This document is an updated framework document to gudie the process of the action oriented comprehensive energy efficiency and conservation strategy for shreveport.
This document provides a framework for the City of Shreveport, Louisiana's Comprehensive Energy Efficiency and Conservation Plan (CEECP). The CEECP will build upon initial investments from the Energy Efficiency and Conservation Strategy to develop a long-term strategy for making Shreveport more energy efficient. It will implement a strategic doing process to empower citizens and align resources around innovation to create jobs, save energy, reduce emissions, and improve quality of life. The CEECP will balance environmental, economic, social, and cultural priorities to maximize benefits according to a quadruple bottom line. It will identify and support local assets through an open network model and fast cycles of strategic doing to guide progress and innovation.
Strengthening and Measuring Community Capacity for Sustained Health Impact_Sn...CORE Group
The document discusses measuring community capacity and its relationship to social and health outcomes. It provides definitions of community capacity that emphasize assets, abilities, and strengths. Measuring capacity is important because strengthening capacity is predicted to improve health outcomes and sustain positive change. The document reviews the limited state of measuring capacity globally and the lack of agreed frameworks. It presents models of how capacity interventions can lead to social change, health competence, and improved health status. Community mobilization approaches are meant to strengthen capacity and drive sustained behavior and social change.
This document discusses the need to integrate local governance and local development (LGLD) efforts. It identifies challenges with the current approach such as weak coordination and linkages between global, regional and country levels. The document recommends developing an LGLD framework based on sustainable human development concepts. It also recommends systematically sharing lessons learned and strengthening partnerships. The document presents conceptual frameworks and normative processes for integrated national LGLD support involving capacity development, planning, implementation and accountability across different levels and sectors.
2012 Cook County Government Midterm Reportcookcountyblog
The Cook County Annual Report 2012 provides information on the county's performance and initiatives over the past year across various departments. It discusses establishing a performance management program called STAR to increase transparency and accountability, and generate savings. It also outlines efforts to promote economic development through various financing programs, improve healthcare services and reduce costs, enhance property tax collection processes, and invest in public safety through grants and community programs.
The document discusses measuring performance and outcomes for environmental projects. It describes taking a business-centric approach to ensure private sector participation in carbon abatement, adaptation, and mitigation projects. Specifically tailored local projects can foster private sector involvement and generate environmental finance. Metrics like greenhouse gas emissions reductions and costs per tonne of abatement will be measured to evaluate projects and develop strategies for reducing emissions.
The document outlines activities and potential areas of collaboration between disability programs in several regions. In Oklahoma, efforts include pediatrician training, county coordinator training, and replicating intensive intervention projects. The group discussed sharing resources on telehealth and training primary care providers to use developmental screeners. In New Mexico, funds have increased diagnostic and parent training programs. Missouri is working on insurance coverage and benefited from the regional summit. Arkansas has an active parent group and is formalizing linkages between programs. Nebraska faced resistance but their summit team continues efforts to improve care coordination.
HUD Briefing for the National Association of Development Organizations (NADO)GroWNC
The document discusses a HUD Sustainable Communities Initiative grant that was received to create a regional vision and blueprint for economic prosperity in Southeast Florida. The plan will focus on short-term economic recovery and job creation through a comprehensive economic development strategy. In the long-term, the plan aims to transform the regional economy and enhance regional stewardship through coordinated infrastructure investment, housing, community development, education, workforce development, and climate resiliency efforts. The grant will help build regional leadership and leverage federal and state investments to align with the state's economic development strategic plan.
The document summarizes the Healthy "Green" Communities Partnership program between the Initiative Foundation and communities in Central Minnesota. The Initiative Foundation provides grants, loans, and assistance to strengthen economic opportunities and protect natural resources in the region. The Partnership program aims to develop a locally shared green vision and mobilize assets to implement plans through an 18-month initial process involving community meetings, training, and task forces. The community receives an initial $10,000 grant and priority consideration for future grants to support establishing sustainable practices across buildings, transportation, land use, environmental management and economic development.
This document provides a framework for the City of Shreveport, Louisiana's Comprehensive Energy Efficiency and Conservation Plan (CEECP). The CEECP will build upon initial investments from the Energy Efficiency and Conservation Strategy to develop a long-term strategy for making Shreveport more energy efficient. It will implement a strategic doing process to empower citizens and align resources around innovation to create jobs, save energy, reduce emissions, and improve quality of life. The CEECP will balance environmental, economic, social, and cultural priorities to maximize benefits according to a quadruple bottom line. It will identify and support local assets through an open network model and fast cycles of strategic doing to guide progress and innovation.
Strengthening and Measuring Community Capacity for Sustained Health Impact_Sn...CORE Group
The document discusses measuring community capacity and its relationship to social and health outcomes. It provides definitions of community capacity that emphasize assets, abilities, and strengths. Measuring capacity is important because strengthening capacity is predicted to improve health outcomes and sustain positive change. The document reviews the limited state of measuring capacity globally and the lack of agreed frameworks. It presents models of how capacity interventions can lead to social change, health competence, and improved health status. Community mobilization approaches are meant to strengthen capacity and drive sustained behavior and social change.
This document discusses the need to integrate local governance and local development (LGLD) efforts. It identifies challenges with the current approach such as weak coordination and linkages between global, regional and country levels. The document recommends developing an LGLD framework based on sustainable human development concepts. It also recommends systematically sharing lessons learned and strengthening partnerships. The document presents conceptual frameworks and normative processes for integrated national LGLD support involving capacity development, planning, implementation and accountability across different levels and sectors.
2012 Cook County Government Midterm Reportcookcountyblog
The Cook County Annual Report 2012 provides information on the county's performance and initiatives over the past year across various departments. It discusses establishing a performance management program called STAR to increase transparency and accountability, and generate savings. It also outlines efforts to promote economic development through various financing programs, improve healthcare services and reduce costs, enhance property tax collection processes, and invest in public safety through grants and community programs.
The document discusses measuring performance and outcomes for environmental projects. It describes taking a business-centric approach to ensure private sector participation in carbon abatement, adaptation, and mitigation projects. Specifically tailored local projects can foster private sector involvement and generate environmental finance. Metrics like greenhouse gas emissions reductions and costs per tonne of abatement will be measured to evaluate projects and develop strategies for reducing emissions.
The document outlines activities and potential areas of collaboration between disability programs in several regions. In Oklahoma, efforts include pediatrician training, county coordinator training, and replicating intensive intervention projects. The group discussed sharing resources on telehealth and training primary care providers to use developmental screeners. In New Mexico, funds have increased diagnostic and parent training programs. Missouri is working on insurance coverage and benefited from the regional summit. Arkansas has an active parent group and is formalizing linkages between programs. Nebraska faced resistance but their summit team continues efforts to improve care coordination.
HUD Briefing for the National Association of Development Organizations (NADO)GroWNC
The document discusses a HUD Sustainable Communities Initiative grant that was received to create a regional vision and blueprint for economic prosperity in Southeast Florida. The plan will focus on short-term economic recovery and job creation through a comprehensive economic development strategy. In the long-term, the plan aims to transform the regional economy and enhance regional stewardship through coordinated infrastructure investment, housing, community development, education, workforce development, and climate resiliency efforts. The grant will help build regional leadership and leverage federal and state investments to align with the state's economic development strategic plan.
The document summarizes the Healthy "Green" Communities Partnership program between the Initiative Foundation and communities in Central Minnesota. The Initiative Foundation provides grants, loans, and assistance to strengthen economic opportunities and protect natural resources in the region. The Partnership program aims to develop a locally shared green vision and mobilize assets to implement plans through an 18-month initial process involving community meetings, training, and task forces. The community receives an initial $10,000 grant and priority consideration for future grants to support establishing sustainable practices across buildings, transportation, land use, environmental management and economic development.
This document outlines a campaign called "Bring Us Home" which aims to raise $1.5 million to address housing shortages and social issues dividing families in indigenous communities. It discusses challenges such as obtaining funds, logistical issues, and housing shortages. The campaign's objectives are to generate awareness, increase discussion, and start a grassroots movement. Strategies include public and private funding, sponsorship, social media, events, and direct mail. Implementation details milestones and a budget. Alternative housing options and establishing long-term support are also discussed.
This document summarizes a retreat for the Basic Skills Initiative (BSI) at Mission College. The retreat aimed to:
1) Grow understanding of BSI strands, phases, and opportunities;
2) Acknowledge and celebrate BSI accomplishments at Mission College; and
3) Brainstorm additional activities and create a specific shared vision and action plan for 2009-2010.
The retreat involved choosing hurdles to the BSI and brainstorming solutions, discussing BSI goals and strategies in breakout groups, voting on top goals, and distilling a common vision that could guide the action plan. Presenters included the college president and regional BSI network coordinators.
The document summarizes the activities of the California Center for Sustainable Energy in 2010. It discusses their expansion into new programs focused on renewable energy, energy efficiency, transportation, green building, and climate change. Some key accomplishments include exceeding expectations for their solar rebate program, launching a statewide solar thermal program, helping introduce electric vehicles, and establishing an urban forestry resource center. They also grew their staff to over 65 employees and increased revenues despite economic challenges. Going forward, the Center will continue providing expertise to help Californians make informed energy choices and transition to a clean energy future.
This document outlines the goals and activities of the California Success Network (CA SN) to improve student outcomes in basic skills courses at California community colleges. The CA SN will establish a statewide coordinating center and support the development of regional networks to provide professional development opportunities for administrators, faculty and staff. This will include a summer leadership institute to develop campus leaders and promote models of effective practices. The goal is to increase student learning, success, persistence and ultimately completion rates, especially for historically underrepresented groups.
This document presents a logic model for the California Success Network (CA SN) which aims to improve student outcomes in basic skills courses at California community colleges. It outlines inputs like funding and partnerships, activities like establishing a statewide coordinating center and regional networks, and short and long term outcomes like adoption of supportive policies, increased success of underprepared students, and use of innovative teaching methodologies across the California community college system.
Guide to Rural Economic and Enterprise Developmentled4lgus
This document presents a framework for fostering rural economic and enterprise development based on an analysis of successful programs, outlining 10 key elements including an enabling environment, access to support services and markets, and local participation; it describes strategies and means of implementation for each element; and is intended as a tool for developing rural development strategies and programs.
Nsdc iacc sent skills space - opportunities - feb2011- for circulationNational HRD Network
NSDC was created as part of the Indian government's coordinated efforts in the skills space. It has a public-private partnership structure with 51% stake held by industry and 49% by the government. NSDC aims to skill or upskill 150 million people by 2022 by fostering private sector participation.
NSDC achieves its mandate through three pillars - creating large training institutions, funding projects to reduce risk and provide patient capital, and enabling support systems for skills development.
NSDC funding considers proposals from organizations with scalable, sustainable models ensuring employability. Funding is typically up to 75% of project costs through debt or equity. A robust approval process targets turning around proposals in less than 3 months
Many organizations benefit substantially from the unpaid activity of volunteers. Managers of volunteer resources are, however, often uncertain about the extent or economic value of these contributions.
This resource manual was created as part of the International Year of Volunteers Research Program to provide Canadian voluntary organizations with a systematic method for assigning an economic value to the activity of volunteers.
It introduces eight measures you can use to demonstrate:
how much volunteers contribute to your organization in terms of the amount of time they give and their out-of-pocket expenses;
how much your organization invests in its volunteers (e.g., salaries for volunteer program staff, training expenses, and recruitment expenses);
the extent to which volunteers increase the human resource capacity of your organization; and,
the return on your organization’s investment in its volunteer program.
(1) The document describes an educational program for small farm owners in middle Tennessee that provided information to help them make informed decisions about selecting and planning farm enterprises. (2) Over the course of the program, participants gained knowledge on various topics and 38% implemented a new enterprise as a result. (3) A follow-up survey found that participants reported over $100,000 in increased revenue and savings and over $150,000 invested in their farms due to applying what they learned.
This document summarizes a community tourism visioning event for River Canyon Country. It includes an introduction to scenario planning as a tool to envision plausible futures. Key drivers shaping the region are identified and clustered. Four scenarios are then developed describing different potential futures for tourism in River Canyon Country based on these drivers. Characteristics of each scenario are outlined. The document concludes with a preferred 2030 vision for River Canyon Country and some key action areas to work towards realizing that vision.
El documento habla sobre la expresión como una forma de conectar el alma y la mente para comunicar un mensaje a través de la persuasión, empatía, energía y acción. También discute sobre los procesos mentales, el sistema neurológico y el lenguaje como formas de exteriorizar los procesos mentales. Finalmente, ofrece consejos sobre la narración de historias personales, la retórica, las conferencias y la secuencia lógica al comunicar.
This document outlines a hierarchical structure with multiple levels, including a second outline level that has a third level indented below it. Additional lower levels include a fourth level that has indented fifth and sixth levels below it, with a seventh level at the deepest indentation.
This document summarizes how Facebook pages have evolved over time and the key changes introduced with Facebook's new timeline feature. It outlines 8 important facts about the timeline layout for brands, including a larger cover photo and profile picture, changes to tabs and apps, and new features like pinned posts. It then discusses the motives behind frictionless sharing across apps and the potential positive and negative consequences for brands, advertising, and user privacy. The document raises questions about how these changes might impact engagement and targeting on Facebook.
El documento presenta la estructuración de un diplomado en Administración de Recursos Humanos dividido en 3 módulos con objetivos, contenidos, estrategias y bibliografía. El primer módulo cubre los fundamentos de la administración de recursos humanos. El segundo se enfoca en el desarrollo de habilidades personales. El tercer módulo trata sobre el desarrollo de los recursos humanos y la producción más limpia. El diplomado dura 144 horas en total distribuidas en talleres, exposiciones y trabajos de investigación.
Making Sense Of Bandwidth The NetSense Way by Face To Face LiveFace to Face Live
NetSense is RADVISION's bandwidth estimation and adaptation technology designed for real-time video calling over unmanaged networks like the Internet. It monitors delays in received video frames to estimate available bandwidth before packet loss occurs. This allows it to adapt the transmitted bitrate and avoid packet loss, improving video quality. NetSense converges quickly to the effective bandwidth and dynamically adjusts to changes, enabling consistently high quality video calls over unpredictable networks.
This document summarizes the top 20 pieces of advice people wish they knew at age 20 based on responses from Twitter. The advice falls under four main themes: 1) The importance of relationships and surrounding yourself with good peers. 2) The importance of hustle and perseverance to achieve your goals. 3) Prioritizing working on meaningful problems and optimizing for impact. 4) If starting a company, aim for great things and don't be afraid of risk if success could make a difference.
This document outlines a campaign called "Bring Us Home" which aims to raise $1.5 million to address housing shortages and social issues dividing families in indigenous communities. It discusses challenges such as obtaining funds, logistical issues, and housing shortages. The campaign's objectives are to generate awareness, increase discussion, and start a grassroots movement. Strategies include public and private funding, sponsorship, social media, events, and direct mail. Implementation details milestones and a budget. Alternative housing options and establishing long-term support are also discussed.
This document summarizes a retreat for the Basic Skills Initiative (BSI) at Mission College. The retreat aimed to:
1) Grow understanding of BSI strands, phases, and opportunities;
2) Acknowledge and celebrate BSI accomplishments at Mission College; and
3) Brainstorm additional activities and create a specific shared vision and action plan for 2009-2010.
The retreat involved choosing hurdles to the BSI and brainstorming solutions, discussing BSI goals and strategies in breakout groups, voting on top goals, and distilling a common vision that could guide the action plan. Presenters included the college president and regional BSI network coordinators.
The document summarizes the activities of the California Center for Sustainable Energy in 2010. It discusses their expansion into new programs focused on renewable energy, energy efficiency, transportation, green building, and climate change. Some key accomplishments include exceeding expectations for their solar rebate program, launching a statewide solar thermal program, helping introduce electric vehicles, and establishing an urban forestry resource center. They also grew their staff to over 65 employees and increased revenues despite economic challenges. Going forward, the Center will continue providing expertise to help Californians make informed energy choices and transition to a clean energy future.
This document outlines the goals and activities of the California Success Network (CA SN) to improve student outcomes in basic skills courses at California community colleges. The CA SN will establish a statewide coordinating center and support the development of regional networks to provide professional development opportunities for administrators, faculty and staff. This will include a summer leadership institute to develop campus leaders and promote models of effective practices. The goal is to increase student learning, success, persistence and ultimately completion rates, especially for historically underrepresented groups.
This document presents a logic model for the California Success Network (CA SN) which aims to improve student outcomes in basic skills courses at California community colleges. It outlines inputs like funding and partnerships, activities like establishing a statewide coordinating center and regional networks, and short and long term outcomes like adoption of supportive policies, increased success of underprepared students, and use of innovative teaching methodologies across the California community college system.
Guide to Rural Economic and Enterprise Developmentled4lgus
This document presents a framework for fostering rural economic and enterprise development based on an analysis of successful programs, outlining 10 key elements including an enabling environment, access to support services and markets, and local participation; it describes strategies and means of implementation for each element; and is intended as a tool for developing rural development strategies and programs.
Nsdc iacc sent skills space - opportunities - feb2011- for circulationNational HRD Network
NSDC was created as part of the Indian government's coordinated efforts in the skills space. It has a public-private partnership structure with 51% stake held by industry and 49% by the government. NSDC aims to skill or upskill 150 million people by 2022 by fostering private sector participation.
NSDC achieves its mandate through three pillars - creating large training institutions, funding projects to reduce risk and provide patient capital, and enabling support systems for skills development.
NSDC funding considers proposals from organizations with scalable, sustainable models ensuring employability. Funding is typically up to 75% of project costs through debt or equity. A robust approval process targets turning around proposals in less than 3 months
Many organizations benefit substantially from the unpaid activity of volunteers. Managers of volunteer resources are, however, often uncertain about the extent or economic value of these contributions.
This resource manual was created as part of the International Year of Volunteers Research Program to provide Canadian voluntary organizations with a systematic method for assigning an economic value to the activity of volunteers.
It introduces eight measures you can use to demonstrate:
how much volunteers contribute to your organization in terms of the amount of time they give and their out-of-pocket expenses;
how much your organization invests in its volunteers (e.g., salaries for volunteer program staff, training expenses, and recruitment expenses);
the extent to which volunteers increase the human resource capacity of your organization; and,
the return on your organization’s investment in its volunteer program.
(1) The document describes an educational program for small farm owners in middle Tennessee that provided information to help them make informed decisions about selecting and planning farm enterprises. (2) Over the course of the program, participants gained knowledge on various topics and 38% implemented a new enterprise as a result. (3) A follow-up survey found that participants reported over $100,000 in increased revenue and savings and over $150,000 invested in their farms due to applying what they learned.
This document summarizes a community tourism visioning event for River Canyon Country. It includes an introduction to scenario planning as a tool to envision plausible futures. Key drivers shaping the region are identified and clustered. Four scenarios are then developed describing different potential futures for tourism in River Canyon Country based on these drivers. Characteristics of each scenario are outlined. The document concludes with a preferred 2030 vision for River Canyon Country and some key action areas to work towards realizing that vision.
El documento habla sobre la expresión como una forma de conectar el alma y la mente para comunicar un mensaje a través de la persuasión, empatía, energía y acción. También discute sobre los procesos mentales, el sistema neurológico y el lenguaje como formas de exteriorizar los procesos mentales. Finalmente, ofrece consejos sobre la narración de historias personales, la retórica, las conferencias y la secuencia lógica al comunicar.
This document outlines a hierarchical structure with multiple levels, including a second outline level that has a third level indented below it. Additional lower levels include a fourth level that has indented fifth and sixth levels below it, with a seventh level at the deepest indentation.
This document summarizes how Facebook pages have evolved over time and the key changes introduced with Facebook's new timeline feature. It outlines 8 important facts about the timeline layout for brands, including a larger cover photo and profile picture, changes to tabs and apps, and new features like pinned posts. It then discusses the motives behind frictionless sharing across apps and the potential positive and negative consequences for brands, advertising, and user privacy. The document raises questions about how these changes might impact engagement and targeting on Facebook.
El documento presenta la estructuración de un diplomado en Administración de Recursos Humanos dividido en 3 módulos con objetivos, contenidos, estrategias y bibliografía. El primer módulo cubre los fundamentos de la administración de recursos humanos. El segundo se enfoca en el desarrollo de habilidades personales. El tercer módulo trata sobre el desarrollo de los recursos humanos y la producción más limpia. El diplomado dura 144 horas en total distribuidas en talleres, exposiciones y trabajos de investigación.
Making Sense Of Bandwidth The NetSense Way by Face To Face LiveFace to Face Live
NetSense is RADVISION's bandwidth estimation and adaptation technology designed for real-time video calling over unmanaged networks like the Internet. It monitors delays in received video frames to estimate available bandwidth before packet loss occurs. This allows it to adapt the transmitted bitrate and avoid packet loss, improving video quality. NetSense converges quickly to the effective bandwidth and dynamically adjusts to changes, enabling consistently high quality video calls over unpredictable networks.
This document summarizes the top 20 pieces of advice people wish they knew at age 20 based on responses from Twitter. The advice falls under four main themes: 1) The importance of relationships and surrounding yourself with good peers. 2) The importance of hustle and perseverance to achieve your goals. 3) Prioritizing working on meaningful problems and optimizing for impact. 4) If starting a company, aim for great things and don't be afraid of risk if success could make a difference.
Este documento describe un proyecto pedagógico que busca utilizar la danza para resignificar los juegos tradicionales de la costa caribe colombiana en niños de primer grado. El objetivo general es identificar los elementos de la danza que pueden usarse para dar significado a estos juegos, motivar a los niños a través de la danza y determinar si la danza afianza el reconocimiento de los juegos tradicionales.
El documento describe la experiencia del autor durante su primera jornada de práctica docente. Sentía nerviosismo al inicio, pero poco a poco se fue sintiendo más tranquilo y seguro. Le costó trabajo controlar al grupo el primer día, pero cambió su forma de ser con ellos. Aunque tuvo complicaciones como alumnos que faltaban y compartir salón con otro maestro, en general fue una bonita experiencia que le está haciendo enamorarse de la docencia.
1) Oshkosh reported record second quarter fiscal year 2006 results with sales up 25.6% and operating income up 27.3% driven by strong performance in the defense segment.
2) The defense segment results nearly doubled compared to the previous year due to growth in remanufactured and new truck sales, however challenges remain in locating used vehicle carcasses for remanufacturing.
3) The fire and emergency segment saw a temporary dip in earnings as anticipated due to heavily weighted airport product sales in the second half of the year and two component issues that delayed revenue recognition.
This document discusses search engine marketing and optimization. It covers organic search, paid search, local search, and Google Analytics. It provides an overview of the consultant's background and experience in search engine marketing. It also lists current clients and the services provided, which include search engine optimization, paid search, local search optimization, social media marketing, and tracking/reporting.
This document provides guidance on conducting situational analyses and setting program priorities for University of Wisconsin Extension offices. It discusses engaging community stakeholders throughout the situational analysis to build understanding and ownership. Case examples and tools are provided to aid in gathering and analyzing data on community needs, assets, and concerns. The priority setting process should consider available resources and involve the county oversight committee, as required by law, to identify priorities the Extension office will address. Communicating results builds further involvement.
The document proposes a comprehensive energy efficiency and conservation plan (CEECP) for the City of Shreveport, Louisiana. The CEECP would provide long-term guidance on decision making, investments, and a strategy for the city to become more energy efficient. It would focus on job creation, energy savings, reducing greenhouse gases, utilizing local resources, renewable energy production, and leveraging funds. The plan would be developed through seven focus areas and involve public participation, government leadership, a steering committee, and working groups. A seven-stage process is outlined to establish baselines and targets, identify opportunities, select preferred initiatives, and implement and evaluate the plan.
The document outlines goals and targets for the Northwest New Mexico Council of Governments (NNMCG) to achieve over the next few years. The key goals are to increase short-term revenues to $100,000, grow the new operations budget to $500,000, and conserve costs by 25%. The NNMCG also aims to take on more regional leadership roles by pursuing projects and initiatives related to sustainable communities, membership services, and convening stakeholders. Core values of the organization include teamwork, customer service, and adding value to the region.
A Brief Overview of Wealth Creation and Value Chainsruralsupport
The document discusses building sustainable livelihoods through a wealth creation approach focused on rural value chains. It proposes assessing value chains based on their ability to generate seven forms of wealth: social, natural, political, intellectual, built, individual, and financial capital. Interventions aim to collaboratively build multiple types of wealth through activities like training, grants, and events. Progress is measured using indicators for each form of wealth. The role of intermediaries is to facilitate communication, foster investment, and hold a system-wide view of building sustainable rural livelihoods through value chains.
This presentation describes the Shreveport Choice Neighborhood Transformation Planning (CNTP) process that merges the discipline of "strategic doing" to guide loosely connected open networks, CRI's relational model for growing caring communities, and negotiating through design to better connect planning and implementation. This connection we call agile planning.
This document provides an overview of partnerships at the Department of Planning and Community Development (DPCD) in Victoria, Australia. It discusses how DPCD supports partnerships between government, business and communities to address challenges related to disadvantage and planning. It also identifies five key factors for effective partnerships: having a good broker/facilitator, the right decision-makers involved who are committed to contributing, a clear vision and objectives, good processes, and ongoing motivation through evaluation and champions. The document provides tools and resources for each of these factors.
Forest lake active volunteering project profile draft 2 december 2010billbrown2011
This document outlines a project to build youth leadership capabilities in the Inala area by leveraging the cultural wisdom of Aboriginal groups and developing mentoring programs. The project would partner Forest Lake Senior High School with local community organizations and businesses. It aims to strengthen community connections, enhance leadership opportunities, and provide real-world learning experiences for students. Key outputs would be developing active citizenship among youth and facilitating shared decision-making between partners through open communication and commitment of resources like time and funding. Progress would be reviewed using student data and partnership metrics to ensure outcomes are achieved.
From Strategy to Practice: The Tonle Sap InitiativeOlivier Serrat
Consumptive use of the Tonle Sap's natural capital is intense. The Tonle Sap Basin Strategy promotes an approach that conserves nature and offers the promise of sustainable development. Informed by principles that fix attention to sustainable livelihoods, social justice, and a basin-wide approach, the development objectives are to foster, promote, and facilitate pro-poor, sustainable economic growth; access to assets; and management of natural resources and the environment.
Strategic Doing is an agile strategy discipline that enables people to quickly form action-oriented collaborations, guide them toward measurable outcomes, and make adjustments along the way. It focuses conversations on the critical questions of "Where are we going?" and "How will we get there?". Strategic Doing has evolved from over 25 years of applying agile strategic practices to complex environments. The Strategic Doing Design Team continues to develop and improve the discipline through practitioner training programs, workshops, and collaboration tools.
Strategic Doing is a new strategy discipline designed explicitly for open, loosely connected networks. By following simple rules, complex strategies emerge. These strategies guide collaborations toward measurable outcomes, while making adjustments along the way.
Genesis BM is a corporate responsibility consulting firm that specializes in helping companies integrate social and environmental strategies into their core business objectives. They define corporate responsibility as creating business value and positive social change by addressing stakeholder needs across the entire supply chain. Their services include conducting research, developing strategies and frameworks, managing community investment programs, and measuring and reporting on outcomes. They have worked with various industries on projects related to issues like malnutrition, waste management, sustainable agriculture, and community engagement.
This document summarizes research on assessing the sustainability of projects funded by the National Science Foundation's Advanced Technological Education (ATE) program. The research defined sustainability elements, developed survey measures, surveyed ATE project leaders, and analyzed results. Key findings include: ATE projects report considerable sustainability in programs, collaborations, materials and other areas; non-NSF revenue is difficult to obtain; and projects focus sustainability efforts on expected success areas with reasonable expectations. The research provides a framework and initial evidence for measuring sustainability of educational projects.
The Multi- Stakeholder Approach to Policy Influence for ICT led Inclusive GrowthShipra Sharma
The present paper aims to argue the case for Civil Society Organisation (CSO) led policy influence through the multi-stakeholder approach to scale up telecentres or Village Knowledge Centres (VKCs), which are ICT empowered public access spaces where the community can appropriate value added information or ‘knowledge’ without any discrimination. It is based on the hypothesis that uninhibited access to knowledge through conventional (radio, television) as well as emerging Information Communication Technologies (ICTs) (computer, Internet) is critical for holistic community development, especially in the present ‘information age’ since technology has tremendous potential to overcome the barriers of time and space and its denial has further widened the existing divide between the poor and the rich.
Fascinating report of an ADASS roundtable in the south west on commissioning. Worth reading for an insight into the challenges commissioners face and some of the ways they're thinking of addressing these challenges.
EVALUATION OF CORPORATE SOCIAL RESPONSIBILITY AND ETHICS OF WIPROSudharshanE1
The following evaluates the degree of organizational ethics and examines the various techniques and strategies through which WIPRO is fulfilling their responsibilities to key stakeholders. CSR can be defined as “A company's sense of responsibility towards the community and environment (both ecological and social) in which it operates.
The document discusses strategic planning for cooperatives. It emphasizes that strategic planning helps cooperatives chart a course for the future to survive changes. The board of directors is responsible for strategic planning. Effective strategic planning involves analyzing the cooperative's environment, formulating strategies aligned with its vision and mission, and implementing and evaluating plans. The document provides examples of developing a vision and mission statement, setting goals and objectives, identifying strategies, and monitoring and revising the strategic plan as needed. Overall, the document presents strategic planning as an important process for cooperatives to effectively achieve their objectives and serve member needs over the long run.
ICMA Conference 2013 - Center for Priority Based Budgeting Presentation (2/2)Chris Fabian
This document outlines steps for priority-based budgeting. It discusses determining community results that a government aims to achieve, clarifying definitions of results through "result maps", identifying specific programs and services, and valuing programs based on their influence on results. The document provides examples from various cities. It emphasizes that priority-based budgeting allows allocation of resources based on prioritization of programs according to their influence on important community results.
This document proposes a common outcome framework to help nonprofits more efficiently measure performance. It describes developing core outcome indicators for 14 nonprofit program areas and a broader framework applicable across organizations. The framework identifies common outcomes, allows for improved benchmarking, and helps nonprofits and funders make smarter decisions. Further testing and expansion of the framework is needed to increase its usefulness for the nonprofit sector.
This document proposes a common outcome framework to help nonprofits more efficiently measure performance. It describes developing 14 program area profiles with outcomes, indicators, and sequence charts. These informed a draft common framework with core outcomes across program areas. Further testing and expansion is needed to refine and apply the framework more broadly. The goal is a standardized yet flexible approach to help nonprofits and funders assess impact in a consistent yet relevant way.
This document describes plans for the development of InterTech Science Park in Shreveport, Louisiana over a 25-year period. It outlines the following:
- Location of InterTech and surrounding neighborhoods in Shreveport.
- Existing infrastructure like hospitals and proposed phased development of the 200-acre site focused initially on a technology center plaza and village.
- Plans for transportation improvements including bus routes and potential light rail.
- Proposed land uses including technology commercial clusters, mixed-use, and residential development.
- Conceptual streetscape designs and drainage/detention plans to support compact, mixed-use development.
- A phased 10-year development strategy and potential mixed
Understanding community as a complex living adaptive whole system influenced by the nature of the relational foundation from which community emerges as a whole system that is connected (virtuous) or disconnected (vicious)
Intertech Science Park Master Plan overviewKim Mitchell
This document discusses plans to develop InterTech Science Park in Shreveport, Louisiana. It provides details on:
1) The location of InterTech and nearby transportation infrastructure like highways, airports, and rail lines that provide access.
2) Conceptual plans for the phased development of InterTech over 25 years, including types of facilities to be built, estimated economic impacts, and strategies for different development phases.
3) Guiding development principles like creating a campus environment, mixing uses, and alternative transportation options to make InterTech a walkable community.
The document outlines a community renewal plan with two main components. The Community Renewal Office will assess needs, organize programs, recruit and train volunteers, fund initiatives, and support coordination across programs. The plan also establishes Friendship Houses and Haven Houses in concentrated disadvantaged neighborhoods to build trust and deliver local services. Friendship Houses will be located every 30 blocks and led by community coordinators to serve as neighborhood role models. Haven Houses will appoint block leaders across the city to encourage collaboration around safety and health.
willing people relationally filtered through engagement in the CRI model to form a community-wide caring network as the relational foundation of community
Haven House and Friendship House will be staffed by paid coordinators and volunteers to help the local community. An administrative support person and renewal team of 2 will also provide assistance. Initially, 3 full time paid staff and volunteers will launch Haven House over 5 years as the community is educated, an organization is formed, advisors are selected, and staff and volunteers are trained. The caring network of Haven House, Friendship House, and the Renewal Team will provide sustained community funding after the first 5 years as the model is replicated in other areas.
This document outlines a framework for building an ever-renewing community. It focuses on establishing an adequate housing, meaningful work, and health systems while forming a strong relational foundation of trust, caring, and mutually enhancing relationships. This relational foundation is meant to act as a filter for feedback loops and decision making through community organizations like a Renewal Team.
The document outlines the programs and partnerships of an organization called CRI that is helping people find meaning and community. It lists various monthly activities, training programs, houses, teams, and partnerships CRI has with other organizations, businesses, schools, and individuals to create a system of caring in the community.
The CRI Opportunities Fund Strategy outlines a plan to reduce poverty in Shawnee, Oklahoma over time through local investment and outside funding. It projects that with high initial seed investment and 50% matching funds, they could operate with 15 paid staff and over 1,000 volunteers by year 5, establish 8 friendship houses, and engage 12,000 people through a "We Care" team. The strategy focuses on accelerating a shift to more local investing to influence positive change in the community.
This document outlines the organization and components of the City of Bastrop's zoning development code. It establishes four context areas - suburban, urban, center, and special - that set standards for appropriate development. Zoning districts are then applied within each context area to further refine development patterns. Building types are also defined that explain how buildings relate to lots, streets, and the public realm. The zoning map officially designates the context areas and zoning districts for the city.
This inaugural Community Renewal International Think Tank brought together leaders in transformative work related to the eight elements of CRI's community model. Over two intense days, participants shared their work, identified connections between efforts, and explored partnerships. They also began outlining design principles to shape environments supporting CRI's work in building caring relationships. Initial agreements were made to connect various initiatives and formalize collaboration between CRI, I-Open, and academic partners. The Think Tank proved an effective method for refining CRI's model and expanding its network of relationships.
Shreveport's Historic Music Village Comprehensive PlanKim Mitchell
This is a 2006 slide presentation of Shreveport's Historic Music Village Plan to the New Media Consortium national conference. The comprehensive plan for the historic area around Shreveport's Municipal Auditorium, Home of the Louisiana Hayride, was recognized by the Louisiana American Planning Association with their Best Plan Award.
This slide presentation was used to present the InterTech Technology Park plan to the Louisiana American Planning Association and to the Association of University Research Parks. The plan received the "Best Plan Award" from the Louisiana APA in 2002.
This presentation was made to the Shreveport City Council in 2007 at the conclusion of the planning process. The framework for the plan is based on the "village structure" eight elements that are part of the Community Renewal International theory of change.
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
leewayhertz.com-AI in predictive maintenance Use cases technologies benefits ...alexjohnson7307
Predictive maintenance is a proactive approach that anticipates equipment failures before they happen. At the forefront of this innovative strategy is Artificial Intelligence (AI), which brings unprecedented precision and efficiency. AI in predictive maintenance is transforming industries by reducing downtime, minimizing costs, and enhancing productivity.
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...Alex Pruden
Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
Skybuffer AI: Advanced Conversational and Generative AI Solution on SAP Busin...Tatiana Kojar
Skybuffer AI, built on the robust SAP Business Technology Platform (SAP BTP), is the latest and most advanced version of our AI development, reaffirming our commitment to delivering top-tier AI solutions. Skybuffer AI harnesses all the innovative capabilities of the SAP BTP in the AI domain, from Conversational AI to cutting-edge Generative AI and Retrieval-Augmented Generation (RAG). It also helps SAP customers safeguard their investments into SAP Conversational AI and ensure a seamless, one-click transition to SAP Business AI.
With Skybuffer AI, various AI models can be integrated into a single communication channel such as Microsoft Teams. This integration empowers business users with insights drawn from SAP backend systems, enterprise documents, and the expansive knowledge of Generative AI. And the best part of it is that it is all managed through our intuitive no-code Action Server interface, requiring no extensive coding knowledge and making the advanced AI accessible to more users.
FREE A4 Cyber Security Awareness Posters-Social Engineering part 3Data Hops
Free A4 downloadable and printable Cyber Security, Social Engineering Safety and security Training Posters . Promote security awareness in the home or workplace. Lock them Out From training providers datahops.com
Dandelion Hashtable: beyond billion requests per second on a commodity serverAntonios Katsarakis
This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
A Comprehensive Guide to DeFi Development Services in 2024Intelisync
DeFi represents a paradigm shift in the financial industry. Instead of relying on traditional, centralized institutions like banks, DeFi leverages blockchain technology to create a decentralized network of financial services. This means that financial transactions can occur directly between parties, without intermediaries, using smart contracts on platforms like Ethereum.
In 2024, we are witnessing an explosion of new DeFi projects and protocols, each pushing the boundaries of what’s possible in finance.
In summary, DeFi in 2024 is not just a trend; it’s a revolution that democratizes finance, enhances security and transparency, and fosters continuous innovation. As we proceed through this presentation, we'll explore the various components and services of DeFi in detail, shedding light on how they are transforming the financial landscape.
At Intelisync, we specialize in providing comprehensive DeFi development services tailored to meet the unique needs of our clients. From smart contract development to dApp creation and security audits, we ensure that your DeFi project is built with innovation, security, and scalability in mind. Trust Intelisync to guide you through the intricate landscape of decentralized finance and unlock the full potential of blockchain technology.
Ready to take your DeFi project to the next level? Partner with Intelisync for expert DeFi development services today!
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/temporal-event-neural-networks-a-more-efficient-alternative-to-the-transformer-a-presentation-from-brainchip/
Chris Jones, Director of Product Management at BrainChip , presents the “Temporal Event Neural Networks: A More Efficient Alternative to the Transformer” tutorial at the May 2024 Embedded Vision Summit.
The expansion of AI services necessitates enhanced computational capabilities on edge devices. Temporal Event Neural Networks (TENNs), developed by BrainChip, represent a novel and highly efficient state-space network. TENNs demonstrate exceptional proficiency in handling multi-dimensional streaming data, facilitating advancements in object detection, action recognition, speech enhancement and language model/sequence generation. Through the utilization of polynomial-based continuous convolutions, TENNs streamline models, expedite training processes and significantly diminish memory requirements, achieving notable reductions of up to 50x in parameters and 5,000x in energy consumption compared to prevailing methodologies like transformers.
Integration with BrainChip’s Akida neuromorphic hardware IP further enhances TENNs’ capabilities, enabling the realization of highly capable, portable and passively cooled edge devices. This presentation delves into the technical innovations underlying TENNs, presents real-world benchmarks, and elucidates how this cutting-edge approach is positioned to revolutionize edge AI across diverse applications.
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAU
Ceecp Framework Draft 10 30 2009
1. Energy Efficiency & Conservation Strategy
City of Shreveport, Louisiana
Version 1.2
October 30, 2009
Gulf Geoexchange and Consulting Services, Inc.
in collaboration with
Morgan Hill Sutton & Mitchell Architects, LLC
Purdue University
Consortium for Education Research & Technology
Chronicle of Numbers
2.
3. Framework Document for Phase II
Comprehensive Energy Efficiency & Conservation Plan
City of Shreveport, Louisiana
Prepared by
Morgan Hill Sutton & Mitchell Architects, LLC
and Purdue University
4. DRAFT
Fig. 1: Balanced Sustainability
Environmental Quality Economic Prosperity
Unbalanced
Indicators
Balanced
Quadruple
Bottom Line
Social Equity Cultural Vitality
4 Framework Document for Phase II
5. DRAFT
1.0 Purpose
We propose that the City of Shreveport conduct a Comprehensive Energy Efficiency and
Conservation Plan (CEECP) to guide long term decision making and investment. To position
the City of Shreveport as a front runner in achieving the objectives outlined in the Energy
Efficiency Community Block Grant (EECBG), we must go beyond the satisfaction of minimum
requirements to pursue innovation. Reaching higher will allow the City to maximize long
term benefits and develop a competitive advantage when applying for future funding. The
CEECP will build upon the initial investments identified during Phase I, chart the course
for future investments, and develop a long term strategy for Shreveport to become more
energy efficient.
1.1 Goals and Objectives
Following the work of the Phase I Energy Efficiency and Conservation Strategy (EECS), the
primary goals for the CEECP will be to provide a clear direction for achieving:
• job creation
• energy savings
• reduction of greenhouse gases
• provident use of local resources
• renewable energy production
• maximized leveraging of funds
In addition to fulfilling these initial goals as outlined by the Department of Energy and the
City of Shreveport for the Phase I EECS, the CEECP will be a:
• means for the City to pursue future funding from state and federal sources
• framework for regional collaboration among municipal and parish governments
• process for cultivating local capacity, leadership, advocacy, and innovation
1.2 Achieving Balanced Sustainability
As our community strives to improve its energy efficiency, it is important to evaluate our
opportunities not only from an environmental and economic point of view, but also from a
social and cultural perspective. We have the ability to make decisions that can save money,
generate income, improve our environmental quality, conserve our local resources, support
and enhance our local cultural and heritage resources, and have positive impacts for all
citizens in the greater Shreveport region. Ultimately, the CEECP will aim to maximize benefits
according to a multiple bottom line:
• environmental quality
• economic prosperity
• social equity1
• cultural vitality2
These multiple bottom lines should provide guidance for indicators/metrics that will be
used to determine preferred initiatives and evaluate progress during the implementation of
these initiatives. A sustainable plan will successfully balance the indicators on this quadruple
bottom line, offering a package of solutions that serves all aspects of our community. (Fig. 1)
Comprehensive Energy Efficiency & Conservation Plan - City of Shreveport, Louisiana 5
6. DRAFT
Fig. 2: Strategic Planning vs. Strategic Doing
Public Private
Sector Sector
Community Based
Organizations
Collaborative
Initiatives
Academic
Institutions
Funding
Agencies
Fig. 3: Creating Partnerships to Link & Leverage Our Assets
6 Framework Document for Phase II
7. DRAFT
1.3 Building Local Capacity Through Strategic Doing
The CEECP will explore, uncover, develop, and support local assets that can help the City of
Shreveport become more energy efficient. The plan will cultivate open networks to link and
leverage these local assets through a process called ‘strategic doing.’ This new, innovative
approach represents a shift from the slow process of traditional strategic planning to fast
cycles of strategic doing.
“Henry Mintzburg, author of The Rise and Fall of Strategic Planning and the insightful
article “Crafting Strategy” says, “The future is an abstraction...it never arrives.” It is always
“out yonder.” Planning, according to Mintzburg, can only accomplish two objectives: it
gives us an image of the future, and; allows us to make decisions about actions we take
now that will impact that future when it arrives. Thinking (planning) and acting (doing)
are inseparable. Formal planning -- especially that type typically labeled “strategic” (a word
widely used yet seldom defined) -- can put too much distance between these two.
So where can creativity, ambiguity, tension, and decisiveness come together in a healthy
environment that regards the integrity of the individual and the value of the organization
equally? This is accomplished only through dialogue.” 3
Strategic doing is a civic discipline to guide open innovation. It is a methodology for
productive dialogue. It builds on existing assets, energy, and excitement, and empowers
community members and organizations to take decisive action, becoming fully engaged in
the work needed within the community. As we engage in conversations with one another our
actions and strategies begin to align and we accomplish meaningful work.
Without a strategy, we have individuals acting independently, often resulting in
counterproductive results and fads. With strategic planning, a course of action is
recommended, but often fails to result in unified actions. The process is often controlled by
a handful of people, and if the process is weak, the commitment to implementation withers
quickly. With strategic doing plans and action occur together allowing for frequent feedback,
learning, and aligning throughout the process. (Fig. 2)
Strategic doing uses an open network model. Open networks offer unique advantages and
will provide the structure for progress and innovation in our modern economy. Networked
processes are more fluid, adaptable, and flexible. They combine open participation and
leadership direction. And, we find that as our network of partners grows, our opportunities
multiply and we generate new assets and unforeseen innovation.
In order for strategic doing to work, we must create trusted civic spaces, develop new
leadership characteristics, and promote civility. All partners decide to exhibit characteristics
and behaviors that enable productive dialogue: genuine curiosity, appreciative inquiry,
transparency, joint accountability, transformative thinking, commitment to engage, participation
to contribute, active listening and learning, collaboration, and mutual respect. (Fig. 3)
Trusted relationships help us survive and thrive. They create the resiliency we need to find the
opportunities and handle the shocks ahead. Trust emerges when we behave in ways that build
trust and mutual respect. Relationships are key. As we work together in a trusted space, we
accomplish more. We attract new partners and assets. We all grow together, exponentially. (Fig. 4)
Comprehensive Energy Efficiency & Conservation Plan - City of Shreveport, Louisiana 7
8. DRAFT
Prosperity
Opportunity
Zone
Productivity Information
& Leadership
Innovation
Information
& Leadership
Collaboration
Fig. 4: Increasing Our Opportunities & Prosperity as we Build Trust & Collaboration
Explore/Mine
Learn/Adjust
Focus/Align
Commit/Act
Fig. 5: The Strategic Doing Cycle
8 Framework Document for Phase II
9. DRAFT
As the number of trusted relationships increases, the value of the network goes up. More
opportunities arise with stronger networks.
Leaders in this process guide positive conversations, delegate leadership to those doing
the work, and grow others’ capacity to lead. Leadership is a shared responsibility distributed
within the group.
Competitive communities are those that learn how to break down the silos and link/leverage
their assets quickly. Strategic doing will enable us to accomplish these goals and meet the
complex challenges and deep transformation that needs to occur within our community.
Collaboration leads to innovation. Innovation improves our productivity and our prosperity.
(Fig. 4)
Strategic Doing answers four major questions (Fig. 5):
What could we do?
What are our assets and how can we link/leverage to create new
opportunities? Develop ideas and uncover opportunities.
What should we do?
What outcomes do we want most to achieve? How can we get there?
Choose what to do.
What will we do?
What commitments are required to accomplish our outcomes? Embark on
specific initiatives. Launch specific initiatives by aligning resources with “link
and leverage” strategies.
How will we learn?
When and how will we come back together to assess our progress and revise
our strategy? Execute and measure results for each initiative. Adjust as needed.
This cycle of conversations is frequent, ongoing, and supports transparent accountability.
Groups come together every 30-60 days.
The goal is to articulate a clear direction and then to define initiatives that align with this
direction. Leadership keeps people focused and the process open. Thick and trusted networks
evolve that are strategic. They help us learn faster, make decisions faster, and act faster.
Notes:
1
Rose, Kalima and Julie Silas. 2001. Achieving Equity through Borrup, Tom. 2006. The Creative Community Builder’s
Smart Growth: Perspectives from Philanthropy. PolicyLink Handbook: How to Transform Communities Using Local
and The Funders’ Network for Smart Growth and Livable Assets, Art, and Culture. St. Paul, Minnesota: Fieldstone
Communities. Alliance.
2002. Promoting Regional Equity. PolicyLink and The Funders’
3
McCann, John M. 2009. Leadership As Creativity: Finding
Network for Smart Growth and Livable Communities. the Opportunity Hidden Within Decision Making and
Dialogue. Resources, Lessons Learned. National Endowment
2
Jackson, Maria Rosario, Florence Kabwasa-Green, and Joaquin for the Arts. http://arts.endow.gov/resources/Lessons/
Herranz. 2006. Cultural Vitality in Communities: Interpretation MCCANN2.HTML
and Indicators. Washington, DC: The Urban Institute.
Comprehensive Energy Efficiency & Conservation Plan - City of Shreveport, Louisiana 9
11. DRAFT
2.0 Plan Focus Areas
The CEECP will be structured around seven major focus areas that cover all of the eligible
activities outlined for the EECBG. While each of these focus areas are strongly interrelated,
these serve as major categories for our work during the planning process.
2.1 Building Energy Efficiency
Eligible activities within the Building Energy Efficiency focus area include energy audits
for commercial, residential, industrial, governmental, and non-profit buildings, financial
incentive programs, building codes/inspections, and energy efficiency retrofits.
2.2 Clean & Renewable Energy Sources
Eligible activities within the Clean & Renewable Energy Sources focus area include on-site
renewable energy generation, energy distribution technology, and the reduction/capture of
methane and other greenhouse gases.
2.3 Reduction of Waste & Pollution
Eligible activities within the Clean & Renewable Energy Sources focus area include recycling
programs, activities that result in the reduction of greenhouse gas emissions, and watershed
management.
2.4 Transportation & Land Use Alternatives
The Transportation & Land Use Alternatives focus area covers activities related to energy
conservation in transportation.
2.5 Green Workforce/Business Incentives
The Green Workforce/Business Incentives focus area explores economic development
opportunities related to any projects above
2.6 Energy Education/Outreach
The Energy Education/Outreach focus area explores methods for transforming the way
our community thinks about energy efficiency and conservation, sharing information and
promoting any of the projects above
2.6 Other
This focus area is for any innovations that do not fit in the other six categories. The Department
of Energy has included ‘other’ as an eligible activity and encourages the innovation of energy
efficiency and conservation strategies not included in the listed eligible activities.
Comprehensive Energy Efficiency & Conservation Plan - City of Shreveport, Louisiana 11
12. DRAFT
3.0 Participants
Working Groups
Citizens of Shreveport
Building Energy E ciency
Clean & Renewable Energy Sources
Core Group
Reduction of Waste & Pollution
Government
Steering Committee Transportation & Land Use Alternatives
Project Team
Green Workforce/Business Incentives
Energy Education/Outreach
Fig. 6: Participants
3.1 Public
The CEECP should be shaped around the vision of the Citizens of Shreveport. The
plan should build upon the values identified by the Shreveport Caddo Master Plan,
neighborhood and local advocacy groups, and other public forums. All citizens in Shreveport
will be called upon to do their part to improve our energy independence.
Roles:
Seek information, education, and training
Voice opinions, providing guidance for all other participants
Conserve within their own sphere
Live providently within our means
3.2 Government
Elected officials and department heads provide leadership, initiating and helping to shape
the process to ensure the completion and implementation of the CEECP.
Roles:
Define the timeframe and jurisdictional area of the plan
Direct the project team
Adopt the plan
Allocate and spend the funds, implementing the plan
Evaluate progress
Report on evaluations
Amend the plan over time as needed
12 Framework Document for Phase II
13. DRAFT
3.3 Steering Committee
The steering committee formed in Phase I of the EECS will be invited to extend their
involvement as stewards over the plan process and serve as leaders of the working groups.
As jurisdictional boundaries are determined and partnerships are formed, others may be
invited to join the steering committee or working groups. (See Appendix for complete list of
Steering Committee members.)
Roles:
Oversee the plan process
Direct the project team
Provide leadership and advocacy in working groups
Recommend the plan and its initiatives to government leaders for adoption/implementation
3.4 Project Team
The project team, led by Gulf Geoexchange, is currently comprised of Morgan Hill Sutton &
Mitchell Architects, CERT, Purdue University, and Chronicle of Numbers.
Roles:
Inventory potential working group members/stakeholders
Teach ‘strategic doing’ and provide technical assistance to the working groups
Provide a web 2.0 workspace for working groups that also provides a public interface
Provide expertise and analysis of best practices and case studies within the six focus areas
Convene and facilitate forums every 30-60 days --meetings that gather all working groups
to link & leverage, share resources, look for opportunities for collaboration/innovation,
growing local capacity and expertise around energy efficiency and conservation practices
Formalize the ideas generated by the working groups into a plan document
Set metrics for baseline, produce target projections and provide evaluation for initiatives
Structure GIS database and procedures for monitoring trends
Provide a format and procedures for regular evaluation and reporting
3.5 Working Groups
We recommend organizing a series of working groups around each focus area concentrated
on EECBG eligible activities, as outlined by the scope of work. Each working group will
engage an open network of public and private sector stakeholders. (See Appendix for list of
potential/proposed Working Group members.)
Roles:
Determine goals and principles
Set targets
Publicize and promote the plan
Generate potential initiatives
Select preferred initiatives
Develop prioritized/phased implementation strategy
Identify obstacles to implementation and describe strategies to remove obstacles
Review the plan
Advise the project team
Comprehensive Energy Efficiency & Conservation Plan - City of Shreveport, Louisiana 13
14. DRAFT
Fig. 7: The Pattern & Structure of Strategic Doing
Initiatives
Working Groups
Core Group
The Core Group divides into Working Groups
Work
Meet Meet
Meet Meet
Work
Working Groups divide into Initiatives
14 Framework Document for Phase II
15. DRAFT
4.0 Plan Process
The process for developing the CEECP will involve seven stages:
1. Plan Initiation
2. Baseline
3. Target
4. Opportunities/Options
5. Preferred Action Plan
6. Implementation & Evaluation
7. Plan Review & Adoption
‘Strategic doing’ will guide the work during each stage of the plan’s development. Participants
will organize themselves in working groups to accomplish a set of specific initiatives. And they
will use cycles of strategic doing to cross pollinate ideas, link, and leverage assets among the
various working groups.
This cycle of conversations is frequent, ongoing, and supports transparent accountability.
Participants leave each conversation with commitments, break off to accomplish tasks,
and reconvene to report and then determine the next set of tasks. Progress on individual
initiatives is regularly reported to their respective working group, and working Groups come
together every 30-60 days. (Fig. 7)
Stage 1. Plan Initiation
During the first stage, the groundwork will be laid for the plan. Stakeholders will be engaged
and organized. The process will be prepared and initiated.
Activities
Cultivate partnerships with institutions of higher education, state and neighboring local
governments, as well as private sector industry and community based organizations
Engage steering committee established during Phase I
Describe/define timeframe and jurisdictional area covered by plan
Assemble working groups around each focus areas, led by members of the steering committee
Teach strategic doing
Use Web 2.0 tools to create a collaborative space for working groups and a public forum
Agree on goals and principles
Deliverables
Map of jurisdictional area covered by plan
Schedule for plan process
Training materials for strategic doing workshop
Web 2.0 site with public side and work space for focus area groups
Presentation/report describing goals and principles
Stage 2. Baseline
During Stage 2, data will be gathered and analyzed to provide a picture of our community’s
current energy use and carbon footprint. And projections will be made to describe where
we will be in the future if we follow a “business as usual” scenario.
Comprehensive Energy Efficiency & Conservation Plan - City of Shreveport, Louisiana 15
16. DRAFT
Activities
Establish indicators and metrics linked to goals/principles
Collect and analyze data
Establish baseline
Produce forecasts and projections
Deliverables
GIS layers and analysis mapping for spatially relevant indicators
Published presentation/report describing current indicator values, forecasts, and projections
Stage 3. Target
In Stage 3, we will determine where we want to be when we reach our target date and
define our broader desired outcomes.
Activities
Determine targets
Seek consensus and approval for targets
Deliverables
Published presentation/report identifying the targets
Promotional materials, public service announcements
Formally adopted resolution
Stage 4. Opportunities/Options
During Stage 4, We will address the following questions: What could we do to improve
our energy efficiency and conservation? What plans are already underway? What are other
places doing? How could we be innovative?
Activities
Compile best practices
Generate potential projects/initiatives
Evaluate initiatives
Deliverables
Published presentation/report identifying best practices for each focus area (case studies)
Published presentation/report describing and analyzing initiatives
Establish Explore Implementation
Baseline Opportunities & Evaluation
1.0
Plan Set Preferred Plan Review
Initiation Target Action Plan & Adoption
Fig. 8: The CEECP Process
16 Framework Document for Phase II
17. DRAFT
Stage 5. Preferred Action Plan
During Stage 5, We will address the following questions: What should we do? What actions
are going to be most successful in achieving our goals? What actions are most leverageable,
sustainable, and feasible?
Activities
Evaluate initiatives based on metrics, sustainability, and feasibility
Select and prioritize preferred initiatives
Deliverables
Published presentation/report outlining the preferred initiatives
Stage 6. Implementation & Evaluation
During Stage 6, We will address the following questions: What will we do? How should we
prioritize actions? What preparations need to be made to accomplish these actions? Who will
do what, when, and for how much?
How will we evaluate our progress? During this stage an reporting system will be created to
evaluate and update the plan as needed. Who will gather data and prepare reports? Who will
receive those reports? How can the plan be adjusted over time to achieve results?
Activities
Develop a prioritized/phased implementation strategy for each initiative
Identify policies and/or administrative actions adopted or needed to support plan
implementation
Identify obstacles to implementation and describe strategies to remove obstacles
Establish commitments for implementation.
Establish mechanisms for ongoing evaluation, accountability, and adaptation (reporting
system)
Deliverables
Published implementation guidebook: the guidebook will include information about the
resources and partnerships required to achieve the plan’s goals; it will detail the prioritized
steps to take; it will describe who will do what, when, and how much it will cost.
1.1 1.2 Target
Comprehensive Energy Efficiency & Conservation Plan - City of Shreveport, Louisiana 17
18. DRAFT
Fig. 9: The EECS & CEECP Process
EECS 1.0 1.1 1.2 1.3 t 3 Years
Short Term
CEECP version 1.0 1.1 1.2 1.3 T
Long Term
Target
Progress on Initiatives
provide benchmarks for
achieving the Target Goal
Milestones gage
our progress on
each Initiative
Baseline
Fig. 10: Evaluating Our Progress
18 Framework Document for Phase II
19. DRAFT
Stage 7. Plan Review & Adoption
The process used during Phase I for completing and implementing the EECS is a small scale
demonstration of the process proposed for Phase II the Comprehensive Energy Efficiency and
Conservation Plan. Both are intended to go through a cycle of reviews to allow for amendment
and improvement over time. (Fig. 9)
During this stage, the initial version of the plan would be adopted, subject to change over time
as needed. Ultimately, progress evaluated on each initiative will be monitored and adjusted to
allow us to achieve or surpass our target goal. (Fig. 10)
Activities
Review preliminary and final drafts of the CEECP
Deliverables
Preliminary and final draft of the Comprehensive Energy Efficiency & Conservation Plan
Comprehensive Energy Efficiency & Conservation Plan - City of Shreveport, Louisiana 19