A document created to spread awareness on the KEN-Manipur (Knowledge Exchange Network) Initiative meant for global Manipuris with the support of Govt of Manipur and central Indian govt
The document summarizes the integration of princely states into independent India after the British rule ended. It discusses that British India was divided into British Indian provinces under direct British control and princely states ruled by princes with internal autonomy. At independence, over 500 princely states were given the option to join India or Pakistan or remain independent. This posed serious challenges to unity. Sardar Patel played a key role in negotiating accessions diplomatically and bringing most states into the Indian union, with some exceptions like Hyderabad and Manipur that required military intervention due to people's movements and resistance from rulers. While most issues were resolved, some resentment remains in Manipur today regarding the merger process.
The document summarizes the challenges of Indian independence and partition in 1947 as seen through Nehru's speech from the Red Fort on August 15th. It outlines 3 challenges: 1) uniting a diverse society, 2) establishing democracy, and 3) ensuring development and well-being for all. It then discusses the two-nation theory that divided India into Hindu-majority India and Muslim-majority Pakistan, which led to the painful partition along religious lines. However, implementation was difficult as Muslim populations were not confined to single areas. Partition resulted in massive displacement, violence, and deaths as millions migrated across the new borders.
Globalization has led to growing interdependence between all processes through the establishment of a global financial and economic area, advances in information technologies, and a changing role for states with diminishing national borders. Key features include the universality of democratic systems and socio-cultural values spreading worldwide. Globalization also involves increasing flows of goods, people, information and capital between countries through various networks and modes of transportation that are speeding up and expanding in capacity. While globalization can increase economic growth and cultural understanding, it also risks greater social and economic instability through the disruption of local communities, homogenization of cultures, and growing power of multinational corporations.
Globalisation refers to the increasing flow of ideas, capital, goods, services and people across borders. It has occurred throughout history but has accelerated due to advances in technology and transportation. Key drivers of globalisation include the development of the internet, telecommunications, air travel and multinational corporations operating worldwide. While globalisation has led to greater economic growth and cultural sharing, it has also been associated with job losses and increased inequality within nations as well as threats to local cultures and political sovereignty. Overall the document provides a broad overview of the causes, consequences and debates surrounding the phenomenon of globalisation.
The document summarizes key events of the Cold War era Cuban Missile Crisis. In 1961, Soviet leader Nikita Khrushchev placed nuclear missiles in Cuba to counter U.S. threats. Three weeks later, American reconnaissance discovered the missiles. President Kennedy ordered a naval blockade of Cuba and threatened military action if Soviet ships approached. A confrontation was averted when Khrushchev agreed to remove the missiles to end the 13-day crisis, avoiding nuclear war but increasing Cold War tensions.
The document discusses education and development in India under British rule. It notes that education was widespread in pre-colonial India, with schools in most villages, but that British policies undermined Indian education systems and promoted Western-style schools. Literacy rates declined under the British and most of the population remained illiterate when the British left in 1947. While the British built infrastructure, it was primarily to benefit their own interests and the needs of most Indians were neglected.
Mahatma Gandhi was born in 1896 in British-ruled India. He went to England to study law where he faced discrimination, fueling his desire for change in India. After traveling around India for a year, he became known as "Mahatma," or great soul. Gandhi led many non-violent protests and movements for Indian independence, including strikes, fasts, and returning medals in protest of the Amritsar massacre. His leadership of the independence movement through non-violent civil disobedience resulted in India gaining independence in 1947, though he was assassinated shortly before.
The Indian National Movement expressed the aspirations of the Indian people bound by their national identity and spirit of nationalism under British rule. Various factors contributed to the growth of national consciousness in India. The Nationalist Movement started with the establishment of the Indian National Congress in 1885 as the need for an all-India political organization arose to represent the country's interests, as the British rule promoted racial discrimination that reserved privileges for Europeans over Indians.
The document summarizes the integration of princely states into independent India after the British rule ended. It discusses that British India was divided into British Indian provinces under direct British control and princely states ruled by princes with internal autonomy. At independence, over 500 princely states were given the option to join India or Pakistan or remain independent. This posed serious challenges to unity. Sardar Patel played a key role in negotiating accessions diplomatically and bringing most states into the Indian union, with some exceptions like Hyderabad and Manipur that required military intervention due to people's movements and resistance from rulers. While most issues were resolved, some resentment remains in Manipur today regarding the merger process.
The document summarizes the challenges of Indian independence and partition in 1947 as seen through Nehru's speech from the Red Fort on August 15th. It outlines 3 challenges: 1) uniting a diverse society, 2) establishing democracy, and 3) ensuring development and well-being for all. It then discusses the two-nation theory that divided India into Hindu-majority India and Muslim-majority Pakistan, which led to the painful partition along religious lines. However, implementation was difficult as Muslim populations were not confined to single areas. Partition resulted in massive displacement, violence, and deaths as millions migrated across the new borders.
Globalization has led to growing interdependence between all processes through the establishment of a global financial and economic area, advances in information technologies, and a changing role for states with diminishing national borders. Key features include the universality of democratic systems and socio-cultural values spreading worldwide. Globalization also involves increasing flows of goods, people, information and capital between countries through various networks and modes of transportation that are speeding up and expanding in capacity. While globalization can increase economic growth and cultural understanding, it also risks greater social and economic instability through the disruption of local communities, homogenization of cultures, and growing power of multinational corporations.
Globalisation refers to the increasing flow of ideas, capital, goods, services and people across borders. It has occurred throughout history but has accelerated due to advances in technology and transportation. Key drivers of globalisation include the development of the internet, telecommunications, air travel and multinational corporations operating worldwide. While globalisation has led to greater economic growth and cultural sharing, it has also been associated with job losses and increased inequality within nations as well as threats to local cultures and political sovereignty. Overall the document provides a broad overview of the causes, consequences and debates surrounding the phenomenon of globalisation.
The document summarizes key events of the Cold War era Cuban Missile Crisis. In 1961, Soviet leader Nikita Khrushchev placed nuclear missiles in Cuba to counter U.S. threats. Three weeks later, American reconnaissance discovered the missiles. President Kennedy ordered a naval blockade of Cuba and threatened military action if Soviet ships approached. A confrontation was averted when Khrushchev agreed to remove the missiles to end the 13-day crisis, avoiding nuclear war but increasing Cold War tensions.
The document discusses education and development in India under British rule. It notes that education was widespread in pre-colonial India, with schools in most villages, but that British policies undermined Indian education systems and promoted Western-style schools. Literacy rates declined under the British and most of the population remained illiterate when the British left in 1947. While the British built infrastructure, it was primarily to benefit their own interests and the needs of most Indians were neglected.
Mahatma Gandhi was born in 1896 in British-ruled India. He went to England to study law where he faced discrimination, fueling his desire for change in India. After traveling around India for a year, he became known as "Mahatma," or great soul. Gandhi led many non-violent protests and movements for Indian independence, including strikes, fasts, and returning medals in protest of the Amritsar massacre. His leadership of the independence movement through non-violent civil disobedience resulted in India gaining independence in 1947, though he was assassinated shortly before.
The Indian National Movement expressed the aspirations of the Indian people bound by their national identity and spirit of nationalism under British rule. Various factors contributed to the growth of national consciousness in India. The Nationalist Movement started with the establishment of the Indian National Congress in 1885 as the need for an all-India political organization arose to represent the country's interests, as the British rule promoted racial discrimination that reserved privileges for Europeans over Indians.
This document provides information about SHIFT - UNDP Week of Innovation Action taking place from September 22-27, 2014. It announces various events happening during this week around the world focused on innovation for development. It provides details on the topics and locations of different events, and instructions for how to apply to attend events in person or participate online. The deadline to apply for travel funding or self-funded attendance is September 5th or 8th respectively, with notifications by September 7th or 9th.
Facilitating partnerships and institutional engagements for effective impleme...ILRI
Presented by Denis Mujibi (Institute of People Innovation and Change in Organizations - Eastern Africa (PICO-EA) ), at the Second ACGG Program Management Team Meeting, Arusha, 27-28 January 2016
A Presentation on 'How Overseas Manipuris can contribute to the socio-economic development of Manipur via Knowledge Exchang Networks (KENs)'. Attended by top officials from various departments in govt of Manipur on 6th Oct 2011 at State Guest House - Sanjenthong (Imphal). Hosted by Ministry of Commerce & Industries
- Fasieh Mehta is a results-oriented management professional with over 11 years of experience in business development, project management, and strategic sales.
- He has successfully led over 19 major ICT projects worth millions of dollars affecting 110 million citizens of Punjab.
- Currently he is a Senior Consultant at Oxford Policy Management working on digital governance projects in Pakistan. He is seeking a new challenging position to contribute his public and private sector experience.
The document summarizes activities from the Youth Employment Project in Mongolia in Quarter IV of 2016. It discusses three main components: 1) Developing national youth employment policies and programs, 2) Providing effective employment support services to young people, and 3) Supporting young people in starting innovative businesses. Under the first component, a national youth employment promotion program was drafted and seminars were held to discuss youth employment policies at local levels. The second component involved training employment counselors and strengthening collaboration between employment organizations. The third component included piloting startup business support programs, training business incubators, and awarding grants to champion startups.
04 - Le rôle du capital humain : éléments clés pour le développement régional...Mohamed Larbi BEN YOUNES
Le rôle du capital humain : éléments clés pour le développement régional innovant / The role of human capital : key elements for innovative regional development
Ms. Siria TAURELLI, Senior Specialist in Vocational and Education Training Policies and Systems, European Training Foundation
Séminaire sur la Stratégie de Spécialisation Intelligente / S3 organisé par l'ANPR avec le support de l'UE les 17 et 18 mai 2016 à Hammamet.
Afrolinks International Frontiers Ltd. information bioafrolinks
This document provides a company profile for Afrolinks International Frontiers Ltd, an organization based in Entebbe, Uganda that aims to strengthen business networking opportunities for African businesses. The summary includes:
1) Afrolinks was started as a family business to help small businesses in Uganda address challenges and find networking opportunities. It has since worked with organizations like Entebbe Municipal Council and Buganda Kingdom.
2) The organization's vision is to position African brands globally through networking forums and events. Its mission is to create opportunities for new African businesses and professionals to network and grow.
3) Afrolinks works with a range of clients including local governments, private businesses, and community groups. It organizes
ENG_Operational Manual_EU DIEH_ Year -1 _ Version _15.08.docxtg_tuvshee
The document provides an overview of the proposed European Union-Darkhan Innovation & Entrepreneurship Hub (EU-DIEH). The hub will be established in Darkhan, Mongolia under the Friendship Project funded by the EU to promote innovation and entrepreneurship. It will create partnerships and alliances to support long-term economic prosperity in the Darkhan-Uul province. The hub's objectives are to establish a permanent innovation platform, boost startup capacity through various supports, and provide services to accelerate economic growth through new businesses. It will collaborate widely and help launch Sustainable Innovation Communities in specific sectors to catalyze new solutions and industries through the full innovation process.
Navigating the Terrain: A Toolkit for Conceptualising Service Design ProjectsUN Global Pulse
Pulse Lab Jakarta participated in a service design initiative to develop a citizen-centric public transportation service in Makassar, Indonesia. Following the initiative, which was undertaken along with United Nations Development Programme (UNDP) and Bursa Pengetahuan Kawasan Timur Indonesia (BaKTI), we chronicled our learnings on taking an idea from a design sprint to a ready-to-test prototype. Contextualised to help inform stakeholders working with or within the public sector, this resulting toolkit is useful for developing and delivering similar services.
ROUTASIA: A Knowledge Management and capacity building programmePROCASUR Corporation
PROCASUR is a non-profit organization that provides knowledge management and capacity building services to organizations fighting rural poverty in Latin America, Africa, and Asia. It partners with organizations like IFAD and FAO. The ROUTASIA program builds human and social capital in rural communities through "Learning Routes," which expose people to best practices and innovations. Learning Routes involve visiting model farms and communities to learn from local experts and champions, with the goal of scaling up successful solutions to reduce rural poverty. Key tools used include community learning centers, farmer exchanges, exhibitions of local innovations, and online resources.
Facilitating partnerships and institutional engagements for effective impleme...ILRI
Presented by Ed Rege and Denis Mujibi (Institute of People Innovation and Change in Organizations - Eastern Africa (PICO-EA)), at the Second ACGG Program Management Team Meeting, Arusha, 27-28 January 2016
MINN is an executive master's program created by Mondragon Team Academy (MTA) at Mondragon University to transform leaders into intrapreneurs. MTA applies the team-based learning methodology of Finland's Jyvaskyla University of Applied Sciences. MTA currently has nearly 400 members across several countries and aims to become an international community for entrepreneurship and team learning. The MINN program was launched in 2010 to help participants leverage their projects and create impact through collaborative team processes, learning disruptive innovation. MINN has expanded globally with programs in Europe, China, and India. It uses an active learning methodology over 8 modules to help participants innovate within their organizations.
The document provides biographical and professional details about an individual named Jayamaran Govindaraju (Raja). It includes his contact information, education history, skills and 14 years of experience working with NGOs, government agencies, and community groups on projects related to capacity building, education, rural development, and more in countries like Mongolia, Malaysia, and others. It also lists his languages, computer skills, and work history on specific projects from 1994 to the present.
The Establishment of the National PPP ForumErick Kimasha
The document proposes establishing a PPP Forum/Council in Tanzania to facilitate public-private partnerships (PPPs). It outlines the need for a platform to bring together partners from public and private institutions to discuss PPP policies, challenges, and opportunities. The forum would aim to strengthen collaboration between sectors, mobilize resources for PPP initiatives, and create awareness of PPPs. A structure is proposed where the National PPP Coordinating Unit represents the public sector and a private sector organization represents businesses. The forum would be a membership organization run by a small secretariat to achieve objectives and generate revenue through activities.
The MINN program was designed and developed for
business professionals and entrepreneurs in innovative
projects. It is an Executive Master mode, intended to be
followed and developed alongside normal working activities.
The Master is designed so that each participant
can share and develop a specific project in his company
in parallel with the development of the training program.
@Mondragon Team Academy @Mondragon Univerity
The document discusses SIIRD (Students Initiative for Integrated Rural Development), a project started by IIT Roorkee students to promote development in rural areas. It summarizes SIIRD's work in the village of Charba, including initiatives in ICT awareness and training, primary school education, healthcare access, and improving employability. SIIRD conducted surveys to identify skill gaps, partnered with local industries, and plans to offer short-term, demand-driven training courses to enhance residents' job skills and make them more employable.
The document discusses capacity building activities in the MEDSPRING program. It describes several work packages focused on increasing participation in research and innovation through an open dialogue platform, brokerage events, and training. The capacity building aims to foster knowledge exchange, participatory democracy, and awareness of the role of civil society. Examples provided include open consultations to inform policy discussions and brokerage events that connect idea carriers with potential investors and collaborators. Training activities will focus on sharing research knowledge and encouraging participation in Horizon 2020.
About CMU-SPP: The Chiang Mai University School of Public Policy is the first public policy school established in Thailand. Offers graduate programs in public policy for academically ambitious students from within the region and beyond.
Read more - www.spp.cmu.ac.th
________________________________________________________
Connect CMU-SPP
Get the latest news: http://www.spp.cmu.ac.th/
Find SPP on Facebook: https://bit.ly/2RARA5e
Follow SPP on Twitter: https://bit.ly/2F7oAuZ
Follow SPP on Instagram: https://bit.ly/2LOkglG
» Subscribe to SPP youtube channel: https://bit.ly/2QoWYnc
Centres pilot evaluation report estonia editedCentres-EU
The Entrum Foundation ran two pilot programs in Estonia to develop entrepreneurial mindsets among youth. The first pilot applied a 4-step methodology to help 13-19 year olds explore creative industry start-up ideas by visiting business incubators and receiving mentorship. Over 100 students participated in inspiration events, idea workshops, and business skills training sessions. The second pilot had students produce a music video to give them experience bringing a creative work to a large audience, helping them connect creative production to real-world impact. Both pilots aimed to provide hands-on learning outside of schools to motivate youth and address Estonia's need for more entrepreneurially-minded graduates in the growing creative sector.
The document is a CV that summarizes the professional experience and qualifications of Henry Oloketch. In under 3 sentences:
Henry Oloketch has over 24 years of experience in financial services and small business development in Africa. He has worked extensively with microfinance institutions, governments, and international organizations across 16 countries. His experience includes strategic planning, market research, product development, and technical assistance for financial inclusion projects.
A Higher Education Institution (HEI) may have quality research capabilities and a number of centres of research excellence in various academic areas, but mere presence of a centre of research excellence does not translate to research impact for the institution (in terms of financial returns). A conceptual framework presented based on Author's practical hands-on experience in UK may be adopted to 'maximise' conversion rate of research excellence into research impact.
Purpose of using a technology disclosure doc template by a Tech-Transfer Support staff in an academic/research institution (esp. a UK perspective):
“What one should ask an academic researcher in a face-to-face meeting, in order to capture relevant information that will enable creating the confidence that their technology is worth taking forward"
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Similar to An awareness update on ken manipur - 04 july2012
This document provides information about SHIFT - UNDP Week of Innovation Action taking place from September 22-27, 2014. It announces various events happening during this week around the world focused on innovation for development. It provides details on the topics and locations of different events, and instructions for how to apply to attend events in person or participate online. The deadline to apply for travel funding or self-funded attendance is September 5th or 8th respectively, with notifications by September 7th or 9th.
Facilitating partnerships and institutional engagements for effective impleme...ILRI
Presented by Denis Mujibi (Institute of People Innovation and Change in Organizations - Eastern Africa (PICO-EA) ), at the Second ACGG Program Management Team Meeting, Arusha, 27-28 January 2016
A Presentation on 'How Overseas Manipuris can contribute to the socio-economic development of Manipur via Knowledge Exchang Networks (KENs)'. Attended by top officials from various departments in govt of Manipur on 6th Oct 2011 at State Guest House - Sanjenthong (Imphal). Hosted by Ministry of Commerce & Industries
- Fasieh Mehta is a results-oriented management professional with over 11 years of experience in business development, project management, and strategic sales.
- He has successfully led over 19 major ICT projects worth millions of dollars affecting 110 million citizens of Punjab.
- Currently he is a Senior Consultant at Oxford Policy Management working on digital governance projects in Pakistan. He is seeking a new challenging position to contribute his public and private sector experience.
The document summarizes activities from the Youth Employment Project in Mongolia in Quarter IV of 2016. It discusses three main components: 1) Developing national youth employment policies and programs, 2) Providing effective employment support services to young people, and 3) Supporting young people in starting innovative businesses. Under the first component, a national youth employment promotion program was drafted and seminars were held to discuss youth employment policies at local levels. The second component involved training employment counselors and strengthening collaboration between employment organizations. The third component included piloting startup business support programs, training business incubators, and awarding grants to champion startups.
04 - Le rôle du capital humain : éléments clés pour le développement régional...Mohamed Larbi BEN YOUNES
Le rôle du capital humain : éléments clés pour le développement régional innovant / The role of human capital : key elements for innovative regional development
Ms. Siria TAURELLI, Senior Specialist in Vocational and Education Training Policies and Systems, European Training Foundation
Séminaire sur la Stratégie de Spécialisation Intelligente / S3 organisé par l'ANPR avec le support de l'UE les 17 et 18 mai 2016 à Hammamet.
Afrolinks International Frontiers Ltd. information bioafrolinks
This document provides a company profile for Afrolinks International Frontiers Ltd, an organization based in Entebbe, Uganda that aims to strengthen business networking opportunities for African businesses. The summary includes:
1) Afrolinks was started as a family business to help small businesses in Uganda address challenges and find networking opportunities. It has since worked with organizations like Entebbe Municipal Council and Buganda Kingdom.
2) The organization's vision is to position African brands globally through networking forums and events. Its mission is to create opportunities for new African businesses and professionals to network and grow.
3) Afrolinks works with a range of clients including local governments, private businesses, and community groups. It organizes
ENG_Operational Manual_EU DIEH_ Year -1 _ Version _15.08.docxtg_tuvshee
The document provides an overview of the proposed European Union-Darkhan Innovation & Entrepreneurship Hub (EU-DIEH). The hub will be established in Darkhan, Mongolia under the Friendship Project funded by the EU to promote innovation and entrepreneurship. It will create partnerships and alliances to support long-term economic prosperity in the Darkhan-Uul province. The hub's objectives are to establish a permanent innovation platform, boost startup capacity through various supports, and provide services to accelerate economic growth through new businesses. It will collaborate widely and help launch Sustainable Innovation Communities in specific sectors to catalyze new solutions and industries through the full innovation process.
Navigating the Terrain: A Toolkit for Conceptualising Service Design ProjectsUN Global Pulse
Pulse Lab Jakarta participated in a service design initiative to develop a citizen-centric public transportation service in Makassar, Indonesia. Following the initiative, which was undertaken along with United Nations Development Programme (UNDP) and Bursa Pengetahuan Kawasan Timur Indonesia (BaKTI), we chronicled our learnings on taking an idea from a design sprint to a ready-to-test prototype. Contextualised to help inform stakeholders working with or within the public sector, this resulting toolkit is useful for developing and delivering similar services.
ROUTASIA: A Knowledge Management and capacity building programmePROCASUR Corporation
PROCASUR is a non-profit organization that provides knowledge management and capacity building services to organizations fighting rural poverty in Latin America, Africa, and Asia. It partners with organizations like IFAD and FAO. The ROUTASIA program builds human and social capital in rural communities through "Learning Routes," which expose people to best practices and innovations. Learning Routes involve visiting model farms and communities to learn from local experts and champions, with the goal of scaling up successful solutions to reduce rural poverty. Key tools used include community learning centers, farmer exchanges, exhibitions of local innovations, and online resources.
Facilitating partnerships and institutional engagements for effective impleme...ILRI
Presented by Ed Rege and Denis Mujibi (Institute of People Innovation and Change in Organizations - Eastern Africa (PICO-EA)), at the Second ACGG Program Management Team Meeting, Arusha, 27-28 January 2016
MINN is an executive master's program created by Mondragon Team Academy (MTA) at Mondragon University to transform leaders into intrapreneurs. MTA applies the team-based learning methodology of Finland's Jyvaskyla University of Applied Sciences. MTA currently has nearly 400 members across several countries and aims to become an international community for entrepreneurship and team learning. The MINN program was launched in 2010 to help participants leverage their projects and create impact through collaborative team processes, learning disruptive innovation. MINN has expanded globally with programs in Europe, China, and India. It uses an active learning methodology over 8 modules to help participants innovate within their organizations.
The document provides biographical and professional details about an individual named Jayamaran Govindaraju (Raja). It includes his contact information, education history, skills and 14 years of experience working with NGOs, government agencies, and community groups on projects related to capacity building, education, rural development, and more in countries like Mongolia, Malaysia, and others. It also lists his languages, computer skills, and work history on specific projects from 1994 to the present.
The Establishment of the National PPP ForumErick Kimasha
The document proposes establishing a PPP Forum/Council in Tanzania to facilitate public-private partnerships (PPPs). It outlines the need for a platform to bring together partners from public and private institutions to discuss PPP policies, challenges, and opportunities. The forum would aim to strengthen collaboration between sectors, mobilize resources for PPP initiatives, and create awareness of PPPs. A structure is proposed where the National PPP Coordinating Unit represents the public sector and a private sector organization represents businesses. The forum would be a membership organization run by a small secretariat to achieve objectives and generate revenue through activities.
The MINN program was designed and developed for
business professionals and entrepreneurs in innovative
projects. It is an Executive Master mode, intended to be
followed and developed alongside normal working activities.
The Master is designed so that each participant
can share and develop a specific project in his company
in parallel with the development of the training program.
@Mondragon Team Academy @Mondragon Univerity
The document discusses SIIRD (Students Initiative for Integrated Rural Development), a project started by IIT Roorkee students to promote development in rural areas. It summarizes SIIRD's work in the village of Charba, including initiatives in ICT awareness and training, primary school education, healthcare access, and improving employability. SIIRD conducted surveys to identify skill gaps, partnered with local industries, and plans to offer short-term, demand-driven training courses to enhance residents' job skills and make them more employable.
The document discusses capacity building activities in the MEDSPRING program. It describes several work packages focused on increasing participation in research and innovation through an open dialogue platform, brokerage events, and training. The capacity building aims to foster knowledge exchange, participatory democracy, and awareness of the role of civil society. Examples provided include open consultations to inform policy discussions and brokerage events that connect idea carriers with potential investors and collaborators. Training activities will focus on sharing research knowledge and encouraging participation in Horizon 2020.
About CMU-SPP: The Chiang Mai University School of Public Policy is the first public policy school established in Thailand. Offers graduate programs in public policy for academically ambitious students from within the region and beyond.
Read more - www.spp.cmu.ac.th
________________________________________________________
Connect CMU-SPP
Get the latest news: http://www.spp.cmu.ac.th/
Find SPP on Facebook: https://bit.ly/2RARA5e
Follow SPP on Twitter: https://bit.ly/2F7oAuZ
Follow SPP on Instagram: https://bit.ly/2LOkglG
» Subscribe to SPP youtube channel: https://bit.ly/2QoWYnc
Centres pilot evaluation report estonia editedCentres-EU
The Entrum Foundation ran two pilot programs in Estonia to develop entrepreneurial mindsets among youth. The first pilot applied a 4-step methodology to help 13-19 year olds explore creative industry start-up ideas by visiting business incubators and receiving mentorship. Over 100 students participated in inspiration events, idea workshops, and business skills training sessions. The second pilot had students produce a music video to give them experience bringing a creative work to a large audience, helping them connect creative production to real-world impact. Both pilots aimed to provide hands-on learning outside of schools to motivate youth and address Estonia's need for more entrepreneurially-minded graduates in the growing creative sector.
The document is a CV that summarizes the professional experience and qualifications of Henry Oloketch. In under 3 sentences:
Henry Oloketch has over 24 years of experience in financial services and small business development in Africa. He has worked extensively with microfinance institutions, governments, and international organizations across 16 countries. His experience includes strategic planning, market research, product development, and technical assistance for financial inclusion projects.
Similar to An awareness update on ken manipur - 04 july2012 (20)
A Higher Education Institution (HEI) may have quality research capabilities and a number of centres of research excellence in various academic areas, but mere presence of a centre of research excellence does not translate to research impact for the institution (in terms of financial returns). A conceptual framework presented based on Author's practical hands-on experience in UK may be adopted to 'maximise' conversion rate of research excellence into research impact.
Purpose of using a technology disclosure doc template by a Tech-Transfer Support staff in an academic/research institution (esp. a UK perspective):
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The document discusses how startups can adjust their business models for survival and success in the post-coronavirus world. It outlines the direct and indirect impacts of COVID-19 on business models, including factors like physical distancing, hygiene, pricing, consumer behavior, and operating strategies. It also provides examples of industries that grew during the pandemic like online grocery, entertainment and education. Finally, it discusses opportunities for startups in sectors like AI, life sciences, health tech and edtech in the recovery and outlines different business models and strategies startups can adopt for success going forward.
A paper submitted to NEMA on 22nd August 2018 for International Conference on “RECENT TRENDS IN BUSINESS MANAGEMENT AND SUSTAINABLE DEVELOPMENT” during 22-24 November 2018
An article written to stimulate the policy planners of Higher Education in Manipur (esp. Hon'ble Education Minister and officials at Department of University and Higher Education, Government of Manipur, including Hon'ble Chief Minister) so that concerns affecting the 'arts, science and commerce colleges' in Manipur are looked after more seriously and appropriately... Future of Manipur depends on the youths coming out of these colleges... Please enjoy reading the concept and share to relevant colleagues/friends..
Presentation delivered as part of 'ESNC and Copernicus Masters Discovery Workshop: Leicester' - organised by EMBRACE (East Midlands Business and Research Satellite Applications) at College Court, Knighton Road, Leicester, East Midlands, LE2 3UF on Thursday 4th June 2015
The Manipur State Constitution Act of 1947 established the governing framework for Manipur State. Key aspects included:
1) It created a Council of Ministers led by a Chief Minister to handle the executive authority, subject to approval of the Maharajah.
2) It established a State Assembly elected through adult franchise to debate issues and advise the Council of Ministers.
3) It outlined the succession process and established a Council of Regency in cases where the Maharajah was unable to rule.
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Session-2: How to logically plan about your new business (2hours and 30mins duration) - Anyone who wishes to start own business
The document summarizes an event called "Inspire Next-Gen 2011" organized by Shan Mai Consulting LLP in Moirang, Manipur, India on October 9, 2011. The event aims to inspire local youth through success stories of Manipuris, promote networking, and support socio-economic development. It will include an aptitude test, bus tour of local sites, lunch, and sessions on career advice and Manipuri culture. The event seeks donations and volunteers to support costs and hopes to make it sustainable through a new non-profit organization.
Presentation provided as part of 3-day Entrepreneurship Program for MBA graduates of Manipur Institute of Management Studies, Manipur University (India) during Oct 27-29th, 2010.
Presentation provided as part of 3-day Entrepreneurship Program for MBA graduates of Manipur Institute of Management Studies, Manipur University (India) during Oct 27-29th, 2010.
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An awareness update on ken manipur - 04 july2012
1. An awareness update on KEN-Manipur initiative
(i.e. Knowledge Exchange Networks for Manipuris on a global level)
1) What is ‘KEN-Manipur initiative’?
It is an initiative to create a web-based interactive platform for Manipuris to effectively engage in an
environment of professionalism and theme-wise discussion for the socio-economic development of
Manipur and Manipuris across the globe. It is also to enable global Manipuris to contact and share
knowledge with higher officials in the relevant ministries within Govt of Manipur. Thus, KEN-
Manipur is aimed towards building a Public-Private-Partnership for exchange of knowledge and
investment for the benefit of Manipuris and Manipur.
2) How is KEN-Manipur going to be different from already existing social or professional
organisations for Manipuris?
It is of its first kind to enable theme-wise professional engagement among Manipuris residing in
various global locations along with add-on direct interaction opportunity to Manipur State Govt
officials in relevant ministries for any feasible support. It is about building a system to allow Manipuri
professionals residing locally/nationally/overseas to contribute their expertise for socio-economic
development projects in Manipur in conjunction with the support of higher officials in various
ministries within Govt of Manipur. (1) Access to a huge experts database in specific domains within’
KEN-Manipur’ including access of expertise support across other industry/social domains
instantaneously, and (2) Presence of a closely knitted structure for direct interaction between
Manipuri Professionals and higher officials in Govt of Manipur, are the distinct features of how ‘KEN-
Manipur’ is different from already existing social or professional organisation for Manipuris. Thus, it
is about creating a network for Manipuri Professionals rather than a project execution by itself; yet it
enables whoever is interested to find partners and experts among Manipuris to undertake socio-
economic development projects within Manipur/abroad benefiting Manipuris.
3) How may KEN-Manipur look like when the concept is fully implemented?
From an user’s perspective: Any Manipuri can register in the KEN-Manipur website and then get
signed up further in the specific domain areas to participate in discussion/knowledge share wherein
he/she is interested to engage with fellow Manipuri professionals (including state govt officials).
From Govt’s perspective: Since domains for knowledge exchange activities in KEN-Manipur are to be
created with a mapping approach to departments/ministries in the Govt of Manipur, relevant Govt
officials can see/hear/know various innovations and ideas discussed among Manipuri Professionals
in that particular domain. Govt officials (from a specific ministry in the state govt) can send out
periodic updates to appropriate Manipuri professionals about activities/projects undertaken by Govt
and hence achieving the purpose of reaching out to the intended target audience among Manipuri
people effectively. Also, govt officials will be able to recognise vast number of Manipuri
professionals in global locations with whom each govt ministry can work along for the socio-
economic development of Manipur.
From KEN-Manipur Administrator’s perspective: The KEN-Manipur web-platform needs to be
managed appropriately so that the services and benefits of this networking platform are sustained.
Moderation of each domain in the KEN-Manipur may be allowed to selected volunteers who are
professionals in that domain and to one official from the relevant ministry in Govt of Manipur; while
the entire web-management of KEN-Manipur may be done by few chosen designated Manipuris
who have the knowledge of network building and stakeholders engagement, along with few higher
officials in the Govt of Manipur’s administrative services.
2. Thus, KEN-Manipur may become a Public-Private Partnership initiative (integrated with various
ministries in the govt of Manipur) wherein people (i.e. professionals) take main lead roles to execute
socio-economic development projects with support role by govt officials in the background.
4) Whose is KEN-Manipur for and what is in it for me?
KEN-Manipur is for usage by
• Academic and Research Institutions in Manipur (e.g. Manipur University, Central Agricultural
University, Institute of Bioresources and Sustainable Development, etc) – towards building
industry-academia relationship, technology transfer, student internship/employment,
research project partnership, professional training, industry tour program, international
collaboration, exchange of students and staffs, etc
• Departments / ministries in the govt of Manipur - towards indentifying who is who among
Manipuris in each expertise domain relevant to the state govt officials in various ministries,
connecting to Manipuri professionals residing in various global locations, involving Manipuri
people/experts in the project planning and execution of Govt’s new development ventures,
promoting Manipur’s prestige at global locations (about history, culture, industry, etc),
reaching out to intended audience directly by respective govt departments instead of mass
advert without any orientation, enabling creation of various public-private partnership
projects, looking out for investment from private individuals and firms (including Foreign
Direct Investment), etc
• Working Professionals (esp. Manipuris and well-wishers of Manipur) residing in global
locations – towards expertise contribution in social responsible projects in Manipur and
abroad voluntarily, grooming personal brand among global Manipuris in addition to
expanding own professional career network, finding new project and business opportunities
by meeting like-minded professionals, learning new value-added skills by involving in various
projects proposed by individuals/teams in various KEN-Manipur domains, getting recognised
in the expertise areas by state govt officials, etc
• Small and Medium Scale Enterprises (SMEs) in Manipur, and Corporate firms outside
Manipur – towards creating supply chain network for expanding business growth in global
locations, getting access to best Manipuri brains/professionals in Manipur and abroad,
conducting joint trade exhibitions in global locations for mutual benefits, providing collective
feedback to concerned govt ministries on acts/policies that impacts business of local SMEs
and Corporate firms in Manipur, etc.
5) How does KEN-Manipur initiative come up?
KEN-Manipur initiative came out of follow-on discussions among overseas Manipuris who had
participated in the 9th Pravasi Bharatiya Divas (PBD) held at New Delhi on 7-9 Jan 2011. The PBD
2011 was organised by the Ministry of Overseas Indian Affairs (MOIA) in partnership with the
Ministry of Development of North Eastern Region (DoNER) and the Confederation of Indian Industry
(CII) with special emphasis on the eight North-eastern states of India. The intention for KEN-Manipur
initiative was initially to try answering ‘how can overseas Manipuris contribute to the socio-
economic development of Manipur?’ by sharing global experiences of Manipuri professionals back
to local Manipuris and Manipur. In due course, the scope of KEN-Manipur initiative got expanded to
become a web-platform for all Manipuris globally (i.e. inclusive of those within Manipur, outside
Manipur but within India, and outside India) and also for well-wishers of Manipur.
6) What has been done so far on the KEN-Manipur initiative?
3. During PBD 2011, representatives of Overseas Manipuris (namely Lakshmikanta Laikangbam from
Boston, USA – IT Professional, Shanjoy Mairembam from London, UK – Business Strategy Consultant,
and Bishwajeet Okram from Ireland – Financial Controller) hold extensive discussions with senior
officials from state govt of Manipur and central ministry of DoNER on what activities overseas
Manipuris can contribute, and what state and central govts can provide as support to projects
initiated by Overseas Manipuris towards socio-economic development of Manipur. The Overseas
Manipuris team also attended a special conference organised just only for overseas Indians from
North East India which was chaired by ‘Sam Pitroda – Advisor to the Prime Minister of India on
Public Information Infrastructure & Innovations’. Sam Pitroda briefly explained the vision behind the
implementation of National Innovation Council, State Innovation Council, and Sectoral Innovation
Council. He encouraged the overseas Indians from native North East Indian states to engage
proactively with respective state governments in North East India to enable rapid socio-economic
growth in North East regions.
After returning from PBD 2011, the overseas Manipuris team hold series of web-conferences with
various stakeholders (including higher officials from Govt of Manipur and Ministry of DoNER) to
create an appropriate mechanism so that every overseas Manipuri can contribute without much
hassles voluntarily (if willing to do so). Oinam Nabakishore Singh (IAS, Principal Secretary -
Department of Commerce & Industries, Sericulture - Govt of Manipur) championed the continuous
engagement with the overseas Manipuris team to convert the concepts into reality since PBD 2011
interaction. Under the advice of DS Poonia (IAS, Chief Secretary - Government of Manipur) and
support from Overseas Indian Facilitation Centre (OIFC), a conference was held at State Guest
House, Imphal on 6th Oct 2011 to continue discussion on the ways of contribution by Overseas
Manipuris and it was chaired by Oinam Nabakishore Singh (IAS, Principal Secretary). Shanjoy
Mairembam (London, UK) was invited in the conference as resource person and a presentation was
delivered on “Contribution to socio-economic development of Manipur by Overseas Manipuris via
Knowledge Exchange Networks (KENs)". The conference was attended by around 15-20 high ranking
officers from various state govt departments (e.g. Commerce and Industries, Information
Technology, Science and Technology, Education (S), Education (U), Art and Culture, Planning, etc),
5-6 representatives from academic and research institutions (e.g. Manipur University, Central
Agricultural University, Institute of Bioresources and Sustainable Development, etc), few
representatives from media (e.g. ISTV, DDK-Imphal, Sangai Express, etc), few representatives from
local entrepreneurs (e.g. All Manipur Entrepreneurs' Association, etc).
In post Oct 2011 conference, Oinam Nabakishore Singh (IAS, Principal Secretary) updated Ministry of
Overseas Indian Affairs about the successful conduct of the Imphal conference and learning
experiences out of the discussion among the attendees. Henceforth, as a short tem measure, a
dedicated web-forum titled ‘Overseas Manipuris’ was created on the website of OIFC so that any
overseas Manipuris who are willing to contribute voluntarily towards socio-economic development
of Manipur can signed up for interaction among like-minded Manipuris. The support from overseas
regional associations of Manipuris (such as North American Manipur Association - NAMA, European
Manipuri Association - EMA, Manipur Canada Association - MAC, etc) are sought to urge fellow
Manipuris living abroad to sign-up on the OIFC web-forum for ‘Overseas Manipuris’. The long term
plan on the KEN-Manipur initiative is aimed towards creating a dedicated website for all Manipuris
(covering local, national and overseas residents). The technical implementation activity of KEN-
Manipur website may be undertaken either by National Informatics Centre under the central
Ministry of Communications and Information Technology's Department of Information Technology,
or Manipur Government (being outsourced to some companies). Later on, the final KEN-Manipur
4. website may be managed by selected officials in govt of Manipur or by delegated group created
under Public Private Partnership model with the global Manipuri professionals.
7) What is the current status of KEN-Manipur initiative?
The immediate step for KEN-Manipur initiative is to increase the number of membership registration
on ‘Overseas Manipuris’ web-forum in the OIFC website by Overseas Manipuris and Manipuris
within India. This is to convince state govt of Manipur on the growing genuine interest of global
Manipuris to contribute towards socio-economic development through a knowledge exchange
network for Manipuris. A number of members on OIFC web-forum around 200-300 will urge
Manipur state govt officials to take up the creation of a dedicated KEN-Manipur website sooner than
later.
8) What is being planned for Pravashi Bharatiya Divas 2013, Jan 7-9 (in Kerala)?
A series of theme-based seminars and group discussion can be conducted for Manipuris during the
upcoming PBD 2013 (likely to be in Kerala) on 7-9 Jan. This approach will reinforce the urgent need
for creating KEN-Manipur website to Govt of Manipur as top priority for global Manipuris’
professional interaction. Early invitations for the PBD 2013 can be sent out proactively by Govt of
Manipur in advance to enable Overseas Manipuri professionals booking journey tickets to India, and
also Manipuri professionals and researchers/scientists residing in various Indian cities to attend the
first-ever global conference for Manipuris towards socio-economic development of Manipur. The
representatives from academic and research institutions in Manipur, local firms in Manipur, and
well-wishers of Manipur, etc can be also requested to attend the PBD seminars. Govt of Manipur
may be asked to provide financial travel assistance per attending Overseas Manipuris (as in the past,
e.g. INR 20,000) and per pre-registered Manipuris within India to encourage larger participation at
PBD.
9) What action item should I do now about KEN-Manipur initiative?
Log on to http://www.oifc.in/ to register with your basic professional profile information.
- Select "Groups" in right hand side drop down menu, enter "Overseas Manipuris", click "Search"
button. Or, Shortcut link is http://network.oifc.in/Group/Overseas-Manipuris
- Start discussing with fellow Manipuris by joining interested domains and connect to like-minded
Manipuri professionals
- Also provide input to web-forum administrators on how we can plan seminars in PBD 2013 at
Kerala
- Contact overseasmanipuris@gmail.com for sharing your any inputs towards the KEN-Manipur
initiative. Interested Manipuris can also request to join the online Skype conference conducted
periodically among the team behind the KEN-Manipur initiative working to realise a final dedicated
KEN-Manipur website.
Also, provide your intention to attend the PBD 2013 (likely to be in Kerala) on 7-9 Jan as a presenter
or as a participant or as a resource person, etc. We will require a sizeable number of Manipuri
attendees to inspire and empower Manipur state govt in organising Manipur state specific programs
with support from OIFC during the PBD 2013 (likely to be in Kerala).
10) What is the upcoming plan for KEN-Manipur Initiative before the concept is fully implemented?
* Request all regional social organisations of Manipuris across the globe to endorse the KEN-
Manipur initiative to their respective members.
* Request every Manipuri (residing whether overseas, or at Indian cities or within Manipur) and
well-wishers of Manipur state to get registered on the OIFC web-forum titled ‘Overseas Manipuris’
5. to enable having a sizeable number of registered users to empower govt of Manipur considering
KEN-Manipur initiative as a high priority task for the state government
* Inform KEN-Manipur Initiative team (or officials in Govt of Manipur) confirming the wish to attend
PBD 2013 (likely to be in Kerala) on Jan 7-9 for group discussion among Manipuris and interact
directly with higher govt officials towards KEN-Manipur initiative.
Future Plan once KEN-Manipur initiative is implemented:
* Annual Gathering of global Manipuris – to be conducted as part of PBD or as a separate event [for
networking, sharing of global business case experiences, creating socio-economic projects
volunteered by Manipuri professionals, promoting Manipur tourism and culture at global locations,
contributing feedbacks on state govt’s policies and activities, etc]
* Periodic e-Newsletters – creation of online human resource database for Manipuri professionals
across the globe, business case reports on SMEs created by Manipuris globally, Academic and
research updates from Manipuris globally and institutions in Manipur, announcement from state
Govt ministries, etc
10) Who is to be contacted for any further info on KEN-Manipur initiative?
Email at overseasmanipuris@gmail.com, or ask executive officers of NAMA, EMA and MAC.
Or, for personal Contact, reach out to Lakshmikant (USA), Shanjoy (UK), Bishwajeet (Ireland).
11) For further Info, refer to the following notes:
Presentation slide from Imphal Conference of Oct 2011:
http://tinyurl.com/cmn5spr
PBD 2011 Experience note:
http://tinyurl.com/677tw92
Govt of Manipur Letter to Ministry of Overseas Indian Affairs:
http://tinyurl.com/cc6cdpu