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Strategic Plan

Strategic Plan. Cooperative Insight Systems. Cooperative Insight Systems - CIS. Vision We look forward to successfully achieve a strategic social, economic and environmental integration and international alliance through the use of Integrated Management Systems as a cooperative methodology

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Strategic Plan

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  1. Strategic Plan Cooperative Insight Systems

  2. Cooperative Insight Systems - CIS Vision • We look forward to successfully achieve a strategic social, economic and environmental integration and international alliance through the use of Integrated Management Systems as a cooperative methodology Mission • To promote and encourage collective collaboration while respecting and recognizing individual contributions with feedback and continuous improvement. We will not leave anyone behind Purpose • Transparency and Integrity

  3. Values • Inclusivity rather than exclusivity • Transparency and liberty over secrecy and control • Open communication through constructive dialogue • Conflict resolution through positive peace and mutual reconciliation • Our actions are inspired by our final causality of world unity and space travel • Optimization in the use of our shared natural resources • Honesty, transparency and integrity • We look after each other • We don’t want to compete to be “the best”. We want to challenge ourselves to be better everyday • We encourage individual productivity with social inclusiveness and environmental responsibility • We believe in the supremacy of God and cooperative law

  4. Background CIS is being created as a result of the successful design, development and implementation of the Integrated Management System IMS-EM in the construction of the New Quito International Airport in 2008. We used the ISO standards for quality, environment and health and safety and created a database that integrated these departments horizontally while vertically integrating the construction phases of planning, execution, control and continuous improvement among others. Today there is an increasing interest to implement this cooperative system here in Canada which would prove that mutual purpose is possible through international cooperation despite the fact it was implemented within an adversarial system.

  5. Strategic Plan Short Term • New implementations of the IMS-EM in the private Industry for projects valued at $300,000,000 or more and/or projects with high environmental or social sensitivity • Design, development and implementation of an IMS for the mental health system in order to find direction and purpose for patients and staff • Data input, analysis and feedback for partisan and nonpartisan decision makers Medium Term • Work and cooperate with independent and autonomous international agencies such as United Nations in order to promote environmental projects that would benefit both the economy and society • Migrate and/or develop a unique Integrated Management System with the use of new technologies with cooperative properties such as Quantum Technologies

  6. Strategic Plan (Continued) Long Term • Find the perfect sustainable balance between the society, the economy and the environment for the benefit of future generations • Interreligious and political integration for a global and lasting peace • Promote space exploration to find places for the future of every human being regardless of social or economic status, race, language, national or ethnic/social origin, property, colour, religion, sex, age, political or other opinion, mental or physical disability, birth or other status (As per our Canadian Charter of Rights and Freedoms and the Universal Declaration of Human Rights UN)

  7. INTEGRATED MANAGEMENT SYSTEMIMS - EM

  8. Social and Economic Performance Minimum Legal Standard Do No Harm Do Good 2. Do Good (socially) 1. Do Well (economically) Economic Performance Cost of Capital Social Performance Ivey - 2009

  9. Social and Economic Performance Minimum Legal Standard Do No Harm Do Good 2. Do Well (economically) Economic Performance 1. Do Good (socially) Cost of Capital Social Performance Ivey - 2009

  10. Competitive Wealth Allocation $ • Adversarial process • Wild competition for resources • Arbitrary distribution of resources often based on minimum legal requirements • You are wrong, I am right • Relative truth • Three different parallel worlds • The parts are more important than the whole • Subject to a long term strategy that benefit one area over the others • Extreme specialization and less integration • Knowledge is more important than wisdom $ $

  11. Cooperative Wealth Allocation • Cooperative process • Free Market based on values without speculation • Common agreement based on tradeoffs • Getting towards the “absolute” truth • The whole is more important than the parts • Based on a strategy that benefit the three areas of knowledge • Integrated Management System with relevance factors for specialization • Wisdom created through interdependent knowledge • Preventive Actions, Feedback and Continuous Improvement

  12. IMS Mental Health CareOrganizational Chart Social Economic Environmental

  13. Proposed Budget – Design, Development and Implementation

  14. Proposed Budget – Design, Development and Implementation

  15. Proposed Budget – Design, Development and Implementation

  16. Proposed Budget – Design, Development and Implementation • Financial Sources • Environmental Sector $450,000 • Social Sector $450,000 • Economic Sector $450,000

  17. IMS Mental Health Care Modules

  18. Implementation Benefits • More commitment and discipline • Motivational and purposeful • Reduction in addictions. Less Time to think about it • Concentric direction and new career paths • New job opportunities in a cooperative world • Independent and autonomous decisions • Dialogue and consensus within diversity • Increase trust among participants • Self esteem and sense of belonging

  19. Strategic Plan Associate Partners

  20. CIS Strategic Plan

  21. CIS Priority Plan

  22. Business Cards

  23. POTENTIAL RISK "It is assumed with the adversarial model that, in order that truth be known, a COMBATIVE process is more effective than a COOPERATIVE one. Furthermore within our adversarial system of justice, the process of discovering the truth is more important than the truth itself”

  24. VISION LONG TERM UNCERTAINTY CHANGE COSTS IMPORTANCE OF DECISION MAKING FEASIBILITY DESING CONSTRUCTION VALUE ENGINEERING (90% DESIGN)

  25. Traditional Justice System $ $ LAWYERS

  26. New Political System $ $

  27. Triple Bottom Line $ $ $

  28. Optimal Cooperation - IMS

  29. Capital Market Alternative • For large infrastructure projects. (>$300,000,000) • Proportional Allocation for each knowledge area (Environmental, Social, Economic) • Voluntary Income tax to be distributed based on each individual’s values • Autonomy and independence for each individual strategic plan • Short, medium and long term investment strategies based on knowledge areas • Free integrated competition for capital • Feedback prior to the project, during its execution and at the end as a future reference tool for future investments • Lawyers’ mediation at the beginning of the project rather than lawyers’ arbitration at the end • Creation of new multipurpose law

  30. Actual Risk Management

  31. Strategic Investment Plan

  32. Proposed Capital Markets $$$

  33. Financial Sources

  34. Independence and Autonomy • Each area of knowledge is responsible for the income and expenses to promote their ideology. The less they spend the more to invest. • Marketing - Advertising • Politics • Education • Research • Bureaucracy • Monitoring, Control and Enforcement, etc. • Performance evaluation is needed in order to measure the effectiveness of their investment • Each area is motivated to promote sustainable projects and convince the other two areas to invest on each iniative

  35. ICA Co-operative Identityand Values Co-operative identity, values & principles Definition • A co-operative is an autonomous association of persons united voluntarily to meet their common economic, social, and cultural needs and aspirations through a jointly-owned and democratically-controlled enterprise. Values • Co-operatives are based on the values of self-help, self-responsibility, democracy, equality, equity and solidarity. In the tradition of their founders, co-operative members believe in the ethical values of honesty, openness, social responsibility and caring for others.

  36. ICA Principles Principles The co-operative principles are guidelines by which co-operatives put their values into practice. 1. Voluntary and Open Membership Co-operatives are voluntary organisations, open to all persons able to use their services and willing to accept the responsibilities of membership, without gender, social, racial, political or religious discrimination. 2. Democratic Member Control Co-operatives are democratic organisations controlled by their members, who actively participate in setting their policies and making decisions. Men and women serving as elected representatives are accountable to the membership. In primary co-operatives members have equal voting rights (one member, one vote) and co-operatives at other levels are also organised in a democratic manner. 3. Member Economic Participation Members contribute equitably to, and democratically control, the capital of their co-operative. At least part of that capital is usually the common property of the co-operative. Members usually receive limited compensation, if any, on capital subscribed as a condition of membership. Members allocate surpluses for any or all of the following purposes: developing their co-operative, possibly by setting up reserves, part of which at least would be indivisible; benefiting members in proportion to their transactions with the co-operative; and supporting other activities approved by the membership.

  37. ICA Principles 4. Autonomy and Independence Co-operatives are autonomous, self-help organisations controlled by their members. If they enter into agreements with other organisations, including governments, or raise capital from external sources, they do so on terms that ensure democratic control by their members and maintain their co-operative autonomy. 5. Education, Training and Information Co-operatives provide education and training for their members, elected representatives, managers, and employees so they can contribute effectively to the development of their co-operatives. They inform the general public - particularly young people and opinion leaders - about the nature and benefits of co-operation. 6. Co-operation among Co-operatives Co-operatives serve their members most effectively and strengthen the co-operative movement by working together through local, national, regional and international structures. 7. Concern for Community Co-operatives work for the sustainable development of their communities through policies approved by their members.

  38. Internet Network

  39. Virtual Reality – Binary Code

  40. Quantum Interdependence

  41. Market Trends Globally, nearly U.S. $59 trillion is managed by some 1,380 investment organizations that have signed the United Nations Principles for Responsible Investment, up from $6.5 trillion and 100 signatories in 2006.

  42. The coaching process is grounded in aligning personal goals and values through improving well-being with evidence-based mental, physical and emotional strategies.  Key coaching areas include fitness, nutrition, health risk, weight management, stress management and life satisfaction. https://www.thescottadvisory.com/wellness-coaching/

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