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Information for APS managers and HR Professionals looking to fill vacant positions in the APS. The APS is transforming the way it does business in order to remain relevant and continue to offer the best policy advice and service. The APS is committed to employing people with disability and creating inclusive work environments that reflect the diversity of the Australian community.
The 2010 report Ahead of the Game: Blueprint for the Reform of Australian Government Administration recommended that the Australian Public Service Commission (APSC) undertake reviews to assess capability in key agencies and to identify opportunities to raise the institutional capability of the service as a whole. The methodology used by the APSC to conduct these reviews has been gradually refined to more closely reflect the Australian context in which the review program is being conducted. Dr Martin Parkinson, his Executive Directors and the broader Treasury staff, openly and actively engaged in this review and I would like to thank them all for their commitment to the process and, in particular, for the sense of collaboration with which they approached it.
I would also like to thank Dr Michael Vertigan AC, the chair of the review team, other senior members of the team, Ms Frances Maguire and Ms Jennifer Taylor, and my own team from the APSC who supported and advised them. A capability review is a forward-looking, whole-of-agency review that assesses an agency’s ability to meet future objectives and challenges. Capability reviews are designed to be relatively short and take a high-level view of the strategic operations of the agency. External stakeholders are also interviewed, including relevant ministers, private sector companies, state delivery organisations, peak bodies, interest groups, citizens, clients and central agencies. The Australian Public Service Commission (APSC) is a central agency within the Prime Minister and Cabinet portfolio.
Resumes are typically short one (sometimes two) page summaries of a job seekers experiences, skills and qualifications. This page can help you in your efforts by cutting to the chase and giving you FREE access to many professionally written, incredibly designed and industry targeted resumes.
To stand out and be successful a resume must make an immediate good impression with the employer, and link your competencies with the employers needs. If you really want your dream job then you must do everything within your power to get it. Your resume is a vital part of your job-search toolbox, it has two aims, firstly to capture the reader’s attention and secondly to reflect everything positive about you. Give examples of how you benefited previous employers (companies want to employ someone who can aid and advance their organisation).
Do not use very small type, a person having to read dozens of resumes in a afternoon is very likely to give up on one that is in very fine print or is crammed and crowded. Also bear in mind that if you do get to the interview stage your interviewer may speak the language you claim to know. However your hobbies are usually of no interest to most employers and subsequently it is a section of your resume that will not always be read. Volunteer work can imply initiative, strong social involvement, and significant social experience. When applying to a leadership or management position you might want to note your involvement in competitive team sports. For an engineering or mechanical position, you might omit your interest in sports and instead mention that you enjoy working on your dirt bike or restoring old cars. Your love of skydiving could make you seem like too much of a risk taker for some companies. If you are applying for a desk or office job then you might not seem compatible if all of your hobbies are outdoor, physical activities. Reading and writing is typically done in isolation and perceived as not very compatible with teamwork or customer service positions. Unless you are applying for a job as a comedian do not attempt to be funny or include any jokes, it can make you seem unprofessional and immature. If you have worked for a prestigious company or someone who is well known in your industry, then be sure to mention this. With the exception of governmental positions, which may require this information, your nationality should be omitted.
Any information you give should not reveal the actual names of your current or previous employers’ clients. Do not use coloured paper, as it can overshadow the content of your resume, instead always use clean white paper with a minimum density and weight of 90gsm. There are some employers out there who will check this to see whether you have written the resume yourself. Keep it fresh and current by updating it with the latest training programs and other academic qualifications that you have gained. Do not jam your resume with text, use white space between the words, lines and paragraphs to improve the legibility of your resume.
Nothing is more convincing and appealing to a prospective employer than a clear, specific and concise explanation of how you contributed to a previous employers’ success. In this section recruiters will basically be looking for clues about the type of worker you are. If you have worked for a prestigious company or market leader in your industry (if you have then certainly mention this). The CCP Handbook - Comprehensive Community Planning for First Nations in British Columbia Second Edition replaces this content. Information identified as archived is provided for reference, research or recordkeeping purposes.
Acknowledgements In 2004, five First Nations embarked on a journey to develop comprehensive community plans. The First Nations of British Columbia have rich and varied cultures, histories and traditions.
Comprehensive community planning is a holistic process that enables a community to build a roadmap to sustainability, self-sufficiency and improved governance capacity.
It is a new approach to planning, where the process is steered by the community rather than a small group or committee. Planning is an important tool on the road to self-governance and building capacity in First Nations communities.
The CCP HANDBOOK breaks down comprehensive community planning into manageable stages for BC communities ready to tackle the planning process. You will find step-by-step descriptions of the entire process, and read about lessons learned by BC communities First Nations who have tested various approaches to community planning. Comprehensive community planning is a holistic process undertaken with broad community participation. Processes that are driven by the community, for the community are most effective at achieving positive change. A comprehensive community plan addresses key planning areas, all of which are interrelated and interdependent: governance, land and resources, health, infrastructure development, culture, social issues, and the economy. Sustainable development meets the needs of the present without compromising the ability of future generations to meet their own needs. Aboriginal people have a tradition of living "sustainable" lives, taking a long-term view to sharing and protecting the land, the animals and the plants so they can sustain future generations in perpetuity. Each First Nation community will decide on its own what sustainable development means to them, and how they can use comprehensive community planning to achieve sustainability of their economy, environment, and culture. Comprehensive community planning provides a framework and process for the community to explore its core values, establish a vision for the future, and work toward achieving that vision. Planning can benefit the entire community by creating positive change in a proactive way, while also protecting the values of the community. The scope of comprehensive community planning may vary greatly depending on where the community's interests are in relation to matters such as treaty negotiations, approach to governance, and the extent to which it is addressing land and resource issues within its traditional territories.
The planning process is a new exercise for most communities, so most members will not be familiar with the steps of developing a comprehensive community plan.
A Planning Team consisting of community members should lead all planning activities and work closely with strategic partners-enabling Planning Team members to learn from their partners and build their own planning capacity. Effective communication both within and outside the community provides a foundation for the successful development and implementation of a comprehensive community plan.
Effective and regular information sharing within the community ensures that the community is up-to-date on planning activities, understands the activities of the planning process and the Planning Team, and has the knowledge to actively participate in the process. The First Nations Technology Council (FNTC) developed the Community Technology Plan Toolkit to help communities plan for, budget for, and manage community technology.
Completing the Community Technology Plan will give you a clear picture of where your community is and help your community get where it wants to go. Involving the community: meetings, newsletters, website, referenda or other approval processes, etc.
Supporting the activities of the Planning Team: meetings, technical or computer-related equipment, photocopying, faxing, and other administrative costs, honoraria (if offered), capacity-building and training, etc. In the early stages of comprehensive community planning, identifying all of the steps involved and the resources required to successfully implement it can be overwhelming. Refer to the APPENDIX for resources to help you learn more about planning through educational programs, BC communities planning organizations, and planning publications.
Communities need to identify several sources of secure, long-term funding to develop and implement the comprehensive community plan. In 2004, five BC communities First Nations-Okanagan, Lytton, Squiala, We Wai Kai (Cape Mudge) and Yekooche-partnered with INAC in pilot projects to develop comprehensive community plans using a 'learning by doing' approach. Within the CCP HANDBOOK you will find Planning in Action pages, where individual First Nations describe how the planning process evolved in their communities. We Wai Kai Nation (Cape Mudge) consists of almost 900 citizens, with 330 living on reserves on Quadra Island and Vancouver Island. In the development of our comprehensive community plan, we decided to begin with a smaller scale project to focus on developing a formal community engagement (consultation) policy between Chief and Council and the citizens of We Wai Kai Nation.
Many new residents have moved to the community, who have not lived on the reserve before and who don't know the history of our communities and their decision making processes. We established a volunteer community committee, including citizens living on and off reserve, to conduct the ongoing review of the engagement policy, make amendments and provide advice.
It helps to have staff and Chief and Council representatives present at meetings and to involve Administration staff from the beginning (project proposal to project implementation).
We learned you have to be flexible in scheduling meetings and workshops and have alternate dates. We Wai Kai Nation Chief and Council have adopted the community engagement policy through a Band Council Resolution.
By the end of PRE-PLANNING you will have a Planning Team and coordinator in place, a workplan to guide the planning process, and strategies to keep the community well-informed and actively engaged in the planning process. Encourage all members of the community to participate-elders, youth, family heads, nation administration, chiefs, councillors, general community members. Sharing information is a key component of the PRE-PLANNING stage-people are more supportive of an idea or concept if they understand what it is about. A Planning Champion will often introduce the idea of planning to the community and leadership, and can drive the process, gain support, and help build a planning team.
If the planning process is postponed for now, consider developing a plan of action for getting the community ready at a future time.
Funding is needed throughout the planning process-PRE-PLANNING is the time to figure out a budget for the whole process and identify potential sources of funding.
In bringing together a Planning Team, you will assemble a group that represents the many different sections and areas of expertise within your community. The Planning Team could form smaller working groups to lead different aspects of the planning process.
What techniques can we use to ensure community engagement and support for our planning process?
Some suggested planning principles are: community- based, representative, inclusive, respectful, supported, integrated, results-based, easy to understand, realistic.
Based on information discovered during the research step, the Planning Team will outline a comprehensive planning process for the community. Phase 2 involves a community process to design the most appropriate governance and administrative models to ensure the delivery of programs and services and to address priorities.
Mental health issues, substance abuse and family conflict are some of the challenges we are dealing with, which have affected our ability to consult effectively. We reviewed and summarized all the information ever gathered in different areas on Yekooche, including the information provided by the community.
We believe that the end result will be a "living" functional plan rather than another binder sitting on a shelf.
The model we chose required a lot of people to work with it - band members, consultants, people in the community. In the end, we put together a core group of people, which formed the Health Advisory Committee.
In the PLANNING stage, the community identifies its vision and values and the specific steps that will be taken in order to realize that vision.
Administration, including managers and staff, are excellent sources of information, particularly during the more detailed planning stages of identifying strengths and issues, developing goals, objectives and activities, and linking funds and resources to these activities. The PLANNING stage may involve strategic partners-the community may decide to hire a consultant with technical and planning expertise, or use partners (such as Community Futures) to help learn about the process and review your existing planning documents.
Once a comprehensive community plan has been developed, the plan will need to be vetted by the community. Community referendum: all eligible voters cast a ballot on whether or not they support the draft plan (the community determines the required level of approval). Vote at a community meeting: a less formal mechanism for approval could be a simple show of hands at a convened community meeting. The first step in planning is to develop an understanding of the current situation in the community, including its extraordinary qualities. This step may involve research, mapping activities, and talking and meeting with community members.
Now you are ready to review the assembled background information and understand what needs to be changed or built on, based on the community's challenges and possibilities. SWOT (Strength, Weaknesses, Opportunities and Threats) analysis provides a useful framework for community analysis.
SWOT could be applied to each of the key planning areas - Governance, Lands & Resources, Health, Social, Culture, Economy, Infrastructure Development.
In a community vision, members describe what they value, desire, and want their community to look like at some point in the future.
To develop a vision, bring people together at community meetings or focus groups to describe, draw, paint, or act out their vision of the community's future. Once community members have shared their perspectives, extract the key themes or messages-the community's values.
The planning process is like a funnel: you work down from the BIG picture (vision) to very specific actions and outcomes. Use these values to draft some broad vision statements, including or representing as many of the themes and values as possible.
Community mapping is another effective tool in creating a community vision, particularly in focus group settings.
To turn the community vision into a reality, you will need to develop a framework that is comprehensive enough to start addressing issues identified in all planning areas-including governance, health, education, infrastructure, environment, social, culture, economy, etc.

By identifying and linking these planning areas, you will be able to most effectively build a plan that will help to begin working towards achieving the community vision. Share information with the community-prepare a display, host an open house or community dinner, etc. This step identifies broad community goals within each planning area and the specific objectives required to meet those goals. Goals in each planning area flow from the community vision and needs identified by the community.
Action must be taken in order to meet the goals and objectives you have set for your community, to reach the desired outcomes, and to measure your progress. The next step in planning is to identify activities and projects to help achieve your goals and objectives. Goals and objectives are usually long term, while activities and projects will become part of annual workplans of managers and staff on an operational level.
To determine activities and projects, begin with the objectives identified for each key planning area. To ensure activities and projects are completed, include them as part of workplans for administration and staff. A thorough implementation strategy includes: priorities, indicators of success (accomplished objectives and reached desired outcomes), responsibilities, timeframes, and required resources and support for implementation. To create an implementation strategy, the first step is to prioritize the activities and projects identified by the community and to set the agenda for short, medium, and long-term action. Does the project require infrastructure improvements (water, sewer, fire protection, roads)?
These questions will help you identify which projects and activities will be key priorities, and which ones can wait a while before being implemented.
Another purpose of the implementation strategy is to identify a process for ongoing monitoring and evaluation of the implementation of the Comprehensive Community Plan. The Okanagan Indian Band is located on 11,000 ha between the head of Swan Lake, north of Vernon, and Duck Lake, just north of the Kelowna Airport. We want to improve conditions on our reserve; for example, we want better roads, as most of our roads are gravel and hard to maintain. We feel the process has been very positive for Okanagan Indian Band and has given the community the comfort of knowing that there is a plan for the future. Over the course of the pilot project, community members were able to express their views on what future development should look like. Many of the land holdings that the band has share boundaries with neighbouring jurisdictions. The Okanagan Indian Band and the City of Vernon meet regularly on developments that are approved and being developed within the city boundaries. The purpose of IMPLEMENTATION is to complete the actions and projects set out in the comprehensive community plan – to make the plan and vision a reality by creating positive changes in your community. Don't worry if you haven't completed every part of the comprehensive plan and implementation strategy before you consider commencing actions and projects. Foster community ownership of the plan – during IMPLEMENTATION, the perceptions of the community and its governance structures may have to change. Administration, including managers and staff, will likely be involved in coordinating the implementation of the comprehensive community plan.
Workplans give concrete details and timeframes for completing activities and projects within the comprehensive community plan.
Departmental workplans will help integrate actions and projects into the community's administration and help ensure that budgets reflect these responsibilities.
In coordinating and implementing actions and projects, administration (managers and staff ) may be supported by volunteers from the community, community groups or committees, or contractors.
The next stage is to implement activities or projects on an operational level by managers and staff, community volunteer groups, and others.
The projects and activities should fit with annual workplans and contribute to the achievement of the overall vision. As the actions and projects are implemented over time, it will be important to regularly report back to the community and leadership on how implementation is progressing and how the projects are benefiting the community. Implementation reports should be provided annually to the community, leadership and possible funding agencies.
Project managers organize and oversee programmes within companies and are responsible for ensuring that their projects are run efficiently, to budget and are completed on time. When writing their curriculum vitae project managers need to demonstrate and also prove their ability to turn proposals into reality and show their experience across multiple and varied sectors.
All of the above can be done by emphasizing and giving examples of successful projects you have completed. Remember emphasize and demonstrate to potential employers that you can make their organizations competitive and profitable. Highlight your ability to identify present and future risks and to come up with solutions to deal with them. Explain your methods for identifying the resources needed for a project and you techniques for assigning individual responsibilities.
Your experience at analyzing a projects feasibility, profitability, revenue margins and costs.
We invite you to join the conversation!  For more information, like us on Facebook, or follow us on Twitter! Disclaimer: The subject matter contained in this site does not necessarily represent the opinions and ideas of the Asante Centre or the FASD Society for BC. Treasury’s Agency Liaison Team also deserves special mention for the very professional and helpful support they provided to the review team. Once again, this review has demonstrated the advantages of bringing together a team of this calibre. It highlights the department’s internal management strengths and weaknesses using the model set out in Figure 1. They focus primarily on its senior leadership, but are informed by the views of its middle management, who attend a series of workshops. They are often the first contact an employer has with a prospective employee, and are used to screen job applicants and learn more about them.
Job seekers usually end up creating many drafts before they feel comfortable with the end result.
This is a resource page aimed at helping you to write a resume that will give a well-organized and concise presentation of the most relevant information about you. This is because they need resumes to find suitable candidates to fill their vacancy’s, however they very often have to read through piles of poorly written resumes to find the right one. Use it to show where you worked, what you learnt, and how your skills and experience are relevant to the job you’re applying for. These are basically verbs that can make you stand out by putting more emphasis on your experience and achievements. However you should note that a keen eyed recruiter may be able to roughly work out your age from your career history and academic qualifications.
Hiring Managers are likely to quickly discard candidates whose resumes are difficult to read or have the key information buried under a morass of less important text. Do not include your work number unless you have a private office where you can take phone calls without being overheard.
It’s also not wise to use unusual fonts, as apart from making it hard to read it can also be difficult to scan electronically. Hiring managers can be very picky and after a quick glance will discard those that have spelling mistake’s or appear disorganized.
It also takes up premium space which can be used for more relevant information which the recruiter will be interested in. First of all as you are likely have more hobbies and interests than you can include in your resume, only include those that are related to the job you are applying for, or that you think will interest the employer the most. Humour is a subjective thing and since you have no idea who will be reading your CV and whether they have a similar sense of humour to you it’s best not to take any chances. Remember that Hiring Managers will have a stack of CVs to go through, their time is limited and so is their patience.
The golden rule is that it should be as concise as possible, but long enough to entice a hiring manager to call you for a job interview. As long as you are either a native to the country in which you are applying or can provide a suitable working visa, there is no need to explain where you are from. Also be careful about disclosing confidential information about a previous employer’s sales figures or business turnover etc. After you have finished writing it and before you send it out have your resume reviewed by a competent person. They believe that employers already know that virtually all serious applicants have referees and if required they can be supplied separately.
The purpose of this section is to impress the employer with your abilities and to cause them to want to ask further questions about your work performance. It’s a place for you to show off your desirable traits and to prove your future value to prospective employers. Mention points which were particularly noteworthy or interesting and which will show that you brought a different perspective to things. It is not subject to the Government of Canada Web Standards and has not been altered or updated since it was archived.
Thanks to the Okanagan, Lytton, Squiala, We Wai Kai (Cape Mudge) and Yekooche First Nations for comments and suggestions made during the development of the CCP HANDBOOK and for the sharing of valuable lessons learned as they created comprehensive community plans. They are becoming increasingly involved in comprehensive community planning as a way of embracing change and planning a better future for their communities.
Many First Nations communities across Canada are already engaged in planning and are experiencing great success. Each community requires a unique approach to planning that can be adapted to their culture and traditions-it can help individual First Nations make a positive difference in addressing the specific issues of their own communities. The Handbook includes practical tools to encourage community involvement and develop the plan based on community vision and goals. That's why the comprehensive community planning process is inclusive and represents the perspectives of all members, whether they reside within or outside the community. Consideration of all key planning areas through one unified process defines community planning as a holistic and integrated exercise that can lead to sustainable development. It encompasses all areas of our lives, including the economy, the environment (lands and resources), and the social and cultural aspects of our communities, including governance, education and health. Planning can improve the performance of the band administration and any related organizations, and also enhance the community's governance tools and capacity.
The community becomes more self-aware, creates its own future, and has the tools to respond to change in an effective manner.
Having a plan leads to informed decision-making, combines fragmented efforts and decreases duplication, enables efficient use of resources, and identifies and solves organizational problems.
Planning improves communications within the Nation's government, builds managerial and staff skills and supports capacity-building efforts. The planning process identifies the community's priorities for the use of its land base and territory, anticipates future infrastructure and development needs, and helps to prevent conflicting developments. The community is able to identify and protect vulnerable or valuable areas, traditions, or cultural values and practices.
Planning helps the community to work together to proactively address negative or painful community issues by establishing a positive vision for the future, and by taking the steps necessary to achieve that vision. Examining and identifying sustainable economic opportunities is an essential part of creating a Comprehensive Community Plan.
All sectors of the community should have an opportunity to participate, including Elders, youth, members residing within and outside the community, and family heads, among others. Participation encourages people to take responsibility for initiating and implementing projects, and also creates momentum and sustains support.
Strategic partners such as consultants may be engaged to perform the technical work, but are typically not community members and will not be responsible for implementing the plan. Another means of building capacity is to encourage community members to pursue post-secondary educational opportunities in planning-related areas.
Whether a newsletter, poster, or PowerPoint presentation, communications materials should be informative, engaging, and written in plain language. Outside communications activities can also help gain support and access funds for the development and implementation of the plan. The use of technology is exploding and communities need to consider having a line item in their budgets so that technology can be 'evergreen' - i.e.
Certain applications, such as Geographical Information Systems (GIS) or telehealth need specialized equipment and specialized skills so planning both for equipment and human resources becomes very important. Considerable time and resources, both human and financial, are required to carry out a comprehensive community planning process and implement the outcomes. A first step is to discuss comprehensive community planning with other First Nations, planners, or INAC staff, who can assist with providing information on comprehensive community planning and share information on relevant resources such as other First Nations involved in the comprehensive community planning process.
You may also want to speak with different planning consultants to choose the right strategic partner and technical support for your community. The Planning Team and others should research, apply for, and secure different sources of support, such as funds from government or the private sector, contributions from your First Nation's administration, and in-kind donations. The communities were selected to represent a spectrum of First Nations in BC communities, in terms of geography, size, treaty and planning processes.
This approach allows for the policy to be "test-driven" and improved, or amended, if necessary. Planning doesn't end at a certain point, but moves forward through each step and continues as you achieve results in your community.
PRE-PLANNING can be initiated by any community member, but works best if developed and supported by the majority of the community and its leaders. Each brings a unique point of view to the planning process, and their involvement ensures that the diverse needs of the community are being considered.
Inform the general community as well as Chief and Council about the purpose of the planning process, its outcomes, and its steps and phases. A formal process could be establishing a community mandate for undertaking comprehensive community planning, confirmed through a referendum or some similar means.
Before taking the first steps, the community needs to assess whether or not it is capable of going through the planning process at this time. If your community is ready to go ahead, you may wish to ask Council to endorse the planning process through a Band Council Resolution or similar mechanism. They may be needed to support a planning coordinator and trainee, for technical support, for holding community meetings, for writing and copying information updates, or for a variety of other activities that your planning committee determines will need financial support during the planning process.
This document summarizes the guiding principles of the team-describing the purpose and scope of the planning process, how you will engage community members, what timeframe you are considering, and their roles and responsibilities. Research can help you understand how to make the planning process relevant to your community. Principles are "accepted truths"-things that everyone believes are true and add value to what we do. In a small community like ours, such crises impact the entire community and affect our abilities.

We found that we needed further information to make a plan of the quality we thought necessary.
The finished community development plan will be more complete and meaningful with the incorporation of this information. This group, along with Chief and Council, now provide the forum for community consultation for Health and Social Services. Youth should be encouraged to become involved in the visioning process, as they are the leaders of the future. Because administration will be responsible, in large part, for implementing the plan, all managers and staff should be familiar with the plan, particularly in their areas of responsibility. Awareness and endorsement are necessary for the plan to become a long-term guide for community development that transcends changes in political leadership. Or a three-reading process where the plan is presented at a series of community meetings, followed by a vote during the last meeting. Once the comprehensive community plan has been endorsed, a formal ceremony to celebrate is in order, where community leaders can acknowledge the community's wishes and commit to implementing the plan. Start by gathering a wide range of information, including any existing plans and studies-much of the information you need is already in your community or can be accessed from government partners. Ktunaxa Nation chose SWOT to mean "Start With Our Truth" as a means of openly and honestly acknowledging the causes for challenges within the community. A vision is a bold and realistic picture of your community's future, not an unrealistic dream. Another option: use photos, pictures, maps or objects that people can organize into collages or models. Values may include: healthy community, traditional lifestyle, honesty and integrity, transparency, responsible stewardship. Continue to hold community participation sessions to review and redraft the vision statement and community values as necessary. Goals represent the strategic pathway that the community wants to take to fulfill its vision; objectives are the stepping stones required to construct that pathway. An outcome is a measurable change that occurs as a result of action taken to meet a goal and its objectives. It is important that everyone understands how the specific activities in their respective planning areas flow from the broad community vision, and understand which activities they are responsible for. Always write down who will be responsible for completing the workplans and when they will be completed, and check in on a regular basis to measure progress. May include capital costs, cost of strategic partners, annual operation cost, social cost, environmental cost.
These should be identified in the Comprehensive Community Plan, but not in any great detail-circumstances can change dramatically over the next ten years. The band is made up of approximately 1,700 people, half of whom live off-reserve, with a significant population of non-band members living in developments on Okanagan Indian Band lands.
The comprehensive community planning process has been the gateway for the Okanagan Indian Band to build a plan which will serve the needs of the membership for the next 15 to 20 years. We also want better water and drainage systems for all our reserves as well as land management for housing and commercial development. The community members at the meetings were not looking 20 years down the road, but were looking at very immediate needs - things they felt were lacking in the communities in the next year or two. We provided maps of our reserves and broke them into specific areas and passed them around the room.
This helped to improve the contact between Chief and Council and the mayors and led to a joint venture between Okanagan Indian Band and Lumby.
The City of Vernon, the North Okanagan Regional District, City of Kelowna and the District of Lake Country all have an impact on the future development of not only the Okanagan Valley, but also the lands of the band.
Using this approach, the First Nation's Community Development Division is fully informed and has input to proposed changes to services, which may become accessible for the band's developments in the future. Membership did not know what comprehensive community planning was, and now they know and have an appreciation for it. This phase will likely take the longest, as actions and projects are implemented over time.
Starting out on a small, feasible project that moves you towards meeting one or two goals may give your community the confidence to start tackling bigger projects in the future. The plan cannot be seen as another project which has been completed, but as something that guides day-to-day decision-making. Some projects will require active community participation as set out in project workplans; others may include community involvement in project advisory committees or focus groups. Chief and Council will guide and oversee the implementation and be nvolved in deciding which projects and activities will be implemented first. They also help administrators understand what impact the plan will have on budgets during that time. The planning champion may turn into an implementation champion by coordinating activities and liaising with staff, community and leadership- making sure that action is carried out according to the plan. If during the course of your career you have managed to save your employers money then highlight this.
To get noticed yours should be clear and concise, showing your related skills and experience.
Mention your skill at identifying unreasonable project timelines, poorly defined requirements and unclear project objectives.
Demonstrate your good sense of business acumen and show how you have the ability to influence others to get the best out of them. For instance you might manage the project for 50% of their time, then perform business analysis for 30% and finally work on and writing documentation for the remaining 20% of your time. Job seekers may download and use these CV examples for their own personal use to help them create their own CVs. The Centre and the Society do not endorse or guarantee any information, products or services discussed, and cannot be held responsible for the use or misuse of its contents. A set of 39 questions is used to guide the assessment of each of the 10 elements of the model. Their functions are set out in sections 41(1) and 50(1), respectively, of the Public Service Act 1999. These unique examples, which you will not find on any other sites, are all fictionalised, with most (but not all) being in PDF format. Right here you will learn the basic rules of writing one, and also have access to free resume templates that you can customise and use to create your very own personalised interview winning document. Be sure to check your emails and voicemails regularly to make sure you do not miss any messages left by prospective employers. Currently most CV experts agree that it should ideally be one page long, however its final length really depends on your experience and the type of job you are applying for, which in turn means it can be two pages long if need be. Once it has been saved to your prospective employer's hard disk your resume should be easy to identify. Ask them to critique your resume for its appropriateness, errors, typos, or misspelled words. Therefore if you plan to send in your resume as a MS Word document or a PDF, check its properties first.
The final section includes funding, educational and planning resources to support the development and implementation of your community's plan. All members of the community, including Elders, youth, and family representatives, can offer unique and valuable perspectives on community needs, values and priorities. The plan must accommodate the needs of community members in order to have validity and credibility, and for members to support its ongoing implementation. Engagement expands the leadership base of the community and presents opportunities to transfer planning and responsibility to other community members over time. That's why communities need to build the internal capacity to actively participate in planning and implementation. Keeping this network active after the plan has been completed can trigger cooperation, initiate joint projects, ensure awareness of the role of First Nations in the region, and leverage financial support for the plan's implementation. It is essential that your community begin planning early to ensure it has adequate resources to be successful. As part of the Hamalta Treaty Society, We Wai Kai is negotiating in stage four of the BC communities Treaty process and is a member of the Kwakiutl District (Tribal) Council. We also had to accommodate holding meetings in two different locations for the two major communities of Quinsam and Cape Mudge and we found it expensive to hold meetings, since we chose to run every decision through a community-based process. The policy is intended to ensure accountability and participation by all with regard to governance and community development.
Planning can begin at any point in the cycle, and people can become involved in the community's planning activities at any stage. Informal processes could include generating feedback on the planning process through surveys or community meetings. They may come forward as a result of a trigger in the community-issues such as a proposed land development, a move into the treaty process, or a crisis that gets people talking. From the beginning, it is important to build understanding and support by sharing information with the community and leadership.
After we conducted the community health assessment, we went through a community review, discussion, and approval. We needed six project leaders and a number of community facilitators - people to work with the project leaders. We have a lot of information now; we think it was the right decision to use people with a tie to the community. It will be important for managers and staff from different departments to create effective communication processes so they can coordinate and cooperate on projects that affect a number of planning areas and departmental responsibilities.
This is also an opportunity to publicly communicate to others-including neighbouring governments, the private sector and strategic partners-that the community now has a comprehensive community plan in place. Existing material will help the team identify what gaps need to be filled in the gathered information, and help make efficient planning decisions.
For the purpose of comprehensive community planning, a time horizon of 25 years is suggested.
We need a plan for our land, because if don't plan, all the areas around our reserve will be developed and we won't have any feedback on how to access the services around the edges of the reserve. We want to identify and protect areas with special needs and avoid becoming a haven for substandard or undesirable development. People used markers to say what they felt would be good spots for residential, commercial areas, etc. Through this process, the band has developed strong working relationships with the planners of these jurisdictions.
The City of Vernon's and the Okanagan Indian Band's Geographic Information System (GIS) departments are working jointly to develop mapping that will be used to ensure that service development of both governments are coordinated. One year is not long enough to develop a comprehensive community plan and produce a product that will stand the test of time. We've learned a lot - we've developed the staff capacity to think about planning in a different way. Also, the approach to decision-making should be proactive in initiating and implementing ideas that can turn the plan into a reality. Bring to the attention of employers your real world experience, formal training and relevant certification.
Mention your acceptance of taking the overall responsibility or accountability for the successful planning and execution of a project. For all of these reasons they should be well written, concise and only include information that the employer will be interested in and finds relevant.
They will give you an excellent idea of how to organize information, create emphasis, and describe your accomplishments. Our templates have been professionally designed, are of the highest quality and contain powerful industry specific keywords intended to grab the attention of recruiters and get you noticed. Don’t risk throwing away all of your hard work with one small spelling mistake which could blow your chances. Do this by going to the File menu of a MS Word document and clicking on Properties then look at the Summary and ensure your name appears in the Author box (if it doesn't then simply enter your name there and save it). Refer to the APPENDIX for a list of funding resources for planning and planning-related processes. Information to share includes the planning model and process, the structure of the Planning Team, and ways the community can participate in planning. The Planning Champion needs to be based in the community, respected by community members, and prepared for a long-term commitment to the planning process. We thought it was better to have familiar faces working throughout the project, so no one was employed or contracted who wasn't already involved or working with the community. Then fill in what the community would like to see in the future: Infrastructure Development, Cultural Zones, Traditional Gathering Areas, Economic Development opportunities, and others. The community should set its own goals and objectives through an inclusive process, allowing all members to have input.
Generally, we haven't really had a planning process in place before, and the pilot project allowed us to develop a CCP for the first time. Using this information, we now have some idea of what people think a good use of reserve land would be. Avoid using bright colors or bizarre fonts, instead keep it structured, disciplined and professional looking. However these CVs must not be distributed or made available on other websites without our prior permission.
Each template is aimed at a specific industry sector and has been formatted using margins and bullet points, making it easier for key elements of an individual’s strength to be quickly identified.
It is basic community infrastructure - as important as roads, water and sewers - especially for the more rural and remote communities. Yekooche recently signed an Agreement-in-Principle and is now in stage five of the BC Treaty process, negotiating towards a Final Agreement. The maps have all GIS information that we need to complete the final plan and report, including all services, buildings, water, wells, power lines, etc.
Get mapping of current facilities and assets and spend a good length of time gathering this information. We've built internal capacity, for example, we now have a very efficient GIS mapping department and our own planning division. It slowed the process, as no one was working on the project full time but had also other responsibilities; health problems also limited some people's ability to work with us. Of course it's an ongoing process, and it provides us with important information for planning for the future. This way, you can find out what's there and what's needed, then develop the CCP with the balance of the time.
Give yourselves a year to do consultations and planning and develop a good final report that will be a 20-year report.

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