This annual report summarizes the activities of BUILA (British Universities International Liaison Association) from 2013-2014. Some key points:
- Membership grew to represent 138 UK higher education institutions. The 10th annual conference was well-attended and achieved its goal of offering attendees takeaways to implement in their work.
- BUILA continued working with partners to lobby on issues impacting international students and recruitment. This included providing feedback on immigration policy changes.
- A manifesto was launched outlining goals to strengthen lobbying, improve communications, and support members' professional development. Progress was made implementing these goals over the year.
Montenegro: Workshop 2 Building a National Partnership (Nov 2015)elinbantani
This document summarizes discussions from a workshop in Montenegro on developing their national partnership for entrepreneurial learning. The delegation visited Wales and gained insights into their successful partnership model. Three options for Montenegro's national partnership structure were proposed: an independent organization, a legally recognized body, or maintaining the existing working group format. The delegation also drafted an initial action plan and mapping of stakeholders to guide further development of the partnership.
This document is the Q4 2014 report from the President of the Chartered Institute of Public Relations (CIPR). In 2014, the CIPR focused on promoting professionalism in public relations through changes to governance, operational activities, thought leadership, and campaigning. Governance changes reformed the organization to be more purposeful and business focused. The CIPR invested in content, policy, and education to make membership more relevant. It led campaigns on ethics, equality, standards, and other issues in the UK and beyond. While progress was made, the President notes there is still work to do on modernization in 2015.
Lln national forum newsletter february 2008Gregory Borne
The document discusses the work and achievements of Lifelong Learning Networks (LLNs) over the past three years. It notes that LLNs have faced challenging responsibilities in a short timeframe but have made considerable progress. It highlights that LLNs are increasingly seen as important partnership platforms for skills development and employer engagement beyond just vocational progression. The document indicates that LLN directors will play a key role in capturing how LLNs are making a difference in their regions and identifying how they can contribute to new policy agendas. It concludes that LLNs starting to be recognized by the government is an opportunity for the LLN community to demonstrate what they have achieved and what more they can offer.
Modern Apprenticeships and Black and Minority Ethnic Young PeopleSajid Butt
This document summarizes a symposium discussing ways to increase participation and positive outcomes for black and minority ethnic (BME) young people in Modern Apprenticeships. Key organizations discussed included the Learning and Skills Council (LSC), Sector Skills Development Agency, and Connexions partnerships. Issues raised included low promotion and uptake of apprenticeships among BME youth, lack of diversity among training providers, and poor job outcomes for BME apprentices. Suggested solutions involved better promotion targeted at BME communities, raising aspirations at younger ages, developing employer pathways, and increasing support for black voluntary sector learning providers.
The document summarizes a regional workshop held in Israel that focused on enhancing vocational education (VET) policies and practices to promote greater social inclusion. The workshop brought together delegations from 9 countries to reflect on findings from a cross-country research project examining how VET systems can either promote or hinder social inclusion. Key findings from the research were that VET systems often reproduce social inequities, with family background strongly influencing school selection and outcomes. The workshop emphasized the need for more equitable VET policies and practices that provide disadvantaged youth fair opportunities, including improving school resources, curricula, career guidance and connections to employers.
For decades, global development discussions predominantly revolved around the volume of aid given and received. But the 2002 Monterrey International Conference on Financing for Development broadened the focus of discussions to include the quality of the cooperation provided as a key determinant of progress. Both donors and recipients realized they needed to improve how aid was delivered to make it useful for beneficiaries. Oxfam has been actively involved in this debate, pushing for higher quality standards and aid that works for the people who need it most.1 In the years that followed, three High Level Fora on Aid Effectiveness were convened by the Organization for Economic Cooperation and Development (OECD): in Rome (2003), in Paris (2005) and Accra (2008). Each forum marked a step forward. In Rome, donor and recipient countries were asked, for the first time, to focus their discussions exclusively on aid quality, with the result that they agreed to harmonize donor practices for improved performance.2 However, this approach left the essential contribution of recipient countries to aid effectiveness out of the equation and raised concerns that even harmonized approaches might undermine country ownership. The Paris forum acknowledged the need to include recipient governments in an ongoing dialogue on how to improve aid and shift the focus of the debate from effective donorship to effective partnership. Developing countries were invited to join the negotiating table on par with their cooperation providers.3 The Paris Declaration on Aid Effectiveness4 committed signatories to respect and implement five basic principles: harmonization of donor policies and practices; alignment to national development strategies; mutual accountability; a focus on measuring and delivering results for people; and ownership of development cooperation. But, beyond making a list of good intentions, Paris also produced a clear scorecard to hold development partners accountable for what they were promising: a set of 12 indicators to measure progress in a number of crucial areas, such as the predictability of aid flows to developing country governments; the use of developing countries‟ financial and administrative systems; and the transfer of technical capacity to local staff. Each indicator included targets and a deadline to achieve them by 2010. Partners also agreed to monitor their own progress towards the governance commitments they made.
Pritchard M, CLP's-experience-in-forging-partnershipsMatthew Pritchard
The Chars Livelihoods Programme (CLP) operated in Bangladesh from 2004-2016, helping over 78,000 households escape poverty. During its final year, CLP developed lessons learned briefs to share with other organizations. This brief discusses CLP's experience forging partnerships, emphasizing that additional resources are needed to sustain outcomes after a program ends, and that developing real relationships is crucial to successful partnerships. CLP worked to identify partners that could continue its work and bring new resources to support communities.
Montenegro: Workshop 2 Building a National Partnership (Nov 2015)elinbantani
This document summarizes discussions from a workshop in Montenegro on developing their national partnership for entrepreneurial learning. The delegation visited Wales and gained insights into their successful partnership model. Three options for Montenegro's national partnership structure were proposed: an independent organization, a legally recognized body, or maintaining the existing working group format. The delegation also drafted an initial action plan and mapping of stakeholders to guide further development of the partnership.
This document is the Q4 2014 report from the President of the Chartered Institute of Public Relations (CIPR). In 2014, the CIPR focused on promoting professionalism in public relations through changes to governance, operational activities, thought leadership, and campaigning. Governance changes reformed the organization to be more purposeful and business focused. The CIPR invested in content, policy, and education to make membership more relevant. It led campaigns on ethics, equality, standards, and other issues in the UK and beyond. While progress was made, the President notes there is still work to do on modernization in 2015.
Lln national forum newsletter february 2008Gregory Borne
The document discusses the work and achievements of Lifelong Learning Networks (LLNs) over the past three years. It notes that LLNs have faced challenging responsibilities in a short timeframe but have made considerable progress. It highlights that LLNs are increasingly seen as important partnership platforms for skills development and employer engagement beyond just vocational progression. The document indicates that LLN directors will play a key role in capturing how LLNs are making a difference in their regions and identifying how they can contribute to new policy agendas. It concludes that LLNs starting to be recognized by the government is an opportunity for the LLN community to demonstrate what they have achieved and what more they can offer.
Modern Apprenticeships and Black and Minority Ethnic Young PeopleSajid Butt
This document summarizes a symposium discussing ways to increase participation and positive outcomes for black and minority ethnic (BME) young people in Modern Apprenticeships. Key organizations discussed included the Learning and Skills Council (LSC), Sector Skills Development Agency, and Connexions partnerships. Issues raised included low promotion and uptake of apprenticeships among BME youth, lack of diversity among training providers, and poor job outcomes for BME apprentices. Suggested solutions involved better promotion targeted at BME communities, raising aspirations at younger ages, developing employer pathways, and increasing support for black voluntary sector learning providers.
The document summarizes a regional workshop held in Israel that focused on enhancing vocational education (VET) policies and practices to promote greater social inclusion. The workshop brought together delegations from 9 countries to reflect on findings from a cross-country research project examining how VET systems can either promote or hinder social inclusion. Key findings from the research were that VET systems often reproduce social inequities, with family background strongly influencing school selection and outcomes. The workshop emphasized the need for more equitable VET policies and practices that provide disadvantaged youth fair opportunities, including improving school resources, curricula, career guidance and connections to employers.
For decades, global development discussions predominantly revolved around the volume of aid given and received. But the 2002 Monterrey International Conference on Financing for Development broadened the focus of discussions to include the quality of the cooperation provided as a key determinant of progress. Both donors and recipients realized they needed to improve how aid was delivered to make it useful for beneficiaries. Oxfam has been actively involved in this debate, pushing for higher quality standards and aid that works for the people who need it most.1 In the years that followed, three High Level Fora on Aid Effectiveness were convened by the Organization for Economic Cooperation and Development (OECD): in Rome (2003), in Paris (2005) and Accra (2008). Each forum marked a step forward. In Rome, donor and recipient countries were asked, for the first time, to focus their discussions exclusively on aid quality, with the result that they agreed to harmonize donor practices for improved performance.2 However, this approach left the essential contribution of recipient countries to aid effectiveness out of the equation and raised concerns that even harmonized approaches might undermine country ownership. The Paris forum acknowledged the need to include recipient governments in an ongoing dialogue on how to improve aid and shift the focus of the debate from effective donorship to effective partnership. Developing countries were invited to join the negotiating table on par with their cooperation providers.3 The Paris Declaration on Aid Effectiveness4 committed signatories to respect and implement five basic principles: harmonization of donor policies and practices; alignment to national development strategies; mutual accountability; a focus on measuring and delivering results for people; and ownership of development cooperation. But, beyond making a list of good intentions, Paris also produced a clear scorecard to hold development partners accountable for what they were promising: a set of 12 indicators to measure progress in a number of crucial areas, such as the predictability of aid flows to developing country governments; the use of developing countries‟ financial and administrative systems; and the transfer of technical capacity to local staff. Each indicator included targets and a deadline to achieve them by 2010. Partners also agreed to monitor their own progress towards the governance commitments they made.
Pritchard M, CLP's-experience-in-forging-partnershipsMatthew Pritchard
The Chars Livelihoods Programme (CLP) operated in Bangladesh from 2004-2016, helping over 78,000 households escape poverty. During its final year, CLP developed lessons learned briefs to share with other organizations. This brief discusses CLP's experience forging partnerships, emphasizing that additional resources are needed to sustain outcomes after a program ends, and that developing real relationships is crucial to successful partnerships. CLP worked to identify partners that could continue its work and bring new resources to support communities.
This document is CPD's 2018 annual report. It provides an overview of CPD (Centre for Policy Dialogue), a Bangladeshi think tank, including its mission, history, leadership, research focus areas, policy initiatives, outreach activities, and finances over the past year. Some of CPD's key areas of research and advocacy in 2018 included macroeconomic policy analysis, the apparel sector, jobs and employment issues, and sustainable development goals. The report highlights CPD's role in several major policy dialogues and studies over its 25 year history to promote inclusive development in Bangladesh.
The document summarizes an initiative between the Orlando Central Florida Chapter, Willamette Valley Chapter, and Academic SIG of the Society for Technical Communication (STC) to form an alliance with Sigma Tau Delta (ΣT∆), an international English honor society. Representatives from STC were invited to present at the 2013 ΣT∆ conference on careers in technical communication for English majors. This led to an official alliance between the two organizations, providing benefits like discounted memberships. The partnership aims to increase opportunities for students in technical communication and English.
Setting New Standards - Monitoring and EvaluationIain Gill
The document provides an overview of the Liberal Democrats' approach to project monitoring, evaluation and learning (PMEL) processes. It outlines key steps in the PMEL cycle including planning, monitoring, evaluation and learning. Planning involves developing detailed implementation plans in collaboration with partner parties. Monitoring tracks implementation of activities and results achieved. Evaluation assesses outcomes and impact against objectives. Learning identifies lessons to apply to future projects. The Liberal Democrats are committed to continuous improvement and innovation in their international democracy development work.
Invest in the Future ... Sponsor an STC Student Mentoring Program! (Update)Cindy Pao
This document provides background materials for establishing student mentoring programs between technical communication professional organizations and student communities. It includes presentations outlining how to build partnerships between student and professional groups to mutually benefit both parties. Specifically, it details how tapping into student membership can help rebuild and strengthen professional communities. The document also contains guidelines, procedures, and administrative forms for setting up mentoring programs, pairing mentors and mentees, and assessing program outcomes. Additional materials provide examples of successful mentoring programs between STC chapters and local universities.
GPEDC Co-Chairs'letter on Monitoring + AttachmentDr Lendy Spires
This document provides information about the Global Partnership Monitoring Framework that was established to track progress on commitments made under the Busan Partnership for Effective Development Co-operation. It outlines that the framework consists of 10 indicators and targets focused on principles like country ownership, results, inclusiveness, and transparency. Data is collected at both the country and global level involving developing country governments, development partners, and other stakeholders. The monitoring process aims to facilitate mutual learning and strengthening of partnerships through an evidence-based review of cooperation efforts.
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.
Main findings from the global partnership surveyDr Lendy Spires
The survey of stakeholders of the Global Partnership for Effective Development Co-operation revealed several key findings:
1. Respondents saw the Partnership's greatest value as its inclusive, multi-stakeholder nature and focus on implementing aid effectiveness commitments. However, they felt it needed sharper strategic focus and clearer reporting on initiatives.
2. Most felt their views were reflected in the Partnership's work, but some thought more emphasis was needed on the monitoring framework and less on success stories.
3. Going forward, respondents recommended prioritizing implementing commitments, improving partnerships, and linking to the post-2015 agenda through monitoring. They also wanted stronger Southern engagement and private sector involvement.
The Vision Group reviewed the rationale for FEALAC and concluded its original vision remains relevant today. FEALAC aims to increase understanding and cooperation between East Asia and Latin America. While the world has changed significantly since FEALAC's founding in 2001, private sector links and South-South relations have grown in importance. The nature of global issues has also expanded from security and economics to include development, environment, and governance challenges. However, the international system faces difficulties achieving reforms and agreements on issues like climate change and trade. The Vision Group sees inter-regional forums like FEALAC as important to bridge regionalism and multilateralism in addressing these strategic issues.
RI Educator Autonomy recommendation revisions from 5/14 meetingppageegd
This document contains the results from the May 5th, 2014 meeting of the Educator Autonomy Workgroup in Rhode Island. It includes notes from the meeting where they discussed and revised draft recommendations for increasing educator autonomy. The group provided feedback on the discussion format, identified key autonomy areas to address, and potential actions to support the final recommendations. One member also proposed a new recommendation to be discussed at the next meeting. In summary, the document outlines the workgroup's discussion of draft recommendations for their report to the governor on how to improve educator autonomy in Rhode Island schools.
The document provides an overview of the Democratic Governance Program (DGP), which started in 2010 with a budget of $5.7M over 5 years to support democratic governance in 9 countries. The DGP aims to build capacity in public sectors through partnerships between international partners (ministries and agencies in recipient countries) and Canadian partners (provincial governments, organizations). Examples of partnerships provided seek to enhance areas like risk management, gender policy, education training, and communication strategies. The document outlines lessons learned for creating sustainable change, including leadership commitment, establishing buy-in and ownership, dedicating resources, and setting achievable milestones through adaptation rather than adoption of foreign models.
2006 Overview Of Bridging Programs In Ontario (First Ever Review)Nikhat Rasheed
The document summarizes exploratory research on bridge training programs for immigrants with professional backgrounds in Ontario. It finds that while the goals of the programs are to help immigrants gain licensure or integrate into the labor market, there are disconnects between stakeholders and the programs do not significantly achieve these goals. The research recommends reworking bridge training programs and policies to be more equitable and meet the needs of all stakeholders, including immigrants.
Accountable and effective development cooperation in a post 2015 eraDr Lendy Spires
This policy brief summarizes recent developments in regional and global mutual accountability mechanisms for development cooperation since 2010. It finds that mechanisms now utilize more balanced data sources, better represent different development actors, provide sufficiently frequent assessments, and are increasing efforts to engage civil society. However, challenges remain to consolidate the landscape of mechanisms, produce more evidence for decision-making, enhance relevance of assessments, and facilitate stakeholder engagement. The brief recommends undertaking a mapping of mechanisms, facilitating research on accountability and evidence, making better use of data, and assessing capacity needs to strengthen dialogue on development cooperation.
The Vision Group reviewed the rationale for FEALAC and concluded it remains relevant today. While traditional security and economic cooperation issues persist, challenges around development, environment, and inclusive governance have emerged. Changes in the global system point to a more multilateral world where East Asia and Latin America will have larger roles. However, reforms to international institutions have been slow. The Vision Group emphasized FEALAC's importance in bridging regionalism and multilateralism during this period of transition in the global strategic environment.
The document provides an overview of the CDA IX Report for 2016 and perspectives for 2017. It discusses key achievements in 2016 including empowering cooperatives through capacity building, establishing partnerships, and providing services that benefited over 676,599 cooperative members. Challenges for 2017 that present opportunities include coping with ASEAN economic integration, addressing global warming, preventing market monopoly, and raising awareness of cooperative business potential. The report outlines strategies to take advantage of these opportunities through developing workforce skills, supporting climate change efforts, promoting competition, and improving cooperative marketing and advocacy.
This document discusses the importance of relationships between community colleges and employers. It begins by noting President Obama's emphasis on connecting community colleges and jobs in his 2014 State of the Union address. The document then discusses how community colleges work closely with employers through advisory boards and customized training programs. However, it notes there remains a skills gap with many open positions unfilled. The document argues that employers should be flexible in considering unemployed candidates with transferable skills for open positions that have gone unfilled for over 90 days. Strong relationships between community colleges and employers are important for developing solutions that benefit all parties.
Boosting diversity through diversity champions and a robust business case May...Timothy Holden
This document discusses strategies for boosting diversity in organizations. It begins with an introduction to the training and HR consultancy Toronto Training and HR. Key issues related to diversity like education, workplace flexibility, and the global diversity readiness index are then examined. Barriers to increasing diversity and examples of best practices from police sectors are provided. The concepts of diversity champions and measuring the return on investment from diversity initiatives are explored. Finally, potential diversity-related initiatives and three case studies are presented before the document concludes with questions.
The document discusses the strategic plans and objectives of the Latin American Heads of Councils (LAHC) organization. It outlines goals for growth, impact, and values. Key objectives include increasing membership, participation in activities, and financial security. The document also provides feedback from regional meetings on implementing aspects of the strategic plan, such as establishing regional coordinators and defining their roles.
2018 IABC First Quarter Report: See what IABC is doing to advance the profession, create connection and develop strategic communicators around the world.
Global China Connection (GCC) is the world's largest student organization dedicated to providing future leaders from China and other countries a platform to engage with each other. It has over 40 chapters at top universities worldwide. GCC hosts conferences, panels, and networking events to allow members to gain international experience and networks. Sponsorship opportunities are available to support GCC's activities in 2010, including its network of chapters, student delegations between countries, conferences, and media platforms. Sponsorship packages range from $1,000 to $20,000 and provide benefits like speaking roles, exhibit space, passes, and marketing exposure.
Hafiz Ahmed Waqas is a civil engineer seeking a position with an organization where he can apply his skills and knowledge. He has a bachelor's degree in civil engineering with excellent grades. His professional experience includes working as a junior engineer on the Neelum Jhelum Hydroelectric Project. Some of his responsibilities included reviewing drawings, conducting site visits, and ensuring quality of work. He also has teaching experience and skills in design, analysis, AutoCAD, and other engineering software.
This document provides instructions for creating a Haiku Deck presentation on SlideShare and includes photos taken by various photographers to inspire the reader. It encourages the reader to get started making their own Haiku Deck presentation by clicking a button to get started.
This document is CPD's 2018 annual report. It provides an overview of CPD (Centre for Policy Dialogue), a Bangladeshi think tank, including its mission, history, leadership, research focus areas, policy initiatives, outreach activities, and finances over the past year. Some of CPD's key areas of research and advocacy in 2018 included macroeconomic policy analysis, the apparel sector, jobs and employment issues, and sustainable development goals. The report highlights CPD's role in several major policy dialogues and studies over its 25 year history to promote inclusive development in Bangladesh.
The document summarizes an initiative between the Orlando Central Florida Chapter, Willamette Valley Chapter, and Academic SIG of the Society for Technical Communication (STC) to form an alliance with Sigma Tau Delta (ΣT∆), an international English honor society. Representatives from STC were invited to present at the 2013 ΣT∆ conference on careers in technical communication for English majors. This led to an official alliance between the two organizations, providing benefits like discounted memberships. The partnership aims to increase opportunities for students in technical communication and English.
Setting New Standards - Monitoring and EvaluationIain Gill
The document provides an overview of the Liberal Democrats' approach to project monitoring, evaluation and learning (PMEL) processes. It outlines key steps in the PMEL cycle including planning, monitoring, evaluation and learning. Planning involves developing detailed implementation plans in collaboration with partner parties. Monitoring tracks implementation of activities and results achieved. Evaluation assesses outcomes and impact against objectives. Learning identifies lessons to apply to future projects. The Liberal Democrats are committed to continuous improvement and innovation in their international democracy development work.
Invest in the Future ... Sponsor an STC Student Mentoring Program! (Update)Cindy Pao
This document provides background materials for establishing student mentoring programs between technical communication professional organizations and student communities. It includes presentations outlining how to build partnerships between student and professional groups to mutually benefit both parties. Specifically, it details how tapping into student membership can help rebuild and strengthen professional communities. The document also contains guidelines, procedures, and administrative forms for setting up mentoring programs, pairing mentors and mentees, and assessing program outcomes. Additional materials provide examples of successful mentoring programs between STC chapters and local universities.
GPEDC Co-Chairs'letter on Monitoring + AttachmentDr Lendy Spires
This document provides information about the Global Partnership Monitoring Framework that was established to track progress on commitments made under the Busan Partnership for Effective Development Co-operation. It outlines that the framework consists of 10 indicators and targets focused on principles like country ownership, results, inclusiveness, and transparency. Data is collected at both the country and global level involving developing country governments, development partners, and other stakeholders. The monitoring process aims to facilitate mutual learning and strengthening of partnerships through an evidence-based review of cooperation efforts.
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.
Main findings from the global partnership surveyDr Lendy Spires
The survey of stakeholders of the Global Partnership for Effective Development Co-operation revealed several key findings:
1. Respondents saw the Partnership's greatest value as its inclusive, multi-stakeholder nature and focus on implementing aid effectiveness commitments. However, they felt it needed sharper strategic focus and clearer reporting on initiatives.
2. Most felt their views were reflected in the Partnership's work, but some thought more emphasis was needed on the monitoring framework and less on success stories.
3. Going forward, respondents recommended prioritizing implementing commitments, improving partnerships, and linking to the post-2015 agenda through monitoring. They also wanted stronger Southern engagement and private sector involvement.
The Vision Group reviewed the rationale for FEALAC and concluded its original vision remains relevant today. FEALAC aims to increase understanding and cooperation between East Asia and Latin America. While the world has changed significantly since FEALAC's founding in 2001, private sector links and South-South relations have grown in importance. The nature of global issues has also expanded from security and economics to include development, environment, and governance challenges. However, the international system faces difficulties achieving reforms and agreements on issues like climate change and trade. The Vision Group sees inter-regional forums like FEALAC as important to bridge regionalism and multilateralism in addressing these strategic issues.
RI Educator Autonomy recommendation revisions from 5/14 meetingppageegd
This document contains the results from the May 5th, 2014 meeting of the Educator Autonomy Workgroup in Rhode Island. It includes notes from the meeting where they discussed and revised draft recommendations for increasing educator autonomy. The group provided feedback on the discussion format, identified key autonomy areas to address, and potential actions to support the final recommendations. One member also proposed a new recommendation to be discussed at the next meeting. In summary, the document outlines the workgroup's discussion of draft recommendations for their report to the governor on how to improve educator autonomy in Rhode Island schools.
The document provides an overview of the Democratic Governance Program (DGP), which started in 2010 with a budget of $5.7M over 5 years to support democratic governance in 9 countries. The DGP aims to build capacity in public sectors through partnerships between international partners (ministries and agencies in recipient countries) and Canadian partners (provincial governments, organizations). Examples of partnerships provided seek to enhance areas like risk management, gender policy, education training, and communication strategies. The document outlines lessons learned for creating sustainable change, including leadership commitment, establishing buy-in and ownership, dedicating resources, and setting achievable milestones through adaptation rather than adoption of foreign models.
2006 Overview Of Bridging Programs In Ontario (First Ever Review)Nikhat Rasheed
The document summarizes exploratory research on bridge training programs for immigrants with professional backgrounds in Ontario. It finds that while the goals of the programs are to help immigrants gain licensure or integrate into the labor market, there are disconnects between stakeholders and the programs do not significantly achieve these goals. The research recommends reworking bridge training programs and policies to be more equitable and meet the needs of all stakeholders, including immigrants.
Accountable and effective development cooperation in a post 2015 eraDr Lendy Spires
This policy brief summarizes recent developments in regional and global mutual accountability mechanisms for development cooperation since 2010. It finds that mechanisms now utilize more balanced data sources, better represent different development actors, provide sufficiently frequent assessments, and are increasing efforts to engage civil society. However, challenges remain to consolidate the landscape of mechanisms, produce more evidence for decision-making, enhance relevance of assessments, and facilitate stakeholder engagement. The brief recommends undertaking a mapping of mechanisms, facilitating research on accountability and evidence, making better use of data, and assessing capacity needs to strengthen dialogue on development cooperation.
The Vision Group reviewed the rationale for FEALAC and concluded it remains relevant today. While traditional security and economic cooperation issues persist, challenges around development, environment, and inclusive governance have emerged. Changes in the global system point to a more multilateral world where East Asia and Latin America will have larger roles. However, reforms to international institutions have been slow. The Vision Group emphasized FEALAC's importance in bridging regionalism and multilateralism during this period of transition in the global strategic environment.
The document provides an overview of the CDA IX Report for 2016 and perspectives for 2017. It discusses key achievements in 2016 including empowering cooperatives through capacity building, establishing partnerships, and providing services that benefited over 676,599 cooperative members. Challenges for 2017 that present opportunities include coping with ASEAN economic integration, addressing global warming, preventing market monopoly, and raising awareness of cooperative business potential. The report outlines strategies to take advantage of these opportunities through developing workforce skills, supporting climate change efforts, promoting competition, and improving cooperative marketing and advocacy.
This document discusses the importance of relationships between community colleges and employers. It begins by noting President Obama's emphasis on connecting community colleges and jobs in his 2014 State of the Union address. The document then discusses how community colleges work closely with employers through advisory boards and customized training programs. However, it notes there remains a skills gap with many open positions unfilled. The document argues that employers should be flexible in considering unemployed candidates with transferable skills for open positions that have gone unfilled for over 90 days. Strong relationships between community colleges and employers are important for developing solutions that benefit all parties.
Boosting diversity through diversity champions and a robust business case May...Timothy Holden
This document discusses strategies for boosting diversity in organizations. It begins with an introduction to the training and HR consultancy Toronto Training and HR. Key issues related to diversity like education, workplace flexibility, and the global diversity readiness index are then examined. Barriers to increasing diversity and examples of best practices from police sectors are provided. The concepts of diversity champions and measuring the return on investment from diversity initiatives are explored. Finally, potential diversity-related initiatives and three case studies are presented before the document concludes with questions.
The document discusses the strategic plans and objectives of the Latin American Heads of Councils (LAHC) organization. It outlines goals for growth, impact, and values. Key objectives include increasing membership, participation in activities, and financial security. The document also provides feedback from regional meetings on implementing aspects of the strategic plan, such as establishing regional coordinators and defining their roles.
2018 IABC First Quarter Report: See what IABC is doing to advance the profession, create connection and develop strategic communicators around the world.
Global China Connection (GCC) is the world's largest student organization dedicated to providing future leaders from China and other countries a platform to engage with each other. It has over 40 chapters at top universities worldwide. GCC hosts conferences, panels, and networking events to allow members to gain international experience and networks. Sponsorship opportunities are available to support GCC's activities in 2010, including its network of chapters, student delegations between countries, conferences, and media platforms. Sponsorship packages range from $1,000 to $20,000 and provide benefits like speaking roles, exhibit space, passes, and marketing exposure.
Hafiz Ahmed Waqas is a civil engineer seeking a position with an organization where he can apply his skills and knowledge. He has a bachelor's degree in civil engineering with excellent grades. His professional experience includes working as a junior engineer on the Neelum Jhelum Hydroelectric Project. Some of his responsibilities included reviewing drawings, conducting site visits, and ensuring quality of work. He also has teaching experience and skills in design, analysis, AutoCAD, and other engineering software.
This document provides instructions for creating a Haiku Deck presentation on SlideShare and includes photos taken by various photographers to inspire the reader. It encourages the reader to get started making their own Haiku Deck presentation by clicking a button to get started.
The document discusses setting SMART goals for professional learning communities (PLCs) to positively impact student outcomes. It defines SMART goals as being strategic, measurable, attainable, results-oriented, and time-bound. Examples of SMART goals are provided related to increasing the percentage of students proficient in algebraic relationships and increasing the percentage of 7th grade students scoring proficient or higher on a reading standard. The document emphasizes that well-defined, measurable goals can help PLCs continuously improve and focus their work.
This document outlines the three stages of Understanding by Design, an instructional design framework:
1. Desired Results: Teachers identify the desired learning outcomes, enduring understandings, and essential questions. The goals should align with standards and transfer to other contexts.
2. Evidence: Teachers determine how student understanding will be assessed through facets like explanation, interpretation, and application. Performance tasks evaluate understanding.
3. Learning Plan: Teachers plan lessons, activities, and resources to help students achieve the desired results through knowledge acquisition, meaning making, and knowledge transfer. Learners are given opportunities to construct their own understanding with feedback.
Dean Anthony has over 20 years of experience in the electronics industry working for companies like Fujitsu and Stadium Electronics. He has expertise in soldering circuit boards, testing electronics, and quality control. His skills include surface mount technology, circuit board repair, and continuous process improvement training. He is looking for new opportunities to use his skills in the electronics industry.
A Founders Guide to Australian Venture Capital - Craig Blair, AirTree VenturesAirTree Ventures
Craig Blair, co-founder of two VC Funds and founder of many start-ups shares his insights on the US VC and Aus VC ecosystem and what it means for founders
Craig Blair is a co-founder and partner at AirTree Ventures which invests in world-class Australian entrepreneurs building the iconic companies of tomorrow. With over 15 years experience running 2 of Australia’s most successful tech investment funds with partner Daniel Petre and backing businesses such as eBay, Beamly and Ninemsn, Craig is keen to share his insights on how to get a VC's attention. This presentation includes:
- The Start Up journey - what you can expect
- The key steps to approaching a VC
- What to do (and what not to do) when pitching to your business
- How to avoid the pre/post money traps
- How to choose your funding partner (remember VCs and investors are an employee you can't fire!)
During the past holiday season, a case of measles was reported at Disneyland Park in California. Disneyland's main focus is to create a safe and entertaining environment for visitors. In response to the measles outbreak, Disneyland's goals are to maintain its positive image, restore ticket sales, and educate customers and employees. Disneyland will encourage vaccination, reimburse infected visitors, and implement health checks for staff. Disneyland will release public statements, launch a vaccination awareness campaign, and provide updated information to media outlets.
The internship report summarizes the activities of an internship at Fatima Fertilizer Company from July 7-25, 2014. It describes safety orientation and being introduced to the company and staff. Key activities included studying geotechnical reports and design criteria, understanding the civil scope of works, and visiting various parts of the fertilizer plant including the NP, CAN, and urea plants. The intern also learned about procurement procedures, studied drawings, and discussed maintenance and management of change. Site visits provided exposure to construction activities like road building and an understanding of the plant's operations. The internship provided valuable hands-on learning experience in various aspects of civil engineering works at an operating fertilizer complex.
The document discusses different types of audits conducted in the pharmaceutical industry including internal audits, external audits, and regulatory audits. It describes the objectives and processes involved in quality audits. Key points include:
1) Internal audits verify compliance and identify issues before external audits, external audits provide confidence in suppliers, and regulatory audits ensure legal compliance.
2) Audits examine facilities, documentation, practices, and more to evaluate adherence to GMP standards and identify needed improvements.
3) Benefits of audits include assuring GMP compliance, detecting potential problems, improving processes, and increasing management awareness.
CIPR President’s Q1 2014 report: Focus on vision and purposeStephen Waddington
The document is the Q1 2014 report from the President of the Chartered Institute of Public Relations (CIPR). It summarizes the President's activities in the first quarter, including focusing the CIPR around its vision and purpose, strengthening international relationships, engaging members through events and social media, and progressing professionalism in the industry. It provides updates on key areas of activity like governance changes, engagement initiatives for different member groups, and advancing diversity and public affairs.
This is the final quarterly report from 2015 CIPR President, Sarah Pinch, spotlighting progress towards her Presidential pledges:
- Making membership more meaningful to clients and employers
- Standing up for a profession confident in its high standards and able to demonstrate its value
- Building trust in our practice through the Code of Conduct and Continuing Professional Development
- Reaching audiences beyond the industry.
1. The document outlines the new divisional structure of the AALEP organization, including 5 new divisions: Membership and Services, Publishing, Consulting Services, Academy of Public Policy Advocacy, and Strategic Alliances and Partnerships.
2. The Membership and Services Division manages member services and benefits, processes applications and payments, and fosters engagement.
3. The Publishing Division distributes publications and offers information for lobbyists, advocates, and the public.
4. The Consulting Services Division provides advocacy, training, and support services to help clients engage with EU institutions and stakeholders.
IMPACT EVALUATION OF KDDAUK PROGRAMME SEPT 2012 to SEPT 2016 bSahr O Fasuluku
The document provides an impact evaluation of the KDDAUK (Kono District Development Association UK) programme from 2012 to 2016 by the outgoing programme coordinator. It evaluates the programme objectives of internal capacity building, developing effective partnerships, beneficiary and stakeholder engagement, resource mobilization, and various project deliveries. For each objective, it assesses the relevance, outputs, and contributions to the objectives. It finds that while some objectives like developing partnerships and advocacy were partially achieved, overall contributions to objectives were limited due to lack of internal capacity building, sustainable funding, and beneficiary engagement in Sierra Leone.
The Chartered Institute of Public Relations (CIPR) has published its 2019 Annual Report, celebrating its success in a year which helps define its purpose “more clearly than ever before”.
The report (below) outlines the work of the Institute through the four key areas as outlined in our five-year strategy; leading practice development, building a resilient community, championing lifelong learning, and advocating public relations.
Open Innovation Team pilot phase reviewChrisWebber37
The Cabinet Office's Open Innovation Team helps UK government departments generate analysis and ideas by deepening collaboration with academics. Its pilot phase has been supported by Research Councils UK and sponsored by four leading UK universities: Bath, Lancaster, Southampton and Warwick.
2014/15 was a good year for IES. The Institute successfully secured funding for a wide range of new research commissions in all its major work streams, including a number of high-profile multi-year projects. From a financial perspective, the year was also successful with the Institute returning to financial surplus following several break-even or deficit years.
The Institute’s work programme during 2014/15 continued to operate within three broad work streams:
* UK public policy research and evaluation.
* International public policy research.
* Research and consultancy for employers and employer organisations.
This Annual Review describes Insitute's work and outputs for the financial year 2014/15, including our clients, partners, projects, publications, and conference presentations.
The document provides an overview of the Gerhart Center's research program and activities over the past year. It discusses the Center's strategic focus on institutional philanthropy and university civic engagement. Key activities included launching reports on emerging philanthropic practices in North Africa and youth perceptions in Egypt, Libya, and Tunisia. The Center also organized its annual Takaful conference on philanthropy and civic engagement in Tunisia, and held policy roundtables on innovations in Awqaf and civil society law. The research program aims to increase policy influence and synergies with capacity building work through more joint initiatives and a demand-driven research agenda.
The Chartered Institute of Public Relations (CIPR) has published its 2020 Annual Report, reflecting on a year like no other; shaped by the global pandemic, focused on supporting the profession and, ultimately, showing the resilience of the public relations community.
The 2015 Annual Report summarizes the activities and achievements of the Academy of Management in 2015. Some key points:
- The Academy of Management is the largest professional association for management scholars worldwide with over 20,000 members from 115 countries.
- In 2015, the Annual Meeting in Vancouver saw over 11,000 attendees, the first time attendees from outside the US outnumbered those from the US.
- The new journal Academy of Management Discoveries launched in 2015 to provide an outlet for exploratory empirical research.
- The Teaching and Learning Conference held with the Annual Meeting continues to grow in popularity as a place for members to share teaching practices.
- A new Specialized Conferences Initiative was
Introduction to the draft Strategic Plan (2016 - 2018)CISV International
The strategic plan outlines CISV's mission, vision, and four strategic objectives for 2016-2018: increasing impact of educational programs; developing skills and resources; growing membership and funding; and increasing visibility. Key 2018 objectives are listed for each, such as understanding program benefits, replicating local activities, and meeting participation targets for impact. The plan describes current situations and 2018 goals, and how objectives will be achieved through actions like guidance on using programs for chapter development and increasing the number of programs. It emphasizes that the plan will focus efforts to work collaboratively towards ambitious but realistic targets through evidence-based practices, innovation, and following through on ideas.
Partnership and Collaboration at the heart of our professional futureCILIP
The document discusses the importance of partnership and collaboration for CILIP's future. It notes that CILIP's royal charter mandates collaboration with similar organizations overseas and international bodies. The document outlines CILIP's goals of being a modern professional association that helps members future-proof their skills. It provides examples of successful collaborations between CILIP and other groups on campaigns and awards. It also discusses lessons learned, emphasizing the importance of building relationships, establishing shared values and goals, having open communication, and being prepared to end partnerships respectfully when needed.
Khulisa provides monitoring, evaluation, research and data quality assurance services globally. The document summarizes Khulisa's work over 2015-2017, highlighting several projects in sectors like health, education, youth development and governance. It discusses Khulisa's expanded global footprint, with offices in Africa and North America, and increased project work in 25 countries across five continents. The summary emphasizes Khulisa's focus on accurately measuring progress through innovative evaluation approaches and building evaluation capacity.
The document summarizes the activities and initiatives of the Chartered Institute of Public Relations (CIPR) in 2014. Some of the key things they did include:
1. Focusing on their core programs like conferences and training events while also introducing new guidance documents and initiatives.
2. Taking steps to strengthen ethics in the profession by making it a mandatory part of training and introducing new complaint processes.
3. Producing over 15 new guidance documents to support members in their work.
4. Engaging more members through new networks, chapters and opportunities for involvement.
The annual report summarizes the activities of the Chartered Institute of Patent Attorneys (CIPA) from 2014 to mid-2015. It discusses improvements made to CIPA's governance and finances. Key accomplishments included launching new educational programs, enhancing communications with members, strengthening relationships with external stakeholders, and producing CIPA's first election manifesto. Both the President and Vice President reports highlight efforts to better engage membership and identify member priorities through initiatives like regional representatives and a "Meet the Members" campaign.
This document outlines a Career Guidance and Advocacy Program plan for 2018-2022. It aims to address unemployment and underemployment among Filipino youth through expanded career guidance services. Key elements include developing career counseling networks, providing labor market information, and improving access to guidance resources. The plan involves government agencies, educators, and industry collaborating on initiatives like career weeks, seminars, and scholarships to help youth make informed career choices. Progress will be monitored through activity reports and a 2022 review to help more young people transition successfully from education to suitable employment.
CDA Collaborative Learning Projects is a non-profit organization that works to improve the effectiveness of international actors providing humanitarian assistance, engaging in peacebuilding, and supporting sustainable development. In the 2012-2013 fiscal year, CDA generated $1.4 million in revenue, a decrease from the previous year. Program expenses increased to $1.7 million while net assets decreased by $326,000. CDA is funded by government and corporate donors and focuses on collaborative learning and providing practical tools to field staff and policymakers through programs in corporate engagement, conflict sensitivity, listening, and reflecting on peace practice.
Urban Futures celebrated its 10th anniversary in September 2011. It manages the Haringey Education Business Partnership (HEBP), which connects local schools with businesses. HEBP currently delivers work experience programs, pre-NEET programs for at-risk youth, and classroom programs. Urban Futures obtained Matrix accreditation, which is required to win contracts. It delivers employment programs through the DWP, apprenticeships through the Skills Funding Agency, and secured new contracts like the Flexible Support Fund program in Haringey, Enfield, and Waltham Forest.
The president's third quarter report summarizes their busy summer engaging with PR colleagues around the world and across various CIPR events. Major initiatives include comprehensive reforms to the chartership process to make it more accessible and growing the number of chartered practitioners, as well as launching a corporate affiliate membership to strengthen employer relations. The CIPR has also defended professional standards by speaking out against misleading PR practices and will continue emphasizing ethics through their CPD program and events.
3. We are delighted that our membership grew yet again
during the year; we now represent 138 of the Higher
Education organisations in the UK, and the numbers
increased once more at our 10th Annual Conference with
many declaring that this is now the ‘must go to’ conference
for the sector. BUILA members and partners enjoyed an
impressive line-up of private and public sector speakers
challenging and supporting the way we think and deliver
our work, whilst finding the energy to put their best foot
forward at the Ceilidh in the splendid surroundings of the
former home of the Scottish Church.We are really pleased
with your feedback that our aim, to ensure that the
conference offers something for everyone to take away
and implement in their everyday work life, was achieved.
On behalf of the executive and the membership I would
like to thank all our sponsors and the members of the
ConferenceTeam who worked tirelessly to make the
event such an outstanding success.We head to Liverpool
during the second week of July 2015 for our 11th Annual
Conference and the Conference team are busy planning
a stunning array of speakers and topics plus ‘something
completely different’ for the eagerly awaited
Conference dinner.
As we continue our work with an enthusiastic and
committed executive team, I would like to take this
opportunity to thank long standing executive member
Mike Gibbons for his work on the committee particularly
in respect of his contribution to past BUILA Conferences
and his role ensuring the BUILA voice was heard by the
Joint EducationTaskforce.Thanks must also go to our other
outgoing members of the Executive team; Charlie Carter
for his involvement supporting the development of an
International Consultation Steering Group within UCAS,
and Rachel Dodd for her work taking the BUILATraining
agenda forward.
We look to the future where we may have a new
government, where traditional recruitment continues to
be tested and where competition continues to surprise us
as new countries throw their hats into the ring.As BUILA
continues to gain strength in its lobbying position, at a time
when the sector needs it most, I hope you will continue to
support the Association’s activities to ensure the power of
‘one voice’.
Charlene Allen, Chair of BUILA
1
Chair’s Report
Welcome from the Chair
The last year has continued to
be a testing time for the sector
with the new immigration bill
and its suggestion of NHS
contributions and Landlord
checks; removal of TOEFL
from the SELT list; an
unimpressive recovery of 3%
on the 2012/13 decline in
international enrolments for
the first time in 16 years and continued budget constraints
and priority changes.As the executive at BUILA sought to
inform and support members to meet these challenges,
we were also able to make real progress in taking forward
our Manifesto, launched in July 2013.The Manifesto set out
our plans to take a more proactive lobbying role, improve
and increase the effectiveness of our communication with
members and partners, and to deliver enhanced support
to our members’ professional development.You can read
about the work we have been doing to achieve this in the
Annual Report.
During 2013-2014 we strengthened our relationship with
key existing partnerships and expanded our liaison to
ensure our members voices were heard in a number of
new areas crucial to those within the target markets and
our universities, including QAA, andTNE. We have used
this important network to provide feedback on various
discussions on immigration changes, with the most recent
change being the BID process and the newly published
SELT list.The relationship with our partner organisations
has also allowed us to support our members’ personal
development by speaking at partner conferences and
workshops, and delivering joint training. We have
improved communication with our members through
the introduction of a Directors mailing list and are in the
process of developing Specialist Regional Interest Groups,
to be launched in 2015.These will allow us to tailor our
communications and deliver up to the minute information
to you around changes in relevant legislation, whilst seeking
your opinions for a sector wide response to strategically
important consultations and ad-hoc working groups.
We continue to keep a watching eye on some of the
key initiatives introduced by our partners and those who
have an impact on our work, providing feedback on their
implementation and effectiveness in the target markets
and within our universities.This year such initiatives have
included, Science without Borders, the Great Campaign,
Horizon 20/20 and the expansion of Chevening.
Annual report 2013-2014
4. 2
BUILA value added services
• provide an ‘honest broker’“soft lobbying”
approach;
• provide politicians and influencers the facts about
the impact of their policy decisions on, for
example:
• International student numbers and the student
experience at UK HEIs;
• The UK’s brand perception in key markets
such as India and China and the UK’s brand
perception vis-à-vis competitors;
• University revenue streams and the
sustainability of UK HEIs;
• Social cohesion and community relations and
internationalising the student experience of
home students.
At our very successful Directors Forum in July 2014
we received full support for our proposals to take
our lobbying agenda forward, which included:
• mapping existing and potential partners and
influencers;
• exploring a number of engagement channels and
opportunities to act as a catalyst/broker or third
party advocate for those organisations who have
the capacity to participate in a public exchange
with political parties as appropriate, such as
Universities UK, HEIU, UKCISA;
• creating opportunities to provide information and
ideas directly to political parties at a policy officer/
researcher level directly.
Plans are now underway to create relationships with
policy advisors from the major parties’ to influence
policies on the international dimension of Higher
Education in the UK and the place of international
students vis-à-vis the immigration debate, in advance
of the general election in May 2015.
Annual report 2013-2014
BUILA launched a Manifesto at the Directors Forum
in July 2013.The Manifesto set out our plans to
take a more proactive lobbying role, improve and
increase the effectiveness of our communication with
members and partners, and to deliver enhanced
support to our members’ professional development.
During 2013 - 2014 we began a programme
developing and implementing the actions needed to
achieve these ambitious aims.
Increasing our lobbying
effectiveness
We had two main objectives for increasing our
Lobbying effectiveness:
1 Lobbying about BUILA.To enhance BUILA’s
reputation as being an organisation to be
consulted on all issues to do with international
student recruitment and HE internationalisation
generally.
2 Lobbying by BUILA.To take a more proactive
lobbying role, through development of a revolving/
evolving agenda of issues of concern generated by
the membership and the Executive Committee on
the membership’s behalf.
To help us formulate our lobbying strategy the BUILA
executive engaged professional lobbying experts to
help examine the parameters of any future lobbying
activity and to clarify the channels we should be
lobbying through.
This helped us to confirm BUILA’s unique position in
offering the practitioners point of view as part of the
UK HE lobbying landscape, highlighting BUILA’s
ability to:
• access data, from students and staff in Universities
at the “front line” and to collate their views/
experiences on a range of issues;
• utilise the wealth of market knowledge from
members and gain feedback from a wide range of
international partners;
5. NARIC members were invited to complete a survey
regarding the Online Database Redesign and BUILA
will be encouraging members to feedback via this
survey. BUILA will also be providing input to the
InternationalTask Group and their online questionnaire
aimed at the Association of Graduate Recruiters
International members, to find out peak recruitment
time frames, and recruitment methods in their
particular country.
3
Partner review
One of our key building blocks to increase our
lobbying effectiveness was the review and re-
engagement of the key organisations and contacts
BUILA interacts with. During 2013 – 2014 we looked
at the challenges and issues facing the sector and
recognising the importance of liaising with a number
of new groups representing or influencing these issues,
added the following to our liaison roles: QAA,TNE,
BALEAP, and AGCAS.We worked closely with our
existing partners to establish better ways of working
and increased communication mechanisms.
Highlights of partner activity
The BUILA executive continued to work on members’
behalf during the year to ensure their views were
heard by our partners and were used to help influence
the international agenda. The report that BUILA
co-funded with UKCISA looking at the effects of the
government’s policies on the international student
visa regime and their wider impact on the education
sector, was sent to senior policy advisors and various
stakeholder networks. It received coverage on twitter,
blogs, and several websites and featured in newspapers
such asThe FinancialTimes,TheTelegraph and
The Independent.
BUILA worked closely with UUK, UKHE International
Unit and UKCISA to support their lobbying activities
around the Immigration Bill and to provide input into
the response to the parliamentary inquiry on the
post-study work route. BUILA continues to attend
the All-Party Parliamentary Group on Migration
specifically looking at the impact of the removal of the
Post Study WorkVisa and to learn what the UK-Post
Study Work Opportunities report will result in. The
inquiry looked specifically at what impact the removal
had on international students (student numbers or
demographic profile), businesses, universities, and
local economies, whilst considering how the change
was viewed internationally and what the implications
were for foreign trade, commerce or wider
diplomatic relations.
Annual report 2013-2014
BUILA started to develop much closer links with
AGCAS’s InternationalTask Group during the year,
looking at ways through joint training and through
the BUILA conference the two organisations could
share good practice. We are currently exploring
ways to harness the feedback from our recruitment
professionals on the expectations of international
students relating to careers service advice and
employment opportunities during or after completion
of studies.
6. 4
Improving and increasing the
effectiveness of our communication
with members
1 To make BUILA a more responsive service for
members, enhancing and increasing the range and
depth of information sought and communicated.
2 To achieve a clearer communication and better
articulation of BUILA services.
As part of our bid to make our communications
with members more effective, we began during
2013-2014 to create a number of new mechanisms
for collecting members views and feedback, as well
as communicating what the BUILA executive were
planning.
We introduced regular ‘News from the Chair’ bulletins
to share Information on the sector in general and our
forthcoming activities, and established a new Directors
Network to enhance our communication and dialogue
with members at a decision making level. Using this
Network a number of surveys are planned to canvas
Directors’ views and establish the main issues they
would like BUILA to take forward on their behalf.
We have also begun to create a number of Specialist
Regional Interest Groups. Focusing on the sharing
of good practice and addressing relevant issues,
the aim of these groups is to increase and enhance
the knowledge of members in a particular market.
Where there is some overlap, the groups will feed
into the already established ‘Communities of Practice’
run by the International Unit.This will ensure that a
more representative range of views and opinions are
communicated through to policy and decision makers.
In addition to these specialist groups we are looking
to introduce a series of BUILA Regional Road Shows
to solicit views on major issues facing the sector and
on planned BUILA activities.The feedback gained from
these will be used to inform BUILA’s lobbying Agenda.
UKHE International Unit are keen to partner BUILA
on these road shows to test out their planned activities
and projects.
Annual report 2013-2014
BUILA value added services
7. 5Annual report 2013-2014
Supporting the professional
development of our members’ staff
In response to conference and membership feedback,
a new subsidised training programme began in
2013-14 re-launching the BUILA training provision
and delivering real added value to the membership.
The programme started with a revamped ‘101
Recruitment’ which was introduced in January 2014
and repeated at our pre conference training in July
2014. Participants fed back that the content of the
workshop was extremely useful particularly for those
new to recruitment, covering essential information
regarding recruitment strategies, working with agents,
safety abroad and external factors. Here are just some
of the many positive comments we received:
“ Very informative, practical with some thought
provoking ideas. ”
“ The session was really well organised with
lots of interesting input and a good variety of
topics. The opportunity to meet colleagues from
other universities and draw on experiences of the
presenters was very useful. ”
We held a very successful Partnership Session in
March 2014 which looked at what was happening in
theTNE market and the kind of collaborations and
models which were being developed and undertaken.
The feedback was excellent and we plan to repeat the
session in 2015.
“ Exactly what I was looking for in terms of
information supplied, areas covered and the
different expertise brought to the table by the
different presenters. ”
“ It was excellent to be able to network with
colleagues from such a diverse mix of institutions
and hear about their experience with TNE.
Everyone I spoke with had something useful to
share. The speakers were great, each presenting a
unique point of view on TNE. ”
Workshops on Social Media and Study Abroad and
Mobility are planned during the new academic year,
and we will continue to adapt and evolve our training
programme as the roles and responsibilities of those
working in International Offices change so we can help
support the personal development of our members.
8. 6
BUILA value added services
BUILA continued to represent the sector on the
International Advisory Group (IAG), which reviewed
the findings of the International Admissions Review
(IAR) consultation launched in April 2014.The
consultation was completed through an online survey
and seven regional workshops.The UCAS Board
approved the 15 recommendations in the IAR in
September. The IAG supported the recommendations
but identified that further input would be needed
from the sector focused groups and forums to provide
specific detail in order to implement change.
The priority recommendations included:
• enabling the upload of digital documents in
UCAS Apply;
• improving information and advice available through
UCAS for international and EU applicants;
• revising current UCAS deadlines for international
fee paying applicants.
BUILA were invited to be a member of two new
groups and were able to consult and feed back
thoughts from the membership into two important
consultations.
The International Students Studying in the UK -
Guidance for UK Higher Education Providers was set
up to review the existing guidance produced before
the publication of the new Quality Code.This looks at
the student journey from marketing right through to
graduation for students studying in the UK.The group
has completed its work and consultation on the report
will commence in January 2015.
TNE Implementation Group: In 2013 the Department
for Business, Innovation & Skills asked QAA and the
UK International Unit for Higher Education to consult
publicly on ‘what is needed to strengthen the quality
assurance ofTNE?’
Annual report 2013-2014
The consultation (by the QAA) was published in
December 2013 and closed in March 2014. The
Implementation Group was established to take
forward some of the outcomes of the consultation
held in spring 2014, on strengthening the quality
assurance of the UK’s transnational higher education.
This followed concerns expressed by the UK
Government about potential issues with quality
standards inTNE.
9. BUILA Wales
The sector in Wales has been re-finding its feet
following the number of mergers of the previous
academic year, but a new drive has come from Higher
Education Wales for the re-establishment of a
co-ordinated international collaboration.
‘Universities Wales’ started during the year to lead
on organising inward and outward missions with
key stakeholders including the British Council and
the Welsh Government. In June 2014, a delegation
representing Wales’ universities undertook an
intensive five day mission to Indonesia, supported
by the British Council Indonesia, showcasing Wales’
strengths both in research, and in learning and
teaching, whilst forging new strategic partnerships to
benefit both Indonesia and Wales.
Universities in Wales hosted a ‘Study in Wales’ booth
at the NAFSA conference and expo 2014 in San
Diego.The Welsh presence was joint funded by
HEW, Welsh Government, and British Council Wales.
The universities also hosted a ‘Wales reception’
event, which was an opportunity to engage new
and existing partners, and formally launch Wales’
Chronicle web pages.
BUILA will be looking to share the best practice from
this collaboration during our 11th Annual conference
in July 2015 and will be considering how the planned
analysis of the impact of international students on
the Welsh economy, including separate results for
EU students and non EU students, can inform future
lobbying to government and promotional work to
stakeholders.
The International ProjectTeam within the
Department for Employment and Learning, Northern
Ireland (DELNI) continued to meet to deliver on
the internationalisation agenda in the HE sector in
Northern Ireland.The work of the group reflects the
commitments made in the current HE strategy for
Northern Ireland, Graduating to Success.
The group involves representation from the two
universities in Northern Ireland along with the FE
sector and Universities UK.Their goals are to:
• Promote an increase in international outreach in
key target countries;
• Develop ways in which to increase student
numbers on international mobility programmes
within current budget constraints;
• Revise and update HEI international strategies,
including measurable targets for inward
and outward mobility of students and staff and the
development of international partnerships;
• Strengthen and develop new linkages
between businesses and institutions in regard to
internationalisation;
• Promote an increase in the number of students
and teaching staff from Northern Irish HEIs
engaged in international activity;
• Promote an increase in the number of
international students enrolled in Northern
Irish HEIs.
This forum provides an additional opportunity for
HEIs in Northern Ireland to work collaboratively to
continue to grow international activity in the region in
a co-ordinated fashion.
7
BUILA Northern Ireland
Annual report 2013-2014
Regional Liaison
10. ‘Connected Scotland’ was launched in June 2014
with a three year plan to increase the sector’s export
income from international student recruitment,
delivery of transnational education and the
development of new research and commercialisation
partnerships.Although still in development the
‘Connected Scotland’ brand may be used in
international promotion in the future.
Under this umbrella theVice Chancellors of
the Scottish universities were invited to look at
collaborative work and the creation of a lobbying and
influencing manifesto. Part of this was a Post Study
Work (PSW) discussion and a working party has
been created to look at how if PSW visas were to
return to Scotland the process might work.
BUILA will again be looking to share the lessons
learnt from this collaboration with our membership
and to use any model for PSW visas that could be
extrapolated to a UK wide system in our lobbying
activity with partners.
8
BUILA Scotland
Annual report 2013-2014
Regional Liaison
11. Role Executive members University
Chair Charlene Allen University of Southampton
Vice Chairs Bobby Mehta University of South Wales
Martyn Edwards Loughborough University
UUK Charlene Allen
JET Jeremy Burgess University of Warwick
NARIC Sioned Evans University of Gloucestershire
UCAS Sioned Evans
AGCAS Sioned Evans
British Council Martyn Edwards
UKCISA Bobby Mehta
Governance Jeremy Burgess
Training Naomi Graham Edinburgh Napier University
Lobbying Roisin McEvoy Ulster University
Andrew Mandebura University of Huddersfield
QAA & BALEAP/TNE Keith Brown Teesside
Conference Lead Kim Hadley University of Portsmouth
ConferenceTeam DavidTobin
ConferenceTeam Martin Maule City University London
Marketing DavidTobin Aston University
Scottish Representative Naomi Graham
Welsh Liaison Bobby Mehta
Northern Ireland Liaison Roisin McEvoy
Secretary/Marketing/
Conference
Philippa Collins Robson
9
Current executive team lead roles and responsibilities 2014/2015
Executive Team
Annual report 2013-2014
12. 10
latter only relate to the travel and subsistence costs
incurred by the executive team in their liaison role
with partners, who as unpaid officers represent
excellent value for money.
There has been a conscious increase in expenditure
this year as the Association has continued to invest
in a number of areas outlined in the Manifesto to
enhance and increase the services and benefits to
the membership.
The accounts opposite have been subjected to an
“independent examination,” rather than a full audit in
line with our role as an association.
The four income streams during the financial year
were from the annual membership subscriptions,
sponsorship generated for the conference, training
fees and a small amount of bank interest.The main
streams of expenditure were for the Secretary
costs, continued investment in the website, the
establishment of a fuller training programme and
BUILA executive costs. It should be noted that the
Annual report 2013-2014
Accounts
13. 2014 2013
Note £ £
Revenue 141,454 94,932
Expenditure 104,970 73,732
Gross surplus 36,484 21,200
Overheads 30,525 38,228
Operating surplus/(Deficit) 2 5,959 (17,028)
Interest receivable 7 25
Surplus/(Deficit) on ordinary activities 5,966 (17,003)
before taxation
Surplus/(Deficit) for the financial year 5,966 (17,003)
11
Accounts
British Universities International Liaison Association
Income and expenditure account
Year ended 31 July 2014
Annual report 2013-2014
14. 12
In accordance with the engagement letter dated 27 October 2008, we approve the
financial information which comprises Income and Expenditure Account, Statement ofTotal
Recognised Gains and Losses, Balance Sheet,Accounting Policies and the related notes.We
acknowledge our responsibility for the financial information, including the appropriateness
of the accounting basis as set out in note 1, and for providing Fawley Judge & Easton with all
information and explanations necessary for its compilation.
These accounts have been prepared in accordance with the Financial Reporting Standard for
Smaller Entities (effective April 2008).
Accounts
2014 2013
Note £ £
Current assets
Debtors 4 34,808 49,069
Cash at bank 5 85,500 39,250
120,308 88,319
Creditors: Amounts falling due within one year 6 59,246 33,223
Net current assets 61,062 55,096
Total assets less current liabilities 61,062 55,096
Capital and reserves
Income and expenditure account 8 61,062 55,096
Members’ funds 8 61,062 55,096
British Universities International Liaison Association
Balance sheet
Year ended 31 July 2014
Annual report 2013-2014
15. For more information on BUILA please visit: www.buila.ac.uk
For any queries contact: secretary@buila.ac.uk