Community Brochure 16 Sample Clauses

Community Brochure 16. 1.7.3. Flyer (RobotDays) 17 1.7.4. Roll Up 17 1.7.5. Sponsorship brochure 18 1.7.6. Promotional Items 18 1.7.7. Flyer (Open Call) 19 1.8. Social Media 19 1.8.1. RobotDays 19 1.8.2. Open call 20 1.8.3. Webinar 21 1.9. Website Design 21 2. MARKETPLACE BRAND DEVELOPMENT 23 2.1. Defining the Audience 23 2.2. Business Model and Value proposition 23 2.3. Brand Strategy 24 2.3.1. Brand Purpose 24 2.3.2. Brand Archetype 24 2.3.3. Brand Character 24 2.3.4. Brand Tonality 25 2.4. Name development 25 2.4.1. Background 25 2.4.2. The Naming Typologies 25 2.4.3. Naming Criteria 26 2.4.4. Basic Legal Check 26 2.4.5. Name Selection (Workshop) 27 2.5. Visual Identity Development 27 2.5.1. Logotype 27 2.5.2. Fonts 28 2.5.3. Colour Palette 28 2.5.4. Design Style Guide 29 2.5.5. Marketplace (Holding page) 29 Executive summary LOUPE 16 sought to create an approach to brand and communications that focused on the benefits to our key audiences. We developed a two-pronged approach by creating a brand for DIH2 (‘the project’) and a separate, but interlinked brand for the marketplace (‘the product’). DIH² Project Brand The strategy phase was split into distinct interconnected steps. The aim was to develop a brand for the DIH² project that communicates the ambition of the project to and engages with the desired audience. Importantly, the brand development for the DIH² project brand needed to be sufficiently differentiated from the Marketplace brand (‘the product’) due to their differing purposes. The first step of development was an overarching brand strategy consisting of a value proposition for the business model, a brand purpose, defining a brand archetype and bringing these elements to life through a brand tonality that would drive design development. A logotype, associated visual identity (typography, colour palette and image style) and verbal identity (how the brand ‘sounds’ in the written word) were developed and brought together in a design style guide to enable consortium members to apply the brand identity in a consistent way. Consortium members recommended the types of communication materials they needed to reach the desired audience. We developed a communications toolbox including a standard PowerPoint presentation, RobotDays promotional material, open call flyer, sponsorship brochure and a range of promotional items for use at events and conferences. In addition, we established a LinkedIn presence, a YouTube page and designed a suite of social media banners and posts. A ...
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Related to Community Brochure 16

  • Community Service Service to the wider community includes active participation in a wide variety of governmental, societal and community institutions, programs and services, where such participation is based on the candidate’s academic or professional expertise.

  • Community Outreach Please describe all community outreach efforts undertaken since the last report.

  • Community Partnerships The Contractor must submit a Communication Plan (“Plan”) developed with each Housing Assessment and Resource Agency (“HARA”) within their assigned Region(s):

  • Community Engagement The HSP will engage the community of diverse persons and entities in the area where it provides health services when setting priorities for the delivery of health services and when developing plans for submission to the LHIN including but not limited to CAPS and integration proposals. As part of its community engagement activities, the HSPs will have in place and utilize effective mechanisms for engaging families, caregivers, clients, residents, patients and other individuals who use the services of the HSP, to help inform the HSP plans, including the HSP’s contribution to the establishment and implementation by the LHIN of geographic sub-regions in its local health system.

  • Washtenaw Community College Eastern Michigan University Xxxx Xxxxxxxx College of Education Advising OE 102X 206 Xxxxxx Building, 734.487.1416 734.677.5031 xxx_xxxxxxxx@xxxxx.xxx

  • Community Involvement The Grantee will facilitate and convene a Community Task Force as one means of developing collaboration among the Grantee, affected residents, and the broader community. The Grantee also will provide information to keep the Community Task Force fully apprised of the planning and implementation of revitalization efforts. The Community Task Force shall be comprised of affected public housing residents, local government officials, service providers, community groups, and others. The Community Task Force will provide advice, counsel and recommendations to the Grantee on all aspects of the HOPE VI development process, including shaping the goals and outcome of the Community and Supportive Services Plan. Community Task Force participants also will disseminate information throughout the community about the Grantee's revitalization efforts. The Grantee's responsibilities with regard to the Community Task Force include:

  • Community Development 1. Support the mission of Residence Life & Housing in building a strong community on all levels.

  • Community Mental Health Center Services Assertive Community Treatment Staffing Full Time Equivalents Community Mental Health Center June 2020 March 2020 Nurse Masters Level Clinician/or Equivalent Functional Support Worker Peer Specialist Total (Excluding Psychiatry) Psychiatrist/Nurse Practitioner Total (Excluding Psychiatry) Psychiatrist/Nurse Practitioner 01 Northern Human Services 1.81 1.80 9.75 0.00 13.36 1.20 16.37 1.20 02 West Central Behavioral Health 0.70 1.20 3.70 0.50 6.10 0.50 6.10 0.50 03 Lakes Region Mental Health Center 1.00 2.00 2.50 1.00 6.50 0.75 7.00 0.75 04 Riverbend Community Mental Health Center 0.50 2.00 8.00 0.00 10.50 0.50 10.50 0.50 05 Monadnock Family Services 2.00 2.25 3.50 1.10 8.85 0.65 8.85 0.65 06 Greater Nashua Mental Health 1 1.00 1.00 5.00 1.00 8.00 0.25 6.50 0.25 06 Greater Nashua Mental Health 2 1.00 1.00 5.00 1.00 8.00 0.25 7.50 0.25 07 Mental Health Center of Greater Manchester-CTT 1.00 11.00 5.25 1.00 18.25 0.91 18.25 0.91 07 Mental Health Center of Greater Manchester-MCST 1.00 8.00 7.25 1.00 17.25 0.91 16.25 0.91 08 Seacoast Mental Health Center 1.00 2.10 5.00 1.00 9.10 0.60 9.10 0.60 09 Community Partners 0.25 2.00 6.95 0.00 9.20 0.70 11.05 0.63 10 Center for Life Management 1.00 2.00 4.30 1.00 8.30 0.40 8.55 0.40 Total 12.26 36.35 66.20 8.60 123.41 7.62 127.02 7.55 2b. Community Mental Health Center Services: Assertive Community Treatment Staffing Competencies Community Mental Health Center Substance Use Disorder Treatment Housing Assistance Supported Employment June 2020 March 2020 June 2020 March 2020 June 2020 March 2020 01 Northern Human Services 3.55 2.55 8.75 10.75 1.00 1.50 02 West Central Behavioral Health 0.20 0.20 4.10 4.10 0.60 0.60 03 Lakes Region Mental Health Center 1.00 1.00 5.50 6.00 2.00 2.00 04 Riverbend Community Mental Health Center 1.50 1.50 9.50 9.50 0.50 0.50 05 Monadnock Family Services 1.40 1.40 2.00 2.00 1.00 1.00 06 Greater Nashua Mental Health 1 4.25 4.25 6.25 6.25 1.00 1.00 06 Greater Nashua Mental Health 2 5.25 5.25 7.00 7.00 0.00 0.00 07 Mental Health Center of Greater Manchester-CCT 10.91 10.91 13.75 13.75 2.00 2.00 07 Mental Health Center of Greater Manchester-MCST 5.91 5.91 12.75 11.75 2.00 2.00 08 Seacoast Mental Health Center 2.00 2.00 5.00 5.00 2.00 2.00 09 Community Partners 2.70 2.63 5.05 5.05 0.38 0.68 10 Center for Life Management 3.00 3.00 7.00 7.00 0.30 0.30 Total 41.67 40.60 86.65 88.15 12.78 14.58 Revisions to Prior Period: None. Data Source: Bureau of Mental Health CMHC ACT Staffing Census Based on CMHC self-report. Notes: Data compiled 07/16/2020; for 2b: the Staff Competency values reflect the sum of FTEs trained to provide each service type. These numbers are not a reflection of the services delivered, but rather the quantity of staff available to provide each service. If staff are trained to provide multiple service types, their entire FTE value is credited to each service type.

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