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Clear Vision
Written by Susan Connor   

From the time of establishment of Clear Vision Enterprises objectives were recognised. Clear Visions Enterprises vision and mission statements were written. The Objectives formalised and set out for all to see. Now the outcomes have been mounting up. Sharing these as they progress is a possitive idea.  Let us know your advice, thoughts and feelings on any of these issues.

 

The following are initial outcomes along with the updated versions of the outcomes. The format is listed with the intension that you follow what you are interested in, the team responses, the resources used, articles of interest written re overall team progresses making the objectives either fully or partially achieved, thoughts and feelings along the way.  In part this is a journey of discovery.

 

From the time of establishment of Clear Vision Enterprises objectives were recognised. Clear Visions Enterprises vision and mission statements were written, The Objectives formalised and set out for all to see. Now the outcomes have been mounting up. Sharing these as they progress is a positive practice allowing for an open communication basis on an equal footing.  Let us know your advice, thoughts and feelings on any of these issues.

 

The following are initial outcomes along with the updated versions of the outcomes. The format is listed with the intension that you follow what you are interested in, the team responses, the resources used, articles of interest written re overall team progresses making the objectives either fully or partially achieved, thoughts and feelings along the way.  In part this is a journey of discovery.

As the stood on 1.12.09 the objectives & the initial outcome s are listed below:

1. Recognise, and give recognition to, people who want to be recognising leadership skills and characteristics that are attributed to creating, building or redefining the communities persons choose to belong to, while working within the parameters of the different organisations the people are members of.

2. Enhance the development of skills needed throughout and within developing community forums.

3. Follow the interchange of factors which integrate the various developments of community and personal skills that brings forth the needed leadership to meet the needs of that moment in time.

4. Recognise the influences upon the end potentials of these developing interchanges.

5. Offer various support pathways which may enable support options while individuals choose to enhance and fulfil their own potentials within their chosen community.

6. Encourage the networking of people within community development circles to occur.

7. Discuss methods of learning leading to leadership potentials being developed and utilised within a community development context.

8. Recognise that the outcomes from learning leadership to the community development aspects being at their full potential will take time.

9. Evaluate the progress offering discussion on these evaluations.

10. Research the feed back given to these challenges.

11. Notate challenges.

12. Create avenues for funding.

13. Bringing forth other information that may have possible influences on the progresses involved dealing with issues.

14. Incorporate possible challenges that both the internal and extraneous influences have offered as challenges to overcome / incorporate in both personal and community development aspects of change.

15. Recognise knowledge gained through life skills usage.

16. Create a reference library.

17. Recognize and utilise methodologies already in existence while recording perceived development changes.

18. Make this web page interactive, informative and user friendly.

19. Be open and receptive in encouraging feedback to better this work in progress.

20. Evaluate the feedback on the creation of this site.

21. Recognise this site is an ongoing, challenging, work in progress.

22. Include other community, personal and leadership development links as appropriate.