A closer look at the principles:.
Getting it right for every child (GIRFEC)
Most people see IT as delivering quick, silver-bullet solutions. But IT requires a long-term, disciplined, and strategic view. To re-sharpen its competitive edge, the CEO first decentralized sales and marketing, enabling them to launch store-by-store and street-by-street offensives. Then he used technology to arm sales reps with handheld devices that let them manage price, inventory, and customer changes in real time.
A Guide To HMDA Reporting: Getting It Right!
A long-term IT funding mechanism kept IT spending predictable and stable. To slash redundant costs, create a unifying platform. Delta Airlines ran more than 30 different IT platforms. Chaos reigned. Delta refocused its IT investments on a new, simplified, and unifying architecture—the Delta Nervous System—which linked customer, flight, schedule, and employee databases.
Now the company could upgrade or replace older systems where necessary—without disrupting the overall IT system. Corporations have long treated IT as an isolated corporate entity, prompting IT folks to lose sight of overarching business strategy. Cultivate a high-performance IT culture tightly integrated with the entire company. When Burlington Northern and Santa Fe railroads merged, the new entity had 24 months to blend two separate IT systems. Its goal? To develop the largest integrated, real-time rail information system in the world.
BNSF established an accountable IT leadership team, then set leadership performance targets reflecting expectations across the whole firm. Regular updates, staff meetings, project reviews, and IT board meetings gave IT rigor and routine. People began working more efficiently. The new IT group beat the month target by three months. Of all the members of the executive committee, the CIO is the least understood—mostly because his profession is still so young. Over the centuries, the fields of manufacturing, finance, sales, marketing, and engineering have evolved into a set of commonly understood practices, with established vocabularies and operating principles comprehended by every member of the senior team.
By contrast, the field of information technology—born only 40 years ago with the advent of the IBM in —is prepubescent. This generation gap means that, in most organizations, the corporate parent—caught in the linguistic chasm between tech-speak and business-speak—has no idea what its youngest child is up to.
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Management too often shrugs its shoulders, hands the kid a fat allowance, and looks the other way. Instead of addressing the problem, many companies just kick the kid out of the house. The result in many major corporations is that IT is an expensive mess. Orders are lost. Such waste—most egregious in industries like transportation, insurance, telecommunications, banking, and manufacturing—is a direct result of the fact that IT has so far operated without the constructive involvement of the senior management team, despite the best intentions of CIOs.
Over the years, IT departments have enthusiastically fulfilled requests by different corporate functions. In the process, companies have created and populated dozens of legacy information systems, each consisting of millions of lines of code, that do not talk to one another.
As the data from discrete functions collect in separate databases, more and more resources are required merely to keep the systems functioning properly. There is no longer any reason why nontechnical executives should allow themselves to be befuddled by IT discussions or bedazzled by three-letter acronyms. While the Y2K crisis impelled many companies to clean up the worst of their legacy systems, most organizations merely did spring cleaning, ignoring the fact that their technological houses badly needed structural repair.
Despite advances in technology, most companies continue to struggle with year-old, costly, and rigid information archeology; a cynical executive board; a discouraged IT organization; and throngs of increasingly frustrated customers. How can this situation possibly be set right? Making IT work has little to do with technology itself. Making IT work demands the same things that other parts of the business do—inspired leadership, superb execution, motivated people, and the thoughtful attention and high expectations of senior management.
IT success also requires common understanding. Senior managers know how to talk about finances, because they all speak or understand the language and can agree on a common set of metrics profit and loss, balance sheets, return on assets, and so on. They can do the same with most elements of operations, customer service, and marketing.
So why not with IT? And there is no reason that technologists cannot learn to speak the language of business and become perfectly good leaders. The three principles are:. Revamping IT is like renewing a major urban area while people are living there. Such a platform replaces a wide variety of vertically oriented data silos that serve individual corporate units HR, accounting, and so on with a clean, horizontally oriented architecture designed to serve the company as a whole. This is similar to selecting standard-sized pipes and connectors for a city plan.
Instead of being treated as if it were different from the rest of the firm or as a loose confederation of tribes, the IT department works as a team and operates according to corporate performance standards. Like interlocking gears, these principles work together and must be consistently applied.
If they mesh well, each reinforces the others. If one is disengaged or turns in the wrong direction, the whole machine starts working against itself or grinds to a halt. What follows is a composite of his experiences, which illustrate the three principles in context. Because the rate of technological change is so rapid, and the job tenure of CIOs generally brief, most people see IT through the narrow lens of short-term, silver-bullet solutions. Heaven knows, vendors want you to believe that their important new technologies will blow away what has come before. Getting it Right for Play Toolkit: A toolkit to assess and improve local play opportunities — downloadable pdf.
All the Indicators and Tools are relevant to Local Authorities. More information below on the surveys and tools within the document,. The Playing Out Survey seeks the views and experiences of children and young people. It can be used with children of different ages and abilities but the methods used, and the explanations given by those administering the survey, will differ with children of different ages and abilities.
For children unable to complete the questionnaire on their own, help from parents or other adults, may be useful. The location, nature and quality of the spaces available for children to play affects how they feel about those spaces, the ways in which they play and the benefits they derive from that play. Children must be able to reach play spaces easily and, as they get older, independently; the spaces should offer a range of play experiences, preferably including contact with the natural environment; and children should feel safe whilst in the space.
How good is the Play Place?
Tool is designed for use by children and young people and the more detailed Quality of Play Environment assessment tool is primarily for use by professionals and others involved in the planning, development, provision and maintenance of public open space. These tools give valuable insights into provision and can be used in all types of space where children might play including local open and green spaces, designated play areas, play parks and staffed play provision for example in schools and play schemes.
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We have developed our own version of the hospital passport. This can be completed by a service user, carer or healthcare professional working in partnership with service users, families and carers.
noroi-jusatsu.info/wp-content/2020-11-09/1756-ecoute-telephonique-en.php The passport is completed prior to or on admission to hospital and helps to quickly let those working with the service user know what their needs are in relation to their learning disability. The passport is not only used on admission to hospital but also when a service user's care is transferred from one team to another. Many healthcare professionals working across services in the Trust have received learning disability awareness training. This has highlighted the problems which can be experienced by people with learning disabilities when accessing health care services and the reasonable adjustments that can be made to overcome these barriers.
Ongoing learning disability awareness training will be provided for all staff who have face to face contact with service users and their carers. We have developed a number of resources in accessible formats. This includes information about safeguarding adults at risk, the care programme approach, electronic records, patient advice and liaison services, a 'Welcome to the Ward' pack and how to make a complaint. We also provide healthcare staff with links to a wide range of accessible information about mental health conditions, the Mental Health Act and medication.