Mainstream Employment Programme - Ministry of Social Development. About the Mainstream Employment Programme. The Mainstream Employment Programme provides a package of subsidies, training, and other support to help people with significant disabilities get work and to enable them to gain sustainable employment. By taking part in the Programme, employers are tapping into the benefits of employing someone with a disability and future- proofing their workforce. We are now accepting applications - please see information about the application process below. What the Mainstream Employment Programme provides. Program (American spelling) or programme (British spelling) may refer to: Business and management. Program management, the process of managing several related. About us The Blogger Programme is one of the fastest growing platforms for brands and bloggers to connect and collaborate on. A 1. 00% salary subsidy for the first half of an agreed term of a maximum of 1. Funding for agreed external training for Mainstream participants and their direct supervisors. Program Or Programme NzoneFunding to meet participants’ agreed adaptive technology or specialised assistance costs. Follow- up support for participants and their direct supervisors. Who can apply? People with a significant disability who have been unable to get work can apply. To make sure that the funding is used for the greatest benefit for the most people, we’ll be prioritising applications according to six factors as shown in the table below. A person does not need to be a priority in all six factors to be offered a placement. Factors to be considered. Priority. Age. Youth (aged 1. Qualification level. People with higher qualifications particularly those who have recently completed a post- secondary school qualification within the last 2 years (e. Flexi- wage) or supported employment. Program Or Programme NzxtSustainability of employment. The role is likely to be maintained at the end of the placement or there is a clear plan that shows how the placement will provide a pathway into alternative employment using the skills and knowledge gained. Benefit Status. People who are at risk of long- term benefit receipt and for whom the long- term benefit liability is likely to be reduced. To be considered you must also: have a disability that severely restricts and significantly disadvantages your employment prospects, which requires assistance in addition to MSD’s general jobseeker support or wage subsidieshave had the disability for a minimum of six months, and expect it to continue for at least four years be 1. New Zealand citizen or permanent resident ordinarily resident in New Zealand generally not have been in paid employment for more than 1. Accident Compensation Act 2. ACC. Employers. Mainstream is available in a large range of state sector and private sector businesses and organisations. If you are an employer and you would like to offer a position to someone with a significant disability, please contact Work and Income. If you don’t already have a suitable person in mind, we’ll put you in touch with supported employment agencies in your area who might have someone who, with the help of the Mainstream Employment Programme, could make a valuable contribution to your organisation. Applications for the 2017 Engineering Graduate Programme are currently open. All other 2017 graduate programmes have now closed. We are looking for Auckland’s. Kindercare's Early Childhood Education Program is about fostering a love of learning, through play, for your baby, toddler or preschool child. Principal Translations: English: Spanish: program, UK: programme n noun: Refers to person, place, thing, quality, etc. US (plan, schedule) programa nm nombre. Email us at the address below: Note: Organisations where there is already a Mainstream placement are not ordinarily eligible for a further placement at the same time. Placements in schools must be non- teaching positions (participants cannot work in teacher or teacher aide positions). Requirements for Mainstream positions. In the past, Mainstream positions were usually created specifically for the participant, additional to the staff establishment and not an existing vacancy. From 1 July 2. 01. Mainstream is considered in these cases if it will address barriers to employment by providing disability related support to build the knowledge and skills of the participant. Generally funding for existing vacancies will be for a maximum of 1. The employer must guarantee that: the Placement is not replacing or displacing someone in existing employmentfor existing vacancies that the processes for selecting the employee were correctly followed, that the employee was chosen on merit and that no other applicants (where applicable) were disadvantaged by the availability of a subsidythe employee has an employment agreement that is fixed term for the length of the placement for a created position and permanent for an existing vacancy. Generally positions must be for a minimum of 1. Supported employment agents. The Mainstream Employment Programme is very popular – so popular we’ve had to stop taking in applications for quite some time. The good news is that we are now accepting applications again. If you are already registered with Work and Income, you will have received information about our new application process and priorities for placement. Process changes include: There is a single application form, replacing the eligibility and job proposal processes. Requirements for Mainstream positions have changed. Applications are prioritised, and eligibility does not guarantee that a placement and funding will be available Costs for the placement are agreed up front and will include setting a maximum salary subsidy for each year and funding for training and equipment in advance of a placement starting. To find out more, or to get the new application form, contact us. Features of the Programme. It's a four- way partnership among Work and Income, supported employment or other agencies, employers, and people with disabilities. The specially created or adapted positions are tailored to the skills and aptitude of the participants, and the needs of the employers. Participants are not expected to be 'job- ready' when they start. They are trained on the job and have access to extra training funding from Mainstream. Because Mainstream follows the principles of supported employment, pay is comparable to the pay of others performing similar duties. Knowledge and skills are built up over time, with the support and goodwill of co- workers. After two years, it is expected that participants will be much better equipped to compete for advertised vacancies. Mainstream participants work throughout New Zealand, from large cities like Wellington to small centres like Kaikohe. Mainstream participants work in a large range of state sector and private sector businesses and organisations. Ideally a participant gets the opportunity of continuous employment over the term of the placement, unless they find a suitable permanent position during the term of the placement (e. To apply for the Mainstream Internship Programme, use the application form for the Mainstream Employment Programme. Email us if you need a copy on mainstream@msd. Program management - Wikipedia, the free encyclopedia. For the Microsoft Windows application, see Program Manager. In the software industry, program management is an aspect of software product management. Program management or programme management is the process of managing several related projects, often with the intention of improving an organization's performance. In practice and in its aims it is often closely related to systems engineering, industrial engineering, change management, and business transformation. The program manager has oversight of the purpose and status of the projects in a program and can use this oversight to support project- level activity to ensure the program goals are met by providing a decision- making capacity that cannot be achieved at project level or by providing the project manager with a program perspective when required, or as a sounding board for ideas and approaches to solving project issues that have program impacts. In a program there is a need to identify and manage cross- project dependencies and often the project management office (PMO) may not have sufficient insight of the risk, issues, requirements, design or solution to be able to usefully manage these. The program manager may be well placed to provide this insight by actively seeking out such information from the project managers although in large and/or complex projects, a specific role may be required. However this insight arises, the program manager needs this in order to be comfortable that the overall program goals are achievable. Overview and definition. Only when that capability is transferred to the line management and utilized by the host organization will the benefits actually be delivered. On this view, a program team cannot, on their own, deliver benefits. Benefits can only be delivered through the utilization of a new capability. Programs are normally designed to deliver the organisation's strategy or business transformation, such as an ambition to be the fourth biggest supermarket in a region by 2. According to one source, . Programs may include elements of related work outside of the scope of the discrete projects in the program.. Some projects within a program can deliver useful incremental benefits to the organization before the program itself has completed. Program managers should not micromanage, but should leave project management to the project managers. However, program management might need to deal with interdependencies, conflicts and resource or knowledge sharing among the projects it manages. In public sector work in Europe, the term normally refers to multiple change projects: projects that are designed to deliver benefits to the host organization. For example, the Office of Government Commerce for the UK government. An alternative to the Office of Government Commerce's methodology for program management is that of the private sector Project Management Institute. Many organizations only run one program at a time, a program containing all their projects. In Project Management Institute terminology, this is more likely to be a project portfolio than a program. Some larger organizations may have multiple programs each designed to deliver a range of improvements. Some organizations use the concept of Systems Engineering where others use program management. Key factors. Governance must include a set of metrics to indicate the health and progress of the program in the most vital areas. Alignment. The program must support a higher level vision, goals and objectives. Assurance. Verify and validate the program, ensuring adherence to standards and alignment with the vision. Management. Ensure there are regular reviews, there is accountability, and that management of projects, stakeholders and suppliers is in place. Integration. Ensure that component parts fit together properly to make the intended whole. Optimize performance across the program value chain, functionally and technically. Finances. Track basic costs together with wider costs of administering the program. Infrastructure. Allocation of resources influences the cost and success of the program. Infrastructure might cover offices, version control, and IT. Planning. Develop the plan bringing together the information on projects, resources, timescales, monitoring and control. On one view, projects deliver outputs, discrete parcels or . By combining these projects with other deliverables and changes, their programs might deliver increased income from a new product, shorter waiting lists at the hospital or reduced operating costs due to improved technology. On this second view, the point of having a program is to exploit economies of scale and to reduce coordination costs and risks. The project manager's job is to ensure that their project succeeds. The program manager, on the other hand, is concerned with the aggregate outcome(s) or end- state result(s) of the collection of projects in a particular program. For example, in a financial institution a program may include one project that is designed to take advantage of a rising market and another that is designed to protect against the downside of a falling market. The former seeks to leverage the potential upside; the latter to limit the possible downside. Consider a simple analogy: Fix- A- Flat. This highly- pressurized aerosol product injects a leak sealant into a punctured tire to stop the outflow of air (project A) and concurrently re- inflates the tire (project B), resulting together in the outcome that is a tire that is once again functional (the program comprised projects A and B). The program manager has been described as 'playing chess' and keeping the overview in mind, with the pieces to be used or sacrificed being the projects. And also according to this view, successful projects deliver on time, to budget and to specification, whereas successful programs deliver long term improvements to an organization. Improvements are usually identified through benefits. An organization should select the group of programs that most take it towards its strategic aims while remaining within its capacity to deliver the changes. On the other hand, the view that programs are simply large projects or a set of projects allows that a program may need to deliver tangible benefits quickly. According to one source, the key difference between a program and a project is the finite nature of a project. A program is ongoing and implemented within a business to consistently achieve certain results for the business. A project is designed to deliver an output or deliverable and its success will be in terms of delivering the right output at the right time and to the right cost. Program management includes management of projects which, together, improve the performance of the organization. A program's success will be measured in terms of benefits. Benefits are the measures of improvement of an organization and might include increased income, increased profits, decreased costs, improved market position (ability to compete), reduced wastage or environmental damage, more satisfied customers. In central or local government organizations, benefits might include providing a better service to the community. In the course of achieving required results, business programs will normally understand related business constraints and determine the processes required to achieve results based on resources allocated. Improvement of processes is a continuous operation that very much contrasts a program from a project. At the lowest level project managers co- ordinate individual projects. They are overseen by the program manager who accounts to the program sponsor (or board). There will normally be a process to change the predetermined scope of a project. Programs often have to react to changes in strategy and changes in the environment in which the organization changes. Another view and another successful way of managing does not see any of the factors listed above as distinguishing projects from programs, but rather sees the program as being about portfolio management. On this view, program management is about selecting projects, adjusting the speed at which they run, and adjusting their scope, in order to the maximize the value of the portfolio as a whole, and as economic or other external conditions change. Yet another view is that a program management is nothing more than a large, complex project, where the integration aspect of project management is more important than in smaller projects. Integration management is a key feature of the Project Management Institute's approach to project management. In practice it is not clear that there is such a clear- cut distinction. Projects (or programs) vary from small and simple to large and complex; what needs to be a managed as a program in one culture or organization may be managed as a project in another.
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