. The webinars advocate a systematic approach called LEaP design to produce support solutions that are contextual, scalable, and integrated with other learning.
The continuous improvement cycle document outlines a process for ongoing evaluation and improvement of student learning, operations, planning, and stakeholder engagement. Key components include collecting inputs like resources, data, and staff time to inform school processes and drive outcomes in areas such as learning, operations, and satisfaction. It emphasizes using data to monitor variability and make adjustments.
The document discusses the world's 40 best directors and provides brief descriptions of several directors. It begins by discussing David Lynch as the most important current filmmaker known for surreal films that take audiences to strange worlds. It then briefly profiles Martin Scorsese, the Coen brothers, Steven Soderbergh, Terrence Malick, Abbas Kiarostami, Errol Morris, Hayao Miyazaki, David Cronenberg, Terence Davies, and others known for their unique and influential directorial styles across different genres and countries.
Publishing Technology CEO George Lossius explains why the semantic web is integral to the future of publishing.
First presented as part of Tools of Change Frankfurt's Metadata Future's conference, George's presentation is a comprehensive overview of the semantic web for publishers.
Seamless link from telemetry implants to emka TECHNOLOGIES software suite
easyMATRIX reads signal from implants simply connecting to your existing receivers and to your computer through USB. Directly record fully calibrated data with iox2 acquisition software: OpenART is not required.
Marilyn Monroe and Charles Chaplin were famous Hollywood actors. Monroe began as a model and had breakthrough roles in 1950 films. Chaplin was a renowned British actor, director, and composer who was famous for his Tramp character. The camera obscura, an early optical device, helped develop photography and eventually led to pinhole cameras and the first motion picture cameras. Nanook of the North was one of the earliest feature films. In the 1920s, five major film studios dominated Hollywood production: Warner Bros., Paramount, RKO, MGM, and 20th Century Fox. Three smaller studios were also important: Universal, United Artists, and Columbia Pictures.
The document provides biographical information about several famous actresses:
Katharine Hepburn was born in 1907 in Connecticut and studied at Bryn Mawr College. She won four Academy Awards, three BAFTAs and eight Golden Globes.
Marilyn Monroe was born in 1926 in Los Angeles. She won Photoplay Awards, BAFTAs and Golden Globes but died young from a drug overdose in 1963.
Audrey Hepburn was born in Belgium in 1929 and studied ballet. She pursued an acting career that led to wins including two Oscars and three BAFTAs. She died of cancer in 1993 in Switzerland.
Ingrid Bergman was born in 1915 in
This document describes a wireless telemetry system called rodentPACK2 that is used to acquire EEG and other biopotential and physiological data from rodents. It consists of a permanently implanted skull connector, a transmitter connected during recordings, and a receiver that can monitor up to 4 animals simultaneously. The system transmits up to 9 signals including EEG, ECG, temperature and activity data. Accompanying software allows sleep scoring, seizure detection, and power spectral analysis of the EEG data. Video can also be integrated to observe associated behaviors.
This document summarizes key concepts from a presentation on investing myths and truths. It discusses four common investing myths: stock picking ability, using past performance to predict future returns, market timing, and overlooking costs. It then introduces the concept of free market portfolio theory as an evidence-based alternative grounded in decades of academic research. Free market portfolio theory incorporates the ideas that free markets generally price assets correctly, modern portfolio theory principles of diversification, and the three-factor model for explaining returns.
This document provides a quarterly review of the PresenTense Group's programs and metrics from January to May 2012. It discusses progress and challenges for their Community Entrepreneur Partnership programs in North America and Israel, as well as their PTSchool seminars. Key highlights include successful launches of new CEPs in multiple cities, exceeding metrics for trainer participation, and challenges around balancing client prices and relations. The review concludes with next steps to improve programs based on feedback and ensure future success.
HR achieved several goals in 2012, including successfully setting bonus targets with minimal changes and providing online training courses to 300 employees globally on topics like communication, leadership, and ethics. An employee satisfaction survey was conducted and results were shared with management, who are working on action plans. A pilot program was also launched to develop graduates from Asia Pacific and eventually return their skills to the region.
The document outlines recommendations to address issues with the Project Aerial case study. It proposes establishing an Advanced Technology Council and coaching for Emma to improve decision making. Cross-functional teams would be created and a new meeting structure implemented with a focus on building communities, leadership skills, and transparent decision making. A timeline roadmap outlines hiring coaches and project managers before implementing the recommendations.
The document outlines strategies for implementing a performance excellence approach across RHCs to achieve performance improvement targets. It defines performance excellence as a systematic methodology and tools to deliver excellence in all operations. A multi-step process is described to build awareness, with implementation beginning in early 2012 and measures of success focusing on completing training and achieving savings identified in budgets. Standard project charter and financial impact analysis forms were also endorsed to monitor performance excellence projects.
The JEDI (Job Enrichment & Development Initiative) Program provides career development opportunities for Kforce Global Solutions employees. It aims to help resources explore career paths through competency enhancement, mentoring, on-the-job training, and preparation for possible advancement. The objectives are to create mentoring opportunities, increase bench strength through development, and provide professional and personal growth. The program involves selecting resources based on criteria like tenure and intent, then providing competency profiling, career pathing, on-the-job shadowing, and performance evaluations. Service level agreements define expected skills for positions like Team Leaders and Project Managers. Resources are encouraged to actively engage in and provide feedback on their JEDI experience.
The document discusses Active Personal Development Plans (PDPs) as a priority for 2019. It outlines two phases for PDP efforts - having PDPs in place by April 30th and ensuring 50% of PDP goals are completed by November 30th. Resources and tools to support effective PDP goal setting are also provided, including how to write SMART goals and examples of goals addressing relationship building and empowering others. A variety of training programs, the Learning Guide, myCareer Zone, and Skillsoft Library are recommended to help associates develop PDPs and monitor progress throughout the year.
The document outlines Burnsville-Eagan-Savage Public Schools' proposed Professional Pay (Pro-Pay) plan for 2012-2013. Pro-Pay aims to provide opportunities for teachers to grow professionally and receive compensation through building goals, collaborative team goals, personalized professional development plans, and observations/coaching. It explains the components and expectations of Pro-Pay and how it aligns with district and school improvement efforts. Important dates are listed for informational meetings and potential votes on approving Pro-Pay.
Provides an overall project summary which includes prepare their people leader’s role in the company’s learning culture, strengthening the leader’s abilities to support the Future of Work skill development of their team members. It also includes a project overview (objectives, planning assumptions, design concept, project outline, basic evaluation plan, and change management plan
The document outlines Jean Philippe Louis Jean's long term, medium term, and short term vision and plans to start a consulting firm focused on decision making support and information systems auditing for small and medium enterprises over the next 5 years. The plans include completing a Doctorate in Information Systems Resource Management, developing expertise in decision analysis tools, and performing a feasibility study to start the consulting firm within 1 year.
How Does Performance Support Change a Learning OrganizationOntuitive
The document summarizes a webinar series on performance support and how it changes learning organizations. The webinars will cover topics like how performance support impacts roles like CLOs and instructional designers. It will also explore implementing a performance support solution, including analyzing needs, mapping workflows, defining learning assets, and measuring impact. The webinars advocate a systematic approach called LEaP design to produce support solutions that are contextual, scalable, and integrated with other learning.
The continuous improvement cycle document outlines a process for ongoing evaluation and improvement of student learning, operations, planning, and stakeholder engagement. Key components include collecting inputs like resources, data, and staff time to inform school processes and drive outcomes in areas such as learning, operations, and satisfaction. It emphasizes using data to monitor variability and make adjustments.
Here are the prompts for today's 60 second lecture:
- Summarize your team's discussion about how to deepen learning through collaborative teams.
- Share one insight or "aha" your team discussed regarding next steps.
You have 60 seconds to stand on one leg and share! Go!
This document provides an orientation for team leaders and community partners for a new service-learning program. It outlines a shift from a traditional structure to a more self-directed model. Key aspects of the new program include student self-enrollment in community partner sites, team-based work, and an iterative process for creating a final deliverable for the community partner. The orientation covers preparing for an orientation day, site selection, team building activities, developing a final project, and assessing student learning outcomes.
This document discusses talent management processes at an organization in Indonesia. It covers defining talent management, conducting talent reviews, developing learning and development programs, and gathering feedback. The key steps are:
1. Conducting regular talent reviews to assess employee performance, goals, development needs and support required.
2. Using data from talent reviews and surveys to identify common development areas and design learning programs.
3. Implementing a variety of learning and development activities including mentoring, learning circles, seminars and virtual spaces.
4. Gathering feedback on learning programs and tracking metrics like attendance, satisfaction rates, and performance/skill growth to evaluate effectiveness.
The document discusses the re-design of the Provincial Instructor Diploma Program (PIDP) in Canada. It provides background on the existing PIDP program which started in 1978 and outlines the process undertaken for the re-design, including a program review in 2008 that recommended moving to an outcomes-based curriculum and updating course content. It describes steps taken in the re-design process in 2008-2009, including visioning sessions and a mapping exercise to define program outcomes and content. It also discusses considerations around change management, including the roles of transformational vs. transactional leadership at different levels. By October 2010, the re-design process had moved the PIDP program forward with a new map outlining intended roles,
The Fab5 team aims to develop a youth mentoring program called the "Total Package Program" targeting grades 6-8. The program will focus on developing 10 life skills through mentors and community leaders as role models. The team will create an orientation program for a local school, developing the curriculum, recruiting volunteers, and gathering feedback to benchmark student progress. The team will meet bi-weekly and make decisions by consensus, communicating via meetings, email and message boards.
The newsletter provides an overview of Globalinx Corp.'s activities in Q1 2013 and plans for the future. Key points include:
1) Globalinx saw increased demand in 2012 for cross-cultural training and will continue focusing on developing these programs.
2) In 2013, Globalinx will offer its management seminars publicly for the first time and expand its eLearning offerings.
3) The president expresses excitement about reaching a wider audience and providing essential skills for global business.
The document discusses making professional development and review (PR&D) conversations meaningful by focusing on preparation, reflection, and setting concrete goals. It provides guidance for both the individual being reviewed and the reviewer to thoughtfully consider strengths, needs, and impact on student outcomes when planning future professional development activities and evaluating their effectiveness. The goal is to have a meaningful discussion that supports the development of the individual and positively impacts student learning.
The document provides a summary of a leadership development program called the Senior Leadership Development Program (SLDP) delivered by I Train Consultants for World Vision Bangladesh.
The key points covered are:
- The program included assessments, workshops, coaching and projects to develop leadership skills of 30 mid to senior level professionals over 1 year.
- Feedback from participants was overwhelmingly positive, averaging 94%.
- Participants implemented projects focusing on areas like improving processes, upskilling teams, and increasing community engagement. Many projects were successfully completed.
- Facilitators observed significant development and a willingness to learn and implement skills among participants. They recommend more focused sessions for future programs.
KM SHOWCASE 2019 - Lessons from the IFC - Kemal CakiciKM Institute
The document discusses an organization's efforts to systematically capture and share lessons learned from projects and mistakes. It outlines challenges such as lessons not being captured systematically, lack of incentives for sharing lessons, and lessons being fragmented and difficult to find. It then details various initiatives and programs the organization has implemented over time to address these challenges, including knowledge packages, learning weeks, and a lessons learned wizard. Key lessons are that organizational culture and leadership support are important for knowledge sharing, and new technologies like artificial intelligence open opportunities but quality and easy access remain challenges. Metrics for evaluating the impact of lessons captured and applied are also discussed.
Using the Strengthening the Dairy Value Chain project in Bangladesh, CARE makes the business case for why empowering women farmers is not only essential for improving social and economic outcomes but an effective way to strengthen supply chains.
The document summarizes growth in various engagement metrics for an organization's community of practice from Q3 FY13 to Q1 2013. It shows substantial increases, from 480% to 1921%, across webinars, learning visits, LinkedIn groups, listservs, and webpage tools. Content available also increased from 70% to 140% over the periods shown for publications, videos, and presentations. Views and downloads grew significantly over the same time frame for YouTube, Slideshares and Flickr. Membership in engagement channels also increased between 9-49% in the periods shown. Statistics for an e-course show growing participation levels each quarter from Q1 2012 to Q1 2013.
Esta presentacion se trata del tema de micro finanza inclusiva rural y su rol en una estrategia de graduación de los programas públicos de transferencias monetarias condicionales.
Las transferencias monetarias condicionales son una características de las políticas públicas de muchos de los países de América Latina y, mientras han tenidos impactos importantes en la lucha a la pobreza y en la distribución de renda, encontrar una estrategia de salida es uno de los principales desafíos. Esta también es la situación en Perú con el programa de transferencias “Juntos”.
CARE Perú a partir del programa de inclusión financiera PUMRI (financiado por Barclays) que trabaja con las mujeres beneficiarias de Juntos , ha testado un modelo de estrategia de graduación, y que fue utilizado para hacer incidencia con el Gobierno para que adopte estrategias de graduación de la pobreza a nivel nacional.
The document discusses CARE's strategies for engaging the private sector. It outlines CARE's focus areas in Asia, including engaging workers, value chain distribution, and aggregation. It also discusses CARE's roles and responsibilities, innovation methodology, challenges engaging the private sector, and examples from CARE Vietnam. The overall aim is to contribute to CARE's impact goals through long-term partnerships with the private sector.
Resumen: CARE Bolivia ha desarrollado un modelo de intervención y un manual para capacitar los Gobiernos Municipales en tema de Desarrollo Económico e implementar la ley de descentralización administrativa y las competencias municipales de en el DS 28421 de una manera que sea favorable al desarrollo rural inclusivo. CARE Bolivia ha desarrollado en modelo en la región amazónica – en Pando – lo ha adaptado a la región endina en Chuquisaca, sistematizado, testado, y ahora fue formalmente avalado por el Gobierno central y está en fase piloto en dos municipios en Chuquisaca antes de ser llevado a escala.
Los temas de desarrollo ecoómico y gobernabilidad tienen importantes sinergias que CARE Bolivia está apalancandoy el modelo de CARE Bolivia está siendo mejorado para fortalecer la componente de igualdad de género.
This presentation highlights the joint effort that CARE and Practical Action have undertaken in Peru to reach the extremely poor with extension services. CARE's private sector model for technical assistance provision and Practical Action's Kamayoq model have both been highly successful and offer a strategy for reaching the poorest smallholder farmers with inputs and education to better agricultural and livestock value chains.
This presentation focuses on the role of Multi-Stakeholder Platforms (MSPs) and the importance of private sector engagement in CARE Ethiopia's GRAD program. MSPs are an innovative tool used by CARe to build relationships among all the stakeholders and develop and improve the program's interventions.
Una presentacion sobre el proyecto SDVC en Bangladesh (Cadena de Valor de los Lácteos Sustentable). Este proyecto constituye un ejemplo muy valuable de aplicación de los principios programáticos de articulación a mercados con un enfoque de cadenas de valor, y además de los impresionantes resultados en términos de números de productores alcanzados, mejoras en los ingresos y empoderamiento de las mujeres, tiene algunas metodologías y modelos de actuación innovadores y bien formalizados que pueden ser replicados o adaptados a otros contextos, incluyendo en América Latina. Por ejemplo: la red de tiendas e insumos agrícolas organizada en micro franquías, los asocios con el sector privado dentro de la cadena, las herramientas de organización y auto-monitoreo de las asociaciones de productoras/es, los sistemas de M&E, entre otros.
This presentation from the International Food Policy Research Institute (IFPRI) provides an overview of the CARE Strengthening the Dairy Value Chain Project impact evaluation design.
The document summarizes a meeting agenda for a Community of Practice on Market Engagement. The agenda discusses: recapping a recent learning event in Bangladesh; reviewing thematic focuses and priorities; discussing the roles of champions and administrators in guiding the next phase; and following up on discussions from Bangladesh. It also outlines the CoP's workplan and learning agenda topics like food security, women's empowerment, and corporate partnerships. Finally, it proposes defining roles for CoP members, champions, listeners, and the admin team to support the community.
Our presentation on producer group mobilization for the Strengthening the Dairy Value Chain project in Bangladesh, delivered at the Market Engagement and Learning Event, September 2012.
This presentation on microfranchising dairy input shops for SDVC in Bangladesh was delivered at the Market Engagement and Learning Event, September 2012.
The document describes barriers facing milk producers and processors in existing marketing channels and the informal sector. It then outlines how SDVC has responded by promoting producer groups, establishing collection points, training collectors, facilitating connections between producers and processors, and introducing digital testing to improve transparency. The DFT model introduced by CARE overcomes issues by testing milk at the village level, aggregating and transporting it securely, and using digital testing at chilling plants. SDVC has also integrated women by developing community collection and supporting women as dairy collectors.
Our presentation on M&E for the Strengthening the Dairy Value Chain project in Bangladesh, delivered at the Market Engagement and Learning Event, September 2012.
This presentation shares CARE Peru's experience promoting the establishment of independent, private sector service providers in various agricultural value chains.
The document summarizes lessons learned from an experience sharing activity on technical assistance providers (TAPs) in Peru. Key points include: strengthening partnerships to guarantee quality and access to new technologies; ensuring community TAP models offer long-term guarantees; adding leadership training to TAP curricula; and maintaining TAP independence from political cycles and private sector influence while exploring business opportunities. Success rates for TAP enterprises were noted to be lower than for community TAPs. The role of TAPs in promoting gender equality was also highlighted.
- Views of videos on YouTube and presentations on SlideShare increased significantly from the first half of 2012 to the second half. Downloads of SlideShare presentations also increased.
- Website activity and engagement on platforms like LinkedIn and a Yahoo group increased substantially, as documented by higher member counts and levels of participation.
- Analytics of recent emails sent by Constant Contact showed that open rates and click through rates were up while bounce backs were down, indicating greater engagement.
The document summarizes the Strengthening the Dairy Value Chain (SDVC) project in Bangladesh, which aims to address inefficiencies in the dairy sector by working with farmers, collectors, shops and processing plants. A key component is Krishi Utsho, a franchise of agro input shops serving over 20,000 farmers per month. While the project has led to increased milk production and sales, challenges remain around partnering with private suppliers, shop financing, and establishing the Krishi Utsho brand. The document discusses various options to help overcome these challenges and further scale up the project.
The SDVC project aimed to strengthen the dairy value chain in Bangladesh to increase incomes for smallholder households, 50% of which were women. The project found that (1) learning groups with high percentages of women members and female leaders had the highest incomes, (2) households where women owned cattle and made selling decisions had higher incomes, and (3) female livestock workers with training achieved higher income increases than men. The project used tools like focus groups and surveys to measure changes in women's empowerment over time, finding an increase in cattle ownership. Moving forward, the project aims to ensure infrastructure supports women's participation and helps women engage in new roles along the value chain while involving men in empowerment efforts.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
2. Agenda
• Review of the previous champions meeting
conclusions
• Admin group update
• Draft 12 months plan review
• Collecting inputs for webinar series / ED newsletters
• The new virtual Space in LinkedIn
3. Agenda
• Review of the previous champions meeting
conclusions
• Admin group update
• Draft 12 months plan review
• Collecting inputs for webinar series / ED newsletters
• The new virtual Space in LinkedIn
4. Summary from our last call
• 11 participants from 8 countries
• Learning Themes. Three themes / activities were committed to and others
discussed. The committed themes / activities are:
– M&E Guide Webinar Series – Timeline - Feb / March 2012. Lead – Christian
– M&E Indicator Development - Timeline – Feb – June 2012. Lead – Gianluca
– Newsletter Development – Timeline – Feb 2012. Lead – Christian
• Other learning interests to be explored / activities to be advanced before
the this call included:
– Target member survey of interests – Saif and others raised the point that this
needs to be closely tied to people’s interests. So, we need to determine more
clearly what those are.
– Privates Sector Engagement How To – Growing out of experiences of PSWG in
Asia
– Gender and Economic Empowerment – Raised by a number of participants as
an area of interest
– Market Engagement and Climate Change - Raised by a number of participants
as an area of interest
5. Next steps from our last call
• CIUK to share their thinking with the Admin group
after their 'no fly,' week.
• Admin team to recruit additional members
• Admin team to start developing 12-month activity
plan
• Set up next meeting to review activity plan
• Advance select foundational learning opportunities
in tandem with activity plan development to
generate additional momentum
6. Agenda
• Review of the previous champions meeting
conclusions
• Admin group update
• Draft 12 months plan review
• Collecting inputs for webinar series / ED newsletters
• The new virtual Space in LinkedIn
7. Update on Admin Group
• After a consultation, from CIUK side for the moment
only Gianluca will be part of the admin group, but
strong interest from other members as champions
(e.g. Alexa Roscoe around WE)
• Updated composition of the core admin group: Tim
Bishop; Tess Bayombong, Fabienne
Pouyadou, Vianney Sauvage, Andrea Lindores, Saif
Islam; Christian Pennotti, Melissa
Reichwage, Gianluca Nardi
8. Agenda
• Review of the previous champions meeting
conclusions
• Admin group update
• Draft 12 months plan review
• Collecting inputs for webinar series / ED newsletters
• The new virtual Space in LinkedIn
9. Draft Workplan
Recapping Last Meeting
Activities Dates Lead Support Status Actions required
In progress,
Feb – May GN, Admin Collect more feedback from
Finalize work plan with input from core team 2012 CP Group
almost
completed admin group and finalize
LinkedIn Space created,
Open the Virtual Space for Interaction (LinkedIn?) and Feb – May GN, Admin LinkedIn
2012 MR Group Space created
need entry survey, define a
populate it
name for the CoP!!
Develop and announce CoP launch in Fall / Winter Feb – May CP, Compose and insert CoP
In progress
newsletter 2012 MR announcement in Newsletter
Build momentum, broaden reach and identify prospective
Admin Reach out to individual CoP
CoP members, champions and listeners by piloting concept Feb – May CP, Email request
Group, members and make an event
of a monthly learning series including “CARE Talk,” email 2012 MR ?
Champions
sent out
/ articles plan
blast and global webinar
Gather input from potential / actual CoP members on FY13 First inputs Reach out to individual CoP
Feb – May Tess, Admin gathered
learning priorities through formal and informal input to craft 2012 TB Group during group
members and consolidate
a learning agenda calls feedback
Admin Reach out to individual CoP
Identify and consolidate potential resources for CoP support Feb – May
2012
Tess Group, Not started yet members and consolidate
to incorporate into FY13 AOPs. Champions feedback
Host in-person learning event(s) in late-June for most ardent Admin Identify opportunities and
Feb – May Not Started
prospective members and champions to define FY 13 2012
TB, SI Group,
yet
resources for local learning
priorities Champions events, organize
Learning
Plan and execute at least one in-person learning exchange GN, Admin Exchange
Feb – May Learning Exchange executed
dedicated to market engagement / value chain programming 2012
CP, Group, executed in
TB? Champions Peru and Sri in Peru and Sri Lanka?
for CoP members
Lanka?
10. Recapping Workplan
Draft Last Meeting
Activities Dates Lead Support Status actions required
Plan and execute at least 3 in-person learning exchanges Admin
dedicated to market engagement / value chain programming June 2012 – GN, + Group, Not Started Need brainstorming session
for CoP members. June 2014 SI Champions yet and identifying resources
Continue monthly learning series including “CARE Talk,” Admin
Need to continue collecting
email blast and global webinar if initial pilot in FY12 is June 2012 – CP, Group, Not Started inputs from CoP members
successful. June 2015 MR ? Champions yet and organize
Admin
Need to continue collecting
June 2012 – Group, Not Started inputs from CoP members
Continue disseminating weekly SEAD Chat updates. June 2016 MR Champions yet and consolidate
Develop online space for knowledge product dissemination June 2012 – Not Started Need to define platform,
and to enable spontaneous learning / exchange. June 2017 TBD yet define needed IT support
Admin
Need to identify volunteers,
Identify task forces to jointly develop 4 knowledge products June 2012 – Group, Not Started collect inputs from the CoP,
to support the global learning agenda. June 2018 SI Champions yet make action plan
CP = Christian Pennotti
GN = Gianluca Nardi
MR = Melissa Reichwage
Tess = Tess Bayambong
TB = Tim Bishop
SI = Saif Islam
11. Agenda
• Review of the previous champions meeting
conclusions
• Admin group update
• Draft 12 months plan review
• Collecting inputs for webinar series / ED newsletters
• The new virtual Space in LinkedIn
12. Ideas for webinar series?
• Presentation of the new market engagement M&E
guide - April?
• Presentation of the learned lessons from the Peru
exchange of experiences on Technical Assistance
Providers (PATs) – April - May?
• E-discussion around proposed ME impact and
outcome indicators and webinar - June?
• Webinar around Sri Lanka tea plantations exchange
of experiences?
• More??
14. Agenda
• Review of the previous champions meeting
conclusions
• Admin group update
• Draft 12 months plan review
• Collecting inputs for webinar series / ED newsletters
• The new virtual Space in LinkedIn
15. Created a new LinkedIn Group
• Small entry survey
• Need to introduce yourselves
• Christian’s presentation!!!
• Please get in touch with Christian Pennotti, Melissa
Reichwage, Gianluca Nardi