SPORT DEVELOPMENT STRATEGIC PLAN

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "SPORT DEVELOPMENT STRATEGIC PLAN 2013-2016"

Transcription

1 SPORT DEVELOPMENT STRATEGIC PLAN

2 INTRODUCTION THE STRATEGIC PLANNING PROCESS FOR SASK SPORT ENGAGED ITS ACTIVE AND AFFILIATE MEMBERSHIP AND FIRST NATIONS AND MÉTIS COMMUNITIES FOR IDEAS AND RECOMMENDATIONS FOR THE DEVELOPMENT OF A STRATEGIC PLAN TO GUIDE SASK SPORT S FOCUS THROUGH The Strategic Plan is a combination of the emerging themes from the engagement of Sask Sport s members and affi liates, and alignment with the Canadian Sport Policy 2012 framework. This will ensure that Sask Sport s members and affi liates priorities and concerns are addressed, and also supports the future vision of sport development across Canada as outlined with the Canadian Sport Policy This Strategic Plan charts a course that will maximize both sport excellence and the contribution sport can make to our society. Simply put, the plan focuses on: MORE SPORT. Better access to more sport opportunities for more people. BETTER SPORT. The pursuit of all forms of sport excellence at all levels, consistent with the best values of sport. MORE INTENTIONAL USE OF SPORT. Actively putting sport to work to help achieve broader community goals. MISSION STATEMENT SASK SPORT INC., AS THE FEDERATION OF PROVINCIAL SPORT GOVERNING BODIES, SUPPORTS THE SPORT DELIVERY SYSTEM TO PROVIDE OPPORTUNITIES FOR SASKATCHEWAN RESIDENTS TO PARTICIPATE AT INTRODUCTORY, RECREATIONAL, COMPETITIVE AND HIGH PERFORMANCE LEVELS. 1

3 VISION SASKATCHEWAN HAS A SUSTAINABLE ENVIRONMENT THAT HAS MORE RESIDENTS FROM EVERY SEGMENT OF THE POPULATION PARTICIPATING IN SPORT, AND INCREASED NUMBERS OF HIGH PERFORMANCE ATHLETES ARE ACHIEVING HIGHER RESULTS. This vision stretches the provincial sport delivery system to: Address the barriers of entry into sport in Saskatchewan to increase participation. Enable and support an increased number of high performance athletes to achieve higher results. Ensure a high level of collaboration and partnership among stakeholders. Advocate and promote the benefi ts of sport. FUNDAMENTAL PRINCIPLES THE FOLLOWING FUNDAMENTAL PRINCIPLES GUIDE SASK SPORT: 1. The volunteer driven amateur sport system builds stronger and more inclusive communities and contributes signifi cantly to the social capital, quality of life, and economy of the province. 2. The lottery system in Saskatchewan is an essential fundraiser for sustaining the sport, culture and recreation delivery system. 3. Sport delivery is accessible and equitable and refl ects the full breadth of interests, motivations, objectives, abilities and the diversity and culture of Saskatchewan society. In Saskatchewan, we strive for broad based participation and success at high performance levels. 4. Principles of Canadian Sport for Life inform programming in all contexts of sport participation, recognizing that different participant pathway models exist. 5. Sport programs are based on clear objectives in order to achieve their desired outcomes. Monitoring and evaluation of programs and policies support improvement, innovation and accountability. 6. All sport programs are values-based, designed to increase ethical conduct and reduce unethical behaviour. Safety, fairness and ethical behaviour are foundational to attractive, fun, valuable participant experience. 7. Organizational capacity, partnerships, innovative funding, and sharing of resources are important to achieve system objectives.. The governance, management and operation of Sask Sport Inc. and its members will be consistent with democratic principles. The autonomy of each member to run their own affairs except where the action of one member affects the welfare of other members is respected. Members are mutually accountable to advance the broader interests of the sport system. 2

4 STRATEGIC PLAN FRAMEWORK THE STRATEGIC PLAN ENCOMPASSES THE FULL SPECTRUM OF AMATEUR SPORT PARTICIPATION. There were a number of key factors that contributed and influenced the discussion and development of the strategic plan and its framework. The fi rst Canadian Sport Policy, developed in 2002, introduced the four primary goals of Enhanced Participation, Excellence, Capacity and Interaction. It was adapted as the framework for Sask Sport s previous planning processes, and the core funding blocks for provincial sport organizations funding submissions shortly thereafter. The Canadian Sport Policy 2012, endorsed by Federal, Provincial and Territorial Ministers in June 2012, encompasses revised goals related to the participation contexts of introductory, Recreational, Competitive and High Performance sport. As mentioned, it also identifi ed Sport for Development as a policy goal. Strategic Public Interest Priorities were identifi ed between the Government of Saskatchewan and Sask Sport related to the distribution of funds from the Saskatchewan Lotteries Trust Fund for the term of the current lottery agreement. These priorities give focus to certain current and future needs of citizens in communities throughout the province. The Aboriginal Sport Development: A Four-Year Strategy, Building a Foundation for the Future had been developed as a call to action to further mobilize the volunteer sport system in support of First Nation and Métis sport initiatives. The Canadian Sport For Life model, which recognizes the seven stages of Long Term Athlete Development (LTAD) as a progressive pathway to build athletic ability and improve our sport programs. Alliances with national organizations such as KidSport Canada and the Canadian Sport Center network continue to develop, which influence the refi nement of operations and priorities. Most importantly, the feedback and dialogue with the membership during the Strategic Plan engagement process gave understanding to their priorities and concerns for the future vision of sport development in Saskatchewan. The fi nal result is that the Sask Sport Strategic Plan Framework will continue to utilize the four primary goals of Enhanced Participation, Excellence, Capacity and Interaction to guide our work over the next three years. However, a fi fth goal Sport for Development has been added (infl uenced by Canadian Sport Policy 2012). This new goal will capture sport s over-arching contributions as a tool for community building, social and economic development purposes, and the promotion of positive values. Additionally, First Nation and Métis population will continue to rise. As a result, consolidated objectives are retained in the Strategic Plan specifi c to First Nations and Métis populations. 3

5 The following diagram shows the interconnections and relationships the Strategic Plan framework retains in regard to the key infl uences listed on the previous page. The Sport Division Forward Plan will use this framework to detail the annual operational initiatives enacted to reach desired outcomes for sport development throughout the province. MEMBERSHIP NEEDS & INTERESTS STRATEGIC PUBLIC INTEREST PRIORITIES CANADIAN SPORT POLICY 2012 SASK SPORT STRATEGIC PLAN KIDSPORT CANADA 1. Enhanced Participation 2. Enhanced Excellence 3. Enhanced Capacity 4. Enhanced Interaction 5. Sport for Development CANADIAN SPORT CENTRE NETWORK PRIORITIES CANADIAN SPORT FOR LIFE LONG TERM ATHLETE DEVELOPMENT ABORIGINAL SPORT DEVELOPMENT PLAN 4

6 GOAL AREAS ( ) GOAL 1 ENHANCED PARTICIPATION INTRODUCTION: Increasing life-long appreciation and participation across Saskatchewan communities is an important goal of Sask Sport. It will require increased collaboration, partnerships and resources within the Sport system and other sectors to achieve its potential to be sustainable, inclusive, and effective for all Saskatchewan citizens regardless of geographic, socio-economic, age or gender demographics. GOAL STATEMENT: Saskatchewan residents will engage in quality sport programs that will provide opportunities for communities, volunteers and athletes to participate in sport within the Long Term Athlete Development stages of: Active Start, FUNdamentals, Learn to Train, Train to Train, and Active for Life. OUTCOME #1 GUIDED BY THE LONG TERM ATHLETE DEVELOPMENT STAGES OF CANADIAN SPORT FOR LIFE (CS4L), THE NUMBER AND DIVERSITY OF SASKATCHEWAN RESIDENTS ACTIVELY ENGAGED AS PARTICIPANTS, ATHLETES, COACHES AND OFFICIALS WILL INCREASE. Increase the number and accessibility of community sport programs providing participants with a fun and safe experience. Improve physical literacy of Saskatchewan children and youth. Qualifi ed community coaches and leaders deliver technically-sound fundamentals and skill development and are guided by ethical principles. Reduce barriers of entry to sport for marginalized populations such as inner city residents, disabled persons and new immigrants. Increase participation of girls and women in sport as athletes, coaches, offi cials, volunteers, and administrators. Introduce more sport opportunities within schools through greater collaboration and partnership with education systems. Athletes at all levels of organized sport have access to certifi ed coaches and offi cials. Sport competitions are offi ciated by competent offi cials who have the skill and judgement to support fair and safe competition. OUTCOME #2 FIRST NATIONS AND MÉTIS POPULATIONS ARE ACTIVELY ENGAGED IN ALL ASPECTS OF SPORT PARTICIPATION, DEVELOPMENT AND LEADERSHIP. Implement a comprehensive system to identify Aboriginal participation. Opportunities for leadership roles across First Nations and Métis communities are increased. Increase understanding the socio-economic and cultural landscapes of First Nations and Métis communities and how sport programming can be more effectively delivered through effective partnerships with First Nations and Métis organizations. Reduce barrier issues of First Nations and Métis communities, and enhance participation opportunities through the identifi cation and prioritization of specifi c challenges that First Nations and Métis people face. Increase understanding of the unique requirements of northern and remote communities, so that these unique needs are considered in program plans, resource allocation and scheduling. 5

7 GOAL 2 ENHANCED EXCELLENCE INTRODUCTION: Achieving excellence was equally important to Saskatchewan stakeholders. It was identifi ed that important needs were access to affordable facilities, high performance coaching and offi ciating, high performance competition, fi nancial support programs, and other performance support services for athletes and coaches. GOAL STATEMENT: Create an increased pool of Saskatchewan athletes, coaches, offi cials and teams who are systematically achieving success at regional, national and international levels through fair and ethical means following Canadian Sport for Life principles. OUTCOME #3 AN INCREASED POOL OF SASKATCHEWAN ATHLETES, COACHES, OFFICIALS AND TEAMS WHO ARE CONSISTENTLY ACHIEVING SUCCESS AT REGIONAL, NATIONAL AND INTERNATIONAL LEVELS THROUGH FAIR AND ETHICAL MEANS. High performance athletes living and training in Saskatchewan have access to Canadian Sport Center services that provide a world-class, multi-sport daily training environment through expert leadership, services and programs. Continue with programs that support employment of high performance coaches. Coaches and offi cials have access to customized professional development, and advanced education and certifi cation opportunties. Improve strategies for the systematic identifi cation and development of potential high performance athletes. High performance development is guided by the stages of the Long Term Athlete Development model and performance improvement infl uenced by sport medicine and science discipline services. Identify new, innovative and diversifi ed funding sources to support the developmental needs of high performance athletes, coaches and offi cials. Promote and profi le high achieving athletes, teams, coaches and offi cials. Strong partnerships and linkages with national and provincial sport organizations and agencies align, leverage and maximize developmental opportunities. 6

8 OUTCOME #4 KEY PERFORMANCE INDICATORS ARE ESTABLISHED TO MEASURE AND EVALUATE THE EFFECTIVENESS OF HIGH PERFORMANCE PROGRAMS. Advanced high performance planning initiatives lead to the improvement of high performance programs and results. Accountability measures are developed that assist sports to improve the effectiveness of high performance elements such as talent identifi cation, training, selection, competition, sport science and medicine, quality coaching, and organizational governance. Best practices, knowledge, and experiences are shared through networking opportunities to build a culture of excellence within the high performance community. OUTCOME #5 INCREASING NUMBERS OF HIGH PERFORMANCE ATHLETES, COACHES AND OFFICIALS FROM FIRST NATIONS AND MÉTIS POPULATIONS ARE ENGAGED IN HIGH PERFORMANCE SPORT OPPORTUNITIES THROUGH THE RECOGNITION OF THEIR SKILLS AND ABILITIES, AND SUPPORTED BY RESOURCES THAT ADDRESS BARRIERS TO DEVELOPMENT AND ADVANCEMENT. First Nations and Métis athletes are identifi ed and recruited for high performance talent identifi cation and training opportunities. The unique needs and conditions of Northern, First Nation and Métis persons are considered within strategic and operational high performance planning / scheduling. Extend support through the Aboriginal Coaches and Offi cials Program to include advanced Coaching and Offi ciating opportunities. Explore specialized fi nancial assistance opportunities to support First Nations and Métis athletes who have qualifi ed for provincial teams. 7

9 GOAL 3 ENHANCED CAPACITY INTRODUCTION: A diversifi ed source of fi nancial resources, modern facilities, and a strong core of human resources are needed to increase the capacity for growth from grassroots participation to high performance development. GOAL STATEMENT: A provincial sport system comprised of organizations, individuals, communities and institutions with suffi cient dedicated fi nancial and human resources to sustain development and enable growth. OUTCOME #6 LINKAGES AND PARTNERSHIPS BETWEEN AND AMONG SPORT ORGANIZATIONS, MUNICIPALITIES / LOCAL GOVERNMENTS, AND EDUCATIONAL INSTITUTIONS ALIGN AND LEVERAGE ATHLETE, COACH AND OFFICIALS DEVELOPMENT, AND MAXIMIZE FACILITY UTILIZATION. Encourage collaboration among stakeholders to increase the availability of facilities for introductory, recreational, competitive and high performance sport. Advocate for a long term facility development strategy and facility support programs that can suffi ciently meet the high standards of competition and hosting needs of amateur sport. OUTCOME #7 A SUSTAINABLE AND DIVERSIFIED FINANCIAL RESOURCE BASE IS IN PLACE FOR THE ONGOING DEVELOPMENT OF AMATEUR SPORT AT ALL LEVELS. Retain Saskatchewan Lotteries as the core fundraiser for amateur sport development within the province. Identify additional revenue opportunities for amateur sport through the National Sport Trust Fund charitable opportunities, Sport Legacy initiatives, charitable foundations, the private sector, and other fundraising opportunities. Ensure funding programs of the Saskatchewan Lotteries Trust Fund are effectively supporting the critical needs of amateur sport, guided by sound principles, adjudicated fairly through the identifi cation of key performance indicators, and safe-guarded with high accountability standards. OUTCOME # CAPABLE VOLUNTEERS AND A PROFESSIONAL WORK FORCE ARE RECRUITED, TRAINED AND RETAINED. Identify strategies to increase the number of volunteers and salaried workforce across Saskatchewan supporting the development of amateur sport. Profi le and recognize the important contributions of volunteers within the sport system. Provide organizational developmental opportunities for volunteers to increase knowledge and awareness of their important governance responsibilities. Provide professional developmental opportunities for staff positions to support the development of their leadership skills and management functions. Continue to advance value-added services to provincial sport organizations such as sport consulting and administrative services.

10 GOAL 4 ENHANCED INTERACTION INTRODUCTION: Partnerships, collaboration and sharing of organizational knowledge, resources, and best practices are essential to achieve sport system objectives. GOAL STATEMENT: The components of the sport system are better connected, coordinated and accountable as a result of committed collaboration and communication amongst stakeholders. OUTCOME #9 INNOVATIVE PARTNERSHIPS AND LINKAGES ALIGN AND LEVERAGE EFFECTIVENESS AND EFFICIENCIES AT COMMUNITY, PROVINCIAL AND NATIONAL LEVELS. Promote the benefi ts of sport as a builder of strong communities, a key contributor to healthy lifestyles, and essential to the quality of life in Saskatchewan. Continue working with other sport system stakeholders, as well as the private sector, to promote the intentional use of sport to increase participation towards improving the overall health and quality of life for residents. Enhance communication and partnerships with First Nations and Métis communities, leaders and organizations to increase cultural understanding and build relationships that lead to their increased involvement in the sport system. Incorporate the use of social media (as well as the enhanced use of the website) to more frequently communicate pertinent sport information and news. Provide effective forums to discuss essential issues and share information with the membership. 9

11 GOAL 5 SPORT FOR DEVELOPMENT INTRODUCTION: Recognizing that sport participation, particularly in recreational sport, contributes to a wide array of community benefits, there is growing awareness of the potential to use sport for social development purposes. The sport sector recognizes the importance of working together to deliver sport programs that build respect, tolerance and foster inter-cultural awareness and relationships, assist in the integration of new Canadians, and provide opportunities for youth at risk. Sport for Development is not generally associated with pathways or stages of development as described earlier in this Strategic Plan, as the emphasis is on social and economic outcomes, not the technical development of the participant. GOAL STATEMENT: Sport is an effective vehicle to enhance linkages and partnerships among stakeholders that foster and support social and economic development. OUTCOME #10 SPORT IS USED AS A TOOL FOR SOCIAL AND ECONOMIC DEVELOPMENT AND THE PROMOTION OF POSITIVE VALUES. Sport and community development organizations collaborate to leverage sport programming intentionally for community building and social development objectives. The value of sport to develop leaders and role models in society is recognized and supported. Foster relationships with charitable sources and encourage charitable giving to support efforts for marginalized children and youth to experience the benefi ts of sport. Support opportunities to host regional, national and international events that increase visitors and promotes tourism to our province. Promote the value and impact of the sport system as an important economic generator and a positive contributor to reducing social, justice and health care costs within the province. 10

12 SASK SPORT INC. 170 Lorne Street, Regina, SK S4P 2L

DEPARTMENT OF ADVANCED EDUCATION AND SKILLS. Strategic Plan. Strategic Plan - Fiscal Years 2011-12 to 2013-14. Fiscal Years 2011-12 to 2013-14

DEPARTMENT OF ADVANCED EDUCATION AND SKILLS. Strategic Plan. Strategic Plan - Fiscal Years 2011-12 to 2013-14. Fiscal Years 2011-12 to 2013-14 DEPARTMENT OF ADVANCED EDUCATION AND SKILLS Strategic Plan Fiscal Years 2011-12 to 2013-14 1 Message from the Minister I am pleased to submit a strategic plan for the Department of Advanced Education and

More information

Strategic Plan: Relentless Pursuit of Excellence Speed Skating in Canada 2012-2020 (DRAFT)

Strategic Plan: Relentless Pursuit of Excellence Speed Skating in Canada 2012-2020 (DRAFT) Strategic Plan: Relentless Pursuit of Excellence Speed Skating in Canada 2012-2020 (DRAFT) 90 Relentless Pursuit of Excellence Speed Skating in Canada 2012-2020 TABLE OF CONTENTS Page Introduction......

More information

ON BEHALF OF: The Canadian Association for the Advancement of Women and Sport and Physical Activity (CAAWS)

ON BEHALF OF: The Canadian Association for the Advancement of Women and Sport and Physical Activity (CAAWS) Active After School Programs for Girls and Young Women POLICY AND RECOMMENDATIONS COPYRIGHT 2011 CAAWS October 2011 Active after school program providers may reproduce this document for use by staff and

More information

LEGACIES FOR CANADA. To a Greater Goal

LEGACIES FOR CANADA. To a Greater Goal LEGACIES FOR CANADA To a Greater Goal SPORT DEVELOPMENT AND EXCELLENCE ENGAGEMENT AND EDUCATION ECONOMIC DEVELOPMENT ENVIRONMENTAL STEWARDSHIP SOCIAL INCLUSION, CULTURE AND COMMUNITY GOOD GOVERNANCE Cover

More information

FORMATION OF A NINTH SASKATCHEWAN GAMES ZONE A DISCUSSION PAPER

FORMATION OF A NINTH SASKATCHEWAN GAMES ZONE A DISCUSSION PAPER FORMATION OF A NINTH SASKATCHEWAN GAMES ZONE A DISCUSSION PAPER Prepared by the Saskatchewan Games Council September 1997 TABLE OF CONTENTS 1. Background 2. Sport Development and the Northern Delivery

More information

Youth Leadership Plan

Youth Leadership Plan Youth Leadership Plan 1 Table of Contents Introduction 05 Vision & Priciples 06 Values 09 Environmental Scan 10 Capacity Development 12 Healthy Choices 18 2 3 Continually strengthening our investments

More information

Chartered Professional in Human Resources. Competency Framework

Chartered Professional in Human Resources. Competency Framework Chartered Professional in Human Resources Competency Framework Contents 1 About the CPHR 1 Application of the Competency Framework 2 Path to Obtain the CPHR 2 Maintaining the CPHR 3 Overview of the Functional

More information

Certified Human Resources Professional Competency Framework

Certified Human Resources Professional Competency Framework Certified Human Resources Professional Competency Framework Table of Contents About the CHRP 3 Application of the Competency Framework 3 Path to Obtain the CHRP 4 Maintaining the CHRP 4 Overview of the

More information

Strategic Plan 2011 2012 to 2014 2015. Working Together for Australian Sport

Strategic Plan 2011 2012 to 2014 2015. Working Together for Australian Sport Strategic Plan 2011 2012 to 2014 2015 Working Together for Australian Sport Strategic Plan 2011 2012 to 2014 2015 Working Together for Australian Sport Australian Sports Commission 2011 Ownership of intellectual

More information

STRATEGIC PLAN 2015-2018

STRATEGIC PLAN 2015-2018 STRATEGIC PLAN 2015-2018 JUNE 2015 ALPINE CANADA ALPIN - STRATEGIC PLAN 2015-2018 PG 1 AT A GLANCE OUR VISION CANADA IS A WORLD LEADER IN ALPINE, PARA-ALPINE AND SKI CROSS RACING AMBITIONS SHORT TERM To

More information

Surf Life Saving NSW Strategic Plan. 2013 14 to 2016 17

Surf Life Saving NSW Strategic Plan. 2013 14 to 2016 17 Surf Life Saving NSW Strategic Plan 2013 14 to 2016 17 Mission To save lives, create great Australians and build better communities. Who we are Surf Life Saving NSW is the State s peak coastal water safety

More information

Department of Social Development

Department of Social Development Department of Social Development Strategic Plan 2013 2017 Planning for Tomorrow, Today Department of Social Development Strategic Plan 2013 2017 Province of New Brunswick PO 6000, Fredericton NB E3B 5H1

More information

City of Toronto STRATEGIC ACTIONS 2013-2018

City of Toronto STRATEGIC ACTIONS 2013-2018 City of Toronto STRATEGIC ACTIONS 2013-2018 Contents Message from the City Manager 2 Council s Strategic Plan 3 Developing Strategic Actions 6 Strategic Actions 2013-2018 7 City Building 8 Economic Vitality

More information

Self Assessment Tool for Principals and Vice-Principals

Self Assessment Tool for Principals and Vice-Principals The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry

More information

FOCUS MONASH. Strategic Plan 2015 2020

FOCUS MONASH. Strategic Plan 2015 2020 F CUS FOCUS MONASH Strategic Plan 2015 2020 2 Vice-Chancellor s Introduction 4 Over the last half century, Monash University has forged a path that reflects the ambitions of its beginnings and signals

More information

BUSINESS PLAN FOR THE PERIOD OF 2007 2010

BUSINESS PLAN FOR THE PERIOD OF 2007 2010 BUSINESS PLAN FOR THE PERIOD OF 2007 2010 Government Board Approval TABLE OF CONTENTS 1. Accountability Statement 1 2. PDD Governance and Accountability 1 3. PDD Strategic Directions 2 4. The Community

More information

Ministry of the Economy. Plan for saskatchewan.ca

Ministry of the Economy. Plan for saskatchewan.ca Ministry of the Economy Plan for 2015-16 saskatchewan.ca Statement from the Ministers It is our pleasure to present the Ministry of the Economy s Operational Plan for 2015-16. This plan is the blueprint

More information

Criteria & Guidelines

Criteria & Guidelines NATIONAL ASSOCIATION OF FRIENDSHIP CENTRES & ABORIGINAL FRIENDSHIP CENTRES OF SASKATCHEWAN Community Capacity Support (CCS) Program Criteria & Guidelines Table of Contents Community Capacity Support Program

More information

ASAE s Job Task Analysis Strategic Level Competencies

ASAE s Job Task Analysis Strategic Level Competencies ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

More information

ONE VOICE. ONE TEAM. ONE SPORT. THE TOUCH FOOTBALL AUSTRALIA STRATEGIC PLAN 2016-2020

ONE VOICE. ONE TEAM. ONE SPORT. THE TOUCH FOOTBALL AUSTRALIA STRATEGIC PLAN 2016-2020 ONE VOICE. ONE TEAM. ONE SPORT. THE TOUCH FOOTBALL AUSTRALIA STRATEGIC PLAN 2016-2020 1 2 3 4 Strategic Objective One Vision One Voice. One Team. One Sport. Our journey to 2020 will consolidate Touch Football

More information

MISSION / VISION / VALUES FRAMEWORK

MISSION / VISION / VALUES FRAMEWORK MISSION / VISION / VALUES FRAMEWORK The Mission / Vision / Values Framework builds on the strengths of Concordia today and provides the vision and strategies to build an even stronger and more vital Concordia

More information

Highlands. Opportunities Achievement Success. Subject to approval. Sport and Management Foundation Degree IN PARTNERSHIP WITH PLYMOUTH UNIVERSITY

Highlands. Opportunities Achievement Success. Subject to approval. Sport and Management Foundation Degree IN PARTNERSHIP WITH PLYMOUTH UNIVERSITY Highlands Opportunities Achievement Success Subject to approval IN Sport and Management Foundation Degree 2 Introduction Plymouth University in partnership with Highlands College offers unrivalled expertise

More information

#BOCCIA. The five strategic priorities identified in this plan include: Promote participation in the Sport;

#BOCCIA. The five strategic priorities identified in this plan include: Promote participation in the Sport; STRATEGIC PLAN #BOCCIA Boccia England is the national governing body for the sport of boccia in England. It is responsible for all aspects of the sport in this country, from beginner to expert, providing

More information

PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals

PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals Education leaders ensure the achievement of all students by guiding the development and implementation

More information

The Corporation of the City of Greater Sudbury. Social Services. Strategic Plan

The Corporation of the City of Greater Sudbury. Social Services. Strategic Plan The Corporation of the City of Greater Sudbury Social Services Strategic Plan 2011-2015 Table of Contents Executive Summary... 4 Introduction.................................5 Community Development Department...

More information

Standards for Advanced Programs in Educational Leadership

Standards for Advanced Programs in Educational Leadership Standards for Advanced Programs in Educational Leadership for Principals, Superintendents, Curriculum Directors, and Supervisors NATIONAL POLICY BOARD FOR EDUCATIONAL ADMINISTRATION Published January,

More information

The Manitoba Government. Corporate Human Resource Plan

The Manitoba Government. Corporate Human Resource Plan The Manitoba Government Corporate Human Resource Plan 2012 2014 2 This information is available in alternate formats upon request. Introductory Message from the Deputy Ministers Working for the Manitoba

More information

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Equivalent in the Performance Based Principal Licensure Standards (current principal standards)

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS

STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS FROM THE VICE PRESIDENT It is my pleasure to share the University of Houston Division of Student Affairs and Enrollment Services 2013-2017 Strategic

More information

University of British Columbia January 2012

University of British Columbia January 2012 University of British Columbia January 2012 EXECUTIVE SUMMARY Sauder School of Business Strategic Plan 2012 The Sauder School Strategic Plan 2012 sets forth the aspirations and objectives important to

More information

Department of Economic Development Strategic Plan

Department of Economic Development Strategic Plan Department of Economic Development Strategic Plan 2010 2013 We envision an economy driven by a healthy private sector and expanding at a pace that maximizes opportunities for Yukon businesses and workers.

More information

w:

w: UoNSport @UoNSport w: www.nottingham.ac.uk/sport 2014 2020: A Six-Year Vision for Sport The vision To deliver an outstanding student sporting offer for all and establish the University as a first choice

More information

ONTARIO SOCCER ASSOCIATION. How Soccer in Ontario is Changing

ONTARIO SOCCER ASSOCIATION. How Soccer in Ontario is Changing ONTARIO SOCCER ASSOCIATION How Soccer in Ontario is Changing Why is soccer changing? We can do a better job of giving children the best experience possible in our sport that will ensure all players enjoy

More information

CORPORATE SOCIAL RESPONSIBILITY (CSR) STRATEGY THE TATA POWER SOLAR SYSTEMS LTD

CORPORATE SOCIAL RESPONSIBILITY (CSR) STRATEGY THE TATA POWER SOLAR SYSTEMS LTD CORPORATE SOCIAL RESPONSIBILITY (CSR) STRATEGY THE TATA POWER SOLAR SYSTEMS LTD Page 1 Sustainability Strategy: Index 1.0 Guiding Philosophy to CSR 2.0 CSR Vision 3.0 CSR Mission 4.0 Strategic Approach

More information

New Zealand Community Sport Coaching Plan

New Zealand Community Sport Coaching Plan New Zealand Community Sport Coaching Plan 2012 2020 The Vision - World leading community sport coaching at the heart of a sporting nation NEW ZEALAND COMMUNITY SPORT COACHING PLAN 2012-2020 JULY 2012 CONTENTS

More information

The National Health Plan for Young Australians An action plan to protect and promote the health of children and young people

The National Health Plan for Young Australians An action plan to protect and promote the health of children and young people The National Health Plan for Young Australians An action plan to protect and promote the health of children and young people Copyright 1997 ISBN 0 642 27200 X This work is copyright. It may be reproduced

More information

PERSON CENTRED PRACTICE APPROACH

PERSON CENTRED PRACTICE APPROACH PERSON CENTRED PRACTICE APPROACH Championing opportunity for all PERSON CENTRED PRACTICE APPROACH 1. PURPOSE The Life Without Barriers Person Centred Practice Approach (the Approach) is a resource for

More information

Value Diversity! Committed to Inclusion PURPOSE OF THE DIVERSITY AND INCLUSION STRATEGY

Value Diversity! Committed to Inclusion PURPOSE OF THE DIVERSITY AND INCLUSION STRATEGY Value Diversity! Committed to Inclusion PURPOSE OF THE DIVERSITY AND INCLUSION STRATEGY The purpose of creating a Diversity and Inclusion Strategy is to create inclusive programs and services, served by

More information

Make Global Recruiting a Winning Strategy

Make Global Recruiting a Winning Strategy Make Global Recruiting a Winning Strategy A ManpowerGroup TM Solutions White Paper Make Global Recruiting a Winning Strategy Today s global workforce is on the move like never before. Macro-economic forces,

More information

Institutional Vision, Proposed Mandate Statement and Priority Objectives

Institutional Vision, Proposed Mandate Statement and Priority Objectives Ministry of Training, Colleges and Universities Institutional Vision, Proposed Mandate Statement and Priority Objectives A submission to begin the process of developing strategic mandate agreements (SMAs):

More information

POLICY Department of Municipal and Community Affairs Children and Youth Resiliency Program

POLICY Department of Municipal and Community Affairs Children and Youth Resiliency Program 1. Statement of Policy The (MACA) may provide financial support to assist organizations establish or expand children and youth programming that supports the development of physical literacy and builds

More information

STRATEGIC PLAN. REAL life. REAL SPORT.

STRATEGIC PLAN. REAL life. REAL SPORT. 2013-2017 STRATEGIC PLAN REAL life. REAL SPORT. www.wheelchairbasketball.ca TABLE OF CONTENTS 2 INTRODUCTION 3 WHO WE ARE 4 CANADIAN SPORT POLICY GOALS & THE 2013-2017 STRATEGIC PLAN 5 ATHLETE DEVELOPMENT

More information

Quality Professionals. Quality Practice. Transforming the Ontario Professional Planners Institute

Quality Professionals. Quality Practice. Transforming the Ontario Professional Planners Institute Transforming the Ontario Professional Planners Institute While it is true to say that change is constant, the current professional and societal context in Ontario makes it imperative that OPPI continues

More information

Utah Educational Leadership Standards, Performance Expectations and Indicators

Utah Educational Leadership Standards, Performance Expectations and Indicators Utah Educational Leadership Standards, Performance Expectations and Indicators Standard 1: Visionary Leadership An educational leader promotes the success of every student by facilitating the development,

More information

Human Resource Secretariat Business Plan 2011-12 to 2013-14

Human Resource Secretariat Business Plan 2011-12 to 2013-14 Human Resource Secretariat Business Plan 2011-12 to 2013-14 September 2012 I II Message from the Minister As the Minister of Finance, President of Treasury Board and Minister responsible for the newly

More information

I would like to talk to you today about how the three Early Years Studies helped to mobilize change in Canadian early childhood policy and practice.

I would like to talk to you today about how the three Early Years Studies helped to mobilize change in Canadian early childhood policy and practice. I would like to talk to you today about how the three Early Years Studies helped to mobilize change in Canadian early childhood policy and practice. This is not an account of breakthrough neurobiological

More information

FRONTIER COLLEGE : Strategic Plan 2011-2014

FRONTIER COLLEGE : Strategic Plan 2011-2014 FRONTIER COLLEGE : Strategic Plan 2011-2014 1 As a pioneer in Canadian literacy, we will reach more learners by 2014 through bold leadership. We will achieve this by expanding our network of supporters

More information

Model Legislation Guidelines for Local Government Auditors

Model Legislation Guidelines for Local Government Auditors Association of Local Government Auditors Model Legislation Guidelines for Local Government Auditors Fourth Edition, 2014 Table of Contents Introduction... 1 Independence... 1 Standards... 2 Independent

More information

CALIFORNIA PRELIMINARY ADMINISTRATIVE CREDENTIAL EXAMINATION (CPACE)

CALIFORNIA PRELIMINARY ADMINISTRATIVE CREDENTIAL EXAMINATION (CPACE) Education Code section 44270.5 allows an examination alternative to the Administrative Services preparation program as long as the examination is aligned with the current Administrative Services Program

More information

Corporate Social Responsibility: Implications for Human Resources and Talent Engagement

Corporate Social Responsibility: Implications for Human Resources and Talent Engagement Corporate Social Responsibility: Implications for Human Resources and Talent Engagement Winnie Kwan and Emily Tuuk Center for Advanced Human Resource Studies May 2012 I. Introduction Over the past few

More information

YMCA of Northeast Avalon Strategic Plan 2012-2016. A View For Our Y

YMCA of Northeast Avalon Strategic Plan 2012-2016. A View For Our Y YMCA of Northeast Avalon Strategic Plan 2012-2016 A View For Our Y Introduction Our View for the future of the Y is clear. We can influence healthy living and inspire a generation of young leaders who

More information

*Performance Expectations, Elements and Indicators

*Performance Expectations, Elements and Indicators C o m m o n C o r e o f L e a d i n g : Connecticut School Leadership Standards *Performance Expectations, Elements and Indicators *For further information, visit: http://www.sde.ct.gov/sde/cwp/view.asp?a=2641&q=333900

More information

ONLINE LEADERSHIP AND MANAGEMENT DEVELOPMENT

ONLINE LEADERSHIP AND MANAGEMENT DEVELOPMENT ONLINE LEADERSHIP AND MANAGEMENT DEVELOPMENT lmd.athabascau.ca 2 Leadership and Management Development (LMD) builds organizational capabilities By developing core characteristics of good leaders, employees

More information

PERFORMANCE MANAGEMENT PROGRAM

PERFORMANCE MANAGEMENT PROGRAM PERFORMANCE MANAGEMENT PROGRAM For Deputy Ministers, Associate Deputy Ministers and Individuals Paid in the GX Salary Range GUIDELINES Last Updated November 2016 1.0 INTRODUCTION The purpose of this document

More information

Skate Canada - Ontario Section

Skate Canada - Ontario Section Executive Director General: In May 2016, the process to amalgamate the four current Skate Canada Ontario Sections and Skate Ontario, the recognized provincial sport organization (PSO) into one unified

More information

Improving ACT Public High Schools and Colleges

Improving ACT Public High Schools and Colleges Improving ACT Public High Schools and Colleges A discussion paper to generate ideas Better schools will only come when those in schools dare to have dreams and work to make them a reality Caldwell and

More information

WEST VANCOUVER SOCCER CLUB 2014-2018 STRATEGIC PLAN DRAFT 3

WEST VANCOUVER SOCCER CLUB 2014-2018 STRATEGIC PLAN DRAFT 3 WEST VANCOUVER SOCCER CLUB 2014-2018 STRATEGIC PLAN DRAFT 3 DECEMBER 2013 WEST VANCOUVER SOCCER CLUB 2014-2018 STRATEGIC PLAN November 2013 The West Vancouver Soccer Club is a registered society that exists

More information

Education Leadership (ISLLC) Standards Comparison of Old (2007) and New Standards (2015)

Education Leadership (ISLLC) Standards Comparison of Old (2007) and New Standards (2015) Education Leadership (ISLLC) Standards Comparison of Old (2007) and New Standards (2015) 2007 Standards 2015 Standards Standard 1: Vision and Mission Standard 1: Vision and Mission An education leader

More information

Strategic Plan. Mission: SNA is the national. organization of school. nutrition professionals. committed to advancing. the quality of school meal

Strategic Plan. Mission: SNA is the national. organization of school. nutrition professionals. committed to advancing. the quality of school meal Strategic Plan Mission: SNA is the national organization of school nutrition professionals committed to advancing the quality of school meal programs through education and advocacy. STRATEGIC PLAN Core

More information

Action Plan /20: A Brilliant North NWT Public Service Strategic Plan

Action Plan /20: A Brilliant North NWT Public Service Strategic Plan Action Plan 2012-2016 20/20: A Brilliant North NWT Public Service Strategic Plan July 2012 Table of Contents Introduction...3 Strategic Goals from 20/20: A Brilliant North, NWT Public Service Strategic

More information

LEADERSHIP COMPETENCIES

LEADERSHIP COMPETENCIES THINKING AND ACTING STRATEGICALLY Thinking conceptually about the big picture and in which direction the organization is/should be headed, developing long-term plans to achieve the desired outcomes and

More information

Corporate Business Plan 2008/09 2010/11

Corporate Business Plan 2008/09 2010/11 Legal Aid Alberta Corporate Business Plan 2008/09 2010/11 (June 2008) Page 2 ACCOUNTABILITY STATEMENT The business plan for the three years commencing April 1, 2008 was prepared under our direction in

More information

The Corporation of the City of Burlington PARKS & RECREATION

The Corporation of the City of Burlington PARKS & RECREATION The Corporation of the City of Burlington PARKS & RECREATION REC 026 ADMINISTRATIVE POLICY FACILITIES JOINT VENTURE POLICY Effective: January 2010 PREAMBLE: Parks and Recreation services are part of the

More information

Community attitudes towards independent schools:

Community attitudes towards independent schools: Community attitudes towards independent schools: a nationwide survey February 2010 Association of Independent Schools of New South Wales Independent Schools Queensland Association of Independent Schools

More information

STRATEGIC PLAN 2015-2020

STRATEGIC PLAN 2015-2020 STRATEGIC PLAN 2015-2020 EXECUTIVE SUMMARY Georgia Regents University Division of Enrollment & Student Affairs participates in annual strategic planning so that the division can clarify goals and focus

More information

Reconciliation Action Plan for 2012 14

Reconciliation Action Plan for 2012 14 Reconciliation Action Plan for 2012 14 Reanna Bono About the Artist: Reanna Bono is a proud Wiradjuri and Wemba Wemba woman originally from Echuca in northern Victoria. In 2000, she moved to Melbourne

More information

2015 ASHP STRATEGIC PLAN

2015 ASHP STRATEGIC PLAN 2015 ASHP STRATEGIC PLAN ASHP Vision ASHP s vision is that medication use will be optimal, safe, and effective for all people all of the time. ASHP Mission The mission of pharmacists is to help people

More information

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...

More information

Strategic Plan. Fiscal Year 2013-2014. Julie L. Jones Executive Director. Goals Objectives Strategies Measures

Strategic Plan. Fiscal Year 2013-2014. Julie L. Jones Executive Director. Goals Objectives Strategies Measures Strategic Plan Fiscal Year 2013-2014 Goals Objectives Strategies Measures Julie L. Jones Executive Director Public Safety Protect the lives and security of our residents and visitors through enforcement,

More information

2014-2018 B UILDING A T O R ONTO PUBLIC S E R V ICE

2014-2018 B UILDING A T O R ONTO PUBLIC S E R V ICE 2014-2018 B UILDING A T O R ONTO PUBLIC S E R V ICE CONTENTS A Look Back as we Continue Forward 2 Message from the City Manager 3 Message from the Executive Director of Human Resources 4 Message from

More information

SUPPORTING INNOVATION AND RESILIENCY IN THE CHARITABLE AND NON-PROFIT SECTOR

SUPPORTING INNOVATION AND RESILIENCY IN THE CHARITABLE AND NON-PROFIT SECTOR SUPPORTING INNOVATION AND RESILIENCY IN THE CHARITABLE AND NON-PROFIT SECTOR Pre-budget brief submitted by Imagine Canada to the House of Commons Standing Committee on Finance August 2010 Imagine Canada,

More information

NATIONAL FRAMEWORK FOR RURAL AND REMOTE EDUCATION

NATIONAL FRAMEWORK FOR RURAL AND REMOTE EDUCATION NATIONAL FRAMEWORK FOR RURAL AND REMOTE EDUCATION DEVELOPED BY THE MCEETYA TASK FORCE ON RURAL AND REMOTE EDUCATION, TRAINING, EMPLOYMENT AND CHILDREN S SERVICES 1 CONTENTS Introduction... 3 Purpose...

More information

Kwinana s Plan. Our strategic vision 2015-2018. www.kwinana.swimming.org.au #swimkwinana

Kwinana s Plan. Our strategic vision 2015-2018. www.kwinana.swimming.org.au #swimkwinana Kwinana s Plan Our strategic vision 2015-2018 www.kwinana.swimming.org.au #swimkwinana Kwinana s Mission: Kwinana Swimming Club will through world-class initiatives promote and provide opportunities for

More information

Learning Outcomes (program specific) Relevant Courses, Academic Requirements. Indicators of Achievement. Degree Level Expectations

Learning Outcomes (program specific) Relevant Courses, Academic Requirements. Indicators of Achievement. Degree Level Expectations Department/Academic Unit: Public Health Sciences Degree Program: Master Degree Level Expectations Depth and breadth of knowledge Learning Outcomes (program specific) This degree is awarded to students

More information

FNHA HUMAN RESOURCES AND ORGANIZATIONAL DEVELOPMENT YOUR HR PARTNER ELAINE WASS OCTOBER 2013 GATHERING WISDOM

FNHA HUMAN RESOURCES AND ORGANIZATIONAL DEVELOPMENT YOUR HR PARTNER ELAINE WASS OCTOBER 2013 GATHERING WISDOM FNHA HUMAN RESOURCES AND ORGANIZATIONAL DEVELOPMENT YOUR HR PARTNER ELAINE WASS OCTOBER 2013 GATHERING WISDOM Building the FNHA Our Vision Healthy, self-determining and vibrant, BC First Nations children,

More information

2 nd edition June 2012 EQUITY POLICY

2 nd edition June 2012 EQUITY POLICY 2 nd edition June 2012 EQUITY POLICY Introduction 1. EUSU believes that equity is a broader concept than equality. It is not just about equal numbers, but is concerned more with fairness, justice, inclusion

More information

Guidebook for Establishing Diversity and Inclusion Employee Resource Groups

Guidebook for Establishing Diversity and Inclusion Employee Resource Groups a diverse community, a better nation. Guidebook for Establishing Diversity and Inclusion Employee Resource Groups By Armida Mendez Russell, Co-Founder, DiversityFIRST Consulting and VP Education, National

More information

CODE of ETHICS & STANDARDS of PSYCHIATRIC NURSING PRACTICE

CODE of ETHICS & STANDARDS of PSYCHIATRIC NURSING PRACTICE CODE of ETHICS & STANDARDS of PSYCHIATRIC NURSING PRACTICE APPROVED May 2010 by the Board of the College of Registered Psychiatric Nurses of BC for use by CRPNBC Registrants REGISTERED PSYCHIATRIC NURSES

More information

SECTION 4: MASTER OF EDUCATION DEGREE

SECTION 4: MASTER OF EDUCATION DEGREE SECTION 4: MASTER OF EDUCATION DEGREE Beginning with the summer session in 1954, a fi fth-year program of teacher education leading to the degree Master of Teaching was instituted at Northwestern Oklahoma

More information

Strategic and Operational Plan 2013-2015 1. 2013 2015 Strategic & Operational Plan

Strategic and Operational Plan 2013-2015 1. 2013 2015 Strategic & Operational Plan 1 2013 2015 Strategic & Operational Plan 2 Strategic Plan Vision Statement The elimination of occupational injury and illness in Saskatchewan. Mission Statement To ensure the execution of an integrated

More information

ACTION PLAN FOR SMALL BUSINESS

ACTION PLAN FOR SMALL BUSINESS ACTION PLAN FOR SMALL BUSINESS 1 ACTION PLAN FOR SMALL BUSINESS 2010-2013 ACTION PLAN FOR SMALL BUSINESS 3 Message from the Minister As Minister of Small Business, Technology and Economic Development,

More information

THE CORPORATION OF THE CITY OF WINDSOR POLICY

THE CORPORATION OF THE CITY OF WINDSOR POLICY THE CORPORATION OF THE CITY OF WINDSOR POLICY Service Area: Office of the City Clerk Policy No.: HRDEV POL - 0001 Department: Human Resources Approval Date: March 23, 2015 Division: Organizational Development

More information

Local Immigration Partnerships. WelcomeBC regional meetings April 3, 5, 8 and 12, 2013

Local Immigration Partnerships. WelcomeBC regional meetings April 3, 5, 8 and 12, 2013 Local Immigration Partnerships WelcomeBC regional meetings April 3, 5, 8 and 12, 2013 Outline of the presentation Welcoming communities and federal government policy Fostering welcoming communities: a

More information

Action Plan 2010-2015 for Canada s Cyber Security Strategy

Action Plan 2010-2015 for Canada s Cyber Security Strategy Action Plan -2015 for Canada s Cyber Security Strategy Her Majesty the Queen in Right of Canada, 2013 Cat: PS9-1/2013E-PDF ISBN: 978-1-100-21895-3 ii Introduction Information technology is highly integrated

More information

HEALTHY COMMUNITIES FUND Program Stream Guidelines

HEALTHY COMMUNITIES FUND Program Stream Guidelines HEALTHY COMMUNITIES FUND 2015-17 Program Stream Guidelines Ministry of Health and Long-Term Care Health Promotion Implementation Branch Health Promotion Division Email: HCFProgram@ontario.ca 2015-17 HCF

More information

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I SEARCH PROFILE Executive Director Policy, Planning and Legislative Services Alberta Seniors and Housing Executive Manager I Salary Range: $125,318 - $164,691 ($4,801.47 $6,310.03 bi-weekly) Limited Competition

More information

STRATEGIC PLAN

STRATEGIC PLAN STRATEGIC PLAN 2011-2015 PURPOSE The strategic plan is the blue print for the future of Cricket in Singapore. It outlines the strategic objectives needed to achieve our vision. In doing so it builds on

More information

COMMUNITY HEALTH CENTRES (CHCs) CHC Development - History

COMMUNITY HEALTH CENTRES (CHCs) CHC Development - History CHC Development - History Community Health Centres (CHCs) are a distinctive primary care delivery model in that they are governed by community boards, deliver programs and services within a population

More information

Human Resources Department Strategic Plan

Human Resources Department Strategic Plan Human Resources Department Strategic Plan 2010-2014 Human Resources Department Table of Contents Executive Summary... 3 Strategic Context University of Regina Planning Framework... 4 Strategic Planning

More information

H U M A N R E S O U R C E S F R A M E W O R K

H U M A N R E S O U R C E S F R A M E W O R K HALIFAX REGIONAL MUNICIPALITY Planning for Change Seizing Opportunities Safeguarding Our Future H U M A N R E S O U R C E S F R A M E W O R K Why Are We Here Today? To inform Council about our greatest

More information

Woodville South Junior Football club. Strategic Plan

Woodville South Junior Football club. Strategic Plan Woodville South Junior Football club Strategic Plan 2011-2014 CLUB DETAILS Name: Woodville South Junior Football Club Address: 104 Ledger road Woodville South 5011 Club location: Web address: Ledger reserve,

More information

Northern Ireland Environment Agency Corporate Social Responsibility

Northern Ireland Environment Agency Corporate Social Responsibility Northern Ireland Environment Agency Corporate Social Responsibility September 2011 Introduction This document has been prepared by the Northern Ireland Environment Agency (NIEA) in line with general NICS

More information

Human Resources Pillar

Human Resources Pillar Human Resources Pillar Policy No. 5.0 Date Approved: Dec. 2012 Projected Review Date: Dec. 2016 PURPOSE: Hamilton-Wentworth District School Board (HWDSB) believes that attracting, recruiting and retaining

More information

UNIVERSITY OF MANITOBA INTERNATIONAL STRATEGY MANITOBA S GATEWAY TO THE WORLD. September 2014

UNIVERSITY OF MANITOBA INTERNATIONAL STRATEGY MANITOBA S GATEWAY TO THE WORLD. September 2014 UNIVERSITY OF MANITOBA INTERNATIONAL STRATEGY MANITOBA S GATEWAY TO THE WORLD September 2014 Office of the Vice President (Research and International) Table of Contents Page Section 1: The University of

More information

STATEMENT OF EDUCATION POLICY ORDER (MANDATE FOR THE SCHOOL SYSTEM) Authority: School Act, section 169 (3)

STATEMENT OF EDUCATION POLICY ORDER (MANDATE FOR THE SCHOOL SYSTEM) Authority: School Act, section 169 (3) (MANDATE FOR THE SCHOOL SYSTEM) Authority: School Act, section 169 (3) OIC 1280/89... Effective September 1, 1989 Lieutenant Governor in Council Order NOTICE: The following order in council is not the

More information

Nonprofits on the Move in London:

Nonprofits on the Move in London: Nonprofits on the Move in London: Creating inclusive and diverse nonprofit organizations History Pillar Nonprofit Network started in 2001 Voice for the nonprofit sector Over 165 nonprofit member organizations

More information

Rubric for Evaluating North Carolina s School counselors

Rubric for Evaluating North Carolina s School counselors Rubric for Evaluating North Carolina s School counselors Rubric for Evaluating North Carolina s School Counselors Standard 1: school counselors demonstrate leadership, advocacy, and collaboration. Professional

More information

DRAFT For use in 2012-13 validation process only Rubric for Evaluating North Carolina s School counselors

DRAFT For use in 2012-13 validation process only Rubric for Evaluating North Carolina s School counselors Rubric for Evaluating North Carolina s School counselors Rubric for Evaluating North Carolina s School Counselors Standard 1: school counselors demonstrate leadership, advocacy, and collaboration. Professional

More information

Competency Requirements for Executive Director Candidates

Competency Requirements for Executive Director Candidates Competency Requirements for Executive Director Candidates There are nine (9) domains of competency for association executives, based on research conducted by the American Society for Association Executives

More information