Consultant Matthew McClain presented these guidelines and suggestions for updates to the Prevention Planning Group (PPG), based on earlier suggestions from the body.
Reaching the goals of the National HIV/AIDS Strategy. This presentation was originally conducted at the Office of HIV Planning's Community Empowerment Workshop held at St. Luke's Church on October 16, 2012.
The document discusses how federal Ryan White Part A funds are allocated from the federal government to local planning councils and service providers, with the local planning council determining how funds are distributed across different service categories based on factors like service utilization data, spending history, and unit costs. It provides an example of how one planning council allocated over 80% of its funds to core medical services and the remainder to supportive services.
Tafsir surat Al-Nâs membahas permohonan perlindungan kepada Allah SWT sebagai Rabb, Malik dan Ilah dari bisikan jahat al-waswas al-khannâs baik dari jin maupun manusia yang dapat menyusup ke dalam dada manusia."
Nicole Johns of the Office of HIV Planning presented this updated version of the very popular "Where We Live Matters" to the Positive Committee on January 14, 2013.
Dr. Kathleen Brady (AACO)'s annual epidemiological update. This presentation was given to the Philadelphia EMA Ryan White Planning Council on Thursday, February 20, 2014.
Reaching the goals of the National HIV/AIDS Strategy. This presentation was originally conducted at the Office of HIV Planning's Community Empowerment Workshop held at St. Luke's Church on October 16, 2012.
The document discusses how federal Ryan White Part A funds are allocated from the federal government to local planning councils and service providers, with the local planning council determining how funds are distributed across different service categories based on factors like service utilization data, spending history, and unit costs. It provides an example of how one planning council allocated over 80% of its funds to core medical services and the remainder to supportive services.
Tafsir surat Al-Nâs membahas permohonan perlindungan kepada Allah SWT sebagai Rabb, Malik dan Ilah dari bisikan jahat al-waswas al-khannâs baik dari jin maupun manusia yang dapat menyusup ke dalam dada manusia."
Nicole Johns of the Office of HIV Planning presented this updated version of the very popular "Where We Live Matters" to the Positive Committee on January 14, 2013.
Dr. Kathleen Brady (AACO)'s annual epidemiological update. This presentation was given to the Philadelphia EMA Ryan White Planning Council on Thursday, February 20, 2014.
Consultant Matthew McClain presented these guidelines and suggestions for updates to the Prevention Planning Group (PPG), based on earlier suggestions from the body.
MeTA MSP workshop: The Generic Multi Stakeholder Process ModelMeTApresents
The document outlines a generic model for multi-stakeholder processes with 4 phases: 1) initiating, 2) adaptive planning, 3) collaborative action, and 4) reflexive monitoring. Each phase contains key steps and considerations for establishing an effective multi-stakeholder process, including clarifying goals, analyzing stakeholders and issues, developing shared visions and strategies, implementing plans of action, and continuously learning and adapting through monitoring and evaluation. The model emphasizes building understanding between stakeholders, strategic decision-making, maintaining commitment through communication and acknowledgment, and creating a culture of learning from both successes and failures.
This document contains two discussion posts from a student in an organizational development course. The first post evaluates three models of training evaluation: the CIPP model, Kaufman's five levels of evaluation, and CIRO. The second post discusses the characteristics of a learning organization and whether the student's organization exhibits those characteristics. Several classmates responded to each post, and references are made to the course textbook.
This document outlines the key steps in the public relations process:
1) Research to understand the client, issues, and key audiences. This involves both secondary and primary research.
2) Planning by setting goals and objectives, identifying target audiences, and developing messaging themes and strategies.
3) Communication to explain the chosen course of action to those affected and whose support is needed. This involves tactics, timelines, and budgets.
4) Evaluation to determine if objectives were achieved and identify lessons learned to improve future efforts. Evaluation leads back to research to begin the process again.
This document outlines frameworks and approaches for strength-based social work practice, including the strengths perspective, bottom-up approach, and seven principles and six standards of strength-based practice. It defines strength-based practice as a collaborative process that focuses on an individual's strengths and assets. The bottom-up approach emphasizes local community participation in decision making and identifying local solutions. The document also provides seven strategies for the bottom-up approach, such as comprehensive community participation and improving local resource management.
Recruiting is a social act, so what's so new about Social Recruiting? Aside from the numerous articles from blogging pundits, what is the real potential for social recruiting in the enterprise and just how widespread is it? Finally, what benefits does a recruiting program that entails social media outreach accrue? In this talk, Todd Nilson of 7 Summits, one of the top 20 social media agencies in the United States, will offer some ready-to-use ideas from how to get started with a social recruiting program, from eliciting executive sponsorship to what key performance metrics can be used to justify the program.
Leadership and management of social organisations claraClara Cruz Santos
The document provides guidance on external management of social organizations in Europe, outlining key steps such as defining problems, finding relevant information from multiple sources, processing the knowledge, and making decisions in an inclusive process. It also discusses strategic thinking, decision making processes, communication plans, and questions to ask when reporting on activities in order to effectively manage projects and organizations.
Dragan Manic completed a Leadership Skills Profile assessment which identified self-discipline as a personal strength. The report provides customized feedback on how Dragan's tendencies may impact his leadership performance and suggestions for continued development. Specifically, the feedback notes that while Dragan's serious approach and caution facilitate focus, he could challenge himself more and inspire others by encouraging calculated risks. Overall, the report aims to leverage Dragan's strengths while providing insight into balancing discipline with flexibility, innovation and relationship-building.
The document discusses developing a research agenda for impact evaluation of development programs. It proposes that the agenda should:
1) Cover different types and purposes of evaluations, questions addressed, users, and those conducting evaluations.
2) Be developed through consultation with various stakeholders and review of existing documentation and examples.
3) Include different types of research like documenting current practices, trials of methods, and longitudinal studies of impact evaluations.
4) Address important questions like how to involve communities and accommodate different views of evidence, and how to represent complex interventions and identify unintended impacts. Support is needed to develop the agenda through legitimate processes and interdisciplinary cooperation.
The document provides information on people management. It lists the names of 8 people in Group 1 and defines people management as the practices for managing an organization's human resources. It then discusses topics like the evolution of HR, changes to the people management role, workforce planning, sourcing candidates, the selection process, total rewards including compensation, building a pay structure, learning and development trends/challenges and the ADDIE model, talent management using a 9 box grid, and succession planning.
The document outlines the steps for conducting an education needs assessment. It discusses that an education needs assessment establishes the need for a particular project by examining audience interest, knowledge, and environmental issues. The needs assessment process involves planning, defining participants, designing data collection strategies, gathering and analyzing data, and reporting results to identify priority needs. Key steps include using the TOP model to guide data collection, determining appropriate sampling, designing instruments, and analyzing both qualitative and quantitative data collected. The overall goal is to systematically identify any gaps in existing education services to effectively design new education projects.
This document discusses community work and needs assessments. It introduces community work as mobilizing groups to address common problems and empower marginalized communities. It then covers needs assessment theories from Kaufman, Maslow and Bradshaw categorizing needs as normative, comparative, felt and expressed. The needs assessment process involves pre-assessment, assessment and post-assessment phases to gather data and identify performance and treatment needs. Formulating a community program requires defining goals, boundaries, communication and evaluating success to determine if improvements are needed.
Closing the Knowledge Gap Between Evaluators and StakeholdersCesToronto
This document summarizes a presentation on closing the knowledge gap between evaluators and stakeholders. It discusses useful evaluator attitudes, aptitudes and skills, as well as evaluation methodologies that integrate opportunities for learning. Specifically, it presents the concentric circles methodology and snowball methodology, highlighting how each approach allows evaluators to gradually build knowledge and refine their evaluation. It also examines how computer-assisted qualitative data analysis software (CAQDAS) can enhance evaluator learning and evaluation quality, but notes its underutilization in the evaluation field. The presentation demonstrates the capabilities of Atlas.ti software.
This document discusses building a knowledge elicitation strategy for an organization. It explains that the strategy should be aligned with the organization's strategic goals and knowledge management program. The strategy will focus on capturing six primary types of knowledge from experts, such as descriptive, procedural, and reasoning knowledge. It will also classify knowledge as advantaged, base, or trivial. The document then outlines several knowledge elicitation methods that could be used as part of the strategy, such as interviewing experts, observing their work, and having them think aloud while completing tasks.
This document provides a strategic plan for an organization from 2013-2015. It begins with an overview of the strategic planning process, which involved gathering input from members through various surveys and focus groups. It then outlines the organization's vision, mission, and 4 strategic goals. The goals are to: 1) Support members in building healthy human systems; 2) Transform the culture to be more inclusive; 3) Advance the field of organization development; and 4) Ensure long-term sustainability of the organization. Specific objectives and initiatives are provided for each goal.
The document summarizes a presentation given at the Sustainable and Healthy Communities Conference in Longmont, Colorado. The presentation outlined the four stages of a community mobilization and advocacy campaign: 1) organizing, 2) building and educating, 3) mobilizing, and 4) implementing, enforcing, and evaluating impact. It discussed engagement techniques for mobilizing a community to support policies and provided examples of the positive social impacts that can result from community engagement during the planning process and policy development.
The document summarizes a resource mobilization training module presented by JSI. It includes 4 sections that cover developing a resource mobilization roadmap and action plan, strengthening organizational capacity for fundraising, developing effective funding proposals, and creating a resource mobilization plan. Interactive activities are included, such as discussing donor prospects and responsibilities of prime, sub-grantees. The training aims to help organizations develop strategies and skills for securing additional funding.
This document provides a checklist for business readiness planning with questions in several key areas: change strategy, communications, training, support, and documentation. It prompts identifying stakeholders and their roles, how the change supports organizational priorities, leading people through the change process, evaluating stakeholder buy-in, managing resistance, defining key messages and audiences, identifying training needs and timelines, planning support resources and evaluation, and determining documentation requirements. The checklist aims to guide comprehensive planning across multiple workstreams to successfully implement organizational changes.
This document provides guidance on conducting a training needs analysis (TNA) at the organizational, team, and individual levels. It recommends starting with reviewing an organization's strategic plan to identify skills needed. Team-level analysis involves reviewing objectives from annual appraisals. Individual analysis can identify job-related learning needs using tools like competency frameworks. The outcome should be a robust learning and development plan to meet identified needs. It also provides tips to create a learning culture like encouraging knowledge sharing and professional development.
Dr. Kathleen Brady's presentation on PrEP (pre-exposure prophylaxis) for HIV, as given to the Philadelphia HIV Prevention Planning Group (HPG) on March 25, 2015.
Consultant Matthew McClain presented these guidelines and suggestions for updates to the Prevention Planning Group (PPG), based on earlier suggestions from the body.
MeTA MSP workshop: The Generic Multi Stakeholder Process ModelMeTApresents
The document outlines a generic model for multi-stakeholder processes with 4 phases: 1) initiating, 2) adaptive planning, 3) collaborative action, and 4) reflexive monitoring. Each phase contains key steps and considerations for establishing an effective multi-stakeholder process, including clarifying goals, analyzing stakeholders and issues, developing shared visions and strategies, implementing plans of action, and continuously learning and adapting through monitoring and evaluation. The model emphasizes building understanding between stakeholders, strategic decision-making, maintaining commitment through communication and acknowledgment, and creating a culture of learning from both successes and failures.
This document contains two discussion posts from a student in an organizational development course. The first post evaluates three models of training evaluation: the CIPP model, Kaufman's five levels of evaluation, and CIRO. The second post discusses the characteristics of a learning organization and whether the student's organization exhibits those characteristics. Several classmates responded to each post, and references are made to the course textbook.
This document outlines the key steps in the public relations process:
1) Research to understand the client, issues, and key audiences. This involves both secondary and primary research.
2) Planning by setting goals and objectives, identifying target audiences, and developing messaging themes and strategies.
3) Communication to explain the chosen course of action to those affected and whose support is needed. This involves tactics, timelines, and budgets.
4) Evaluation to determine if objectives were achieved and identify lessons learned to improve future efforts. Evaluation leads back to research to begin the process again.
This document outlines frameworks and approaches for strength-based social work practice, including the strengths perspective, bottom-up approach, and seven principles and six standards of strength-based practice. It defines strength-based practice as a collaborative process that focuses on an individual's strengths and assets. The bottom-up approach emphasizes local community participation in decision making and identifying local solutions. The document also provides seven strategies for the bottom-up approach, such as comprehensive community participation and improving local resource management.
Recruiting is a social act, so what's so new about Social Recruiting? Aside from the numerous articles from blogging pundits, what is the real potential for social recruiting in the enterprise and just how widespread is it? Finally, what benefits does a recruiting program that entails social media outreach accrue? In this talk, Todd Nilson of 7 Summits, one of the top 20 social media agencies in the United States, will offer some ready-to-use ideas from how to get started with a social recruiting program, from eliciting executive sponsorship to what key performance metrics can be used to justify the program.
Leadership and management of social organisations claraClara Cruz Santos
The document provides guidance on external management of social organizations in Europe, outlining key steps such as defining problems, finding relevant information from multiple sources, processing the knowledge, and making decisions in an inclusive process. It also discusses strategic thinking, decision making processes, communication plans, and questions to ask when reporting on activities in order to effectively manage projects and organizations.
Dragan Manic completed a Leadership Skills Profile assessment which identified self-discipline as a personal strength. The report provides customized feedback on how Dragan's tendencies may impact his leadership performance and suggestions for continued development. Specifically, the feedback notes that while Dragan's serious approach and caution facilitate focus, he could challenge himself more and inspire others by encouraging calculated risks. Overall, the report aims to leverage Dragan's strengths while providing insight into balancing discipline with flexibility, innovation and relationship-building.
The document discusses developing a research agenda for impact evaluation of development programs. It proposes that the agenda should:
1) Cover different types and purposes of evaluations, questions addressed, users, and those conducting evaluations.
2) Be developed through consultation with various stakeholders and review of existing documentation and examples.
3) Include different types of research like documenting current practices, trials of methods, and longitudinal studies of impact evaluations.
4) Address important questions like how to involve communities and accommodate different views of evidence, and how to represent complex interventions and identify unintended impacts. Support is needed to develop the agenda through legitimate processes and interdisciplinary cooperation.
The document provides information on people management. It lists the names of 8 people in Group 1 and defines people management as the practices for managing an organization's human resources. It then discusses topics like the evolution of HR, changes to the people management role, workforce planning, sourcing candidates, the selection process, total rewards including compensation, building a pay structure, learning and development trends/challenges and the ADDIE model, talent management using a 9 box grid, and succession planning.
The document outlines the steps for conducting an education needs assessment. It discusses that an education needs assessment establishes the need for a particular project by examining audience interest, knowledge, and environmental issues. The needs assessment process involves planning, defining participants, designing data collection strategies, gathering and analyzing data, and reporting results to identify priority needs. Key steps include using the TOP model to guide data collection, determining appropriate sampling, designing instruments, and analyzing both qualitative and quantitative data collected. The overall goal is to systematically identify any gaps in existing education services to effectively design new education projects.
This document discusses community work and needs assessments. It introduces community work as mobilizing groups to address common problems and empower marginalized communities. It then covers needs assessment theories from Kaufman, Maslow and Bradshaw categorizing needs as normative, comparative, felt and expressed. The needs assessment process involves pre-assessment, assessment and post-assessment phases to gather data and identify performance and treatment needs. Formulating a community program requires defining goals, boundaries, communication and evaluating success to determine if improvements are needed.
Closing the Knowledge Gap Between Evaluators and StakeholdersCesToronto
This document summarizes a presentation on closing the knowledge gap between evaluators and stakeholders. It discusses useful evaluator attitudes, aptitudes and skills, as well as evaluation methodologies that integrate opportunities for learning. Specifically, it presents the concentric circles methodology and snowball methodology, highlighting how each approach allows evaluators to gradually build knowledge and refine their evaluation. It also examines how computer-assisted qualitative data analysis software (CAQDAS) can enhance evaluator learning and evaluation quality, but notes its underutilization in the evaluation field. The presentation demonstrates the capabilities of Atlas.ti software.
This document discusses building a knowledge elicitation strategy for an organization. It explains that the strategy should be aligned with the organization's strategic goals and knowledge management program. The strategy will focus on capturing six primary types of knowledge from experts, such as descriptive, procedural, and reasoning knowledge. It will also classify knowledge as advantaged, base, or trivial. The document then outlines several knowledge elicitation methods that could be used as part of the strategy, such as interviewing experts, observing their work, and having them think aloud while completing tasks.
This document provides a strategic plan for an organization from 2013-2015. It begins with an overview of the strategic planning process, which involved gathering input from members through various surveys and focus groups. It then outlines the organization's vision, mission, and 4 strategic goals. The goals are to: 1) Support members in building healthy human systems; 2) Transform the culture to be more inclusive; 3) Advance the field of organization development; and 4) Ensure long-term sustainability of the organization. Specific objectives and initiatives are provided for each goal.
The document summarizes a presentation given at the Sustainable and Healthy Communities Conference in Longmont, Colorado. The presentation outlined the four stages of a community mobilization and advocacy campaign: 1) organizing, 2) building and educating, 3) mobilizing, and 4) implementing, enforcing, and evaluating impact. It discussed engagement techniques for mobilizing a community to support policies and provided examples of the positive social impacts that can result from community engagement during the planning process and policy development.
The document summarizes a resource mobilization training module presented by JSI. It includes 4 sections that cover developing a resource mobilization roadmap and action plan, strengthening organizational capacity for fundraising, developing effective funding proposals, and creating a resource mobilization plan. Interactive activities are included, such as discussing donor prospects and responsibilities of prime, sub-grantees. The training aims to help organizations develop strategies and skills for securing additional funding.
This document provides a checklist for business readiness planning with questions in several key areas: change strategy, communications, training, support, and documentation. It prompts identifying stakeholders and their roles, how the change supports organizational priorities, leading people through the change process, evaluating stakeholder buy-in, managing resistance, defining key messages and audiences, identifying training needs and timelines, planning support resources and evaluation, and determining documentation requirements. The checklist aims to guide comprehensive planning across multiple workstreams to successfully implement organizational changes.
This document provides guidance on conducting a training needs analysis (TNA) at the organizational, team, and individual levels. It recommends starting with reviewing an organization's strategic plan to identify skills needed. Team-level analysis involves reviewing objectives from annual appraisals. Individual analysis can identify job-related learning needs using tools like competency frameworks. The outcome should be a robust learning and development plan to meet identified needs. It also provides tips to create a learning culture like encouraging knowledge sharing and professional development.
Similar to PPG Structure Updates from Matthew McClain (20)
Dr. Kathleen Brady's presentation on PrEP (pre-exposure prophylaxis) for HIV, as given to the Philadelphia HIV Prevention Planning Group (HPG) on March 25, 2015.
Behavioral Health Navigator Presentation by Emerson Evans 12-12-13Office of HIV Planning
Emerson Evans (AACO) presented on a SAMHSA-funded behavioral health navigator program on 12-12-13. This program in Philadelphia was discussed with the Philadelphia EMA Ryan White Part A Planning Council.
Evelyn Torres and Sebastian Branca's update on AACO's Client Services Unit (CSU), Housing Services Program (HSP), and Quality Improvement (QI) programs
Dr. Sarah Wood and Kimberley Desir's presentation to the RWPC's Positive Committee on Children's Hospital of Philadelphia's PrEP program, Project PrEPare, from April 2013.
The document summarizes a presentation about early identification of individuals with HIV/AIDS given to the Philadelphia EMA Ryan White Planning Council. It discusses the national EIIHA initiative goals of increasing awareness of HIV status and linking those with HIV to care. The presentation outlines Philadelphia's EIIHA strategy, logic model, and matrix for targeting different high-risk groups. It also reviews HRSA expectations and policies around testing, outreach, and linkage to care to achieve the goals of diagnosing individuals and linking them quickly to medical care.
This document summarizes key points from a policy briefing about the Affordable Care Act and Ryan White program. It discusses ACA milestones including Medicaid expansion and health insurance exchanges. It notes that some states like Pennsylvania may not expand Medicaid. The briefing also covers the potential impacts of sequestration cuts and upcoming advocacy events regarding appropriations for HIV/AIDS programs.
AACO's Annual Client Services Unit, Housing, and Quality Management PresentationOffice of HIV Planning
The document summarizes activities of the Philadelphia Department of Public Health's AIDS Activities Coordinating Office (AACO). It discusses the Client Services Unit (CSU) which provides intake, case management, and housing services. It also reviews quality management activities including monitoring performance measures for outpatient medical care and medical case management. The AACO tracks over 25 measures for both areas and provides bi-monthly feedback to improve client outcomes.
Dr. Kathleen Brady of Philadelphia's AIDS Activities Coordinating Office (AACO) gave this presentation at the January 9, 2013 Comprehensive Planning Committee meeting.
Planning in a time of uncertainty and change
This presentation was originally conducted at the Office of HIV Planning's Community Empowerment Workshop held at St. Luke's Church on October 16, 2012.
Policy Update:The Affordable Care Act and the Ryan White Program, presented...Office of HIV Planning
The document summarizes a presentation about updates to the Affordable Care Act and Ryan White Program. It discusses the Supreme Court ruling upholding most provisions of the ACA including the Medicaid expansion. It outlines implications for states that do and do not expand Medicaid. The presentation also reviews essential health benefits under the ACA and status of FY2013 appropriations for HIV/AIDS programs including the Ryan White Program. Advocacy questions are raised regarding the future of the Ryan White Program and ensuring coverage needs of PLWHA are met under health reform.
This document provides information about becoming involved in community planning for HIV services. It discusses the skills needed for community planners, such as understanding community needs and advocacy. Experience with HIV services is valuable. Planning councils must include representatives from healthcare, social services, community groups, and people living with HIV. As a member, you would help assess needs, set priorities, and allocate resources. The planning process is ongoing. Members attend monthly meetings and trainings. Support is provided to help people participate.
The effects on insurance coverage for people living with HIV/AIDS in the Philadelphia EMA (including Philadelphia, Montgomery, Delaware, Chester, and Bucks Counties in PA and Salem, Gloucester, Camden, and Burlington Counties in NJ)
2. Topics
2
Recruitment Plan
Marketing Plan
Passive and Active
Application Packet
Cover Letter and FAQs
Activating Recruitment
Vetting Process
Next Steps
March 27, 2013
3. Recruitment Plan
3
Active recruitment more effective than passive
List who we are targeting
Stakeholders list in CDC guidance, current directly
funded CDC, SAMHSA, NIH, HRSA grantees
Ryan White Planning Council (past and current
members)
Provider system (both prevention and care, publicly
funded and not)
Former CPG and RWPC members
Other? – Discuss
March 27, 2013
4. Marketing Plan
4
Goal is to generate 2 candidates for every 1
member to fully populate the HPG
Objectives, responsible parties, timeline, etc.
Separate sections for passive and active
recruitment
“Elevator test” scripts to telegraph “we need your
expertise, perspective, participation because..”
Social media and traditional methods - discuss
Give-aways, no or low cost (pens,discs)?
Special event?
Other?
March 27, 2013
5. Passive Recruitment
5
Develop and distribute FYI flyer (simple 3-fold)
for passive recruitment
Agencies
Academicsettings
Community outlets
Other?
HIVphilly.org page
Other?
March 27, 2013
6. Active Recruitment
6
Some targets will need to be actively recruited
Best practice is person to person, colleague to
colleague, peer to peer
Active recruitment
Everyone has a role
Identify the individual
Identify who is the best messenger
Identify what is the best message
Deliver and follow up
Coordinated by OHP?
Other?
March 27, 2013
7. Application Packet
7
Cover letter – details below
Application Form – see draft (handout)
FAQs one pager – details below
Bylaws
Other?
March 27, 2013
8. Cover Letter
8
Brief history and rationale for new mandate and new
group
Who we need and why
How to apply and when
Selection process and dates
Who to contact for more information
Signed by Mayor ? Or Health Commissioner?
List of attachments=recruitment materials
List of online resources: OHP, AACO, CDC, UCHAPS
Other?
March 27, 2013
9. FAQs
9
What is HIV community planning?
Why do we need you?
What is the Jurisdictional Plan?
Who is involved now – co-chairs, etc.?
What is OHP?
What is PDPH/AACO?
Where can I go online to learn more?
Other?
March 27, 2013
10. Activating Passive Recruitment
10
Develop and publish flyer
Initial distribution per Marketing Plan
Track results
Additional distribution as needed
Other?
March 27, 2013
11. Activating Active Recruitment
11
Social network approach
Assumes all our targets are within the social
networks of the existing human resource
Problem: how to activate it?
Possible methods:
Each of us commits to provide at least 2 names by
April 5 via SurveyMonkey including your name, the
target’s name and contact, who best to
approach, what message works best
Other?
March 27, 2013
12. Vetting Process - 1
12
OHP administrative review of applications
Screen out incomplete or ineligible applications
OHP tracks eligible applicants by target
category of membership
Identify gaps early to activate more recruitment
Joint Select Committee (to be determined)
Initial
review using a common tool (to be
developed) with defined criteria
Interview option -- discuss
March 27, 2013
13. Vetting Process - 2
13
Joint Select Committee reports on slate of
recommended candidates to Committee
known at the time of the April, May, and June
meetings
Also report the process followed and results, e.g.
number of applications received, numbers of
eligible/ineligible, degree to which categories are
potentially filled, etc.
Committee presents slate of candidates and
their complete applications to PDPH – when?
March 27, 2013
14. Next Steps
14
April Meeting Agenda
Adopt bylaws; Review final application
package, marketing plan and flyer; Review
populated work plan; Joint Select Committee
report; Other?
May Meeting Agenda
Review recruitment process; Review work plan
status; Joint Select Committee report; Other?
June Meeting Agenda
Review recruitment process; Review work plan
status; Joint Select Committee report; Other?
March 27, 2013