Environmental Scan. For the OEI to successfully achieve its goals, it must be guided by research into how other states have expanded and streamlined their delivery of online education as well as how online instruction can be delivered in ways that support and advance equity. The RP Group has extensive experience conducting literature reviews and environmental scans that inform large research initiatives; moreover, the RP Group has pioneered a new approach that extends this research component to run throughout the life of the project rather than simply providing an initial foundation of information. With this method, questions that arise as the design and implementation processes advance can be included in the environmental scan, with the appropriate expertise consulted for the duration of the project. Furthermore, the RP Group has just recently conducted a literature review as part of the above8noted evaluation of the SJSU8Udacity collaboration, providing a strong foundation from which to build and expand research for the OEI. With this breadth of knowledge and relevant experience added to the expertise of OEI Advisory Committee, steering committees, management team, and task forces, the RP Group will enable the OEI to leverage successful strategies at work around the country for the benefit of this project.
Environmental Scan. The RP Group believes that research and evaluation work should rest on the foundation of what is already known. As such, our standard operating procedure is to ground our projects in an environmental scan. This step comprises a review of the relevant literature and academic studies as well as interviews and even focus groups with key informants. Furthermore, our experience has shown that projects need to be informed by environmental scans not just as they get started, but also throughout the implementation process. As such, the RP Group paces our background research so that while a foundation of knowledge is collected up front, the environmental scan continues through the duration of each project, generating information about effective practices and more in order to inform and add perspective to each phase of implementation. The RP Group’s environmental scan for the OEI will draw from our work both within the CCC system and on a national level. The RP Group has been a part of a number of national initiatives, such as the Bill and Xxxxxxx Xxxxx Foundation’s Completion by Design and the Aspen Institute’s Prize for Community College Excellence. This work has exposed the RP Group to innovative solutions and effective practices in use across the country. We will bring this knowledge to the OEI, introducing project leaders to new ways of thinking old challenges. Moreover, the RP Group will leverage our wealth of experience with the CCC system to help the OEI leadership team identify how these approaches at work outside of California could be adjusted to work within the parameters and complexities of our own system. Finally, identifying and leveraging ideas and approaches from across the country will include our use of “advisors” who can further inform the project and connect a particular area of research to implementation and action. Advisors who participated in a recent RP Group project included nationally known research experts from Teachers College at Columbia University, CEOs of national initiatives in the targeted area, counselors from California community colleges, and student representatives. We met with each advisor two to three times each year over the course of the three8year project, asking them for specific feedback and advice on research questions, project updates, and research briefs. The RP Group’s initial experience using this approach to advising has been so productive that intend to use it again for the benefit of the OEI The RP Group uses an i...
Environmental Scan. Liberia’s health workforce training institutions face burdens that are common throughout the developing world. These include: ⮚ Growing demand in every aspect of health care delivery ⮚ Ineffective planning and policy initiatives ⮚ Insufficient management and administrative support ⮚ High-levels of brain-drain and attrition ⮚ Problems of development and sustainability ⮚ Inability to incorporate transitions of the 21st Century (Golakai, V. (2015). Presentation to UL Board of Trustees: Health Sciences Project) These factors reflect sector-wide barriers to capacity building and therefore guided an analysis of the strengths, weaknesses, opportunities and threats (SWOT) within the existing health and life science units: CoST, AMD, TNIMA, and Student Services. Because each unit is unique in its ability to respond to the environment, the analysis is conducted separately and summarized through a meta-analysis listing key determinants to be addressed in the strategic plan.
Environmental Scan. Xxxxxx Xxxxxx Island is entering a period in which employer demand, demographics, education and skill levels, employee expectations and mobility are all changing. Xxxxxx Xxxxxx Island is at a crossroads where the demand for labour is outpacing the supply of skilled and knowledgeable workers because of changing demographics and the migration of labour. Similarly, the education and skill requirements of the Island’s labour force has increased significantly and will need to continue to increase in order to meet the needs of employers in a new economy where the primary assets are people and knowledge. Traditionally, Xxxxxx Xxxxxx Island’s labour market has featured intense seasonal peaks and a significant number of low-skilled jobs. This helped stimulate strong labour force participation and high levels of employment during seasonal peaks. It also resulted in substantial unemployment and underemployment of Islanders during non-peak seasons. While the labour market issue of the past was shortages of jobs, the key issue today, and for the future, is shortages of skills and labour. In an effort to reduce the instability of the PEI labour market, the provincial government has created a vision outlined in, “Island Prosperity-A Focus for Change”, which positions the province to strategically address current economic challenges. An integral part of the strategy is the development of a labour market that compliments key sector investment and expansion. Key indicators for Xxxxxx Xxxxxx Island’s economy: • On July 1, 2008, the population of Xxxxxx Xxxxxx Island was estimated at 139,818, an increase of 1.2 percent from 2007. • The unemployment rate rose from 10.3% in 2007 to 10.8% in 2008. This was the second highest unemployment rate in the country. • In 2008, the labour force participation rate was 68.7%, 0.9 percentage points higher than the national average. This was slightly higher than the 68.2 % in 2007. • Xxxxxx Xxxxxx Island continued to have the highest participation rate in the country among the core working age group (25-44 years). Approximately nine out of every ten in this age group were either working or actively looking for work in 2008.
Environmental Scan. As a part of the process of assessment of the Burbank Police Department it will be necessary to conduct a Strength, Weaknesses, Opportunity and Threats analysis (SWOT), a stakeholder analysis and environmental scan of the climate upon which the Department must function. This will include a stakeholder assessment and a vision of the City Council’s desires in evaluating the mission of the BPD and the delivery of services to the community.
Environmental Scan. Key strategies and priorities related to the labour market
Environmental Scan. Current HIE Capacity New York is ready for large scale health information exchange (HIE) implementation. The state has pioneered the governance, operational, and technical aspects of information exchange at both the regional and state levels. All key stakeholders are engaged in functional collaboration activities. A base of human capital is in place that can launch transformation at all levels, from strategic planning to process redesign to technical implementation. New York is ready to rapidly build upon its solid foundation of learning and experience. With additional financial support from the federal government, New York can translate its initial foundation of operational HIE services into a robust production level system that supports statewide exchange of meaningful health information. This environmental scan details many of the activities underway over the last 5 years to support health information exchange. This section will provide those new to New York the necessary background information to understand how far the state has progressed in standing up the governance, organizational, and technological systems for information exchange. Following the environmental scan is an analysis that points out the opportunities for moving from New York’s current state to a desired state of widespread meaningful use of health information. Health Care Efficiency and Affordability Law for New Yorkers The Health Care Efficiency and Affordability Law for New Yorkers Capital Grant Program (the HEAL NY Program) was established in 2004 to invest up to $1 billion over a four year period to reform and reconfigure New York’s health care delivery system to achieve improvements in patient care and increase efficiency of operation. Over 25% of the HEAL NY budget is devoted to health information technology (IT), which has been executed in three rounds of funding totaling $260 million by the New York State Department of Health (NYS DOH). Further, these public funds have been used to leverage an additional $290 million of private sector matching funds so that, all told, public and private spending on health IT and HIE in New York State under the HEAL NY umbrella will exceed half a billion dollars. Table 1 details the HEAL program investment by New York State. HEAL 1 2007 26 $53M $148M $201M HEAL 5 2008 19 $95M $47M $142M HEAL 5 2008 1 (NYeC) $5M na $5M HEAL 10 2009 9 $60M $85M $144M HEAL 10 2009 1 (NYeC) $35M na $35M HEAL 10 2009 1 (HITEC) $5M na $5M Total $253M $280M $532M The ...
Environmental Scan. An environmental scan was conducted as part of the planning and development ofthe Homelessness Implementation Plan. This comprised: • mapping homelessness services provided by the Australian and State governments, and the non-government sector; • collation of all recommendations provided to the National Youth Commission Inquiry into Youth Homelessness, the Homelessness Green Paper consultation by State Government, the non-government sector and private organisations; • recommendations of the Xxxxxxx Xxxxxxxx report Ending Homelessness In Tasmania, 2008; and • a consultation meeting with key non-government organisations and peaks. An analysis of the information collated revealed pressure points and gaps in the specialist homelessness service system and in the provision of mainstream services. The six initiatives outlined below detail how these pressure points and gaps are to be addressed. Tasmania proposes six initiatives under the Homelessness IP:
Environmental Scan. The Institute will undertake a survey of current international development organizations involved in the resource extraction sector (CIDA, IDRC and tri-agency organizations (SSHRC/NSERC/IDRC, etc.) to identify current and relevant databases, modes of communication, expertise, and activities. This scan of existing resources will be used to determine gaps in knowledge and existing needs to be addressed by the Institute.
Environmental Scan. The Northwest Territories (NWT) covers an area of approximately 1,346,106 km2 (about the size of Alberta and Saskatchewan combined). Of the 33 communities in the NWT, only five (Inuvik, Hay River, Fort Xxxxx, Behchoko and Yellowknife) have populations exceeding 2,000. The population of Yellowknife (20,834 as of July 1, 2017), represents almost half of the territorial population at that time (44,250). The population in the NWT is made up of approximately half Indigenous and half non-Indigenous persons (a ratio of 22,278 to 22,242 respectively as of July 1, 2017). Of the 22,278 Indigenous persons, only 5,322 (23%) were living in Yellowknife, as the majority live in the smaller communities. 1 As of October 1, 2018, the population of the NWT was 44,445, down 652 people from October 1, 2017. Over this period, there was a natural net increase of 379 persons but the population ultimately decreased due to a net loss of 1,120 persons through interprovincial migration.2 Population growth is expected year over year in the larger centres, however it is expected to decline year over year in many of the smaller communities3. The 2012 Survey on Disability conducted by Statistics Canada (the latest data available) showed that 8.2% of the population of the NWT aged 15 years and older identified as having a disability (2,740 persons).
