Fairfax County hired Gartner to conduct an independent review of the county's land use and development procedures and processes in order to improve their speed, consistency and effectiveness. This report looks at ideas from best practices used by other jurisdictions.
Gartner Study Visioning and RecommendationsFairfax County
Fairfax County hired Gartner to conduct an independent review of the county's land use and development procedures and processes in order to improve their speed, consistency and effectiveness. This is the study's final visioning and recommendations.
Fairfax County hired Gartner to conduct an independent review of its land use and development services. The study looked at the current procedures and processes and their effectiveness and efficiencies in order to identify opportunities for improvement that can further customer service and improve operational execution. This assessment is based upon interviews and document research that began in February, 2015.
Fairfax County Economic Success Strategic Plan 2019 UpdateFairfax County
The reports presents the ongoing efforts in 2019 to advance the county's Economic Success Strategic Plan, including new initiatives and projects. For more information, visit www.fairfaxcounty.gov/economic-success
Strategic Plan to Facilitate the Economic Success of Fairfax County (Jan. 27,...Fairfax County
Fairfax County's proposed Plan to Facilitate the Economic Success was presented to the Board of Supervisors on Jan. 27, 2015.
The plan will help expand and diversify the economy, and it focuses on six goals.
It is anticipated the board will vote to adopt the plan in spring 2015.
More information can be found at www.fairfaxcounty.gov/success.
Initial Inventory of Workforce Development Programs that Align with High Dema...Fairfax County
Fairfax County Economic Success Plan recognizes that creating and sustaining a highly skilled workforce is a critical driver for economic success. However, the question is whether existing programs align with projected industry need? This initial inventory explores this question since the county's economic plan calls for coordination and efficient delivery of workforce and training programs and expanding STEM and STEAM training and preparation
Fairfax County Building Repositioning PresentationFairfax County
As part of its economic success strategy, Fairfax County is looking at ways that empty or obsolete commercial buildings can be reused for residential, educational, manufacturing or other uses. This presentation provides an overview
Strategic Plan to Facilitate the Economic Success of Fairfax CountyFairfax County
The document summarizes Fairfax County's process to update its 2011 Economic Strategic Plan. It provides background on the development of the original 2011 plan and the goals for the 2014 update, which include revising the 2011 plan, cataloging current economic development initiatives, refining the county's vision, and developing a 3-5 year action plan. The 2014 update will focus on four themes: People, Places, Employment, and Governance. Each theme outlines goals and visions related to issues like workforce, housing, transportation, business attraction and retention, and collaborative leadership.
Fall 2016 Upate: Strategic Plan to Facilitate the Economic Sucess of Fairfax ...Fairfax County
This is a fall 2016 update on progress on Fairfax County's strategic plan for economic success. To learn more about this plan, visit www.fairfaxcounty.gov/success
Gartner Study Visioning and RecommendationsFairfax County
Fairfax County hired Gartner to conduct an independent review of the county's land use and development procedures and processes in order to improve their speed, consistency and effectiveness. This is the study's final visioning and recommendations.
Fairfax County hired Gartner to conduct an independent review of its land use and development services. The study looked at the current procedures and processes and their effectiveness and efficiencies in order to identify opportunities for improvement that can further customer service and improve operational execution. This assessment is based upon interviews and document research that began in February, 2015.
Fairfax County Economic Success Strategic Plan 2019 UpdateFairfax County
The reports presents the ongoing efforts in 2019 to advance the county's Economic Success Strategic Plan, including new initiatives and projects. For more information, visit www.fairfaxcounty.gov/economic-success
Strategic Plan to Facilitate the Economic Success of Fairfax County (Jan. 27,...Fairfax County
Fairfax County's proposed Plan to Facilitate the Economic Success was presented to the Board of Supervisors on Jan. 27, 2015.
The plan will help expand and diversify the economy, and it focuses on six goals.
It is anticipated the board will vote to adopt the plan in spring 2015.
More information can be found at www.fairfaxcounty.gov/success.
Initial Inventory of Workforce Development Programs that Align with High Dema...Fairfax County
Fairfax County Economic Success Plan recognizes that creating and sustaining a highly skilled workforce is a critical driver for economic success. However, the question is whether existing programs align with projected industry need? This initial inventory explores this question since the county's economic plan calls for coordination and efficient delivery of workforce and training programs and expanding STEM and STEAM training and preparation
Fairfax County Building Repositioning PresentationFairfax County
As part of its economic success strategy, Fairfax County is looking at ways that empty or obsolete commercial buildings can be reused for residential, educational, manufacturing or other uses. This presentation provides an overview
Strategic Plan to Facilitate the Economic Success of Fairfax CountyFairfax County
The document summarizes Fairfax County's process to update its 2011 Economic Strategic Plan. It provides background on the development of the original 2011 plan and the goals for the 2014 update, which include revising the 2011 plan, cataloging current economic development initiatives, refining the county's vision, and developing a 3-5 year action plan. The 2014 update will focus on four themes: People, Places, Employment, and Governance. Each theme outlines goals and visions related to issues like workforce, housing, transportation, business attraction and retention, and collaborative leadership.
Fall 2016 Upate: Strategic Plan to Facilitate the Economic Sucess of Fairfax ...Fairfax County
This is a fall 2016 update on progress on Fairfax County's strategic plan for economic success. To learn more about this plan, visit www.fairfaxcounty.gov/success
Economic Success Presentation to the Northern Virginia Building Industry Asso...Fairfax County
On Sept. 4, 2015, Fairfax County officials presented the county's Economic Success Plan to the Northern Virginia Building Industry Association. Officials discussed work to improve the speed, consistency and predictability of the land development process.
The document provides an overview of the Government Performance and Results Act (GPRA) and its modernization through the GPRA Modernization Act of 2010. It discusses GPRA's requirements for strategic planning, performance measurement, and reporting. It also summarizes GPRAMA's additional provisions for federal agency priority goal-setting, quarterly progress reviews, and coordination of cross-agency priority goals and performance reporting across government.
The document provides an overview of the Government Performance and Results Act (GPRA), findings from the Government Accountability Office (GAO) on GPRA implementation, requirements of the GPRA Modernization Act (GPRAMA) including new governmentwide and agency level planning and reporting, and GAO responsibilities and resources related to overseeing GPRAMA implementation.
Lessons from the US Perfromance Management System by Donald MoynihanOECD Governance
Presentation by Donald Moynihan at the 10th annual meeting of the Senior Budget Officials Performance and Results Network held on 24-25 November 2014. Find more information at http://www.oecd.org/gov/budgeting
The document summarizes a report from a strategic planning project for the Kentucky Press Association (KPA). It provides an overview of the research conducted, including surveys of KPA members and other press associations. It identifies strengths, weaknesses, opportunities and threats. Key recommendations include reorganizing KPA to operate more like a business, implementing training and resources to help members transition to digital media, and developing new revenue streams and ways of collaborating. The strategic plan would be carried out over three years and require annual evaluation.
The document outlines terms of reference for an evaluation of the Governance Accountability Project Phase II (GAP2) in Bosnia and Herzegovina, which was implemented from 2011-2014 with funding from Sida, USAID, and EKN. The evaluation will assess the project's relevance, effectiveness, impact and efficiency. It will examine outcomes of support provided to local governments and policy interventions. Key areas of inquiry include levels of citizen and stakeholder satisfaction; effects on local governance; institutional and staff capacity building; service delivery improvements; sustainability of efforts; and gaps in policy changes needed to further strengthen local authorities. The evaluator will produce a draft and final report following Sida's guidelines and present findings to stakeholders.
Challenges and Solutions to Conducting High Quality Contract Evaluations for ...Washington Evaluators
Challenges and Solutions to Conducting High Quality Contract Evaluations for the U.S. Government
Washington Evaluators Brown Bag
July 7, 2015
Presenter: David J. Bernstein
Discussant: Kathryn E. Newcomer
This document summarizes a thesis assessing the status of Farmers' Information Technology Services (FITS) centers in Pangasinan, Philippines. The study found that over half of FITS centers were established in 2007 and located in the 5th and 6th congressional districts of Pangasinan. Farmers were satisfied with information services but least satisfied with technology services. The main challenges reported by site managers were insufficient financial resources, affecting efficient operations. Recommended solutions included increasing local government funding and improving information dissemination to farmers.
The document outlines broad areas of potential partnership between NGOs, LGUs, and other groups in poverty reduction efforts. These include:
1) Policy development such as contributing to poverty reduction plans and institutional reforms.
2) Planning through participating in local planning and poverty assessments.
3) Resource generation and mobilization by tapping NGO networks and resources.
4) Implementation of poverty programs such as livelihood projects, infrastructure, and basic services.
5) Monitoring and evaluation to ensure accountability and track poverty reduction progress.
The CDA Dagupan Extension Office started operations in 1991 and is headed by Director Ray R. Elevazo with 29 personnel. During a 2012 performance assessment, the CDA Dagupan Extension Office was rated the 5th top performing region. It achieved an overall rating of 88.46% across key areas like registration, regulatory functions, cooperative development, and institutional performance. The office exceeded its income target of 1 million pesos by collecting 1.28 million pesos in 2012.
Presented by Dr. Nelson Gitonga, Insight Health Advisor, Kenya during Regional AIDS Training Network (RATN) 12th General Council Meeting held in Mombasa, Kenya from 24th - 29th June 2013
This document outlines a strategic planning train-the-trainer program partnership between the Ontario Business Area Improvement Association and the Ontario Ministry of Agriculture, Food and Rural Affairs. The program will train volunteer core teams from Business Improvement Areas to lead strategic planning processes in their organizations. Over several training sessions, the core teams will learn facilitation skills and guide their strategic planning committees through stages of developing a strategic plan. The program aims to build capacity for long-term strategic planning and collaboration.
This document summarizes the qualifications of Francis X. Dougherty, including over 22 years of experience in public and private sector leadership. He has held positions such as Managing Director and Chief of Staff for the City of Allentown, Chief Operating Officer for the School District of Philadelphia, and Assistant Managing Director for the City of Philadelphia. His experience includes areas such as public policy, labor relations, budgeting, emergency management, and information technology. He holds degrees from Penn State University and certificates from Harvard University's Kennedy School of Government.
OECD best practices for performance budgeting - Jon BLÖNDAL, OECDOECD Governance
The document outlines draft OECD best practices for performance budgeting based on decades of experience in OECD countries. It aims to distill lessons learned and offer guidance to countries updating or newly adopting performance budgeting systems. It provides 7 key recommendations: 1) Clearly defining objectives and stakeholders, 2) Linking budgets to strategic goals, 3) Adapting to policy needs, 4) Managing performance information, 5) Creating supporting infrastructure, 6) Ensuring evaluation and oversight, and 7) Incentivizing performance-oriented behavior. Each recommendation includes further context and considerations.
The document discusses performance management in the public sector. It explains that performance management utilizes quantitative and qualitative indicators called performance measures to understand, manage, and improve government programs and departments. Performance measures help evaluate the efficiency and effectiveness of departments, identify if goals are being met, and determine if improvement is needed. The document then discusses Loudoun County's current performance management framework, noting issues like measures not clearly indicating if objectives are achieved and departments focusing more on outputs than outcomes. It proposes a performance measure model to help analysts work with departments to develop more consistent and reliable performance measures across the county.
Best practices for performance budgeting - Ivor BEAZLEY, OECDOECD Governance
This presentation was made by Ivor BEAZLEY, OECD at the 13th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 14-15 December 2017
Land Development Update-NAIOP/NVBIA Joint Meeting: Sept. 8, 2016Fairfax County
The document provides updates from various Fairfax County departments on land development projects and permitting processes. It includes information on average site plan review timelines, SDID review times by branch, average review times for residential and commercial building permits, initiatives from Fairfax First, an update from the Fire Marshal's Office including their current inventory, and an update on a new webpage from Planning and Zoning. The document provides statistics and timelines from multiple county departments to update members of the NAIOP/NVBIA joint meeting on the current state of land development and permitting in the county.
This document summarizes a presentation by Gartner on introducing their company and services. It states that Gartner has been a trusted advisor since 1979 due to their reputation for objective, independent advice and unequaled expertise in technology. They have 1,150 analysts covering various industries and technologies. Gartner provides research, consulting, events and connects over 42,000 clients through their Peer Connect network. The presentation outlines Gartner's services and how they can help clients execute initiatives, make vendor decisions, assess IT maturity, manage budgets and more.
Economic Success Presentation to the Northern Virginia Building Industry Asso...Fairfax County
On Sept. 4, 2015, Fairfax County officials presented the county's Economic Success Plan to the Northern Virginia Building Industry Association. Officials discussed work to improve the speed, consistency and predictability of the land development process.
The document provides an overview of the Government Performance and Results Act (GPRA) and its modernization through the GPRA Modernization Act of 2010. It discusses GPRA's requirements for strategic planning, performance measurement, and reporting. It also summarizes GPRAMA's additional provisions for federal agency priority goal-setting, quarterly progress reviews, and coordination of cross-agency priority goals and performance reporting across government.
The document provides an overview of the Government Performance and Results Act (GPRA), findings from the Government Accountability Office (GAO) on GPRA implementation, requirements of the GPRA Modernization Act (GPRAMA) including new governmentwide and agency level planning and reporting, and GAO responsibilities and resources related to overseeing GPRAMA implementation.
Lessons from the US Perfromance Management System by Donald MoynihanOECD Governance
Presentation by Donald Moynihan at the 10th annual meeting of the Senior Budget Officials Performance and Results Network held on 24-25 November 2014. Find more information at http://www.oecd.org/gov/budgeting
The document summarizes a report from a strategic planning project for the Kentucky Press Association (KPA). It provides an overview of the research conducted, including surveys of KPA members and other press associations. It identifies strengths, weaknesses, opportunities and threats. Key recommendations include reorganizing KPA to operate more like a business, implementing training and resources to help members transition to digital media, and developing new revenue streams and ways of collaborating. The strategic plan would be carried out over three years and require annual evaluation.
The document outlines terms of reference for an evaluation of the Governance Accountability Project Phase II (GAP2) in Bosnia and Herzegovina, which was implemented from 2011-2014 with funding from Sida, USAID, and EKN. The evaluation will assess the project's relevance, effectiveness, impact and efficiency. It will examine outcomes of support provided to local governments and policy interventions. Key areas of inquiry include levels of citizen and stakeholder satisfaction; effects on local governance; institutional and staff capacity building; service delivery improvements; sustainability of efforts; and gaps in policy changes needed to further strengthen local authorities. The evaluator will produce a draft and final report following Sida's guidelines and present findings to stakeholders.
Challenges and Solutions to Conducting High Quality Contract Evaluations for ...Washington Evaluators
Challenges and Solutions to Conducting High Quality Contract Evaluations for the U.S. Government
Washington Evaluators Brown Bag
July 7, 2015
Presenter: David J. Bernstein
Discussant: Kathryn E. Newcomer
This document summarizes a thesis assessing the status of Farmers' Information Technology Services (FITS) centers in Pangasinan, Philippines. The study found that over half of FITS centers were established in 2007 and located in the 5th and 6th congressional districts of Pangasinan. Farmers were satisfied with information services but least satisfied with technology services. The main challenges reported by site managers were insufficient financial resources, affecting efficient operations. Recommended solutions included increasing local government funding and improving information dissemination to farmers.
The document outlines broad areas of potential partnership between NGOs, LGUs, and other groups in poverty reduction efforts. These include:
1) Policy development such as contributing to poverty reduction plans and institutional reforms.
2) Planning through participating in local planning and poverty assessments.
3) Resource generation and mobilization by tapping NGO networks and resources.
4) Implementation of poverty programs such as livelihood projects, infrastructure, and basic services.
5) Monitoring and evaluation to ensure accountability and track poverty reduction progress.
The CDA Dagupan Extension Office started operations in 1991 and is headed by Director Ray R. Elevazo with 29 personnel. During a 2012 performance assessment, the CDA Dagupan Extension Office was rated the 5th top performing region. It achieved an overall rating of 88.46% across key areas like registration, regulatory functions, cooperative development, and institutional performance. The office exceeded its income target of 1 million pesos by collecting 1.28 million pesos in 2012.
Presented by Dr. Nelson Gitonga, Insight Health Advisor, Kenya during Regional AIDS Training Network (RATN) 12th General Council Meeting held in Mombasa, Kenya from 24th - 29th June 2013
This document outlines a strategic planning train-the-trainer program partnership between the Ontario Business Area Improvement Association and the Ontario Ministry of Agriculture, Food and Rural Affairs. The program will train volunteer core teams from Business Improvement Areas to lead strategic planning processes in their organizations. Over several training sessions, the core teams will learn facilitation skills and guide their strategic planning committees through stages of developing a strategic plan. The program aims to build capacity for long-term strategic planning and collaboration.
This document summarizes the qualifications of Francis X. Dougherty, including over 22 years of experience in public and private sector leadership. He has held positions such as Managing Director and Chief of Staff for the City of Allentown, Chief Operating Officer for the School District of Philadelphia, and Assistant Managing Director for the City of Philadelphia. His experience includes areas such as public policy, labor relations, budgeting, emergency management, and information technology. He holds degrees from Penn State University and certificates from Harvard University's Kennedy School of Government.
OECD best practices for performance budgeting - Jon BLÖNDAL, OECDOECD Governance
The document outlines draft OECD best practices for performance budgeting based on decades of experience in OECD countries. It aims to distill lessons learned and offer guidance to countries updating or newly adopting performance budgeting systems. It provides 7 key recommendations: 1) Clearly defining objectives and stakeholders, 2) Linking budgets to strategic goals, 3) Adapting to policy needs, 4) Managing performance information, 5) Creating supporting infrastructure, 6) Ensuring evaluation and oversight, and 7) Incentivizing performance-oriented behavior. Each recommendation includes further context and considerations.
The document discusses performance management in the public sector. It explains that performance management utilizes quantitative and qualitative indicators called performance measures to understand, manage, and improve government programs and departments. Performance measures help evaluate the efficiency and effectiveness of departments, identify if goals are being met, and determine if improvement is needed. The document then discusses Loudoun County's current performance management framework, noting issues like measures not clearly indicating if objectives are achieved and departments focusing more on outputs than outcomes. It proposes a performance measure model to help analysts work with departments to develop more consistent and reliable performance measures across the county.
Best practices for performance budgeting - Ivor BEAZLEY, OECDOECD Governance
This presentation was made by Ivor BEAZLEY, OECD at the 13th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 14-15 December 2017
Land Development Update-NAIOP/NVBIA Joint Meeting: Sept. 8, 2016Fairfax County
The document provides updates from various Fairfax County departments on land development projects and permitting processes. It includes information on average site plan review timelines, SDID review times by branch, average review times for residential and commercial building permits, initiatives from Fairfax First, an update from the Fire Marshal's Office including their current inventory, and an update on a new webpage from Planning and Zoning. The document provides statistics and timelines from multiple county departments to update members of the NAIOP/NVBIA joint meeting on the current state of land development and permitting in the county.
This document summarizes a presentation by Gartner on introducing their company and services. It states that Gartner has been a trusted advisor since 1979 due to their reputation for objective, independent advice and unequaled expertise in technology. They have 1,150 analysts covering various industries and technologies. Gartner provides research, consulting, events and connects over 42,000 clients through their Peer Connect network. The presentation outlines Gartner's services and how they can help clients execute initiatives, make vendor decisions, assess IT maturity, manage budgets and more.
Gartner provides technology-related research and advice to help clients make informed decisions. It has over 4,000 CIO clients and influences many IT purchases through its research. Gartner aims to support emerging and midsize technology providers through objective research aligned with key initiatives around growth, go-to-market strategies, and operations.
Fairfax County Commercial and Industrial Property Tax for TransportationFairfax County
The Fairfax County Board of Supervisors approved an ordinance establishing the commercial and industrial property tax for transportation in September 2007. Collection of this revenue source began in 2008 (FY 2009). This revenue is just one source of many revenue sources that are needed to fund transportation improvements.
The document provides an update on Fairfax County's efforts to achieve Goal 3 of its Economic Success Strategic Plan, which is to improve the speed, consistency, and predictability of the development review process. It discusses initiatives that have been implemented, such as streamlining inspection processes and reducing review timelines. It also outlines seven initial initiatives prioritized by agency directors to address cross-agency challenges, including creating a joint training academy, a customer information center, and evaluating project management approaches. Various workgroups provide status updates on their efforts to accomplish initiatives related to proffers, small businesses, parking, and restaurants. A timeline is also included for completing the strategic assessment of the development review process.
How Gartner Helps Across the Entire IT Cost Optimization Life CycleChris Grow
IT Cost Optimization includes the practices, capabilities and behaviors taken by IT organizations and enterprises to balance the constraints of reducing costs, managing service levels and showing the business value of IT in pursuit of enterprise financial imperatives.
This document provides information on land development processes and improvements in Fairfax County. It includes a list of job postings and their status, as well as summaries of initiatives to streamline permitting and inspection timelines. Average timelines for site plan and building permit reviews are presented. The number of site plans and building permits processed monthly is also listed. Finally, statistics on review times and current inventory are provided for the Fire Marshal's Office.
Gartner 2013 it cost optimization strategy, best practices & risksSatya Harish
1. The document discusses proven practices for optimizing IT spending, including establishing baselines, identifying cost optimization opportunities, developing an optimization strategy, and tracking benefits.
2. It emphasizes that cost optimization should be an ongoing discipline rather than a one-time project, and outlines a framework for establishing an IT cost optimization program.
3. Several opportunities for cost savings are identified, such as optimizing infrastructure, application portfolio management, and improving application delivery; and factors for evaluating opportunities like potential benefits, time requirements, and risks are covered.
Gartner - The art of the one page strategyDeepak Kamboj
The document is a transcript from a Gartner webinar on developing one-page strategies. It provides examples of one-page strategies from various companies and industries. It outlines the process for building a one-page strategy, including understanding how the company wins in the marketplace, identifying differentiators, choosing a viewpoint, and answering a question. It emphasizes that the strategy should tell a story and be refined through an iterative process. The webinar recommends related Gartner research on effective communications and one-page strategies.
The document describes the Gartner Identity and Access Management (IAM) Program Maturity Model which outlines 5 levels of maturity for an organization's IAM program:
1. Initial - Ad hoc processes with little awareness or value.
2. Defined - Certain business drivers identified and tactical priorities set with informal roles and processes.
3. Managed - IAM vision and strategy defined and aligned with business, formal processes and governance established.
4. Operational Excellence - IAM architecture refined, processes integrated and contribution to business imperatives is high.
5. Transformational - IAM vision, strategy, processes, architecture and governance optimized for maximum business value.
The document discusses a one or two day offsite workshop called the Strategic Planning Workshop for management teams. The workshop uses a proven framework called the Gazelles One Page Strategic Plan to help teams develop a strategic plan and execution priorities. Through a facilitated process, teams clarify their purpose, direction, and priorities to increase alignment, focus, and growth.
For some new managers, the idea of giving performance reviews and being responsible for others can be intimidating. For others, there are fears about how to manage people older than them. And then there are others who worry about being accepted by their new team. I too, had these fears. But over time, I have learned a lot from peers, from mentors, and from my own employees. I made some terrible mistakes, and I had some pretty good successes. These nuggets of insight are some of the best personal learnings I’ve had in my management career, and ones which I wish I knew when I started managing people.
The Manager's Resource Handbook is an online source of tools, templates and articles relating to business and management in the global environment. Our mission is the help managers and businesses succeed through the benefit of our experience. You can contact us at http://www.managersresourcehandbook.com.
Franklin Scott Harter has over 26 years of experience in banking operations, consulting, project/program management, and information technology. He has led complex programs and projects for major banks involving regulatory compliance, application development, and process improvement. Currently he is a senior level consultant and program specialist seeking to leverage his extensive experience in project/program management, governance, and process excellence.
The document outlines plans to focus the council's research and analysis expertise on priority needs and strategic objectives. It proposes establishing an Insight Hub to provide staff self-service resources and tools to use data and insights independently. It also recognizes the need for specialist expertise to produce analysis supporting key priorities like understanding resident behaviors, service demand drivers, risks to residents, and economic growth opportunities. The hub would coordinate research activities across the council to ensure evidence-based decision making.
Lydia Flecha has over 15 years of experience in business analysis, project management, and strategic leadership across various industries. She has a proven track record of successfully managing complex projects, requirements gathering, and process improvement initiatives. Her experience includes roles at companies such as ServiceMaster, FedEx, U.S. Bank, and Thomson Reuters where she contributed to mergers, regulatory compliance projects, and product development efforts.
The County of Gwinnett engaged a consultant to develop an IT Strategic Plan to improve technology and reduce costs. The plan identified 8 strategies including e-Government, content management, governance, and collaboration. It proposed 56 tactical actions over 2 years with estimated costs of $775,000-$2,450,000 initially and $75,000-$240,000 annually. The plan aims to enhance services and internal processes through improved IT.
Speakers:
Justin Barss
Marc Lester
Join us to learn about Apsona and Summer '23 Release Highlights!
The Power of Apsona for Salesforce: Simplify Your Salesforce Data Management
Data management is a key component of most Salesforce Admins and/or Super Users responsibilities on a regular basis. We all know that data quality drives user adoption. Join us as we have a quick overview of Apsona for Salesforce also known as "The Golden App". Join us for a short demo on how the power of Apsona can save you about 20% of your time as a Salesforce Admin or Super User.
Whether you are a Salesforce administrator, developer, or end-user, this presentation will provide you with valuable insights and practical tips on how to leverage the power of Apsona to simplify your Salesforce data management tasks. Join us to discover how Apsona can help you to unlock the full potential of your Salesforce data!
Summer '23 Release Highlights
Get some key highlights from the most recent Summer '23 Release that will impact and provide value to most Orgs. These updates are already available in your Sandbox and Production Orgs as of June 9th at the latest.
Did you know most new features are included with your initial purchase? Explore the latest innovations in the release to maximize your ROI from Salesforce.
Some features in Summer ’23 will affect all users immediately after the release goes live, which are already available in your Sandbox and Production Orgs. If you haven't already done so, consider communicating these changes to your users so they understand the updates and know how to best take advantage of them.
Other features require direct action by an administrator before users can benefit from the new functionality.
Learn about some of each of these features and enhancements and which ones will benefit your organization the most.
Collaborating on Technology Service Delivery Summary report finalSabina Visser
This report summarizes a project that evaluated opportunities for Alberta municipalities to collaborate on technology service delivery. 37 representatives from 29 municipalities participated.
The project identified a range of current collaboration among municipalities, from simply sharing tools to fully sharing applications. While template and document sharing was widely agreed upon, municipalities were less inclined toward full application sharing currently.
Six key opportunity areas for collaboration were identified: replacement of recreation management systems, electronic council systems, financial systems, asset management systems, permitting systems, and disaster recovery space issues.
The report provides recommendations to further collaboration, including engaging additional business areas, exploring various collaboration models, using provided governance tools, continuing procurement document sharing, and MISA playing a leadership role in knowledge sharing
This document provides a summary of JA Meredith Inc's professional experience and qualifications. It outlines over 23 years of financial and project management experience in both the public and private sectors. Key areas of practice include cost estimating, analysis, project budgeting, business analysis, and technical writing. Notable past projects include work with the Veterans Administration, Army, Centcom, Special Operations Command, and private sector organizations. The document establishes Meredith's qualifications and clearance for sensitive government work involving areas such as intelligence analysis, contingency planning, and information management.
Larry Scully has over 36 years of experience in management consulting, IT management, business planning, and policy development across multiple sectors. His experience includes strategic planning, business performance improvement, project management, and IT management. He holds both Bachelor of Arts and MBA degrees.
CLIENT requires a business intelligence and analytics strategy and implementation roadmap to transform its operations. Saama will assess CLIENT's current state, identify business requirements and information needs through stakeholder interviews. Saama will then recommend a future state blueprint and roadmap of initiatives to achieve CLIENT's analytics capabilities, including assessing the current architecture, consolidating requirements, and providing a technology architecture blueprint and BI/analytics roadmap. Saama will deliver a current state assessment, future state use cases and requirements, architecture blueprint, and roadmap over an 8 week engagement.
Saurabh Chawla has over 21 years of experience in IT project delivery, management, and service operations. He has led teams and managed projects for clients in various industries, such as insurance, banking, telecommunications, and electronics. His responsibilities have included resource management, budgeting, requirements gathering, quality assurance, and client management.
Phillip E. Lucier has over 25 years of experience in consulting, project management, business analysis and software development. He has worked in a variety of industries and has extensive experience implementing business solutions through requirements gathering, system selection, customization and testing. He is proficient in various technical skills including Microsoft Office, financial systems, databases and programming languages.
Craig Patterson has over 20 years of experience in IT strategy, project management, and consulting. He currently works at Visa Inc. managing IT project portfolios and advising senior leadership. Previously, he held management roles at companies such as ERM Partners, Accenture, BearingPoint, and RGS Associates where he led teams and clients in various industries on projects involving IT strategy, architecture, and transformation. Patterson has an MBA and Master's in Policy Management and is a certified Project Management Professional and ITIL Foundation.
This document discusses participatory monitoring and evaluation (PM&E) and its implementation in projects in China. It defines PM&E as a process that involves stakeholders at different levels in monitoring, evaluating, and acting on the results of particular projects or policies. It discusses why PM&E is needed, how it was implemented in two projects in China, and what the benefits and challenges of PM&E were. Key recommendations include making PM&E part of the regular monitoring and evaluation systems of development projects and allocating sufficient funds for PM&E activities.
This document discusses participatory monitoring and evaluation (PM&E) and its implementation in projects in China. It defines PM&E as a process that involves stakeholders at different levels undertaking monitoring and evaluation of a project or program. It discusses why PM&E is needed, how it was implemented in two projects in China, and lessons learned. Key benefits of PM&E included enhanced capacity and sustainability of local development initiatives.
This document provides an overview of governance of project management from the past to the present and future according to Roger Garrini. It discusses key failures in past governance such as a lack of clear leadership and stakeholder engagement. Ten components of healthy governance are presented, along with an example case study of improved governance. Future topics being worked on by the governance SIG are also listed, such as sustainability and governing innovation. The document concludes by providing information on upcoming governance SIG events.
Gretchen Simpson has over 20 years of experience in business analysis, policy analysis, and project management for public health programs. She has a track record of increasing program participation and efficiency. Most recently, she contributed to a project that boosted SNAP overpayment collections from $180,000 to over $500,000. Previously, she helped increase the state's work participation rate for TANF customers from 8% to 40% through policy support and expertise. She has expertise in requirements gathering, policy analysis, problem solving, and project management.
A Performance Management Framework for State and Local Government: From Measu...Jason Yarborough
Discussion about Palm Bay Utilities experiences with using an ISO certified management system (ISO 14001) to institutionalize performance measurement of continuous improvement throughout the organization and involving all employees. This environmental management system was initiated by Jason Yarborough, Palm Bay Utilities Director.
This report summarizes the key findings from a survey of 721 utility, municipal, commercial, and community stakeholders about smart utility and smart city initiatives. Some of the main points include:
1) There is no single definition of a "smart city" but most see it involving improved efficiency, sustainability, management of systems, and customer satisfaction.
2) Over 1/3 of respondents believe widespread adoption of smart cities in the US will occur within 6-10 years.
3) Automation and data analytics are seen as important ways to improve asset management, capital investment, customer service, and other business areas.
4) Utilities serving larger populations are more likely to have announced smart city initiatives, showing
This resume is for Mike Todd Norris, who has over 23 years of experience managing IT projects, setting up Project Management Offices, and delivering technology solutions. He has managed projects across various sectors including healthcare, human services, unemployment insurance, and defense. The resume provides details on his roles and responsibilities in leading projects at various companies from 1987 to the present.
Similar to Gartner Study Jurisdictional Comparisons to Inform Future State Vision (20)
Merrifield Nursery Emergency Gravity Sewer ReplacementFairfax County
During a routine Closed-Circuit Television (CCTV) Camera inspection by Wastewater Collection Division (WCD), it was found that 45 linear feet of 8-inch asbestos reinforced concrete pipe (RCP) between MH-292 to MH-291 was within imminent danger of failing. The bottom of the RCP was missing within the 45 linear feet of repair and the pipe was on the verge of surcharging. After an immediate pre-construction meeting with Merrifield Nursery, it was agreed to work from 6pm-10am everyday of the week to avoid disruption and potentially placing patrons at risk during the biggest time of the year for Merrifield Garden Center. The contractor mobilized to the site and began the 20-foot excavation to replace 45 linear feet of broken gravity sewer. The project started on March 14th, 2022 and was substantially complete on March 23, 2022.
The Sully Basins Stormwater Pond Retrofits project was substantially completed on April 19, 2022. The project is located within the Cub Run watershed. The project consisted of repair and enhancement of multiple stormwater basins, 0326DP, 0964DP and 1484DP. The project also included construction of new stone cascades, stone weir basin structures and the construction of wetlands with high and low marsh areas. The project will facilitate improved sediment removal and improve downstream water quality using forebays and micro pools. Aquatic and natural habitat were also added within the three basins.
Clarks Crossing Road Improvements 05-13-22Fairfax County
This document summarizes a pedestrian access improvement project along Clarks Crossing Road in Fairfax County, Virginia. The project improved pedestrian and bicycle access by constructing a missing link of sidewalk between Brookside Lane and an existing sidewalk further along Clarks Crossing Road. Work included installing sidewalk, curb ramps, drainage improvements, and milling and overlaying asphalt. The project was substantially completed in March 2022 and provides approximately 200 feet of new pedestrian access along Clarks Crossing Road.
Tysons West Wastewater Conveyance Systems Modifications Project 05-22.pptxFairfax County
Future wastewater flows in northern Fairfax County exceed existing system capacity
Treatment capacity is available in Noman M. Cole Jr. Pollution Control Plant in Lorton, VA
New pipes and pumps are needed to move future flows to treatment plant
NEXT STEPS
Field investigations / surveys
Finalize alignments and pump station layout
Use of open cut excavation
Use of trenchless methods
Easement acquisition needed
Develop traffic control plans
Description:
The project consists of a new, 23,000 square feet, two-story, four-bay fire station facility and associated improvements to the 3.3-acre site including storm water detention, landscaping and parking. The scope also included the demolition of the existing fire station, and a temporary fire station to house the Fire and Rescue Department during construction of the new facility. The key elements of the overall project include:
Scotts Run at Old Meadow Road Park Phase I and Phase II Stream RestorationFairfax County
Scotts Run @ Old Meadow Road Stream Restoration was substantially completed on March 30, 2022. The Scotts Run project consisted of restoring, enhancement, and stabilizing of approximately 2,930 linear feet of eroding stream using Natural Channel Design criteria. This project included two phases: Phase I was funded by proffers from a private development and Phase II was County funded. Also included was the removal of invasive non-native plants and the installation of new plantings to stabilize the stream and floodplain.
Sully Community Center Construction ProgressFairfax County
This document provides construction progress photos of the Sully Community Center in Fairfax County, Virginia. The photos show the ongoing construction of the building's exterior, interior spaces like the lobby, corridors, multi-purpose rooms, game room, gym, exercise room, and healthcare suite. The document was published by the Fairfax County Department of Public Works and Environmental Services to share updates on the construction of the new community center, which is scheduled to open in summer 2022.
Riverwood Community Meeting - 04-14-2022- Presentation.pptxFairfax County
The new 4-inch ductile iron force main will serve the surrounding community for the foreseeable future. Replacement of the force main will:
Reduce the level and frequency of maintenance required to keep the force main operating.
Prevent costly emergency repairs.
Provide residents with safe, reliable utility infrastructure.
Enhance the quality of life for residents.
Reduce risks to public health and the environment.
Burke Centre VRE Connector Phase IV project was substantially completed on March 7, 2022. This project enhanced the access to mass transit by creating a more direct connection from the VRE Station to the residential areas west of Premier Court. This project also connects the Oak Bluff community to the Virginia Rail Express (VRE) Burke Station and provides a multi-use shared pedestrian and bicycle trail for outdoor recreation.
Long Branch Public Meeting - FINAL - 04-11-2022Fairfax County
Overarching Project Goals:
-Achieve Long Branch Central TMDL waste load reduction requirements.
-Provide long-term stability and have low maintenance.
-Improve water quality within the Long Branch Central Watershed.
-Improve habitat and environmental health (ecological lift).
Objectives: Share our project understanding with the council and seek input on the unique opportunities and housing goals for this site that could help guide
our master planning process.
Rabbit Branch at Collingham Drive Stream Restoration - March 28, 2022.pptxFairfax County
4,800 linear feet of stream will be restored using Natural Channel Design methodologies
Pollutant reduction
1,439 lbs/total phosphorus
3,400 lbs/total nitrogen
462.1 tons of total suspended sediment
Protection of private property and public infrastructure
Increased ecological diversity with native vegetation
DEQ has awarded a SLAF grant to this project for these environmental benefits
LAKE BARTON DREDGING, RESTORATION AND RISER MODIFICATION PROJECT Fairfax County
The Lake Barton Dredging, Restoration, and Riser Modification project was substantially completed on December 29, 2021. The project is located within the Pohick Creek watershed. The project consisted of dredging and removal of approximately 19,100 cubic yards of sediment to restore the sediment trapping capacity and improve water quality. The project also included construction of new sediment forebays, in-lake haul roads, and riser modifications (new mid-level sluice gate and cold-water intake) to facilitate future maintenance, stabilize the shoreline, and improve downstream water quality. Fish habitat was also added within the lake.
Reston Arts Community Center Feasibility - Wrap UpFairfax County
This document summarizes a meeting about a proposed arts center in Reston, Virginia that would result from a proffer from Boston Properties for development of an area known as Block J. The meeting covered the background and objectives of community outreach efforts to understand needs for the arts venue. Feedback was shared from previous focus group meetings on performing arts, visual arts, and other topics. Key spaces discussed included a 500-seat theater, art studios, galleries, and support spaces. Next steps include further programming, cost estimating, and community input before potential design and construction.
Stormwater Wastewater Facility Virtual Community Meeting, March 29, 2022Fairfax County
Benefits of Consolidated Facility
Building and Site Efficiencies
Operational Efficiencies
Addresses Space Deficiencies
Addresses Renovations and Capital Renewal Requirements
for WCD
Provides for a Centrally Located Site that Accommodates Program
Consolidates Integrated Services on One Centrally Located Site
Reston Arts Center Feasibility Study Focus Group - March 28, 2022Fairfax County
This is the 4th of 5 engagement meetings. We are excited to hear from you – your preferences, priorities, questions, hopes, concerns. The information we receive today will be used to inform the space allocations and cost estimating for discussion of the proffer by Fairfax County.
Oak Marr Pump Station Rehabilitation – Construction ProjectFairfax County
Neighborhood was built in the 1980s, and the sewer infrastructure has been in operation since.
Aged pump station equipment – pumps, valves, fans, concrete, etc.
This aging equipment has the potential of causing:
Sanitary Sewer Overflows (SSO)
Sewer back-ups into homes
Environmental damages
Maintenance problems
Tucker Avenue Neighborhood Community Meeting, 03-15-2022Fairfax County
Identify and evaluate house flooding and public safety concerns
Improve drainage conditions to convey 100-year storm if feasible
Reduce and treat stormwater runoff at the source
Improve water quality and stream protection
Use resilient & functional designs
Make improvements compatible with characteristics of neighborhood
Partner with community to develop sound, cost effective solutions that can be collaboratively implemented and maintained
Build on lessons learned to help improve site development process for infill development
Reston Arts Center Feasibility - Focus Group Visual ArtsFairfax County
This document summarizes a focus group meeting to discuss needs and ideas for a proposed new arts center in Reston, Virginia. The meeting covered background on the proposed project, which would result from a development proffer. Attendees provided input through polls and discussion on desired visual arts programming, spaces, and amenities. Key priorities identified included studio space, galleries, classrooms, digital media facilities, and ensuring the center is diverse, equitable and accessible. The project team will take this community feedback into account as they continue planning.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Monitoring Health for the SDGs - Global Health Statistics 2024 - WHOChristina Parmionova
The 2024 World Health Statistics edition reviews more than 50 health-related indicators from the Sustainable Development Goals and WHO’s Thirteenth General Programme of Work. It also highlights the findings from the Global health estimates 2021, notably the impact of the COVID-19 pandemic on life expectancy and healthy life expectancy.
RFP for Reno's Community Assistance CenterThis Is Reno
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
United Nations World Oceans Day 2024; June 8th " Awaken new dephts".Christina Parmionova
The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
About Potato, The scientific name of the plant is Solanum tuberosum (L).Christina Parmionova
The potato is a starchy root vegetable native to the Americas that is consumed as a staple food in many parts of the world. Potatoes are tubers of the plant Solanum tuberosum, a perennial in the nightshade family Solanaceae. Wild potato species can be found from the southern United States to southern Chile
Synopsis (short abstract) In December 2023, the UN General Assembly proclaimed 30 May as the International Day of Potato.
Preliminary findings _OECD field visits to ten regions in the TSI EU mining r...OECDregions
Preliminary findings from OECD field visits for the project: Enhancing EU Mining Regional Ecosystems to Support the Green Transition and Secure Mineral Raw Materials Supply.
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool