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Citi is over 200 years old, an established global financial landmark with a great history but the rules of the game are changing! ERR took two golds for Best Simulation or Virtual Environment and Best E-learning Project - Private Sector, as well as a collection of silver and bronze trophies for Team of the Year and Best Blended Learning. Healthcare professionals at the front line are often unsure of their role in improving quality and how to influence change. The Worldmark Academy is a global eLearning initiative, bringing learning and development to employees in Europe, Asia and the Americas. David has been a career civil servant since graduating in Modern History and Economics from Glasgow University in 1978. Transport Scotland is the Government agency in Scotland responsible for the Scottish Government's responsibilities across all transport sectors. David lives in Edinburgh, is married to Diane with one daughter, Alison, and plays golf whenever time allows. Archie Robertson OBE is an experienced strategic leader who has worked across the transport and infrastructure sectors. He chairs two development companies involved in technology solutions for the construction industry, and urban wind generation technology.
A graduate of Stirling University, he is a fellow of CIHT, a Companion of the Chartered Management institute, and a keen hill walker. John is a traffic engineer, transport planner and urban designer with 27 years’ experience. John’s reputation is based on his project work, and he has considerable experience in the conception, design, execution and management of a wide range of transport, traffic and street improvement projects in different types of settlement all over the UK.
Ian is the Chief Officer of the Scottish Charity Paths for All, a post he has held since July 2003.
Ian has an Honours Degree in Ecological Science and Wildlife Management from Edinburgh University and has worked in the environment and health sectors in Scotland for the last 30 years.
Ian is a voluntary Trustee of a number of environmental and community development charities. Born in Edinburgh while the trams originally ran, Bob grew up in Gracemount where holidays and evening were spent walking the Pentlands, Braids and pavements of Edinburgh also because you were not allowed home until Tea and bed.
Sport changed Bob’s direction in life and allowed him to enter SSPE Jordanhill college as a PE Student (Drilly) living for 3 years in Yoker in Glasgow. Lesley Hinds first became a Councillor in 1984 and currently represents the Inverleith ward. Alastair spent his early career years working for one of the country’s top advertising agencies.
In 2008, Falkirk was one of the first towns in Scotland to go through the process of becoming a Business Improvement District (BID), whereby town centre businesses voted in a legally binding ballot in favour of contributing collectively to improve the town centre through initiatives and services over and above those provided by the statutory bodies. In 2011, the Falkirk BID (Falkirk Delivers) became the first BID in Scotland to successfully undertake a renewal ballot, with town centre businesses voting in favour of continuing with the BID process for a period of five years.
Alastair, his team, and his board of directors deliver a series of innovative projects and services contained in the BID Business Plan that aim to clean up the town centre, make it a safer place and more vibrant place in which to visit, work, live and invest.
He has a background in neighbourhood regeneration and renewal and health improvement, and has held a number of senior policy adviser roles in government. In exploring how the organisation needed to change, innovate and grow, it was clear that the bank faced the need to change its mindset, ethical decision-making and culture.
In this case study, we explore how they did it and what we can learn from them.ERR (Engineering Real Results) are market leaders in vocational education, training over 6,000 students each year in a variety of trade skills.
We have been keeping track of performance and staff engagement throughout the project and have been delighted with the results.
Today, over 40,000 aid workers from 190 countries have accessed the DisasterReady.org learning portal to enhance their preparedness for whatever assignment comes next. Quality improvement is now becoming part of the training and on-going assessment for healthcare professionals.
That is the challenge for the NHS Leadership Academy and its Head of Professional Development, Chris Lake.
Faced with rapid growth on three continents, Worldmark needed to improve individual performance and identify future leaders. But the very system it had in place to deliver such excellence for customer enquiries was leading to delays, falling efficiency and frustrated customers and staff.
We can help you compare the outputs of your modernised learning strategy with your peers but perhaps more importantly the benchmark helps you compare your tactics for achieving those outcomes against the top performers.The Towards Maturity Index is the lead indicator at the heart of the Towards Maturity Benchmark Process.
In recent years, trust in the conduct of the major UK public service broadcasters has been eroded by some well-publicised lapses. It provides new recruits with technical training needed for an engineering career across multiple disciplines including maritime, mechanical, aeronautical communication and information systems. Educated at Alva Academy, she went on to graduate from Glasgow University with a Social Sciences MA and Jordanhill College with a Postgraduate Certificate in Community Education. Latterly she was Shadow Minster for Health and Social Justice and a member of the Parliament’s Health Committee before being appointed Minister for Public Health in the Scottish Government formed after the May 2007 election. He is the Design Director for a variety of street and public realm design schemes, several of which have recently been implemented or are in advanced stages of delivery.
Paths for All’s vision is for a happier and healthier Scotland and its main area of work is to promote everyday walking. He has previously been employed by Clackmannanshire Council, Scottish Natural Heritage and the Scottish Wildlife Trust. In his spare time Ian enjoys mountain biking, hill walking and sailing, as well as eating good food and attending outdoor music festivals with family and friends. He leads Living Streets Scotland’s work getting more children walking to school, improving walking environments with communities and campaigning for safe, attractive, enjoyable streets, where people want to walk.
5 years ago the department researched 5 walks around the school lasting 1 hour and introduced the walks during curricular PE. Ian joined the then Scottish Executive in 1999 initially working on the Scotland’s first policy on architecture published in 2001. In his teens he toured Britain by bike enjoying the architecture and ambience of the urban environment.
He then spent a few years as advertising manager for one of Scotland’s leading tyre and exhaust retail specialists. Before taking up this position, he led the Cross Government Obesity Programme, based at the Department of Health.
Tony was a founder member of the government's Neighbourhood Renewal Unit from 2001, where he was responsible for national work on neighbourhood management and health inequalities and the development of Local Strategic Partnerships.
One Public Sector Expo is a good illustration of the way we can bring together some thinking about the challenges for public services with practical solutions on display around the Expo.
They are known for providing high quality training, leading to nationally recognised qualifications. This means that increasingly doctors, nurses and other healthcare professionals worldwide will be required to engage with activities and projects that improve healthcare quality and safety which in turn make a real difference to patients. This included office-based staff as well as hospital-based functions encompassing cleaners, caterers, porters, maintenance, engineers and surveyors. An urgent solution was needed.The existing knowledge portal called Evolution, introduced in 2012, was designed to provide answers in real time, but it was proving difficult to use and had a limited search function. Trust is critical for Channel 4, because its relationship with viewers directly affects advertising sales revenues. The team are also embracing how they can maximise the use of technology and new T&D approaches to facilitate learning in a challenging context.
Their services help the abused, the most vulnerable, the forgotten and the neglected children across the UK. Rail projects include the new Borders Railway line, the Edinburgh to Glasgow improvement programme and overseeing the procurement of the new Scotrail franchise.
Previous to that he was CEO of the Highways Agency, where he introduced the use of hard shoulder running and Highways Traffic Officers to tackle motorway congestion. Alongside his Chairmanship of Living Streets, he also works to improve the lot of disadvantaged young people through the Prince’s Trust inScotland. John is Independent Design Advisor to the City of Edinburgh Council, a Design Council CABE Enabler, a Design Review Panelist for Transport for London and Urban Design London, and a contributing author to Manual for Streets 2.
These include Camden High Street, Clapham Old Town, Harrow Station Road, Wood Green and the Crossrail stations at Liverpool Street, Abbey Wood and Hayes & Harlington. Prior to joining Living Streets, he worked as a senior researcher in the Scottish Parliament, focusing on transport, environment and health issues, as a region-wide travel plan officer, took a MSc in Transport Planning & Engineering and worked as a teacher in Japan. After 3 years of Teaching, Bob headed for Europe again playing Rugby in France, then working for 3 major Outdoor companies Karrimor, Berghaus and Vango in European sales eventually based in Alkmaar in the Netherlands. They were tremendously popular with pupils as they could be active for 60 minutes, see parts of the catchment they had not been to and chat with Staff and pupils in fresh air. Born in Dundee, she has lived in Edinburgh for over 30 years in the Drylaw area of the city with her husband Martin, while bringing up her three children. Within Government, APDE provides advice to Scottish Ministers on architecture and the built environment and is the sponsor team for Architecture and Design Scotland (A+DS). Towns and cities have to look good, feel good and be pleasant and comfortable to move around in. Workers also have to evidence their understanding of how information security is managed within their job roles, to meet Information Commissioner’s Office (ICO) requirements. However, there are massive gaps and inconsistencies in standards, training, activity levels and outcomes.
Hesketh’s role included setting up training, management development, commercial training and appraisals across this new organisation.However, with 3,200 staff from 161 NHS organisations, where do you start? Worldmark International has grown rapidly from a single site UK organisation into a global one with 12 manufacturing sites and six Design Centres. The information on the site was written by the process team so the language was technical and difficult for front-line staff to relay to customers.
Chief Executive David Abraham made awareness and adherence to the Channel 4 Code of Conduct a key priority for all colleagues.
Quick tipsIt is higly beneficial for senior members of the training & development dept' to have an active service delivery role.
The academy builds blended learning skills, alongside how to consult, build relationships and have challenging conversations. The organisation employs 30,000 people across 40 countries worldwide, and sells toys in more than 150 countries.
His organisation also gave several towns and villages their streets back by traffic diversion. In terms of transport planning, John’s portfolio includes ongoing and recent projects in Southampton, the London Olympic Host Boroughs, London Docklands, Middlesborough and Sunbury.
Dawn was co-host of the 8th World Congress on Active Ageing, in 2012 and on the Expert Panel for the Chief Medical Officers Start Active Stay Active recommendations for physical activity and public health in 2011.
They also had a ready made way of exercising after school at low cost leading Active lifestyles in beautiful Midlothian. Between 1994 and 1999 Ian was head of the Scottish Arts Council’s Capital Programme funded by the National Lottery. Since 2006 Mike has been a tetraplegic wheelchair user (no more cycling or sailing!) and has a different perspective.His principal activities are concerned with disability access and transport issues, working with Councils and Parliament through organisations such as SATA and Disability Access Panels. Falkirk was the first town in Scotland to appoint a full-time Town Centre Manager some 25 years ago.
The graduation will bring together hundreds of students, parents, professionals and leaders from the state of Ohio and national leaders in education. Invited dignitaries include Ohio Governor John Kasich, Columbus Mayor Michael Coleman, Columbus Schools Superintendent Dr. Analysis by the Royal Academy of Engineering suggests Britain will need more than a million new engineers and technicians by 2020 – which will require double the current number of annual engineering graduates and apprentices. Many managers are primarily concerned with efficiencies, providing value and reducing costs. Indeed, every enquiry into the NHS, both its failings and its successes, highlights some aspect of leadership.
As a result, customer service representatives (CSR’s) struggled to understand the technical explanations which led to delays and unresolved customer queries.


We have to have the critical capabilities in place to run, transform and drive the company forward. The L&D team also have dedicated research arm, so they can continually scan the horizon for new developments. Their focus has shifted from learning delivery to increased use of learning technologies and embedded performance support. She also runs training courses to move research into practice with allied health professionals and fitness instructors. After qualifying as an architect in 1984 Ian worked in a range of public and private sector practices in Edinburgh, London, and Glasgow – specialising in community regeneration work. Gene Harris; Westerville Schools Superintendent Dan Good, Southwestern Schools Superintendent Bill Wise, Governors Director of Minority Affairs Lynn Stevens, representatives from the Ohio State University, Ohio University, Columbus State, Denison University, Capital University, Franklin University, Ohio Department of Education, and other county, state and state officials. Without them, any chance of riding on the coat-tails of an infrastructure-led economic revival appears to be wishful thinking. Clinicians and other healthcare professionals have very little knowledge or expertise in this field which makes quality improvement a complex challenge for healthcare internationally.
On top of that, the NHS is under massive pressure to deliver more with less, in ways not previously part of its DNA. The aim of the academy was clear: to retain staff, improve performance in the workplace, change behaviour linked to company values, identify future leaders and provide a consistent approach to management development.
This resulted in customers getting frustrated, staff having to make unnecessary call-backs and customers receiving inconsistent information.
Our employees have to be confident, engaged and knowledgeable whilst delivering the personal touch to our customers as the retail landscape evolves and shopping habits change through the latest digital developments.
Mattel has created regional centres of excellence for organisation development designed to build OD and L&D capability, facilitate connections and drive change across the international business. The specific idea was to marry informal and formal learning with great learning conversations for social learning.
Her recent research (MRC and NIHR) focuses on effects of visualisations of biomechanics on adherence to exercise in older people with a history of falls, group versus home exercise referred through the GP on habitual physical activity, effects of the Otago home exercise programme in visually impaired older people, the outdoor environment on avoidance of activity and falls in older people and reducing sedentary behaviour (long periods of sitting) in older people. She also has knowledge of various industries such as retail and tourism (former Chair Tourist Board) and was Convenor of Lothian and Borders Police Board for 4 years.
Somali community leaders and educators including the first African man to receive a PhD from Princeton University and former Ministers will be honored at the event. In addition to financial scholarships by the Law Office of Russell Flickinger, Presidential Service Awards will be conferred on members of the Somali-American community in recognition of their contributions to the community. But they needed to get the dynamics right - not just to create a top-down push but a pull to bring about an employee-owned and manager-supported learning culture. It is about relationships between the relief organisations and between these organisations and local operatives.
Frontline staff, such as hospital porters or catering managers, and even patients themselves can often have the biggest impact on quality improvement, but have seldom been influential before this innovative approach from the BMJ.
The Worldmark Academy has now made rapid inroads in to aligning learning to the needs of employees and to the corporate values and key goals. High levels of calls to the technical support line in 2012 highlighted that a new approach to improving employee’s ongoing product knowledge on the job was desperately needed. The team are focusing on outcomes and impact, not inputs, and are celebrating success as they go.
Increasing the number of qualified individuals in the field is tougher than it looks.Many individuals are looking to retrain for the construction industry. The most junior Edward Jenner programme, aimed at those beginning their leadership journey, is free to all users.
It is what motivates me to seek to bring about improvements to services that will benefit everybody. They are often working full time, or have family commitments and needed a training programme that was flexible and accessible. They were eager to create the best possible learning experience for their people and it was this enthusiasm that made them great to work with.
The learning solutionTo address this issue, the BMJ developed a flexible and comprehensive programme to support those undertaking healthcare quality improvement projects – often for the first time. This means that IT teams can quickly spot trends and the issues that people need support with.
As Convener of the TIE Committee I no not underestimate the size of the task ahead in delivering the trams project and other infrastructure initiatives.
Traditionally, when supporting the implementation of a new initiative the team would have pushed content to staff but this campaign encouraged everyday learning through a series of micro actions embedded into their work.
Project teams are helped to select a project, guided through the process, and encouraged to complete and write up their project. This article was first published in Training Journal.Registered users can download the case study for free by clicking on the link in the related downloads below. Today, they tend to turn to Google, YouTube or contact their peers for quick answers rather than plough through detailed instruction manuals. We’re looking at not building these massive, great tanker ships, but building little assets, mini-ships, that we can deploy really quickly and that you can put together in a different format.
Not only from the leaders, the general managers and the functional leads, but also from the existing generalists. Learners were taken through real life scenarios provided by staff and asked to make choices, they explored a virtual office to discover the possible dangers and they even had a go at cracking a password! The need for rapid, on the ground innovation is always a potential stress point in the face of organisational hierarchies. Learning, mentoring and opportunities for collaboration and publication are all combined in the BMJ programme, with over 200 projects completed to date in hospitals and healthcare centres up and down the country, raising the quality of patient care and hospital practice. Like other charities we have been impacted by the recession and by a reduction in government spending.
Develop a culture that embraces to be adaptable, a willingness to aquire & learn new skills and continually develop, through formal training or attending conferences, will resource your ability to adapt to changes. For the humanitarian organisation, each environment in which they work is about developing people for growth (their own and locals) but at the same time development for redundancy in that situation. The BMJ Quality Improvement Reports journal aims to publish a high volume of quality improvement reports to help healthcare professionals document and share innovations and excellence in care.
As of today, 2,500 aspirant leaders, managers and clinicians use this programme to bolster their leadership skills. In addition the very nature of our core business of conducting research has seen massive changes due to technology.
It was critical to shift to new learning principles, principles, and pivot our role as Learning professionals. This ensured that people knew that it was coming, and explained why the eLearning and the audit were important to CRI.
An email campaign, together with banners on the CRI intranet, helped to push these messages.
The DisasterReady.org portal has not only provided an opportunity for speed and scale but also for assurance of quality through the use of accreditation, badges and the other tools available through technology. An estimate and quote applicationThe resultsResearch with individuals after they completed the programme showed that 98% of the students who achieved their qualification using this method secured employment within 6 weeks of qualifying. Delivering and supporting learning that is applied consistently at the territory level to busy professionals is essential for our continued success. Yamamoto, Ambassador Principal Deputy Assistant Secretary, Bureau of African Affairs Donald Yamamoto's prior assignments included serving as the U.5. Staff commented in feedback that they really liked the way the course felt like it was targeted at them.
Increasingly those communities are becoming self-sustaining communities of practice supporting workers in the difficult field conditions of tented communities and relief camps. He also served as Deputy Assistant Secretary of State in the Bureau of African Affairs from 2003 to 2006, where he was responsible for coordinating U.
They appreciated the pictures of CRI posters and branded mugs in the eLearning scenes and said they could recognise real life scenarios from experience. Volunteers, often from outside the direct humanitarian field, provide material to fill gaps in the provision. The communication language is currently mostly English but materials are now also becoming available in French and Arabic.
A steady campaign before the course was even created, with visual teasers, helped to raise awareness of why the learning was important – not just for the organisation but for all staff and service users. Ambassador to the Republic of Djibouti from 2000 to 2003 and was the Deputy Director for East African Affairs from 1998 to 2000.Ambassador Yamamoto entered the Foreign Service in 1980. Disaster response needs workers who have technical and soft skills, are emotionally well prepared and responsive to situations they find. Again, designed and delivered in partnership with the KPMG-led consortium and the NHS Leadership Academy, the programme has unique elements designed to ensure its powerful development is landed and integrated across the health and care.
It is important that workers have the means to share, seek advice and support one another regardless of their affiliations. In addition to four face-to-face highly experiential residentials and seven challenging learning set meetings, there’s also a state of the art virtual campus. He attended the National War College in 1996 for senior training and received a Congressional Fellowship in 1991.Ambassador Yamamoto is a graduate of Columbia College and did graduate studies at Columbia University, receiving a Master's degree in International Affairs. Traditionally this has been a challenge, but for example using webinar speakers from a range of client organisations, making the content available to everyone, is breaking down those barriers and encouraging collaboration and sharing. Performance on the programme is peer-assessed by other participants – and it is real: there is an 8% failure rate! Chris Lake believes a major element to the success of the programmes lays in the decision to co-create with expert partners, including National Voices.
500 pieces of material used voluntarily by 40,000 workers in over 190 countries suggests that in stressful, deadline driven situations people are finding the portal to provide real help.
The rigorous procurement process prioritised culture and values as well as capability and cost, considered essential for achieving the quality needed to address NHS challenges.
The ultimate test is whether the increased leadership skills and the organisational and cultural shifts they are bringing about in relief work are being felt by the ultimate customer – the victim of the disaster. If you pass the turn-off ramp, you will enter onto the freeway and will have to get off at the next exit and backtrack. The initiative is characterised by simple technology to enable its accessibility, ensuring its reliability when needed. Engagement is an emerging key need, harnessing the technology power of gamification, badges, excellent visuals and the other features it brings.Where next?
A programme participant cannot pass the course without delivering measured service improvement – and it has to be written up. For most programmes this is posted globally online (on the publicly available NHSX site) to enable others to learn from it. Somalia needs to be united or the ongoing problems will simply be exacerbated, said Abdinur Mohamud, a consultant for the Ohio Department of Education.There has to be a solution that brings all those territories together so regions and communities can function at the local level, said Mohamud, a member of the organizing committee. Ultimately the vision is to move into enhancing the self-preparedness of potential victims. In the light of the recent terrible events in Nepal, the American Red Cross interest in this in relation to California is of note! This case study has been independently investigated and developed by Towards Maturity.
Global Leadership Coalition.Somalia has been in a state of violence and conflict for over two decades now, Jibril Mohamed, president and chief executive officer of the Northland-based Somali Community Access Network, said last week.
Many attempts were made to bring together the sides that were fighting for power in Somalia.
State Department, was invited to be one of the speakers but will not be able to attend, according to Mohamed. But as we do with any policy we look at the situation on the ground and make determinations on when and whether we need to make adjustments to that policy.
It is going to be a painstaking process to move things forward in a positive direction.Malac was invited to give the keynote address last night at the conference, which will conclude today. Somalis many thousands of whom live in Columbus have an important role to play in determining policy.We understand that having a connection to them is something we need to do to ensure that we have that flow of ideas or an understanding what the impact of what our policies might be, she said, adding that violence is a major concern among Somalis.
They take every opportunity to try to get that message to us to put pressure on us to keep doing something.Mohamed said he was one of two Somalis invited to attend a 2010 forum at the White House, where the president unveiled his administrations strategy in Somalia.


Scripps School of Journalism Statehouse News Bureau. ****************************************************************************************************************************************************Ohio conference discusses Somalia future, problemsJan. Issues discussed include the national roadmap, piracy, humanitarian crisis, frontline state military interventions, Diaspora remittance challenges and community development issues. Engagement in Somalia: DualTrack Policy Aims and Implications * Debunking the Roadmap: A Tool for Statehood or Death-knell for Disintegration? His remarks will provide an overview of Americas role in supporting humanitarian, development, and security assistance in Somalia. Ambassador James Swan has served as the United States Special Representative for Somalia since August 2011.
He has served with the State Department since 1988 in Djibouti, Democratic Republic of the Congo, Republic of Congo, Cameroon, Haiti, and Nicaragua, as well as Deputy Assistant Secretary of State for African Affairs (2006-2008).
Somalis in America are not only active contributors to their newly adopted communities, but also continue to follow, and more importantly, influence developments in Somalia. So it was a priority for me to engage in a dialogue and learn from the Somalia diaspora in the first few months of my new assignment as the U.S. They see heart-breaking news coverage of malnourished Somali children, read about bright young college students murdered by suicide bombers, or hear reports of wide-scale corruption and say that Somalia cannot be helped.
The problems Somalia faces today, the critics say, are the same problems it has faced for twenty years. Interests in Somalia The answer is simple: Americas national interests require robust engagement with Somalia. As a compassionate society, the United States has an interest in addressing the acute humanitarian needs of our fellow human beings in Somalia. As part of our global commitment to advancing democratic values and improved governance, we have an interest in promoting political reforms that allow Somalis to be represented by leaders who will govern for the benefit of the people and the development of the country. The combination of instability and poor governance threatens not only the Somali people, but the security of our regional partners in the Horn of Africa and beyond. These factors have led to the most serious piracy problem in the world on key international trade routes. They have also created a dangerous terrorist organization al Shabaab that wantonly attacks innocent civilians and African peacekeepers, has conducted terrorist attacks against Somalias neighbors, and has actively recruited American citizens. For all these reasons humanitarian, democracy and governance, and cold-eyed security concerns America is committed to helping Somalia regain stability and security.
While Somalia faces enormous challenges, it also has, to quote President Obama, enormous support from the people of the United States. A Vision for Success in Somalia We are committed to working with Somalis and the international community to help develop indigenous, long term solutions to the countrys ongoing problems.
America, as President Obama also said, wants Somalia to succeed. Success means that Somalis facing drought and famine are helped to survive the current crisis and are given the long-term tools to better withstand future droughts. Success means that Somalia is free from totalitarian terrorist groups like al Shabaab, which is responsible for many lost and shattered lives not only in Somalia, but in Kenya and Uganda, through its terror attacks and through its policy of banning humanitarian assistance. Success means that Somalis can turn to their government for the basic services that we take for granted in America. It means that humanitarian and development assistance goes where it is needed and not into the pockets of corrupt officials or the armories of warlords and terrorists. And success means that the Somali people get to decide what form of government and constitution they will have.
Poll after poll shows that the Somali people want self-determination, even if they are unclear exactly how that democracy should look. Our role is to support the Somali people as they arrive at these decisions. The Current Humanitarian CrisisLet me turn first to the current humanitarian crisis, which has been so much in the headlines in recent months.
Nutritional data released by the Food and Agriculture Organization in early September spoke of 4 million people in need of assistance in Somalia alone, with more than three times that number at risk elsewhere in the region. To address the immediate crisis, the United States has provided over $750 million to meet ongoing and urgent humanitarian needs in the region.
Our dollars and diplomatic leverage are also being used to provide protection and assistance for Somali refugees in Kenya, Ethiopia, and Djibouti. While America is the largest donor of humanitarian assistance to the Horn of Africa But, we are not alone. European partners, Turkey, Gulf Cooperation Council countries, China, Japan, and many others have all responded to Somalias urgent need.
Together, we have met nearly 80 percent of the $1 billion UN Consolidated Appeal for Humanitarian Assistance for Somalia, the highest percentage reached of any appeal in the world today. In addition to aid from governments, there have been significant contributions from private citizens and NGOs from around the world.
In many respects, our core humanitarian challenge is not only to continue to mobilize the necessary resources, but also to ensure that all donors and implementing agencies are coordinating their response for maximum efficiency and effect.The areas worst affected by the famine are not coincidentally those where the extremist group al-Shabaab is most influential. Though assistance is beginning to reach these areas, coverage is uneven and continues to be impeded by al-Shabab in many places.
We call on al-Shabaab to remove urgently all remaining obstacles to aid delivery in areas where they are present. Although humanitarian access is far better in areas of Transitional Federal Government presence, we believe this could be further improved through efforts to establish more effective TFG aid-coordination systems and address the problem of small armed bands that control entry to some Internally Displaced Persons (IDP) sites. The TFG should make areas it controls a model of effective aid delivery. There is also something that you can do.
You may be surprised to know that more than 54% of Americans have no idea there is even a crisis in the Horn of Africa region.
Today we are asking that 13.3 million people, the same number of people impacted by the crisis, take action to raise awareness for the Horn of Africa.
Dual Track Policy after One YearBeyond the immediate crisis, our primary vehicle for advancing broader U.S. Under Dual Track, our diplomatic engagement and development assistance for Somalia is steadily increasing.
These funds support a vast array of programs, across the entire country, that address security, peace and reconciliation, conflict mitigation, good governance, justice, democracy, education, economic growth, private sector competitiveness, health, water sanitation, food security, nutrition, and protection for vulnerable peoples. Track one of the Dual Track policy reaffirms Americas continuing support for making the Transitional Federal Institutions more effective, more inclusive, and better able to provide services to the Somali people. Track One is consistent with our support for the Transitional Charter and Djibouti Peace Process. Track one also reaffirms our continued support for the African Union Mission in Somalia (AMISOM) peacekeepers who defend those institutions. The Second Track of Dual Track broadens our engagement with regional and local administrations, civil society groups, and communities across the country that share the same goal of defeating al-Shabaab and bringing peace and stability back to Somalia. In reality, the Second Track announced last year codified efforts that were already underway to expand outreach to communities and organizations that were creating pockets of stability and improved governance. Key administrations and organizations we engage under Dual Track include Somaliland, Puntland, Galmuduug, Ahlu Sunna wal Jamaa, other local administrations, and civil society groups. The past year has seen important progress on both tracks of Dual Track. On Track One, the Transitional Federal Government and AMISOM have succeeded in retaking ninety-eight percent of Mogadishu from al-Shabaab. This is a significant accomplishment in the security arena and one that has led to increased humanitarian access in newly liberated parts of the city. Mogadishu has been the scene of the fiercest battles in the country as al Shabaab struggled to keep its grip on the city that remains the economic heart of the country and has historically been its political epicenter as well. While al Shabaab has lost territory and support over the past year, it remains a very dangerous organization within Somalia and our support to the Somali forces and the Ugandan and Burundian troops deployed alongside them in Mogadishu will continue. The United States supports the Somali National forces with stipends, training, and equipment, and has also provided the lion's share of equipment and training for the AMISOM troop-contributing countries ever since their first deployment in 2007. On the second track, we have increased outreach and support to key regional administrations and local governments across the country that are providing stability and services and countering al-Shabaab.
Somaliland, for example, emerged from a successful presidential transition last year, a process the United States supported with over $700,000 in assistance.
Having clearly progressed on democratization, the Somaliland administration has also successfully attracted new investment.
That is why the United States more than doubled its assistance to Somaliland under Dual Track, going from about $8 million in 2009 to more than $20 million in 2010. This funds programs focused on local government administration and planning, education, community development initiatives, and economic growth. We plan to extend the same type of Track Two community development assistance programs to Puntland, Galmuduug, and accessible areas of Gedo Region in the coming months. Even in Mogadishu, our quick impact community-focused projects are channeled through the Benadir Administration in order to reinforce local ownership and keep the projects close to the people. We know Dual Track also has its critics. Some claim the policy has undercut the influence of the Transitional Federal Government, but this ignores our continued support to both the TFG and AMISOM.
There are those who claim Dual Track further Balkanizes Somalia, pointing to opportunists who quickly self-declared newly independent states states that often represent little more than a hastily-posted website in a foreign capital. The Second Track is in no way an open-ended commitment to assist any regional entity. We are focused on looking for opportunities to help political structures that enjoy real legitimacy with their constituents and have a record of building pockets of stability within Somalia and responding to the people. We want to help Somalis living in such communities, even while Somalis as a whole decide what sort of relationship they want between their central and regional governments.
When it comes to recognizing new African states, America follows the African Union lead -- and the African Union supports a single Somali state. On both tracks, we will continue to provide training to local authorities and targeted Transitional Federal Institutions to promote credibility and confidence in the peace process.
This includes funding activities to support constitutional and democratization processes across the country. It also includes training, often with the expertise of Somali diaspora like yourselves, to promote government transparency and responsiveness. A great recent example includes a member of the diaspora who returned to work with the TFG. He identified $1 million dollars in lost assets, funds which belonged to the defunct Somali national airlines that were sitting unused in banks, and restored these assets the national budget. Road Map Let me turn now to the national political process.
If Somali political leaders want to garner credibility with the Somali, they must capitalize on the improving security environment to make significant progress in both the political and governance realm. Many Somalis still express a deep skepticism about the Transitional Federal Institutions ability or willingness to govern in a representative, responsive and accountable manner. Much of their frustration comes from the perception that the Transition Federal process begun in 2004, which was supposed to provide the constitutional, electoral and parliamentary foundation for a new Somalia, has become hopelessly stalled.
In the eyes of many of their constituents, the political leadership in Mogadishu has become complacent with the status quo, and the benefits it affords those in power, rather than committed to progress that will help the average Somali. On September 6, however, these Somali leaders created a unique opportunity to change that perception. On that day, Somali leaders from the Transitional Federal Government, the regional administrations of Puntland and Galmuduug, and the Ahlu Sunna Wal Jamaa movement signed the Roadmap for Ending the Transition in Somalia. The terrible suffering of the Somali people, particularly during the current famine, underscores that the signatories must make rapid progress toward representative and effective governance that can meet the basic needs of all Somalis. We will continue to support the efforts of those who strive to achieve its goals and bring stability back to Somalia. Equally, we will work with our regional and international partners to hold accountable those Somali officials who obstruct progress. Final ThoughtsFor all the challenges Somalia continues to face, we have seen positive though still fragile results from the efforts that we and our Somali, African, and international partners have expended.
This years humanitarian response has been massive, and now needs follow-through and improved coordination to ensure the necessary effect.
In the security arena, momentum has shifted from al-Shabaab to the TFG and AMISOM -- although al-Shabaab still remains dangerously capable of asymmetric attacks.
Politically, the Roadmap offers a positive vision for the end of the transition and also the prospect of convergence between the national government and regional entities, but it needs strong direction by Somali political leaders and active regional and international engagement to keep it on track. He wants the United States to provide more humanitarian support to help stabilize the country.
We need an American action immediately, said Issa, who is a village council member in Urbancrest.
That includes $175 million to Somalia. Swan said the transition period for the government must end if the many needs of the Somali people are to be properly addressed.
Yesterday, I led a community roundtable in each city, home to the two largest Somali diaspora communities in the United States. The UN has declared famine in two regions of southern Somalia where humanitarian access has been limited by Al Shabaab. USG is urgently supporting partnersto provide food, health, water and sanitation assistance wherever they can access communities desperate for help.I was also able to listen and learn from this dynamic community.
Somali Americans are a vital lifeline of supportfor their communities and families throughout Somalia. I heard from dozens of community leaders who have mobilized their friends and neighbors to raise money for the drought through car washes, bake sales and fund drives. A young woman in Minneapolis, choking back tears, described her Facebook page where she is raising money for drought relief and posting stories of families struggling to survive.
As I heard from Jibril Mohamed in Columbus, In 1992 I was a boy who fled the conflict and drought of southern Somalia and did the same long walk to the border that families are doing now. The Somali American community is a critical partner in identifying ways to help save lives.
We need urgently to ensure life-saving assistance reaches people now and are committed to doing so.



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