Direct Support Professionals (DSPs) provide direct care and support to individuals with disabilities, mental illness, substance abuse issues, and other long-term health needs. DSPs lack influence, standard compensation, and professional recognition. The Direct Support Professional Association of Minnesota (DSPAM) aims to enhance the status of DSPs through credentialing, education, advocacy and influencing policy change. DSPAM conducted a survey to understand the key issues and concerns of DSPs to help guide their strategic planning and priorities over the next 3-5 years.
The document discusses the external environment of the CDA Dagupan Extension Office. It outlines the office's clients, partners, stakeholders, suppliers, and co-regulators. It describes the nature of relationships with these groups and notes strengths and weaknesses. Trends in various sectors are also mentioned. The internal environment of the office is then covered, including its structure, resources, people, culture, and alignment with CDA's overall purpose.
Here are the key steps to conducting voter education and get out the vote (GOTV) efforts at health centers in a non-partisan manner:
1. Provide ongoing voter education to registrants and patients via email, text, posters and flyers about upcoming elections, how to vote, early voting options, voter ID requirements, etc.
2. Conduct periodic non-partisan "how to vote" sessions explaining voting procedures and requirements.
3. Remind registrants and patients about upcoming elections and encourage them to vote through phone banks, text banks and social media in the days and weeks leading up to the election.
4. Recruit health center volunteers to help staff phone banks and conduct in-person
Slides used by participants in a session about collaboration across the Making Every Adult Matter (MEAM) coalition.
MEAM focuses on improving policy and practice for adults experiencing multiple and complex needs who have ineffective contact with services.
About the Stand for Your Mission CampaignBoardSource
The Stand for Your Mission campaign is a challenge to all nonprofit decision-makers to stand up for the organizations they believe in by actively representing their organization’s mission and values, and creating public will for positive social change.
AARP Volunteer & Member Engagement Initiative Case Study (2008)versatilecreative
This document summarizes an integrated marketing communications case study from 2008 for AARP Oregon's Volunteer & Member Engagement Initiative. The initiative aimed to engage members and volunteers through congressional district-based outreach by establishing community action teams, recruiting volunteers, and engaging members. Research including focus groups and surveys found opportunities to better engage aging volunteers and address messaging disconnects. Tactics included targeted mailings, events, and partnerships to recruit new volunteers and engage existing members. The initiative had a budget of approximately $174,000 and aimed to meet objectives around volunteer recruitment and engagement. Outcomes were evaluated through community team activities, events, and AARP dashboard metrics. Lessons focused on strengthening goals and objectives and incorporating research earlier in the planning process
The document discusses some common misconceptions about good NGO governance and outlines key aspects of good governance for NGOs. It argues that good governance is a moral and practical necessity, not a waste of resources or time. Good governance ensures compliance with regulations, strong financial management, accountability, and decision-making. Key areas of governance covered include vision/mission, the institutional system, financial administration, program operations, and partnering/networking.
Hear from two states that embarked on a path to collaboration through the Shared Youth Vision project. Learn how New Hampshire and Rhode Island have embraced a journey to effect change to provide an array of services to youth and young adults. In New Hampshire, the process has created one state team, a pilot project team, and twelve local teams focused on collaboration, partnering and resolving gaps in serving multiple state agencies’ neediest young people. In Rhode Island,the partnership has expanded services through the 16 Youth Centers in the state, where partner agencies are collaborating to avail young people opportunities through multiple pathways to education and employment. State Team representatives will share their experiences for bringing together partners to make this partnership a true
collaborative and systematic approach for a cross delivery system for young people.
Direct Support Professionals (DSPs) provide direct care and support to individuals with disabilities, mental illness, substance abuse issues, and other long-term health needs. DSPs lack influence, standard compensation, and professional recognition. The Direct Support Professional Association of Minnesota (DSPAM) aims to enhance the status of DSPs through credentialing, education, advocacy and influencing policy change. DSPAM conducted a survey to understand the key issues and concerns of DSPs to help guide their strategic planning and priorities over the next 3-5 years.
The document discusses the external environment of the CDA Dagupan Extension Office. It outlines the office's clients, partners, stakeholders, suppliers, and co-regulators. It describes the nature of relationships with these groups and notes strengths and weaknesses. Trends in various sectors are also mentioned. The internal environment of the office is then covered, including its structure, resources, people, culture, and alignment with CDA's overall purpose.
Here are the key steps to conducting voter education and get out the vote (GOTV) efforts at health centers in a non-partisan manner:
1. Provide ongoing voter education to registrants and patients via email, text, posters and flyers about upcoming elections, how to vote, early voting options, voter ID requirements, etc.
2. Conduct periodic non-partisan "how to vote" sessions explaining voting procedures and requirements.
3. Remind registrants and patients about upcoming elections and encourage them to vote through phone banks, text banks and social media in the days and weeks leading up to the election.
4. Recruit health center volunteers to help staff phone banks and conduct in-person
Slides used by participants in a session about collaboration across the Making Every Adult Matter (MEAM) coalition.
MEAM focuses on improving policy and practice for adults experiencing multiple and complex needs who have ineffective contact with services.
About the Stand for Your Mission CampaignBoardSource
The Stand for Your Mission campaign is a challenge to all nonprofit decision-makers to stand up for the organizations they believe in by actively representing their organization’s mission and values, and creating public will for positive social change.
AARP Volunteer & Member Engagement Initiative Case Study (2008)versatilecreative
This document summarizes an integrated marketing communications case study from 2008 for AARP Oregon's Volunteer & Member Engagement Initiative. The initiative aimed to engage members and volunteers through congressional district-based outreach by establishing community action teams, recruiting volunteers, and engaging members. Research including focus groups and surveys found opportunities to better engage aging volunteers and address messaging disconnects. Tactics included targeted mailings, events, and partnerships to recruit new volunteers and engage existing members. The initiative had a budget of approximately $174,000 and aimed to meet objectives around volunteer recruitment and engagement. Outcomes were evaluated through community team activities, events, and AARP dashboard metrics. Lessons focused on strengthening goals and objectives and incorporating research earlier in the planning process
The document discusses some common misconceptions about good NGO governance and outlines key aspects of good governance for NGOs. It argues that good governance is a moral and practical necessity, not a waste of resources or time. Good governance ensures compliance with regulations, strong financial management, accountability, and decision-making. Key areas of governance covered include vision/mission, the institutional system, financial administration, program operations, and partnering/networking.
Hear from two states that embarked on a path to collaboration through the Shared Youth Vision project. Learn how New Hampshire and Rhode Island have embraced a journey to effect change to provide an array of services to youth and young adults. In New Hampshire, the process has created one state team, a pilot project team, and twelve local teams focused on collaboration, partnering and resolving gaps in serving multiple state agencies’ neediest young people. In Rhode Island,the partnership has expanded services through the 16 Youth Centers in the state, where partner agencies are collaborating to avail young people opportunities through multiple pathways to education and employment. State Team representatives will share their experiences for bringing together partners to make this partnership a true
collaborative and systematic approach for a cross delivery system for young people.
The document summarizes research on the future of charities in Ireland in 2037. It finds declining public trust in charities based on surveys of the general public, charity staff, and volunteers. Interviews with charity leaders find demands for excellence, a need for the sector to evolve and drive change, and a call for greater transparency and regulation. The implications are that declining trust will make it harder for charities to fulfill their roles unless the sector takes proactive steps to change, measure impact, facilitate mergers where appropriate, and better engage volunteers.
Presentation made by Cormac Russell ABCD Institute faculty memeber, and ABCD Global Consulting at University of Limerick. May 2009. visit: www.abcdglobal.ie email cormac@nurturedevelopment.ie
Instruments for improvement of Accountability and Governance in NGOsHumaneasy Consulting
This document discusses key areas for improving board accountability in non-governmental organizations (NGOs). It recommends that NGOs establish clear statutes, bylaws, and policies to define the roles and responsibilities of the board and avoid conflicts of interest. Regular board and executive director evaluations can help ensure mission fulfillment and sustainability. Annual board training keeps members informed and engaged in strategic planning. Together, these practices aim to strengthen governance, accountability, and long-term institutional development.
The key findings of the benchmarking report on association communications are:
1) The frequency and volume of member communication is increasing while the effectiveness is declining due to smaller communication staff sizes.
2) The top communication challenge associations face is "information overload/cutting through the clutter".
3) Communicating member benefits effectively and keeping members informed about events have become much more important challenges over the past year.
4) Maintaining the association's position as the top industry information source has decreased in importance relative to other communication goals.
Nonprofit Advocacy: Lobbying and Election-Related Activities for 501(c)(3)s4Good.org
Many nonprofits often desire certain legislative and public policy changes by our legislators and publicly elected officials to help further or achieve their charitable missions. Nonprofits, however, often avoid advocating for such changes because the IRS rules regarding nonprofit advocacy tend to be complex and commonly misunderstood. 501(c)(3) organizations in particular are often unsure or unaware of which advocacy activities are permissible and which advocacy activities may jeopardize their tax-exempt status. Additionally, nonprofit advocacy and compliance with IRS regulations is a common hot topic for other groups such as the media, public, and authorities, especially during election years. Given the increased attention and scrutiny to nonprofit lobbying and election-related activities that is to be expected this year, 501(c)(3) organizations would greatly benefit from becoming knowledgeable about nonprofit advocacy rules.
If you are looking to retain members or customers this presentation gives you some steps and some methods to make members or customers perceive that you are talking to them 365 days per year in a positive, relationship driven manner.
This document provides an overview of the nonprofit sector, including:
- Nonprofits vary greatly in size, from small one-person operations to large universities.
- Legally, nonprofits must be recognized by states and the IRS to be tax-exempt. There are 28 types of tax-exempt organizations.
- The most common type is 501(c)(3) charitable nonprofits. Other types include political groups, unions, and cemeteries.
- All charities are classified as either public charities, which receive funding from multiple sources, or private foundations, which generally receive funding from a single source.
The document discusses key aspects of effective nonprofit governance and management. It emphasizes that nonprofit boards must work as equal partners with operational staff. Additionally, it highlights the importance of clarifying roles and responsibilities between boards and staff to coordinate their work. Finally, it stresses that nonprofit organizations should engage in strategic planning and lifecycle analysis to help guide their work.
This document discusses good governance practices for non-profit organizations. It explains that patient organizations are typically founded by a small committed team that later grows into a larger association. As organizations grow, they may need paid staff to manage operations. The document outlines different board typologies and issues that can arise like micromanagement and founder's syndrome as organizations evolve. It emphasizes the importance of establishing governance rules early, like defining board roles and policies, to facilitate healthy growth and prevent problems. Good governance involves transparent decision making according to shared values.
BoardSource has been conducting a National Index of Nonprofit Board Practices survey since 1994 called the Nonprofit Governance Index, now called Leading with Intent. The 2014 survey collected information from 850 chief executives and 246 board chairs. Key findings include:
- Boards received an average grade of B- from CEOs and board chairs, performing better on financial and compliance tasks than strategic work.
- Board composition is changing slowly, with boards shrinking in size but still lacking diversity.
- While financial performance has improved for most nonprofits since last year, fundraising remains a challenge that boards need to improve.
- Strengthening board culture requires defining roles and responsibilities clearly and engaging board members through education and assessment.
The Stand for Your Mission campaign is a challenge to all nonprofit decision-makers to stand up for the organizations they believe in by actively representing their organization’s mission and values, and creating public will for positive social change.
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 evaluation assessed the impact of the Think Local Act Personal (TLAP) partnership. Survey and interview findings showed that TLAP is seen as a valuable champion of personalised care that produces resources grounded in lived experience. Over 70% of respondents agreed that engaging with TLAP improved their awareness, understanding, and knowledge of personalised care. Additionally, 64% reported applying this knowledge in practice. The evaluation concluded that TLAP effectively identifies best practices and increases understanding of personalised care, though acknowledged barriers to influencing broader system-level change. Recommendations focused on strengthening co-production, sharing more impact stories, and reframing personalisation's relevance to wider social care challenges.
This document profiles various people in business and their new roles and promotions. It discusses people in accounting, arts and nonprofits, banking and finance, construction, education, government, healthcare, hospitality, insurance, law, media and communications, personnel and human resources, sports business, and general business. It also covers some achievements and a profile of a designer who is passionate about blues music.
This document discusses stakeholder engagement in the public sector. It defines stakeholders as any group that is affected by or can influence the entity's activities. Effective stakeholder engagement provides benefits like improved service delivery and risk management. The document recommends that public sector entities identify their stakeholders, understand their needs, and develop transparent communication strategies. It also advises creating a documented stakeholder engagement plan that identifies risks, objectives, and processes for relationship building and evaluation.
Legislative Advocacy Building Dynamic Relationships 10 06Ckyle
Relationships are everything when it comes to lobbying. If you don't have them to need to get them. If you have them you need to nuture them. Without them its tough to be a good lobbyist and represent your clients effectively.
The document provides an internal and external analysis of strengths, weaknesses, opportunities, and threats (SWOT) for the Friends of Jefferson House agency. It identifies key internal strengths like funding and membership numbers. Weaknesses include limited staff and occupancy. Opportunities exist in certification and transitional employment programs. Threats involve inadequate long-term funding and stigma. Strategic goals are set for leadership, fiscal management, services, quality improvements, and public relations to address issues and further the agency's mission of supporting members' rehabilitation.
The document discusses issues with the governance structure and democratic accountability of large co-operatives. It questions whether the system of members electing area boards who then elect regional boards etc. can truly be considered democracy. It also examines why people may feel disengaged from democracy in large organizations and how co-ops could better empower members by offering a variety of ways for them to get involved through online and in-person activities. Several examples are given of co-ops that have successfully increased member participation in recent years.
The independent evaluation of Think Local Act Personal (TLAP) found that the partnership makes a significant impact by championing personalised care, increasing awareness and understanding, and influencing policy and practice. Survey and interview respondents widely agreed that TLAP produces resources grounded in lived experience, identifies quality care standards, and increases support for community-based models. The evaluation concluded that TLAP is an important driver of positive change and recommended it continue sharing good practices, reframing personalisation, and standardizing data collection to further its impact.
Non-profit governance refers to how an organization allocates authority, oversight, and responsibility for decisions and operations. It encompasses policies, processes, documents, organizational structures, and culture. Effective governance is expected by donors, government agencies, and the public and is the responsibility of the board of directors. The board must implement governance best practices to comply with regulations and meet fiduciary duties in order to protect the organization and board members from liability.
The Direct Support Professional Association of Minnesota (DSPAM) is seeking nominations for two awards that recognize outstanding direct support professionals (DSPs). DSPs work in various settings supporting people with disabilities. The awards are for DSP of the Year and DSP Advocate of the Year. Nominations are due by September 12th and should be emailed to iamdspam@gmail.com. Award winners will be recognized at DSPAM's annual event on September 18th.
The document summarizes research on the future of charities in Ireland in 2037. It finds declining public trust in charities based on surveys of the general public, charity staff, and volunteers. Interviews with charity leaders find demands for excellence, a need for the sector to evolve and drive change, and a call for greater transparency and regulation. The implications are that declining trust will make it harder for charities to fulfill their roles unless the sector takes proactive steps to change, measure impact, facilitate mergers where appropriate, and better engage volunteers.
Presentation made by Cormac Russell ABCD Institute faculty memeber, and ABCD Global Consulting at University of Limerick. May 2009. visit: www.abcdglobal.ie email cormac@nurturedevelopment.ie
Instruments for improvement of Accountability and Governance in NGOsHumaneasy Consulting
This document discusses key areas for improving board accountability in non-governmental organizations (NGOs). It recommends that NGOs establish clear statutes, bylaws, and policies to define the roles and responsibilities of the board and avoid conflicts of interest. Regular board and executive director evaluations can help ensure mission fulfillment and sustainability. Annual board training keeps members informed and engaged in strategic planning. Together, these practices aim to strengthen governance, accountability, and long-term institutional development.
The key findings of the benchmarking report on association communications are:
1) The frequency and volume of member communication is increasing while the effectiveness is declining due to smaller communication staff sizes.
2) The top communication challenge associations face is "information overload/cutting through the clutter".
3) Communicating member benefits effectively and keeping members informed about events have become much more important challenges over the past year.
4) Maintaining the association's position as the top industry information source has decreased in importance relative to other communication goals.
Nonprofit Advocacy: Lobbying and Election-Related Activities for 501(c)(3)s4Good.org
Many nonprofits often desire certain legislative and public policy changes by our legislators and publicly elected officials to help further or achieve their charitable missions. Nonprofits, however, often avoid advocating for such changes because the IRS rules regarding nonprofit advocacy tend to be complex and commonly misunderstood. 501(c)(3) organizations in particular are often unsure or unaware of which advocacy activities are permissible and which advocacy activities may jeopardize their tax-exempt status. Additionally, nonprofit advocacy and compliance with IRS regulations is a common hot topic for other groups such as the media, public, and authorities, especially during election years. Given the increased attention and scrutiny to nonprofit lobbying and election-related activities that is to be expected this year, 501(c)(3) organizations would greatly benefit from becoming knowledgeable about nonprofit advocacy rules.
If you are looking to retain members or customers this presentation gives you some steps and some methods to make members or customers perceive that you are talking to them 365 days per year in a positive, relationship driven manner.
This document provides an overview of the nonprofit sector, including:
- Nonprofits vary greatly in size, from small one-person operations to large universities.
- Legally, nonprofits must be recognized by states and the IRS to be tax-exempt. There are 28 types of tax-exempt organizations.
- The most common type is 501(c)(3) charitable nonprofits. Other types include political groups, unions, and cemeteries.
- All charities are classified as either public charities, which receive funding from multiple sources, or private foundations, which generally receive funding from a single source.
The document discusses key aspects of effective nonprofit governance and management. It emphasizes that nonprofit boards must work as equal partners with operational staff. Additionally, it highlights the importance of clarifying roles and responsibilities between boards and staff to coordinate their work. Finally, it stresses that nonprofit organizations should engage in strategic planning and lifecycle analysis to help guide their work.
This document discusses good governance practices for non-profit organizations. It explains that patient organizations are typically founded by a small committed team that later grows into a larger association. As organizations grow, they may need paid staff to manage operations. The document outlines different board typologies and issues that can arise like micromanagement and founder's syndrome as organizations evolve. It emphasizes the importance of establishing governance rules early, like defining board roles and policies, to facilitate healthy growth and prevent problems. Good governance involves transparent decision making according to shared values.
BoardSource has been conducting a National Index of Nonprofit Board Practices survey since 1994 called the Nonprofit Governance Index, now called Leading with Intent. The 2014 survey collected information from 850 chief executives and 246 board chairs. Key findings include:
- Boards received an average grade of B- from CEOs and board chairs, performing better on financial and compliance tasks than strategic work.
- Board composition is changing slowly, with boards shrinking in size but still lacking diversity.
- While financial performance has improved for most nonprofits since last year, fundraising remains a challenge that boards need to improve.
- Strengthening board culture requires defining roles and responsibilities clearly and engaging board members through education and assessment.
The Stand for Your Mission campaign is a challenge to all nonprofit decision-makers to stand up for the organizations they believe in by actively representing their organization’s mission and values, and creating public will for positive social change.
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 evaluation assessed the impact of the Think Local Act Personal (TLAP) partnership. Survey and interview findings showed that TLAP is seen as a valuable champion of personalised care that produces resources grounded in lived experience. Over 70% of respondents agreed that engaging with TLAP improved their awareness, understanding, and knowledge of personalised care. Additionally, 64% reported applying this knowledge in practice. The evaluation concluded that TLAP effectively identifies best practices and increases understanding of personalised care, though acknowledged barriers to influencing broader system-level change. Recommendations focused on strengthening co-production, sharing more impact stories, and reframing personalisation's relevance to wider social care challenges.
This document profiles various people in business and their new roles and promotions. It discusses people in accounting, arts and nonprofits, banking and finance, construction, education, government, healthcare, hospitality, insurance, law, media and communications, personnel and human resources, sports business, and general business. It also covers some achievements and a profile of a designer who is passionate about blues music.
This document discusses stakeholder engagement in the public sector. It defines stakeholders as any group that is affected by or can influence the entity's activities. Effective stakeholder engagement provides benefits like improved service delivery and risk management. The document recommends that public sector entities identify their stakeholders, understand their needs, and develop transparent communication strategies. It also advises creating a documented stakeholder engagement plan that identifies risks, objectives, and processes for relationship building and evaluation.
Legislative Advocacy Building Dynamic Relationships 10 06Ckyle
Relationships are everything when it comes to lobbying. If you don't have them to need to get them. If you have them you need to nuture them. Without them its tough to be a good lobbyist and represent your clients effectively.
The document provides an internal and external analysis of strengths, weaknesses, opportunities, and threats (SWOT) for the Friends of Jefferson House agency. It identifies key internal strengths like funding and membership numbers. Weaknesses include limited staff and occupancy. Opportunities exist in certification and transitional employment programs. Threats involve inadequate long-term funding and stigma. Strategic goals are set for leadership, fiscal management, services, quality improvements, and public relations to address issues and further the agency's mission of supporting members' rehabilitation.
The document discusses issues with the governance structure and democratic accountability of large co-operatives. It questions whether the system of members electing area boards who then elect regional boards etc. can truly be considered democracy. It also examines why people may feel disengaged from democracy in large organizations and how co-ops could better empower members by offering a variety of ways for them to get involved through online and in-person activities. Several examples are given of co-ops that have successfully increased member participation in recent years.
The independent evaluation of Think Local Act Personal (TLAP) found that the partnership makes a significant impact by championing personalised care, increasing awareness and understanding, and influencing policy and practice. Survey and interview respondents widely agreed that TLAP produces resources grounded in lived experience, identifies quality care standards, and increases support for community-based models. The evaluation concluded that TLAP is an important driver of positive change and recommended it continue sharing good practices, reframing personalisation, and standardizing data collection to further its impact.
Non-profit governance refers to how an organization allocates authority, oversight, and responsibility for decisions and operations. It encompasses policies, processes, documents, organizational structures, and culture. Effective governance is expected by donors, government agencies, and the public and is the responsibility of the board of directors. The board must implement governance best practices to comply with regulations and meet fiduciary duties in order to protect the organization and board members from liability.
The Direct Support Professional Association of Minnesota (DSPAM) is seeking nominations for two awards that recognize outstanding direct support professionals (DSPs). DSPs work in various settings supporting people with disabilities. The awards are for DSP of the Year and DSP Advocate of the Year. Nominations are due by September 12th and should be emailed to iamdspam@gmail.com. Award winners will be recognized at DSPAM's annual event on September 18th.
Mostramos una pequeña descripcion de 4 de los principales componentes que debe tener toda Pc, ya sea de escirtorio, portatil, movil, tablet, o cualquier dispositivo electronico digital de estos tiempos.
The document summarizes the mission and activities of DSPAM, a Minnesota chapter of the National Alliance for Direct Support Professionals that advocates for direct care workers. DSPAM works to improve training, compensation and recognition for direct support professionals through initiatives like surveys of DSPs, conferences and developing a strategic plan focused on key issues for 2008 like governance training and boosting membership.
The document discusses direct support professionals (DSPs) and efforts to professionalize the field. It outlines what self-advocates want from DSPs, including being treated with respect and dignity. It also discusses the National Alliance for Direct Support Professionals and their goals of promoting ethical practice and empowering DSPs. Several state examples are provided of efforts to enhance training, credentialing, and career pathways for DSPs to professionalize the field.
Los cuatro documentos describen especificaciones técnicas de placas base Intel para escritorio. Todas son compatibles con procesadores Intel Core y ofrecen características como memoria DDR, sonido integrado, gráficos integrados, conectividad LAN gigabit y ranuras de expansión. Las placas varían en formato, chipset, capacidad de memoria y puertos, pero comparten la compatibilidad básica con procesadores Intel y la provisión de características estándar para placas base de escritorio.
La placa madre es el componente principal de una computadora y coordina todos los demás elementos. Incluye el zócalo de la CPU, BIOS, conectores de memoria, chipset, puertos USB, batería y conectores de sonido. El BIOS inicia y configura el hardware para cargar el sistema operativo.
Entry-level training
•
Practitioner: Intermediate level training
•
Professional: Advanced level training
For more information on the College of Direct Support,
visit www.collegeofdirectsupport.com
Benefits of NADSP Membership:
- Access to the College of Direct Support
- Networking opportunities
- Legislative advocacy
- Professional development resources
- Code of Ethics
- Discounts on conferences and events
- Bi-monthly newsletter
- And more!
Are you a member yet? Join today at
www.nadsp.org
Managing a MultiGenerational WorkforceRyan Gunhold
The document provides an overview of a workshop on employee engagement, diversity, and satisfaction presented by HR Solutions, Inc. and City University of Seattle. It discusses measuring and improving employee engagement, understanding generational differences, and developing action plans. Key topics included defining engagement, its business outcomes and drivers, engagement survey results for CityU, and a 10-point toolkit for creating a "Magnetic Culture" workplace.
This document outlines a workshop on practical workforce development for recruitment and retention. It discusses key challenges for the direct support professional (DSP) workforce in the United States and Australia. Challenges include high turnover rates, staffing vacancies, low wages, lack of benefits, and poor career paths/training. The workshop covers intervention strategies for different stages of the employee lifecycle like recruitment, orientation, training and retention. It also discusses developing organizational workforce development plans and identifying priorities for follow-up activities to address DSP challenges. National resources in the US that can help address these issues are also presented.
This document discusses engagement with providers and personalization of adult social care services in Leicestershire County Council. It outlines the council's provider forums for communication and involvement. It also summarizes the customer journey in adult social care, including prevention, assessment of needs, support planning, personal budgets, and safeguarding considerations with personalization.
A Blueprint for Partnerships: Philadelphia Housing Authority and Medicaid fun...Marcella Maguire
Beginning in 2008, the Philadelphia Housing Authority and the City of Philadelphia's Medicaid Managed Care Behavioral Health Carve Out Organization, partnered to end chronic homelessness with the resources of Housing Choice Vouchers and Medicaid Funded Supportive Services. The resulting partnership is examined as an essential component to ending chronic homelessness in 2016.
Pesuading Policy Makers: Effective CIT Program Evaluation and Public Relations citinfo
This document summarizes a presentation on effectively evaluating community intervention team (CIT) programs and persuading policy makers to support CIT. It discusses becoming familiar with the policymaking process, building relationships with policy makers, using data from program evaluations, and involving the community. Program evaluations should assess needs, collect data on outcomes for participants and first responders, and measure changes in costs and the criminal justice system. Choosing a university or professional evaluator can help plan an evaluation to show a program's effectiveness.
This document discusses different approaches to public participation and involvement in health initiatives, including community development, co-production, and public and patient involvement (PPI). It outlines key drivers in Northern Ireland promoting these approaches and examples of projects using community development. Effective approaches engage communities meaningfully, address root causes of health issues, involve diverse members beyond usual participants, are long-term in nature, and share power between communities and statutory partners. Measuring success requires understanding different perspectives on participation.
The document proposes two solutions - a Cross the Line activity and a mentoring program - to help eliminate the stigma surrounding mental health issues at the University of Colorado Boulder. The Cross the Line activity would use an anonymous survey and have students physically step forward to reveal how common various mental health issues are. The mentoring program would pair students experiencing mental health issues with mentors who have overcome similar challenges. Both solutions are intended to show students they are not alone and connect them with support resources on campus.
National Organization on Disability: Employment Programs for People with Disa...acamuso
The National Organization on Disability (NOD) aims to increase employment opportunities for people with disabilities. NOD conducts research and demonstration projects working directly with employers. Through its Bridges to Business initiative, NOD helps connect employers, service providers, and agencies to build a more inclusive workforce. NOD conducted a study interviewing 40 organizations to identify themes in disability employment. The study found that employers want assistance from a broad organization to serve as an advisor connecting them to local service providers. NOD works to help employers and providers use consistent metrics to measure job performance, retention, and career progression of employees with disabilities.
NOD: Employment Programs for People with Disabilitiesacamuso
This presentation provides an overview of the National Organization on Disability and their various employment initiatives for people with disabilities.
2
2
National Coalition of Homeless Veterans
Margaret Johnson
Walden University
The National Coalition of Homeless Veterans (NCHV) is a non-profit organization registered under the US Department of Veteran Affairs (VA). Its primary objective is to mitigate homelessness in the country. The agency collaborates with the federal, state, and local authorities to carry out its mandates and ensure it has accomplished its mission. Certain principles guide it with a significant focus of providing practical and resources assistance to the homeless veterans, who represent roughly one-fourth of the entire population of eligible homeless individuals in the country. Inclusive in its mission are three significant core values, including enhancement of public policy, promotion of collaboration, and elevating the capacity of service providers (Rickards et al., 2010). First, it is aimed at enhancing various social policies concerning veterans' issues such as Public Laws 16 and 293 to ensure the individuals sufficiently are taken care of by the government. Second, in encouraging collaboration, the agency concentrates on enhancing coordination of the concerned national care providers, including the Congress and other agencies working under the executive to facilitate in the efforts of accomplishing its goals. Finally, by the capacity of service providers, NCHV means the sources from where the needed assistance for the veterans comes from of which are different forms of organizations and individuals in both the public and private sector. Hence, with the guidance of these priorities, the organization can work and fulfill the needs of its mission. Comment by DMW: Margaret, you need to state the mission fully, with out descriptions about the issue. Organize this section so the mission alone is clear. You broke it up making it difficult to find it. Comment by DMW: The mission is to end homelessness among veterans. You need to be specific about its mission. Comment by DMW: Are these values, or are these approaches to meet the mission? Comment by DMW: Review APA formatting on how to cite legislative documents. Comment by DMW: Unclear sentence.
Core Values
Correspondingly, the NCHV’s core values incorporate different categories of participants ranging from the highest authority in the government to the beneficiaries of its various programs who are the veterans. It is governed by a 17-member board of directors that are responsible for making essential decisions to ensure the plans developed are effectively implemented to serve the expected purpose. Moreover, it has a team of staff that works as subordinates of the directors. The staff is comprised of five individuals, including the CEO, Director of Training and Technical Assistance, Operations Manager, Program, and Communication Assistants. Hence, each individual in the leadership structure is mandated with specific tasks and has to ensure competence as the level of performance has a significant influe ...
Sd5 a leadership_ref_guide_to_partnering_w_african_amer_fraternitiesAngie Sides
This document provides agency leadership with guidance on partnering with African American fraternities to recruit volunteers. It emphasizes the importance of communication between agency leaders and fraternity leaders. It also stresses establishing clear goals and expectations through a partnership agreement. Additionally, it recommends agency leaders attend fraternity events, provide outstanding customer service, and offer various ways for fraternity members to engage other than just volunteering. The goal is to build strong, long-lasting partnerships that benefit both the agency's mission and the fraternities' desire to support their communities.
A STUDY OF MANAGEMENT BEHAVIORS OF MANAGERS WITHIN A NONPROFIT INS.docxransayo
A STUDY OF MANAGEMENT BEHAVIORS OF MANAGERS WITHIN A NONPROFIT INSTITUTION
TABLE OF CONTENTS
Acknowledgments
CHAPTER 1. INTRODUCTION
Introduction to the Problem 1
Background of the Study 3
Statement of the Problem 7
Purpose of the Study 7
Rationale 8
Conceptual Framework 8
Research Questions/Hypotheses 9
Nature of the Study 10
Significance of the Study 11
Assumptions 12
Limitations 13
Definition of Terms 13
Organization of the Remainder of the Study 14
CHAPTER 2. LITERATURE REVIEW
Introduction
Leadership
Nonprofit Organizations
Organizational Culture
Perceptions of Leadership and Management
Recommendations from Work Reviewed
Reflections and Insight
Conclusion
CHAPTER 3. METHODOLOGY
Introduction
Design of the Study
Population
Sample
Dependent Variable
Independent Variable
Test Factors
Reliability and Validity
Data Collection Procedure and Coding
Data Analysis Plan
Research Ethics and Protection of Subjects
Summary
CHAPTER FOUR. DATA COLLECTION AND ANALYSIS
Introduction
Response Rate
Descriptive Statistics
Research Questions
Hypothesis Testing
Summary
CHAPTER FIVE. DISCUSSION, IMPLICATIONS,
RECOMMENDATIONS
Introduction
Discussion and Conclusions
Limitations
Implications
Recommendations
Conclusion
References
ii
CHAPTER ONE: INTRODUCTION
Introduction to the Study
Guy, Newman & Mastracci, (2008) exposed that human service employees go through emotive labor. They decided that the most momentous defy in front of individuals working within the human service field is that workers who happen to be not wastefulin their work have less humane and considerate traits. Lea.
Charity Navigator Masterclass: Culture & Community BeaconOnBoard
This document summarizes a Charity Navigator masterclass session on understanding the Culture and Community beacon. It provides an overview of how Charity Navigator evaluates an organization's culture, community engagement, equity and feedback practices. Studies are presented showing the importance of these factors to donors and nonprofit effectiveness. The beacon criteria around how organizations listen to constituents, commit to equity and diversity are explained. The importance of the Culture and Community beacon in providing a holistic evaluation and informing donor decisions is highlighted. Participants are invited to ask questions in a Q&A session.
This document is a proposal for a keynote speech on DEI for executives at SXSW 2024. The summary discusses topics that will be covered in the keynote, including the five stages of DEI maturity, why DEI progress is still stagnant, the importance of DEI for recruiting and retaining top talent, and the four principles of equity-centered leadership - understanding community, initiating tough conversations, being accountable, and committing to equal access. The proposal was previously presented at an HR conference and will be updated if selected for SXSW.
The document discusses employee engagement and creating a magnetic culture in the workplace. It defines employee engagement as employees being motivated, committed, involved in their work, and inspiring others. Conducting an internal analysis of engagement establishes a foundation for improving company culture and achieving organizational success. The document also outlines key drivers of engagement, ways to create an engaged culture, and an action planning process to increase engagement levels.
This document provides guidance on developing association sales of long-term care insurance using the internet. It discusses trend spotting opportunities in demographics, healthcare, lifestyle and technology. Associations are identified as having large numbers of qualified prospects who already trust the association's endorsements. The benefits of marketing long-term care insurance through associations are outlined for both the agents and the associations. Recommendations are provided on identifying associations to work with, securing endorsements, and leveraging the internet and association communications to increase long-term care insurance participation. Examples of successful case studies marketing to library, nurses', and restaurant associations are also briefly mentioned.
Similar to Dspam Survey Results General Presentation (20)
The Direct Support Professional Association of Minnesota (DSPAM) is holding its annual recognition event called "Honoring Commitments" on September 18th, 2011 to recognize and celebrate direct support professionals. The event will offer free spa services, present awards to exemplary DSPs, and have gifts and prizes. DSPAM is requesting financial sponsorship from community partners to support the event and recognize the important work of DSPs.
This document outlines different sponsorship levels for contributing to the Direct Support Professional Association of Minnesota (DSPAM). The Friends level provides contributions of $100-$499 and includes organization listing in the newsletter and a customized sign. The Emerald level provides $500-$999 in contributions and additional listings and 20 memberships. The Sapphire level provides $1,000-$1,999 in contributions and additional benefits including a website link and training. The Diamond level provides $2,000 or more in contributions and receives all benefits including prominent marketing materials placement and memberships.
The document is a membership form for the National Alliance of Direct Support Professionals (NADSP) that offers different levels of membership for individuals and organizations at various annual rates. It details the Direct Support Professional level for $10/year, other individual levels including frontline supervisors and family members for $20/year, affiliate levels for agencies and organizations for $200/year, supporting levels for dedication to DSPs for $500/year, and sponsoring levels for advancing DSPs as a profession for $2,000/year. It requests the member's contact information and payment to be mailed to the NADSP address provided.
Honoring Commitments September 18 2011 2 PgDon Krutsinger
The document announces an event honoring Direct Support Professionals (DSPs) during National DSP Recognition Week. The event will provide free spa services, appetizers, and networking for DSPs. Awards will be presented to exemplary DSPs who promote self-determination and inclusion. Discounted membership renewals and door prizes will also be available.
23. “ Due to population working with, no, I feel cheated. Pay should (increase) and so should health benefits. I think no amount of money could replace the care we give to our consumers. It is just that important. We are working with actual people and putting ourselves in harm's way physically and with our health only to defend the consumer.”
3-4 key points per slide and don’t go bullet-by-bullet; 2-5 min per slide. Give examples.
Don’t read. Since january 2005. Pull out: dspam is a state chapter of nadsp. Dspam provides what a lot of other assoc provide. We have a dual membership system.
Our vision is around the five national goals.
This is how we are structured.
The board made a decision to serve dsps throughout the state and to find out what they want from their state chapter. We will use results to shape future (pick out a couple of pieces to say).
We have a lot of issues we are looking at, here is a list, hightlight a few