The 1991 Intermodal Surface Transportation Efficiency Act (ISTEA) designated 10 percent of all Surface Transportation Program funds for Transportation Enhancement Activities. This program encourages development of “livable communities” by funding projects that preserve the historic culture of the transportation system and/or enhance the operation of the system for its users.
The 1998 Transportation Equity Act for the 21st Century (TEA- 21) continued the Transportation Enhancement Program and expanded the eligible use of funds. Keep reading…
Introduction: The focus of the guidelines is on the process schools and teachers may use to identify and cater for the special educational needs of individual pupils in proportion to the impact of those needs on their learning and socialisation. The process moves from simple classroom based interventions to more specialised and individualised interventions. The continuum of support described in these guidelines encompasses a graduated problem solving model of assessment and intervention in schools comprised of three distinct school based processes.
All pupils have needs including the need to feel a sense of belonging, the need to feel safe, the need to communicate and to be communicated with and the need to be respected and valued. In meeting these needs, teachers need to view their pupils as learning not only within their classroom setting but also within the context of the ethos and culture of the school. It is important, therefore, to be mindful of how the culture, ethos and learning environment of the school demonstrates to each pupil that he/she is respected and valued. How the school promotes the moral, social, emotional, cultural, intellectual and physical development of all learners is central to the development of an inclusive ethos. Keep reading…
Introduction: Rio Tinto uses the program centrally and first purchased the ARM software licenses and services in 2008 to support the RioRisk program. ARM is a single repository for risk and opportunity-related information that underpins business performance and meets growing governance, risk and compliance requirements.Active Risk, previously called Strategic Thought Group, addresses these requirements with software and services that can be implemented across all industry sectors.
Implementing ARM enables a risk aware culture to be embedded in an organisation and allows the board to communicate established risk management methods.ARM enables the identification, communication, analysis and mitigation of risks and opportunities available in both quantitative and qualitative formats.The technology enhances risk management effectiveness because it eliminates traditional paper-based or spreadsheet approaches which can be unreliable, often with little audibility, security and data integrity.
Background: Sand well Metropolitan Borough Council is responsible for delivering local government services to around 290,000 people in the Metropolitan Borough of Sand well in England’s West Midlands. Faced with reductions in central government funding and not wanting to increase the local council tax paid by residents, the council is focusing on efficiencies across its operations to free up resources for the protection and improvement of front line services.
The Challenge: Office printing was identified as a clear candidate for rationalisation. The council had a culture of personal printers, purchased by individual users who also bought their own toner and ink. The council had no visibility or control over how much it was spending on printers and consumables; printer up time was variable; and it was a struggle for IT to maintain the wide range of brands and models..
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Supported by the Enhancement Fund, the Post Graduate Certificate in Business and Executive Coaching provides high quality training in the theory and practice of coaching in an organisational setting, focusing on coaching for emotional intelligence, behavioural change and leadership.
The award contributes to the MA in Business and Executive Coaching and is accredited by Leeds Metropolitan University. The aim of the course is to provide accredited high quality professional training in business and executive coaching; enabling delegates to practice effectively in a range of settings and to assist organisations to enhance their capability through the development of a coaching culture..
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The Challenge: With a history of innovation spanning 90 years, Raytheon provides state-of-theart electronics, mission systems integration and other capabilities in the areas of sensing, effects, command, control, communications and intelligence systems, as well as a broad range of mission support services. Prior to implementing an Enterprise Risk Management (ERM) program, Raytheon had insufficient understanding of how risk affected its projects. The culture at Raytheon was reactive and not truly risk-aware.
The focus was on fixing problems and putting out fires, rather than a proactive approach of identifying and preventing problems before they occurred. Raytheon’s brightest thinkers were engaged almost exclusively with their daily tasks of technical scope, rarely able to raise their heads to look at the big picture or gain visibility of the risk landscape…
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Abstract: Over nearly a century, this family-run beverage producer has built a portfolio of products that are available to consumers around the world. However, the company’s profits were not increasing with its growing sales volume. Like many beverage companies, their sales culture and associated compensation model was based on volume, not profits.
The Challenge: The company’s long-standing sales culture and compensation programs were based on building sales volume, not profits. To compound the problem, the sales force was given broad pricing autonomy to reach its volume goals, which was typically achieved through increasing sales to local distributors. Individual sales reps offered discounted prices and promotions to their distributor customers to keep sales volumes strong, regardless of the impact on company profits…
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Introduction: Business and Buddhism in Bhutan illustrates both a personal story and case study analysis of a recent consultancy into the feasibility of establishing a Contact Centre in Bhutan. Bhutan presents us with the philosophical concept of Gross National Happiness (GNH) which challenges the western concept of entrepreneurial development and progression.
The process of developing entrepreneurial values, beliefs and skills within a culture that holds the national voice of Gross National Happiness (GNH) is explored in the case study analysis. The case study is then analysed and the Dialogue for Development Model drawn to provide a framework for enabling culturally specific entrepreneurial management capability. Click here to read more on Business and Buddhism in Bhutan
Bank of America began its Six Sigma journey several years ago when the company shifted its strategic goals from growth through acquisition and merger to organic growth – acquiring and retaining profitable customer relationships. Despite earlier process improvement efforts, key process performance was still poor and customer delight scores were low.
Top executives determined that the more disciplined and comprehensive Six Sigma approach was called for. Senior Six Sigma professionals were recruited from industry to seed a culture of quality throughout the company and to provide an outside view of customer delight. Six Sigma tools were applied across the entire value chain to eliminate variation and errors in key processes. Keep reading
Challenge: Individual offices negotiating directly with hotels, a U.S.-based architectural firm with projects around the globe needed to create a consolidated hotel program. While program consolidation and savings were important, the company’s strong commitment to the environment made it vital to determine whether properties were “green” enough to support the firm’s culture. Click here to read more…
