Inclusion managers

Our contribution in this chapter is important, we hope, as many organizations, especially in regions outside of North America, do not yet have diversity and inclusion management or policies implemented. Researchers, policy makers, consultants, and practitioners are therefore advised to acknowledge the challenging state that some organizations are in, and to help improve conditions by consulting the tools and models described in this chapter. 

Key roles of governors, senior managers and inclusion manager. 

Need an inclusive management struaure with a clear referral process to reflect the range of pupil barriers to learning. 

INCLUSION MANAGER/ SENCO KEY STAGE MANAGERS LSU/ NURTURE GROUP LEARNING MENTORS TEACHING ASSISTANTS... 

The role of inclusion manager, assistant headteacher (inclusion), curriculum leader for SEN/ inclusion or the headteacher in a small school is a considerable one, which involves the effective management of a wide range of resources in order to maximise impact on pupils. Not for the fainthearted. 

Develop with the inclusion manager and the team the inclusion strategy and policy. 

This exercise can be undertaken with all the roles within an Inclusion Team or specifically with those that work closely together. It will also give greater clarity to the entire staff about the rationale for deployment and focus of the role. This is particularly important when new roles are emerging such as lead professionals, pastoral support managers and, even, inclusion managers. 

Internally, the school may wish to identify a key worker who is responsible for pulling together all support for a particular child. This is up to the school and not the role of the lead professional, which is a statutory, multi-agency funaion. A key worker can be identified by the Inclusion Panel as the most appropriate person within the school to ensure effective delivery of services for that pupil. The role is accountable to the inclusion manager and inclusion panel. 

Bidding for more resources from within the school will be a key frinaion of the inclusion manager as will identifying potential external funding routes. Additional funding could come through ... 

Sohd wastes are all the wastes arising from human and animal activities that are normally sohd and that are discarded as useless or unwanted. The term as used in this subsection is all-inclusive, and it encompasses the heterogeneous mass of throwaways. The three R s should be apphed to Sohd Wastes Reuse, Recycle, and Reduce. When these nave been implemented, management of residual solid waste can be addressed. 

The management policy for inclusion of safety, health and environment. 

Some of this information is presented in the form of very specific examples, used to illustrate a range of approaches and methods. TTiis range is not intended to be all-inclusive your company s precise oiganization may not be represented here. However, every effort has been made to address several common structures, including centralized and decentralized operations and "top-down" and "bottom-up" management structures. 

The basis for your program plan should be your team s assessment of the current PSM status (Figure 4-11), which will have yielded a list of deficiencies compared with the required PSM elements. These gaps must now be translated into statements of required tasks, which in turn suggest work products for inclusion in your implementation plan. For example, your assessment shows that the process knowledge and documentation management system needs improvement. To address this gap you need to plan a series of tasks. 

The last area addressed by the systems approach is concerned with global issues involving the influence of organizational factors on human error. The major issues in this area are discussed in Chapter 2, Section 7. The two major perspectives that need to be considered as part of an error reduction program are the creation of an appropriate safety culture and the inclusion of human error reduction within safety management policies. 

This chapter examines the need for lubrication and the types of lubricant available. Various applications are considered, including engines gears, hydraulic equipment, machine tools, metal cutting and working fluids, compressors, turbines and electrical oils. The care of lubricants on-site, application of planned lubrication and inclusion within overall maintenance management are examined. 

Some schemes do not formally inform the line manager who the mentor is, and the mentee decides whether or not to do so. The key issue here is avoiding resentment or distrust on the part of the line manager, who can be kept in the loop by inclusion in discussions about the future of the scheme and in regular com-mimications. 

Audits may differ. Some concentrate on particular facets, e.g. waste minimization, energy conservation. A management audit will probably cover organizational structures and relationships, communications, procedures acceptance and implementation, training and quality assurance. A technical audit will consider the performance of plant and equipment, monitoring and inspection programmes. Items for inclusion in auditing are listed in Table 17.12. 

Development of new and existing Risk Assessment Tools (e.g., Natural Hazards Electronic Map and Assessment Tools Information System—NHEMATIS), Risk Management Tools inclusive of all stakeholders in the process (e.g., CAN/CSA Q850-97 for risk management in Canada, CAN/CSA-Z763-96 specifically for environmental concerns) Effective Risk Communication. 

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