...study also are fictitious, except for several national and government organizations. Because the case study is developed to train Baldrige Examiners and others and to provide an example of the possible content of a Baldrige application, there are areas in the case study where Criteria requirements are not addressed. CONTENTS 2006 Eligibility Certification Form ………………………………………………………………… Organization Chart ………………………………………………………………………………… 2006 Application Form …………………………………………………………………………… Glossary of Terms and Abbreviations ……………………………………………………………… Preface: Organizational Profile P.1 P.2 Organizational Description ……………………………………………………… xviii Organizational Challenges ……………………………………………………… xxi i xi xii xiv Category 1—Leadership 1.1 1.2 Senior Leadership ……………………………………………………………… Governance and Social Responsibilities………………………………………… 1 3 Category 2—Strategic Planning 2.1 2.2 Strategy Development ………………………………………………………… Strategy Deployment …………………………………………………………… 5 8 Category 3—Focus...
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...Arroyo Fresco Arroyo Fresco Community Health Center (AF) is a community health center serving western Arizona from 11 clinics and 4 mobile service vans. Community health centers have been established over the past 40 years in underserved areas in all 50 states, and they are nonprofit, community-owned health care organizations that offer patients high-quality primary care and preventive services regardless of their ability to pay. They also provide enabling services, such as transportation, translation, case management, health education, and home visitation, which increase access to care. AF serves three counties – Yuma, Mohave, and La Paz – with diverse populations and needs. The service area of over 23,000 square miles has fewer than 400,000 people – about one-third of the state’s overall population. AF provides ambulatory medical (i.e. obstetric/gynecologic, family medicine, pediatric) and dental services, which are supported by routine laboratory and X-ray services, vision and hearing screening, behavioral health and substance abuse screening, and pharmacy services. AF also ensures that its patients can access all services required across the continuum of care through partnerships or contractual relationships with hospitals, physicians, and agencies throughout the tricounty area and these arrangements are spelled out in the annual plan required by the Bureau of Primary Health Care (BPHC). Arroyo Fresco’s mission is to provide residents of Yuma, La Paz, and Mohave counties...
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...Key Air Force Leadership Message Briefing INTRODUCTION Attention: How many of you every time you use the restroom you remember to cut off the light? Purpose/Motivation: I’m standing her to brief you about Energy Awareness in the Air force not just cutting off the lights when you leave a room but a Multidimensional approach to energy efficiency Overview: I’ll cover our main mission which is to fly, fight and win in the air, space and cyberspace, our Air Force Facilities, and the overall culture change Transition: The Air Force doesn’t just care about energy for energy’s sake we care about how it affects the mission of the air force BODY MP1 Fly, Fight and Win * Aviation Fuel and Facilities cost us about 9 billion per year * Through Programs like AFSO 21 1. “token offload fuel” 1000 pounds to 100 pounds Transition: Just fixing are fuel issues aren’t just it are energy cost as a whole is the highest in the DOD MP2: Air Force Facilities * Wind energy of Cape Cod * Solar Energy * Smart facilities * Are views as af Transition: I never in my wildest dreams thought energy efficiency was so important and how it effects each and every one of us CONCLUSTION Summary: I talked to you about the potential of Energy Awareness how we plan to implement fixes for fuel and facilities and how opinions are important Re-Motivation: we must continue to find ways to save money because we are a smaller AF, Reducing demand, Increasing...
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...squadron. Key Words: Air Force, equal employment, First sergeant, position, power, restructure, Current Position Because of restructure and streamlining the position, I currently hold, as first sergeant in 45-days will no longer exist. However, my skills and training align with the newly opened Equal Employment Opportunity Specialist (EEOS) within the squadron. Key transferable duties of the first sergeant position include executive leadership and management to include communicating concerns of civilians, officers, enlisted, men, and women to the Commander (Chief Executive Officer/CEO). Those topics include the health, esprit de corps, discipline, mentoring, well-being, career progression, professional development, and recognition of all assigned enlisted members ("Air Force Enlisted Job Descriptions and Qualifications," 2012). The first sergeant is responsible for squadron member’s quality of life and pivotal in ensuring morale and unit cohesion. Squadron First sergeant’s respond to family maltreatment, including identification, and reporting protocols for employees. In addition, First sergeants, direct suspected active duty Air Force family maltreatment offenders to the Family Advocacy Program for comprehensive assessment and service planning. Further, First sergeant’s escort members through behavioral health referrals, establish disposition plans instituting precautionary measures to prevent injury, suicide (AF, 2010). First...
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...Arroyo Fresco Community Health Center Case Study Analysis Abstract Arroyo Fresco (AF) currently provides services through eleven clinics and four mobile service vans across western Arizona. The three counties that are served through AF provide high quality primary care and preventative services to demographic areas with diverse geography, culture, income, and other varying factors (“Arroyo Fresco,” 2006). The facility guides its decision making process for organizational strategies with the combination of FOCUS and SWOT analysis. This allows for a well-rounded check and balance system to manage and prepare for current and future strategies for short term and long term processes. The increase in financial demands, consumer expectations, partnerships and mergers, quality of care given, and health care reform restructuring have placed a lot of expectations on health care facilities (“Creating an ethical culture,” 2011). The organizational strategy proves to be an important structure in order to provide a clear definition on how AF can change over time in order to successfully deliver a strategy and action plan that will benefit the short term and long term projections within the company (“Executive Insight,” 2008). AF has an found areas to improve the job descriptions, relationships, and management processes (Miles, Snow, Meyer, and Coleman, 2013). The organization strives to establish a strategic set of goals that will monitor, advance, and demonstrate health care results...
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...Reserve Command Chief Warrant Officer 5 Phyllis J. Wilson, the U.S. Army Reserve command chief warrant officer, shared what she sees as the top five qualities: strong character, strong leadership skills, technical savvy, across the board competence, and the capacity to be a counselor, adviser and mentor. "We want some of the best NCOs to come into the Army warrant officer corps," Wilson said. "You've got to be extremely good at your skill set: being a strong leader and knowing your technical skills so you can advise -- the same things that the rest of the Army leadership talks about." She said the competence a warrant officer must have is not only the technical aspect of their MOS, but also tactical competence. "Character -- that's not exchangeable for anything else," Wilson said. The path to becoming a warrant officer is not unlike the enlisted or officer career track. Once recruited, warrant officer candidates attend the five-week Warrant Officer Candidate School, known as WOCS, at Fort Rucker, Ala. "It's a very vigorous course of training," Peak said. "The course is designed for the cadre to evaluate the candidates' skills, qualities, and traits to ensure they are commensurate to what the Army expects of a warrant officer one." He said that individual skills and leadership capabilities are tested along with transition training from being enlisted to officer. * Copyright © 2013 TheHuffingtonPost.com, Inc. WASHINGTON — Blacks have made great strides...
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...The United States Air Force Blueprint for Cyberspace November 2, 2009 Foreword Cyberspace is a critical global domain, in which the USAF will conduct integrated operations in support of Joint Force Commanders’ needs. The United States is not alone in recognizing the asymmetrical advantages of this domain. Potential adversaries worldwide are rapidly improving or pursuing their own cyber capabilities. Attempts to disrupt or penetrate our networks are relentless. The blueprint that follows provides a framework to meet these challenges by evolving our culture and improving our capabilities. Air Force Space Command as the lead USAF Major Command (MAJCOM) for cyberspace will execute this blueprint as a unified effort--working closely within the Air Force, and with sister services, combatant commands, Joint Staff and other partners to fully provide the necessary capabilities for the future. C. ROBERT KEHLER General, USAF Commander, AFSPC 2 November 2009 Table of Changes Date 17 Mar 2010 No. 1 Page 13 Description Reference to Minuteman crossed out in Objective 5 Table of Contents Purpose .................................................................................................... 1 Current Situation ................................................................................. 2 Presidential Guidance ........................................................................ 2 Joint Guidance ....................................................................
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...eRMIT UNIVERSITY EXAM COVER SHEET NOTE: This exam paper may be RETAINED by the student EXAM DETAILS Course Code: Course Description: Date of exam: BUSM4177 Leading for Change 04/06/2012 Start time ofexam: 8 09:15 Duration of exam: 2hr 15min Total number of pages (incl. this cover sheet) ALLOWABLE MATERIALS AND INSTRUCTIONS TO CANDIDATES 1. Write your full name and student number on each exam booklet together with the number of exam books used. Students must not write. mark in any way any exam materials, read any other text other than the exam paper or do any calculations during reading time. 2. 3. All mobile phones must be switched off and placed under your desk. You are in breach of exam conditions if it is on your person (ie. pocket). This is a CLOSED BOOK Exam. 4. 5. Commence each question on a new page. Carry out the instructions on the front cover of the exam script book and the front of this exam paper. 6. Calculators are not allowed. 7. 8. 9. This exam comprises 50% of the overall marks available in this course Each question has a Part A (8 marks) and a Part B (7 marks) to give a total of 15 marks. Answer any THREE (3) questions 10. Up to 5 additional 5 marks (in total) may be awarded if there is evidence of critical thinking in your answers. BUSM 4177 Leading for Change Semester 1, 2012 Examination page 1 BUSM 4177 Leading for Change (Melbourne semester 1, 2012) Exam Case study Yarra Valley...
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...Studieretningsopgave – Virksomhedsøkonomi/ Markedskommunikation Studieretningsopgave – Virksomhedsøkonomi/ Markedskommunikation Januar 2012 Michelle Birk Karlsson EUC Nordvest Højere Handels Eksamen T-25 Vejleder: Dennis Jakobsen Januar 2012 Michelle Birk Karlsson EUC Nordvest Højere Handels Eksamen T-25 Vejleder: Dennis Jakobsen Problemformulering Lav et kort virksomhedsportræt af Coca Cola og redegør for deres CSR politik herunder: * Vision * Mission * Værdier Lav en analyse af virksomhedens CSR og dens praktiske anvendelse af CSR. Vurder på baggrund af analysen om der er sammenhold mellem deres CSR politik og deres praktiske anvendelse af CSR, samt Coca Colas fremtidige strategiske muligheder. Abstract This paper investigates how much and in which ways Coca Cola Enterprises uses CSR. The importance of CSR has grown over the last couple of years, and with the major brand Coca Cola has, it is of great importance to Coca Cola Enterprises. With Porter’s Five Forces I have analyzed the competition on the market, and which advantages it gives Coca Cola Enterprises when they use CSR. I have also used Porter’s generic strategies and through analysis I figured out which strategy Coca Cola Enterprises use. Coca Cola Enterprises uses the strategy called differentiation. This strategy is making customers prefer your product, and giving it a special value to the customers. CSR is about taking responsibility, and Coca Cola Enterprises does that...
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...AU/SCHOOL/059/2001-04 AIR COMMAND AND STAFF COLLEGE AIR UNIVERSITY SQUADRON COMMAND: THE FIRST 90 DAYS by Eric N. Hummer, Major, USAF A Research Report Submitted to the Faculty In Partial Fulfillment of the Graduation Requirements Advisor: LTC Phil Chansler Maxwell Air Force Base, Alabama April 2001 Distribution A: Approved for public release; distribution is unlimited Report Documentation Page Report Date 01APR2001 Report Type N/A Dates Covered (from... to) Contract Number Grant Number Program Element Number Author(s) Hummer, Eric N. Project Number Task Number Work Unit Number Performing Organization Name(s) and Address(es) Air Command and Staff College Air University Maxwell AFB, AL Sponsoring/Monitoring Agency Name(s) and Address(es) Distribution/Availability Statement Approved for public release, distribution unlimited Supplementary Notes Abstract Subject Terms Report Classification unclassified Classification of Abstract unclassified Number of Pages 53 Classification of this page unclassified Limitation of Abstract UU Performing Organization Report Number Title and Subtitle Squadron Command: The First 90 Days Sponsor/Monitor’s Acronym(s) Sponsor/Monitor’s Report Number(s) Disclaimer The views expressed in this academic research paper are those of the author and do not reflect the official policy or position of the US government or the Department of Defense. In accordance with Air Force Instruction 51-303, it is not copyrighted...
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...CORPORATE GOVERNANCE STATEMENT – FINANCIAL YEAR ENDED 30 JUNE 2015 Introduction The Board of Djerriwarrh Investments Limited (the Company) is committed to the highest standards of ethical behaviour and to having an effective system of corporate governance commensurate with the size of the Company and the scope of its business operations. In accordance with ASX Listing Rule 4.10.3, set out below are the applicable ASX Corporate Governance Council’s eight principles of corporate governance (ASX Governance Principles) and outlined accordingly is how the Board has applied each principle and the recommendations set out within them during the course of the financial year ended 30 June 2015. A copy of the ASX Governance Principles can be found on ASX’s website, www.asx.com.au The Company is fully supportive of the ‘if not, why not’ disclosure‐based approach to governance adopted by the ASX Governance Principles and the recognition within them that there is no single model of corporate governance and that good corporate governance practice is not restricted to adopting the recommendations contained in the ASX Governance Principles. Principle 1: Laying solid foundations for management and oversight This Principle requires the Company to establish and disclose the respective roles and responsibilities of both the Board and management and how their performance is monitored and evaluated. Role of the Board The Company’s Corporate Objective...
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...financial and leadership issues. Ewers would have to create some effective strategies for managing the key financial and leadership strengths and weakness of the combined organization in order for the merger to be a complete success. (A1) Utah’s Symphony financial strength: One of their main financial strength is the company’s above average endowment. Their endowment fund in 2002 stood impressively above the 10 million mark. This endowment amount was considered higher than the average endowment by other symphonies nationally who share the same grouping as the Utah symphony. This financial strength puts the Utah symphony near the top of all Group II symphonies in the nation when compared to the average endowments of other Group II symphonies of about $8.8 million (Delong& Ager, 2005, p.4). Another key financial strength of the symphony was the projected growth in revenues from performances from 2001 to 2002 seasons. In 2001, performance revenue came in at $3, 836,513 for the season, and was projected to grow at an annualizedrate of 16 % up to $4,516,308 (Delong& Ager, 2005, p.15). This projected revenue increase is seen as a strong indication for the financial future as well. Utah’s Symphony financial weakness: One of the company weaknesses is its inability to negotiate the union salaries of the musicians. All musicians are paid according to the multi-year union contracts negotiated years earlier between the symphony’s board the American Federation of Musicians (AF and M). This...
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...|DETAILS OF ASSIGNMENT | | |STUDENT NAMES: |IDS: | |Adam Carlyon |9948252 | |UNIT CODE * NAME |LMC 501B | |ASSESSMENT TITLE |Assessment Task 2 – Case Study – Part 2 | |TUTOR’S NAME: |Terry Landells |DATE OF SUBMISSION: |22/04/2013 | | | | |DECLARATION | | |We declare that ( the first four boxes must be completed for the assignment to be accepted): | |□ This assignment does...
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...2013 ANNUAL REVIEW AND SUSTAINABILITY REPORT THE STRENGTH WE’VE BUILT TODAY… STRENGTH RETURN GROWTH PRODUCTIVITY HELPING US LEAD TOMORROW. Since our inception in 1817 we’ve built a legacy of leadership. In a young colony, through a great depression, through boom years, through a global financial crisis and in the development of a portfolio of businesses, Westpac has a history of looking ahead with a long-term view. This year we have made significant progress in implementing a strategy that is delivering better returns today, and building a sustainable business for the future. It is the strength we’ve built into our business today, with sector leading capital, a robust funding and liquidity position, and superior asset quality, that is helping us lead tomorrow. As a result we can respond to opportunities as they emerge and invest to transform the organisation. We’ve been proudly supporting Australia, New Zealand and our region for almost two centuries and we’re singularly focused on continuing our support as we approach our third century. We believe in these countries, in their people and in their businesses and their potential to prosper and grow. Our strong position today means we are more capable than ever of helping to realise this potential. And we are more dedicated than ever to play a role in leading tomorrow. …IS Westpac Banking Corporation ABN 33 007 457 141 2013 PERFORMANCE HIGHLIGHTS CASH EARNINGS ($m)1,2 REPORTED RESULTS ($m)3 COMMON EQUITY TIER...
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...Communication Skills (Written and Verbal) • Strong Organizational and Prioritization Skills • Ability to Multi-Task • Preparation of Reports and Presentations • Basic Project Management Skills • Attention to Detail • Excellent Problem Solving Technical Skills • MS Office XP and Outlook Express • Average User of Word, and Excel • Internet Navigation and Research • Type 65+ WPM • Proficient with MIDB, QueryTree, Google Earth, Analyst Notebook, Palentir, ArcGIS, Intelink, M3, FireTruck, and mIRC • Work History and Responsibilities Oct 2010 to Present United States Air Force Wright Patterson AFB, Ohio Operational Intelligence Analyst Global Threat Group • Responsible for documenting and tracking various AF reports; managing multi-system databases, lead training expert on several systems and database programs, as well as liaison to all upper ranking personnel Apr 2011 through May 2011 United States Air Force Balad AB, IZ All-Source...
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