The document outlines the agenda for the Resident Involvement Champions National Conference 2009. It introduces the conference organizers and describes the Resident Involvement Champion (RIC) project, which aims to promote resident involvement in housing services. The conference will include presentations from various RIC networks, as well as a "Dragons' Den" session where attendees can pitch resident involvement ideas to be rated.
This document appears to be a list of 99 motorcycle riders with their rankings, nationalities, and bike manufacturers. It includes their start times ranging from 3:01:24 to 3:27:35. The majority of riders are French and ride Yamaha, KTM, Kawasaki, Honda, and Suzuki motorcycles.
This portfolio contains examples of Joe Froese's work in Microsoft Excel. It includes surveys from the Shuswap Trail Alliance and income statements for a soup fundraiser. It also contains schedules for a group project and an order tracker. The final document is a projected sales report with an interactive interface to update date ranges and view sales projections.
The document appears to be recording the progress of a game where points are systematically removed one by one from a 5x5 grid over 26 turns. On each turn it lists which point was removed and the remaining points in the grid.
This document provides a classification and results from Stage 8 of the 63rd Tour de Guadeloupe cycling race. Pierre Lebreton of France finished in first place with a time of 26:36:54. Miyataka Shimizu of Japan finished second, 22 seconds behind. Jose Chacon of Venezuela finished third, 1 minute and 18 seconds behind the leader. The document also lists bonus seconds awarded to various racers for intermediate sprint and semi-stage placements.
The document provides analytics data for a website (www.twc.edu) over a period from December 2015 to October 2017. It shows metrics such as pageviews, unique pageviews, average time on page, entrances, bounce rate, and exit pages for the top 25 pages on the site. The most visited page was www.twc.edu with over 407,000 pageviews, followed by pages about the Thomas R. Pickering Foreign Affairs Fellowship Program and internship programs. The data indicates strong traffic and engagement with content about the fellowship and internship opportunities available on the site.
The I amsterdam brand marked its 10-year anniversary in 2014 and has grown to become one of tourism’s most iconic and recognizable city brands. The unifying character of the brand has always been social at its core, something that has resonated well with an increasingly social, authentic and visually driven audience.
Charel van Dam will take a closer look at the social success of I amsterdam and what it has done to raise awareness and excitement for the destination by both its visitors and locals.
Charel has been working in the travel and tourism industry for over 10 years working for companies such as Holland Marketing, KLM Royal Dutch Airlines & currently Amsterdam Marketing.
As Digital Media Manager, he is responsible for the I amsterdam digital strategy and channels. He is an avid traveller, design & architecture enthusiast, phantom furniture maker and fond of anything Amsterdam. This was also Charel’s first time to Australia!
The document appears to be results from a running race that include rankings, names, times, locations, and other details. It lists 100 participants, providing information like their ranking, name, club, nationality, gender, start number, times, location by postal code and town. The times are recorded in minutes and seconds. Locations include places in Luxembourg and other countries.
The document is a table showing new vehicle registrations in Brazil by month from January to December 2016 for various vehicle brands and models. It shows the total registrations each month, the percentage share of the market, and breaks down the numbers by specific series, models, and brands. The key information provided is the total new vehicle registrations in Brazil for 2016 was 23,427 units, with BMW, Chery, Mini, and Suzuki accounting for a large portion of those sales over the year.
This document appears to be a list of 99 motorcycle riders with their rankings, nationalities, and bike manufacturers. It includes their start times ranging from 3:01:24 to 3:27:35. The majority of riders are French and ride Yamaha, KTM, Kawasaki, Honda, and Suzuki motorcycles.
This portfolio contains examples of Joe Froese's work in Microsoft Excel. It includes surveys from the Shuswap Trail Alliance and income statements for a soup fundraiser. It also contains schedules for a group project and an order tracker. The final document is a projected sales report with an interactive interface to update date ranges and view sales projections.
The document appears to be recording the progress of a game where points are systematically removed one by one from a 5x5 grid over 26 turns. On each turn it lists which point was removed and the remaining points in the grid.
This document provides a classification and results from Stage 8 of the 63rd Tour de Guadeloupe cycling race. Pierre Lebreton of France finished in first place with a time of 26:36:54. Miyataka Shimizu of Japan finished second, 22 seconds behind. Jose Chacon of Venezuela finished third, 1 minute and 18 seconds behind the leader. The document also lists bonus seconds awarded to various racers for intermediate sprint and semi-stage placements.
The document provides analytics data for a website (www.twc.edu) over a period from December 2015 to October 2017. It shows metrics such as pageviews, unique pageviews, average time on page, entrances, bounce rate, and exit pages for the top 25 pages on the site. The most visited page was www.twc.edu with over 407,000 pageviews, followed by pages about the Thomas R. Pickering Foreign Affairs Fellowship Program and internship programs. The data indicates strong traffic and engagement with content about the fellowship and internship opportunities available on the site.
The I amsterdam brand marked its 10-year anniversary in 2014 and has grown to become one of tourism’s most iconic and recognizable city brands. The unifying character of the brand has always been social at its core, something that has resonated well with an increasingly social, authentic and visually driven audience.
Charel van Dam will take a closer look at the social success of I amsterdam and what it has done to raise awareness and excitement for the destination by both its visitors and locals.
Charel has been working in the travel and tourism industry for over 10 years working for companies such as Holland Marketing, KLM Royal Dutch Airlines & currently Amsterdam Marketing.
As Digital Media Manager, he is responsible for the I amsterdam digital strategy and channels. He is an avid traveller, design & architecture enthusiast, phantom furniture maker and fond of anything Amsterdam. This was also Charel’s first time to Australia!
The document appears to be results from a running race that include rankings, names, times, locations, and other details. It lists 100 participants, providing information like their ranking, name, club, nationality, gender, start number, times, location by postal code and town. The times are recorded in minutes and seconds. Locations include places in Luxembourg and other countries.
The document is a table showing new vehicle registrations in Brazil by month from January to December 2016 for various vehicle brands and models. It shows the total registrations each month, the percentage share of the market, and breaks down the numbers by specific series, models, and brands. The key information provided is the total new vehicle registrations in Brazil for 2016 was 23,427 units, with BMW, Chery, Mini, and Suzuki accounting for a large portion of those sales over the year.
This presentation looks at 21st century leaders, their qualities and characteristics, and the fact that leadership does not require a title. Presented on Oct. 13th to Ottawa Catholic School Board Leadership Journey Part 1 participants.
The document discusses leadership and presents information on developing 21st century leadership skills. It highlights the difference between true leadership and positional leadership, discusses important leadership qualities, and explores how to expand one's professional network and enhance their leadership role using 21st century skills. The presentation includes learning goals, quotes, videos, and opportunities for audience participation to discuss characteristics of good leaders.
The document contains travel times in hours, minutes and seconds for various vehicles traveling between locations at different distances. It lists the travel times for aircraft, trucks, military vehicles and F-16 fighter jets to reach points 1-7 kilometers away from their starting point. Travel times generally increase with greater distances.
NUEVO Y ACTUAL HORARIO TREN BELGRANO NORTE.pdfJavierPodesta1
- The document contains a schedule (Horario N° 17) for train routes in Argentina, effective from July 25, 2023.
- It lists over 30 train routes numbered 3001 through 3087, with departure times from stations along each route including Retiro, Saldias, C. Universitaria, and ending at Villa Rosa.
- The schedule runs from early morning (3:50) through late evening (past 19:00), with trains running approximately every 10-15 minutes on most routes throughout the day.
Horario linea e16 expres Barcelona - Sitgesadriaom
This document contains a schedule listing departure times from Hospitalet de Llobregat in half hour intervals from 5:25 to 21:05. It shows departures on weekdays from the city on the half hour with some additional departures throughout the day.
This document appears to be results from a racing competition with multiple stages. It lists the drivers and navigators, their vehicles, start times for each stage, and their times to complete each stage. The stages progressed from CHP1 to CHP9 with time trials recorded for each. A total of 18 teams seem to have participated in the event.
The timetable provides schedule information for the M2 bus route between Washington Heights and East Village in Manhattan, including local and limited-stop service times, with more frequent limited-stop service during weekday PM rush hours. It also includes information on fares, transfers, reduced fares, child fares, holidays, and contact information for travel assistance.
This document contains results from a race including 87 male and 29 female participants. It lists each participant's bib number, elapsed time, and gender. The males finished the race in times ranging from 00:16:18:25 to 00:40:52:31 while the females finished between 00:20:55:44 and 00:43:03:38.
This document contains prayer times for three months - January, February, and March. It lists the times for Fajr (dawn), Sunrise, Zawal (solar noon), Zuhr (midday), Asr (afternoon), Maghrib (sunset), and Isha (evening) prayers each day of those months. The times are given for an Islamic academy located 7 degrees and 33 minutes north of due west of GMT.
Mar splits-berlin-2017-v3 3-vers15-women-final-correctedAlberto Stretti
The document appears to be recording data from a running session, including distance, time, splits, pace, and comparisons to critical split times. It shows the runner completing a 10km run, recording metrics at regular intervals of 0.5km. The run took 1 hour and 38 minutes to complete.
This document contains the attendance records for 20 employees in the DEPAG KOTA department from June 1 to June 30, 2021. It lists each employee's name, user ID, department, and their time-in and time-out for each day during the monitored period.
The document contains a table with the timings for the five daily prayers (Fajr, Zuhr, Asr, Maghrib, Isha) over the months of January, February, March, May and June according to the Islamic Hijri calendar. It provides the timings of sunrise, sunset, and other prayer times for each date across these months.
The document appears to be a series of timestamps recorded every second without any other context. There is no other information provided that could be summarized.
The document contains schedules for bus times on weekdays, Saturdays, and Sundays/holidays. On weekdays, buses run from 6:30 to 20:45 in intervals of 5-15 minutes throughout the day. On Saturdays, buses run a similar schedule from 6:30 to 18:50. On Sundays/holidays, there are only three periods of service: mornings from 8:40 to 9:45, afternoons from 13:40 to 14:45, and evenings from 19:40 to 20:45.
Resultados del nacional de Marcha - República ChecaJudith Chuquipul
This document contains results from a 20km racewalk competition including rankings, bib numbers, countries, years of birth, clubs, results and time differences for the top 14 female athletes. It also includes results for a few additional athletes from Colombia, Ecuador, Poland and Guatemala that were disqualified or did not finish.
Mar splits-berlin-2017-v3 3-vers15-men-final-correctedAlberto Stretti
The document appears to be recording split times and pace information for a runner during a marathon or long distance race. It shows the distance completed every 0.5km, with associated split times, pace per km, and comparisons to world record splits for that distance. The runner maintained a pace around 2:55-3:00 minutes per km for most of the race.
The document contains a table listing imsak (pre-dawn meal times) and iftar (evening meal times) for 30 days during Ramadan 2014/1435 based on the Gregorian calendar. The table includes times in hours and minutes for imsak and iftar each day from 04:32 to 19:09. It is titled "Ramadan 2014/1435 Fasting Schedule" and cites the source website.
The specific Dubai prayer timings can change daily, depending on the position of the sun. Fajr: Dawn, before sunrise. Dhuhr: Midday, after the sun has reached its zenith. Asr: the late part of the afternoon. Maghrib: just after sunset. Isha: between sunset and midnight.
Source: http://prayertimesdubai.net/
The document contains tables of latitude, longitude, time, and date information. It includes coordinates ranging from 1°39' to 2°35' latitude and 102°32' to 103°32' longitude. Times listed are between 4:31 and 8:37 and dates range from January 1 to December 31, 2019. The tables seem to contain location-specific astronomical or astrological data for calculating prayer times across multiple dates.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
This presentation looks at 21st century leaders, their qualities and characteristics, and the fact that leadership does not require a title. Presented on Oct. 13th to Ottawa Catholic School Board Leadership Journey Part 1 participants.
The document discusses leadership and presents information on developing 21st century leadership skills. It highlights the difference between true leadership and positional leadership, discusses important leadership qualities, and explores how to expand one's professional network and enhance their leadership role using 21st century skills. The presentation includes learning goals, quotes, videos, and opportunities for audience participation to discuss characteristics of good leaders.
The document contains travel times in hours, minutes and seconds for various vehicles traveling between locations at different distances. It lists the travel times for aircraft, trucks, military vehicles and F-16 fighter jets to reach points 1-7 kilometers away from their starting point. Travel times generally increase with greater distances.
NUEVO Y ACTUAL HORARIO TREN BELGRANO NORTE.pdfJavierPodesta1
- The document contains a schedule (Horario N° 17) for train routes in Argentina, effective from July 25, 2023.
- It lists over 30 train routes numbered 3001 through 3087, with departure times from stations along each route including Retiro, Saldias, C. Universitaria, and ending at Villa Rosa.
- The schedule runs from early morning (3:50) through late evening (past 19:00), with trains running approximately every 10-15 minutes on most routes throughout the day.
Horario linea e16 expres Barcelona - Sitgesadriaom
This document contains a schedule listing departure times from Hospitalet de Llobregat in half hour intervals from 5:25 to 21:05. It shows departures on weekdays from the city on the half hour with some additional departures throughout the day.
This document appears to be results from a racing competition with multiple stages. It lists the drivers and navigators, their vehicles, start times for each stage, and their times to complete each stage. The stages progressed from CHP1 to CHP9 with time trials recorded for each. A total of 18 teams seem to have participated in the event.
The timetable provides schedule information for the M2 bus route between Washington Heights and East Village in Manhattan, including local and limited-stop service times, with more frequent limited-stop service during weekday PM rush hours. It also includes information on fares, transfers, reduced fares, child fares, holidays, and contact information for travel assistance.
This document contains results from a race including 87 male and 29 female participants. It lists each participant's bib number, elapsed time, and gender. The males finished the race in times ranging from 00:16:18:25 to 00:40:52:31 while the females finished between 00:20:55:44 and 00:43:03:38.
This document contains prayer times for three months - January, February, and March. It lists the times for Fajr (dawn), Sunrise, Zawal (solar noon), Zuhr (midday), Asr (afternoon), Maghrib (sunset), and Isha (evening) prayers each day of those months. The times are given for an Islamic academy located 7 degrees and 33 minutes north of due west of GMT.
Mar splits-berlin-2017-v3 3-vers15-women-final-correctedAlberto Stretti
The document appears to be recording data from a running session, including distance, time, splits, pace, and comparisons to critical split times. It shows the runner completing a 10km run, recording metrics at regular intervals of 0.5km. The run took 1 hour and 38 minutes to complete.
This document contains the attendance records for 20 employees in the DEPAG KOTA department from June 1 to June 30, 2021. It lists each employee's name, user ID, department, and their time-in and time-out for each day during the monitored period.
The document contains a table with the timings for the five daily prayers (Fajr, Zuhr, Asr, Maghrib, Isha) over the months of January, February, March, May and June according to the Islamic Hijri calendar. It provides the timings of sunrise, sunset, and other prayer times for each date across these months.
The document appears to be a series of timestamps recorded every second without any other context. There is no other information provided that could be summarized.
The document contains schedules for bus times on weekdays, Saturdays, and Sundays/holidays. On weekdays, buses run from 6:30 to 20:45 in intervals of 5-15 minutes throughout the day. On Saturdays, buses run a similar schedule from 6:30 to 18:50. On Sundays/holidays, there are only three periods of service: mornings from 8:40 to 9:45, afternoons from 13:40 to 14:45, and evenings from 19:40 to 20:45.
Resultados del nacional de Marcha - República ChecaJudith Chuquipul
This document contains results from a 20km racewalk competition including rankings, bib numbers, countries, years of birth, clubs, results and time differences for the top 14 female athletes. It also includes results for a few additional athletes from Colombia, Ecuador, Poland and Guatemala that were disqualified or did not finish.
Mar splits-berlin-2017-v3 3-vers15-men-final-correctedAlberto Stretti
The document appears to be recording split times and pace information for a runner during a marathon or long distance race. It shows the distance completed every 0.5km, with associated split times, pace per km, and comparisons to world record splits for that distance. The runner maintained a pace around 2:55-3:00 minutes per km for most of the race.
The document contains a table listing imsak (pre-dawn meal times) and iftar (evening meal times) for 30 days during Ramadan 2014/1435 based on the Gregorian calendar. The table includes times in hours and minutes for imsak and iftar each day from 04:32 to 19:09. It is titled "Ramadan 2014/1435 Fasting Schedule" and cites the source website.
The specific Dubai prayer timings can change daily, depending on the position of the sun. Fajr: Dawn, before sunrise. Dhuhr: Midday, after the sun has reached its zenith. Asr: the late part of the afternoon. Maghrib: just after sunset. Isha: between sunset and midnight.
Source: http://prayertimesdubai.net/
The document contains tables of latitude, longitude, time, and date information. It includes coordinates ranging from 1°39' to 2°35' latitude and 102°32' to 103°32' longitude. Times listed are between 4:31 and 8:37 and dates range from January 1 to December 31, 2019. The tables seem to contain location-specific astronomical or astrological data for calculating prayer times across multiple dates.
Similar to National Conference Presentation 09 (20)
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
63. 2. Early thoughts on area for standards? THEME Standards to apply 1. The Service Offer to tenants Quality of accommodation (Decent Homes) Tenant Choice and Customer Service Repairs and Maintenance Neighbourhood and Estate Management Anti-social Behaviour and Security 2. Tenant Empowerment and Involvement Empowerment Complaints Local Area Cooperation 3. The Tenancy Agreement Rents Tenure Allocations 4. Governance Governance 5. Viability Viability 6. Value for Money Efficiency and Value for Money
71. Standard Areas for Local Pilots Theme Standard Area Service offer to tenants Quality of accommodation (decent homes) Tenant choice and customer service Repairs and maintenance Neighbourhood and estate management Anti social behaviour and security Tenant empowerment and involvement Tenant empowerment The tenancy agreement Allocations
72. Response and Programme Landlord Type Proportion of Applications Proportion of Pilots Housing Associations 70% 61% Arms Length Management Organisations 16% 16% Local Authorities 11% 13% Co-operatives/ Tenant Management Organisations 3% 6% Multiple Landlords 1% 3%
73.
74.
75. Ladders of Intervention Routine Remedial Radical Supporting Improvement Compensation Enforcement Notice Appoint board Member (or Radical?) Penalties Compulsory Transfer of Management Appoint a Manager Compulsory Tender Direction to HCA Short Notice Inspections Voluntary Undertaking Kitemarking Peer Support TSA Support Through Tenant Excellence Ongoing Monitoring Inspections (or Remedial?) Draft Intervention Toolkit
76. National Tenant Voice from grass roots to government Richard Crossley NTV Co-ordinator
77. The story so far…….. Cave Review proposed a National Tenant Voice to “to give tenants both a voice and expertise at national level” Government set up tenant-majority project group to advise it on setting up NTV
78. Citizens of Equal Worth Project group produced its report following consultation with tenants Proposals accepted by Housing Minster in Dec 2008 Project group asked to continue advising on the set-up Road-shows held May/June 2009
79.
80. NTV structure - a non-departmental public body National Tenant Council 50 tenants Board 9 tenants, 6 others Accountability Committee 7 members tenants 24 nominations 26 by open recruitment Others: open recruitment
81.
82.
83.
84. National Tenant Council NTV Board Accountability Committee CLG – as sponsoring government department National Tenant Organisations County federations District federations Regional groups Tenants Forums Tenants and Residents Associations T e n a n t s Policy decision-makers: government, regulator, etc
85.
86.
87.
88.
89.
90.
91. To express an interest in receiving further information: e-mail [email_address]
The outline for today will be: Who are we and what do we stand for? Key messages from the National Conversation – our “golden threads” Emerging thoughts on developing the new regulatory framework Key questions in our discussion paper Sharing our initial thinking – still listening to tenants and landlords, and all stakeholders including government.
TSA is the new regulator for social housing . The scope of our remit is broad - Initially we will work for those tenants that live in homes provided by Housing Associations. From Spring 2010 we will work across Councils, ALMO’s (EXPLAIN ALMO) and HA’s to ensure that all tenants are receiving excellent services We have new powers to take action to improve services for tenants where landlords aren’t delivering for their tenants Our ultimate aim is to make a difference to the 10 million people living in social housing and improve the prospects of those 5 million people who can’t afford to buy a home but aren’t considered needy enough to be allocated a home to rent.
The first phase of the National Conversation was focussed on capturing information about the levels of service that tenants are receiving from their landlord whilst also building a picture of the levels of service already being delivered. At the regional events views were polarised with some tenants telling us that they were very satisfied with their landlord and others telling us that services they received were not up to a satisfactory standard. When filling out the questionnaire, the feedback has been more mixed, with the vast majority saying that they were either very satisfied or fairly satisfied with the services that they receive from their landlords. The feedback has now been analysed and those issues that are important to tenants are summarised as follows [skip to next slides]
TSA’s standards will be the foundation defining where we can apply our enforcement powers. Therefore we believe there should be clear reasons for why we set a standard in any area. This list provides our initial thoughts for the areas to be covered and the way they might be organised into ‘themes’. These are based around our thinking that there are 3 principles that should underpin the rationale for setting any standard: Where TSA receives a direction from government – e.g. rents, tenant empowerment and quality of accommodation Where the achievement of standards is necessary for the achievement one of TSA’s statutory objectives On the back of tenant feedback/priorities We are asking for feedback on these proposed areas for standards, and also - at this stage - for ideas on what the objectives for each of these standards should be. The wording for the Standards will come later. There may be more areas of really important work that landlords do – the list of TSA standards must ultimately reflect the purposes and reasoning behind TSA being set up to regulate social housing, as set out in the HRA2008.
There are also a number of themes that cut across all standards - diversity and addressing the needs of vulnerable tenants. Diversity The TSA has duties to eliminate unlawful discrimination and promote equality. We will use the development of standards and the way in which we regulate to help us achieve this. We need to decide whether there should be a national diversity standard that stands alongside all other standards or whether we should include specific references to diversity issues in all standards. Having a separate standard on diversity would in some cases be easier for the regulator to assess compliance. However we believe it would be better to look at how tenant’s different needs are met within each of the service delivery and service offer standards. So that our focus would be on the outcomes delivered, as these are what’s important to tenants. Tenants with care & support needs Many tenants and potential tenants have particular needs for care and support that cannot always be met in general needs housing. It is also true that many people needing and receiving care and support do live in general needs housing – they’re not exclusively living in designated accommodation. It is important that landlords ensure that the needs of these tenants are considered and addressed throughout their services. We need to ensure that the requirements of vulnerable tenants are considered in all national standards. As with diversity, our proposal is to ensure these are ‘mainstreamed’ within the outcomes delivered. But we are keen to hear all views about this.
The TSa’s approach to regulating landlords are underpinned by the vision set out by Prof. Martin Cave for “co-regulation” OR a mix of centrally driven regulation and self-regulation by landlords with their tenants. The challenge for us is to get this balance right – the initial balance will depend on mechanisms available for independent scrutiny and validation, and over time we would see this capacity increasing, so that overall the balance moves towards greater self-regulation. The key to co-regulation will be landlords and tenants working together to improve services; plus landlords and tenants working with TSA to develop the regulation framework. Our discussion paper is implicitly an invitation to the sector to help this go forward in a ‘co-regulatory process’.
Hello I work in the team that is responsible for the Tenant Excellence Fund. The Fund has been set up by the TSA to identify and share best practice in the social housing sector, to drive up landlords’ aspirations and performance for the benefit of tenants . Tenant Scrutiny – RLSR and Accreditation LSPs Transformational Change Involvement Policies and Compacts
We are still fleshing out the details of what we mean by best practice and are looking to answer a number of questions such as what do we mean by best practice? – is this just innovative practice? Or is it more broad than that? How can we best share best practice to you? How do tenants and landlords want to find out about and access best practice? Do you want to know about things that have not worked so well as well as those that have? Would this be as beneficial and interesting to you? Do you want to know about things that have been tried elsewhere but have not worked so that you can learn from them? We want landlords to learn from each other about the best ways to do things. We realise that there are landlords out there who are being innovative, who are doing things differently and rather than reinventing the wheel – we want other landlords to learn from them. We see that the TSA has a role to play in this – not in owning the best practice as this will often come from other organisations across the sector - but in identifying best practice and excellence and sharing it with others.
Local standards are about landlords and tenants working together to improve levels of service delivered. We see local standards being in addition to national standards that we will set for what every tenant in England should receive from their landlord. We also want a framework that encourages landlords to set out their own local offer in relation to some standard areas which is over and above the national standard. In setting these local standards we want landlords to work with their tenants to understand the different priorities of tenants in different places. Local standards will also allow resources to be prioritised in areas that matter most to tenants and will increase ownership in the framework for landlords and tenants – and this is particularly important as we are to move towards a point where the main conversations about service improvement are between the landlord and their tenants rather than the landlord and the regulator as it has been in the past. SUMMARISE So I have talked about local standards but what do we mean by ‘local’? Local will mean different things to different people. For some local will mean tailoring services to a particular neighbourhood or estate, for others it may mean a local authority area or even wider such as sub regional. It maybe that there are a number of providers operating in the area defined as local who may all sign up to the local standard rather than each having their own. These are just some examples of what may be seen as local. Number of landlords/ 1 landlord Our initial view has been to leave the definition of local to landlords and their tenants and we are deliberately not being prescriptive in what we mean by local at this stage. So to pilot this approach of setting locally agreed standards with tenants, we invited applications from landlords to work with the us in a number of standard areas and to work up the definition of what ‘local’ is. The closing date for these applications was 5 August 2009. National standards will be in set to ensure all tenants get a high level of service across ALL standard areas – local standards go further than this
These are the standard areas that are applicable under the Local Standard Pilots. Quality of Accommodation : current government policy is that all social rented homes (with some limited exceptions) should meet the government’s Decent Homes Standard by December 2010 and should then continue to be maintained to that standard. That would be expressed in the TSA’s national standard but local standards may be agreed eg energy efficiency Tenant Choice & Customer Service : a local standard in this standard area may relate to customer care for supported housing tenants with those tenants very much involved in setting the standard and how it will be measured. Repairs & Maintenance : this was the top priority identified by the first phase of the national conversation. Supplementary local standards could be around options to make the repairs service more convenient to tenants and increase right first time rates Neighbourhood and Estate Management : this standard area would cover all aspects of how landlords manage communal areas of housing estates and social housing – those areas that they own and manage which are beyond the immediate front door of their tenants’ homes. so that tenants have a safe and clean neighbourhood to live in. A local standard could be around agreeing a local standard across a number of landlords operating in one area. Anti social behaviour & security : this can vary from place to place – in some areas tenants may not see this as a priority for them so would not think it necessary to have an additional local standard. However, in other areas this may the main focus for a local standard if this is the top priority for tenants. Tenant Empowerment : a national standard may outline that tenants are given a wide range of opportunities to influence but locally landlords could set out with their tenants a standard that will increase decision making opportunities Allocations : if local standards are agreed then we would expect landlords and local authorities to work together to make sure that the interests of existing and future tenants groups are incorporated. TESTING to see if can set local standard
As I have said the closing date for applications was 5 August and in total we received 182 applications spread across the standard areas on the previous slide. Increased budget from £200k to £280k – up to £9k per pilot and over 30 pilots The majority of applicants were HAs (70%) but a variety of landlords did apply. We are just finalising the programme and applicants will be notified by 9 September but you can see from the slide where we are currently up to. The proportions of landlord type are well balanced compared to the proportions of applications we received. Quality of Accommodation (decent homes) – 4% (6%) – JOINT LOWEST for both Tenant choice and customer service – 16% (23%) – JOINT HIGHEST Repairs and maintenance – 12% (16%) Neighbourhood and estate management – 26% (13%) Anti social behaviour and security – 7% (13%) Tenant empowerment – 31% (23%) – JOINT HIGHEST Allocations – 4% (6%) – JOINT LOWEST for both
We are looking to these pilots to trial working in partnership with their tenants to agree and put in place local standards by April 2010. The work that they do will help to shape our thinking in a number of ways: They will each capture details of their partnership working with landlords and tenants – looking at how standards are formulated as well as how landlord performance against the local standard will be assessed and measured. This may include collating new local level data and making it available to tenants at a local level. They will also explore how these local standards can be reported to the TSA as the regulator and how we will then assess compliance against local standards. As local standards set will vary from location to location we need a way to make comparisons across providers so will be looking to the pilots to identify ways of grading performance that will enable tenants to easily assess and compare performance across landlords. So even though local standards will be different – you will still be able to see how your landlord is performing compared to other landlords. From these pilots we are keen to capture what works as well as what doesn’t work. We believe that this is just as important.
As I have said, we are just in the process of finalising the list of those that we would like to take forward and all applicants will be informed by 9 September. We will publicise which landlords have been successful and which standard area they are concentrating on. All successful pilots will begin to capture some of the baseline information so that we can measure the impact of the local standards on the service that tenants receive as well as how they have been working with tenants to agree local standards. We will then get an interim report from each of them in December which will include progress to date and details on how tenants have been involved in establishing the local standards. In March next year we will receive a further interim report including lessons learnt (good and bad) and how they have progressed in setting the local standards. All pilots should have local standards in place by April 2010 and landlords will report to us later in the year on the impact of the standards In addition to these pilots we will be commissioning a piece of work to bring together all of the findings and ensure that the lessons are disseminated widely and can be easily replicated. SUMMARY/ ANY QUESTIONS
There are three parts of the NTV structure: There will be a National Tenant Council – which will debate policy issues There will be a tenant majority management board – which will look after the day to day management of the NTV And there will be an accountability committee – that will choose the members of the National Tenant Council and the management board