Strategic Initiative Канада
Strategic Initiatives Fund
The Strategic Initiatives Fund (SIF) is a proposal-based program that provides grant funding for strategic projects that are large in scale, regional in impact, enhance a community or multiple communities’ ability to overcome economic challenges and will result in incremental capacity or strategic economic infrastructure within a local government or First Nation. The goal of the program is to support community-based projects that focus on long-term economic transformation and sustainability.
The purpose of Strategic Initiatives Fund is to diversify and enhance the economies of central and northern B.C. communities, particularly those communities impacted by Mountain Pine Beetle. The Strategic Initiatives Fund is a flexible program that aims to capitalize on the unique opportunities and strengths that exist in these communities to invest in projects that strengthen innovation, partnerships, and diversification of economic activities.
The Strategic Initiatives Fund is designed to put communities in the driver’s seat and propose projects that are strategic in nature and support economic transformation.
The Strategic Initiatives Fund is designed to be broad in nature, allowing flexibility for communities to submit proposals for projects that support economic development and transformation. Although there is a variety of project types that would be eligible for funding under the program, some examples include but are not limited to:
- Incentive programs that encourage downtown redevelopment, market housing, brownfield site redevelopment or infill development.
- Major engineering plans related to redeveloping or repurposing a defined area.
- Launching a business incubation program to support business start-ups.
- Market expansion assessments for existing businesses and industry sectors.
- Capacity to support sector development.
Applicants are encouraged to consider the Trust’s 2020 – 2020 Strategic Plan goals when articulating their proposal for consideration. The primary goals of the plan are:
- Supporting the development of resilient and profitable businesses.
- Stimulating welcoming, thriving communities.
- Enhancing regional capacity, investment and opportunities for growth.
It is anticipated that there will be approximately $900,000 available through the Strategic Initiatives Fund in 2020. While there is no limitation on the maximum grant size available, applications where Northern Development’s investment exceeds 80% of the eligible project budget, or where the amount requested exceeds the program allocation, will not be processed.
The assessment of the required level of funding will take into consideration all other sources of funding available to the applicant. Preference will be given to projects that leverage incremental funding from local government, First Nations, the provincial government, federal government, the private sector and other non-government sources.
- Local governments
- Registered First Nation bands
- Partnerships with not-for-profit corporations or private sector businesses where a local government or registered First Nation band is the lead applicant
The Strategic Initiatives Fund will be delivered through a single call for proposals. Submit your proposal cover form (with proposal and all required attachments) to email@example.com prior to the deadline of 4 pm (PST) on March 15th, 2020.
The Strategic Initiatives Fund call for proposals process allows for a comparative analysis of projects against the criteria outlined in this guide and strengthens Northern Development’s responsiveness to economic trends and the unique opportunities that exist in central and northern B.C.
Eligible and qualified projects will be reviewed by the Northern Development board for a decision at their April meeting. Applicants will receive notification from Northern Development regarding the status of their request shortly thereafter.
Please review all program documents in detail as incomplete applications will not be reviewed.
Strategic Initiative Канада
Strategic initiatives are the means through which an organization translates its goals and visions into practice. To stay ahead of the competition, companies need to systematically build a portfolio of strategic initiatives. Such initiatives are typically aligned with a company’s top strategic priorities, and so the pressure to execute them well is often very high.
Small wonder then that taking on a new strategic initiative can strike fear in the hearts of business managers. If you are responsible for launching one of your company’s strategic initiatives you may feel overwhelmed by the enormity of the task. You may be struggling to get the initiative out of the starting blocks. Or you may feel like you are spinning your wheels trying to maintain momentum for a project that is tied to organization change.
Targeted executive training programs from one of the top international business schools are designed to give you the leadership skills to confidently master any of the strategic initiatives you are assigned to oversee. You should expect the best of such executive programs to help you understand and overcome the main challenges that come with driving strategic change. And with the right executive education you can develop the framework to successfully pilot your strategic initiatives.
So how can management training help? With a program on leading strategic initiatives you should expect to learn how to:
- Create a compelling vision for your initiative
- Tie your initiative to your organization’s overall strategy
- Gain insights into what drives successful execution of strategic initiatives
- Learn how to assess and manage key stakeholder relationships
- Set the stage for change
- Execute an implementation plan within a short time-frame
Hear from participants
Hear from participants
Accelerating mastery of cross-functional capabilities
Accelerating mastery of cross-functional capabilities
Enhance your transition to business leadership
Enhance your transition to business leadership
A strategic initiative is developed in different ways. Often, feedback from customers and suppliers can be instrumental in sparking the need for change. New priorities may emerge from a top management retreat or a marketing strategy plan. Or the impetus may come from a review of technological change, competitive pressures, a mission statement or a restatement of the organization’s vision.
Whatever the source of new strategic initiatives, achieving successful strategy implementation from the initial discussion stage is often easier said than done. That’s why senior executives can benefit from strategy workshops and strategy facilitation, as well as the knowledge gained from more conventional executive leadership development programs.
An intensive learning journey yes, but it’s worth it.
Not all business administration schools provide the kind of executive programs that specialize in leadership of strategic initiatives. Courses offered by good business schools allow you to apply the lessons you’ve learned to your own context. Real world executive development pays off with immediate results for you and your organization.
Top executive education should challenge you assumptions and open you to new ways of thinking. The best executive programs offer leadership coaching, personalized feedback and hands-on practice.
Gaining the opportunity to network with peers and receive peer reviews from leaders of other strategic initiatives is another thing you should look for in educational leadership programs. A combination of teaching methods can stimulate your thinking, change habits, unlock new insights and apply new knowledge to your strategic initiatives.
Strategic Partnerships Initiative: Overview
This website will change as a result of the dissolution of Indigenous and Northern Affairs Canada. Consult the new Crown-Indigenous Relations and Northern Affairs Canada home page or the new Indigenous Services Canada home page.
In June of 2009, the Government of Canada released the Federal Framework for Aboriginal Economic Development (the Framework). The Framework provides for a focused, government-wide (whole-of-government) approach to better align federal investments, respond to new and changing economic conditions and lever partnerships in order to address persistent barriers that impede the full participation of Aboriginal people in the Canadian economy.
To advance the strategic priorities of the Framework, the government launched the Strategic Partnerships Initiative (SPI) in June 2010. The SPI is an innovative program designed to increase Aboriginal participation in complex economic development opportunities, particularly in the natural resource sectors where projects are emerging at an unprecedented rate across the country.
The SPI provides a mechanism for federal partners to collectively prioritize and sequence investments, assess and make project approvals, leverage non-federal sources of funding, monitor progress and report on outcomes. With significant investments in major projects anticipated in the next 10 years, SPI will focus increasingly on supporting community economic readiness activities so that communities are better prepared to engage with partners and participate fully in these developments.
Before the SPI, funding decisions were typically made individually by federal departments and agencies and in isolation of a broader strategy. Now, federal partners can make collective investment decisions and address any gaps in existing programs that would otherwise limit or exclude Aboriginal participation in complex economic development opportunities. This approach also stimulates partnerships with other levels of government, industry and Aboriginal communities.
How does the program work?
Federal partners to the program identify emerging economic opportunities across the country which are complex and require the involvement of multiple federal departments. A lead department, in collaboration with other key federal partners, then develops a proposal which identifies key deliverables and outcomes to be achieved with SPI funding, taking into consideration federal programming that may already exist to support Aboriginal participation in the identified opportunity.
The proposals, including funding allocations, are approved by a senior-level inter-departmental investment committee. Work plans are then developed, in collaboration with Aboriginal communities and other partners, to identify the specific activities to be undertaken with the SPI investment that will advance the deliverables and outcomes set out in the proposal.
This innovative approach eliminates the need for clients to navigate multiple application processes across federal departments in order to obtain funding to participate in a particular economic opportunity. This approach is particularly beneficial in providing a single-window for supporting Aboriginal participation in major resource development projects, due to the number of federal departments and agencies that play a role.
Investments are prioritized based on the extent to which they meet a number of criteria and objectives, including:
- Alignment with Government of Canada priorities;
- Alignment with the objectives of the Federal Framework for Aboriginal Economic Development;
- Demonstration of significant partnership potential requiring a coordinated federal approach;
- Proposed investments are based on the evidence of need;
- The initiative does not overlap or duplicate existing federal programs and SPI funding will fill a demonstrated gap; and
- The federal role for the proposed initiative is clearly demonstrated.
Who delivers the program?
The SPI is administered by Aboriginal Affairs and Northern Development Canada, however 14 other federal departments and agencies play a lead role in investment decision-making and implementation of initiatives under the program, including:
- Industry Canada
- Federal Economic Development Initiative for Northern Ontario
- Natural Resources Canada
- Agriculture and Agri-Food Canada
- Employment and Social Development Canada
- Canadian Northern Economic Development Agency
- Parks Canada
- Federal Economic Development Agency for Southern Ontario
- Status of Women Canada
- Western Economic Diversification
- Fisheries and Oceans Canada
- Canada Economic Development for Québec Region
- Environment Canada
- Canadian Environmental Assessment Agency
What information is available?
For more information about SPI please contact us by email or standard mail:
Economic and Business Opportunities Branch
Strategic Partnerships Initiatives Directorate
10 rue Wellington
Gatineau QC K1A 0H4
Editorial: Realizing the Vision. The Canadian Longitudinal Study on Aging as a Strategic Initiative of the Canadian Institutes of Health Research*
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- Canadian Journal on Aging / La Revue canadienne du vieillissement, Volume 28, Issue 3 (Special Issue on the Canadian Longitudinal Study on Aging (CLSA))
- September 2009 , pp. 209-214
- Anne Martin-Matthews (a1) and Linda Mealing (a2)
- Copyright: © Canadian Association on Gerontology 2009
- DOI: https://doi.org/10.1017/S0714980809990018
- Published online by Cambr > 01 September 2009
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- Volume 28, Issue 3
- Anne Martin-Matthews (a1) and Linda Mealing (a2)
- DOI: https://doi.org/10.1017/S0714980809990018
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- Volume 28, Issue 3
- Anne Martin-Matthews (a1) and Linda Mealing (a2)
- DOI: https://doi.org/10.1017/S0714980809990018
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- Volume 28, Issue 3
- Anne Martin-Matthews (a1) and Linda Mealing (a2)
- DOI: https://doi.org/10.1017/S0714980809990018
The Canadian Longitudinal Study on Aging (CLSA) has progressed from a vision initiated by the Canadian Institutes of Health Research (CIHR) Institute of Aging in 2001 to a federally funded national research platform in 2008. The development of the CLSA protocol was enhanced through a series of international peer reviews, a multisectorial Steering Committee, and a CIHR Ethical, Legal, and Social Issues committee; each was essential to the excellence of the science and to making the CLSA relevant to multiple sectors. The CLSA research team, led by three co-principal investigators (Kirkland, Raina, and Wolfson), has developed a unique protocol focusing on aging from cell to society, designed to follow 50,000 people aged 45 to 85, for 20 years. A strategic partnership with Statistics Canada has been crucial to the development and launch of the CLSA. The CLSA will contribute to our understanding of transitions and trajectories within an aging population, and will differ from longitudinal studies of aging worldwide through the breadth of its scope, the early age of recruitment into the study (age 45), the ethno-cultural diversity of Canada’s population, and the potential to link collected data to health administrative data at the provincial level. The CIHR is a novel longitudinal population-based study that will be an unprecedented research resource underpinning multidisciplinary research and evidence-based decision making in aging in Canada.
The authors are grateful to Christine Fitzgerald, current Executive Vice-President at CIHR, for her helpful guidance and input during the preparation of this article.
This special issue of the Canadian Journal on Aging represents an important milestone for the Canadian Longitudinal Study on Aging (CLSA), documenting the results and findings of some of the pilot studies that have informed the development of the CLSA. The CLSA is intended to be a national research platform that will provide important information about the health status of Canadians as they age, generating data that will inform many future research projects. While other articles in this issue describe the vision of the CLSA and detail the results of the scientific inquiries fundamental to its launch, this article focuses on the CLSA’s process of development, and the various means by which this strategic, “big science” initiative was brought from vision to reality.
The Vision and the Process
In 2001, the vision for the CLSA was a national network of infrastructure across Canada to enable state-of-the-art interdisciplinary population-based research on aging. It originated with Réjean Hébert, the inaugural scientific director (2001–2003) of the Institute of Aging of the Canadian Institutes of Health Research (CIHR), with the support of the Institute’s inaugural Advisory Board. 1 The CLSA would go well beyond common cohort approaches of focusing only on social aspects or on specific diseases. It would not focus on the aged only but on aging and adaptation, and on transitions to older age. Despite the existence of other longitudinal studies of aging worldwide, the CLSA would have a particular “niche,” due to Canada’s unique ethno-cultural diversity, national health care delivery systems (with the potential for linkage to health administration data); and particulars of climate, environment, geography, and retirement policy and pension programs.
In late 2001, the Institute of Aging, in partnership with Health Canada, sponsored an invitational workshop, “Healthy Aging: From Cell to Society-Planning Workshop for the CLSA,” in Aylmer, Québec, Canada, that brought together a broad cross-section of the Canadian research community in aging, to discuss essential steps in mounting a Canadian longitudinal study in the area of aging, including protocol design, key partners, and steering committee membership. A request for proposals (RFP) to develop the protocol for the CLSA was launched in 2001. 2 Although the Institute of Aging was the lead CIHR institute on the RFP, 10 of the other 12 CIHR institutes as well as CIHR corporate were financial partners on this initiative, along with Health Canada. One application was received in response to the RFP, but the scope of the applicant team was truly national and mult >3 was established, with a mandate to oversee the development and realization of the CLSA protocol. Chaired by the scientific director of CIHR’s Institute of Aging, it included representatives from Health Canada, Statistics Canada, the Canadian Association on Gerontology, the Canadian Institute for Health Information, the Health Charities Council of Canada, Merck Frosst Canada, and the scientific directors of the CIHR institutes of Population and Public Health, Musculoskeletal Health and Arthritis, and Health Services and Policy Research. Other experts, such as the late Betty Havens, director of the Aging in Manitoba Longitudinal Study, were members of the Steering Committee. Consultation with key federal departments, such as Human Resources and Skills Development Canada, also took place.
By the time the draft protocol, along with a plan for the considerable development work, was submitted to the Steering Committee in early 2004, Anne Martin-Matthews had succeeded Réjean Hébert as scientific director of the Institute of Aging. In March 2004, the protocol as well as the plan and budget were reviewed by an expert international panel. This review was important to both CIHR and the CLSA, as the feedback would not only provide an assessment of merit but also recommendations that would strengthen the scientific and technical aspects of the draft protocol. The panel concluded that the applicant team had the necessary commitment and breadth to pursue the initiative and bring it to a successful launch, and also recommended that the draft protocol be revised and resubmitted based on their review comments. Their recommendations included adjusting the time lines to conduct additional key pilot studies, observations concerning governance structure, and noted strong support for continuing to build a relationship with Statistics Canada.
The CIHR Context
While the CLSA research team laboured to revise and further develop the draft protocol, concurrent developments at CIHR helped to build a foundation of support for the initiative. A crucial event was the endorsement by CIHR’s Scientific Council 4 (composed of the 13 institute scientific directors, and vice-pres >5 ). CIHR’s 2004 Strategic Plan, Investing in Canada’s Future: CIHR’s Blueprint for Health Research and Innovation, >Blueprint, although it was well recognized that the implementation scale of these initiatives was contingent on the availability of funding from CIHR and partners. For much of its developmental history at CIHR, the CLSA was promoted and supported with the expectation that it would (in some way) be linked with a national birth cohort study under the CLHI umbrella, the goal of which was to facilitate the establishment of a research program to conduct large multicentered longitudinal cohort studies of Canadians. Such studies increase the understanding of the role and interaction of different genetic and environmental exposures involved in human development and aging processes over the life course, the multifactorial causes and evolution of common diseases, and the utilization of health care services.
Developmental Phase I: 2004–2006
In the spring of 2004, the report of the international peer review committee on the revised protocol was received. In addition to its review of the draft protocol, the committee provided important advice to CIHR on the commitment then required for the continuation of the developmental work necessary to mount a national cohort initiative, implying a minimum two years of development funding. The message was clear: the next development phase of the CLSA must proceed without delay, and funding should be uninterrupted.
The funded projects were expected to constitute methodological feasibility studies of relevance to, and utility for, other cohort initiatives at CIHR, in alignment with the CLHI, and not just the CLSA. All of the feasibility studies published in this special issue were funded at that time. With this Governing Council support, the CLSA had made a significant transition: from being primarily an Institute of Aging-based initiative, to one supported and resourced as a component of CIHR’s strategic cross-cutting CLHI.
Developmental Phase II: 2006–2008
Two years later, the feasibility studies were complete, and funding support was now required to pilot the draft protocol and to move to launch the initiative. The international peer review panel was reconvened to review the report of the findings of the pilot studies (Phase I Development) and the Phase II Development funding request. The panel was positive about the improvements made to the original submission, noting that CLSA’s approach to addressing both biological and social aspects of aging was well planned out, solid and extremely valuable, with the potential to lead to significant impacts on policy and practice. They noted that the CLSA will contribute to the science of aging in Canada and elsewhere by linking many disparate areas of research. It will also generate data that will inform public health and social policy in areas such as chronic disease management, health-related retirement transitions, and health care delivery; and will provide such benefits as new jobs, an increase in research capacity, the retention of scientists in Canada, and, ultimately, the improved health of aging Canadians.
In June of 2006, after considering the recent international review, CIHR’s governing council approved additional funds of $2.1 million for the period 2006–2008. These funds were directed specifically to content-related pilot and feasibility studies to finalize the CLSA protocol, such as exploring attitudes of Canadians concerning long-term participation in the CLSA; and improving the informed consent process, with attention to such issues as cognitive impairment amongst study participants. The developing partnership with Statistics Canada (described later) was critical to securing this additional support from the Governing Council.
CIHR’s commitment to the CLSA was demonstrated not only in its funding of CLSA’s planning and feasibility phases, but also through the resources allocated within CIHR to an Ethical, Legal and Social Issues (ELSI) Committee (with a mandate to advise CIHR CLHI leaders on actions and best practices to address issues relevant to CLHI) and the creation in 2006 of the position of CLSA executive director. This appointment was another strategically important development for the CLSA, for it reflected CIHR’s recognition of the importance of partnership development and oversight of large strategic initiatives (beyond the scope of the scientists’ expected roles at that time). It was also strategically important to the collaboration being negotiated between the CLSA team and Statistics Canada with the proposal that the Canadian Community Health Survey 4.2 (CCHS 4.2) focus on aging and become the mechanism for recruitment of 20,000 people as the “inception (tracking) cohort” for the CLSA. The one-year secondment of a Statistics Canada executive to the CLSA executive director position within CIHR facilitated the relationship between the CLSA research team and Statistics Canada at a crucial time as the CLSA protocol was being adapted for use in the CCHS 4.2.
Securing Support for the Launch
The partnership with Statistics Canada became strategically important once again in the spring of 2008 as the CCHS 4.2 moved into its final planning stages. Additional funding would be required to lower the age range of the proposed CCHS sample, from age 55 to age 45, as this had long been the intended entry age group for the CLSA. In addition, Statistics Canada now required confirmation from the CLSA team that funding was secured for the proposed second wave of data collection with the 20,000 individuals aged 45–85 to be recruited to the CLSA. Without this confirmation, Statistics Canada could not provide data from those CCHS 4.2 participants who had indicated their agreement to have their identifying information shared with the CLSA for purposes of recruitment into the CLSA. With a rigourous set of policies and procedures now in place at CIHR for the consideration of such funding requests, the CLSA co-PIs and Institute of Aging staff worked assiduously through the spring of 2008 to secure CIHR’s commitment of the $3.85 million required to solidify the partnership with Statistics Canada for the recruitment of the CLSA inception cohort.
Another challenge remained: the securing of funds to launch the “comprehensive cohort” involving recruitment of a further 30,000 people for clinical assessment over the CLSA’s 20-year period. Several factors exacerbated the challenge. The CLSA and the development of a national birth cohort were now progressing at different speeds and somewhat independently of one another, with their linkage under the Canadian Lifelong Health Initiative increasingly unlikely in the short term (although CIHR is keeping abreast of developments and potential future collaborative opportunities). In the spring of 2008, a very large Canadian cancer cohort study was launched, and there was recognition that multiple large national cohorts, with distinct purposes but targeting somewhat similar age groups, might prove difficult to sustain in the longer term.
A number of other factors informed CIHR’s support of the CLSA. In 2008, the Science, Technology and Innovation Council, reporting to the Minister of Industry, recommended four sub-priority areas of research within the “Health and related life sciences and technologies” priority area: among them, health in an aging population. 7 The recommendations were accepted by the Minister of Industry in September 2008. This was a strategically very important development. In addition, the Institute Advisory Board of the Institute of Aging continued to demonstrate cons >Fonds de la recherche en santé du Québec), the BC Network on Aging Research (funded by BC’s Michael Smith Foundation for Health Research)–and support from McMaster University, McGill University, and Dalhousie University to the three co-PIs since 2002 – were critical to the success of partnering efforts for the CLSA.
In addition to these factors, three issues were particularly compelling for CIHR’s funding decisions concerning the CLSA. First, Statistics Canada’s commitment of significant in-kind contributions to the CLSA design and recruitment of the “inception” cohort signaled to CIHR the national importance of the study and its operational feasibility, as well as the level of interest among other federal partners in longitudinal data on aging. Second, the value of the CLSA science and its potential impact on policy and practice was well established, as confirmed through successive rounds of international peer review. And finally, the tenacity and dedication of the core CLSA team over the six years of project development – through the multiple stages of rigorous peer review, the ebbs and flows of discussions concerning stand-alone or collaborative cohort initiatives, and their commitment over a significant period of their academic careers – were acknowledged throughout. On June 25, 2008, the Scientific Council of CIHR voted to award an additional $19.65 million 8 to launch the comprehensive cohort component of the CLSA across 10 sites throughout Canada. This funding commitment was finally approved in December 2008. The total CIHR commitment in support of the five-year implementation phase of the CLSA now totaled $23.5 million, enabling the CLSA to establish itself solidly as a national, longitudinal research and data platform. The vision had become reality.
Realities, Risks, and Returns on Investment
The launch of the CLSA has signaled a new era of research on aging in Canada. Its magnitude, scope, and duration will change the way in which research on aging is conducted across the country. Its creation has already changed the way in which Canada is viewed as a major research player on the world stage, not only in its commitment to research on aging but also in its investment in a science initiative on this scale. In the few months since the funding award, the CLSA has been included in several international meetings focused on harmonization and cross-national comparability of data and access.
The process of bringing the vision of the CLSA to reality is also a history of risks recognized and risks incurred. Team members, and the co-PIs in particular, undertook risks in investing considerable scientific capital and commitment in a venture that took longer to initiate than expected, was often uncertain in its outcome, and will take some years to be fully realized. For the Institute of Aging and for CIHR, there has been significant risk over time: risk in the investment of funds in 2002, 2004, and 2006 when the result of this investment, the launch of the CLSA, was not yet assured. Even now, with the CLSA having been successfully launched, it is well recognized that the sustainability of an initiative such as the CLSA goes well beyond the capabilities of CIHR alone.
Nevertheless, throughout the seven years from the initial meeting in November 2001 to the funding approval in December 2008, the benefits of this strategic initiative have been well recognized by researchers, governmental and non-governmental partners, funders, and community members: its potential to contribute to the identification of ways to prevent disease and improve health and social services for an aging population; and its capacity to develop a better understanding of the impact of non-medical factors such as economic and social changes on individuals as they age. The enormous bank of data collected will also generate new knowledge of the many interrelated biological, clinical, psychosocial, and societal factors that affect healthy aging. In addition, three strengths identified by international peer reviewers are highly relevant to the success in achieving support for this initiative: the beginning of the study at mid-life, its capacity to contribute to an understanding of aging in Canada’s diverse ethno-cultural context, and the potential to link the data provided by the study participants to provincial health administrative data.
With the launch of the CLSA, the vision has been realized. The goals that have driven the science are now within our reach, the applications of that knowledge now on a horizon that can be seen. Such an exciting and energizing opportunity! And with it, the really hard work begins.
1 Members of the inaugural Advisory Board of the Institute of Aging included the late Betty Havens, the principal investigator on the Aging in Manitoba longitudinal study; and several members with experience of the three waves of data collection of the Canadian Study of Health and Aging (1991–92; 1996–97; and 2001–02), including N. Chappell, P. Durand, R. Hébert, Y. Joanette, and K. Rockwood. Their experience with these studies and familiarity therefore with the challenges in mounting and sustaining longitudinal research were important factors in Institute of Aging Advisory Board discussions and support for the CLSA. A. Martin-Matthews was vice-chair of the IAB during the period of these deliberations.
2 The RFP is available at http://www.cihr-irsc.gc.ca/e/4169.html. The submission deadline was January 2002, and the funding amount available was $462,024.
3 This steering committee oversaw the development of the protocol. Health Canada, Statistics Canada, the Canadian Institute for Health Information, the Canadian Association on Gerontology, the Health Charities Council of Canada, Merck Frosst Canada, and the other CIHR Institutes, as members of the CLSA Steering Committee between 2002 and 2006, joined in the planning and overseeing of the study’s protocol development. This approach was essential in making the CLSA relevant to various sectors. This committee was officially disbanded in 2006, with its acceptance of the (then) CLSA draft protocol as having met the requirements of the 2002 RFP.
4 At various points in its history, this group has been known as the Research Priorities and Planning Committee (RPPC) of CIHR, and the Research and Knowledge Translation Committee (RKTC) of CIHR. It became the Scientific Council as of September 2008, but may be referred to by these other names in earlier documents and correspondence.
5 Four scientific directors were identified at the “cohort” champions at CIHR, and worked to advance a coordinated cohort initiative: John Frank (Institute of Population and Public Health), Michael Kramer (Institute of Human Development, Child, and Youth Health), Anne Martin-Matthews (Institute of Aging), and Rod McInnes (Institute of Genetics).
6 On behalf of the research community on aging in Canada, the authors of this article extend a heartfelt thanks to Mark Bisby for his support of the CLSA at several crucial junctures in the process of its development and in its requests for funding support from CIHR.
7 The report of the Science, Technology and Innovation Council may be found at http://www.stic-csti.ca/eic/site/stic-csti.nsf/eng/h_00007.html (retrieved 7 April 2009).
8 In approving this funding, the Scientific Council recognized that this represents approximately 86 per cent of the funding required for the first five years of the CLSA. It is expected that other funding partners will be attracted to this initiative.
9 Big science initiatives also require oversight of complex management, partnership, and governance structures. Recognizing this, CIHR has appointed Linda Mealing as associate director for the CLSA for the period 2009–2012.
The Strategic Initiatives
The Strategic Initiatives
The GBC’s strategic planning focuses on a set of broad initiatives that have been developed with specific goals and action points. These concerns or areas of effort fit together like pieces of a puzzle; assembled they form a powerful and comprehensive plan for the future of the Krishna consciousness movement. While these initiatives are the starting points, other areas soon need to be added, such as initiatives focusing specifically on education. The current broad categories are:
- Strengthening Our Foundations
- Building Capacity for Leadership
- Expanding Outreach
- Devotee Care
- Bringing the Plan into the World of Action
Each of these areas is described below, and each is to be supported by an ISKCON culture that embraces Srila Prabhupada’s focus on results, compassion, enthusiasm, kindness and drive.
Strengthening Our Foundations
As ISKCON has grown, our mettle has been tested in implementing the instructions Srila Prabhupada gave us. To address both the immediate and long-term needs these challenges have raised, the GBC is working to apply the principles in ISKCON’s founding documents and Srila Prabhupada’s other directives, and to enhance ISKCON’s internal culture of cooperative service.
Through global collaboration and discussion with a number of ISKCON members led by GBC committees, several important documents have been or are in the process of being created. Here is a sampling of the ongoing work:
The ISKCON Constitution
Not long after forming ISKCON Srila Prabhupada asked his disciples to begin work on its constitution. This constitution is mentioned as early as 1968. In 1971 he wrote, “We are in the experimental stage, but in the next meeting of the GBC members they should form a constitution how the GBC members manage the whole affair.”
Srila Prabhupada gave us a number of principles on which he wanted the organization and operations of ISKCON based. The ISKCON Constitution is meant to clarify and enshrine these principles in a document that will serve present and future generations of devotees, helping to ensure both the success of our mission and faithfulness to our Founder-Acarya.
Srila Prabhupada’s Position
ISKCON is unified by the paramount position His Divine Grace A.C. Bhaktivedanta Swami Prabhupada holds as our Founder-Acarya. As we wish to succeed as a society, all ISKCON members must continue to deepen their understanding of and fidelity to their relationship with Srila Prabhupada and his mission, vision, instructions, and the overall guiding principles on which he founded ISKCON.
Parallel Lines of Authority and Economy
One of ISKCON’s unique challenges is to maintain clear lines of organizational authority without unnecessarily inhibiting the spiritual dynamics of the guru-disciple relationship in a society with multiple types of spiritual leaders. It is important to establish policies and standards that will best address this challenge.
In the course of its history, our society has naturally developed its own culture of beliefs, behaviors, norms, priorities, standards and assumptions. On the whole, ISKCON’s culture embodies many spiritually positive elements – a strong dedication to the sadhana Srila Prabhupada assigned us, for example, and a loyalty to what he taught. But there are negative aspects of ISKCON’s developing culture too – aspects that do not support ISKCON’s overall mission, such as a feeling of disempowerment among the devotees and a lessening of participation in the Society’s aims. In addition, some of the cultural elements Srila Prabhupada personally introduced have been de-emphasized, such as his focus on achieving transcendental results both in individual practice and the preaching mission. So part of planning for ISKCON’s future is to explore our culture and identify and manage both its positive and negative elements.
Building Capacity for Leadership
The GBC is responsible for providing effective global leadership to an increasingly diverse and expansive society. Therefore it is vital we strengthen and build ISKCON’s capacity for leadership through team-building, identifying and training future leaders, and refining and enhancing ISKCON’s organizational development.
As the ultimate managerial authority for ISKCON, the GBC needs the leadership and organizational acumen to serve a worldwide movement – and it needs to work as a team. So team-building is one of the most crucial elements of the GBC’s leadership mandates. As the GBC improves the teamwork among its own members, it then needs to create connecting points with the rest of the Society. The GBC cannot operate in a vacuum. As Srila Prabhupada wrote in a letter dated October 18, 1973, “Material nature means dissension and disagreement, especially in this Kali-yuga. But for this Krishna consciousness movement, its success will depend on agreement, even though there are varieties of engagements.”
While considering their future, most organizations search out people who appear to have the capacity and dedication to lead the organization forward. Current leaders seek out those who are successful in their particular fields and nurture their growth as leaders by training and encouraging them. Leaders in the fields of itinerant and congregational preaching, project leaders, temple presidents, and devotees whose specific service it is to care for others – all these persons require good Vaishnava association, training, spiritual support, and opportunities to develop their experience. They also need a thorough grounding in the movement’s history and the details of Srila Prabhupada’s legacy so their leadership capacity and integrity as Srila Prabhupada’s followers becomes solid. Some of these devotees, after many years of demonstrating that integrity and a strong record of accomplishment in caring for devotees and outreach, may be ready to serve as members of the GBC. It is vital for the continuity of the GBC body that we identify and help those who will develop the spiritual stature and executive competence required for this responsibility.
GBC Organizational Development
Srila Prabhupada designed the GBC’s current leadership model at a time when the movement was smaller and less complex than it is today. The GBC will thoroughly review that model and, while remaining loyal to Srila Prabhupada’s directions, implement any necessary structural developments and enhancements in order to meet the needs of an expanding movement.
This initiative addresses
- GBC members’ duties, responsibilities, performance, and accountability
- Systems – how the GBC functions and how it interfaces with the rest of ISKCON
- The GBC’s financial requirements
Organizational and Environmental Scanning
Local and regional ISKCON projects are often so busy with day-to-day activities that they do not have the time or resources to analyze their own organization or the environment in which they serve. For example, are the systems in place in a project that allow that project to function at its best? Are individual ISKCON projects aware of – and therefore capable of catering to – what’s going on in the preaching field around them? Srila Prabhupada himself conducted an environmental scan when he was still living on the Bowery in New York City by visiting Mukunda Dasa and Janaki Devi Dasi, two of his first disciples, to ask questions about American life and culture. This type of analytical information is helpful when planning for a temple’s (or ISKCON’s) future.
The organizational scan allows the GBC to study ISKCON as a whole. Organizational scanning includes
> Obviously, it is not possible for the GBC body to study the environment around each ISKCON project. Still, we can preach more effectively in a place when we come to understand the local material and spiritual culture. The GBC will therefore develop methods local and regional leaders in all parts of the world can use to perform this scan.
In recent years the GBC has begun to delegate elements of its authority to Regional Governing Bodies (RGBs) while ensuring that its ultimate authority to manage ISKCON remains intact. The GBC will review and analyze the RGBs’ achievements and challenges in order to define and implement a system for regional or national management in all parts of the world.
During Srila Prabhupada’s time, he personally led us forward by his example and precept into the field of preaching. Preaching thus became one of two core elements that define ISKCON (the other is care for our members, discussed below). This is what ISKCON is all about: more devotees and happier devotees.
The GBC’s strategic planning Outreach Committee is designed to ensure that the service of sharing Krishna consciousness remains at the heart of what it means to belong to ISKCON. The GBC is meant to lead devotees into the preaching field on Srila Prabhupada’s behalf and to inspire us to spread Krishna consciousness.
To do this they need to encourage the devotees under their care to understand the needs and attitudes of their local cultures, to make sure the preaching is relevant to and appropriate for the local society, and to help the devotees measure their preaching success by such things as an increase in people joining the movement.
Srila Prabhupada gave us particular preaching strategies – book distribution, harinam-sankirtan, life membership, and farm projects, to name a few. Yet Srila Prabhupada was ever willing to adjust his methods if they did not yield the best results. Do our traditional preaching strategies require any adjustment according to time, place and circumstance? Asking these questions and brainstorming outreach options will allow the GBC to encourage the most effective styles of preaching in each area.
Equally if not more important than ISKCON’s outreach efforts is the spiritual care and development of our current members. We want more devotees and happier devotees.
Of the seven purposes Srila Prabhupada established for ISKCON, at least two directly refer to services for the members of the society:
To bring the members of the society together with each other and nearer to Krishna, the prime entity, and thus to develop the idea, within the members, and humanity, at large, that each soul is part and parcel of the quality of Godhead (Krishna);
To bring the members closer together for the purpose of teaching a simpler and more natural way of life.
It is vital, therefore, that the GBC lead the society in developing and maintaining dynamic programs for the care of its members.
Srila Prabhupada wanted ISKCON’s temples to be centers of intensive devotional service, especially in the form of the five main practices essential to bhakti-yoga: chanting the holy name, hearing Srimad-Bhagavatam, worshiping the Deity, serving the Vaishnavas, and living in a holy place. He also wanted the temples to serve as hubs for outreach, where the spiritual lives of our guests could blossom. While some of our temples are meeting these objectives, many are struggling. This initiative examines Srila Prabhupada’s instructions about temples and applies a “best practices” and mentorship approach to helping all ISKCON’s temples better fulfill their purpose.
Service Organizations and Affiliates
When Srila Prabhupada was physically present, ISKCON seemed simpler – everything functioned around the temples, which remained under the greater umbrella of ISKCON. But as ISKCON has expanded and become more congregationally-based, devotees are expressing their service desires in a number of ways not easily accommodated or facilitated by the temples themselves. As a result, we have seen a proliferation of ISKCON-affiliated service organizations and projects. The purpose of this initiative is to understand and manage the relationship these organizations have with ISKCON in a way that serves Srila Prabhupada’s core mission of spreading Krishna consciousness as widely as possible.
Conflicts of Interest
With ISKCON’s expansion has come the need to address possible conflicts of interest in the society’s management. This initiative is working toward a way to address and manage conflicts of interest by delineating unacceptable or untenable conflicts and recommending a reporting procedure for those conflicts of interest that can be permitted.
(c) 2020 International Society for Krishna Consciousness (ISKCON)
Founder-Acharya: His Divine Grace A.C Bhaktivedanta Swami Prabhupada
Simon Fraser University
Engaging the World
Office of the Vice-President, Research
SFU’s university-wide strategic research initiatives
2020-2020 STRATEGIC RESEARCH PLAN
SFU’s 2020-2020 Strategic Research Plan builds on its strengths and successes, and positions the university to continue to grow its capacity in research and knowledge mobilization. This plan provides direction for solidifying SFU’s interdisciplinary research strengths while building critical mass in areas that are globally relevant and strategically important.
SFU Innovates is the university’s innovation strategy with a mission to engage SFU researchers, staff and students with our communities and partners to solve societal challenges through innovation and entrepreneurship.
SFU’S BIG DATA INITIATIVE
From genomics to criminology, physics to healthcare, SFU’s Big Data Initiative seeks to spark new collaborations that combine big questions and big ideas with data-intensive discovery. SFU is building on a decade of leadership in the field of big data, investing in advanced research computing to accelerate scholarship and innovation by bringing new data tools and resources to all members of our campus community.
SFU is committed to providing sustained resources to support researchers in sharing their findings with wider communities in meaningful ways. This commitment to knowledge mobilization is intended to facilitate wider public engagement with research and deepen connections between researchers and knowledge users.
SFU is committed to developing a new social infrastructure within the university, to entrench and expand our capacity to lead community-engaged research. We will do this through the development of a one-of-a-kind centre for Community-Engaged Research that will be unique in Canada and a leader around the world.
Универсальный англо-русский словарь . Академик.ру . 2011 .
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Meeting of the Agency of Strategic Initiatives Supervisory Board.
Vladimir Putin chaired a meeting in Petrozavodsk of the Supervisory Board of the autonomous non-commercial organization Agency for Strategic Initiatives to Promote New Projects.
|Russian President Vladimir Putin.|
The participants discussed the results of ASI’s work over the first half of 2020 and promising projects planned for implementation in 2020–2020. They include a package of measures to develop the volunteer movement in Russia’s regions, and plans for establishing a fund to support social projects.
President of Russia Vladimir Putin:
Good afternoon colleagues,
|Meeting of the Agency of Strategic Initiatives Supervisory Board.|
As the Acting Head of Karelia told me, ASI was not present in the region before now, but right from the first steps, as the regional head sees it, in any case, it is clear that this is very interesting and promising cooperation, very useful, as he and I both hope.
I note that all the necessary organizational work should be carried out swiftly. Acting Head of the Republic Artur Parfenchikov has sensed the subject’s importance and has taken personal interest and got fired with enthusiasm now. I want to thank you for supporting the Agency’s work and I hope that this cooperation will be useful for the region.
Agency for Strategic Initiatives General Director Svetlana Chupsheva:
He has fallen ill.
I’ll hope he gets better soon.
|Vladimir Putin at the meeting of the Agency of Strategic Initiatives Supervisory Board.|
Recently, we met with our colleagues from the Economic Development Ministry and the World Bank to discuss the ongoing work to create a favorable business environment. They are very interested in our project, national ratings. They say: “It is good that Moscow and St. Petersburg have made such good progress but it is also very important that all other regions do not stop and that all new technologies are used in all the constituent entities of the Federation.”
The Strategic Initiatives division of Berea College is responsible for overseeing and stewarding relationships with external funding partners that support on-campus programming and capital improvements as well as educational and community development programming in the Appalachian region. Examples of current strategic initiatives include:
- Student support “Bridge” programming to help matriculating Berea College students bridge in, through, and out of their time at the College more successfully
- Rural Promise Neighborhood, GEAR UP, and i3 programs to work toward the goal that “All Appalachian students will succeed at school” (Partners for Education)
- Partnering with Appalachian communities through to grow regional leadership in order to create visions and plans to guide local development efforts (Brushy Fork Institute)
- Helping as many Appalachian families grow as much of their own food as possible (Grow Appalachia).
To learn more, please visit the webpages of these externally funded initiatives by following the links in the sidebar.
Berea is the only one of America’s top colleges that makes a no-tuition promise to every enrolled student.
No student pays for tuition.
Our generous Tuition promise scholarship makes it possible for you to graduate debt-free. Even if you borrow for special learning opportunities or to replace your family’s total contribution, you will have a low debt compared to national trends. We sometimes call Berea “the best education money can’t buy.”