The document proposes restructuring the Virginia Education Association (VEA) field organization into regional structures. It would reduce the number of field managers from 4 to 2 and establish self-directed regional teams. Each region would develop a strategic plan and have a UniServ coordinator. UniServ directors would specialize in areas like teaching and learning or government relations. The changes aim to resolve capacity issues and better serve members.
Presented at the joint meeting of the Boards of Higher Education and Elementary and Secondary Education on January 26, 2016 at Roxbury Community College.
1. The document outlines the new divisional structure of the AALEP organization, including 5 new divisions: Membership and Services, Publishing, Consulting Services, Academy of Public Policy Advocacy, and Strategic Alliances and Partnerships.
2. The Membership and Services Division manages member services and benefits, processes applications and payments, and fosters engagement.
3. The Publishing Division distributes publications and offers information for lobbyists, advocates, and the public.
4. The Consulting Services Division provides advocacy, training, and support services to help clients engage with EU institutions and stakeholders.
The document discusses Illinois ResourceNet's (IRN) place-based approach to federal grant development training and technical assistance. The key points are:
1) IRN has found that training and technical assistance are most effective when delivered where organizations are ready and federal funding opportunities exist.
2) Working with regional partnerships allows proposals to build on each other, increasing success rates and opportunities to leverage diverse resources.
3) IRN provides value by matching local community plans and strategies to current and potential federal grants, helping to implement plans through funded proposals.
This letter outlines funding and expectations for the University of Alberta for the 2013/2014 year. Key points include:
- The U of A is allocated over $548 million in base funding, plus additional targeted funds.
- The U of A is expected to focus on sustainability, address auditor recommendations, and work towards desired outcomes like lifelong learning and workforce skills.
- Key focus areas are programs, learners, collaboration, governance, and research alignment. Performance will be measured using outcomes and indicators.
- Both parties commit to open communication and collaboration to effectively implement the letter.
Institutionalizing Performance Budgeting: Key Institutions and Actors - Roles...EUROsociAL II
This document discusses key aspects of institutionalizing performance budgeting. It covers:
1) The essential building blocks for developing performance informed budgeting, including establishing strategic goals and developing performance measures.
2) The roles of key institutions like central budget authorities and spending ministries, and different implementation strategies such as top-down vs bottom-up approaches.
3) Developing incentives to motivate improved performance, such as financial rewards and sanctions through the budget process, and increasing or decreasing managerial flexibility.
SAESC fundraising presentation- 13 May 2014 _ K. O'Sullivankaleylemottee
The South African Extraordinary Schools Coalition (SAESC) is a national organization that brings together schools, organizations, and individuals to share best practices and advocate for improved access to quality education. The presentation outlines the SAESC's mission and strengths, including collaboration between members and a focus on student outcomes. It then discusses the coalition's budget, fundraising targets, and strategy, which includes building relationships with funders and demonstrating impact. The presentation considers sustainability options and identifies prospective new funders to support the SAESC's work of promoting educational opportunity.
The document proposes restructuring the Virginia Education Association (VEA) field organization into regional structures. It would reduce the number of field managers from 4 to 2 and establish self-directed regional teams. Each region would develop a strategic plan and have a UniServ coordinator. UniServ directors would specialize in areas like teaching and learning or government relations. The changes aim to resolve capacity issues and better serve members.
Presented at the joint meeting of the Boards of Higher Education and Elementary and Secondary Education on January 26, 2016 at Roxbury Community College.
1. The document outlines the new divisional structure of the AALEP organization, including 5 new divisions: Membership and Services, Publishing, Consulting Services, Academy of Public Policy Advocacy, and Strategic Alliances and Partnerships.
2. The Membership and Services Division manages member services and benefits, processes applications and payments, and fosters engagement.
3. The Publishing Division distributes publications and offers information for lobbyists, advocates, and the public.
4. The Consulting Services Division provides advocacy, training, and support services to help clients engage with EU institutions and stakeholders.
The document discusses Illinois ResourceNet's (IRN) place-based approach to federal grant development training and technical assistance. The key points are:
1) IRN has found that training and technical assistance are most effective when delivered where organizations are ready and federal funding opportunities exist.
2) Working with regional partnerships allows proposals to build on each other, increasing success rates and opportunities to leverage diverse resources.
3) IRN provides value by matching local community plans and strategies to current and potential federal grants, helping to implement plans through funded proposals.
This letter outlines funding and expectations for the University of Alberta for the 2013/2014 year. Key points include:
- The U of A is allocated over $548 million in base funding, plus additional targeted funds.
- The U of A is expected to focus on sustainability, address auditor recommendations, and work towards desired outcomes like lifelong learning and workforce skills.
- Key focus areas are programs, learners, collaboration, governance, and research alignment. Performance will be measured using outcomes and indicators.
- Both parties commit to open communication and collaboration to effectively implement the letter.
Institutionalizing Performance Budgeting: Key Institutions and Actors - Roles...EUROsociAL II
This document discusses key aspects of institutionalizing performance budgeting. It covers:
1) The essential building blocks for developing performance informed budgeting, including establishing strategic goals and developing performance measures.
2) The roles of key institutions like central budget authorities and spending ministries, and different implementation strategies such as top-down vs bottom-up approaches.
3) Developing incentives to motivate improved performance, such as financial rewards and sanctions through the budget process, and increasing or decreasing managerial flexibility.
SAESC fundraising presentation- 13 May 2014 _ K. O'Sullivankaleylemottee
The South African Extraordinary Schools Coalition (SAESC) is a national organization that brings together schools, organizations, and individuals to share best practices and advocate for improved access to quality education. The presentation outlines the SAESC's mission and strengths, including collaboration between members and a focus on student outcomes. It then discusses the coalition's budget, fundraising targets, and strategy, which includes building relationships with funders and demonstrating impact. The presentation considers sustainability options and identifies prospective new funders to support the SAESC's work of promoting educational opportunity.
The document provides an overview of asset management for local governments in British Columbia. It describes asset management as an integrated process involving people, information about assets, and finances to make informed decisions that support sustainable service delivery. The framework defines asset management and identifies its key principles. It also outlines the core elements of asset management - people, information, assets, and finances - and describes the process as involving assessing current practices and asset conditions, planning through policies, strategies and plans, and implementing asset management practices. The framework is intended to provide scalable guidance that can be adapted to individual communities.
For the Chamber's October Non-Profit Roundtable we invited Commissioner Megan Smith from the N.C. Commission on Volunteerism and Community Service to help Chamber Non-Profit members determine which AmeriCorps funding programs were right for them and how to write a competitive application.
The 2008/2009 strategic plan of the Illinois Park and Recreation Association outlines three main goals: increasing membership value through education and resources; improving governance and policies; and strengthening finances and section administration. Key initiatives include developing membership benefits and tools, restructuring the board and elections, monitoring association finances, and providing leadership training. The plan was created through a SWOT analysis and addresses critical issues like revenue changes and engaging new members.
This document discusses strategies for developing continuous grant proposals through place-based partnerships. It argues that collaborative networks can more successfully pursue federal grants over time by leveraging shared resources, building on past proposals, and linking diverse program areas. Examples are provided of federal grant opportunities that various partnerships, such as those in community development, human services, or workforce training, could pursue through coordinated two-year planning. Developing regional and community plans is presented as a way to identify potential matches between local strategies and federal programs.
This document provides an overview of the Local Control Funding Formula (LCFF) in California. It explains that LCFF aims to give more local control over funding by providing a base grant amount to districts plus supplemental funding for low-income students, English learners, and foster youth. It outlines the accountability process where districts must adopt a 3-year Local Control and Accountability Plan (LCAP) with input from parents and community to outline goals and expenditures. The document encourages districts to engage stakeholders early in the planning process and leverage LCFF to advance STEM goals that close achievement gaps.
Grant Accountability and Transparency Act (GATA) Overview for Workforce Grants Illinois workNet
The Illinois Department of Commerce, Office of Employment and Training will be providing an online training session on the new requirements of the Grant Accountability and Transparency Act targeted to organizations that are interested in applying for state workforce grants. The session will focus on the WIOA Youth Career Pathways grant application (Notice Of Funding Opportunity) to highlight the new GATA requirements.
The document summarizes the 2021-2022 Philippine Cooperative Medium-Term Development Plan (PCDP) presented by Josefina B. Bitonio, Regional Director of CDA Dagupan Extension Office. The PCDP was formulated by the Cooperative Development Authority (CDA) pursuant to its mandate to promote cooperatives in the Philippines. It has a vision, six goals, and is guided by five principles. The goals include enhancing the policy environment for cooperatives, improving institutional development and management, increasing access to finance and markets. The PCDP also discusses CDA's strategy map for 2020-2025 which focuses on improving services, governance, and economic opportunities for cooperatives and their members.
This document discusses strategies for obtaining more federal grants through place-based, continuous proposal building. It emphasizes forming partnerships and collaboratives to identify funding opportunities, build complementary proposals over time, and leverage diverse resources. Key points include developing multi-year plans to pursue multiple, aligned grants; using regional community plans as a framework; and how continuous efforts can strengthen applications and track records with funders.
The document discusses the State Authorization Reciprocity Agreement (SARA) which aims to make state authorization for distance education more efficient and effective. It notes that currently, thousands of institutions must seek approval from 54 different states and territories to enroll out-of-state students, which is costly. SARA establishes a voluntary framework for state-level reciprocity administered by regional compacts, requiring member states to approve in-state institutions and resolve complaints, while removing additional fees or requirements for out-of-state SARA members. The goals are to increase educational attainment by streamlining the process while maintaining standards and oversight.
Upholding Accountability and Integrity In Cooperatives Through Policies and ...jo bitonio
Upholding accountability and integrity in cooperatives requires establishing clear policies and decision-making structures. The document discusses the importance of having a cooperative code of governance and ethical standards to guide behavior. It also emphasizes revamping organizational culture to promote accountability, such as setting goals, monitoring performance, and leading by example. Establishing committees and training programs can help enforce policies and allocate responsibilities to strengthen accountability in cooperatives.
South Carolina has seen significant growth in registered apprenticeship programs in recent years, with a 215% increase in programs and 269% increase in apprentices. This growth is due to collaboration between state agencies like the SC Technical College System and the Chamber of Commerce beginning in the early 2000s to establish apprenticeship as a workforce development strategy. Through state leadership and partnerships, apprenticeship programs now cover a wide range of industries and all South Carolinians live within 30 minutes of apprenticeship opportunities. Going forward, Apprenticeship Carolina aims to further develop programs to enhance the state's competitiveness and positively impact more lives.
The document summarizes the results of the 2010 Needs Survey conducted by the Massachusetts School Building Authority (MSBA). Key findings include:
- Over 1,800 public K-12 schools were evaluated across three metrics: building systems conditions, general physical environment, and space utilization.
- Many schools were found to need moderate to major renovation, with several building systems in fair to poor condition and in need of replacement or repair. The Needs Survey identified repair and renovation needs across the state.
Barnet Council Peer Review Presentation Final 05 09 08barnetcouncil
The document summarizes the findings of a corporate peer review of the London Borough of Barnet conducted from September 1-5, 2008. The review team found that the council has made significant progress, is ambitious and confident, and delivers excellent services. However, the team also identified some areas for improvement, including developing communication and engagement, ensuring scrutiny plays a constructive role, improving customer access, and assessing capacity and risks as the council works to further change and improve. The team will produce a draft report for the council to comment on before issuing a final report, and the council can decide which elements of feedback it wishes to act upon.
Phi Theta Kappa is an international honor society that recognizes academic achievement in two-year colleges. Its purpose is to promote scholarship, leadership, service, and fellowship among its members. The document outlines Phi Theta Kappa's programs and initiatives, including civic engagement programs, recognitions programs, and programs focused on developing chapters through its Five Star Chapter Development Program. Chapters can earn stars by participating in leadership, service, fellowship and scholarship programs, with a focus on recognizing members and encouraging academic excellence.
2012 it in education management socio-technical gaps exposed by the tif programChristopher Thorn
The document discusses the core elements required by the US Department of Education's Teacher Incentive Fund grant program and how they exposed gaps in districts' socio-technical capabilities. Key requirements around communication, teacher evaluation, linking evaluation to professional development, and ensuring data quality challenged districts. Meeting these requirements often required new technologies, but the education sector lacks expertise in human capital management systems. States are now developing broader accountability systems, but the research is limited on effective practices.
New 1 introduction to a former federal it auditorAlinaJohnson6
This document provides a summary of Alina J. Johnson's professional background and accomplishments. It includes details of her 6 years of experience as an IT Auditor at the U.S. Government Accountability Office (GAO), where she received numerous performance awards. It also outlines her education background, including degrees from the University of Michigan in Business Administration and Information Science. She is now seeking auditing work in the Detroit area and maintains relevant professional certifications and involvement in organizations like the Detroit chapter of the Institute of Internal Auditors.
The job of the Arkansas 22 Two-Year Colleges is to:
1. Offer accessible, affordable opportunities for individuals to achieve personal education goals with an Individual Educational Plan;
2. Instill confidence and motivation for continuous improvement via lifelong learning;
3. Enhance an individual’s role, worth, and security in the workforce as a productive member and in value-added teams;
4. Provide employers with a competent, highly skilled, trained and re-trainable workforce to meet global competition and technology challenges.
This is partnership we are proud to be a part of.
NHED Governance Model A Primer for Strategic PlanningBecky LaPlant
The Northeast Higher Education District (NHED) was formed in 1999 through the collaboration of five independent colleges to create economies of scale while preserving institutional autonomy. The NHED model allows the five colleges to work together through a regional structure without compromising their separate accreditations. This regional arrangement benefits the colleges by promoting access to educational programs, institutional cooperation, and stability while respecting each college's independence. Key advantages of the NHED model include efficiencies through shared services, a unified voice to the legislature, and opportunities for inter-institutional collaboration and programming.
This document summarizes challenges and opportunities facing the University of Missouri System in the coming months. It discusses issues in higher education like accountability, access, budgets, and competition. Specific challenges in Missouri include attitudes toward funding, community college growth, the state economy, and producing enough STEM and healthcare professionals. The UM System aims to increase enrollment while maintaining standards, and improve outcomes. Budget cuts have offset declines in state support through tuition shifts. Priorities include strengthening P-20 education, accountability measures, and growing technology transfer revenue.
Guide on Cooperative Operation and Management jo bitonio
This document provides guidelines and checklists for cooperative operations and management in various areas. It outlines policies, programs, plans and manuals that Philippine cooperatives should have in place to properly guide their operations. These include development plans, annual plans and budgets, social development plans, education and training plans, board resolutions on human resources, finances and more. The document also provides templates to track performance indicators over multiple years.
The document provides information about a Request for Proposals (RFP) for refugee community organizations seeking grants of $2,000-$10,000 to fund projects that benefit youth, elders, and women. Eligible organizations must have previously worked with the grantor and submit a proposal by December 30th including a project summary, description of needs and project details, budget, and organizational information. Proposals will be reviewed based on clarity, demonstrated needs, appropriateness of approach and budget, and community support. Grant awards will be announced on January 15th.
The San Antonio Compassion Capital Fund is seeking proposals from faith- and community-based organizations to provide services in three areas: youth services, financial education, and job readiness/attainment programs. Selected organizations will receive sub-awards between $12,000-$20,000 and participate in capacity building activities like developing a strategic plan and board training. Proposals are due February 22, 2010.
The document provides an overview of asset management for local governments in British Columbia. It describes asset management as an integrated process involving people, information about assets, and finances to make informed decisions that support sustainable service delivery. The framework defines asset management and identifies its key principles. It also outlines the core elements of asset management - people, information, assets, and finances - and describes the process as involving assessing current practices and asset conditions, planning through policies, strategies and plans, and implementing asset management practices. The framework is intended to provide scalable guidance that can be adapted to individual communities.
For the Chamber's October Non-Profit Roundtable we invited Commissioner Megan Smith from the N.C. Commission on Volunteerism and Community Service to help Chamber Non-Profit members determine which AmeriCorps funding programs were right for them and how to write a competitive application.
The 2008/2009 strategic plan of the Illinois Park and Recreation Association outlines three main goals: increasing membership value through education and resources; improving governance and policies; and strengthening finances and section administration. Key initiatives include developing membership benefits and tools, restructuring the board and elections, monitoring association finances, and providing leadership training. The plan was created through a SWOT analysis and addresses critical issues like revenue changes and engaging new members.
This document discusses strategies for developing continuous grant proposals through place-based partnerships. It argues that collaborative networks can more successfully pursue federal grants over time by leveraging shared resources, building on past proposals, and linking diverse program areas. Examples are provided of federal grant opportunities that various partnerships, such as those in community development, human services, or workforce training, could pursue through coordinated two-year planning. Developing regional and community plans is presented as a way to identify potential matches between local strategies and federal programs.
This document provides an overview of the Local Control Funding Formula (LCFF) in California. It explains that LCFF aims to give more local control over funding by providing a base grant amount to districts plus supplemental funding for low-income students, English learners, and foster youth. It outlines the accountability process where districts must adopt a 3-year Local Control and Accountability Plan (LCAP) with input from parents and community to outline goals and expenditures. The document encourages districts to engage stakeholders early in the planning process and leverage LCFF to advance STEM goals that close achievement gaps.
Grant Accountability and Transparency Act (GATA) Overview for Workforce Grants Illinois workNet
The Illinois Department of Commerce, Office of Employment and Training will be providing an online training session on the new requirements of the Grant Accountability and Transparency Act targeted to organizations that are interested in applying for state workforce grants. The session will focus on the WIOA Youth Career Pathways grant application (Notice Of Funding Opportunity) to highlight the new GATA requirements.
The document summarizes the 2021-2022 Philippine Cooperative Medium-Term Development Plan (PCDP) presented by Josefina B. Bitonio, Regional Director of CDA Dagupan Extension Office. The PCDP was formulated by the Cooperative Development Authority (CDA) pursuant to its mandate to promote cooperatives in the Philippines. It has a vision, six goals, and is guided by five principles. The goals include enhancing the policy environment for cooperatives, improving institutional development and management, increasing access to finance and markets. The PCDP also discusses CDA's strategy map for 2020-2025 which focuses on improving services, governance, and economic opportunities for cooperatives and their members.
This document discusses strategies for obtaining more federal grants through place-based, continuous proposal building. It emphasizes forming partnerships and collaboratives to identify funding opportunities, build complementary proposals over time, and leverage diverse resources. Key points include developing multi-year plans to pursue multiple, aligned grants; using regional community plans as a framework; and how continuous efforts can strengthen applications and track records with funders.
The document discusses the State Authorization Reciprocity Agreement (SARA) which aims to make state authorization for distance education more efficient and effective. It notes that currently, thousands of institutions must seek approval from 54 different states and territories to enroll out-of-state students, which is costly. SARA establishes a voluntary framework for state-level reciprocity administered by regional compacts, requiring member states to approve in-state institutions and resolve complaints, while removing additional fees or requirements for out-of-state SARA members. The goals are to increase educational attainment by streamlining the process while maintaining standards and oversight.
Upholding Accountability and Integrity In Cooperatives Through Policies and ...jo bitonio
Upholding accountability and integrity in cooperatives requires establishing clear policies and decision-making structures. The document discusses the importance of having a cooperative code of governance and ethical standards to guide behavior. It also emphasizes revamping organizational culture to promote accountability, such as setting goals, monitoring performance, and leading by example. Establishing committees and training programs can help enforce policies and allocate responsibilities to strengthen accountability in cooperatives.
South Carolina has seen significant growth in registered apprenticeship programs in recent years, with a 215% increase in programs and 269% increase in apprentices. This growth is due to collaboration between state agencies like the SC Technical College System and the Chamber of Commerce beginning in the early 2000s to establish apprenticeship as a workforce development strategy. Through state leadership and partnerships, apprenticeship programs now cover a wide range of industries and all South Carolinians live within 30 minutes of apprenticeship opportunities. Going forward, Apprenticeship Carolina aims to further develop programs to enhance the state's competitiveness and positively impact more lives.
The document summarizes the results of the 2010 Needs Survey conducted by the Massachusetts School Building Authority (MSBA). Key findings include:
- Over 1,800 public K-12 schools were evaluated across three metrics: building systems conditions, general physical environment, and space utilization.
- Many schools were found to need moderate to major renovation, with several building systems in fair to poor condition and in need of replacement or repair. The Needs Survey identified repair and renovation needs across the state.
Barnet Council Peer Review Presentation Final 05 09 08barnetcouncil
The document summarizes the findings of a corporate peer review of the London Borough of Barnet conducted from September 1-5, 2008. The review team found that the council has made significant progress, is ambitious and confident, and delivers excellent services. However, the team also identified some areas for improvement, including developing communication and engagement, ensuring scrutiny plays a constructive role, improving customer access, and assessing capacity and risks as the council works to further change and improve. The team will produce a draft report for the council to comment on before issuing a final report, and the council can decide which elements of feedback it wishes to act upon.
Phi Theta Kappa is an international honor society that recognizes academic achievement in two-year colleges. Its purpose is to promote scholarship, leadership, service, and fellowship among its members. The document outlines Phi Theta Kappa's programs and initiatives, including civic engagement programs, recognitions programs, and programs focused on developing chapters through its Five Star Chapter Development Program. Chapters can earn stars by participating in leadership, service, fellowship and scholarship programs, with a focus on recognizing members and encouraging academic excellence.
2012 it in education management socio-technical gaps exposed by the tif programChristopher Thorn
The document discusses the core elements required by the US Department of Education's Teacher Incentive Fund grant program and how they exposed gaps in districts' socio-technical capabilities. Key requirements around communication, teacher evaluation, linking evaluation to professional development, and ensuring data quality challenged districts. Meeting these requirements often required new technologies, but the education sector lacks expertise in human capital management systems. States are now developing broader accountability systems, but the research is limited on effective practices.
New 1 introduction to a former federal it auditorAlinaJohnson6
This document provides a summary of Alina J. Johnson's professional background and accomplishments. It includes details of her 6 years of experience as an IT Auditor at the U.S. Government Accountability Office (GAO), where she received numerous performance awards. It also outlines her education background, including degrees from the University of Michigan in Business Administration and Information Science. She is now seeking auditing work in the Detroit area and maintains relevant professional certifications and involvement in organizations like the Detroit chapter of the Institute of Internal Auditors.
The job of the Arkansas 22 Two-Year Colleges is to:
1. Offer accessible, affordable opportunities for individuals to achieve personal education goals with an Individual Educational Plan;
2. Instill confidence and motivation for continuous improvement via lifelong learning;
3. Enhance an individual’s role, worth, and security in the workforce as a productive member and in value-added teams;
4. Provide employers with a competent, highly skilled, trained and re-trainable workforce to meet global competition and technology challenges.
This is partnership we are proud to be a part of.
NHED Governance Model A Primer for Strategic PlanningBecky LaPlant
The Northeast Higher Education District (NHED) was formed in 1999 through the collaboration of five independent colleges to create economies of scale while preserving institutional autonomy. The NHED model allows the five colleges to work together through a regional structure without compromising their separate accreditations. This regional arrangement benefits the colleges by promoting access to educational programs, institutional cooperation, and stability while respecting each college's independence. Key advantages of the NHED model include efficiencies through shared services, a unified voice to the legislature, and opportunities for inter-institutional collaboration and programming.
This document summarizes challenges and opportunities facing the University of Missouri System in the coming months. It discusses issues in higher education like accountability, access, budgets, and competition. Specific challenges in Missouri include attitudes toward funding, community college growth, the state economy, and producing enough STEM and healthcare professionals. The UM System aims to increase enrollment while maintaining standards, and improve outcomes. Budget cuts have offset declines in state support through tuition shifts. Priorities include strengthening P-20 education, accountability measures, and growing technology transfer revenue.
Guide on Cooperative Operation and Management jo bitonio
This document provides guidelines and checklists for cooperative operations and management in various areas. It outlines policies, programs, plans and manuals that Philippine cooperatives should have in place to properly guide their operations. These include development plans, annual plans and budgets, social development plans, education and training plans, board resolutions on human resources, finances and more. The document also provides templates to track performance indicators over multiple years.
The document provides information about a Request for Proposals (RFP) for refugee community organizations seeking grants of $2,000-$10,000 to fund projects that benefit youth, elders, and women. Eligible organizations must have previously worked with the grantor and submit a proposal by December 30th including a project summary, description of needs and project details, budget, and organizational information. Proposals will be reviewed based on clarity, demonstrated needs, appropriateness of approach and budget, and community support. Grant awards will be announced on January 15th.
The San Antonio Compassion Capital Fund is seeking proposals from faith- and community-based organizations to provide services in three areas: youth services, financial education, and job readiness/attainment programs. Selected organizations will receive sub-awards between $12,000-$20,000 and participate in capacity building activities like developing a strategic plan and board training. Proposals are due February 22, 2010.
Capacity building refers to actions that strengthen an organization's ability to achieve its mission effectively. It benefits organizations by increasing sustainability, efficiency, and effectiveness, and benefits those served by improving program effectiveness and outcomes. Capacity building includes strategic planning, leadership development, organizational development, program development, fundraising strategies, and community engagement. Evaluation evidence shows that capacity building improves organizations' abilities to achieve their missions, and greater support through workshops, technical assistance, and funding leads to larger capacity gains.
Alphonso Jefferson Jr. is a Navy veteran with over 31 years of experience in both public and private sectors. He has extensive experience managing complex projects and large budgets. His areas of expertise include leadership development, strategic planning, budget management, and process improvement. He currently serves as the Assistant County Administrator for Broward County, overseeing a $4.2 billion budget.
This document provides a summary of Minnie Brown's professional experience and qualifications. She has over 24 years of experience in human resources, including expertise in areas like staffing, recruitment, benefits administration, and diversity initiatives. Her most recent role was at the Texas Department of Transportation, where over 14 years she led recruitment programs, developed branding strategies, and administered a grant program that provided funding for students interested in transportation careers. She has a proven track record of accomplishments in HR leadership and program management.
Cassandra Downey Shellhorn has over 25 years of experience in project management, community outreach, and program coordination. She has worked for Quality Care and AtlantiCare, managing health programs focused on families and early childhood development. Her roles have included developing partnerships, managing grants, and evaluating program performance. She also has experience as an online instructor and case manager for clients in substance abuse recovery programs.
The document discusses several recommendations from a working group across multiple areas:
1) Housing - Develop training for clubs to help consumers obtain housing and integrate peers into housing programs.
2) Youth - Create parent partner programs between youth organizations and create a central repository of life skills resources.
3) Employment - Increase benefits planning, expand peer support programs, and create funding mechanisms for long-term employment assistance.
4) Integration - Identify best practices for engaging people in primary care, create reports on service utilization, and convene a summit to share integration strategies.
Name of interviewee Brian Stockton Assistant Commissioner, Distri.docxtaitcandie
Name of interviewee: Brian Stockton Assistant Commissioner, District Operations
Leader Interview Assignment Learning from others’ successes and challenges is as old as humankind. This course asks you to arrange 1 leader interview of a community leader who is leading a team or an organization remotely. Currently of national emergencies and overall changes in the workplace, the ability to lead remotely is a critical skill set. Questions for that interview are to be developed by you based on your textbook concepts, extra readings I assign, and suggestions from your classmates’ interview discussion board. Remember this is an interview about leadership. A prepared question bank of at least 20 – 24 questions is suggested, though you may choose not to use some. It is expected that you will follow-up with good question discussion with your interviewee, just as a journalist might. Don’t just stick to the “script” when an interesting comment might bring additional insight.
Requirements: The written interview assignment will include a cover page, and your preapproved/graded question set listed on the second page. The third page begins the interview write-up. You will describe this person’s profession, educational background, and why you selected them. You will then craft their responses into a narrative, closing with at least a paragraph about what you learned about leadership from this person. Please use 12-point font and double space. Such papers usually run about 5 pages.
Brian Stockton’s cover letter and resume to complete the assignment:
I am a dedicated Executive Leader and Leadership Facilitator with more than 15 years of experience creating proven positive organizational change and implementing innovative financial and business strategies. I have experience coaching leaders, managing budgets up to $1.5 billion as well as managing multiple large-scale projects for more than 14,000 staff while at the same time increasing organizational morale.
I am adept at developing leadership and organizational change programs for c-suite leaders down to front line management. I am recognized as a leader who creates a continuous improvement culture of change that will be perceived by employees as a valuable opportunity instead of something negative to worry about and resist. I can also affect financial turnaround using my business and financial acumen, which in turn benefits the organization and employees.
As my resume details, my accomplishments include –
· Developed and facilitated leadership programs on over 28 leadership competencies, proven to increase acumen of organizational leaders
· Improved management and operations strategy at Serco by advising and coaching 400 front-line leaders nationwide on best practices including transformational change, business execution, delegation, and trust
· Reduced company attrition at Serco from 30% to 12% in one year, leading the company to rank 39th on Forbes list of Best Company to Work for, via my p ...
Name of interviewee Brian Stockton Assistant Commissioner, Distri.docxhallettfaustina
This document provides requirements and background information for an interview assignment with Brian Stockton, Assistant Commissioner of District Operations for the Tennessee Department of Education. Students are asked to interview a community leader about leadership and develop 20-24 questions. The written assignment should include an introduction to Brian Stockton's background, the interview responses in narrative form, and lessons learned. It should be 5 pages double-spaced with a 12-point font.
1. Workforce boards partner with educational institutions like community colleges to provide training programs that prepare job seekers for in-demand occupations and help local businesses find qualified workers.
2. Successful partnerships provide funding for tuition and support services, develop programs aligned with local industry needs, and track outcomes like job placement, retention, and wages.
3. Challenges include differing priorities between workforce boards focused on employment and colleges with broader missions, as well as restrictions on the types of programs and students boards can fund.
This document contains a word cloud and text from a five-year plan for LEAP State Georgia. The plan discusses developing a stronger statewide system through a steering committee, annual conferences, and improved communication. It also outlines goals for individual institutions, such as incorporating LEAP into strategic plans, developing community partnerships, and providing professional development for faculty on essential learning outcomes. The plan aims to strengthen LEAP implementation at both the system and institutional levels in Georgia over five years.
Running head LEVERAGING HUMAN CAPITAL ACQUIRING EMPLOYEES .docxwlynn1
Running head: LEVERAGING HUMAN CAPITAL: ACQUIRING EMPLOYEES 2
LEVERAGING HUMAN CAPITAL: ACQUIRING EMPLOYEE 2
Leveraging Human Capital: Acquiring Employees
Your Name
Grand Canyon University: HRM-635
Date
Leveraging Human Capital: Acquiring Employees
Every organization wants to be successful and create a strong impact in society. To continue in the upward desired trend, organizations need to analyze current practices in place and identify areas for potential growth and development. It is imperative that critical analysis takes place at both the employee and organizational levels which can be completed by performing a needs assessment (Canada, 2020). A needs assessment is a simple tool, with five different styles, which is to guide an organization in identifying any gaps between organization expectations and available resources that are preventing desired goals to be achieved. Outcomes of the needs assessment will present current problems and opportunities, provide data, insight, and generate justification for decision making. This paper will discuss use of a strategic needs assessment, followed with a proposal to incorporate jobs into an organization that are deemed important according to the needs assessment and conclude with an overview of processes made.
This writer chose to critically analyze the Stabilization and Crisis Intervention Unit, an organization affiliated with the State of Oregon by conducting a strategic needs assessment. This writer implemented the SWOT method (S-strength, W-weakness, O-opportunity, T-threats) to analyze five internal departments and their functions, employment needs within, jobs and tasks completed by departments, and current personal trainings that each department held (Sleezer, 2014).. Please see attached needs assessment matrix. Results from the strategic needs assessment indicated that is essential to put energy into an upgrade of current technological process within the organization and develop critical education opportunities for staff and generate a solid charting system for the nurses to continue impacting the needs of the community into the future.
In Conclusion, use of a strategic needs assessment appears to address the performance processes that are allied with SACU’s core strategies for long term success and opportunities. Creating a computer program and designating someone to follow educational gaps and create programs to resolve them would be an overall success for SACU. Providing the ability to decrease the workload on the nurses would allow for more time spent with the individuals served. House managers would have day to day operations easier tracked and allow for education classes on strategic development. Human resources could provide extra training on ways to ensure personnel adhere to policies and procedures. Placement would have access to a much-needed tracking system, and the IT department would have access .
The position is for a Project Manager at an organization called RCB Project. The objective is to support achieving the goals of the RCB Project by managing partnerships with other organizations, developing their capacity, and ensuring effective program delivery. Key responsibilities include partnership management (20% of time), organizing, planning and budgeting (15%), monitoring program delivery in the field (15%), facilitating capacity development (15%), contributing to fundraising (15%), monitoring and evaluation (10%), and team management (5%). The ideal candidate has a masters degree, 6 years of relevant experience including 4 years in management, knowledge of issues related to persons with disabilities and child rights, and strong management, communication, and technical skills.
Teacher Compensation and Advanced Teaching Roles RFP Grantees and FundingAnalisa Sorrells
The document outlines North Carolina's Request for Proposal for a pilot program to develop advanced teaching roles with increased compensation. It provides information on the timeline for submitting proposals, purpose of the pilot program, available funding of $1 million, proposal reviewers, and evaluation rubric. The goal is to allow highly effective teachers to take on additional roles and students to improve performance and provide salary supplements, while enabling innovative compensation models.
Business, Emergency Services and Community Working together seamlessly. Only a common vision will serve to integrate business, emergency services and the community. This program teaches you and your staff how to do that. #emergencymanagement
An experienced professional with over 10 years of experience in policy analysis and business advisory roles within the Canadian government. He has strong leadership, communication, and analytical skills and has managed teams and projects successfully. He currently works as a Principal Legislative and Regulatory Analyst for the Royal Canadian Mounted Police where he conducts policy research, manages a team, and provides advisory services to senior leadership.
The document provides an overview of Outcome Mapping (OM), a planning, monitoring, and evaluation approach that focuses on behavioral changes of boundary partners rather than linear cause-and-effect frameworks. It discusses the 7 steps of OM: 1) defining a vision, 2) developing a mission, 3) identifying boundary partners, 4) crafting outcome challenges, 5) establishing progress markers, 6) creating strategy maps, and 7) considering organizational practices. Key concepts are boundary partners whose behavior may change, and progress markers that show transformation in partners from initial to profound changes.
The document discusses best practices for building and maintaining relationships with thought leaders and key opinion leaders to serve as speakers for pharmaceutical companies. It recommends identifying and quantifying the thought leader base and developing relationships through alignment of strategic objectives, excellent customer service, seamless program execution, regulatory compliance, and consensus on measuring success. Specific recommendations include engaging thought leaders in content development, aligning content with audience needs, timely logistics and compensation, integrating compliance teams, and measuring both strategic and tactical success through cross-functional teams.
Canadian Best Practices in Measuring Efficiency,Effectiveness and Performance of the Public Sector
D. Brian Marson
APO International Advisor
Colombo, June 2015
Executive Summary
Professional with over 20+ years of extensive business management and education experience coupled with a multi-faceted background acquired while serving in the a U.S. Armed Forces; Principal contributions and areas of expertise are: Program Development / Veterans Training Program coupled with an impeccable multi-faceted background in Program Management, Small Business Start-ups, and Global Supply Chain Management
Leading Change: Expert knowledge in leading start-up programs through the full Life-Cycles of initial construction & needed change. Assemble High Performance Teams; enhance staff capacity by Coaching/Mentoring and performing. Ability to quickly identify root causes that involve all program processes to ensure vision, mission, and goals are aligned with the end goal. This is done by ensuring that all options are identified, weighed, and considered in discussions before major decision are executed.
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
1. Executive Director
Northern Alameda Consortium for Adult Education Joint Powers Authority (JPA)
About the Northern Alameda Consortium for Adult Education (NACAE)
The Northern Alameda Consortium for Adult Education (NACAE) is an alliance of members, including
school districts, (Alameda, Albany, Berkeley, Emery, Oakland and Piedmont) and Peralta Community
Colleges (Berkeley City College, College of Alameda, Laney and Merritt) to provide better coordinated
and improved services for adult learners with basic skills. The NACAE Consortium is led by two bodies:
(1) an Executive Cabinet which serves as the decision-making body and comprised of the officially
appointed designees from each of the Consortium Members in the region; (2) an operational board, or
Working Group, comprised of representatives from each member Adult School District, Community
Colleges, and the PCC District who are primarily responsible for the ongoing operations of the
Consortium. The Consortium is State funded through the AB104 - Adult Education Block Grant.
NACAE Goals
The Consortium has currently segregated its work efforts into three major categories which include
the following: (1) Provide near-term scale-up in services in seven identified programs, thereby
achieving a 20% increase in the number of students served as a result of increased funding and
expansion of programs; (2) Align and articulate existing curriculum among the member districts
and community colleges, creating new “non-credit to credit” course sequences; (3) Create a joint
system of operations. NACAE members recognize the importance of centralizing a number of
processes and procedures (such as aligning assessments, facilitating student placement and
education planning, establishing data-sharing MOU’s, developing mutual facilities plans and
educational centers, aligning minimum qualifications and hiring plans, and exploring legal options
for embedding non-credit instruction in credit CTE classes) under a common infrastructure.
Primary Responsibilities
Reporting to the JPA Executive Cabinet, the Executive Director assists the Cabinet with the following
work:
Development/tracking of Consortium goals and work plans and acts as operational manager,
including preparation of an annual budget and cost allocation plan based upon
recommendations made by the Working Group;
Provide reports and information regarding issues affecting the management of the Consortium;
Recommend selection of consultants and contractors, monitoring contracts and agreements,
and serving as a liaison with interested groups and representing the JPA in meetings;
Conduct and oversee the JPA’s administrative operations;
Coordinate with the Consortium’s fiscal agent in conducting the financial operations of the JPA;
Manage NACAE communications, including the Consortium’s website;
2. Participate in a variety of meetings, committees, task forces, etc. to communicate
information regarding services, programs, and areas of opportunity as appropriate;
Confer with governmental agencies and other organizations regarding program issues.
The Candidate
The ideal candidate will be an experienced administrator/executive who has exceptional leadership,
communication and consensus-building skills, and possess an in-depth understanding of public
education. In addition, the candidate should possess the following qualities:
The ability to serve as leader of a highly visible organization with a complex educational mission
Knowledge of the principles, practices and methods used in education grant planning and the
ability to provide support and staff leadership to a Cabinet of appointed officials and to comply
with the legal requirements of a public entity (including the Brown Act and Public Records Act)
The ability to build strong relationships with other public agencies and community-based
organizations, and to engage the general public
The ability to communicate and coordinate effectively, and experience preparing and writing
effective reports, facilitating stakeholder groups and making presentations
Strong administrative skills, including budgeting and team-oriented management
Candidate Qualifications
Education and experience equivalent to a bachelor’s degree from an accredited college or
university, with major work that might include public or business administration, public
education, law, and preferably an advanced degree in one of these areas of study
A minimum of three years of increasing responsibility in education, public administration, or
related field experience
Experience working with adults in career development strongly preferred
Experience with collection, management, and coordination of data is required
Prior experience serving traditionally underserved student populations strongly preferred
Proficient in computer software and computer applications
Compensation and Benefits
To be determined based on qualifications and experience: Minimum salary is $120,000
Selection Process
Following the filing deadline, resumes will be screened (which may include a preliminary interview) by a
committee comprised of Working Group and Executive Cabinet members along with selected members
from community-based organizations appointed by the Cabinet. The committee will recommend
finalists to the JPA Executive Cabinet for interviews and final selection. The starting date is April 1, 2016.
The Executive Director’s office will be located at one of the Peralta Community College campuses.