Transcript: The offical languages of Morocco are Arabic and French Islam is the main religion followed Arabic dialect, Derija is most widely spoken The culture is "deeply rooted" in Islam Moroccans traditions value family, honor, dignity, generosity, hospitality, and self-control Post-colonial Language, Culture, and Religion Europeans were attracted to the location and resources of Morocco The industrialization of the Europeans made it easier to invade and rule French and Spain wanted to conquer Morocco They had an agreement to divide Morocco into two zones of French and Spanish influence in 1904 Post-colonial Colonial Bibliography Colonial Colonial Pre-colonial Pre-Colonial Cities were located by the rivers or by the coast for easy access of transportation and trade Morocco was a rich agricultural land Pre-colonial 1956 Morocco became an independent country 2011: a new constitution was created It lessened the power of King Muhammad VI and strengthened the power of the prime minister Spain took control of the far north and south of Morocco France took control of central Morocco Bibliography Fact Monster. Last modified 2008. http://www.factmonster.com/ipka/A0107800.html. Geographia. Last modified 1998. Accessed 2005. http://www.geographia.com/morocco/. Madar, Anuja, ed. Frommer's Morocco. Frommer's. Hoboken, NJ: Wiley, 2010. The Political and Economic History of Morocco. http://www.sjsu.edu/faculty/watkins/morocco.htm. World Travel Guide. Accessed 2014. http://www.worldtravelguide.net/morocco/history-language-culture. Morocco was in demand for its agricultural land, location, and resources Post-Colonial Morocco Royal Moroccan Forces were founded in 1956 after the independence of Morocco from Spain and France Geography and infrastructure In 1956 Morocco became free from France's rule (left a great influence on culture) Spanish and French were a secondary language Religion: Christianity, jewish, and Islam Governance Structure Colonial Post-Colonial By Jessica Whetzell Pre-Colonial Today Morocco employs 45% of labor force Morocco's industries: Food processing, Leather goods, Textiles, Construction, and Tourism Morocco has the world's third largest deposite of phosphate (20% of export earnings) Issues: high unemployment and illeteracy Morocco is located in northwest of Africa 102,703 Square miles Issues: Soil erosion, over-grazing, destruction of habitat and water supply contaminated by raw sewage 1912: Morocco established an army made up of a Makhzen Army (only the higher ranked people were able to join) and the Berber militias. The Berber militias had the abilities to withstand the French and Spanish for over 30 years. Morocco was under the control of the Berbers since 2nd millennium B.C. Many conflicts between the Berbers and the Arabs Arabs introduced Moroccans to the dynasty ruling power In the 15th century Spain and Portugal were fought off The pressure of imperialism grew for Morocco Colonial Spain and France had interest in Morocco for: Trade Mineral wealth Fertile land Pre- colonial 1912-1956 a great number of Moroccans were enlisted to serve for the Spahi and Tirailleurs of the French army In 685 Arabs invaded Morocco and brought the religion of Islam Arabs brought the ruling dynasty system to Morocco Morocco's Culture had a mix of Berber, Mediterranean, Andalusian, and african traditions The famous prophet Muhammad came from the Alawite Dynasty in 1660 Armed Forces/ Military Economy Post-Colonial
Transcript: VRC Governance Executive Directorate The Top Leaders and Joint Committee of Branch Elected Leaders. Ensures daily functions of the VRC Resources. Executive Directorate Co-Heads The Joint Chief Executive Officers of the VRC Resources Each head their own Branch President Directs all Daily Operations With in the VRC Resources Co-Heads President Chair Prime Minister Executive Directorate Members The Short term and Long Term strategic authority Members Superintendent of Policy Secretary Controller Co-Chair Docket Superintendent Parliamentarian Vice President Court Secretary-General Minister of Administration Minister of Membership Directorate Offices Embassy Directorate Offices of Administration Administration Court Parliament
Transcript: • Operator and ManComm • Co-owner and Co-owner • Co-owner and Operator • ManComm and Subcommittee Formal Paths of Communication Suncor Sub-Committee: Insurance (Management Committee) Agreements Objective= Co-Owner Revenue Decision-making Responsibility The Ownership Group The Operator Governance Structure = THE RULES for JV Sub-Committee: Technical Planning JV Governance Structure ManComm Sub-Commitee Co-Owner Two Groups: Questions to Ask Before Going to ManComm: Is a decision required Is the operator providing information or asking for a decision to be made Is money involved Co-Owner Sub-Commitee: Finance Sub-Committee: Audit
Transcript: DGSO Executive Committee Chair: Director General, Spectrum Management Operations Branch Members: Executives (All DGSO EXs) Spectrum Policy & Operations Committee (SPOC) Data, Infrastructure & Systems Committee (DISC) Co-Chairs: Senior Director, DOS (Perm) Regional Director (Rotational) Co-Chairs: Senior Director, DSMI Director, DBIT Infrastructure Modernization Working Group (IMWG) Spectrum Management System Working Group (SMSWG) Data, IM/IT Planning Working Group (DIMIT WG) Emergency Telecommunications Working Group (ETWG) Spectrum Policy & Operations Working Group (SPOWG) Co-Chairs: Director, Tools and Data Director, Modernization and Implementation Co-Chairs: Manager, Business Analysis, DBIT and QNR Manager (Rotational) Co-Chairs: Director, DBCP Regional Ops Director (Rotational) Co-Chairs: HQ Director Regional Ops Director (Rotational) Chair: Manager Emergency Telecom Spectrum Training Task Force National Equipment Task Force Data Quality Task Force Vehicle Fit-up Requirements Task Force Compliance and Enforcement Task Force Radiofrequency Exposure Conformity Task Force Information Technology Task Force Information Management Task Force SPECTRA Technical Review Task Force SPECTRA Code Drop Risk Planning Task Force SPECTRA Internal Review Task Force Radio Licensing Form Improvement Task Force SMS Liaisons Task Force Data Management Task Force Drone Pilot Communication Task Force Harmful Interference Task Force Spectrum Procedures Task Force
Transcript: Adult AMHOCN National Minimum Data Set Subcommittee Rural Health Standing Committee Older Persons Mental Health Standing Committee Australian Health Ministers' Conference Safety and Quality Partnership Subcommittee Mental Health Policy Section AHMC HPPPC Health Policy Priorities Principal Committee Mental Health Information Strategy Subcommittee Mental Health Workforce Advisory Committee MHISS RHSC NMHIDEAP MHSC HCOASC Mental Health Governance Structure National Mental Health Information Development Expert Advisory Panel National e-Health Information Principal Committee Australian Mental Health Outcomes & Classification Network National Suicide Prevention Working Group Council of Australian Governments FaHCSIA HWPC National Mental Health Performance Subcommittee COAG MHWAC NSPWG MHISS SQPS Child & Adolescent Forensic Australian Health Ministers' Advisory Council AHMAC Mental Health Information Strategy Subcommittee Health Workforce Principal Committee NMHPSC by June Park NeIPC NMDSS Health Care of Older Australians Standing Committee
Transcript: Online pastoral theology program (LIFE) religion & public life ? Body Body Body Body Spring Convocation MTS/MAPS DMin clergy leadership formation Body ? Schmiechen Degree Programs lay education Lectionary study Non-Degree Programs Faculty Governance Eden-Yankton Body ? Body Body MDiv Body Herbster
Transcript: - Translate the mission into meaningful and manageable goals and objectives 2. Seek diversity in both personal and professional backgrounds 2. Look backward & forward - also called ad hoc committees Size & Term Limits - explain what happens to money - oversee expenditures - ensure the organization is operating correctly 3 Primary Roles The right chief executive will better equip the organization to succeed - ensure that the board receives & understands fiscal statements - articulate achievements Former Board Members Pros: Board Committees 1. Articulates whom the organization serves - external factors influence size - Responsibilities - oversee financial operations to make certain things are done in an appropriate fashion - Be transparent in policies, procedures, allocation of funds 1. Start from a clear consensus of what the board expects a new chief to achieve Advisory Counsil A statement that: - see big picture 1. Why do you exist? - provide information & recommendations for budget and its future implementations Public Policy or Legislative Committee - chosen for their expertise or new perspective - work on issues that are part of staff's responsibilities 3. Provide Oversight 3. What do you believe? - Comply with local, state, & federal regulations Development Committee/Task Force Pros: - develop & monitor a portfolio of income streams - work with and report to staff - ensure that the board's investment policies are up-to-date and appropriately implemented - committee chair makes selections with chief executive and board chair Public Standing Board Size - Ensure plan fits in with the bigger picture Ensure Legal & Ethical Integrity - not needed by all boards Executive Committee Advisory Councils - Lead in oversight & support responsibilities 2. Explains what makes the organization distinct - commit to mission - lead & manage staff, organization, finances - support the board - maintain high ethical standards - build external relationships - ensure quality & effectiveness of programs - Connect the chief executive to the community - deal with ongoing issues - Lead the board as a substitute - bridge to the community - provide technical expertise - review applications for funding - Strategically communicate with the public - Approve staff decisions that set strategy direction - Aim for balance between board and staff responsibities Serve many functions - members rotate on and off - committees that report to the board - non-standing committees - amend bylaws - add/remove the executive or board members - approve/change the budget or major structural decisions - Proxy voting is common because it is difficult to get the entire membership together - Be accountable & have a code of ethics - have an elevator speech - Take on special projects Other Work Groups - advocate for & approve creation of new products, services, and activities - outreach capacity is diminished - greater risk of member burnout 3. Allocate time to issues of substantial consequence - Track the plan's implementation and progress Secretary What's A Mission? 1. Set Organizational Direction Support & Evaluate the Chief Executive Set Organizational Direction 3. Sets the stage for fundraising strategies - hires an independent auditor Monitor & Strengthen Programs & Services Board Committee - take on policy & strategic work - Provide personal & organizational support, have mutual respect - recommend political positions for the board to hold 2. What does the future of the organization look like if you're successful? - diversify & maximize sustainable revenue sources Actively plan for and conduct fundraising Small Boards Investment Committee Audit Committee/Task Force - may have specific tasks - board members understanding is broadened 1. Competent Board Members Standing Committees Ensure that people/groups within the organization operate with a common assumption about what's important and what the organization needs to accomplish Informal Involvement - Roles may be defined by law 3. Strategically select members who will work well together - Custodian of board records Work closely with management to: Determine Mission, Vision, and Values Treasurer Membership Organization Boards - Extend the reach of the organization through their reputation, network, and expertise Guarantee that the board: - Characteristics: Finance Committee Why term limits? Ensures the organization is in good fiscal health - oversee investment performance & recommend changes to the investment approach 3. Money Who's on a Committee? 4 Types of Resources - someone (former member or not) whose affilitation with the board would be beneficial to the organization - groups that focus on fundraising, outreach, or public relations - may naturally become the chair Provide Oversight Task Force - well informed Individual Members - Partner of the board - serves as link between auditor and the board - Safeguard the organization and its reputation - average is 16 members Chair-Elect - members feel
Transcript: Participatory Governance Structure Starting Fall 2022 Shared purpose & appointments from ASHC Administrators Staff Senate Makes Recommendations to the President What do we do as a College? How can we best serve our students? President seeks advice from & consults regularly How do we plan, manage, & report out from the governance system? Consultation Group (College leaders including unions) Executive Cabinet (senior leadership) How well do we do what we are doing & how do we improve? How do we resource what we are doing & plan to do? Governance Coordination Group Governance Coordination Group Governance Coordination Group Membership Approx. 4-12 members At least one tri-lead from each council who attends group meetings, submits and speaks to council reports, and reports back to other leads in his or her council As with each of the councils, support staff is assigned to this group Governance Coordination Group Purpose & Responsibilities SAMPLE RESPONSIBILITIES Conducts Spring retreat to choose strategic governance agenda for the next academic year Manages the strategic governance agenda Coordinates overall flow of agenda items within the governance system Tracks, summarizes, and communicates the actions of all councils Coordination of the routing of 10+1 issues Coordinates & provides oversight for the work of councils to remain focused on shared student-centered goals, to optimize efficiency, to avoid redundancies, and to ensure clear communication between the councils and to the College Purpose: Keeps the Governance System Organized & Focused on Strategic Governance Agenda College Council College Council Purpose: Reviews & Makes Recommendations to the President about Institutional Purpose, Policy, and Procedures SAMPLE RESPONSIBILITIES Review and revise the College’s Mission, Vision, and Values Review and make recommendations regarding board policy Review & make recommendations on administrative procedures Recommend institutional level plans that require ratification by the board Approves institutional level documents that ultimately must be ratified by the governing board otherwise presented to the board by the superintendent/president. Institutional Effectiveness Council Institutional Effectiveness Council Purpose: Assesses How Well the College Is Doing on Institutional Level Matters & Recommends How to Make Improvements SAMPLE RESPONSIBILITIES Discuss models and trends in higher education Establish institutional level goals and targets Review outcomes to gauge progress on institutional goals Establish and review processes for data-informed decision making & continuous improvement throughout the College Establishes and maintains focus on strategic and student centered goals within the context of continuous improvement and data-informed decision making Institutional Resources Council Institutional Resources Council Purpose: Leverages Resources to Maximize Student Success SAMPLE RESPONSIBILITIES Review and recommend institutional level grant opportunities, technology acquisition decisions, and facilities plans Review and recommend the overall set of PPA budget requests Review hiring protocol and employee on-boarding, recognition, and retention Ensure work flow efficiency to enhance organizational effectiveness Ensure equitable resources at all campuses and centers Prioritizes resources from various funding sources and invests in strategic and student centered goals Student Success Council Student Success Council Purpose: Focuses on Ensuring Student Success & Closing Student Equity Gaps SAMPLE RESPONSIBILITIES Reviews overall alignment between and among academic programs, meta-majors, student services, and grant-funded initiatives Reviews & recommends equitable access to student services across all campuses, centers, and hybrid/online offerings Reviews Institutional learning outcomes Gives voice to the student experience at Hartnell Coordinates and aligns collaborative work at the College to improve student success and equity A closer look at some final details DETAILS ABOUT THE FOUR COUNCILS The councils will be organized using the accreditation standards as a framework In order to promote equity in the governance system on all campuses, all council meetings will be structured to allow for remote participation and guests Each council will put forth agendas focused on action items, not presentations Each council creates and/or discontinues committees and task forces under its purview as appropriate Each council will use a consensus decision making model with built-in contingencies to vote if a consensus cannot be reached About Council Appointments APPOINTMENTS Administrator, faculty, and staff tri-leads for each council Each council will have approximately the same number of members from each of the employee constituent groups and be appointed from these groups: Administrators, Academic Senate, Staff Senate Student members and co-leads appointed from ASHC as appropriate 2-year term except for designated
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