Blueprint Columbus Green Infrastructure Workforce Development Training Program: Working Together, Working in Neighborhoods

2016 ◽  
Vol 2016 (13) ◽  
pp. 2618-2625
Author(s):  
Cynthia Jacobsen ◽  
Keena Smith ◽  
Debra Knapke ◽  
Ramona Swayne ◽  
John Hazlett
Keyword(s):  
Training Program ◽  
Workforce Development ◽  
Green Infrastructure ◽  
Working Together

San Francisco's Green Infrastructure Construction Training Program: Preparing the Workforce of Tomorrow

2016 ◽  
Vol 2016 (13) ◽  
pp. 9-18
Author(s):  
Karen Kubick ◽  
Mike Adamow ◽  
Alex Geyer ◽  
Robert Davis ◽  
Shauna Dunton
Keyword(s):  
Training Program ◽  
Green Infrastructure ◽  
Construction Training

The History and Future of School Mental Health

2017 ◽  
pp. 3-23
Author(s):  
Mark D. Weist ◽  
Lois Flaherty ◽  
Nancy Lever ◽  
Sharon Stephan ◽  
Kathryn Van Eck ◽  
...  
Keyword(s):  
Mental Health ◽  
Workforce Development ◽  
Growth And Development ◽  
School Mental Health ◽  
School Employees ◽  
Working Together ◽  
History Of ◽  
Mental Health Programs ◽  
Critical Policy ◽  
Cross System

Beginning in the 1980s, mental health programs in schools began to expand beyond those delivered solely by schools and school employees. This was related to growing recognition of the limitations of separate community and school mental health efforts, and of the benefits of working together. These “expanded” school mental health (SMH) programs began to gain momentum in the 1990s and are now a major national force. This chapter reviews key milestones in the history of the field and the critical policy themes (e.g., federalism, school decision-making, healthcare reform, financing) that are being confronted. It concludes with a review of major opportunities for the further growth and development of the field, including embedding programs within multi-tiered systems of support, improving training and workforce development, improving interdisciplinary and cross-system collaboration, enhancing high-quality and evidence-based practice, and developing effective systems of implementation support. A brief review of international developments concludes the chapter.

Railroad Industry Workforce Assessment—Next Steps: Working Together to Shape the Rail Workforce of the 21st Century

2011 ◽  
Author(s):  
John K. Kesler ◽  
Monique F. Stewart ◽  
Debra M. Chappell ◽  
Lloyd Parker
Keyword(s):  
Workforce Development ◽  
Information Exchange ◽  
Transportation Industry ◽  
Development Activity ◽  
Railroad Industry ◽  
Training Standards ◽  
Working Together ◽  
Tremendous Amount ◽  
National Training ◽  
Insight Into

Since 2009, the Obama Administration’s focus on rebuilding the nation’s infrastructure and creating jobs has generated a tremendous amount of investment in transportation related initiatives. Championed by U.S. Department of Transportation (USDOT) Secretary, Ray LaHood, these initiatives have spanned the transportation industry including a portion being allocated to rail. At the 2010 ASME Joint Rail Conference (JRC), Kevin Kesler, Federal Railroad Administration (FRA) Chief of Equipment and Operating Practices Division shared insight into FRA’s tentative workforce development activity (FRA-WDT). This effort is being conducted as part of the larger USDOT National Transportation Workforce Strategy Initiative, which endeavors to identify and report workforce challenges and commonalities across all modes of transportation and discuss strategies to address those issues. Since that presentation, the FRA Workforce Development Team (FRA-WDT) has identified six railroad industry specific challenges and submitted them for incorporation in the USDOT Framework for a National Transportation Workforce Strategy: 1. Aging railroad workforce – highlighting need for knowledge transfer. 2. Workforce diversity – shortages of women and minorities in the rail workforce. 3. Overall image of the rail industry – declining and stagnant technologically. 4. Need for national training standards for freight rail craft and trade positions. 5. Work-life balance issues – attrition among employees with less than five years of service. 6. Availability of suitable metrics to constantly monitor the collective railroad workforce. These issues were derived from independent research as well as interviews conducted with representatives from across the railroad industry (i.e. Class I railroads, short line and regional railroads, labor unions, associations, academia, and FRA staff). Thus, FRA is interested in continuing the dialog and information exchange with railroad industry stakeholders as a means to strategize about these workforce concerns that impact each facet of the industry. An initial set of approaches to each challenge has been identified, which includes partnering with industry stakeholders. Full details and additional insight into the analysis will be shared in the paper.

scholarly journals Interdisciplinary Collaboration on Green Infrastructure for Urban Watershed Management: An Ohio Case Study

Water ◽  
2019 ◽  
Vol 11 (4) ◽  
pp. 738 ◽  
Author(s):  
Shifflett ◽  
Newcomer-Johnson ◽  
Yess ◽  
Jacobs
Keyword(s):  
Water Quality ◽  
Workforce Development ◽  
Community Involvement ◽  
Green Infrastructure ◽  
Urban Areas ◽  
Interdisciplinary Collaboration ◽  
Knowledge Exchange ◽  
The United States ◽  
Water Infrastructure ◽  
Creek Watershed

Many older Midwestern cities of the United States are challenged by costly aging water infrastructure while working to revitalize urban areas. These cities developed much of their water infrastructure before the Clean Water Act became law and have struggled to mitigate contaminant loading to surface waters. An increasingly common approach to resolving these challenges is the integration of green infrastructure with gray infrastructure improvements to manage point and non-point source pollution. Stakeholder engagement and collaboration during green infrastructure planning can help address impairments and promote community involvement through the revitalization process. Mill Creek watershed in Cincinnati, OH, USA has seen improvement in watershed integrity indicators after being impaired for many decades by flashy hydrology, combined sewer overflows, and water quality degradation. A workshop was conducted to examine how integrated green and gray infrastructure has contributed to improvements in Mill Creek over the past several decades. This effort sought to examine internal and external factors that influence a multi-stakeholder watershed approach to planning, implementing, and evaluating green infrastructure techniques. Community investment and physical infrastructure, access to datasets, and skills and knowledge exchange were essential in improving use attainment in the Mill Creek. Strategic placement of green infrastructure has the potential to maximize water quality benefits and ecosystem services. However, green infrastructure deployment has been more opportunistic due to the diversity of stakeholder and decision maker interests. Future work should consider collaborative approaches to address scaling challenges and workforce development to maximize green infrastructure benefits.

Local regional workforce returns on investment of a locally governed and delivered general practice vocational training program

2020 ◽  
Vol 44 (2) ◽  
pp. 254
Author(s):  
Scott Kitchener
Keyword(s):  
General Practice ◽  
Training Program ◽  
Workforce Development ◽  
Skill Training ◽  
Significant Proportion ◽  
Skills Training ◽  
Full Time ◽  
Regional Area ◽  
Australian General Practice ◽  
Rural Training

This study evaluated a program arising from the Commonwealth policy of regionalised training for general practice with regard to the outcomes for the region investing in the training program. A complete operational audit was performed of the outcomes of a training provider of the Commonwealth program, evaluating workforce contribution and retention in the region during and after training, stratified for the effects of locally contextualising, advanced skill training and origin of trainee. The local regional workforce contribution during training peaked at 130 full-time equivalents in 2015. Cumulatively, 53% of alumni remained in the region, but over 40% moved to practice in metropolitan south-east Queensland and other Australian capital cities. Local contextualising of training, completing additional advanced skills training and being an Australian graduate were associated with increased retention in the region. A regional training program is a significant local asset introducing potential general practitioners (GPs) to the region. However, this regional area has become a ‘rural’ training ground for GPs into metropolitan practice rather than local investment translating as comprehensively as possible into long-term local workforce. The Commonwealth program should focus on local workforce outcomes as an evaluation metric rather than the proportion of trainees in rural training. What is known about the topic?Retention in regional areas following the Australian General Practice Training (AGPT) program measured on a national basis is greater following regional-based training. What does this paper add?Local workforce return on investment for training providers in GP is substantial. Contextualised local rural training, Australian graduates and trainees completing advanced rural training improve local return on training investment. A significant proportion of this rural local training program investment provides GPs for metropolitan southeast Queensland. What are the implications for practitioners?National and regional investment in the AGPT should recognise that despite the lesser supervisory medical workforce and resources, regional training still supports metropolitan GP workforce development. Australian graduates are more likely to remain in a region following local training, as are those who have additionally completed advanced rural skill training.

Geriatric Workforce Development for the Underserved: Using RCQI Methodology to Evaluate the Training of IHSS Caregivers

2018 ◽  
Vol 39 (7) ◽  
pp. 770-777 ◽  
Author(s):  
Lourdes R. Guerrero ◽  
Regina Richter Lagha ◽  
Amy Shim ◽  
Daphna Gans ◽  
Heather Schickedanz ◽  
...  
Keyword(s):  
Training Program ◽  
Workforce Development ◽  
Evaluation Process ◽  
Community Dwelling ◽  
Caregiver Training ◽  
Supportive Services ◽  
Riverside County ◽  
Community Dwelling Older Adults ◽  
Iterative Evaluation ◽  
Readability Level

Caregivers play an important role in the in-home care of community dwelling older adults living with Alzheimer’s disease or related dementias (ADRD); however, many of these caregivers lack training in caring for this vulnerable population. In 2015, we developed and implemented an interactive, community-based, knowledge and skills-based training program for In-Home Supportive Services (IHSS) caregivers. This report shares the results of a process evaluation of this training program as it evolved over the course of three training sessions in Riverside County, California. Our iterative evaluation process reveals the unique needs of training and assessing a population of demographically diverse adult learners and provides guidance for those planning to implement similar training in underserved communities. Factors such as reliance on self-reported abilities, language readability level, and test anxiety may have confounded attempts to capture learner feedback and actual knowledge gains from our caregiver training program.

Palliative Workforce Development and a Regional Training Program

2016 ◽  
Vol 35 (1) ◽  
pp. 138-143 ◽  
Author(s):  
Sean O’Mahony ◽  
Stacie Levine ◽  
Aliza Baron ◽  
Tricia J. Johnson ◽  
Aziz Ansari ◽  
...  
Keyword(s):  
Training Program ◽  
Workforce Development ◽  
Palliative Medicine ◽  
Median Number ◽  
Full Time ◽  
Full Time Equivalent ◽  
Practice Nurses ◽  
Electronic Survey ◽  
Program Characteristics ◽  
Seriously Ill Patients

Aims: Our primary aims were to assess growth in the local hospital based workforce, changes in the composition of the workforce and use of an interdisciplinary team, and sources of support for palliative medicine teams in hospitals participating in a regional palliative training program in Chicago. Methods: PC program directors and administrators at 16 sites were sent an electronic survey on institutional and PC program characteristics such as: hospital type, number of beds, PC staffing composition, PC programs offered, start-up years, PC service utilization and sources of financial support for fiscal years 2012 and 2014. Results: The median number of consultations reported for existing programs in 2012 was 345 (IQR 109 – 2168) compared with 840 (IQR 320 – 4268) in 2014. At the same time there were small increases in the overall team size from a median of 3.2 full time equivalent positions (FTE) in 2012 to 3.3 FTE in 2013, with a median increase of 0.4 (IQR 0-1.0). Discharge to hospice was more common than deaths in the acute care setting in hospitals with palliative medicine teams that included both social workers and advanced practice nurses ( p < .0001). Conclusions: Given the shortage of palliative medicine specialist providers more emphasis should be placed on training other clinicians to provide primary level palliative care while addressing the need to hire sufficient workforce to care for seriously ill patients.

Working in partnership: making it happen for high risk personality disordered offenders

2015 ◽  
Vol 17 (3) ◽  
pp. 171-179 ◽  
Author(s):  
Caroline Logan ◽  
Jo Ramsden
Keyword(s):  
Workforce Development ◽  
Empirical Test ◽  
Management Service ◽  
Community Based ◽  
Content Type ◽  
Client Group ◽  
Working Together ◽  
Collaborative Working ◽  
Personality Disordered ◽  
Better Than

Purpose – The implementation of the Offender Personality Disorder (OPD) strategy requires partnership between NHS providers and custodial and community-based practitioners in the National Offender Management Service (NOMS). What this partnership looks like is dependent on the nature and resources of involved services. However, what it is meant to achieve – reduced reoffending, a more knowledgeable workforce, and a more engaged client group – is clearer. It is fundamental to the OPD strategy that these outcomes are delivered through partnership so as to minimise harmful transitions between services, and to effectively share the expertise required for the holistic case management of personality disordered (PD) offenders. The paper aims to discuss these issues. Design/methodology/approach – The implementation of the OPD strategy is ongoing, and data will be forthcoming in due course that will allow for the empirical test of the hypothesis that working together is better than working separately. However, with the emphasis on public protection and workforce development, some of the crucial partnership issues may remain less well understood or explored. This paper overviews the services in which the authors are involved, describing their initiation and operation. Findings – The paper articulates how NHS/NOMS partnerships have been developed and experienced. Practical implications – The paper concludes with a discussion of a number of principles for partnership work in relation to the OPD strategy. Originality/value – This paper is intended to assist developing services to make the most of collaborative working across the PD pathway in England and Wales.

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