“New medications provided on a regular basis are able to stabilize patients more quickly,” said Gerald ill clients receive treatment.I got a call from the Decatur Police Department one night about a lady screaming in her apartment for three hours, ‘They’re going to get me,’ ” she said.She was accessed by the ACT team, and a manager picked her up the next morning to see a doctor.The commissioner of the Department of Mental Health and Mental Retardation looks to Morgan County’s successes as a model for how to address mental illness, Dobbs-Ramey said.
“We’re one of fewer than 10 counties in the state who have a mental conveyancing health officer,” she said.Dobbs-Ramey and Wilhoite are holding classes for officers at the Flint police training facility to help them learn how to approach people who suffer from mental illness.She said future training to handle the mentally ill would spread to fire and rescue, emergency services, detention officers and dispatchers.
A bill that, according to the state highway director, would have removed politics from road building was killed by four senators who received contributions from road builders.The bill, which passed 93-1 in the state House but stalled in committee last week, would create a nine-member, governor-appointed Transportation Commission.The members would have six-year terms and could not serve consecutive terms.The governor would have appointed one member from each highway district in the state.The members, not the governor,
would hire future state transportation directors.The Senate version of the bill never got to the Senate floor because four senators voted against it: Roger Bedford, D-Russellville; Myron Penn, D-Union Springs; Rodger Smitherman, D- committee members missed the meeting.Among the members not in attendance were Zeb Little, D-Cullman; Tom Butler, D-Madison; and Jeff Enfinger, D-Huntsville.The four voting against the bill received almost $150,000 in political contributions from road builder-supported political action committees.State DOTdirector Joe McInnes said the bill would have helped ensure that need, not politics,
The Director will agree with each manager and team the objectives that the separate teams will work towards in order that the Association as a whole meets its quality objectives during the currency of each succeeding business plan Conveyancing courses. The individual plans will show the quality objectives to which the person contributes, their competence to carry out the necessary tasks and any training or other resource needs. The personal action plan will relate the individual objectives to those set out in the strategic plans.
The personal action plans will be valid for clearly stated periods at the end of which a review will take place with the manager and a new plan will be agreed. Service delivery will normally be in accordance with standard procedures listed in the Procedures section on Link’s intranet. The points in the delivery of our service where proper performance must be verified are listed in the procedure for quality control and verification.
Local service objectives or special customer requirements may mean that alternative procedures are adopted for particular localities, client groups, time periods or pilot projects. Alternative procedures will be listed in the Local Initiatives section on Link’s intranet subject to the following process.
The local area manager will prepare a submission to the Director including alternative procedures, a statement of reasons showing the necessity for the alternative approach, and recommendations showing in what circumstances the alternative procedures will apply. If the proposed procedures are at variance with Link’s published policies the Director will seek Committee approval.
Once the Council collects rents, it cannot sent the TMC a rent demand as it is the Council, not the TMC, that holds the cash. There is therefore no mechanism for either penalising the TCM for poor rent collection and arrears control, or indeed for rewarding the TMC for good performance. For River Heights we introduced a system whereby the Council would calculate what the Net Rent should have been and compare this with the rent which was actually collected in the quarter. The balance is then payable either by the Council to the TMO or by the TMO to the Council, depending whether the TMO caused more or less than the Net Rent to be collected.
On some estates, particularly hard to let estates, Greenwich Council operates an Intra Estate Transfer policy which gives preference to tenants wishing to transfer to another property within the estate. River Heights adopted this policy as a way to keep people who wanted to move within the community. However, River Heights only has one bed and two bed flats, so its scope for intra estate transfers is quite limited. About Author Section: Act Conveyancing Sydney
More controversial was the Steering Group’s proposal to administer mutual exchange directly, rather than to involve the Re Housing Section of the Council, though this was eventually accepted. Similar to Walpole EMB and some other TOMs, River Heights will interview all applicants for housing in the blocks, whether these are new applicants, mutual exchangers, or intra estate transfers. The purpose of the interview is solely to find out if an applicant is willing to agree to the Participation Criteria which River Heights has put in place in an effort to attract tenants with a commitment to tenant management.
This has three parts: all applicants must agree to the conditions in the first part. If they do not, in the case of transfers and exchanges the transfer or exchange will not be allowed, and in the case of new applicants the applicant would be referred back to the Re Housing Section and would resume their place on the housing waiting list without any penalty. The second and third parts of the criteria are there to help the panel decide which of the two applicants who are sent for interview by the Council for each vacancy are most likely to become involved with the TMC. The panel consists of the TMC Coordinator and tenants, with Council officers from the Rehousing Section being entitled to attend. All must first undergo allocations and equal opportunities training.
The most important issue to arise from the consultations with both stakeholders and the social enterprises is that the issues included within the Framework have been representative of the key needs of social enterprises across the South East region, and that no crucial strategic issues have been omitted from the Framework. Additionally, the enabling Framework has helped to give the social enterprise sector more credibility across the South East, and the Framework document clearly states the strategic objectives and priorities that will be addressed. The subsequent South East Region Action Plan that has been developed has clearly identified timescales and responsibilities for delivering the Actions.
We firstly asked all organisations how long they had been trading for. Figure 5.1 (below) indicates that two in three of the enterprises interviewed had been trading for more than ten years, and just 6% had been trading for less than two years. 3% of interviewees did not state how long their organisation had been trading for. This was either because the interviewee refused to disclose the information, or that they did not know.
Figure 5.2 (below) illustrates that 8% of the social enterprises interviewed employed no staff, and were fully reliant on volunteers. This therefore would suggest that the South East social economy is essentially dominated by small organisations. Many such organisations are also likely to have limited capacity to trade in a commercial environment, and insufficient capacity to complete pre-qualification questionnaires and tendering processes for many public sector contracts.
Two in three classed themselves as a community or voluntary organisation. Those classifying themselves as ‘none of the above’ were mainly Community Interest Companies.
five organisations targeted people with mental health problems, and one in ten targeted disabled people. Additionally, 12% of social enterprises interviewed provided support services for other social enterprises. The information obtained here does suggest that a high proportion of social enterprises in the South East are targeting their services at groups that are traditionally regarded as being disadvantaged.
Just over one in four social enterprises were aware of the Framework, and just over one in three were aware of their County Network. It therefore appears that a significant amount of additional marketing is required by the County Networks in particular about the services they can potentially offer to social enterprises, and any important networking events that are planned.