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The document discusses how to identify similarities between groups to promote understanding. It recommends creating opportunities for interaction, building trust, and reducing stereotypes. Some key strategies include thinking of the process as multi-pronged, building on common issues, being sensitive to traditions, and celebrating cultural diversity through events and displays in public places. The document also acknowledges potential challenges like past tensions or feelings of oppression, and ways to overcome them such as doing research, setting ground rules, and having a clear plan and budget.
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27.7 2
This document discusses building culturally competent organizations. It defines culture and cultural competence, noting that cultural competence includes cultural knowledge, awareness, and sensitivity as well as operational effectiveness. It identifies types of diversity like ethnicity, gender, sexual orientation. It explains that cultural competence is important for increased respect, creativity, participation and trust. The document provides steps for organizations to assess their cultural competence, including forming committees, research, training, and leadership to manage diversity dynamics.
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An inclusive community promotes respect, equal treatment, and opportunities for all citizens while eliminating discrimination. It engages citizens in decision making and values diversity, responding to racist or discriminatory incidents. Building an inclusive community is important to prevent injustice and give all citizens a voice, and diversity enriches life. An inclusive community can be built by doing research, engaging leaders, bringing groups together, creating sharing opportunities, respecting conflicts, and sustaining changes.
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Multicultural collaboration involves two or more groups from different backgrounds working together. It is important because it gets everyone involved, emphasizes common goals over differences, improves communication between groups, increases cultural awareness, creates a sense of community, and leads to a more just society. Organizations should commit to multicultural collaboration when diverse groups are affected by an issue but not involved in addressing it, when multiple groups with shared aims are working at cross-purposes, or when problems arise between different communities. Guidelines for effective multicultural collaboration include learning without stereotyping, listening actively, respecting others' views, and being aware of cultural differences.
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This document outlines the key activities and components of the Bonner Cornerstones program, which is designed to provide students with service experiences and leadership development over four years. It discusses the orientation for first-year students, which includes community building, exploring the campus and community, and learning about Bonner's goals and expectations. It also describes a first-year trip, second-year exchange, capstone projects in the third/fourth year, and senior presentations to reflect on their journey. One-on-one advising meetings are meant to support students' personal and professional development. The document provides examples of how different colleges implement these program elements.
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The document summarizes discussions from the 2011 Bonner Directors Meeting. It outlines that the Bonner Foundation transition is nearly complete, with the long-term structure and endowment process finalized. It discusses the advisory structures in place including the Presidents' Advisory Council and Directors' Advisory Council. The core functions of the Foundation are identified as accountability, quality, and sharing. Challenges and opportunities for the movement are debated, including strategies around leveraging student impact, focusing on community impact through campus integration and partnerships, and building strategic national partnerships with organizations.
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CESC
An action plan outlines concrete steps that a community can take to achieve its vision and address issues. Developing an action plan involves convening stakeholders to identify problems, gather data, develop objectives and strategies, prioritize action steps, and document progress. The plan should be revisited regularly and revised based on evaluation to ensure the community's efforts remain effective over time.
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Mega Bank has been implementing innovative products/services other than conventional banking practices that aims to enhance “Access To Finance”. Bank’s major Micro Banking products comprise of deprived sector loans, priority and interest subsidized loans and Branchless Banking services. Through this program, we endeavor to reach a considerably large number of smallholder rural clients offering services right at their door steps.
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• All products/services offered equally to smallholder customers;
• Targeted to the deprived sector and people with lower income group.
• Inclusive programs – without considering the economic status, caste, culture, race, ethnic group, political reference, religion etc.;
• Value chain financing model - financial services are provided to all value chain actors.
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• Credit plus programs to target customers in alliance with development organizations, particularly on entrepreneurship development and market linkage.
• Social development trainings on the basis of groups’ demand/ necessity.
Micro Banking Products:
1.Mega Priority Sector and Interest Subsidized Loan:
• Priority Sector and Interest Subsidized Loan focuses on below listed categories:
• Youngster aged of 18 years or above and willing to do business on their own,
• Youth wanting to pursue higher studies,
• Unemployed educated person willing to do business,
• Foreign returned youth who wants to start up their business on their own,
• Women who want to do business solely or in a group,
• Suppressed Community people who want to continue their ancestral business in a modernized manner through use of modern equipment etc.,
• Earthquake victims, who are not able to build/rebuild their homes despite having agreement signed with the National Reconstruction Authority.
It is hardly true that financial inclusion gaps forced countries around the world to explore the potential of digital financial services and fintech companies allow leapfrogging of traditional brick-and-mortar banking services. As per the study conducted by the World Bank, access to affordable financial services is critical for poverty reduction and economic growth. At the macro level, countries with deeper, more developed financial systems can allocate capital and risks more efficiently and consequently enjoy higher economic growth and larger reductions in poverty and income inequality. At the micro level, financial inclusions—access to and use of basic financial services—can reduce poverty, increase resilience and improve the lives of the poor. Digital financial services bridge the financial inclusion gaps and enhance economic growth. Fueled by the explosive growth of mobile phones, digital financial services (DFS) leverage technology to offer new forms of financial accounts that provide secure options for storing, transferring, and accumulating money.
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Multicultural collaboration involves two or more groups from different backgrounds working together. It is important because it gets everyone involved, emphasizes common goals over differences, improves communication between groups, increases cultural awareness, creates a sense of community, and leads to a more just society. Organizations should commit to multicultural collaboration when diverse groups are affected by an issue but not involved in addressing it, when multiple groups with shared aims are working at cross-purposes, or when problems arise between different communities. Guidelines for effective multicultural collaboration include learning without stereotyping, listening actively, respecting others' views, and being aware of cultural differences.
27.8 2
Multicultural collaboration involves two or more groups from different backgrounds working together. It is important because it gets everyone involved, emphasizes common goals over differences, improves communication between groups, increases cultural awareness, creates a sense of community, and leads to a more just society. Organizations should commit to multicultural collaboration when diverse groups are affected by an issue but not involved in addressing it, when multiple groups with shared aims are working at cross-purposes, or when problems arise between different communities. Guidelines for effective multicultural collaboration include learning without stereotyping, listening actively, respecting others' views, and being aware of cultural differences.
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The document outlines the key activities and components of the Bonner Cornerstones program, including orientation, first and second year trips, capstone projects, presentations of learning, and one-on-one advising meetings. It provides examples of how different Bonner programs implement each component, with an emphasis on community building, exploring identity and social issues, and integrating service experience with academic learning. Small group discussions are included to allow participants to discuss strategies for improving or establishing these program elements at their institutions.
'22 NDM - Cornerstones Activities.pdf
This document outlines the key activities and components of the Bonner Cornerstones program, including:
- Orientation to build community among students and staff and establish expectations.
- A first year trip for freshmen to explore a place or issue through service, culture, and reflection.
- A second year exchange where sophomores partner with other programs to delve into an issue.
- Capstone projects for juniors and seniors to integrate academic and experiential learning through a community-focused project.
- Senior presentations of learning where students reflect on their journey and learning across four years in the program.
- Regular one-on-one meetings between students and staff for personal support and
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The Canada Women's Foundation is Canada's only national public foundation for women and girls. It was established in 1991 and has raised almost $47 million to fund over 1,000 projects across Canada. Its priority areas are moving women out of poverty, ending violence against women, and building strong resilient girls. The document provides tips for organizations applying for funding, including knowing the funder's mission and priorities, writing clear and succinct proposals that address the funding criteria, and following reporting requirements if funded.
Partnerships in Pluralism UAC 2015
This document outlines a diversity program called Partnerships in Pluralism at RIT. The program pairs faculty and staff from diverse backgrounds to meet regularly over 9 months. Through structured discussions and cluster meetings, participants learn about each other's cultures and discuss diversity issues. The goal is to build understanding and create a more interconnected campus community. Evaluation of the program shows it has been successful in enhancing relationships across differences at RIT. Recommendations are made to inspire similar programs at other universities.
2015 New Director Orientation - Tools for Student Education, Training, Reflec...
This document outlines frameworks and strategies for student development through Bonner programs. It discusses student development frameworks that focus on common commitments, skills, and knowledge. It then describes key strategies for student development including training and enrichment meetings, advising meetings, and curricula. Examples are provided of sample curricula and types of meetings that can be held each year to support student growth. Frameworks are meant to guide a multi-year process using a variety of strategies to help students learn and develop over their time in the Bonner program.
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Strategies for building a campus community that includes disability as a issue of diversity. Vital to building an inclusive environment looking at the intersections of identity must be part of the conversations.
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This keynote presentation was delivered at the 2018 Canadian Evaluation Society annual conference by Nan Wehipeihana, an independent Indigenous evaluator from Aotearoa New Zealand. Nan defines Indigenous evaluation as evaluation that is led by Indigenous peoples; evaluation that benefits Indigenous peoples and where Indigenous approaches and ways of working are the norm. She posits that there should be no assumed or automatic role for non-Indigenous peoples in Indigenous evaluation; and participation by non-Indigenous evaluators should be by invitation only. Given the acknowledged small numbers of Indigenous evaluators in Canada, Nan puts forwards a set of tactics to increase the number of Indigenous evaluators and to promote Indigenous evaluation. She then presents a framework for assessing evaluator progress towards Indigenous cultural competency in support of Indigenous-led evaluation.
8.5_2.ppt
sfxdfdfsdtretvxsrtwrserwerwerwerwerrwsrwsffsdtf345tfwesrtwesrwerwerwerwserwerwerwerfwserserwserwserwserwerwerwersdtwsrewrtwerweetrwe4535rwersrtfwertwerwerfwerrwerrwerwerwerwserwe54352354werw5r345sdfwestrwetrwestrwer5345sdtsetrew45r15eqrtrdtert53456ertqewtr3e451365345tsdteqrt4e65345wetrqwetrewrt5e4r5345634erteqrtqer56426ghyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyywrdrrrrrrrrrrrreeeeeeeeeeeeeeeeeeeeet6t6t6t6t6eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee
'23 NSO - Cornerstones Activities reduced.pdf
This document outlines the key activities and components of the Bonner Cornerstones program, which is designed to provide students with service experiences and leadership development over four years. It discusses the orientation for first-year students, which includes community building, exploring the campus and community, and learning about Bonner's goals and expectations. It also describes a first-year trip, second-year exchange, capstone projects in the third/fourth year, and senior presentations to reflect on their journey. One-on-one advising meetings are meant to support students' personal and professional development. The document provides examples of how different colleges implement these program elements.
Opening Session: 2011 Fall Directors Meeting
The document summarizes discussions from the 2011 Bonner Directors Meeting. It outlines that the Bonner Foundation transition is nearly complete, with the long-term structure and endowment process finalized. It discusses the advisory structures in place including the Presidents' Advisory Council and Directors' Advisory Council. The core functions of the Foundation are identified as accountability, quality, and sharing. Challenges and opportunities for the movement are debated, including strategies around leveraging student impact, focusing on community impact through campus integration and partnerships, and building strategic national partnerships with organizations.
2020 Bonner New Directors Orientation
Part of the online orientation event for Bonner Program new staff and prospective institutional partners. This session explains the Bonner Cornerstones and Capstones, which are pivotal, high-impact learning activities in the four years. Featuring guest presentations by Vanessa Buehlman (Christopher Newport University), Dave Roncolato (Allegheny College), Katie Zyniecki and Ruth Kassel (Siena College). Facilitated by Ariane Hoy and Arthur Tartee Jr. (Bonner Foundation).
Cultural Competency Recommendations
Created in preparation for a Board of Trustees meeting, this presentation details the recommendations related to cultural competencies at our institution.
2020 cornerstones capstones condensed
The document outlines the key components of the Bonner Cornerstones & Capstones program, which aims to create meaningful pathways for student experiences and integrate service-learning across their college careers. It discusses orientation, first and second year cohort trips, junior leadership opportunities, and capstone projects. It provides examples of activities for each component from various colleges. It also emphasizes the importance of advising students and having them present on their learning at graduation to integrate their Bonner experience with their overall education. The goal is for Bonner to be a series of high-impact practices that changes higher education through project-based, community-engaged learning with real-world impact.
2020 New Bonner Directors & Coordinators Orientation - Cornerstones & Capstones
The document outlines the key components of a Bonner Leaders program, including orientation, first year trips, second year exchanges, junior leadership opportunities, Bonner capstones, and senior presentations of learning. It provides examples of activities for each component from various colleges. The orientation introduces students to the campus, community, and Bonner program. First year trips involve service learning in a new location. Exchanges in the second year expose students to national issues. Juniors take on leadership roles in campus-wide or international projects. Capstones are individual projects integrating academic and experiential learning. Advising and senior presentations allow students to reflect on and share their learning across all experiences in the program.
Module 2-commumity assessment ppt- ANIMATED.ppt
This document provides guidance on understanding and describing a community for community organizers. It discusses defining a community, key data to gather such as demographics and issues, and reasons for developing a community description like gaining understanding and identifying strengths and weaknesses. It offers tips for gathering information through interviews, driving around the area, and contacting leaders. The document also provides a sample of survey data on community health priorities and satisfaction levels. The overall purpose is to help organizers effectively research and analyze the community they are working with.
2017 Bonner Program Starting Strong
This document provides information about orientation, advising, and resources for Bonner students. It discusses holding orientation to build community among students and staff, establish expectations, and provide essential campus knowledge. Orientation activities include community building, learning about the Bonner program and its goals/expectations, and getting to know oneself, the community, and the college. It also outlines the Bonner student handbook which informs students of their roles and responsibilities. Finally, it discusses the importance of one-on-one advising meetings to support students' service and development.
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The document provides tips for building relationships with people from different cultures, including making a conscious decision to establish friendships, examining your own biases, asking questions about other cultures, listening to stories, and risking mistakes in order to learn about other perspectives. Establishing connections with diverse groups through friendship can help create positive change in communities.
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This document discusses signs and symptoms of child abuse and neglect, as well as characteristics of abusers and dynamics of sexual abuse. It notes that the majority of abusers are parents or relatives of the victim. Suspicions of abuse should be raised if a caregiver's story changes, there is a history of domestic violence, or medical attention is delayed for a child's injury. Abusers often overreact, have low self-esteem, use harsh discipline, and view children negatively. Sexual abusers are usually trusted adults, not strangers, and look to take advantage of secrecy and a child's helplessness to avoid disclosure and detection of their crimes.
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Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
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专业服务，请勿犹豫联系我
如果您真实毕业回国，对于学历认证无从下手，请联系我，我们免费帮您递交
诚招代理：本公司诚聘当地代理人员，如果你有业余时间，或者你有同学朋友需要，有兴趣就请联系我
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你做代理，可以帮助伯明翰大学同学朋友
你做代理，可以拯救伯明翰大学失足青年
你做代理，可以挽救伯明翰大学一个个人才
你做代理，你将是别人人生伯明翰大学的转折点
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Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
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- 1. Copyright © 2014 by The University of Kansas Creating Opportunities for Members of Groups to Identify Their Similarities
- 2. Copyright © 2014 by The University of Kansas Why is identifying similarities, differences, and assets important? • Creates interaction, trust and friendliness • Reduces the myths about groups. • Creates learning of differences. • Minimizes external influences and stereotypes.
- 3. Copyright © 2014 by The University of Kansas How to identify similarities, differences, and assets in your community? • Think of approach as a multi-prong strategy. • Build on issues that affect everyone. • Engage individuals from each sector. • Invite all members at the beginning. • Be sensitive schedules, traditions, etc. • Pay attention to meeting location.
- 4. Copyright © 2014 by The University of Kansas How do different groups find common ground and share assets? • Think of approach as a multi-prong strategy. • Build on issues that affect everyone. • Engage individuals from each sector. • Invite all members at the beginning. • Be sensitive schedules, traditions, etc. • Pay attention to meeting location.
- 5. Copyright © 2014 by The University of Kansas How do you celebrate the community’s diversity? • Create a calendar of cultural festivities. • Hang up decorative items in public places • Acknowledge traditions that may be overshadowed.
- 6. Copyright © 2014 by The University of Kansas How to educate the community about diverse groups • Small group discussions • Public education campaigns • Sign-ups to join community building.
- 7. Copyright © 2014 by The University of Kansas Challenges to be aware of: • Negative experiences in the past. • Discussions may create tension. • Feelings of a higher degree of oppression. • Difficulty of linking process to action. • Adequate time, resources, knowledge and skills.
- 8. Copyright © 2014 by The University of Kansas How to overcome challenges • Do your homework. • Set ground rules. • Establish rewards and outcomes. • Develop a budget and action plan.