Organizational Capacity. The application should describe the applicant’s ability to deliver the program to the target population and to meet all grant requirements. This includes: the organizational structure, financial stability, relevant partnerships, experience in working with the target population, addressing the topic being proposed, and current and past performances with similar grants.
Organizational Capacity. The CJC shall:
a. Provide management and supervision of center staff; provide financial reports as requested by state and in format requested by state; be fiscally responsible; maintain accurate accounting (receipt and disbursement) of all state monies, federal monies, county monies, private monies as well as an accurate accounting of in-kind services, items or other donations from state, county, federal and private sectors;
b. Conduct criminal background screenings for all CJC employees and volunteers; comply with the requirements of the Volunteer Government Workers Act;
c. Maintain abuse prevention policies that promote a safe environment, ensure appropriate supervision of children on the premises, and abide by mandatory reporting laws;
d. Comply with the requirements of the Program’s critical incident policy, which outlines the circumstances under which the CJC must notify the Program of incidents that may meet the definition of a critical incident; critical incidents include but are not limited to potential violations of local, state, or federal law;
e. Participate in CJC directors meetings, State Advisory Board meetings, State Advisory Board committee meetings and any special appointments to committees by the State Advisory Board; and the CJC Symposium;
f. Maintain a local advisory board, with appointees and designees serving a term or terms as designated in the board’s bylaws; it is recommended that it be composed of the following people from the county or area: 1) the local center director or the director's designee; 2) a district attorney or county attorney having criminal jurisdiction or any designee; 3) a representative of the attorney general's office, designated by the attorney general; 4) at least one official from a local law enforcement agency or the local law enforcement agency's designee; 5) the county executive or the county executive's designee;
Organizational Capacity. Berkeley City College (BCC) is the lead organization for this project. BCC is an accredited two-year postsecondary institution of the California Community College System, offering a total of 79 Associate Degrees, Associate-Degrees for Transfer (ADTs), Certificates of Achievement and Certificates of Proficiency. In terms of STEAM, BCC offers comprehensive programs in the areas of Science, Technology, Art, and Mathematics. Particularly relevant to this project is the college’s Biotechnology program where Associate Degree is offered, as well as Certificates of Achievement in the areas of Biotechnology Research Laboratory Assistant and Biotechnology Laboratory Assistant. BCC is well equipped to serve students in Biotechnology with full capacity, which is proven by the track records of the alumni from the program. BCC’s institutional goals/priorities include elimination of equity gaps in Latin X and African American student populations which are in alignment with the Bayer STEAM Education Investments. BCC has made consistent effort in creating access to historically underserved students who will be guided through academic and career pathways to successfully navigate and complete their program of study and transfer to four-year institutions and/or obtain high-wage jobs. BCC is a recipient of the Hispanic Serving Institution (HSI) federal grant where the college provides consistent instruction and various services that are culturally relevant for the Latin X students and beyond to ensure their success. BCC has focused on the development of pipeline and pathways framework from K-12 education to Community College system where students can seamlessly continue their education from high school to college through Dual Enrollment system. BCC’s historical commitment and partnership with the K-12 system will contribute positively to Bayer STEAM Investments with our partners: Biotech Partners and Berkeley High School Regional Educational Program. The following are key project staff at BCC: Xx. Xxxxx holds a Master of Science degree in Geology, as well as Single Subject Teaching Credentials in Mathematics, Geosciences and Physics. Xx. Xxxxx also has an English-Learner Authorization from the California Department of Education. In addition to his administrative capacity at BCC, Xx. Xxxxx brings 20 years of public education classroom experience, ranging from middle through high school and community college. Prior to his service in public education, Xx. Xxxxx worked for 12 year...
Organizational Capacity. The Government will assess its level of confidence that the Contractor will successfully perform the BPA requirements based on the Contractor’s demonstrated ability to utilize effective project management skills and strategies, collaborate with various teams and personnel, and demonstrate organizational competency in the work identified in the BPA Areas of Service requirements outlined in this RFP.
Organizational Capacity. Organizational capacity relates to those organizational elements that enable groups to act in an efficient and professional manner while internally generating expertise-based information. The main assumption related to this understanding of organizational capac- ity is that effectiveness of interest groups is about their ability to interact with public officials. Alternative approaches to interest groups effectiveness – such as the ability to implement outside lobbying strategies (Xxxxxxx et al., 1994) – might require different organizational attributes that are not considered here (see Xxxxx, 2019 for a discussion on the contingent nature of organizational capacity). However, the conceptualization of organizational capacity developed below allows us to assess the ability of groups to supply timely and detailed responses to public officials with limited resources and under time constraints (Xxxxxx, 2012a; Xxxxxx & Xxxxxxxxx, 2013; Xxxxxxx, 2015). In order to build this organizational capacity, groups need to invest in three key organizational features: autonomy, centralized structures, and the functional differentiation that facilitates the generation of policy expertise (Albareda, 2018; Hanegraaff, xxx xxx Xxxxx, & Xxxxxxxx, 2020, p. 7; Xxxxxx, 2012a). Prioritizing Professionals? Autonomy, understood as the delegation of discretionary authority to the group, en- hances managerial flexibility and efficiency (Xxxx, 2014, p. 345). Autonomous groups are supposed to have control over operational activities and, thus, are better equipped to function independently and pursue long-term strategies (Xxxxxx, Eising, & Xxxxxxx, 2008; Xxxxxxxxx & Xxxxxxx, 1999) while overcoming the hurdles of collaborative en- deavors. Secondly, centralization or hierarchical integration implies the concentration of power on a limited number of top representatives of the group. This feature facilitates the coordination of the different tasks and activities of the group (Xxxxxxxxxxx et al., 2016). Empowering the top representatives of the organization is part of the managerialist trend that many groups have undergone and that aims to promote effective and efficient structures (Xxxxxxx, 2015; Skocpol, 2003). Lastly, functional differentiation refers to the presence of specialized units that generate policy expertise on concrete issues (Xxxx & Xxxxx, 1967; Xxxxxx, 2012a). As highlighted by Xxxxxx (2012a, p. 496), groups with functional differentiation are better fitted to monitor the beh...
Organizational Capacity. 2.5.2.1 Describe your organization’s capacity to provide culturally and linguistically competent behavioral health services to children, families, and adults including the extent to which your organization’s staff and governance reflect the significant cultural and linguistic populations within the ESP service area as well as your efforts to ensure that all staff members develop cultural competence. Address:
2.5.2.1.1 current composition of governance and senior management relative to this issue;
2.5.2.1.2 any initiatives undertaken in the past two years by your organization’s Board of Directors to strengthen the cultural diversity of Board and/or senior management, and the results of those efforts;
2.5.2.1.3 the number of bilingual/bicultural staff employed by your organization and the extent to which your direct care staff reflect the significant MassHealth-enrolled cultural and linguistic populations in the proposed catchment area;
2.5.2.1.4 your organization’s access to interpreter services (including ASL) for whom the organization does not currently have sufficient bilingual/bicultural staff; and
2.5.2.1.5 list or attach professional development activities and trainings that your organization has provided for staff at all levels of the organization relative to cultural competence within the two years prior to the due date for your RFR response.
2.5.2.2 Describe or attach any of the following that are currently in place within your organization with regard to delivering culturally and linguistically competent care: mission statements, definitions, policies, and procedures reflecting the organization’s dedication to providing culturally competent care.
2.5.2.3 Document any organizational initiatives undertaken within the past two years to strengthen cultural and linguistic competency or capacity.
Organizational Capacity. For over 70 years, CARE has worked around the globe to save lives, defeat poverty and achieve social justice. In 2018 CARE worked in 95 countries and reached 56 million people. By 2025, CARE and partners would have helped 150 million people from the most vulnerable and excluded communities to overcome poverty and social injustice. As part of this commitment 50 million poor and vulnerable people will be supported to increase their food and nutrition security and their resilience to climate change. Through our many years of Nutrition programming, CARE has developed proven models, influenced the health and nutrition agenda of several countries and demonstrated strong leadership in global nutrition, particularly in national and global Scaling Up Nutrition movements and the UN Decade of Action on Nutrition. In addition, CARE’s many years’ experience and reputation for delivering lasting impact through our programming has earned us respect among our peers and positioned us as a partner of choice for governments, donors, research institutions and peer organizations.
Organizational Capacity. Briefly describe Proposer’s experience and capacity to perform the Work described in this RFP, including:
1) experience with project coordination and evaluation; Xxxxxxxx, Inc.
2) experience in convening and facilitating diverse stakeholder forums and work groups; Xxxxxxxx, Inc.
1. Get legal and technical control of data suppliers.
2. Send boiler plate Milliman data sharing agreements to data suppliers.
3. Act as intermediary between each data suppliers’ legal departments and Milliman legal to address contractual issues.
4. Track version control of contractual documents until final agreements are reached.
5. Once the agreement is finalized we work directly with technical staff of the data supplier to receive data transmittal. Milliman will also meet with each data supplier to discuss data collection issues. Milliman provides each data supplier with database diagrams and data dictionaries to assist in the data collection. However, Milliman allows flexibility to suppliers to provide custom extracts, as long as they meet minimum requirements. This enables suppliers to potentially use existing extracts which reduces cost and delivery times. This is an integral part of an implementation.
3) experience implementing new or updated computer systems;
4) capacity to begin and continue the Work for the period described in this RFP. Include names and addresses of any government or private agencies with which the Proposer has contracted to provide services within the last three years. Xxxxxxxx, Inc.
Organizational Capacity. Keep the City apprised of and included in the process of any update to DSLO’s long term strategy for the fiscal sustainability, including strategies to:
a. Maintain economic vitality and independence of the organization.
b. Identify options for development of other funding sources to be considered, pursued, and/or secured to supplement the organization’s activities.
c. Evaluate internal organization, and committee structure, and allocation of resources to identify changes needed to most effectively implement DSLO’s mission and goals. In 2008 and 2012 the City facilitated the installation of electrical conduit and service connections in Xxxxxxx Street to provide electrical connections for use by DSLOFM vendors. Further capital will be required to facilitate additional conduit placement. The City and DSLO have agreed to work toward accomplishing the connections over the term of the Agreement. However, the parties recognize that the completion of such a project will require additional funding and the parties agree that the cost allocation relating to the provision of such connections and post- installation maintenance issues, such as electrical service costs, are subject to further negotiation. In 2012, in return for the City’s issuance of a temporary revocable encroachment permit, DSLO executed an agreement for encroachment within the public right-of-way for DSLO Tree Lighting and Power Project. Furthermore, on June 14, 2012, the City and DSLO amended their contract for services dated July 1, 2011, under which DSLO was allowed to conduct a Tree Lighting and Power Project consisting of installation of string lights in trees, installation of electrical boxes to provide the lights with electricity per City standards, and installation a commemorative plaque to acknowledge tree lighting donors. A further capital project in 2018 facilitated additional connections on Garden Street. The Tree Lighting and Power Project shall meet the following requirements:
1. The Tree Lighting and Power Project will be allowed on street trees along Xxxxxxx Street between Morro and Garden Streets (the “Project Area”). All areas outside the Project Area are reserved for the City’s commemorative tree program as established per Resolution No. 10151 (2010 Series) until such time as the commemorative tree program is eliminated or the Project Area modified.
2. Trees in the Project Area that have commemorative plaques granted prior to June 14, 2012, in accordance with the City’s planting an...
Organizational Capacity i. Compliance with strategic plan - We are always guided by our Strategic Plan which we regularly review.
ii. Skills development (training and capacity building) - All new members are inducted and they may also be sent for further training on relevant courses for continuous capacity building to upscale on the job knowledge to meet the gaps.
iii. Internal process efficiency measures - There are automated systems for key business processes and currently working on ISO Certification. Our Head Offices and Regional Offices are inter-connected for key services.
iv. E-government flagships (it infrastructure and operating systems) - ZARNet has embraced the Client Relationship Management Platform.
v. Employee satisfaction index - ZARNet will conduct annual employee satisfaction survey.
vi. Work environment – ZARNet creates a conducive space for all employees so that they are comfortable as they work to deliver on the organization mandate.
vii. Rewards and recognition - To motivate employees the Chief Executive awards such as letters of recognition for work well done and Christmas Hampers.
viii. Safety measures - Provision of First Aid kits at Head Office and Regional Offices.
