Traffik 2019

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traffik 2019

"Meine Trafik" - März "Meine Trafik" - Dezember Stand: ​ Erfolgreiches erstes Jahr des mobilen ASFINAG Spezialteams. | Traffic Manager. Seit Mitte April sind die zwölf ASFINAG Traffic Manager 24​. Free access to live traffic data and TomTom Traffic Index congestion statistics for on road congestion levels in cities around the world. Read more.

Traffik 2019 Video

At the same time, the organisation is valued for its independence and ability to bring diverse groups together to affect change at a local level too.

The organisation appears to be unaware of the degree of its success and potential and the apparent siloed way of working is prohibiting better flexible working and more responsive approaches to the needs of stakeholders.

A collaborative approach is also much more than a transactional event, as the current model description suggests. In addition, ensuring that partners and stakeholders are well placed to make use of the data that is shared with them and can actually use it, is essential to the overall success of this approach.

While our investigation found that the majority of the hypothesis developed with STOP THE TRAFFIK at the start of the process was valid, there are areas where the hypothesis appears to not take account of what has actually been achieved or is being achieved.

As such we have developed a revised hypothesis that outlines these additional outcomes. The organisation uses this model to deliver a range of interventions and programmes with and across a wide range of stakeholders and partners.

In effect it makes no difference whether STOP THE TRAFFIK is delivering policy change interventions to an Independent Review panel or training taxi drivers, the same model is in play and if appropriately measured and tracked could move the organisation closer towards its twin goals.

We would like to see the organisation apply its MEL process more consistently, develop output-level targets for activities and use them alongside outcome-level targets, and follow up longer term data collection to see whether change sticks.

A plan to develop more robust monitoring and more accessible tools to be used and embedded had been put in place.

During the evaluation period we had worked on our strategy, which had now been published. Resources should be invested in developing policy work within the organisation to, at the very least, monitor and react with targeted policy change work at an international, national or industry-wide level as needed.

We have now added a sixth strategic objective to influence local, national and global systems to embrace an intelligence-led approach to disrupt trafficking.

We will be developing an accompanying operational plan to implement, too. It is viewed as impartial and collaborative in its work to prevent and disrupt modern slavery at local, national and international levels.

Its credibility is in part due to its feet on the ground, embedded in local communities and businesses and then extending its reach internationally.

The organisation should work on developing a management and project management approach that draws on good practices in the Agile and Matrix traditions in order to retain that urgency about its work as it normalises systems and processes and matures as an organisation.

One of the reasons for this evaluation was a desire to see how we create impact that is bigger than the sum of our parts, and we worked with the evaluation team to adapt project management approaches to support us working in a more integrated manner.

These need to be recorded and should be shared internally and externally. Internal sharing of good practice will ensure that as the organisation grows, it can retain its organisational intelligence and ensure that activities are done in the most effective way.

External sharing would enable external stakeholders or those with an interest in preventing modern slavery to see what works, under what conditions and for whom.

Over time, this could be evolved into a learning agenda for the organisation, focused on its strategic framework or long-term vision.

We have been sharing information about our work in events and conferences, especially in the past year or so.

We will be developing a plan to share more good practice as part of our Communications Strategy. More news on how you can get involved and how we're disrupting human trafficking all over the world.

Robin Brady www. Dr Ruth Van Dyke ruth. Sustainable change can only take place through a model of partnership across the whole ecosystem of stakeholders.

The power of partnership lies in building trust and engaging leaders as well as those who work at local and operational level to influence their community.

The information collected is stored securely and includes source, destination, and transit locations for trafficking; recruitment and control methods; transport methods; type of trafficking; and the demographics of offenders and victims.

This includes visual technologies that allows analysts to collate, analyse and disseminate large amounts of data from disparate sources — to date from countries.

This includes reviews on specific localities, actionable intelligence reports on specific incidents, visualisations of hotspots, routes, trends and demographics, human trafficking typology summaries and more.

Specific incident data is also shared with FSOs to enable action. Businesses face the risks of human trafficking in their operations, supply chains, and to their customers.

Training is face-to-face or digital, and is sometimes developed alongside partners such as anti-money laundering experts or local law enforcement.

The organisation continues to influence policy, sitting on several government-led committees such as Modern Slavery Strategy and Implementation Group and the independent Anti-Trafficking Network.

Non-governmental, non-profit organisations and groups are key partners. These also include faith-based and education organisations.

The organisation works with safeguarding, housing, education and other teams and has embedded a Coordinator at the Modern Slavery and Exploitation Group of three West London boroughs and other Coordinators in multi-sector partnerships in Greater Manchester and East Sussex.

Businesses demand cheap workforce, services and products, meaning they face human trafficking risk in their operations, supply chains, and also to their customers.

Governments hold the responsibility to protect their citizens and help them realise their rights. Policies and laws affect traffickers, making the business low or high risk.

The organisation works with community leaders to collect data, and shares back insights to take action.

This knowledge also includes contact details of local organisations who can provide on-the-ground support.

Being aware of the risk and the ways to respond, organisations change their policies and practice accordingly while vulnerable people ask the right questions and are able to protect themselves better.

More and more organisations and agencies are engaging with cross-sector collaborative work, sharing data to inform disruption and prevention actions.

Disrupting Human Trafficking. We are delighted to share the results with you. Behaviour when coming across a potential trafficking situation or in order to prevent one.

Approach of the anti-trafficking sector, promoting collaboration, data use and sharing. Explore Methodology.

Scroll left and right to explore. Criteria and evaluation questions Using a participatory approach, including two workshop sessions with the STT team, the evaluators and STT identified a set of criteria, each with related key evaluation questions.

Data collection and analysis tools To deliver these methods, some familiar tools were used: Internal and external document reviews Key informant interviews with internal and external stakeholders Email-based or online investigation to follow up on the Outcome Harvesting questionnaires Data analysis tools The completed evaluation framework has identified areas where the hypothesis is robust and areas where it is less robust.

On the role of participation From the evaluation design process to data collection and reflection, the evaluation process was led by the evaluation participants and the STT team engaged fully with the evaluation process.

Strategic framework. Strategic Framework. Stakeholders All. Tip: All findings and successes that match selected filters will be displayed.

To return targetted results, use fewer filters. Flip card over. Change Type Increased perception of risk.

Change Type Increased perception of risk Gained knowledge Adopted preventative behaviour Changed approach - prevention, collaborative, intel-led.

Join our global maling list More news on how you can get involved and how we're disrupting human trafficking all over the world.

Exit Report. Partnership Sustainable change can only take place through a model of partnership across the whole ecosystem of stakeholders.

Business support Businesses face the risks of human trafficking in their operations, supply chains, and to their customers.

NGOs and non-profits Non-governmental, non-profit organisations and groups are key partners. Business Businesses demand cheap workforce, services and products, meaning they face human trafficking risk in their operations, supply chains, and also to their customers.

National government and international governance bodies Governments hold the responsibility to protect their citizens and help them realise their rights.

Policy and law makers Policies and laws affect traffickers, making the business low or high risk.

Our website uses cookies. By using it you agree to this. Get the IMDb app. Actress Paula Patton chose not use a stunt double in the dramatic motorcycle chase scene.

While Brea was waiting for an email to be delivered to Carl Waynewright, Pony came in, shot the old man and then shot the PC screen.

The PC case however looked to be unharmed, yet the email didn't go through. No need to waste time endlessly browsing—here's the entire lineup of new movies and TV shows streaming on Netflix this month.

See the full list. Sign In. Added to Watchlist. Watch on Prime Video included with Prime. Luke Goss. Paula Patton. William Fichtner.

Jeff Wiesen. Omar Epps. Laz Alonso. Roselyn Sanchez. Ramsey Hanchette. Dawn Olivieri. Claude Duhamel.

Joe Bucaro III.

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Using a participatory approach, including two workshop sessions with the STT team, the evaluators and STT identified a set of criteria, each with related key evaluation questions.

These criteria and key evaluation questions informed the focus of our investigation. In addition, indicators were developed for each evaluation question to enable the inquiry to assess how well the evidence available supported the evaluation questions and therefore the criteria for the evaluation.

This exercise allowed certain causal chains to be identified for further investigation during the evaluation. To deliver these methods, some familiar tools were used: Internal and external document reviews Key informant interviews with internal and external stakeholders Email-based or online investigation to follow up on the Outcome Harvesting questionnaires Data analysis tools The completed evaluation framework has identified areas where the hypothesis is robust and areas where it is less robust.

This has also provided an opportunity to highlight to STT where there is scope for further learning and areas that could be included in a learning agenda.

Evidence was also considered for type and for test of robustness under Process Tracing, using Bayesian analysis. We have reviewed a total of pieces of evidence to assess whether the hypothesis is valid.

The majority of the evidence does allow us to say with a high degree of certainty that the hypothesis, for the most part, is valid. However, the uniqueness of the evidence available and collected needs to improve if the whole hypothesis is to hold.

This is not an issue of STT having not delivered the interventions, but rather having not presented or maintained the evidence behind their achievements, something we know the organisation is already working on.

From the evaluation design process to data collection and reflection, the evaluation process was led by the evaluation participants and the STT team engaged fully with the evaluation process.

The scope and focus of the evaluation as well as both the initial top line findings and the recommendations were developed in a participatory manner.

In the top line findings workshop and the validation workshop Appreciative Inquiry method was used. The workshop participants were facilitated to develop and agree sets of actionable recommendations, based on the key themes and patterns that emerge during the evaluation and the workshop.

Click the double arrow icon to explore how a finding relates to the strategic framework. There are no findings in this section that match the filters you have chosen.

This improved understanding was observed at all levels and across diverse stakeholders within community partnerships, business and financial services partnerships, and its campaigning and policy influencing work.

Local partners also benefitted from increased interactions with target communities and groups, such as increased calls to helplines, increased attendance at drop-in centres, etc.

Its work with businesses is also intended to raise awareness of the risk of modern slavery and human trafficking.

This is done through training and a supply chain audit process related to the sector, in order to help them respond more effectively.

For example, this has included setting up the Business Forum in Greater Manchester to support businesses responding to the Modern Slavery Act section 54, and wider collaboration and intelligence-sharing across public, private and third sectors.

This approach proved to be crucial in ensuring initiatives were well designed, relevant and effective. Under this second area of change that STOP THE TRAFFIK has been working towards, we have found evidence that it does share knowledge of the signs of human trafficking and information and knowledge about how to respond appropriately to potential human trafficking situations.

To enable its community and business stakeholders and the public to respond and thus to prevent human trafficking, STOP THE TRAFFIK has acted to share knowledge of signs of modern slavery and human trafficking, and information about how to respond to it, that is tailored to the stakeholder it is addressing.

A key message is that modern slavery is hidden in plain sight. Knowledge of signs to look for and how to respond appropriately are key elements of interventions in order to enable the public to respond where they have concerns.

Awareness raising activities were also targeted at professionals. Some focused on single professionals like prison staff, taxi drivers, Modern Slavery Single Points of Contact, business directors, operational managers and frontline staff in key industries such as hospitality and banking, while others entailed multiple agencies.

It has done so using a range of intervention types and approaches that have been appropriate, relevant and of value to its stakeholders and audiences.

In most cases we have seen reports from participants of intended changes and use of knowledge. It is significant that we have been able to record a broad range of behaviour change.

This is a difficult area of change to measure as the organisation collects and has access to limited training-based feedback and generic social media reporting, which describes intended, but not actual behaviour change.

Other changes in behaviour reported by partners included: encouraging the public to download the STOP APP and report incidences, raising awareness of the risk of human trafficking and encouraging individuals to change their behaviour, undertaking referrals to the National Referral Mechanism or completing Duty to Notify forms, reporting concerns to a specified email or telephone number or referring potential victims to the police force.

System and process weaknesses were often highlighted during training sessions with corporate partners, with potential changes to systems and processes also being discussed.

Corporate partners also reported staff being more aware of the potential for modern slavery and human trafficking and taking steps to respond to situations that they thought could represent a potential case of trafficking.

This has been observed through formalised channels developed within local authorities and informal channels, such as from the taxi drivers trained by the organisation in Colchester.

Behaviour change has been observed in most stakeholders and at both individual and organisational levels. These collaborative partnerships have resulted in shared data for analysis and circulation amongst its partners.

The work of its Community Practice programme has a key focus of bringing diverse stakeholders together in what sometimes end up as being fully-fledged networks.

Outside of this work delivered at a local level, the organisaiton has differentiated itself by being prevention-focused rather than victim-focused, which has led it to work with a wide range of partners outside of the sector, rather than staying exclusively within the traditional anti-trafficking sector.

The TA Hub is in many respects the physical embodiment of the goal that STOP THE TRAFFIK had set for its collect-analyse-share model: a network of organisations and agencies across sectors, all sharing their data and information in such a way that the data can be jointly analysed to indicate possible areas of human trafficking or modern slavery activity or the potential for such activity, and appropriate action can be taken.

Common to all of them is the requirement of company directors or persons controlling the company business to sign off on an annual statement or report about modern slavery in their supply chains.

This is crucial for two reasons. Firstly, because it raises awareness of modern slavery in corporate supply chains, which itself is an important result and can contribute towards the reduction of modern slavery feeding into the legitimate economy.

Secondly, in most jurisdictions, company directors signing off on corporate statements of one form or another carries legal and compliance implications and associated penalties for getting it wrong.

Click the double arrow icon to explore how successes and challenges relate to the strategic framework. There are no results in this section that match the filters you have chosen.

There is significant evidence that stakeholders have integrated changes into their systems and processes or core way of working, and that these changes are viewed as permanent.

Local partnerships have also delivered opportunities to effectively disrupt modern slavery and human trafficking.

These campaigns are also well recorded and reported on, with concise analysis conducted post-campaign to inform future design and development.

Local delivery partners are an important element of the social media campaign model. In these instances, the trust-building between organisations critical to campaign success can be challenging as the organisation is seen as being literally far away from the targeted communities.

While a robust and appropriate Monitoring, Evaluation and Learning MEL approach has been put in place, the MEL tools are inconsistently applied, making it difficult to identify effective delivery of plans across the four change areas the organisation is working towards.

Effective change can be difficult to measure and identify in the moment, especially where the operational model is one of ongoing partnerships rather than defined projects with clear exit dates.

Use of the outcome journals that have been designed should be encouraged, so that during its regular review meetings, the organisation can clearly see the changes taking place in its boundary partners, and can track these changes over time towards its stated goals.

This is similar for understanding the longer term effectiveness of its social media campaigns, which should have similar medium- to long-term follow up.

Another challenge to measuring effectiveness is the absence of regular milestones to be achieved between today and when the goal stated in the Theory of Change might be achieved.

Such planning can be developed in a sufficiently flexible manner so as to allow the organisation to take advantage of unforeseen opportunities and still remain on track towards each set of milestones.

Moreover, a review of milestones would fit in with the learning environment being fostered within the MEL processes.

This legislative framework has helped drive not only its own work, but the work of many of its partners and, where appropriate, their supply chains.

It is rare for NGOs to be able to speak to businesses in a way that the businesses can understand and appreciate, whilst being able to have a similar relationship with law enforcement agencies.

Partners and other stakeholders believe that the organisation regularly punches above its weight and has an influence wider than its own scale.

At the same time, the organisation is valued for its independence and ability to bring diverse groups together to affect change at a local level too.

The organisation appears to be unaware of the degree of its success and potential and the apparent siloed way of working is prohibiting better flexible working and more responsive approaches to the needs of stakeholders.

A collaborative approach is also much more than a transactional event, as the current model description suggests. In addition, ensuring that partners and stakeholders are well placed to make use of the data that is shared with them and can actually use it, is essential to the overall success of this approach.

While our investigation found that the majority of the hypothesis developed with STOP THE TRAFFIK at the start of the process was valid, there are areas where the hypothesis appears to not take account of what has actually been achieved or is being achieved.

As such we have developed a revised hypothesis that outlines these additional outcomes. The organisation uses this model to deliver a range of interventions and programmes with and across a wide range of stakeholders and partners.

In effect it makes no difference whether STOP THE TRAFFIK is delivering policy change interventions to an Independent Review panel or training taxi drivers, the same model is in play and if appropriately measured and tracked could move the organisation closer towards its twin goals.

We would like to see the organisation apply its MEL process more consistently, develop output-level targets for activities and use them alongside outcome-level targets, and follow up longer term data collection to see whether change sticks.

A plan to develop more robust monitoring and more accessible tools to be used and embedded had been put in place. Omar Epps. Laz Alonso.

Roselyn Sanchez. Ramsey Hanchette. Dawn Olivieri. Claude Duhamel. Joe Bucaro III. Heather Kritzer. Lorin McCraley.

Scott Anthony Leet. Director: Deon Taylor. Writer: Deon Taylor. Facebook Twitter E-mail. Awards 3 nominations. I was so excited to see this movie but was let down by the horrible acting of the lead actress and the sub par plot.

It really could have been a hit but it just didn't hit the mark!! More Like This. Did You Know? Trivia Actress Paula Patton chose not use a stunt double in the dramatic motorcycle chase scene.

Goofs While Brea was waiting for an email to be delivered to Carl Waynewright, Pony came in, shot the old man and then shot the PC screen.

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