DECEMBER Good practice contract management framework

Size: px
Start display at page:

Download "DECEMBER 2008. Good practice contract management framework"

Transcription

1 DECEMBER 2008 Good practice contract management framework

2 The Nationa Audit Office scrutinises pubic spending on behaf of Pariament. The Comptroer and Auditor Genera, Tim Burr, is an Officer of the House of Commons. He is the head of the Nationa Audit Office which empoys some 850 staff. He and the Nationa Audit Office are totay independent of Government. He certifies the accounts of a Government departments and a wide range of other pubic sector bodies; and he has statutory authority to report to Pariament on the economy, efficiency and effectiveness with which departments and other bodies have used their resources. Our work eads to savings and other efficiency gains worth many miions of pounds; at east 9 for every 1 spent running the Office. The Office of Government Commerce is an independent office of HM Treasury, estabished to hep government deiver best vaue from its spending. The Office of Government Commerce works with centra government departments and other pubic sector organisations to ensure the achievement of six key goas: deivery of vaue for money from third party spend; deivery of projects to time, quaity and cost, reaising benefits; getting the best from the Government s 30 biion estate; improving the sustainabiity of the Government estate and operations, incuding reducing carbon emissions by 12.5 per cent by , through stronger performance management and guidance; heping achieve deivery of further government poicy goas, incuding innovation, equaity, and support for sma and medium enterprises; and driving forward the improvement of centra government capabiity in procurement, project and programme management, and estates management through the deveopment of peope skis, processes and toos.

3 Good practice contract management framework

4 This good practice framework for contract management (the framework) was deveoped in parae with the Nationa Audit Office report on Centra government s management of service contracts and was used during the fiedwork stage of the report to benchmark centra government s contract management performance against good practice. The framework wi provide the foundation for the Office of Government Commerce s revised guidance on contract management.

5 Contents Overview 4 Section One The good practice contract management framework 6 Section Two Assessing the appropriate eve of contract management 17 Section Three Linking the good practice framework with the risk and vaue opportunity assessment 22 For further information about the Nationa Audit Office pease contact: Nationa Audit Office Buckingham Paace Road Victoria London SW1W 9SP Te: Emai: For further information about the Office of Government Commerce pease contact: Office of Government Commerce 1 Horse Guards Road London SW1A 2HQ Te: Emai: Nationa Audit Office 2008

6 4 Overview Good practice contract management framework Overview 1 This good practice framework for contract management (the framework) was deveoped in parae with the Nationa Audit Office report on Centra government s management of service contracts, which was pubished in December 2008 (HC 65, Session ) and is avaiabe at The framework was used during the fiedwork stage of the report to benchmark centra government s contract management performance against good practice. 2 The Nationa Audit Office found that whie there are exampes of good practice, centra government s management of service contracts is not consistenty deivering vaue for money. The report estimated that better contract management coud potentiay generate savings of between 160 miion and 290 miion a year across the organisations surveyed through reduced contract expenditure. As we as financia savings, better contract management coud bring improvements in the quantity and/or quaity of services, the avoidance of service faiure, and better management of risk. 3 The framework is a good practice guide for managing a broad range of contracts. It is particuary reevant for contracts where services are deivered over a ong period of time (five years pus) where customers need to ensure that service eves and vaue for money are maintained over the duration of the contract. The framework wi provide the foundation for the Office of Government Commerce s revised guidance on contract management. The Office of Government Commerce wi aso deveop suppementary guidance, specificay appropriate to the most compex forms of contract, during The framework covers the stage where a contract has been signed and the service is up and running. It does not cover the tendering/contract award stage or some of the specific issues that arise when a contract expires or is terminated, for exampe, reating to the disposa of equipment or handover to a new suppier. Guidance on these areas, and on issues such as contract management skis, is avaiabe on the Office of Government Commerce s website

7 Good practice contract management framework Overview 5 5 The framework compements guidance provided by the Operationa Taskforce within Partnerships UK for the management of PFI contracts during their operationa phase. The framework does not, however, cover a the issues which may arise in reation to PFI contracts, which invove an added degree of compexity, for exampe in their arrangements for refinancing, managing contract variations, risk aocation and contract termination. Further guidance for managers of PFI contracts is avaiabe on the Partnerships UK website 6 The framework comprises: Section 1 which outines the activities that organisations shoud consider when panning and deivering contract management; Section 2 which discusses how to evauate the risk and vaue opportunities inherent in contracts; and Section 3 which iustrates how the activities from Section 1 and the evauation from Section 2 can be brought together to deveop contract management pans and priorities. 7 The Nationa Audit Office empoyed two experienced procurement professionas to deveop the initia framework. The framework was then tested at four workshops with representatives from government departments and other pubic bodies, speciaist procurement organisations, IT suppiers and faciities management suppiers. The framework was refined in the ight of feedback from the workshops. Further discussions were then hed with the Office of Government Commerce, the Chartered Institute of Purchasing and Suppy, and Partnerships UK to finaise the framework.

8 6 Section One Good practice contract management framework Section One The good practice contract management framework Introduction 1.1 The framework defines the four bocks structure and resources, deivery, deveopment, and strategy comprising 11 areas (Figure 1) that organisations shoud consider when panning and deivering contract management, together with the key activities that fa under each of the 11 areas. Figure 1 The good practice contract management framework Strategy Market management Panning and governance Structure and resources Suppier reationship management Peope Administration Suppier deveopment Good practice framework Reationships Deveopment Contract deveopment Performance Risk Payment Deivery

9 Good practice contract management framework Section One The focus of the framework is on the activities to be undertaken during the operationa phase of the contract, i.e. after the contract has been awarded and once the service is up and running. The framework has particuar reevance to service contracts (covering information and communications technoogy, faciities management and business processes) where service eves and vaue have to be maintained and improved often over ong contract periods. Contract management in context the effect of the tendering/ contract award phase 1.3 Whist the framework focuses on the operationa phase of the contract, contract management success and the activities undertaken are strongy infuenced by what has happened during the tendering/contract award phase, in terms of both hard outputs, such as the terms and conditions that have been agreed, and the type of reationship between customer and suppier that has been estabished during the tendering/ contract award phase. In this way, the tendering/contract award phase and the contract management phase shoud be seen as a continuum rather than distinct phases, with contract management panned for from the start of the procurement process. Some of the key issues that can infuence contract management incude the foowing. Whether contract management staff have been invoved in the earier tendering/ contract award phase. The stye of the tendering process. An adversaria tendering process may ead to a more adversaria or confrontationa reationship during the contract management phase, athough good working reationships between the staff on both sides who wi manage the contract can be deveoped at the same time that separate, sometimes tough, negotiations are taking pace to finaise the contract. The cutura fit between customer and suppier. For exampe, if one party fees comfortabe working in a very process-driven, detaied manner, whie the other prefers a more open, high-eve reationship, then deveoping successfu contract management wi be more chaenging. A contract where one party fees they are disadvantaged by the terms and conditions, or the commercia terms, of the contract may ead to more adversaria contract management. Key hard outputs that have a major impact on the design and effectiveness of contract management such as key performance indicators and service eve agreements are often determined during the tendering/contract award phase.

10 8 Section One Good practice contract management framework The framework 1.4 The key activities to be undertaken under each of the 11 contract management areas are set out beow. The numbering is not intended to indicate that the activities shoud be executed in a sequentia manner. Indeed, many of the areas and activities are reevant throughout the contract management phase. 1.5 As discussed in more detai in Sections 2 and 3, not a of the 11 areas are equay reevant to a contracts. Generay, the more deveopmenta and strategic areas and activities (areas 8 to 11) become increasingy important the higher the contract risk and the greater the opportunity to add vaue. Structure and resources Area 1: Panning and governance Preparing for contract management and providing oversight 1.1 There is a panned transition from the tendering/contract award phase to the contract management phase, and a handover to contract manager; the cost of contract management is incuded in the business case and budgets. 1.2 Contract ownership is cear, with the budget hoder, senior responsibe owner (SRO), and contract manager ceary defined; there is continuity of governance as far as possibe. 1.3 There are we defined processes and a cear contract management pan, with a focus on outputs and a whoe ife approach to performance. 1.4 Overa ownership of contract management across the organisation is cear, with a contract management senior responsibe owner with responsibiity for driving organisation-wide contract management performance. 1.5 Contract management processes are aigned with, among others, wider organisationa governance processes, operationa boards, and risk structures. 1.6 Contract management issues and performance are reported through the governance structure with senior eve engagement. 1.7 Reguar assessment and evauation takes pace to ensure that the cost of contract management activities is justified and proportionate to the benefits obtained. 1.8 Knowedge management is embedded, capturing key data and essons from contract management process and experience both within the organisation and more widey. 1.9 Professiona contract management guidance is deveoped, or identified from externa sources, and made avaiabe to contract managers.

11 Good practice contract management framework Section One 9 Area 2: Peope Ensuring the right peope are in pace to carry out the contract management activities The contract manager (or contract management team) 2.1 The contract manager has continuity (ideay through invovement during the tendering/contract award processes) and a handover from the staff responsibe for the tendering/contract award. 2.2 The contract manager has a detaied knowedge of the contract and other reevant issues, such as service eve agreements, and ongoing suppier performance. 2.3 The contract manager has the appropriate skis (both specific contract management skis and more genera commercia awareness and expertise), with access to reevant training and deveopment. Experienced contract managers are utiised on key contracts. 2.4 Contract managers have accurate job descriptions, roes are positioned at an appropriate eve and saary, and there is a career path for contract management staff. 2.5 Contract managers have cear objectives and reporting ines and their performance is managed through reviews and appraisas. 2.6 The contract manager has appropriate deegated authority to manage the contract effectivey. Wider staff issues 2.7 Baanced contract management teams are brought together, with an appropriate range of skis; the teams may vary in composition over the ife of the contract to meet specific needs. 2.8 Contract management is adequatey resourced, in proportion to the importance of the contract (primariy but not excusivey its cost), and there are enough staff to carry out the required activities. 2.9 The organisation has a contract management community aowing contract managers to share good practice. The community aso pays a roe in the wider government contract management/ procurement community. Area 3: Administration Managing the physica contract and the timetabe for making key decisions 3.1 Hard copy contracts are stored and ogged, and are easiy accessibe when required; for compex contracts, a summary and/or contract operations guide is produced. 3.2 Contract management software is used for recording key information, to give, for exampe, search capabiity; reevant ongoing contract management information and documentation is retained and managed. 3.3 There are mechanisms in pace for identifying key contract trigger points, such as notice periods. 3.4 There is reguar and ad hoc reporting of contract management information. 3.5 There are mechanisms in pace for handing administration around contract cosure or termination. 3.6 The customer considers the cost of contract management activities to the suppier, and the cost is proportionate to the contract size and risk.

12 10 Section One Good practice contract management framework Deivery Area 4: Managing reationships Deveoping strong interna and externa reationships that faciitate deivery Roes and responsibiities 4.1 The contract manager understands his/her own roe and has cear visibiity of we-structured roes and responsibiities on the suppier side. 4.2 The respective responsibiities of the contract manager and the suppier are cear, and potentiay defined in a joint statement of intent or simiar document. Continuity and communications 4.3 Continuity of key suppier staff is desirabe (ideay through invovement during the saes process); where this cannot be achieved, there is a handover from the staff responsibe for the tendering process. 4.4 Both reguar structured and informa communication routes between the contract manager and suppier are open and used; customer and suppier staff are co-ocated where appropriate. 4.5 Users are given cear expectations and an understanding of the contract and the services/ performance to be deivered (for exampe, through newsetters or briefings). 4.6 Communications between the contract manager, suppier and other stakehoders (users of the contract and others such as technica experts) are effective; and stakehoders are invoved in contract management processes where appropriate. 4.7 Probem resoution processes are we defined and used, and are designed to ensure minor probems do not escaate and cause reationship issues; a bame cuture is avoided (for exampe, through the use of a reationships charter or simiar document).

13 Good practice contract management framework Section One 11 Area 5: Managing performance Ensuring the service is provided in ine with the contract Service deivery 5.1 Service management is we structured; baseines are understood by both parties, and suppiers understand the service they are required to deiver. The contract manager ensures that the customer organisation provides the suppier with the information and contacts needed to deiver the service. 5.2 A performance management framework is in pace when the contract is signed. The framework is comprehensive, objective and provides incentives for the suppier to meet or exceed agreed performance standards. 5.3 Service eves agreements are in pace, and are inked to business needs, understood by the suppier, and monitored by the contract manager and/or end users. 5.4 Suppier performance is assessed using cear, objective and meaningfu metrics, inked where appropriate to the Office of Government Commerce s Common Assessment Framework for monitoring suppiers. 5.5 Reporting is as far as possibe on a focused, by exception basis, with suppier sef-measurement and reporting where appropriate but with independent checking mechanisms to aert the customer to performance issues (for exampe, user feedback). 5.6 Cear processes are in pace to hande operationa probem resoution and resove issues as quicky as possibe. 5.7 Where appropriate, user compiance with the contract is monitored and managed to ensure maximum operationa effectiveness and vaue for money. Feedback and communications 5.8 Reguar and routine feedback is given to suppiers on their performance. 5.9 There are cear contact points for service users both within the suppier organisation and with the contract manager. Users understand what the contract is intended to deiver, and are invoved in the assessment of suppier performance where reevant. Users understand escaation routes where issues arise Changes in user requirements are captured and considered as part of forma change and contract management processes There are forma performance reviews with suppiers, with documented improvement pans agreed where necessary, covering both operationa issues and adherence to key contractua requirements, for exampe, on data security.

14 12 Section One Good practice contract management framework Area 6: Payment and incentives Ensuring payments are made to the suppier in ine with the contract and that appropriate incentive mechanisms are in pace and we managed Payment and budgets 6.1 Payment mechanisms are documented and are cear and we understood by a parties (incuding incentives, penaties, and non standard charges). 6.2 Payment processes are we defined and efficient; appropriate checks and authorisation processes are in pace for paying invoices. 6.3 The costs of the services deivered and contract management costs are mapped against budgets and aocated appropriatey. 6.4 Payment changes after the contract is et, for exampe from contract variations or benchmarking/ market testing, are made using contractua provisions and demonstrated to provide vaue for money. Payment and incentive mechanisms 6.5 Incentive structures (financia or non-financia) reate ceary to desired outcomes, and are we managed and governed, with appropriate checks and approva mechanisms. 6.6 Service credits or equivaent mechanisms are we managed and governed, and proportionate to suppier profitabiity. 6.7 Where open-book or simiar financia/pricing mechanisms are used, the process is managed professionay and fairy. 6.8 The contract manager takes action where necessary to avoid the organisation being ocked in to onerous commercia terms throughout the contract period, such as price escaation or compusory maintenance payments.

15 Good practice contract management framework Section One 13 Area 7: Risk Understanding and managing contractua and suppier risk Processes and pans 7.1 Contractua/suppier risk management is in pace with cear responsibiities and processes, identification of who is best paced to manage risk, and suppier invovement where appropriate. 7.2 Risks are formay identified and monitored reguary, with mitigating actions deveoped and impemented where possibe, and obsoete risks removed from consideration where appropriate. 7.3 Escaation and reporting routes are in pace for risk governance. 7.4 Contingency pans are deveoped to hande suppier faiure (temporary or ong-term faiure/defaut); exit strategies are deveoped and updated through the ife of the contract. Contractua terms 7.5 Contractua terms around termination are understood and monitored by the contract manager. 7.6 Contractua terms around warranties, indemnities and insurance are understood and monitored by the contract manager. 7.7 Contractua terms around security and confidentiaity are understood and monitored by the contract manager, particuary issues reating to the security/confidentiaity of persona data. 7.8 Dispute resoution processes are in pace, incuding agreed adjudication procedures, mediation, and arbitration. Ongoing suppier risk management 7.9 The contract manager monitors the suppier s financia heath and business performance (incuding through the use of credit rating agencies) The contract manager monitors the suppier s compiance with contractua non-performance issues (for exampe, on tax and sustainabiity targets).

16 14 Section One Good practice contract management framework Deveopment Area 8: Contract deveopment Effective handing of changes to the contract Change processes 8.1 The contract is reguary reviewed (with a view to updating where necessary) to ensure it meets evoving business needs. 8.2 Processes are in pace that ceary ay out the governance of contractua change who needs to approve what and how it wi happen with a focus on effective and prompt change impementation. 8.3 There are cear processes for the management of minor changes and contract variations, with a focus on the cost/effort being proportionate to the importance and vaue of the change. 8.4 There are more rigorous processes to hande major contractua changes, incuding cear approva mechanisms and accountabiities, and contros to demonstrate that changes offer vaue for money. 8.5 Where appropriate, vaue for money testing of existing services takes pace through benchmarking or other processes. 8.6 There are processes to cover the introduction of new services under the contract, incuding market testing where necessary. 8.7 Dispute handing processes are in pace to hande change reated issues. Processes for different types of change 8.8 Both parties have a cear understanding of the arrangements for any extension of the contract (both scope and time) and reated issues. 8.9 Processes are in pace to hande commercia (financia) changes to the contract in a fair and structured manner Price changes are managed fairy and effectivey with the use of mechanisms such as benchmarking, competitive tendering (for exampe, for major additiona works), or other techniques such as open book pricing as appropriate, to test vaue for money The rationaisation of specifications and demand management are considered as options to achieve better vaue for money.

17 Good practice contract management framework Section One 15 Area 9: Suppier deveopment Improving suppier performance and capabiity Processes 9.1 Processes are in pace that ceary set out how suppier deveopment activities wi be panned, managed and governed. 9.2 Cear processes for benefits measurement and capture are in pace to ensure that suppier deveopment is focused on continuous improvement and achieving vaue for the customer organisation. 9.3 The customer organisation understands what motivates and drives the suppier and how suppier deveopment fits with the suppier s goas. Improvement activities 9.4 Suppier operationa performance improvement activities (for exampe, Lean and 6-sigma ), with potentia input or assistance provided by the customer organisation. 9.5 Joint working or shared activities between the two parties for the benefit of both the suppier and customer (for exampe, process improvement, shared training, task forces or joint project teams). 9.6 Suppier improvement activities reating to wider government initiatives, with input or assistance provided by the customer organisation (for exampe, on sustainabiity, disabiity empoyment issues, use of SMEs (Sma and Medium Sized Enterprises) and BMEs (Back Minority Ethnic suppiers)). 9.7 Shared risk reduction programmes or activities. 9.8 Suppy chain deveopment activities (for exampe, the deveopment of second/third tier suppier performance). 9.9 Shared management activities (for exampe, suppier boards) to drive performance improvement.

18 16 Section One Good practice contract management framework Strategy Area 10: Suppier reationship management Having a programme for managing and deveoping reationships with suppiers 10.1 A suppier reationship management programme is panned and structured with appropriate governance and senior ownership A benefits reaisation pan is in pace for suppier reationship management; there is a cear sense of what vaue is to be generated for both parties There is a focus on capturing innovation from the suppier where necessary or vauabe Knowedge management issues are addressed, incuding knowedge capture from suppiers The suppier reationship management programme considers a the suppier s interactions across an organisation and on a pan-government basis, incuding work with the Office of Government Commerce Board eve suppier/customer organisation interfaces and reationships are panned and managed in ine with overa suppier reationship management objectives. Area 11: Market management Managing the wider market issues that impact on the contract, but ie beyond the suppier 11.1 Processes are in pace to evauate and review options around deivering services in-house or outsourcing Market inteigence is used to maintain an understanding of the market and of aternative suppiers (to inform benchmarking, contingency panning and re-competition strategies) The capacity and capabiity of potentia suppiers is anaysed, and inked to wider government anaysis, for exampe, by the Office of Government Commerce There is ongoing evauation of emerging technoogies and practices, and identification of opportunities from both immediate and parae market sectors Market making is undertaken where appropriate to stimuate competition and ensure the requirements can be deivered by the market; there is an understanding of issues such as switching and bidding costs A re-competition strategy and pan is put in pace in a timey manner; the contract manager feeds into strategy deveopment for the new procurement process.

19 Good practice contract management framework Section Two 17 Section Two Assessing the appropriate eve of contract management 2.1 As set out in Section 1, the framework comprises 11 contract management areas and over 80 key activities that organisations shoud be considering when managing a contract. However, not a of these areas and activities are reevant for every service contract. The eve of resources devoted to contract management and the type of activities undertaken shoud be proportionate and justified by the potentia benefits they may deiver. 2.2 For each contract, organisations therefore need to assess the potentia benefits of contract management. This can be done using two dimensions. The benefit that can be obtained from effectivey managing the risk inherent in the contract. The potentia additiona vaue that can be obtained from effective contract management. 2.3 As the eve of risk increases, the benefits which may be derived from reducing these risks through enhanced contract management aso increase. A contract that has itte inherent risk attached to it and itte opportunity for additiona vaue woud not need or justify a arge amount of contract management resources, as the benefits that coud be achieved from greater contract management woud be sma. This may be the case even if the annua expenditure on a contract is substantia, athough sma improvements on a major contract can, of course, be significant. 2.4 Even if contract risk is ow, the potentia to generate additiona vaue from the contract can justify increasing eves of contract management resources and activities. Extra vaue coud come, for exampe, from cost reduction through process deveopment, or from persuading a suppier to increase service eves without additiona cost.

20 18 Section Two Good practice contract management framework Managing contract risks (a) Identifying contract risks 2.5 The initia stage in any risk management process is to identify the key risks. In the case of service contracts, the key risks can be categorised into three broad areas. Service faiure the most obvious and common risk is that the suppier does not deiver the service to the standard or timeiness specified in the contract. Service faiure can range from a reativey minor shortfa against required service eves to compete faiure. Minor faiure coud be driven by, for exampe, the customer providing uncear specifications, a ack of suppier capabiity, or a suppier cutting corners to improve profitabiity. At the extreme, financia or other probems coud cause the suppier to go out of business, uniateray withdraw from the contract, or be unabe to deiver the service. Reputationa damage even if the service is provided as specified in the contract, there is a further risk that the suppier in some manner causes harm to the customer organisation s reputation. For exampe, the suppier may act iegay or in a manner that conficts with government poicy. Suppier probems coud resut in sensitive or persona information not being kept secure, or a suppier may be deaing with vunerabe citizens where poor performance woud have operationa impications and cause reputationa damage to the customer organisation. Additiona cost this category of risk covers cases where the contract costs more than expected or budgeted, and those costs do not represent vaue for money. The amounts paid to the suppier may increase as a resut of changes in the quantity or quaity of the services deivered or their prices. For exampe, user demand may be higher than expected. In such cases, additiona costs may be reasonabe and offer vaue for money. But it is vita that processes are we managed so that vaue for money is tested and achieved on this additiona expenditure. The interna costs of the customer organisation may aso increase. For exampe, poor user perception of the service coud ead to more work being done internay by the customer s staff rather than by the suppier, with consequent additiona costs. (b) Quantifying contract risks 2.6 Once the core risks associated with a contract have been identified, the scae or importance of each risk needs to be quantified. This can be done by assessing two eements. The ikeihood (probabiity) of the risk materiaising. The impact if the risk does materiaise.

Internal Control. Guidance for Directors on the Combined Code

Internal Control. Guidance for Directors on the Combined Code Interna Contro Guidance for Directors on the Combined Code ISBN 1 84152 010 1 Pubished by The Institute of Chartered Accountants in Engand & Waes Chartered Accountants Ha PO Box 433 Moorgate Pace London

More information

Introduction the pressure for efficiency the Estates opportunity

Introduction the pressure for efficiency the Estates opportunity Heathy Savings? A study of the proportion of NHS Trusts with an in-house Buidings Repair and Maintenance workforce, and a discussion of eary experiences of Suppies efficiency initiatives Management Summary

More information

Australian Bureau of Statistics Management of Business Providers

Australian Bureau of Statistics Management of Business Providers Purpose Austraian Bureau of Statistics Management of Business Providers 1 The principa objective of the Austraian Bureau of Statistics (ABS) in respect of business providers is to impose the owest oad

More information

COASTLINE GROUP HUMAN RESOURCES STRATEGY 2015 2017. Great homes, great services, great people.

COASTLINE GROUP HUMAN RESOURCES STRATEGY 2015 2017. Great homes, great services, great people. COASTLINE GROUP HUMAN RESOURCES STRATEGY 2015 2017 Great homes, great services, great peope. Contents Foreword 2 Executive summary 1. Achievements 5 2. Context 7 3. Our peope 9.Objectives 11 5. What we

More information

ASSET MANAGEMENT OUR APPROACH

ASSET MANAGEMENT OUR APPROACH ASSET MANAGEMENT OUR APPROACH CONTENTS FOREWORD 3 INTRODUCTION 4 ASSET MANAGEMENT? 6 THE NEED FOR CHANGE 6 KEY PRINCIPLES 7 APPENDIX 1 19 GLOSSARY 20 2 FOREWORD Few things affect our customers ives as

More information

(David H T Lan) Secretary for Home Affairs

(David H T Lan) Secretary for Home Affairs Message We sha make every effort to strengthen the community buiding programme which serves to foster among the peope of Hong Kong a sense of beonging and mutua care. We wi continue to impement the District

More information

Qualifications, professional development and probation

Qualifications, professional development and probation UCU Continuing Professiona Deveopment Quaifications, professiona deveopment and probation Initia training and further education teaching quaifications Since September 2007 a newy appointed FE ecturers,

More information

3.3 SOFTWARE RISK MANAGEMENT (SRM)

3.3 SOFTWARE RISK MANAGEMENT (SRM) 93 3.3 SOFTWARE RISK MANAGEMENT (SRM) Fig. 3.2 SRM is a process buit in five steps. The steps are: Identify Anayse Pan Track Resove The process is continuous in nature and handed dynamicay throughout ifecyce

More information

Learning from evaluations Processes and instruments used by GIZ as a learning organisation and their contribution to interorganisational learning

Learning from evaluations Processes and instruments used by GIZ as a learning organisation and their contribution to interorganisational learning Monitoring and Evauation Unit Learning from evauations Processes and instruments used by GIZ as a earning organisation and their contribution to interorganisationa earning Contents 1.3Learning from evauations

More information

Order-to-Cash Processes

Order-to-Cash Processes TMI170 ING info pat 2:Info pat.qxt 01/12/2008 09:25 Page 1 Section Two: Order-to-Cash Processes Gregory Cronie, Head Saes, Payments and Cash Management, ING O rder-to-cash and purchase-topay processes

More information

The BBC s management of its Digital Media Initiative

The BBC s management of its Digital Media Initiative The BBC s management of its Digita Media Initiative Report by the Comptroer and Auditor Genera presented to the BBC Trust s Finance and Compiance Committee, 13 January 2011 Department for Cuture, Media

More information

endorsed programmes With our expertise and unique flexible approach NOCN will work with you to develop a product that achieves results.

endorsed programmes With our expertise and unique flexible approach NOCN will work with you to develop a product that achieves results. endorsed programmes With our expertise and unique fexibe approach NOCN wi work with you to deveop a product that achieves resuts. NOCN is a eading reguated UK awarding organisation that has been creating

More information

TMI ING Guide to Financial Supply Chain Optimisation 29. Creating Opportunities for Competitive Advantage. Section Four: Supply Chain Finance

TMI ING Guide to Financial Supply Chain Optimisation 29. Creating Opportunities for Competitive Advantage. Section Four: Supply Chain Finance TMI171 ING info pat :Info pat.qxt 19/12/2008 17:02 Page 29 ING Guide to Financia Suppy Chain Optimisation Creating Opportunities for Competitive Advantage Section Four: Suppy Chain Finance Introduction

More information

PREFACE. Comptroller General of the United States. Page i

PREFACE. Comptroller General of the United States. Page i - I PREFACE T he (+nera Accounting Office (GAO) has ong beieved that the federa government urgenty needs to improve the financia information on which it bases many important decisions. To run our compex

More information

Bite-Size Steps to ITIL Success

Bite-Size Steps to ITIL Success 7 Bite-Size Steps to ITIL Success Pus making a Business Case for ITIL! Do you want to impement ITIL but don t know where to start? 7 Bite-Size Steps to ITIL Success can hep you to decide whether ITIL can

More information

Early access to FAS payments for members in poor health

Early access to FAS payments for members in poor health Financia Assistance Scheme Eary access to FAS payments for members in poor heath Pension Protection Fund Protecting Peope s Futures The Financia Assistance Scheme is administered by the Pension Protection

More information

Business schools are the academic setting where. The current crisis has highlighted the need to redefine the role of senior managers in organizations.

Business schools are the academic setting where. The current crisis has highlighted the need to redefine the role of senior managers in organizations. c r o s os r oi a d s REDISCOVERING THE ROLE OF BUSINESS SCHOOLS The current crisis has highighted the need to redefine the roe of senior managers in organizations. JORDI CANALS Professor and Dean, IESE

More information

STRATEGIC PLAN 2012-2016

STRATEGIC PLAN 2012-2016 STRATEGIC PLAN 2012-2016 CIT Bishopstown CIT Cork Schoo of Music CIT Crawford Coege of Art & Design Nationa Maritime Coege of Ireand Our Institute STRATEGIC PLAN 2012-2016 Cork Institute of Technoogy (CIT)

More information

SABRe B2.1: Design & Development. Supplier Briefing Pack.

SABRe B2.1: Design & Development. Supplier Briefing Pack. SABRe B2.1: Design & Deveopment. Suppier Briefing Pack. 2013 Ros-Royce pc The information in this document is the property of Ros-Royce pc and may not be copied or communicated to a third party, or used

More information

Frequently Asked Questions

Frequently Asked Questions Community Heathcare Organisations Report & Recommendations of the Integrated Service Area Review Group Frequenty Asked Questions 1. What are Community Heathcare Services? Community Heathcare Services are

More information

Undergraduate Studies in. Education and International Development

Undergraduate Studies in. Education and International Development Undergraduate Studies in Education and Internationa Deveopment Wecome Wecome to the Schoo of Education and Lifeong Learning at Aberystwyth University. Over 100 years ago, Aberystwyth was the first university

More information

Business Banking. A guide for franchises

Business Banking. A guide for franchises Business Banking A guide for franchises Hep with your franchise business, right on your doorstep A true understanding of the needs of your business: that s what makes RBS the right choice for financia

More information

Message. The Trade and Industry Bureau is committed to providing maximum support for Hong Kong s manufacturing and services industries.

Message. The Trade and Industry Bureau is committed to providing maximum support for Hong Kong s manufacturing and services industries. Message The Trade and Industry Bureau is committed to providing maximum support for Hong Kong s manufacturing and services industries. With the weight of our economy shifting towards knowedge-based and

More information

Integrating Risk into your Plant Lifecycle A next generation software architecture for risk based

Integrating Risk into your Plant Lifecycle A next generation software architecture for risk based Integrating Risk into your Pant Lifecyce A next generation software architecture for risk based operations Dr Nic Cavanagh 1, Dr Jeremy Linn 2 and Coin Hickey 3 1 Head of Safeti Product Management, DNV

More information

IT Governance Principles & Key Metrics

IT Governance Principles & Key Metrics IT Governance Principes & Key Metrics Smawood Maike & Associates, Inc. 9393 W. 110th Street 51 Corporate Woods, Suite 500 Overand Park, KS 66210 Office: 913-451-6790 Good governance processes that moves

More information

Pay-on-delivery investing

Pay-on-delivery investing Pay-on-deivery investing EVOLVE INVESTment range 1 EVOLVE INVESTMENT RANGE EVOLVE INVESTMENT RANGE 2 Picture a word where you ony pay a company once they have deivered Imagine striking oi first, before

More information

Fixed income managers: evolution or revolution

Fixed income managers: evolution or revolution Fixed income managers: evoution or revoution Traditiona approaches to managing fixed interest funds rey on benchmarks that may not represent optima risk and return outcomes. New techniques based on separate

More information

Performance measurement practice. The use of sanctions and rewards in the public sector

Performance measurement practice. The use of sanctions and rewards in the public sector Performance measurement practice The use of sanctions and rewards in the pubic sector The foowing individuas contributed to this report: Sascha Kiess, Diane French, Nick Soan, Dan Vaance, Daniee Wiiams.

More information

Recognition of Prior Learning

Recognition of Prior Learning Recognition of Prior Learning Information Guideines for Students EXTENDED CAMPUS This subject materia is issued by Cork Institute of Technoogy on the understanding that: Cork Institute of Technoogy expressy

More information

Teamwork. Abstract. 2.1 Overview

Teamwork. Abstract. 2.1 Overview 2 Teamwork Abstract This chapter presents one of the basic eements of software projects teamwork. It addresses how to buid teams in a way that promotes team members accountabiity and responsibiity, and

More information

Professional Kingston

Professional Kingston Professiona Kingston Organisationa and workforce deveopment soutions n Facuty of Business and Law Aways improving 0/1 Contents Wecome 2 Why Kingston? 4 Course portfoio 6 Course detais 8 Work-based earning

More information

Accreditation: Supporting the Delivery of Health and Social Care

Accreditation: Supporting the Delivery of Health and Social Care Accreditation: Supporting the Deivery of Heath and Socia Care PHARMACY E F P T O L P E D P E C M F D T G L E F R Accreditation: Supporting the Deivery of Heath and Socia Care June 9, 2015 marks Word Accreditation

More information

The definition of insanity is doing the same thing over and over again and expecting different results

The definition of insanity is doing the same thing over and over again and expecting different results insurance services Sma Business Insurance a market opportunity being missed Einstein may not have known much about insurance, but if you appy his definition to the way existing brands are deveoping their

More information

Gateshead Carers Strategy

Gateshead Carers Strategy Gateshead Carers Strategy 2014-17 Recognised, Vaued and Supported Contents Page Foreword...3 Executive summary...4 Introduction...5 Strategic Priorities Nationa Drivers...5 Loca Drivers...6 Adut Socia

More information

Management Accounting

Management Accounting Management Accounting Course Text Professiona, Practica, Proven www.accountingtechniciansireand.ie Tabe of Contents FOREWORD...v SYLLABUS: MANAGEMENT ACCOUNTING...vii PART 1 INTRODUCTION Chapter 1: Introduction

More information

Addressing the Leadership Gap in Healthcare

Addressing the Leadership Gap in Healthcare A White Paper Addressing the Leadership Gap in Heathcare What s needed when it comes to eader taent? Issued June 2010 / Revised June 2011 CONTENTS 3 6 10 13 15 18 19 19 19 Introduction Prioritizing Competencies

More information

Apprenticeships. Everything you need to know about Apprenticeships with West Sussex County Council. Apprenticeships

Apprenticeships. Everything you need to know about Apprenticeships with West Sussex County Council. Apprenticeships Apprenticeships Everything you need to know about Apprenticeships with West Sussex County Counci Apprenticeships Apprenticeships September 2013 What is an Apprenticeship? An apprenticeship is a nationay

More information

Older people s assets: using housing equity to pay for health and aged care

Older people s assets: using housing equity to pay for health and aged care Key words: aged care; retirement savings; reverse mortgage; financia innovation; financia panning Oder peope s assets: using housing equity to pay for heath and aged care The research agenda on the ageing

More information

Corporate Governance f o r M a i n M a r k e t a n d a i M C o M p a n i e s

Corporate Governance f o r M a i n M a r k e t a n d a i M C o M p a n i e s Corporate Governance f o r M a i n M a r k e t a n d a i M C o M p a n i e s Shepherd and Wedderburn is one of the UK s eading aw firms. We have an uncompromising commitment to our cients, with quaity

More information

The guaranteed selection. For certainty in uncertain times

The guaranteed selection. For certainty in uncertain times The guaranteed seection For certainty in uncertain times Making the right investment choice If you can t afford to take a ot of risk with your money it can be hard to find the right investment, especiay

More information

DOING BUSINESS WITH THE REGION OF PEEL A GUIDE FOR NEW AND CURRENT VENDORS

DOING BUSINESS WITH THE REGION OF PEEL A GUIDE FOR NEW AND CURRENT VENDORS DOING BUSINESS WITH THE REGION OF PEEL A GUIDE FOR NEW AND CURRENT VENDORS TABLE OF CONTENTS INTRODUCTION... 1 GOVERNANCE... 1 COMMONLY PURCHASED GOODS AND SERVICES... 1 HOW TO REGISTER YOUR COMPANY...

More information

Leadership & Management Certificate Programs

Leadership & Management Certificate Programs MANAGEMENT CONCEPTS Leadership & Management Certificate Programs Programs to deveop expertise in: Anaytics // Leadership // Professiona Skis // Supervision ENROLL TODAY! Contract oder Contract GS-02F-0010J

More information

CUSTOM. Putting Your Benefits to Work. COMMUNICATIONS. Employee Communications Benefits Administration Benefits Outsourcing

CUSTOM. Putting Your Benefits to Work. COMMUNICATIONS. Employee Communications Benefits Administration Benefits Outsourcing CUSTOM COMMUNICATIONS Putting Your Benefits to Work. Empoyee Communications Benefits Administration Benefits Outsourcing Recruiting and retaining top taent is a major chaenge facing HR departments today.

More information

ICAP CREDIT RISK SERVICES. Your Business Partner

ICAP CREDIT RISK SERVICES. Your Business Partner ICAP CREDIT RISK SERVICES Your Business Partner ABOUT ICAP GROUP ICAP Group with 56 miion revenues for 2008 and 1,000 empoyees- is the argest Business Services Group in Greece. In addition to its Greek

More information

Niagara Catholic. District School Board. High Performance. Support Program. Academic

Niagara Catholic. District School Board. High Performance. Support Program. Academic Niagara Cathoic District Schoo Board High Performance Academic Support Program The Niagara Cathoic District Schoo Board, through the charisms of faith, socia justice, support and eadership, nurtures an

More information

UCU Continuing Professional Development

UCU Continuing Professional Development UCU Continuing Professiona Deveopment Cassroom management The background Good cassroom and behaviour management is one of the key eements of successfu teaching and earning, and wi be crucia to your success

More information

Corporate Governance f o r M a i n M a r k e t a n d a i M C o M p a n i e s

Corporate Governance f o r M a i n M a r k e t a n d a i M C o M p a n i e s Corporate Governance f o r M a i n M a r k e t a n d a i M C o M p a n i e s 23. Corporate governance towards best-practice corporate reporting John Patterson, PricewaterhouseCoopers LLP Reporting is

More information

Chapter 2 Developing a Sustainable Supply Chain Strategy

Chapter 2 Developing a Sustainable Supply Chain Strategy Chapter 2 Deveoping a Sustainabe Suppy Chain Strategy Bakan Cetinkaya Learning Goas. By reading this chapter you wi: Know the basics of competitive strategy and suppy chain strategy and understand their

More information

Education sector: Working conditions and job quality

Education sector: Working conditions and job quality European Foundation for the Improvement of Living and Working Conditions sector: Working conditions and job quaity Work pays a significant roe in peope s ives, in the functioning of companies and in society

More information

Chapter 3: e-business Integration Patterns

Chapter 3: e-business Integration Patterns Chapter 3: e-business Integration Patterns Page 1 of 9 Chapter 3: e-business Integration Patterns "Consistency is the ast refuge of the unimaginative." Oscar Wide In This Chapter What Are Integration Patterns?

More information

Personal and Public Involvement Toolkit for Staff

Personal and Public Involvement Toolkit for Staff Persona and Pubic Invovement Tookit for Staff INTRODUCTION The Southern Trust is committed to ensuring that everyone who needs to and wishes to be invoved in the panning, deveopment and evauation of its

More information

School facilities and community sport Creating the win-win scenario

School facilities and community sport Creating the win-win scenario Schoo faciities and community sport Creating the win-win scenario 1 Win win New and existing schoo faciities have the potentia to transform sport and the cub infrastructure whist supporting education and

More information

INDUSTRIAL PROCESSING SITES COMPLIANCE WITH THE NEW REGULATORY REFORM (FIRE SAFETY) ORDER 2005

INDUSTRIAL PROCESSING SITES COMPLIANCE WITH THE NEW REGULATORY REFORM (FIRE SAFETY) ORDER 2005 INDUSTRIAL PROCESSING SITES COMPLIANCE WITH THE NEW REGULATORY REFORM (FIRE SAFETY) ORDER 2005 Steven J Manchester BRE Fire and Security E-mai: manchesters@bre.co.uk The aim of this paper is to inform

More information

ELEVATING YOUR GAME FROM TRADE SPEND TO TRADE INVESTMENT

ELEVATING YOUR GAME FROM TRADE SPEND TO TRADE INVESTMENT Initiatives Strategic Mapping Success in The Food System: Discover. Anayze. Strategize. Impement. Measure. ELEVATING YOUR GAME FROM TRADE SPEND TO TRADE INVESTMENT Foodservice manufacturers aocate, in

More information

The Productive Therapist and The Productive Clinic Peter R. Kovacek, MSA, PT

The Productive Therapist and The Productive Clinic Peter R. Kovacek, MSA, PT The Productive Therapist and The Productive Cinic Peter R. Kovacek, MSA, PT Format Interactive Discussions among equa peers Constructive argument Reaity Oriented Mutua Accountabiity Expectation Panning

More information

A Description of the California Partnership for Long-Term Care Prepared by the California Department of Health Care Services

A Description of the California Partnership for Long-Term Care Prepared by the California Department of Health Care Services 2012 Before You Buy A Description of the Caifornia Partnership for Long-Term Care Prepared by the Caifornia Department of Heath Care Services Page 1 of 13 Ony ong-term care insurance poicies bearing any

More information

Overview of Health and Safety in China

Overview of Health and Safety in China Overview of Heath and Safety in China Hongyuan Wei 1, Leping Dang 1, and Mark Hoye 2 1 Schoo of Chemica Engineering, Tianjin University, Tianjin 300072, P R China, E-mai: david.wei@tju.edu.cn 2 AstraZeneca

More information

Tackling external fraud

Tackling external fraud Good practice in tacking externa fraud Xxxxxxxxxxx GOOD PRACTICE GUIDE Tacking externa fraud Good practice in tacking externa fraud Xxxxxxxxxxx The Nationa Audit Office scrutinises pubic spending on behaf

More information

Education Quality Improvement Framework

Education Quality Improvement Framework Education Quaity Improvement Framework for Undergraduate and Postgraduate Medica Education and Training in the UK The duties of a doctor registered with the Genera Medica Counci Patients must be abe to

More information

CERTIFICATE COURSE ON CLIMATE CHANGE AND SUSTAINABILITY. Course Offered By: Indian Environmental Society

CERTIFICATE COURSE ON CLIMATE CHANGE AND SUSTAINABILITY. Course Offered By: Indian Environmental Society CERTIFICATE COURSE ON CLIMATE CHANGE AND SUSTAINABILITY Course Offered By: Indian Environmenta Society INTRODUCTION The Indian Environmenta Society (IES) a dynamic and fexibe organization with a goba vision

More information

Creative learning through the arts an action plan for Wales

Creative learning through the arts an action plan for Wales Creative earning through the arts an action pan for Waes 2015 2020 Audience The entire teaching workforce and government and nationa partners, incuding regiona education consortia, oca authorities, governing

More information

FINANCIAL ACCOUNTING

FINANCIAL ACCOUNTING FINANCIAL ACCOUNTING Part 1 A conceptua framework: setting the scene 1 Who needs accounting? 2 A systematic approach to financia reporting: the accounting equation 3 Financia statements from the accounting

More information

Asia Pacific Disability Rehabilitation Journal

Asia Pacific Disability Rehabilitation Journal DEVELOPMENTAL ARTICLES Asia Pacific Disabiity Rehabiitation Journa PRIMARY HEALTH CARE AND COMMUNITY BASED REHABILITATION: IMPLICATIONS FOR PHYSICAL THERAPY Tracy Bury* ABSTRACT The Word Confederation

More information

CONTRIBUTION OF INTERNAL AUDITING IN THE VALUE OF A NURSING UNIT WITHIN THREE YEARS

CONTRIBUTION OF INTERNAL AUDITING IN THE VALUE OF A NURSING UNIT WITHIN THREE YEARS Dehi Business Review X Vo. 4, No. 2, Juy - December 2003 CONTRIBUTION OF INTERNAL AUDITING IN THE VALUE OF A NURSING UNIT WITHIN THREE YEARS John N.. Var arvatsouakis atsouakis DURING the present time,

More information

How to deal with personal financial problems

How to deal with personal financial problems How to dea with persona financia probems D I S P U T E R E S O L U T I O N Introduction Heping you face the future with confidence In 2014, the eve of consumer debt in the UK grew to reach a seven-year

More information

briefing for the Business and enterprise committee october 2008 Performance of the Department for Business, Enterprise and Regulatory Reform 2007-08

briefing for the Business and enterprise committee october 2008 Performance of the Department for Business, Enterprise and Regulatory Reform 2007-08 briefing for the Business and enterprise committee october 2008 Performance of the Department for Business, Enterprise and Reguatory Reform 2007-08 Our vision is to hep the nation spend wisey. We promote

More information

Best Practices for Push & Pull Using Oracle Inventory Stock Locators. Introduction to Master Data and Master Data Management (MDM): Part 1

Best Practices for Push & Pull Using Oracle Inventory Stock Locators. Introduction to Master Data and Master Data Management (MDM): Part 1 SPECIAL CONFERENCE ISSUE THE OFFICIAL PUBLICATION OF THE Orace Appications USERS GROUP spring 2012 Introduction to Master Data and Master Data Management (MDM): Part 1 Utiizing Orace Upgrade Advisor for

More information

professional indemnity insurance proposal form

professional indemnity insurance proposal form professiona indemnity insurance proposa form Important Facts Reating To This Proposa Form You shoud read the foowing advice before proceeding to compete this proposa form. Duty of Discosure Before you

More information

A short guide to making a medical negligence claim

A short guide to making a medical negligence claim A short guide to making a medica negigence caim Introduction Suffering from an incident of medica negigence is traumatic and can have a serious ong-term impact on both the physica and menta heath of affected

More information

A Manager s Toolkit: How to develop your workforce

A Manager s Toolkit: How to develop your workforce A Manager s Tookit: How to deveop your workforce Contents Introduction Who is this tookit for? 1 Why has it been deveoped? 1 What shoud it assist you with? 1 Who has deveoped it? 1 Purpose of the resource

More information

Certified Once Accepted Everywhere Why use an accredited certification body?

Certified Once Accepted Everywhere Why use an accredited certification body? Certified Once Accepted Everywhere Why use an accredited certification body? Third party management systems certification is a frequenty specified requirement to operate in the goba market pace. It can

More information

SELECTING THE SUITABLE ERP SYSTEM: A FUZZY AHP APPROACH. Ufuk Cebeci

SELECTING THE SUITABLE ERP SYSTEM: A FUZZY AHP APPROACH. Ufuk Cebeci SELECTING THE SUITABLE ERP SYSTEM: A FUZZY AHP APPROACH Ufuk Cebeci Department of Industria Engineering, Istanbu Technica University, Macka, Istanbu, Turkey - ufuk_cebeci@yahoo.com Abstract An Enterprise

More information

Contract management - what to think about?

Contract management - what to think about? Contract management - what to think about? CONTRACT MANAGEMENT DIAGNOSTIC - OPERATIONAL CONSIDERATIONS 1 Planning and Governance 1. There is a planned transition from the tendering/contract award phase

More information

AUSTRALIA S GAMBLING INDUSTRIES - INQUIRY

AUSTRALIA S GAMBLING INDUSTRIES - INQUIRY Mr Gary Banks Chairman Productivity Commission PO Box 80 BELCONNEN ACT 2616 Dear Mr Banks AUSTRALIA S GAMBLING INDUSTRIES - INQUIRY I refer to the Issues Paper issued September 1998 seeking submissions

More information

WHITE PAPER BEsT PRAcTIcEs: PusHIng ExcEl BEyond ITs limits WITH InfoRmATIon optimization

WHITE PAPER BEsT PRAcTIcEs: PusHIng ExcEl BEyond ITs limits WITH InfoRmATIon optimization Best Practices: Pushing Exce Beyond Its Limits with Information Optimization WHITE Best Practices: Pushing Exce Beyond Its Limits with Information Optimization Executive Overview Microsoft Exce is the

More information

Quality Assurance in Initial Teacher Education. The Standard for Initial Teacher Education in Scotland Benchmark Information

Quality Assurance in Initial Teacher Education. The Standard for Initial Teacher Education in Scotland Benchmark Information Quaity Assurance in Initia Teacher Education The Standard for Initia Teacher Education in Scotand Information OCTOBER 2000 Convener's introduction This document is a statement of the Standard for Initia

More information

Ricoh Healthcare. Process Optimized. Healthcare Simplified.

Ricoh Healthcare. Process Optimized. Healthcare Simplified. Ricoh Heathcare Process Optimized. Heathcare Simpified. Rather than a destination that concudes with the eimination of a paper, the Paperess Maturity Roadmap is a continuous journey to strategicay remove

More information

We are XMA and Viglen.

We are XMA and Viglen. alearn with Microsoft 16pp 21.07_Layout 1 22/12/2014 10:49 Page 1 FRONT COVER alearn with Microsoft We are XMA and Vigen. Ca us now on 0115 846 4900 Visit www.xma.co.uk/aearn Emai alearn@xma.co.uk Foow

More information

Capability Development Grant. Build business capabilities to sharpen your competitive edge

Capability Development Grant. Build business capabilities to sharpen your competitive edge Capabiity Deveopment Grant Buid business capabiities to sharpen your competitive edge 1 Buid up your business with the Capabiity Deveopment Grant The Capabiity Deveopment Grant (CDG) is a financia assistance

More information

Vital Steps. A cooperative feasibility study guide. U.S. Department of Agriculture Rural Business-Cooperative Service Service Report 58

Vital Steps. A cooperative feasibility study guide. U.S. Department of Agriculture Rural Business-Cooperative Service Service Report 58 Vita Steps A cooperative feasibiity study guide U.S. Department of Agricuture Rura Business-Cooperative Service Service Report 58 Abstract This guide provides rura residents with information about cooperative

More information

Setting up the Forensic Laboratory

Setting up the Forensic Laboratory Chapter 3 Setting up the Forensic Laboratory Tabe of Contents 3.1 Setting Up the Forensic Laboratory 25 3.1.1 Forensic Laboratory Terms of Reference 26 3.1.2 The Status of the Forensic Laboratory 26 3.1.3

More information

Program Management Seminar

Program Management Seminar Program Management Seminar Program Management Seminar The word s best management schoos are noted for their superior program execution, high eves of customer satisfaction, and continuous program improvements.

More information

Extracting the power of One Philips

Extracting the power of One Philips Our suppiers The Company s mission for suppy management is to create vaue by extracting the power of One Phiips and transforming the transactiona purchasing function into strategic suppy management. 2007

More information

RESEARCH GRANTS: guidelines for applicants

RESEARCH GRANTS: guidelines for applicants RESEARCH GRANTS: guideines for appicants The Dunhi Medica Trust These guideines appy ony to appications for Research Project and Research Programme grants. Separate guideines are avaiabe for: Research-reated

More information

Human Capital & Human Resources Certificate Programs

Human Capital & Human Resources Certificate Programs MANAGEMENT CONCEPTS Human Capita & Human Resources Certificate Programs Programs to deveop functiona and strategic skis in: Human Capita // Human Resources ENROLL TODAY! Contract Hoder Contract GS-02F-0010J

More information

Strengthening Human Resources Information Systems: Experiences from Bihar and Jharkhand, India

Strengthening Human Resources Information Systems: Experiences from Bihar and Jharkhand, India Strengthening Human Resources Information Systems: Experiences from Bihar and Jharkhand, India Technica Brief October 2012 Context India faces critica human resources (HR) chaenges in the heath sector,

More information

Oracle. L. Ladoga Rybinsk Res. Volga. Finland. Volga. Dnieper. Dnestr. Danube. Lesbos. Auditing Oracle Applications Peloponnesus

Oracle. L. Ladoga Rybinsk Res. Volga. Finland. Volga. Dnieper. Dnestr. Danube. Lesbos. Auditing Oracle Applications Peloponnesus N o r w e g i a n S e a White 60ûN ATLANTIC OCEAN UNITED KINGDOM Rio Douro Hebrid Bay of Biscay Garonne Faroe Isands Shetand Isands Orkney Isands North Loire ine Rhone Rhine Po Ebe Adriatic Batic Guf of

More information

Ricoh Legal. ediscovery and Document Solutions. Powerful document services provide your best defense.

Ricoh Legal. ediscovery and Document Solutions. Powerful document services provide your best defense. Ricoh Lega ediscovery and Document Soutions Powerfu document services provide your best defense. Our peope have aways been at the heart of our vaue proposition: our experience in your industry, commitment

More information

Monopoly 8. 3 the local refuse disposal service 4 your school 5 the national telephone service 6 the national postal service.

Monopoly 8. 3 the local refuse disposal service 4 your school 5 the national telephone service 6 the national postal service. Monopoy 8 By the end of this chapter, you shoud be abe to: HL expain the assumptions of monopoy HL define, expain, and give exampes of sources of monopoy power/ barriers to entry HL define, expain, and

More information

Key Questions to Ask About

Key Questions to Ask About everychid. onevoice. Every time i have to go to the bathroom at schoo, there s a ine. And sometimes they reay need to be ceaned. Maybe the schoo can get some more hep to open up a of the restrooms again.

More information

What are your responsibilities as an executor?

What are your responsibilities as an executor? News ISSUE 9, AUTUMN 2013 What are your responsibiities as an executor? You have agreed to be the executor for a friend or famiy member. Now the time has come to discharge your duties but where do you

More information

L I C E N S I N G G U I D E

L I C E N S I N G G U I D E O R A C L E H Y P E R I O N E N T E R P R I S E P E R F O R M A N C E M A N A G E M E N T S Y S T E M L I C E N S I N G G U I D E EPM System Licensing Guide Copyright 2009, Orace and/or its affiiates.

More information

Let s get usable! Usability studies for indexes. Susan C. Olason. Study plan

Let s get usable! Usability studies for indexes. Susan C. Olason. Study plan Let s get usabe! Usabiity studies for indexes Susan C. Oason The artice discusses a series of usabiity studies on indexes from a systems engineering and human factors perspective. The purpose of these

More information

INDUSTRIAL AND COMMERCIAL

INDUSTRIAL AND COMMERCIAL Finance TM NEW YORK CITY DEPARTMENT OF FINANCE TAX & PARKING PROGRAM OPERATIONS DIVISION INDUSTRIAL AND COMMERCIAL ABATEMENT PROGRAM PRELIMINARY APPLICATION AND INSTRUCTIONS Mai to: NYC Department of Finance,

More information

The eg Suite Enabing Rea-Time Monitoring and Proactive Infrastructure Triage White Paper Restricted Rights Legend The information contained in this document is confidentia and subject to change without

More information

What makes a good Chair? A good chair will also: l always aim to draw a balance between hearing everyone s views and getting through the business.

What makes a good Chair? A good chair will also: l always aim to draw a balance between hearing everyone s views and getting through the business. Chairing a meeting An important job of the Chairperson is chairing meetings. Prior House 6 Tibury Pace Brighton BN2 0GY Te. 01273 606160 Fax. 01273 673663 info@resourcecentre.org.uk www.resourcecentre.org.uk

More information

Benefits That Count. Colonial Life is the proud sponsor of SHRM s Annual Employee Benefits Survey. coloniallife.com

Benefits That Count. Colonial Life is the proud sponsor of SHRM s Annual Employee Benefits Survey. coloniallife.com Benefits That Count Coonia Life is the proud sponsor of SHRM s Annua Empoyee Benefits Survey cooniaife.com 1 Dear Empoyer: Randa C. Horn President & CEO Coonia Life & Accident Insurance Company 1200 Coonia

More information

Network/Communicational Vulnerability

Network/Communicational Vulnerability Automated teer machines (ATMs) are a part of most of our ives. The major appea of these machines is convenience The ATM environment is changing and that change has serious ramifications for the security

More information

Licensed to: Printed by RR Donnelley, China 1 2 3 4 5 6 7 8 9 10 13 12 11

Licensed to: Printed by RR Donnelley, China 1 2 3 4 5 6 7 8 9 10 13 12 11 Licensed to: ichapters User FOURTH EDITION Human Resource Management in South Africa Pieter A. Grober, Surette Wärnich, Michae R. Carre, Norbert F. Ebert, Robert D. Hatfied www.cengage.co.uk/grober4 Human

More information

Using School Leadership Teams to Meet the Needs of English Language Learners

Using School Leadership Teams to Meet the Needs of English Language Learners Nationa Center on Response to Intervention Information Brief: Using Schoo Leadership Teams to Meet the Needs of Engish Language Learners M. Movit, I. Petrykowska, and D. Woodruff May 2010 Leadership teams

More information