1000 resultados para Equality plan


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En las últimas décadas, la conciliación se ha erigido como un tema de preocupación social. Así, en España surgen diversas normativas que tratan de solventar este problema. En concreto, en el año 2007 se promulga la Ley para la Igualdad Efectiva de Mujeres y Hombres (LOIEMH). En ella se contemplan medidas y acciones dirigidas a garantizar la no discriminación por razón de sexo, directa o indirecta, en todos los ámbitos, especialmente la derivada de la maternidad y las obligaciones familiares. Con el objetivo de conocer el grado de aplicabilidad de este precepto y de comparar las condiciones para la conciliación entre los docentes y profesionales del sector publicitario, se realiza un análisis de la información referente a la creación de Unidades de Igualdad y Planes de Igualdad en las universidades españolas que ofrecen estudios de publicidad y encuestas a profesores y empleados del sector publicitario para medir sus niveles de conflicto y su percepción sobre los efectos de los cambios normativos. Los resultados ponen de manifiesto que los entornos universitarios públicos han implantado en mayor medida los preceptos legales vinculados con la conciliación. A su vez, existen diferencias en la consideración del conflicto familiar/laboral entre los docentes y los profesionales: los profesores consideran que la esfera familiar interfiere en la laboral mientras que los publicitarios perciben que el desbordamiento de la esfera laboral hacia la familiar es superior. Ambos tipos de trabajadores perciben entornos laborales poco sensibles a la conciliación y no consideran que la ley haya tenido importantes repercusiones.

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Alarming statistics provides that only 10,2 percentage of companies listed on the Swedish stock exchange has achieved gender equality in their top management. The fact is that women being discriminated, since men dominates these positions of power. The study is of a qualitative nature and aims to achieve a deeper understanding and knowledge contribution of how gender equal companies´ has achieved this gender diversity in their top management. Sweden's highest ranking business leaders has been interviewed in order to obtain their view, and the companies they represent, in order to get an answer to what the most important requirements has been in the achievement. The study's main result has shown that strong core values and corporate culture are basic and required condition for a successful gender equality strategy. A deliberate or emergent strategy can then be successfully implemented, and it is mainly the impact of structural barriers that determine which strategy a company uses. At a deliberate strategy, following measures are in additional to core values and corporate cultural crucial; commitment towards gender equality, a specific plan with clear objectives, and a conscious objective recruitment process. The result found aboute these two factors and three measures also identified a required specific order to follow in order to achieve gender diversity in top management. These findings, which in a near future, aims to contribute to a more gender equal Sweden.

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Monitoring of the usage of health services by the different Section 75 groups is a key aspect of the equality information agenda.

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This report has been produced by the London Health Observatory (LHO) for the London Development Centre to provide a London baseline for monitoring specific actions in the Delivering Race Equality (DRE) action plan. The report summarises the findings of an analysis of the information collected from all of London's nine Mental Health NHS providers, and 22 independent providers for the national census of inpatients in mental health hospitals and facilities in England and Wales on 31 March 2005 .

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This action plan focuses on addressing the educational needs of children and young people from disadvantaged communities, from pre-school through second-level education (3 to18 years). Its frame of reference is based on the definition of “educational disadvantage” in the Education Act (1998) as: “...the impediments to education arising from social or economic disadvantage which prevent students from deriving appropriate benefit from education in schools.” The action plan is, therefore, one element of a continuum of interventions to address disadvantage, which include second-chance education and training and access measures for adults to support increased participation by under-represented groups in further and higher education. A further element of this continuum is the ongoing development of provision for pupils with special educational needs in light of the enactment of the Education for Persons with Special Needs Act (2004) and the establishment of the National Council for Special Education.

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This action plan focuses on addressing the educational needs of children and young people from disadvantaged communities, from pre-school through second-level education (3 to18 years). Its frame of reference is based on the definition of “educational disadvantage” in the Education Act (1998) as: “...the impediments to education arising from social or economic disadvantage which prevent students from deriving appropriate benefit from education in schools.” The action plan is, therefore, one element of a continuum of interventions to address disadvantage, which include second-chance education and training and access measures for adults to support increased participation by under-represented groups in further and higher education. A further element of this continuum is the ongoing development of provision for pupils with special educational needs in light of the enactment of the Education for Persons with Special Needs Act (2004) and the establishment of the National Council for Special Education.

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This draft Action Plan: Briefly outlines eleven broad sets of actions to identify and address the information that is required to meet the statutory Equality duties of DHSS&PS and the HPSS; andSummarises the action points in tabular form, with a note of the roles and detailed tasks, target dates and key groups and individuals involved in undertaking the actions. åÊ

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Customer Service Action Plan One of the fundamental themes of Delivering Better Government (1996) is the â?oachievement of an excellent service for the Government and for the public as customers and clients at all levelsâ?Âù. In 2000, the Quality Customer Service (QCS) Working Group reviewed and revised the 1997 Principles of Quality Customer Service to take account of changes in the environment since 1997, such as the equality agenda. In July 2000, the Government decided that: Click here to download PDF 199kb

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A Comprehensive Plan is a medium-term planning instrument. Its development alone does not guarantee the achievement of the goals laid out in it, but by defining the goals, establishing priorities and setting out courses of action and concrete activities it will allow for an overall vision of the objectives being aimed towards and the tasks that will need to be carried out. The first Comprehensive Mental Health Plan for Andalusia 2003-2007 (I PISMA, Plan Integral de Salud Mental de Andalucía) was developed using this approach. Nine courses of action were covered in this Plan, which over its duration lead to noticeable progress in various fields.The assessment of the I PISMA and the experience gained from its development have channelled into this second Comprehensive Mental Health Plan for Andalusia 2008-2012 (II PISMA). The main principles for this second Plan are quality improvements, equality and efficiency of health services, aimed at public awareness of mental health in the Andalusian population, prevention of the illnesses and improvements to the care of patients and their families.

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This publication summarizes the "Report on application of the Brasilia Declaration and the Regional Strategy for the Implementation in Latin America and the Caribbean of the Madrid International Plan of Action on Ageing", which will be presented at the Third Regional Intergovernmental Conference on Ageing in Latin America and the Caribbean, to be held in San José from 8 to 11 May 2012.

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The city of Maringa, located in the Northwest of Parana State, Brazil, was part of an extensive area colonized by the Companhia de Terras Norte do Parana replaced by the Companhia Melhoramentos Norte do Parana. Starting from a modem project elaborated in midlles of 1940's, Maringa emerged quickly amid the forest. We analyzed the initial plan, the projects for the reformulation of the central area and the tendencies of the public actions in the urban area that turn for real estate promotion and disrespect the popular participation. In its regional scale, Maringa follows the same orientation of cities that are used by the The obsession for the modernity takes to the systematic construction of new spaces that substitute the memory and the urban history in projects that reconduct to the aestheticization and the spectacularization of the urban landscape of Maringa.

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Floor plan showing finalised design.