The document outlines the terms of reference for the Board of Management of CANQATE, an organization for quality assurance. It details the positions on the Board including President, Vice President, Secretary, Treasurer, and others. It provides descriptions for each position, including duties, qualifications, and time commitments required.
Board of Governors Training for Youth PolytechnicsCharles K Maloba
The presentation spells out the roles of the chair and the polytechnic manager. It provokes the members of the board to reflect on their roles, how they have been working, and how they can improve their performance. It is a good training for all youth polytechnic boards as it addresses a common challenge in youth polytechnics.
Board and shareholder meetings, how to do them right | Nordic FoundersSergey Gerasimenko
This presentation is an advise on both board and shareholder meetings if you startup is registered Finland. Who can call them, when they can happen, what should be mentioned, when to notify PRH etc.
Presentation prepared for Nordic Founders meetup (http://www.meetup.com/NordicFounders).
1. The document discusses various types of meetings, including command/staff, task/production, committee, training, sales, panel, and symposium meetings.
2. Key aspects of effective meetings are outlined, including setting objectives, identifying participants, notifying participants, developing an agenda, time management, leadership style, procedures, evaluation, and drafting meeting minutes.
3. The specimen minutes of an Annual General Meeting includes details on attendees, quorum, agenda items, resolutions, and approval processes for ordinary and special business.
The document provides guidelines for the effective operation of the Philippine Association of Academic/Research Librarians. It outlines the responsibilities of the board of directors, officers (President, Vice President, Secretary, Treasurer, Auditor, PRO), directors, council of elders, and committees. It describes corporate responsibilities, operations, membership rules, awards, elections, important dates, and sample documents. The purpose is to maintain, preserve and enhance the association's effectiveness based on its bylaws and experiences.
This document outlines the governance policies of the Sorrento Centre, an Anglican Church of Canada organization. It details the board structure, roles and responsibilities of board members and officers. Key points include:
- The board has 13 members appointed from Anglican dioceses and elected associates. It oversees strategic planning, finances, risk management and other duties.
- Individual board members are expected to act in the best interests of the organization, maintain confidentiality, avoid conflicts of interest and exercise due diligence.
- The roles of the board officers (president, vice president, treasurer, secretary) and committees (executive, finance, etc.) are defined.
- Policies cover issues like board decision
Final Curriculum_Vitae_for_Wilbert_Mhlanga[1] Version 2Wilbert Mhlanga
Wilbert Mhlanga has over 20 years of experience in company secretarial and financial roles. He currently works as the Company Secretary for Medscheme Holdings, where his responsibilities include managing board meetings, ensuring compliance, and advising on governance matters. Previously, he held secretarial roles at MTN South Africa and BHP Billiton. Mhlanga has a Public Relations qualification and CIS certification. He is pursuing an MBA from Warwick Business School.
A successful nonprofit organization must have a responsible and engaged board of directors. This workshop will address fundamental nonprofit governance concepts including board members’ roles and responsibilities, board policies, and financial and legal oversight.
The Board of Directors will consist of a minimum of 5 members including a Chairperson, President, Secretary and Treasurer who will each serve one-year terms. Candidates for the board must be selected by the Executive Director and have at least 3 years of relevant work experience, no conflicts of interest, adequate time to commit and not represent any political interests. The board is responsible for approving organizational policies, strategic plans, annual reports and activity proposals, and meeting quarterly with the Executive Director for updates. Resigning board members must provide notice and hand over all materials before terminating their role.
Board of Governors Training for Youth PolytechnicsCharles K Maloba
The presentation spells out the roles of the chair and the polytechnic manager. It provokes the members of the board to reflect on their roles, how they have been working, and how they can improve their performance. It is a good training for all youth polytechnic boards as it addresses a common challenge in youth polytechnics.
Board and shareholder meetings, how to do them right | Nordic FoundersSergey Gerasimenko
This presentation is an advise on both board and shareholder meetings if you startup is registered Finland. Who can call them, when they can happen, what should be mentioned, when to notify PRH etc.
Presentation prepared for Nordic Founders meetup (http://www.meetup.com/NordicFounders).
1. The document discusses various types of meetings, including command/staff, task/production, committee, training, sales, panel, and symposium meetings.
2. Key aspects of effective meetings are outlined, including setting objectives, identifying participants, notifying participants, developing an agenda, time management, leadership style, procedures, evaluation, and drafting meeting minutes.
3. The specimen minutes of an Annual General Meeting includes details on attendees, quorum, agenda items, resolutions, and approval processes for ordinary and special business.
The document provides guidelines for the effective operation of the Philippine Association of Academic/Research Librarians. It outlines the responsibilities of the board of directors, officers (President, Vice President, Secretary, Treasurer, Auditor, PRO), directors, council of elders, and committees. It describes corporate responsibilities, operations, membership rules, awards, elections, important dates, and sample documents. The purpose is to maintain, preserve and enhance the association's effectiveness based on its bylaws and experiences.
This document outlines the governance policies of the Sorrento Centre, an Anglican Church of Canada organization. It details the board structure, roles and responsibilities of board members and officers. Key points include:
- The board has 13 members appointed from Anglican dioceses and elected associates. It oversees strategic planning, finances, risk management and other duties.
- Individual board members are expected to act in the best interests of the organization, maintain confidentiality, avoid conflicts of interest and exercise due diligence.
- The roles of the board officers (president, vice president, treasurer, secretary) and committees (executive, finance, etc.) are defined.
- Policies cover issues like board decision
Final Curriculum_Vitae_for_Wilbert_Mhlanga[1] Version 2Wilbert Mhlanga
Wilbert Mhlanga has over 20 years of experience in company secretarial and financial roles. He currently works as the Company Secretary for Medscheme Holdings, where his responsibilities include managing board meetings, ensuring compliance, and advising on governance matters. Previously, he held secretarial roles at MTN South Africa and BHP Billiton. Mhlanga has a Public Relations qualification and CIS certification. He is pursuing an MBA from Warwick Business School.
A successful nonprofit organization must have a responsible and engaged board of directors. This workshop will address fundamental nonprofit governance concepts including board members’ roles and responsibilities, board policies, and financial and legal oversight.
The Board of Directors will consist of a minimum of 5 members including a Chairperson, President, Secretary and Treasurer who will each serve one-year terms. Candidates for the board must be selected by the Executive Director and have at least 3 years of relevant work experience, no conflicts of interest, adequate time to commit and not represent any political interests. The board is responsible for approving organizational policies, strategic plans, annual reports and activity proposals, and meeting quarterly with the Executive Director for updates. Resigning board members must provide notice and hand over all materials before terminating their role.
The document outlines policies and procedures for board selection and management at an organization called NAHDA. It details criteria for board member selection including structure, responsibilities, and terms. Procedures for board meetings and elections are provided. The board is responsible for policy formulation, fundraising, financial oversight, and stakeholder representation. Input from stakeholders is obtained through regular meetings, feedback collection, and disseminating reports.
The document provides guidance on effective meeting practices for PTA boards and committees. It discusses fundamentals like determining meeting purpose and attendees. Board meetings must follow guidelines in the bylaws, including holding regular meetings at times set annually, and allowing special meetings with three days' notice. Committees meet at the board's discretion. General meetings of the full membership must be held at least three times per year. The document also provides tips for running productive meetings, taking meeting minutes, handling challenges, electing officers according to bylaws, and understanding key concepts like quorum.
This document outlines the constitution of Small World Initiatives for Women Security and Children's Orphanage (SWIWSCO) in Tanzania. The constitution defines key terms and establishes SWIWSCO as a non-profit organization aimed at empowering vulnerable groups through education, shelter, healthcare and opportunities. It outlines SWIWSCO's objectives, targeted groups, management structure, and financial processes. The organization will be managed by a Board of Directors elected every 5 years to oversee operations, fundraising, and service delivery to orphans, widows, and at-risk children in Tanzania.
Code of corporate governance jimven tradejimmyWamakale
The document outlines corporate governance guidelines for boards and directors, including their responsibilities, composition, evaluation, and risk management. It discusses establishing a unitary board with a balance of executive and non-executive directors, separating the roles of CEO and chairperson, evaluating directors' performance, managing risk, establishing board committees, and requiring sustainability reporting. The purpose is to provide best practices for ensuring boards operate effectively and with proper oversight of company activities and risks.
The document provides an overview of the governance structure and roles of the National Association of Social Workers (NASW) at the national and chapter level. It describes the mission and functions of NASW, the national and chapter-level governance bodies, and the roles and responsibilities of chapter boards and executive directors. Key points include that chapters are accountable to the national board, chapters are financed through member dues and grants, and boards are responsible for oversight, planning and finances while executive directors manage daily operations.
This document outlines the steps for preparing minutes for meetings of a corporation's board of directors or other governing bodies. It recommends drafting an outline in advance, taking objective notes during the meeting, and preparing a complete first draft immediately after to capture all details while still fresh. It also stresses collecting and destroying all other notes and drafts after finalizing the minutes to leave only one approved record. The final signed minutes should then be properly filed and stored according to the company's document retention policy.
The document discusses various board development packages for non-profits, including board planning retreats and strategic planning services. Board retreats are offered for half or full days and include establishing goals and objectives for the upcoming year. Strategic planning services include conducting a membership survey, interviews, focus groups, and working sessions to develop an organizational profile, goals, strategies, and a scorecard for implementation and assessment. The facilitator has 25 years of experience in non-profit management.
The document summarizes the organizational structure and management of cooperatives. It outlines that cooperatives have a general assembly as the highest governing body composed of members. It also describes the roles of the board of directors in setting strategy, the management staff in day-to-day operations, and various committees. The management structure is likened to a three-legged stool supported by members, the board, and management. The rights of cooperative members are also enumerated, including voting, attending meetings, examining records, and receiving benefits.
Recommendations of the Governance CommitteeSEIU Local 503
The Governance Committee recommends a leadership structure and governing system for the new union that combines elements from the two existing locals. They propose a union-wide executive board with officer, geographic, and bargaining unit seats elected by members. An executive committee would include the officers and three at-large board members. The roles of president, vice presidents, secretary-treasurer, and executive director are defined. Sub-locals and bargaining units would continue their current practices. A timeline is proposed for elections and conventions to establish the initial governance.
The document provides guidance for board members on improving board processes and effectively governing an organization. It discusses establishing clear meeting agendas and distributing board papers in advance. It also covers setting ground rules for meetings, conducting management succession planning, orienting new directors, and evaluating board performance. The overall aim is to help boards operate efficiently and fulfill their duties of care, loyalty and obedience to stakeholders.
The document provides biographies of the members of the Audit Committee of YTL Corporation Berhad, including their qualifications and experience. It also outlines the terms of reference, activities, internal audit activities, number of meetings held, and details on financial reporting and internal controls of the Audit Committee. The Audit Committee comprises 4 non-executive directors and met 7 times during the financial year ended 30 June 2011.
Mulcahy Law Firm, P.C. Commnity Association Committee Basics Cheat SheetBeth Mulcahy
In a community association, committees are a necessary aspect of the association,
they are often used to help accomplish the many tasks required of the board of directors.
Committees are a way to formally bring people, who may have expertise on a subject,
together to share information, coordinate actions and possibly do research which is then
taken to the board for consideration and action. Committees can widen viewpoints, help
the board make decisions appropriate for the association and share some of the responsibilities
required of the board of directors.
This document outlines the corporate governance guidelines of Entergy Corporation. It discusses the responsibilities of the board of directors in overseeing the company's interests and stockholders. It establishes six standing board committees including Audit, Nuclear, and Personnel. It also describes processes for setting board agendas, holding executive sessions, and defining director independence. The guidelines are intended to ensure accountability, ethical behavior, and that the board carries out its duties with honesty and integrity.
Have you ever wondered about the bidding process for the Rotary International Convention? This session will discuss the timeline for upcoming conventions, from 2026 to 2029. Learn the criteria for convention sites, as well as the processes for submitting a bid, evaluation, and decision making.
The document discusses provisions around independent directors in the Companies Bill 2012. It defines an independent director as a non-executive director who is not related to the company's promoters or management and does not have any pecuniary relationships with the company. Independent directors have certain qualifications and are expected to act with integrity and independence. They are responsible for providing an objective view in board evaluations and decisions. The document outlines rules around their appointment, roles and responsibilities, codes of conduct, remuneration and term limits.
The document outlines terms of reference and rules of procedure for establishing an Eastern Africa Regional Steering Committee to support the Ecological Organic Agriculture Initiative at the regional level. It discusses the purpose and mandate of the committee to provide oversight, guidance and advice on implementing EOA projects and activities. It also describes the membership composition, terms of service, subcommittees, meeting procedures and decision-making process of the regional steering committee.
Plenary 3: Ensuring effective partnerships between trustees and senior manage...walescva
This document discusses ensuring effective partnerships between boards of trustees/directors and organizational managers. It provides an overview of governance structures and then summarizes the approach at Wales Millennium Centre, which is seen as exemplary. At WMC, the board of trustees sets overall strategic direction while committees oversee specific areas like audit/risk and finances. Management implements operations while being accountable to the board. Regular reporting and open communication helps maintain a productive balance between governance and management.
Presentation from the NASBLA Exeuctive Board Academy held March, 2008. It covers responsibilities of non profit boards, commitment of Board service and the steps that take place from recruitment to elections.
The document discusses the roles and responsibilities of boards of directors. It explains that boards of directors are bodies that oversee the activities of companies and organizations. They are responsible for overall management, strategy, and effective functioning. Boards delegate day-to-day operations to executives but remain accountable for performance. The document also provides examples of board structures and responsibilities for banks, including composition of boards, eligibility of directors, and regulatory oversight by the Reserve Bank of India.
The President's report summarized the activities of CANQATE over the past year, including webinar series on research and quality assurance topics, improvements to committee structures and communications, and a partnership with CARICOM to advance harmonization efforts. It noted challenges with conference costs and attendance but proposed alternative formats. The report also discussed securing external funding, revising the annual conference, 2017 elections, and the Ethley London awards for quality institutions.
The document outlines policies and procedures for board selection and management at an organization called NAHDA. It details criteria for board member selection including structure, responsibilities, and terms. Procedures for board meetings and elections are provided. The board is responsible for policy formulation, fundraising, financial oversight, and stakeholder representation. Input from stakeholders is obtained through regular meetings, feedback collection, and disseminating reports.
The document provides guidance on effective meeting practices for PTA boards and committees. It discusses fundamentals like determining meeting purpose and attendees. Board meetings must follow guidelines in the bylaws, including holding regular meetings at times set annually, and allowing special meetings with three days' notice. Committees meet at the board's discretion. General meetings of the full membership must be held at least three times per year. The document also provides tips for running productive meetings, taking meeting minutes, handling challenges, electing officers according to bylaws, and understanding key concepts like quorum.
This document outlines the constitution of Small World Initiatives for Women Security and Children's Orphanage (SWIWSCO) in Tanzania. The constitution defines key terms and establishes SWIWSCO as a non-profit organization aimed at empowering vulnerable groups through education, shelter, healthcare and opportunities. It outlines SWIWSCO's objectives, targeted groups, management structure, and financial processes. The organization will be managed by a Board of Directors elected every 5 years to oversee operations, fundraising, and service delivery to orphans, widows, and at-risk children in Tanzania.
Code of corporate governance jimven tradejimmyWamakale
The document outlines corporate governance guidelines for boards and directors, including their responsibilities, composition, evaluation, and risk management. It discusses establishing a unitary board with a balance of executive and non-executive directors, separating the roles of CEO and chairperson, evaluating directors' performance, managing risk, establishing board committees, and requiring sustainability reporting. The purpose is to provide best practices for ensuring boards operate effectively and with proper oversight of company activities and risks.
The document provides an overview of the governance structure and roles of the National Association of Social Workers (NASW) at the national and chapter level. It describes the mission and functions of NASW, the national and chapter-level governance bodies, and the roles and responsibilities of chapter boards and executive directors. Key points include that chapters are accountable to the national board, chapters are financed through member dues and grants, and boards are responsible for oversight, planning and finances while executive directors manage daily operations.
This document outlines the steps for preparing minutes for meetings of a corporation's board of directors or other governing bodies. It recommends drafting an outline in advance, taking objective notes during the meeting, and preparing a complete first draft immediately after to capture all details while still fresh. It also stresses collecting and destroying all other notes and drafts after finalizing the minutes to leave only one approved record. The final signed minutes should then be properly filed and stored according to the company's document retention policy.
The document discusses various board development packages for non-profits, including board planning retreats and strategic planning services. Board retreats are offered for half or full days and include establishing goals and objectives for the upcoming year. Strategic planning services include conducting a membership survey, interviews, focus groups, and working sessions to develop an organizational profile, goals, strategies, and a scorecard for implementation and assessment. The facilitator has 25 years of experience in non-profit management.
The document summarizes the organizational structure and management of cooperatives. It outlines that cooperatives have a general assembly as the highest governing body composed of members. It also describes the roles of the board of directors in setting strategy, the management staff in day-to-day operations, and various committees. The management structure is likened to a three-legged stool supported by members, the board, and management. The rights of cooperative members are also enumerated, including voting, attending meetings, examining records, and receiving benefits.
Recommendations of the Governance CommitteeSEIU Local 503
The Governance Committee recommends a leadership structure and governing system for the new union that combines elements from the two existing locals. They propose a union-wide executive board with officer, geographic, and bargaining unit seats elected by members. An executive committee would include the officers and three at-large board members. The roles of president, vice presidents, secretary-treasurer, and executive director are defined. Sub-locals and bargaining units would continue their current practices. A timeline is proposed for elections and conventions to establish the initial governance.
The document provides guidance for board members on improving board processes and effectively governing an organization. It discusses establishing clear meeting agendas and distributing board papers in advance. It also covers setting ground rules for meetings, conducting management succession planning, orienting new directors, and evaluating board performance. The overall aim is to help boards operate efficiently and fulfill their duties of care, loyalty and obedience to stakeholders.
The document provides biographies of the members of the Audit Committee of YTL Corporation Berhad, including their qualifications and experience. It also outlines the terms of reference, activities, internal audit activities, number of meetings held, and details on financial reporting and internal controls of the Audit Committee. The Audit Committee comprises 4 non-executive directors and met 7 times during the financial year ended 30 June 2011.
Mulcahy Law Firm, P.C. Commnity Association Committee Basics Cheat SheetBeth Mulcahy
In a community association, committees are a necessary aspect of the association,
they are often used to help accomplish the many tasks required of the board of directors.
Committees are a way to formally bring people, who may have expertise on a subject,
together to share information, coordinate actions and possibly do research which is then
taken to the board for consideration and action. Committees can widen viewpoints, help
the board make decisions appropriate for the association and share some of the responsibilities
required of the board of directors.
This document outlines the corporate governance guidelines of Entergy Corporation. It discusses the responsibilities of the board of directors in overseeing the company's interests and stockholders. It establishes six standing board committees including Audit, Nuclear, and Personnel. It also describes processes for setting board agendas, holding executive sessions, and defining director independence. The guidelines are intended to ensure accountability, ethical behavior, and that the board carries out its duties with honesty and integrity.
Have you ever wondered about the bidding process for the Rotary International Convention? This session will discuss the timeline for upcoming conventions, from 2026 to 2029. Learn the criteria for convention sites, as well as the processes for submitting a bid, evaluation, and decision making.
The document discusses provisions around independent directors in the Companies Bill 2012. It defines an independent director as a non-executive director who is not related to the company's promoters or management and does not have any pecuniary relationships with the company. Independent directors have certain qualifications and are expected to act with integrity and independence. They are responsible for providing an objective view in board evaluations and decisions. The document outlines rules around their appointment, roles and responsibilities, codes of conduct, remuneration and term limits.
The document outlines terms of reference and rules of procedure for establishing an Eastern Africa Regional Steering Committee to support the Ecological Organic Agriculture Initiative at the regional level. It discusses the purpose and mandate of the committee to provide oversight, guidance and advice on implementing EOA projects and activities. It also describes the membership composition, terms of service, subcommittees, meeting procedures and decision-making process of the regional steering committee.
Plenary 3: Ensuring effective partnerships between trustees and senior manage...walescva
This document discusses ensuring effective partnerships between boards of trustees/directors and organizational managers. It provides an overview of governance structures and then summarizes the approach at Wales Millennium Centre, which is seen as exemplary. At WMC, the board of trustees sets overall strategic direction while committees oversee specific areas like audit/risk and finances. Management implements operations while being accountable to the board. Regular reporting and open communication helps maintain a productive balance between governance and management.
Presentation from the NASBLA Exeuctive Board Academy held March, 2008. It covers responsibilities of non profit boards, commitment of Board service and the steps that take place from recruitment to elections.
The document discusses the roles and responsibilities of boards of directors. It explains that boards of directors are bodies that oversee the activities of companies and organizations. They are responsible for overall management, strategy, and effective functioning. Boards delegate day-to-day operations to executives but remain accountable for performance. The document also provides examples of board structures and responsibilities for banks, including composition of boards, eligibility of directors, and regulatory oversight by the Reserve Bank of India.
The President's report summarized the activities of CANQATE over the past year, including webinar series on research and quality assurance topics, improvements to committee structures and communications, and a partnership with CARICOM to advance harmonization efforts. It noted challenges with conference costs and attendance but proposed alternative formats. The report also discussed securing external funding, revising the annual conference, 2017 elections, and the Ethley London awards for quality institutions.
The document summarizes the minutes from the annual general meeting of the Caribbean Area Network for Quality Assurance in Tertiary Education (CANQATE). Key discussions included concerns about CANQATE's visibility, resources, and fees. The President's report addressed these issues and provided updates on CANQATE activities over the past year, including webinars held, committee structures, communications, and the Ethley London Excellence Awards. Plans were also discussed for harmonizing quality assurance across the Caribbean through collaboration with higher education institutions and external stakeholders.
This study examined students' expectations of their tertiary-level teachers in Trinidad and Tobago. The study found that students expect teachers to be competent in both pedagogical and discipline areas. Specifically, students expect teachers to recognize different learning styles, effectively teach concepts, conduct fair assessments, and model good teaching practices. Additionally, students reported the most important teacher characteristics as being professionalism, dedication to teaching, and caring. The study concludes that understanding student expectations is important for establishing effective professor-student relationships that promote student success.
The Caribbean Area Network for Quality Assurance in Higher Education (CANQATE) Represented on Technical Working Groups established by the Caribbean Community (CARICOM)
The document discusses internships at the University of the West Indies and factors associated with maximizing their benefits and minimizing perils. It explores internships in the context of work-based learning and references quality assurance reviews and reports from 2011-2017. The reviews recommend supporting and strengthening internships using best practices benchmarks. Clear aims and partnerships between students, institutions and employers, along with explicit assessment criteria and developmental feedback, are identified as important factors for optimizing internships.
This document provides an overview of quantitative and qualitative research methodologies. It discusses the aims of research as describing, predicting, explaining, and interpreting phenomena. Quantitative research aims to test hypotheses and establish causal relationships using measurements and statistical analysis, while qualitative research seeks to understand phenomena through methods like interviews and observation. The document also outlines the research process, provides examples of quantitative and qualitative methods, and discusses data analysis and choosing appropriate methodologies. It addresses implications and challenges of research for developing countries and communities.
This document summarizes a presentation on the role of national and regional universities in building and sustaining a quality culture. The presentation outlines that universities have a special obligation to set an example through their core values of integrity, intellectual freedom, and excellence. It discusses how universities can build capacity by partnering with others and providing technical support. The presentation also notes the importance of universities participating in research through conferences, publications, and exploring topics related to quality assurance. Developing a new paradigm is discussed in the context of quality assurance systems originating in other parts of the world needing to be transferable to less developed countries.
The Footprint Initiative was created by CANQATE to inform stakeholders about quality assurance in tertiary education. A team from CANQATE and the National Accreditation Council visited two secondary schools in Guyana to discuss the role of quality assurance with students. The students listened attentively and participated actively by asking questions about the importance of quality assurance and avoiding diploma mills. Both the presenters and students found the experience rewarding as it raised awareness of quality issues among future tertiary education students.
This document discusses strategies for building a culture of continuous quality improvement (CQI) in institutions. It defines CQI as a philosophical approach that focuses on continuously improving services to better meet customer needs. The key aspects of CQI include defining quality as meeting customer expectations, focusing on improving processes rather than individuals, and using objective data to analyze and improve processes. The document outlines the CQI cycle and assumptions, provides examples of institutions using CQI, and discusses establishing measurable outcomes and ensuring communication and evaluation are part of the CQI process.
The 13th annual CANQATE conference took place in Guyana from October 4-7, 2016. The conference theme focused on sustaining quality assurance in tertiary education for regional development. Over 70 members attended sessions on quality assurance strategies and the annual general meeting. The 14th annual conference will be hosted in Suriname in October 2017.
The document summarizes information about the 13th Annual CANQATE Conference taking place from October 4-7, 2016 in Guyana. It discusses the conference theme of "Sustaining a Culture of Quality Assurance in Tertiary Education for National and Regional Development." It provides details about pre-conference sessions and workshops, as well as plenary sessions to be presented on topics related to quality assurance. The document also includes a message from the CANQATE President discussing the importance of quality assurance and challenges facing the field, and highlights from the 12th Annual CANQATE Conference held in 2015.
More than seventy members attended the CANQATE Annual General Meeting on October 6, 2016 at the Arthur Chung Convention Centre, Georgetown Guyana. Read the President's Report presented to members...
More from Caribbean Area Network for Quality Assurance in Tertiary Education (13)
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Communicating effectively and consistently with students can help them feel at ease during their learning experience and provide the instructor with a communication trail to track the course's progress. This workshop will take you through constructing an engaging course container to facilitate effective communication.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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CANQATE board terms of reference
1. CANQATE BOARD OF MANAGEMENT
Terms of Reference for Board Members
The CANQATE Board of Management shall be responsible for the strategic and operational affairs of
CANQATE. It shall be comprised of eleven (11) members as follows: President, Vice-President,
Secretary, Treasurer, three (3) members of the floor, three (3) regional coordinators and the
immediate past president. The President shall be elected from an external quality assurance agency.
The immediate past president shall serve as an ex-officio member of the Board without voting rights.
All members must be from full member organizations. No two (2) elected directors should be from the
same member organization. All members of the CANQATE Board of Management shall be required to
sign a Confidentiality Statement upon taking up their position on the Board.
2. POSITION DESCRIPTION: PRESIDENT (ELECTED POSITION)
Position Summary
The President ensures that the Board of Management adequately reflects and advances the mission of
CANQATE and the interests of its members. The President assumes responsibility for the secretariat of
CANQATE.
1.0 DUTIES AND RESPONSIBILITIES
1.1 Presides over the meetings of the General Assembly and the Board;
1.2 Performs any resolutions, decisions or specific mandates set by the General Assembly or the
Board;
1.3 Executes any function provided for in the Constitution;
1.4 Casts the deciding vote in the event of an equality of votes;
1.5 Serves as Chair, Deputy Chair, or Member of CANQATE standing and ad hoc committees;
1.6 Maintains collaboration between regional and international organizations in furtherance of
quality assurance activities and advancement of CANQATE;
1.7 Coordinates the work of the committees of CANQATE;
1.8 Ensures the development and implementation of the CANQATE Strategic Plan;
1.9 Upholds the CANQATE Constitution, policies, procedures and operations;
1.10 Ensures that the operations of CANQATE avoid potential conflicts of interest;
1.11 Attends all Board meetings (in person, teleconference, web conference, etc.); and
1.12 Assumes other responsibilities, as agreed by the Board, not provided for in the Constitution.
2.0 QUALIFICATIONS, EXPERIENCE AND COMPETENCIES
2.1 Must be a representative of an external quality assurance agency that is a full member of
CANQATE and in good financial standing;
2.2 Must have leadership experience and strong organizational skills;
2.3 Must have strong verbal and written communication skills;
2.4 Must be willing to work in a regional environment;
2.5 Must be proficient in the digital environment and use of teleconferencing technology;
2.6 Must be able to maintain strict confidentiality in all CANQATE deliberations;
2.7 Must have a demonstrated commitment to high professional and ethical standards; and
2.8 Must acquire a sound working knowledge of the CANQATE Constitution, policies, procedures
and operations.
3.0 TIME COMMITMENT
3.1 A minimum of five (5) hours per month
3. POSITION DESCRIPTION: VICE-PRESIDENT (ELECTED POSITION)
Position Summary
The Vice-President has responsibility for information and communication, and acts on behalf of the
President as required.
1.0 DUTIES AND RESPONSIBILITIES
1.1 Serves as Chair of the Finance Committee with responsibility to:
advise the Board on financial matters;
review the end-of-year financial statements;
recommend a budget for the subsequent year to the Board for approval;
recommend revisions to the financial management procedures as expressed in the finance
manual to the Board for approval;
propose to the Board criteria for provision of grants and other financial support; and
consider strategies and proposals for external fund raising.
1.2 Serves as Chair, Deputy Chair, or Member of other CANQATE standing and ad hoc committees.
1.3 Supports the President in the work of the CANQATE Board including development of the
strategic plan;
1.4 Acts on behalf of the President as necessary;
1.5 Upholds the CANQATE Constitution, policies, procedures and operations;
1.6 Ensures that the operations of CANQATE avoid potential conflicts of interest;
1.7 Attends all Board meetings (in person, teleconference, web conference, etc.); and
1.8 Performs any other functions that would ensure the efficient operations of the Board.
2.0 QUALIFICATIONS, EXPERIENCE AND COMPETENCIES
2.1 Must be a representative of a CANQATE member in good financial standing;
2.2 Must have a background and work experience in finance;
2.3 Must have strong verbal and written communication skills;
2.4 Must have strong organizational skills;
2.5 Must be willing to work in a regional environment;
2.6 Must be proficient in the digital environment and use of teleconferencing technology;
2.7 Must be able to maintain strict confidentiality in all CANQATE deliberations;
2.8 Must have a demonstrated commitment to high professional and ethical standards; and
2.9 Must acquire a sound working knowledge of the CANQATE Constitution, policies, procedures
and operations.
3.0 TIME COMMITMENT
3.1 A minimum of five (5) hours per month
4. POSITION DESCRIPTION: SECRETARY (ELECTED POSITION)
Position Summary
The Secretary is responsible for the administrative functioning of CANQATE.
1.0 DUTIES AND RESPONSIBILITIES
1.1 Prepares the minutes of Board meetings and notifies members of meetings;
1.2 Organizes and maintains the Network’s records and minutes;
1.3 Makes arrangements for CANQATE’s publications;
1.4 Makes arrangements for CANQATE’s database;
1.5 Prepares CANQATE’s Annual Reports;
1.6 Prepares, organizes, and convenes CANQATE Annual General Meetings;
1.7 Prepares the necessary documents for CANQATE Board’s meetings;
1.8 Collects fees and subscriptions;
1.9 Serves as Chair, Deputy Chair, or Member of CANQATE standing and ad hoc committees.
1.10 Upholds the CANQATE Constitution, policies, procedures and operations;
1.11 Ensures that the operations of CANQATE avoid potential conflicts of interest;
1.12 Attends Board meetings (in person, teleconference, web conference, etc.); and.
1.13 Performa any other functions that would ensure the efficient operations of the Board.
2.0 QUALIFICATIONS, EXPERIENCE AND COMPETENCIES
2.1 Must be a representative of a CANQATE member in good financial standing;
2.2 Must have effective verbal, written communication and interpersonal skills;
2.3 Must have strong organizational skills;
2.4 Must be highly proficient in record keeping, and taking of Board minutes;
2.5 Must be willing to work in a regional environment;
2.6 Must be proficient in the digital environment and use of teleconferencing technology;
2.7 Must be able to maintain strict confidentiality in all CANQATE deliberations;
2.8 Must have a demonstrated commitment to high professional and ethical standards; and
2.9 Must acquire a sound working knowledge of and uphold the CANQATE Constitution,
policies, procedures and operations.
3.0 TIME COMMITMENT
3.1 A minimum of five (5) hours per month.
5. POSITION DESCRIPTION: TREASURER (ELECTED POSITION)
Position Summary
The Treasurer is responsible for the upkeep of financial records of CANQATE.
1.0 DUTIES AND RESPONSIBILITIES
1.1 Prepares and submits the Network’s financial statements at least two (2) weeks before the
Board and General Assembly meetings;
1.2 Oversees the preparation of the budget;
1.3 Proposes subscription rates to the Board for endorsement by the Board and presentation to the
General Assembly for approval;
1.4 Serves as Chair, Deputy Chair, or Member of CANQATE standing and ad hoc committees;
1.5 Upholds the CANQATE Constitution, policies, procedures and operations;
1.6 Ensures that the operations of CANQATE avoid potential conflicts of interest;
1.7 Attends Board meetings (in person, teleconference, web conference, etc.); and
1.8 Any other functions that would ensure the efficient operations of the Board.
2.0 QUALIFICATIONS, EXPERIENCE AND COMPETENCIES
2.1 Must be a representative of a CANQATE member in good financial standing;
2.2 Must have a background and work experience in finance;
2.3 Must have strong verbal and written communication skills;
2.4 Must have strong organizational skills;
2.5 Must be willing to work in a regional environment;
2.6 Must be proficient in the digital environment and use of teleconferencing technology;
2.7 Must be able to maintain strict confidentiality in all CANQATE deliberations;
2.8 Must have a demonstrated commitment to high professional and ethical standards; and
2.9 Must acquire a sound working knowledge of and uphold the CANQATE Constitution, policies,
procedures and operations
3.0 TIME COMMITMENT
3.1 A minimum of five (5) hours per month.
6. POSITION DESCRIPTION: BOARD MEMBER (THREE ELECTED POSITIONS)
Position Summary
A Board member represents CANQATE and contributes to ensuring the effective and efficient
functioning of CANQATE.
1.0 DUTIES AND RESPONSIBILITIES
1.1 Maintains relations with other similar associations;
1.2 Promotes the work of CANQATE;
1.3 Contributes to Board discussions;
1.4 Carries out regular duties of the Network;
1.5 Serves as Chair, Deputy Chair, or Member of CANQATE standing and ad hoc committees.
1.6 Contributes to activities of working groups;
1.7 Carries out any specific mandates of the General Assembly, the Board, or the President within
the terms of the Constitution.
1.8 Upholds the CANQATE Constitution, policies, procedures and operations;
1.9 Ensures that the operations of CANQATE avoid potential conflicts of interest;
1.10 Attends Board meetings (in person, teleconference, web conference, etc.); and
1.11 Performs any other functions that would ensure the efficient operations of the Board.
2.0 QUALIFICATIONS, EXPERIENCE AND COMPETENCIES
2.1 Must be a representative of a CANQATE member in good financial standing;
2.2 Must have strong verbal and written communication skills;
2.3 Must have strong organizational skills;
2.4 Must be willing to work in a regional environment;
2.5 Must be proficient in the digital environment and use of teleconferencing technology;
2.6 Must be able to maintain strict confidentiality in all CANQATE deliberations;
2.7 Must have a demonstrated commitment to high professional and ethical standards; and
2.8 Must acquire a sound working knowledge of and uphold the CANQATE Constitution,
policies, procedures and operations.
3.0 TIME COMMITMENT
3.1 A minimum of three (3) hours per month.
7. POSITION DESCRIPTION: REGIONAL COORDINATOR
(THREE NON-ELECTED POSITIONS)
Position Summary
A Regional Coordinator encourages and supports the establishment and sustainability of focus groups
in each territory.
1.0 DUTIES AND RESPONSIBILITIES
1.1 Encourages and supports the coordination of activities pertinent to CANQATE and quality
assurance;
1.2 Encourages and supports the promotion of CANQATE and quality assurance issues within each
country;
1.3 Encourages, supports, and assists in CANQATE membership drives for all membership
categories;
1.4 Serves as Chair, Deputy Chair, or Member of CANQATE standing and ad hoc committees;
1.5 Upholds the CANQATE Constitution, policies, procedures and operations;
1.6 Ensures that the operations of CANQATE avoid potential conflicts of interest;
1.7 Attends Board meetings (in person, teleconference, web conference, etc.); and
1.8 Performs any other functions that would ensure the efficient operations of the Board.
2.0 QUALIFICATIONS, EXPERIENCE AND COMPETENCIES
2.1 Must be a representative of a CANQATE member in good financial standing;
2.2 Must have strong verbal and written communication skills;
2.3 Must have strong organizational skills;
2.4 Must be willing to work in a regional environment;
2.5 Must be proficient in the digital environment and use of teleconferencing technology;
2.6 Must be able to maintain strict confidentiality in all CANQATE deliberations;
2.7 Must have a demonstrated commitment to high professional and ethical standards; and
2.8 Must acquire a sound working knowledge of and uphold the CANQATE Constitution, policies,
procedures and operations.
3.0 TIME COMMITMENT
3.1 A minimum of three (3) hours per month.
8. POSITION DESCRIPTION: IMMEDIATE PAST PRESIDENT
Position Summary
The Immediate Past President serves as an ex-officio member of the Board with no voting rights.
He/she serves in an advisory capacity and as a source of historical information to ensure continuity and
consistency in Board affairs and activities.
9. CANQATE STANDING AND AD HOC COMMITTEES
Membership Growth and Core Group Management Committee
Membership Services and Public Information Committee
Research and Publications Committee
Education and Professional Development Committee
Consultancy and Technical Cooperation Committee
Partnerships and Alliances Committee
Project Monitoring and Evaluation Committee
Operations and Policy Framework Committee
Finance Committee
Business Development Committee