Allegheny Valley School is a non-profit organization established in 1960 to care for children with intellectual and developmental disabilities. It has since grown to serve over 900 children, adults, and seniors across 9 Pennsylvania counties. In 2008, it was acquired by NHS Human Services. The organization is committed to providing quality programs and facilities to help those with disabilities reach their full potential.
Nexus is launching a new initiative to build up our leaders at every level of the organization. Read about our sites' recent happenings and great youth events – plus, this is the first issue to include PATH updates!
- Rosie's Place promoted 4 young staff members to supervisor positions for the first time as the organization was growing rapidly. They partnered with Third Sector New England to develop a cohort-based professional development program for the new managers.
- The program consisted of 6 monthly meetings facilitated by a consultant where the managers built trust, learned management skills, and problem-solved as a group.
- The managers found the experience extremely valuable for building confidence and skills in their new roles, and continuing the group on their own after the program ended. Their growth benefited both themselves and the continued success of Rosie's Place.
This document provides a summary of Stacey A. Saunders' experience and qualifications. Over her 33 year career, she has held various leadership roles in non-profits, government agencies, and as an international consultant focused on child welfare systems. She has expertise in areas like strategic planning, program development, data analysis, facilitation, training and coaching. Testimonials highlight her strengths in driving transformational change through collaboration, creative solutions, and empowering others to continue progress.
Multi-agency collaboration is critical for community-wide impact by improving system outcomes, relationships with stakeholders, effective use of resources, community health, and organizational mission and clarity. The document advertises Beth Bordeaux and her company, GTM Evaluation & Planning, Inc., which provides strategic planning and evaluation services to help non-profits, communities, and organizations collaborate for greater impact through assessment, facilitation, and developing solutions.
This document discusses developing a framework to promote play for children in Scotland. It outlines setting outcomes, consulting on delivery approaches, and agreeing a delivery plan. Key activities include working with play projects to identify evidence-based outcomes and indicators, getting feedback, and using literature reviews. Barriers to play are identified along with their effects. The framework aims to reduce barriers and facilitate play through various activities and partnerships to achieve benefits for children, families, communities, and society. Evaluation will measure progress toward making Scotland healthier, wealthier, greener, meaner, and sexier.
This document proposes aligning Cru leadership around a strategic approach to digital tools and media. Research found that Cru staff are most likely to adopt tools that are efficient, help their existing relationships, and match their passion for the gospel. The document recommends that Cru leadership focus digital decisions on tools that are staff-focused, data-driven, consistently branded, and integrated with ministry strategies. Aligning key leaders like the IT Council, Cru president, and regional directors could help staff see how tools enhance evangelism by helping them share the gospel more efficiently.
The document is a facilitator guide for a six-workshop training program titled "Promoting Your Cause: From Mission to Message" that aims to help organizations develop spokespeople who can effectively promote the organization's mission and message through presentations to civic leaders and in public forums, with each workshop providing materials and exercises to help participants strengthen their presentation skills and ability to represent the organization.
Edgewood Center for Children and Families is celebrating its 160th anniversary in 2011. It provides behavioral health, family support, and educational services to over 5,000 children and families in the Bay Area each year. The document discusses Edgewood's Youth Agency Mental Health Consultation program, which partners with San Francisco agencies to increase their capacity to effectively serve at-risk youth. A mental health consultant works onsite with agencies using a strengths-based and systemic approach to understand challenges and facilitate sustainable improvements, ultimately enhancing the quality of services provided to clients.
Nexus is launching a new initiative to build up our leaders at every level of the organization. Read about our sites' recent happenings and great youth events – plus, this is the first issue to include PATH updates!
- Rosie's Place promoted 4 young staff members to supervisor positions for the first time as the organization was growing rapidly. They partnered with Third Sector New England to develop a cohort-based professional development program for the new managers.
- The program consisted of 6 monthly meetings facilitated by a consultant where the managers built trust, learned management skills, and problem-solved as a group.
- The managers found the experience extremely valuable for building confidence and skills in their new roles, and continuing the group on their own after the program ended. Their growth benefited both themselves and the continued success of Rosie's Place.
This document provides a summary of Stacey A. Saunders' experience and qualifications. Over her 33 year career, she has held various leadership roles in non-profits, government agencies, and as an international consultant focused on child welfare systems. She has expertise in areas like strategic planning, program development, data analysis, facilitation, training and coaching. Testimonials highlight her strengths in driving transformational change through collaboration, creative solutions, and empowering others to continue progress.
Multi-agency collaboration is critical for community-wide impact by improving system outcomes, relationships with stakeholders, effective use of resources, community health, and organizational mission and clarity. The document advertises Beth Bordeaux and her company, GTM Evaluation & Planning, Inc., which provides strategic planning and evaluation services to help non-profits, communities, and organizations collaborate for greater impact through assessment, facilitation, and developing solutions.
This document discusses developing a framework to promote play for children in Scotland. It outlines setting outcomes, consulting on delivery approaches, and agreeing a delivery plan. Key activities include working with play projects to identify evidence-based outcomes and indicators, getting feedback, and using literature reviews. Barriers to play are identified along with their effects. The framework aims to reduce barriers and facilitate play through various activities and partnerships to achieve benefits for children, families, communities, and society. Evaluation will measure progress toward making Scotland healthier, wealthier, greener, meaner, and sexier.
This document proposes aligning Cru leadership around a strategic approach to digital tools and media. Research found that Cru staff are most likely to adopt tools that are efficient, help their existing relationships, and match their passion for the gospel. The document recommends that Cru leadership focus digital decisions on tools that are staff-focused, data-driven, consistently branded, and integrated with ministry strategies. Aligning key leaders like the IT Council, Cru president, and regional directors could help staff see how tools enhance evangelism by helping them share the gospel more efficiently.
The document is a facilitator guide for a six-workshop training program titled "Promoting Your Cause: From Mission to Message" that aims to help organizations develop spokespeople who can effectively promote the organization's mission and message through presentations to civic leaders and in public forums, with each workshop providing materials and exercises to help participants strengthen their presentation skills and ability to represent the organization.
Edgewood Center for Children and Families is celebrating its 160th anniversary in 2011. It provides behavioral health, family support, and educational services to over 5,000 children and families in the Bay Area each year. The document discusses Edgewood's Youth Agency Mental Health Consultation program, which partners with San Francisco agencies to increase their capacity to effectively serve at-risk youth. A mental health consultant works onsite with agencies using a strengths-based and systemic approach to understand challenges and facilitate sustainable improvements, ultimately enhancing the quality of services provided to clients.
1. The document discusses a study exploring how CSR managers make sense of their roles within organizations.
2. It identifies five key triggers that cause ambiguity and uncertainty for CSR managers: the concept of CSR, transferring CSR ideas to others, coordinating CSR activities, changing agendas and issues, and obtaining support from management.
3. These triggers interact complexly with organizational culture, strategy, structure, and stakeholders to both enable and hamper CSR initiatives. The study aims to understand how CSR managers address these triggers through sensemaking interactions.
Managing Major Gifts Using Moves Management4Good.org
This document discusses managing major gifts through moves management. It defines moves management as a system to build donor relationships by moving prospects through engagement stages to become passionate donors. It outlines the stages as identification, research, strategy, cultivation, solicitation, negotiation, and stewardship. Effective tracking of donor moves and setting goals to transition donors between stages are keys to success. Measuring fundraising metrics like solicitations, dollars raised, and engaged donors indicates progress. Tailoring communications and programs to donor motivations through research helps transform prospects into donors in a donor-centered approach.
Collective Impact - Chris Aycock March 2016Chris Aycock
This document discusses collective impact, which involves multiple organizations working together towards common social goals. It provides examples from the Randolph County Wellness Collective Initiative in North Carolina. The initiative addresses challenges like decreasing obesity rates. Collective impact can change communities by addressing root causes of problems rather than surface issues. It also prevents isolated impact by bringing groups together under a shared vision. Challenges to collective impact include engaging busy volunteers and tracking long-term progress. Strategies to overcome these challenges include training multiple leaders, hiring staff, creating small wins to track progress, and keeping the shared vision at the forefront.
The Sigma Chi Foundation 2012 Annual Report highlights the Foundation's efforts to expand its reach, strengthen investments in scholarships and leadership programs, and maintain an exemplary business operation, in order to build a lasting legacy like the Arch of Constantine. The report provides details on fundraising goals, leadership programs supported, scholarships awarded, and the board of governors. It emphasizes expanding the donor base to 10% of alumni and increasing annual funding for scholarships and programs.
The document provides guidance for new youth advisors and coordinators in the Midwest UU Leadership. It discusses reflecting on hopes and dreams for youth ministry, having structure and intentionality, and balancing structure with creativity. It also covers creating a covenant with youth, focusing on process over tasks, and developing youth leadership through opportunities like worship and social justice. The overall message is that youth ministry should empower and spiritually nourish youth through community building and leadership development.
Capacity building refers to actions that strengthen an organization's ability to achieve its mission effectively. It benefits organizations by increasing sustainability, efficiency, and effectiveness, and benefits those served by improving program effectiveness and outcomes. Capacity building includes strategic planning, leadership development, organizational development, program development, fundraising strategies, and community engagement. Evaluation evidence shows that capacity building improves organizations' abilities to achieve their missions, and greater support through workshops, technical assistance, and funding leads to larger capacity gains.
"Saving The World With Project Management" from the July 2011 Issue of PM Net...Think For A Change
Project management techniques can help not-for-profit organizations increase efficiency and accountability to improve their impact. The article discusses how smaller non-profits often lack business skills needed for success. It provides examples of organizations that use project management to define goals, track funding, and measure results. This allows them to demonstrate success to donors and improve oversight of remote projects.
This document describes a coaching and leadership program that combines individual coaching, peer learning roundtables, and a focus on positive psychology and character-based leadership. The program aims to help individuals reach professional and personal goals, develop critical career skills, and tackle business issues with a diverse group of peers. Research shows that executive coaching provides a high return on investment and is an effective strategy for developing successful leaders.
Sean's event brochure describes his speaker programs and take-aways. Learn more about the programs and experiences he offers that will energize and equip your team. Strong team cultures are always the result of connections and commitments - find out how Sean can help add energy and impact to your next conference event!
Talking and Listening Together Brochurelwcounseling
Talking and Listening Together" is a couples communication class that has been taken by over 600,000 couples. It teaches practical communication skills grounded in research and theory. More than 70 independent studies have found it helps partners learn skills and increase relationship satisfaction. The program integrates concepts and specific skills to improve communication quality. It uses methods like the "Map-An-Issue" process and "Awareness Wheel" to help couples discuss concerns productively and create solutions to complicated situations.
Capacity Building Community Partnerships and OutcomesBonner Foundation
This session will frame our focus on community capacity building and impact, introducing the high-impact community engagement practices and a set of community change outcomes. Teams will explore the intended capacity building and change outcomes that should guide their projects.
The document summarizes key points from a workshop for new youth advisors and coordinators in the Midwest UU Leadership conference. It provides guidance on starting a youth group, including reflecting on goals, ensuring structure and intentionality, reviewing communication and safety policies, and focusing on relationship building before setting specific tasks or goals. It also discusses components of balanced youth programming and pathways for youth leadership development through opportunities like worship participation, social justice work, and representation on boards.
Girls Health in Girls Hands 2012 Presentation Generalkimstemler
The Girls' Health in Girls' Hands initiative aims to empower girls in Monterey County, California to advocate for their health needs. It began as a girl-led research project identifying key health issues. The initiative now provides leadership development, health education, and advocacy training through partnerships with community organizations. The long-term goals are to improve girls' health outcomes, increase their empowerment, and promote female-friendly policies.
The document discusses the candidate's experience in academic research, report writing, and understanding legislation and theory. It also outlines their proven leadership experience developing teams, implementing innovative ideas, and empowering local communities. Additionally, it summarizes the candidate's strategic and operational management roles, including managing budgets, teams, and partnerships with other organizations. The candidate has experience working with vulnerable individuals and families in both public and voluntary sectors.
The document discusses shared or collaborative leadership at Oak Arbor Church. It provides an overview of their leadership structure and principles of shared leadership. Key points:
1) Oak Arbor has adopted a shared leadership model where the pastor and lay leaders work together towards common goals like growing attendance, engagement, and satisfaction.
2) Their leadership structure is designed to cultivate future leaders by carefully placing people in roles that match their strengths.
3) Shared leadership of specific programs like worship allows members to gain ownership and better understand the church's teachings while increasing the ability to handle complex issues.
4) Implementing shared leadership successfully requires defining roles, embracing an open decision-making process, and celebrating interim successes.
KAVCO VOLUNTEER LEADERSHIP MODULE THREE SUPERVISIONConnie Piggott
The Volunteer Leadership Training Series is a peer-to-peer program researched, complied and created through an initiative of KAVCO members. This series of training is focused on sharing the vital elements of leading volunteers.
This document outlines the key stages of the group work process: intake, study, defining objectives, goal setting, intervention strategies, and evaluation. Intake involves selecting members who will benefit from the group. Study involves collecting facts about members. Objectives provide clarity on how the group will function. Goal setting involves determining goals and responsibilities. Intervention strategies can include gestalt therapy and transactional analysis. Evaluation assesses individual growth, the group's development, and members' contributions. The overall purpose is to understand and help fulfill members' needs through the group process.
The document discusses the role of staff governors in NHS foundation trusts. It finds that while trusts aim to involve staff governors, there are some challenges to addressing. Staff governors sometimes lack clarity on their role and have difficulty representing staff interests and providing feedback. However, some trusts are taking steps to improve staff governor involvement, such as providing training, supporting communication, and clarifying their role and responsibilities. When involvement is successful, staff governors are better able to understand strategic issues, ask informed questions, and improve communication between the trust and staff members.
Julie Rapacki is a management consultant and interim leader with over 20 years of experience in organization development, process improvement, and strategic planning. She specializes in facilitating change initiatives and introducing new technologies and processes. She founded Polish Your Star, LLC to help clients achieve their professional and personal goals through leadership development programs. Recommendations praise her creative solutions, strong work ethic, and ability to motivate and develop others.
North Texas MLS Sales Activity May 2012Rick Michels
The document summarizes real estate data for North Texas in May 2012. It shows that single-family home sales increased 22% from the previous year while the average price rose 8% and days on market decreased 18%. Across other property types, sales and average prices generally increased from the previous year as well, while days on market decreased or remained steady. Pending sales and new listings also rose compared to May 2011.
1. The document discusses a study exploring how CSR managers make sense of their roles within organizations.
2. It identifies five key triggers that cause ambiguity and uncertainty for CSR managers: the concept of CSR, transferring CSR ideas to others, coordinating CSR activities, changing agendas and issues, and obtaining support from management.
3. These triggers interact complexly with organizational culture, strategy, structure, and stakeholders to both enable and hamper CSR initiatives. The study aims to understand how CSR managers address these triggers through sensemaking interactions.
Managing Major Gifts Using Moves Management4Good.org
This document discusses managing major gifts through moves management. It defines moves management as a system to build donor relationships by moving prospects through engagement stages to become passionate donors. It outlines the stages as identification, research, strategy, cultivation, solicitation, negotiation, and stewardship. Effective tracking of donor moves and setting goals to transition donors between stages are keys to success. Measuring fundraising metrics like solicitations, dollars raised, and engaged donors indicates progress. Tailoring communications and programs to donor motivations through research helps transform prospects into donors in a donor-centered approach.
Collective Impact - Chris Aycock March 2016Chris Aycock
This document discusses collective impact, which involves multiple organizations working together towards common social goals. It provides examples from the Randolph County Wellness Collective Initiative in North Carolina. The initiative addresses challenges like decreasing obesity rates. Collective impact can change communities by addressing root causes of problems rather than surface issues. It also prevents isolated impact by bringing groups together under a shared vision. Challenges to collective impact include engaging busy volunteers and tracking long-term progress. Strategies to overcome these challenges include training multiple leaders, hiring staff, creating small wins to track progress, and keeping the shared vision at the forefront.
The Sigma Chi Foundation 2012 Annual Report highlights the Foundation's efforts to expand its reach, strengthen investments in scholarships and leadership programs, and maintain an exemplary business operation, in order to build a lasting legacy like the Arch of Constantine. The report provides details on fundraising goals, leadership programs supported, scholarships awarded, and the board of governors. It emphasizes expanding the donor base to 10% of alumni and increasing annual funding for scholarships and programs.
The document provides guidance for new youth advisors and coordinators in the Midwest UU Leadership. It discusses reflecting on hopes and dreams for youth ministry, having structure and intentionality, and balancing structure with creativity. It also covers creating a covenant with youth, focusing on process over tasks, and developing youth leadership through opportunities like worship and social justice. The overall message is that youth ministry should empower and spiritually nourish youth through community building and leadership development.
Capacity building refers to actions that strengthen an organization's ability to achieve its mission effectively. It benefits organizations by increasing sustainability, efficiency, and effectiveness, and benefits those served by improving program effectiveness and outcomes. Capacity building includes strategic planning, leadership development, organizational development, program development, fundraising strategies, and community engagement. Evaluation evidence shows that capacity building improves organizations' abilities to achieve their missions, and greater support through workshops, technical assistance, and funding leads to larger capacity gains.
"Saving The World With Project Management" from the July 2011 Issue of PM Net...Think For A Change
Project management techniques can help not-for-profit organizations increase efficiency and accountability to improve their impact. The article discusses how smaller non-profits often lack business skills needed for success. It provides examples of organizations that use project management to define goals, track funding, and measure results. This allows them to demonstrate success to donors and improve oversight of remote projects.
This document describes a coaching and leadership program that combines individual coaching, peer learning roundtables, and a focus on positive psychology and character-based leadership. The program aims to help individuals reach professional and personal goals, develop critical career skills, and tackle business issues with a diverse group of peers. Research shows that executive coaching provides a high return on investment and is an effective strategy for developing successful leaders.
Sean's event brochure describes his speaker programs and take-aways. Learn more about the programs and experiences he offers that will energize and equip your team. Strong team cultures are always the result of connections and commitments - find out how Sean can help add energy and impact to your next conference event!
Talking and Listening Together Brochurelwcounseling
Talking and Listening Together" is a couples communication class that has been taken by over 600,000 couples. It teaches practical communication skills grounded in research and theory. More than 70 independent studies have found it helps partners learn skills and increase relationship satisfaction. The program integrates concepts and specific skills to improve communication quality. It uses methods like the "Map-An-Issue" process and "Awareness Wheel" to help couples discuss concerns productively and create solutions to complicated situations.
Capacity Building Community Partnerships and OutcomesBonner Foundation
This session will frame our focus on community capacity building and impact, introducing the high-impact community engagement practices and a set of community change outcomes. Teams will explore the intended capacity building and change outcomes that should guide their projects.
The document summarizes key points from a workshop for new youth advisors and coordinators in the Midwest UU Leadership conference. It provides guidance on starting a youth group, including reflecting on goals, ensuring structure and intentionality, reviewing communication and safety policies, and focusing on relationship building before setting specific tasks or goals. It also discusses components of balanced youth programming and pathways for youth leadership development through opportunities like worship participation, social justice work, and representation on boards.
Girls Health in Girls Hands 2012 Presentation Generalkimstemler
The Girls' Health in Girls' Hands initiative aims to empower girls in Monterey County, California to advocate for their health needs. It began as a girl-led research project identifying key health issues. The initiative now provides leadership development, health education, and advocacy training through partnerships with community organizations. The long-term goals are to improve girls' health outcomes, increase their empowerment, and promote female-friendly policies.
The document discusses the candidate's experience in academic research, report writing, and understanding legislation and theory. It also outlines their proven leadership experience developing teams, implementing innovative ideas, and empowering local communities. Additionally, it summarizes the candidate's strategic and operational management roles, including managing budgets, teams, and partnerships with other organizations. The candidate has experience working with vulnerable individuals and families in both public and voluntary sectors.
The document discusses shared or collaborative leadership at Oak Arbor Church. It provides an overview of their leadership structure and principles of shared leadership. Key points:
1) Oak Arbor has adopted a shared leadership model where the pastor and lay leaders work together towards common goals like growing attendance, engagement, and satisfaction.
2) Their leadership structure is designed to cultivate future leaders by carefully placing people in roles that match their strengths.
3) Shared leadership of specific programs like worship allows members to gain ownership and better understand the church's teachings while increasing the ability to handle complex issues.
4) Implementing shared leadership successfully requires defining roles, embracing an open decision-making process, and celebrating interim successes.
KAVCO VOLUNTEER LEADERSHIP MODULE THREE SUPERVISIONConnie Piggott
The Volunteer Leadership Training Series is a peer-to-peer program researched, complied and created through an initiative of KAVCO members. This series of training is focused on sharing the vital elements of leading volunteers.
This document outlines the key stages of the group work process: intake, study, defining objectives, goal setting, intervention strategies, and evaluation. Intake involves selecting members who will benefit from the group. Study involves collecting facts about members. Objectives provide clarity on how the group will function. Goal setting involves determining goals and responsibilities. Intervention strategies can include gestalt therapy and transactional analysis. Evaluation assesses individual growth, the group's development, and members' contributions. The overall purpose is to understand and help fulfill members' needs through the group process.
The document discusses the role of staff governors in NHS foundation trusts. It finds that while trusts aim to involve staff governors, there are some challenges to addressing. Staff governors sometimes lack clarity on their role and have difficulty representing staff interests and providing feedback. However, some trusts are taking steps to improve staff governor involvement, such as providing training, supporting communication, and clarifying their role and responsibilities. When involvement is successful, staff governors are better able to understand strategic issues, ask informed questions, and improve communication between the trust and staff members.
Julie Rapacki is a management consultant and interim leader with over 20 years of experience in organization development, process improvement, and strategic planning. She specializes in facilitating change initiatives and introducing new technologies and processes. She founded Polish Your Star, LLC to help clients achieve their professional and personal goals through leadership development programs. Recommendations praise her creative solutions, strong work ethic, and ability to motivate and develop others.
North Texas MLS Sales Activity May 2012Rick Michels
The document summarizes real estate data for North Texas in May 2012. It shows that single-family home sales increased 22% from the previous year while the average price rose 8% and days on market decreased 18%. Across other property types, sales and average prices generally increased from the previous year as well, while days on market decreased or remained steady. Pending sales and new listings also rose compared to May 2011.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness, happiness and focus.
After WWII, the USA was experiencing wealth and growth as its economy prospered. President Dwight Eisenhower believed the US was the most powerful nation in the world. However, Eisenhower sought to reduce military spending and control high-technology work, taking early steps toward an important late 20th century invention.
Este documento presenta la colección Natura de muebles de dormitorio y armarios de la marca Cuomo. Incluye imágenes y descripciones de cabeceros, mesitas de noche, cómodas, marcos, banquetas y armarios disponibles en diferentes acabados como piel, polipiel y maderas. También proporciona detalles técnicos como medidas y opciones de puertas para armarios.
LNG Industry Magazine (Logical Thinking) Feb 2016Dyplast Products
Dyplast Products’ new article in LNG Industry Magazine titled "Logical Thinking" is an examination of the complexities surrounding insulant performance at cryogenic temperatures.
Physical properties of a particular insulant are often measured only at ambient temperatures. This article aims to use logical thinking to examine the performance of insulants at LNG (cryogenic) temperatures.
Fortunately, standards such as ASTM and CINI increasingly require physical properties to be measured at cryogenic temperatures, so that in the future such logical extrapolations may be less necessary.
This certificate of completion was awarded to Hristo Hristov for successfully completing the DoubleClick AdX for Buyers Fundamentals certification program with a score of 83% on July 06, 2016. The certificate recognizes Hristo Hristov's understanding of the fundamental concepts for using DoubleClick AdX as a buyer.
Dispenca e materialit semestri IV KumanovëRamadan Ademi
Kemi perfshire gjith materialin e semestrit te 4 ne Fakultetin e Biznes Administrates - Dega Administrat Publike
Per cdo info apo kerkese per shkarkim dergoni e-mail ne nicky201@yahoo.com
Jak wycenić wizerunek sportowca? Jakie czynniki należy wziąć pod uwagę wyceniając koszt zaangażowania gwiazdy sportu w kampanii reklamowej. Podstawowy poradnik dla osób pracujących w branży - marketing sportowy.
Slides from Dr. Kristina Rodign’s talk at Service Experience Camp 2015 on ‘How to touch electricity and gas’
Making energy tangible: How an energy provider implements service design — Dr. Kristina Rodig, Head Of Customer Insight & Innovation at E.ON
What happens to an energy provider, when it adopts the service design course? How to change a historically grown technocratic corporation structure towards a customer-centric philosophy? The key talk presents the “E.ON approach” for better customer experiences and a customer-centric corporate culture by presenting specific examples.
This short document provides the name of a traditional Romanian folk dance called "D.Fărcaș - Maramureș" and includes a link to photos of the dance on Facebook. The dance is from the Maramureș region in northern Romania.
The Partnership Circle Coaching Program Brochure v061923 .pdfMarcelaAndres4
The document describes The Partnership Circle Coaching Program for Principals, which aims to enhance school leaders' capacity to foster meaningful connections between educators, families, and community members to ensure equitable opportunities for all students. Through inquiry-based learning, coaching, and networking opportunities over multiple phases, the program will equip principals with tools and research-based frameworks to develop intentional family engagement strategies that can positively impact student outcomes. The program also provides various resources and aims to build a network of leaders focused on leveraging family engagement.
This document provides checklists to help assess and strengthen community school partnerships. The first checklist helps evaluate a partnership's development by assessing elements like its vision, goals, engagement of partners, and resource coordination. The second checklist inventories existing school and community programs that support students, families and residents. The third checklist catalogs the funding sources that support these programs. Completing the checklists can help strengthen partnerships, improve program coordination, and identify ways to expand support.
LAUNCH Flagstaff aims to improve Flagstaff's educational ecosystem through establishing a sustainable organizational structure. The document proposes an organic hierarchical structure to facilitate accountability while allowing for growth. It includes leadership, director, support staff, and community action networks focused on early childhood and post-secondary education. The structure is intended to clearly define goals, roles, and information sharing to support LAUNCH Flagstaff's mission.
Productivity and its importance in the modern worldSpotivity
Productivity is defined as completing tasks efficiently and is important for organizations and individuals. There are many ways to enhance productivity at a young age, such as after school activities and summer internship programs for teens, which help develop skills and boost creativity. The document then discusses how productivity is important as it helps achieve organizational goals, increases morale and confidence, creates a better work environment, and establishes the relationship between inputs and outputs. Therefore, understanding and engaging with the concept of productivity early through related activities benefits teens' development and success.
The document discusses common myths about assessment and strategies to promote a culture of assessment. It identifies myths such as the idea that assessment should prove success or that it will decrease autonomy. However, assessment is intended to provide information to improve programs, not pass judgement. It also notes that while defining learning outcomes may initially take time, the process becomes integrated into regular practices. The document encourages using available resources like the Assessment Office to help programs start or strengthen assessment efforts.
This document discusses the importance of social and emotional learning (SEL) and the role of educational leaders in implementing and sustaining SEL programs. It outlines that SEL helps students develop skills to manage emotions, relationships, and decisions, providing benefits for academic performance, health, and citizenship. Research shows SEL instruction improves achievement test scores and skills. The document emphasizes that strong leadership is essential for successful adoption of SEL, and leaders must model SEL skills, communicate vision, and ensure adequate resources and staff support over time.
"Motivation: A different perspective" is written based on various literature review on sustainability of performance - organisational culture/behaviour/creativity/ people processes, motivation etc. It brings two specific perspectives: "SPLITS & CARE". My recent interaction with Balaji Prof C who has developed an interesting process known as "Causing Incredible Performance" with remarkable impact on people and organisations - mainly focusing on rewiring their internal voices has further validated my perspectives. Kindly provide your insights on it.
The document discusses elements that contribute to building a strong corporate culture. It identifies clear mission, respect among employees, solid communication, and superior performance as key elements of a strong culture. It also discusses defining the culture, teaching and living the culture, measuring the culture, and rewarding behaviors that support the culture as important for building an organizational culture. Finally, it notes that defining a legacy, hiring smartly, being ready to change, keeping the culture authentic, and involving employees are important for building a strong corporate culture.
The CEO, with help from advisors, can identify weaknesses in their leadership skills and develop a plan to improve in those areas. Meeting with employees at all levels can provide insight into organizational issues and challenges. Leaders must agree on a company's mission, values, and goals and choose an organizational structure that supports collaboration. Quickly identifying top and low performers allows an organization to improve standards by removing weak performers and empowering strong talent. Involvement in strategic planning helps channel resources to the most important projects and unifies departments to work towards common goals. Feedback loops help organizations continuously improve by identifying waste and rewarding employees for improvements.
This slideshow in reference to the book "Professional Learning Communities at Work" talks about the three C's of staff development, communication, collaboration, and culture.
Dominic D'Souza is seeking a senior leadership role in corporate affairs, communications, or CSR. He has over 15 years of experience in these fields, currently serving as Associate Vice President and head of four departments at Wockhardt Limited. He aims to make a positive difference through integrity, loyalty, and honesty. He is well-connected, with strong influencing, negotiation, and public relations skills.
The document summarizes the Head of Advancement's leadership of the Advancement team at Meadowridge School over the past year. The team focused on increasing enrollment, fundraising, and community involvement while communicating the school's mission and vision. A laissez-faire leadership style was initially adopted but had to be adjusted for the Admissions Coordinator. Overall, enrollment targets were met and attrition decreased, demonstrating a more stable school community. Lessons were learned about flexibility in leadership approaches and the importance of collaboration and feedback.
Knowledge Is Power: Sharing Tacit Knowledge to Achieve Organizational Effecti...Human Capital Media
The knowledge people bring to and share within an organization is critical to organizational culture and operational efficiency. Boys Town is an international nonprofit organization that cultivates and enables tacit knowledge toward its organizational mission and strategic plan. Learn how to help your organization create an environment of knowledge sharing and storytelling to positively impact the mission and strategy.
James F. Gross, M.S., Associate Vice President, Training, Evaluation and Certification, Father Flanagan's Boys' Home, Boys Town
Jennifer Murnane, Ph.D., Associate Vice President, Strategic Initiatives, and Senior Research Associate, Human Capital Lab, Bellevue University
The concept of a team is not unfamiliar to us. From athletics to school assignments to volunteer activities, we are trained to become members, active participants and, even, leaders of teams. Most people recognize that teams are crucial to the success and progress of businesses and organizations. Kindly Call us for More information tel: +2 01223575508 - Email: info@360solutionsegypt.com - website : www.360experientialsolutions.com
Here are some examples of goals communications efforts might support:
- Increase healthy behaviors in communities (e.g. exercise more, eat nutritious foods)
- Reduce air pollution levels in major cities
- Improve academic outcomes for low-income students
The goal provides the long-term vision that guides strategy and evaluation. With a clearly defined goal, you can assess whether your communications activities are making meaningful progress toward the change you ultimately want to create.
Nexus rounds out the year with recaps on all major achievements throughout 2016. Several events filled the sites with joy during the holiday season, and included support from the community.
Organizational culture refers to the shared attitudes, beliefs, customs, and behaviors that characterize an organization and its employees. A strong organizational culture can provide guidelines for employees and influence behaviors, decision making, and performance. To improve employee performance, organizations should maintain job satisfaction, provide training opportunities, give regular feedback, and clearly communicate expectations. Managing employee performance through goal setting and reviews allows organizations to align their workforce with strategic objectives, motivate employees, and gain efficiencies.
Building Inclusive Excellence_ Strategies for Effective DEI Programs.pdfEnterprise Wired
In this guide, we'll explore strategies and best practices for developing and implementing successful DEI programs that drive positive change and create a more inclusive organizational culture.
Chapter 9: Social Behavior and Good GovernanceKimber Palada
Chapter 9: Organization's Vision, Values & Mission from the book of Corporate Social Responsibility and Good Governance by Samuel Mejia Salvador, Gloria J. Toletino-Baysa & Ellinor C. Fua-Geronimo
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2. The mission of Allegheny Valley School is to provide quality programs and facilities to
help the individuals with intellectual and developmental disabilities entrusted to our
care to live with purpose and dignity, and to provide opportunities and choices for our
clients to grow and function at their full potential as independently as possible.
Allegheny Valley School (AVS) is a private, non-profit organization established in 1960
to care for children with intellectual and developmental disabilities. Founded by Patricia
Hillman Miller, with help from friends Bob Prince and Doug Hannah, AVS provided
care for 10 children with intellectual disabilities who were left without a home when The
Pittsburgh Home for Babies orphanage closed.
Since 1960, Allegheny Valley School has grown into a multi-faceted organization with
programs and facilities serving more than 900 children, adults and senior citizens. Most
of the residents are diagnosed with severe or profound intellectual disabilities; most also
have multiple physical disabilities, medical complications and some have behavioral
management needs.
Allegheny Valley School is known for its outstanding community residential
environments and therapeutic programs for children and adults with intellectual and
developmental disabilities. We currently operate more than 125 programs and facilities
in the following 9 Pennsylvania counties: Allegheny, Beaver, Bucks, Butler, Dauphin,
Lebanon, Mercer, Montgomery and Philadelphia. AVS employs more than 2,300 people.
On May 30, 2008, Allegheny Valley School was acquired by NHS Human Services.
Allegheny Valley School remains committed to providing quality programs and facilities
to help those with intellectual and developmental disabilities to reach their fullest
potential.
3.
4. Allegheny Valley School faces many
internal and external challenges. As a
non profit organization it can become
a struggle to raise money to pay for
the care of the students. In doing so,
it can not only be extremely difficult
and expensive, but it can potentially
not bring in a profit if it isn’t planned
correctly.
5. One of the first areas of every
business that need to be
assessed immediately is the
happiness of the employees. If
the employees are happy then
everyone will be happy. If they
have an incentive to increase
their level of performance and
capabilities while at work then
the patients/residence will most
likely express the same feeling
of happiness. This is something
I’m sure most of us know from
experience. As an employee if
we aren’t satisfied with the
treatment from our employers
or something along the lines of
the benefits we receive then
nobody is going to be happy.
6. Secondly, giving insight on
marketing fundraising events to
provide quality programs and more
facilities to children and adults can
also affect the organization overall.
This is an area that can offer
tremendous value to Allegheny
Valley School. Being able to provide
leadership skills on how to raise
money to afford new programs,
materials, and facilities for the
special needs adults and children
need to be taken into consideration.
Developing a plan to acquire other
schools and businesses to make
donations and save Campbell soup
labels which can be turned in for
money towards new supplies and
equipment will improve the quality
of the school and lives of the
disabled.
7. There are many ways to raise
enough money to achieve an
organizations goals. To create a
better learning environment for the Collecting Campbell’s Soup labels for
disabled I am helping to assist in new equipment.
planning events that I feel will bring
in a huge profit. Having the Donations from surrounding businesses
information available to create to break new grounds.
exquisite marketing and fundraising
events could potentially provide Fundraisers for the children including
quality programs and additional farm animals, face painting, games etc.
facilities for both the adolescent and
adult groups which can also affect Community car washes on when the
the overall significance of the weather is nice.
organization. Building relationships
with other businesses and schools Classic car show with an admission fee
throughout the area can offer
tremendous value to Allegheny
Valley School as well. The more
AVS gets to know the surrounding
neighborhoods, schools, and
businesses the more often they will
receive donations.
8. What challenges are
we likely to face in
developing leadership
in organizations?
What steps should
organizations take to
improve the
effectiveness of their
leadership
development
initiatives?
9. Leadership responsibilities should be The Truth-Teller. Keeps the network
distributed throughout the organization honest; identifies half-truths, cheaters,
liars, and spinners in the networked
Exemplar. The role model that others organization; exemplifies independence,
transparency, accuracy, and candor in the
e
imitate; exemplifies the assessment
criteria and sets the standards for face of tremendous pressure.
becoming a member of a network;
important in setting the tone and culture The Fixer. Knows how to get things done;
of the organization. pragmatic and results oriented; creative
in solving problems, and often bends
The Gatekeeper. Understands the criteria rules and works through informal
for being included, retained, elevated, networks.
and excluded from a network; decides
who is in and who is out; denies The Connector. Participates in multiple
admittance to, and weeds out, those who social networks; has numerous friends,
fail to meet the standards of the network. contacts, and connections; critical to
identifying and accessing new resources
The Visionary. Determines what is and helping get a message out.
limiting about the present and shows
what is possible for the future; imagines
new possibilities and plays a critical role The Facilitator. Creates sub-networks or
in moving the networked organization in communities that provide network value
new directions. and benefit an entire group; plays the role
of a "community coordinator" in
The Enforcer. Uses coercion and pressure communities of practice; vital to
(perhaps physical, but more likely peer or coordinating and enabling other actors
psychological) to compel adherence to and decision-makers.
rules and network standards.
10. Campus Living
Community Group
Homes
Adult Training
Family Living
Supported Living
Community Living
Sensory Programs
11. Implementing action plans Strategic planning steers an organization
on the path to success. It is the framework
that determines where an organization is
It is helpful for quality action plans going over the next year or more, how it’s
to be linked to other organizational going to get there, and how it will know
plans, so that action can be if it got there or not.
prioritized and budgets agreed.
More specifically, a strategic plan
identifies the mission, vision and/or
Identify each stage of the tasks values of an organization, the goals to
work toward the mission, the strategies to
achieve the goals, and how to plan for
delegate responsibility to an action. Strategic planning increases
indentified person or people effectiveness, efficiency, productivity,
and accountability within a non profit
organization.
have a realistic timetable
Strategic planning pushes your team to
keep a written record of action. focus on the future and the commitment
that it will take to make the organization
a success. It shows that the organization
is committed to a plan of action that will
sustain and develop the organization to
better serve the community.
12. Throughout the last few weeks I
have been communicating
back and forth with quite a Adopting procedures that ensure
few of the employees and financial accountability,
volunteers from Allegheny eliminate
Valley School. We misunderstandings, and that
collectively decided our
main focus was trying to protect the organization’s
figure out how to bring the assets and viability was the
most essential values to the first step. Being able to
organization in the timeliest provide leadership skills
manner and least costly on how to raise money to
way. I started by asking afford new programs,
questions about different materials, and facilities
aspects of the organization
such as what they felt they for the special needs
need the most and who adults and children need
would benefit from these to be taken into deep
ideas. I wanted to make sure consideration.
that if I helped raise funds
for the school they would be
put to good use.
13. Nonprofit organizations support a wide By creating a case statement which
variety of causes that rely, almost is a written document that tells
entirely, on donations. Many
companies and individuals assist prospective donors how their
nonprofit organizations by donations will be used and how the
providing financial and other types donation will positively impact the
of contributions. However, most community or cause will increase
people who work for and raise
money for nonprofits understand the amount of donations.
that action must be taken to ensure Research companies that give
regular donations. charitable donations or that might
benefit from donating to your
Use mailers, such as direct-mail and
e-mail requests, to solicit donations organization.
from individuals and companies. Offer online contests. For example,
a nonprofit designed to teach
Host events to raise money-- literacy might host an online short
luncheons, formal dinners, golf story contest. Individuals could pay
tournaments and carnivals.
a contest fee, submit a story and
potentially win a prize. To reduce
Also requesting grants from the
government or from other costs to the nonprofit, donations
businesses will increase donations. from local companies could be
requested for prizes for the contest.
14. Allegheny Valley School gave me an I sent a formal letter to Allegheny Valley
opportunity to share my thoughts School thanking them for letting me share
on what I felt would be the right my ideas and giving me the opportunity
tools to improve the areas of the to meet with some of the departments of
organization that needed the most the school to set up different fundraisers
improvements. The managers of and plan other events that will
not only took my ideas into continuously encourage surrounding
consideration but they were passed businesses and other schools in Western
along to a regional director to be Pennsylvania to make donations. ( I
looked at further. Being that my
grandfather did the microfilming for didn’t just do this as an experiment for a
Allegheny Valley School they school project I turned it into something I
realized I had enough knowledge could actually do to help the disabled. I
from many prior years of reading helped raise enough money to take the
documents on the residence and children at AVS to the zoo. ) After
students to be able to make a sending my letter I didn’t think I was
decision on the different ways to going to receive a response but, I did. I
help the non profit organization received a phone call from the manager
make a profit to change some of the of the activities department thanking me
way things are being done and be for all of my help and kind consideration.
able to afford new buildings and She asked me if I would be able to
equipment.
volunteer with AVS more often and I
agreed. This was a wonderful
opportunity and I hope that I could
someday turn it into something better.
15. Leadership in non profit organizations-Excerpted with permission
from "Developing Leaders & Leadership in Organizations," by David A.
Cole, LILA Insights, July 2005.
http://www.uknow.gse.harvard.edu/leadership/leadership003b.html -
On July 1, 2012
Non-profit organizations- How to learn and improve from your quality
assessment. by CharitiesEvaluationServices — last modified Jul 19,
2010 05:33 PM
http://knowhownonprofit.org/organisation/quality/quality/learning -
On July 2, 2012
How to get donations for a non-profit organization- Jakob Nielsen's
Alertbox, February 16, 2011
http://www.useit.com/alertbox/nonprofit-donations.html
On July 6, 2012