Nearly 900 children returned to schools in Boston and Cambridge this fall with a boost from the award-winning academic enrichment provided by the Summer Urban Program (SUP) at Harvard’s Phillips Brooks House Association (PBHA).SUP, which is run by Harvard undergraduates and hosts 11 free summer camps in Boston and Cambridge, received the National Summer Learning Association’s 2011 Excellence in Summer Learning Award last month. The national organization supports summertime learning and rigorously assesses programs each year.Research has established that children lose academic skills during summer breaks, and low-income students are disproportionately at risk. Education experts point to summertime programs such as PBHA’s as a way to help bridge the gap.“PBHA’s SUP fits into a broader context. It’s helping Boston close achievement gaps by closing opportunity gaps in the summer,” said Christopher Smith, executive director of Boston After School & Beyond, a public-private partnership that supports, strengthens, and expands Boston’s after-school sector.Smith noted that the camps make a difference for the hundreds of students they serve and the often-underserved populations they benefit, including students from international backgrounds and those who speak English as a second language (ESL), who can struggle at school.The camps offer seven-week programs for children ages 6 to 12. Campers work on academics, including math and literacy skills, in the mornings and attend field trips, including visits to colleges, museums, historic sites, and the New England Aquarium, during the afternoons.PBHA’s summer learning data points to progress. According to SUP evaluations, 85 percent of ESL campers have improved scores after attending the camps. Nearly 80 percent of parents reported improvements in their children’s reading, writing, and math skills over the summer. Ninety-eight percent of junior counselors (children can spend years in a program, first as campers and later as paid junior counselors) plan to attend college.The camps are led by about 130 college students. Some are Harvard undergraduates and others are local students, most of whom participated in the program as campers and stayed on to teach or help run the camps. PBHA program directors say creating a sense of community at each camp and encouraging youngsters to be agents of change in their communities are important parts of SUP. This is why SUP offers opportunities for campers to come back as junior counselors, senior counselors, and even program directors (where they also earn a summer stipend). Harvard students and local college students work together to build that strong sense of community. “Students regularly worked 12- to 16-hour days during the program to make sure the next day’s session was as enriching and fun as possible. … The level of collaboration among students in planning the program is remarkable,” said Sarah Pitcock, senior director of program quality at the National Summer Learning Association.The program was also lauded for collaborating with other programs and being part of the communities they serve.“PBHA is building communities in three levels — among the students they serve, among their staff, and at the city level, with us and other partners. They serve as a satellite summer school for Boston,” said Smith.As for the students who plan and run the camps, being recognized among the nation’s top summer learning programs is an honor, but they say the recognition goes to all involved.“This award is such a big honor, but we couldn’t do what we do without the community organizations, parents, and children we work so closely with over the summer,” said SUP program director Diana Bartenstein ’12. “There’s a lot of energy in the program, and all involved are really committed to it, and that makes the difference.”SUP began in 1980 and runs day camps in the following neighborhoods. It partners with local schools and organizations to host the programs:Dorchester: the Boston Refugee Youth Enrichment at the Marshall Elementary School and the Franklin I-O Summer Program at Frederick Pilot Middle SchoolChinatown: the Chinatown Adventure at the Chinese Consolidated Benevolent AssociationCambridge: the Cambridge Youth Enrichment Program at the Benjamin Banneker Charter School, Fletcher-Maynard Academy, and King Open SchoolSouth End: Keylatch Summer Program at Blackstone Elementary SchoolMission Hill: the Mission Hill Summer Program at Wentworth Institute of TechnologyJamaica Plain: the Native American Youth Enrichment Program at the Curley K-8 SchoolRoxbury: the Roxbury Youth Initiative at Hennigan Elementary SchoolSouth Boston: the South Boston Outreach Summer at Condon Elementary SchoolIn addition to the camps, the program provides ESL training for immigrant and refugee teens. PBHA’s Boston Refugee Youth Enrichment and Refugee Youth Summer Enrichment have been recognized by the Boston Public Schools as alternatives to summer school. Its Native American Youth Enrichment Program is the only summer camp specifically for urban Native American youth in Massachusetts.SUP receives support from a number of Harvard groups, including the President’s Office, Harvard Public Affairs & Communications, the Harvard Achievement Support Initiative, the Office of Career Services, and the Institute of Politics. The program is also supported by many community partners and citywide by the Boston Public Schools, the Cambridge Public Schools, the Boston Youth Fund, Action for Boston Community Development, the Boston Center for Youth and Families, and the Cambridge Mayor’s Youth Fund.Each year, the National Summer Learning Association recognizes summer programs that demonstrate excellence in accelerating academic achievement and promoting healthy development for young people. The PBHA program was the only entirely college student-run program among the five recognized this year.
3SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr I’m often asked, in my role as a performance strategist, “Should our organization have performance standards in place?” I usually I respond with a question of my own, “Why do you ask?” What follows is a lengthy explanation of why they feel standards would hamper employee performance and engagement. This says a lot about our views of standards. Here’s another question, if in fact the success of an organization is directly related to the performance, productivity and commitment of the employee – why would performance standards be a bad thing? While a job description tells us what to do, performance standards provide job function parameters. Standards are observable behaviors and actions that can be measured and coached to. In other words, they tell the employee what doing a good job looks like. Are you still asking rule or tool? I think you can see where I’m going here. I believe that when done well, performance standards are a tool that provides your team with the specifics around “how to win”. Let’s hope we’ve hired people with the drive and desire to do a good job and succeed everyday… if not, stop reading this and find an article on “how to hire better people”. Performance standards can very well become a set of rules if not set up correctly with a focus on your employee experience and your member experience. Avoid these mistakes:Using job performance standards to micro-manage your teamImplementing new performance standards shortly before evaluationsNot keeping your performance standards updated and currentSetting unrealistic job performance standardsLimited creativity with tight performance standardsOn the flip side, if your team understands how to win, they also know where to focus their time and efforts to achieve your credit union’s objectives.Here are the top 6 reasons why performance standards are a highly effective tool:Provides your managers with a way to measure job performance and productivityAllows your employees to measure their own performance and productivityHelps your team understand the expected scope, key responsibilities, required knowledge, skills and duties of the jobSupports equitable evaluations of all employees in the same roleFacilitates communication between managers and employees regarding job related activitiesHelps managers ensure that employees have the resources necessary to do their jobs wellWhat happens without job performance standards?Managers and employees may have a very different understanding and expectation about job requirements and performanceManagers may have difficulty identifying performance issuesManagers and employees may have difficulty separating WHAT should be done from HOW it should be doneManagers tend to lower expectations to avoid confronting employees with performance issuesEmployees may protect themselves from possible failure by performing at a lower (more comfortable) levelManagers may coach and evaluate employees (doing the same job) differentlyWhere to start:Define specific performance standards and measurement criteriaIdentify the top 3-5 job responsibilitiesIdentify specific skills and knowledge needed to perform at a high levelEstablish a method to monitor performanceImplement standards at the beginning of an evaluation cycleSet short-term (90-day) AND long-term goalsDevelop a plan for managers and employees to communicate on a regular basis When done right, setting performance standards will increase understanding of organizational objectives, empowering your team to function at a higher level and at the same time build trust and commitment to your credit union goals. This all leads to growing enthusiasm, engagement and fun!To learn more about member experience strategies, employee engagement or organizational development, email firstname.lastname@example.org or call 608-231-4354.AUTHOR: Jayne Hitman, national relationship manager, CUNA Creating Member Loyalty™
NewsTalk ZB 9 May 2016Family First Comment: And legalising euthanasia would simply make it worse.We’re being told not to forget about the older community in a bid to prevent elderly suicide.Elderly suicide is set to be discussed at a mental health conference attended by psychiatrists from New Zealand and Australia today.Spokesperson for counselling service Relationship Matters Steve Taylor said elderly people often go into care and get visits from family once every couple of weeks.He said this can make them feel lonely, helpless and without purpose.“The more that a person loses their sense of hope and purpose then the less will they have to actually be able to contribute or go on living.”He said when people grow older some people assume they don’t have much use anymore.“They have a lot to contribute, particularly to the younger generation, and I think one of the key things we could do is have a situation where we could actually talk to a lot of people and say what is it that you would like to offer, what is that you would like to contribute and how can we help you do that.”READ MORE: http://www.newstalkzb.co.nz/news/national/elderly-suicide-on-metal-health-conference-agenda/
UPDATED: Jan. 23, 2018 at 12:01 p.m.Jim Boeheim’s salary could force Syracuse University to pay thousands of dollars in additional taxes every year under a provision of the Republican Party’s controversial tax overhaul plan.“I don’t have much of a feeling on that,” Boeheim said on Monday during the Atlantic Coast Conference coaches teleconference. “I don’t understand exactly what this is all about, really. It’s beyond me.”A nonprofit’s five highest paid employees will generally subject their employer to a new 21 percent excise tax of some of their pay if they make more than $1 million a year in taxable compensation as part of the provision. Boeheim, the university’s head basketball coach, was paid $1,957,449 in reportable income by SU in Fiscal Year 2014. He also earned $2,151,736 in FY 2015. It’s unlikely Boeheim’s annual salary has dipped below $1 million since then.AdvertisementThis is placeholder textAlmost every coach in the ACC league in recent years has been paid more than $1 million as a salary, 990 forms and school announcements show. An SU spokeswoman in a statement said the university’s aware of the tax provision but, “we are not able to discuss specifics of personnel matters.” The excise tax wouldn’t take a chunk out of Boeheim’s salary, though. Consider his reported compensation for FY 2014 as an example. According to the university’s 990 form, SU paid the basketball coach $1,957,449. Of that salary, the excise tax could apply to the amount Boeheim made over $1 million. The GOP’s new excise, if theoretically applied to FY 2014, could hit SU with 21 percent of $957,449, which would be an additional $201,064 in taxes.In FY 2014, Boeheim was also paid $86,221 in an estimated amount of, “other compensation from the organization and related organizations,” according to the 990 form. It remains unclear if that $86,221 would factor into the total amount SU could be taxed 21 percent for, of Boeheim’s salary, if considering FY 2014 as an example. The 990 does not detail if any of that $86,221 was taxable income. So, in theory, the university could be forced to pay more than $201,064 in additional taxes. Nonprofits, including major universities, have to foot the bill under this provision. Not individual employees. Take Duke University as another example.Mike Krzyzewski, one of the highest paid collegiate coaches in history, was paid $4,015,468 in reportable compensation by Duke in FY 2014, according to the university’s 990 form.Krzyzewski could force Duke to pay about $843,248 yearly in additional taxes, under the provision, if theoretically using reportable compensation in FY 2014, as an example. But, like Boeheim, it’s unclear if more than $1.5 million in Krzyzewski’s estimated “compensation from the organization and related organizations” in FY 2014 could also affect that figure. Brian Pinheiro, chair of Philadelphia-based Ballard Spahr, LLP’s business and finance department, said the new excise tax applies to nonprofits in a way similar to that of other taxes applied to publicly traded companies, such as IBM.“The problem with that proposition is that the rest of the tax bill also gives a pretty significant tax cut to publicly traded companies,” Pinheiro said.Pinheiro represents for-profit, tax-exempt church and government employers on matters relating to executive compensation.As part of the Republican Party’s $1.5 trillion tax plan, the country’s federal corporate tax rate was lowered from 35 percent to 21 percent at the start of the year.“It may just purely have been, ‘we need to raise money somewhere, and here’s a good place to do it,’” Pinheiro said of the nonprofit compensation tax.CORRECTION: In a previous version of this post, the theoretical effect of the GOP’s new excise on Fiscal Year 2014 was misstated. The excise could have hit SU with 21 percent of $957,449 of Jim Boeheim’s salary, or an additional $201,064 in taxes. The Daily Orange regrets this error. Comments Published on January 22, 2018 at 12:58 pm Contact Sam: email@example.com | @SamOgozalek Facebook Twitter Google+