5th International Disaster and Risk Conference IDRC 2014 Integrative Risk Management - The role of science, technology & practice 24-28 August 2014 in Davos, Switzerland
Why You Need An Incubator Feasibility Study!Mark Long
It's NOT a Field of Dreams with Incubators - You need a Feasibility Study First! This Slideshow explains what an incubator is - and isn't - and the concepts, ins and outs of an Incubator feasibility study. What's in an feasibility study? What's not in one - and who should do it? It's here, in a simple to understand format, with notes!
Presentation at the APM Governance SIG conference: Governance and collaborative working 21st May 2013. Martin Samphire, Peter Hansford, Mark Sewell and Andy Murray.
APM Benefits Summit 2017 : Realising benefits in a changing world
From ambition to delivery: Don't just do something, stand there and think!
presented by Joseph Lowe, HMRC
22 June 2017
The document summarizes a workshop discussing a recommendation for a regional intermediary public-private partnership model to promote trade, logistics, and distribution (TLD) exports. Key points from the workshop include: surveying stakeholders identified gaps in capabilities like marketing and obstacles like cultural mindset; synthesizing survey results to develop initiatives to address gaps and obstacles; finalizing characteristics for the regional intermediary model including vision, capabilities, strengths, targeted industries, performance metrics, and board structure; and rationale for a hybrid public-private partnership model to leverage existing organizations and infrastructure. The goal is to create over 66,000 new jobs and economic growth through a world-class cross-border distribution hub.
Private sector has taken a much larger role in development interventions that ever before. This presentation outlines the Monitoring and Evaluation systems used by the International Finance Corporation and the Multilateral Guarantees Agency (MIGA) as well as how the Independent Evaluation Group assesses the effectiveness of these systems. Main messages of this presentation are:
- Private Sector operations have specific data gathering advantage/disadvantage based on their business model
- M&E systems should adopt to the business practices to be effective and efficient
- M&E can influence learning, quality of work and outcome
Overview of developments in project management - ICE MPL ProceedingsDonnie MacNicol
Members of the Management, Procurement and Law editorial advisory panel provide overviews of their areas of expertise, highlighting recent and forthcoming developments likely to affect engineers and others working in the fields of management, procurement and law.
This document summarizes the key findings of a study on the entrepreneurial dimension of cultural and creative industries in Europe. It finds that small and medium enterprises face significant challenges accessing finance, markets, intellectual property protection, and developing entrepreneurial skills. Recommendations include improving data collection on these industries, providing support for networking and collaboration, and addressing the lack of access to long-term financing and knowledge of market opportunities for small creative businesses.
Seine neuesten Arbeiten und Erkenntnisse zur Innovationsforschung hat Prof. Dr. Henning Breuer auf der diesjährigen ISPIM-Konferenz in Dublin vorgestellt. Auf dieser Konferenz diskutieren die weltweit in Innovationsthemen führenden Universitäten und Großunternehmen ihre jüngsten Erkenntnisse und stellen sich den anstehenden Herausforderungen der Zukunft.
Denn die im Innovationsmanagement etablierten Methoden zu Wertschöpfungsnetzwerken stoßen zunehmend an Grenzen. Vertrackte Probleme - wie die Schwierigkeit, die regionale Energiewirtschaft nachhaltig neu zu gestalten - verlangen nach neuen Lösungsansätzen. Prof. Dr. Breuer geht in seinem Forschungsansatz über die etablierten Methoden zur Innovation in Produkten, Diensten und Geschäftsmodellen hinaus und wagt sich in eine neue Welt wertbasierter und nachhaltigkeitsorientierter Innovationen vor.
Why You Need An Incubator Feasibility Study!Mark Long
It's NOT a Field of Dreams with Incubators - You need a Feasibility Study First! This Slideshow explains what an incubator is - and isn't - and the concepts, ins and outs of an Incubator feasibility study. What's in an feasibility study? What's not in one - and who should do it? It's here, in a simple to understand format, with notes!
Presentation at the APM Governance SIG conference: Governance and collaborative working 21st May 2013. Martin Samphire, Peter Hansford, Mark Sewell and Andy Murray.
APM Benefits Summit 2017 : Realising benefits in a changing world
From ambition to delivery: Don't just do something, stand there and think!
presented by Joseph Lowe, HMRC
22 June 2017
The document summarizes a workshop discussing a recommendation for a regional intermediary public-private partnership model to promote trade, logistics, and distribution (TLD) exports. Key points from the workshop include: surveying stakeholders identified gaps in capabilities like marketing and obstacles like cultural mindset; synthesizing survey results to develop initiatives to address gaps and obstacles; finalizing characteristics for the regional intermediary model including vision, capabilities, strengths, targeted industries, performance metrics, and board structure; and rationale for a hybrid public-private partnership model to leverage existing organizations and infrastructure. The goal is to create over 66,000 new jobs and economic growth through a world-class cross-border distribution hub.
Private sector has taken a much larger role in development interventions that ever before. This presentation outlines the Monitoring and Evaluation systems used by the International Finance Corporation and the Multilateral Guarantees Agency (MIGA) as well as how the Independent Evaluation Group assesses the effectiveness of these systems. Main messages of this presentation are:
- Private Sector operations have specific data gathering advantage/disadvantage based on their business model
- M&E systems should adopt to the business practices to be effective and efficient
- M&E can influence learning, quality of work and outcome
Overview of developments in project management - ICE MPL ProceedingsDonnie MacNicol
Members of the Management, Procurement and Law editorial advisory panel provide overviews of their areas of expertise, highlighting recent and forthcoming developments likely to affect engineers and others working in the fields of management, procurement and law.
This document summarizes the key findings of a study on the entrepreneurial dimension of cultural and creative industries in Europe. It finds that small and medium enterprises face significant challenges accessing finance, markets, intellectual property protection, and developing entrepreneurial skills. Recommendations include improving data collection on these industries, providing support for networking and collaboration, and addressing the lack of access to long-term financing and knowledge of market opportunities for small creative businesses.
Seine neuesten Arbeiten und Erkenntnisse zur Innovationsforschung hat Prof. Dr. Henning Breuer auf der diesjährigen ISPIM-Konferenz in Dublin vorgestellt. Auf dieser Konferenz diskutieren die weltweit in Innovationsthemen führenden Universitäten und Großunternehmen ihre jüngsten Erkenntnisse und stellen sich den anstehenden Herausforderungen der Zukunft.
Denn die im Innovationsmanagement etablierten Methoden zu Wertschöpfungsnetzwerken stoßen zunehmend an Grenzen. Vertrackte Probleme - wie die Schwierigkeit, die regionale Energiewirtschaft nachhaltig neu zu gestalten - verlangen nach neuen Lösungsansätzen. Prof. Dr. Breuer geht in seinem Forschungsansatz über die etablierten Methoden zur Innovation in Produkten, Diensten und Geschäftsmodellen hinaus und wagt sich in eine neue Welt wertbasierter und nachhaltigkeitsorientierter Innovationen vor.
This document discusses benefits management for business cases. It describes a "Better Business Case" approach used by the UK and Welsh governments for investments over £5 million. The approach involves developing a Strategic Outline Case, Outline Business Case, and Full Business Case across three stages. These cases ask five key questions and provide decision-makers assurance that investments are the right decisions. The document then discusses applying this approach to a £1.4 billion Welsh school investment program, identifying, quantifying, and managing benefits at each stage of planning and delivery. It considers whether the approach is too scientific and how to legitimately claim indirect benefits.
The document discusses the NSF IGERT program which aims to train PhD students in science and engineering with business skills through a cross-university graduate program called TI:GER. It notes industry surveys find STEM PhD graduates lack management, communication, and teamwork skills. The TI:GER program partners students from Georgia Tech and Emory in interdisciplinary teams to gain these skills through courses, workshops, and integrated research projects addressing technical and business issues together. The goal is for students to produce technically rigorous dissertations with market relevance.
Technology business incubators (TBIs) provide resources and services to support startup businesses in order to increase their chances of success. TBIs aim to create jobs and economic growth through business development assistance, networking opportunities, educational programs, and facility services. Government agencies support TBIs through various funding programs. TBIs support a wide range of industry sectors and provide services such as business training, investor connections, infrastructure, and regulatory compliance help. Successful TBIs require a strong support network, adequate financing, collaboration with other organizations, and a focus on generating business results.
Identifying knowledge value measurement in a company - june 2006Epistema
Paper Contribution for Knowledge Board Community - UK- after Conference: "Contactivity '06" - april 2006, at Business School of University of Greenwich - London
The document summarizes the findings of a project that provided support to minority entrepreneurs and small business owners. It describes the project activities, including skills audits and business development planning. Key findings included skills gaps in areas like strategic planning and marketing across different ethnic groups. Recommendations included the need for more support services tailored to the distinct needs of minority-owned businesses and better data collection.
The document discusses technology exports and joint ventures. It provides details on different types of technology exports, including transfers of intellectual property rights and licensing agreements. It also outlines the objectives and needs for technology exports, such as earning royalties and accessing technical knowledge. Joint ventures are described as strategic partnerships between two or more companies, where they share resources to achieve common goals. Successful factors for joint ventures include partner selection, access to financing, adopting modern practices, and technology transfers. Examples provided include the Shanghai BOC industrial gases joint venture and the Sony-Ericsson mobile phone partnership.
Development of school curricula questionaires and answerstomekovacevic
This document compares responses from children and grandparents on questions about family life, living situations, and celebrations. It finds that currently, children typically live in homes with fewer family members and rooms compared to grandparents. Both generations traditionally come together for dinner and religious holidays. While children now sometimes celebrate birthdays, grandparents did not mention this practice.
This document discusses initiatives for integrating disaster risk reduction education into school curricula. It provides an overview of a mapping exercise of DRR curricula in 30 countries and identifies common approaches and gaps. Specifically, it finds limited subject areas for DRR, a lack of integration across grades and subjects, and no comprehensive list of learning outcomes. It then presents knowledge, skills and attitudes that could be covered, and provides a guidance tool for curriculum developers with five dimensions of DRR learning and ways to vertically and interdisciplinarily integrate DRR into school systems. The guidance has been piloted in several countries including Barbados, Jamaica, Laos, Thailand, Vietnam and Nepal.
The document discusses designing a lesson plan for faculty at a community college to help shift from a lecture-focused teaching style to one centered around developing higher-level thinking skills in students. The lesson plan will introduce Bloom's Taxonomy and have faculty design a revised syllabus that incorporates activities emphasizing higher-order thinking. The goal is to model critical thinking for students and help faculty move past solely lecturing and memorization of facts. Attachments provide a content analysis of topics to be covered and learning objectives for the lesson with measurable criteria.
5th International Disaster and Risk Conference IDRC 2014 Integrative Risk Management - The role of science, technology & practice 24-28 August 2014 in Davos, Switzerland
5th International Disaster and Risk Conference IDRC 2014 Integrative Risk Management - The role of science, technology & practice 24-28 August 2014 in Davos, Switzerland
This document discusses the goals and activities of Ertugrul Gazi Primary School in Istanbul, Turkey. The school aims to (1) contribute to the development of disadvantaged students and their communities through education, and (2) promote sustainable development through international projects. Key activities include seminars and courses for students and parents to foster education, literacy programs, environmental education projects, and using various teaching methods like games and role-playing to engage students.
The role of technology in curicculum deliveryAlex Legara
This document discusses the role of technology in implementing curriculum and delivering instruction. It defines instructional media/technology and outlines various types, including non-projected materials like books and models, and projected materials like videos and computer presentations. When selecting technology, teachers should consider factors like practicality, appropriateness for learners, activity suitability, and matching objectives. Technology integration progresses through phases like introducing, reinforcing, supplementing and extending instruction. External signs of effective integration include changes to traditional class structure, improved learning quality, and strategic planning around technology's instructional role.
Types of Early Childhood Curricula by Arianny Calcagno, M.Ed.Arianny Calcagno
1. The document describes 7 types of early childhood curricula models including developmental, cognitive, constructivist, ecological/functional, behavioral, psychosocial, and developmentally appropriate practice curricula.
2. It provides details on each model including the underlying theory, examples of interventions, and instructional approaches. For example, the cognitive curriculum is based on Piaget's cognitive psychology theories and focuses on developing thinking skills through direct experiences and age-appropriate activities.
3. The document also discusses the Individualized Education Program (IEP) and Individualized Family Service Plan (IFSP), which are used to guide curriculum planning for children with disabilities ages 3-5 and infants/toddlers respectively. The
The document discusses several early childhood education models including Montessori, Bank Street, Waldorf, High Scope, and Reggio Emilia. Each model has distinct approaches to the environment, children, teachers, materials, and curriculum. For example, Montessori focuses on didactic materials in organized classrooms while Bank Street builds on children's experiences in interest areas. The Reggio Emilia model emphasizes aesthetics, child-led projects, and teacher documentation.
The document provides information about a student's field study experience at Holy Cross College High School Department. It includes the student's name and course/year of study, details about the cooperating school and instructor, and the dates of submission and interview. It then summarizes the school's vision, mission, goals and objectives which focus on developing students' spirituality, excellence, social responsibility and leadership. The document analyzes how the school's vision and goals inform curriculum design and the teaching methods used to achieve them. It also reflects on how students demonstrate internalizing the school's focus through their behavior and participation.
To understand the concept of theory, it is essential to understand the nature of theory in general.
Historically, the Received View holds that a theory is a formalized, deductively connected bundle of laws that are applicable in specifiable ways to their observable manifestations. In the Received View, a small number of concepts are selected as bases for the theory; axioms are introduced that specify the fundamental relationships among those concepts; and definitions are provided, specifying the remaining concepts of the theory in terms of the basic ones.
Types of Curriculums operating in schoolsedwin53021
This document outlines the different types of curriculum that operate in schools:
1) Recommended curriculum refers to what is proposed by experts but may not be what is actually taught.
2) Written curriculum appears in official documents and is developed by curriculum experts and teachers.
3) Taught curriculum is what teachers implement in the classroom and can vary between teachers and learning styles.
4) Supported curriculum includes resources like textbooks and materials that support the curriculum.
5) Assessed curriculum refers to evaluations used to determine student progress and teaching effectiveness.
Implimenting the curriculum the roles of stakeholders ---hazel and jericPhillip Murphy Bonaobra
This document discusses the key stakeholders in curriculum implementation, including learners, teachers, administrators, parents, community members, and other organizations. It states that learners should be at the center of any curriculum design, as their learning and development is the ultimate goal. Teachers play a crucial role as both developers and implementers of curriculum. Administrators provide leadership, oversight, and resources. Parents support curriculum through involvement in their children's education. Community members can provide local knowledge and resources. Other stakeholders like professional organizations and government agencies influence curriculum through standards and regulations.
Here are samples of documents that could go in the portfolio:
Academic Budget
- Budget allocation for instructional materials (e.g. textbooks, lab equipment)
- Budget for cocurricular activities (e.g. field trips, competitions)
Scope and Sequence Chart
- Outlines competencies/skills to be developed each year in a subject area
- Shows progression/building on prior learning each year
Teaching Guide
- Weekly lesson plans for a subject/course
- Includes learning objectives, activities, assessment
Course Guide
- Description of course, prerequisites, outcomes
- Syllabus with topics, assignments, assessment criteria
- Required and optional readings/resources
The document discusses curriculum goals, learning objectives, and their importance in education. It defines goals as broad statements about what students should know or be able to do upon graduating. Objectives are more specific and measurable statements about the intended behavioral changes and skills students will exhibit after a learning experience. The document also outlines different types of objectives, such as general vs specific, and taxonomies for classifying objectives, including Bloom's Taxonomy for cognitive objectives, Krathwohl's Taxonomy for affective objectives, and Harrow's Taxonomy for psychomotor objectives. Goals are more general while objectives should be specific, measurable, attainable, relevant and time-bound to guide lesson planning and evaluation.
This document discusses curriculum implementation and change. It defines curriculum implementation as putting the written curriculum into practice through subjects, syllabi and course guides. Curriculum change is described as an ongoing process that can lead to improvements if done incrementally with time, energy and resources. The document categorizes types of curriculum change and analyzes the driving and restraining forces that impact curriculum changes through a force field analysis model.
This document discusses benefits management for business cases. It describes a "Better Business Case" approach used by the UK and Welsh governments for investments over £5 million. The approach involves developing a Strategic Outline Case, Outline Business Case, and Full Business Case across three stages. These cases ask five key questions and provide decision-makers assurance that investments are the right decisions. The document then discusses applying this approach to a £1.4 billion Welsh school investment program, identifying, quantifying, and managing benefits at each stage of planning and delivery. It considers whether the approach is too scientific and how to legitimately claim indirect benefits.
The document discusses the NSF IGERT program which aims to train PhD students in science and engineering with business skills through a cross-university graduate program called TI:GER. It notes industry surveys find STEM PhD graduates lack management, communication, and teamwork skills. The TI:GER program partners students from Georgia Tech and Emory in interdisciplinary teams to gain these skills through courses, workshops, and integrated research projects addressing technical and business issues together. The goal is for students to produce technically rigorous dissertations with market relevance.
Technology business incubators (TBIs) provide resources and services to support startup businesses in order to increase their chances of success. TBIs aim to create jobs and economic growth through business development assistance, networking opportunities, educational programs, and facility services. Government agencies support TBIs through various funding programs. TBIs support a wide range of industry sectors and provide services such as business training, investor connections, infrastructure, and regulatory compliance help. Successful TBIs require a strong support network, adequate financing, collaboration with other organizations, and a focus on generating business results.
Identifying knowledge value measurement in a company - june 2006Epistema
Paper Contribution for Knowledge Board Community - UK- after Conference: "Contactivity '06" - april 2006, at Business School of University of Greenwich - London
The document summarizes the findings of a project that provided support to minority entrepreneurs and small business owners. It describes the project activities, including skills audits and business development planning. Key findings included skills gaps in areas like strategic planning and marketing across different ethnic groups. Recommendations included the need for more support services tailored to the distinct needs of minority-owned businesses and better data collection.
The document discusses technology exports and joint ventures. It provides details on different types of technology exports, including transfers of intellectual property rights and licensing agreements. It also outlines the objectives and needs for technology exports, such as earning royalties and accessing technical knowledge. Joint ventures are described as strategic partnerships between two or more companies, where they share resources to achieve common goals. Successful factors for joint ventures include partner selection, access to financing, adopting modern practices, and technology transfers. Examples provided include the Shanghai BOC industrial gases joint venture and the Sony-Ericsson mobile phone partnership.
Development of school curricula questionaires and answerstomekovacevic
This document compares responses from children and grandparents on questions about family life, living situations, and celebrations. It finds that currently, children typically live in homes with fewer family members and rooms compared to grandparents. Both generations traditionally come together for dinner and religious holidays. While children now sometimes celebrate birthdays, grandparents did not mention this practice.
This document discusses initiatives for integrating disaster risk reduction education into school curricula. It provides an overview of a mapping exercise of DRR curricula in 30 countries and identifies common approaches and gaps. Specifically, it finds limited subject areas for DRR, a lack of integration across grades and subjects, and no comprehensive list of learning outcomes. It then presents knowledge, skills and attitudes that could be covered, and provides a guidance tool for curriculum developers with five dimensions of DRR learning and ways to vertically and interdisciplinarily integrate DRR into school systems. The guidance has been piloted in several countries including Barbados, Jamaica, Laos, Thailand, Vietnam and Nepal.
The document discusses designing a lesson plan for faculty at a community college to help shift from a lecture-focused teaching style to one centered around developing higher-level thinking skills in students. The lesson plan will introduce Bloom's Taxonomy and have faculty design a revised syllabus that incorporates activities emphasizing higher-order thinking. The goal is to model critical thinking for students and help faculty move past solely lecturing and memorization of facts. Attachments provide a content analysis of topics to be covered and learning objectives for the lesson with measurable criteria.
5th International Disaster and Risk Conference IDRC 2014 Integrative Risk Management - The role of science, technology & practice 24-28 August 2014 in Davos, Switzerland
5th International Disaster and Risk Conference IDRC 2014 Integrative Risk Management - The role of science, technology & practice 24-28 August 2014 in Davos, Switzerland
This document discusses the goals and activities of Ertugrul Gazi Primary School in Istanbul, Turkey. The school aims to (1) contribute to the development of disadvantaged students and their communities through education, and (2) promote sustainable development through international projects. Key activities include seminars and courses for students and parents to foster education, literacy programs, environmental education projects, and using various teaching methods like games and role-playing to engage students.
The role of technology in curicculum deliveryAlex Legara
This document discusses the role of technology in implementing curriculum and delivering instruction. It defines instructional media/technology and outlines various types, including non-projected materials like books and models, and projected materials like videos and computer presentations. When selecting technology, teachers should consider factors like practicality, appropriateness for learners, activity suitability, and matching objectives. Technology integration progresses through phases like introducing, reinforcing, supplementing and extending instruction. External signs of effective integration include changes to traditional class structure, improved learning quality, and strategic planning around technology's instructional role.
Types of Early Childhood Curricula by Arianny Calcagno, M.Ed.Arianny Calcagno
1. The document describes 7 types of early childhood curricula models including developmental, cognitive, constructivist, ecological/functional, behavioral, psychosocial, and developmentally appropriate practice curricula.
2. It provides details on each model including the underlying theory, examples of interventions, and instructional approaches. For example, the cognitive curriculum is based on Piaget's cognitive psychology theories and focuses on developing thinking skills through direct experiences and age-appropriate activities.
3. The document also discusses the Individualized Education Program (IEP) and Individualized Family Service Plan (IFSP), which are used to guide curriculum planning for children with disabilities ages 3-5 and infants/toddlers respectively. The
The document discusses several early childhood education models including Montessori, Bank Street, Waldorf, High Scope, and Reggio Emilia. Each model has distinct approaches to the environment, children, teachers, materials, and curriculum. For example, Montessori focuses on didactic materials in organized classrooms while Bank Street builds on children's experiences in interest areas. The Reggio Emilia model emphasizes aesthetics, child-led projects, and teacher documentation.
The document provides information about a student's field study experience at Holy Cross College High School Department. It includes the student's name and course/year of study, details about the cooperating school and instructor, and the dates of submission and interview. It then summarizes the school's vision, mission, goals and objectives which focus on developing students' spirituality, excellence, social responsibility and leadership. The document analyzes how the school's vision and goals inform curriculum design and the teaching methods used to achieve them. It also reflects on how students demonstrate internalizing the school's focus through their behavior and participation.
To understand the concept of theory, it is essential to understand the nature of theory in general.
Historically, the Received View holds that a theory is a formalized, deductively connected bundle of laws that are applicable in specifiable ways to their observable manifestations. In the Received View, a small number of concepts are selected as bases for the theory; axioms are introduced that specify the fundamental relationships among those concepts; and definitions are provided, specifying the remaining concepts of the theory in terms of the basic ones.
Types of Curriculums operating in schoolsedwin53021
This document outlines the different types of curriculum that operate in schools:
1) Recommended curriculum refers to what is proposed by experts but may not be what is actually taught.
2) Written curriculum appears in official documents and is developed by curriculum experts and teachers.
3) Taught curriculum is what teachers implement in the classroom and can vary between teachers and learning styles.
4) Supported curriculum includes resources like textbooks and materials that support the curriculum.
5) Assessed curriculum refers to evaluations used to determine student progress and teaching effectiveness.
Implimenting the curriculum the roles of stakeholders ---hazel and jericPhillip Murphy Bonaobra
This document discusses the key stakeholders in curriculum implementation, including learners, teachers, administrators, parents, community members, and other organizations. It states that learners should be at the center of any curriculum design, as their learning and development is the ultimate goal. Teachers play a crucial role as both developers and implementers of curriculum. Administrators provide leadership, oversight, and resources. Parents support curriculum through involvement in their children's education. Community members can provide local knowledge and resources. Other stakeholders like professional organizations and government agencies influence curriculum through standards and regulations.
Here are samples of documents that could go in the portfolio:
Academic Budget
- Budget allocation for instructional materials (e.g. textbooks, lab equipment)
- Budget for cocurricular activities (e.g. field trips, competitions)
Scope and Sequence Chart
- Outlines competencies/skills to be developed each year in a subject area
- Shows progression/building on prior learning each year
Teaching Guide
- Weekly lesson plans for a subject/course
- Includes learning objectives, activities, assessment
Course Guide
- Description of course, prerequisites, outcomes
- Syllabus with topics, assignments, assessment criteria
- Required and optional readings/resources
The document discusses curriculum goals, learning objectives, and their importance in education. It defines goals as broad statements about what students should know or be able to do upon graduating. Objectives are more specific and measurable statements about the intended behavioral changes and skills students will exhibit after a learning experience. The document also outlines different types of objectives, such as general vs specific, and taxonomies for classifying objectives, including Bloom's Taxonomy for cognitive objectives, Krathwohl's Taxonomy for affective objectives, and Harrow's Taxonomy for psychomotor objectives. Goals are more general while objectives should be specific, measurable, attainable, relevant and time-bound to guide lesson planning and evaluation.
This document discusses curriculum implementation and change. It defines curriculum implementation as putting the written curriculum into practice through subjects, syllabi and course guides. Curriculum change is described as an ongoing process that can lead to improvements if done incrementally with time, energy and resources. The document categorizes types of curriculum change and analyzes the driving and restraining forces that impact curriculum changes through a force field analysis model.
Basic principles of curriculum developmentJhoanne Rafon
This document outlines Tyler's model for curriculum development which includes determining educational purposes, organizing learning experiences to meet those purposes, and evaluating whether the purposes were achieved. It discusses that purposes can be determined by studying learners, contemporary life, and subject specialists. Learning experiences should give opportunities to practice objectives, be satisfying, and be appropriately challenging. Experiences should contribute to multiple objectives and developing thinking abilities. Organization of experiences requires continuity, appropriate sequencing, and integration. Evaluation assesses changes in student behavior from early and later assessments to determine if objectives were realized.
Field Study 1, Episode 2 "The Learners' Characteristics and Needs"Ruschelle Cossid
This document provides tools and guidance for observing learners' characteristics across different developmental domains and age levels. It includes observation checklists for physical, social, emotional, and cognitive domains. The observer is asked to record their findings in a development matrix to allow comparisons across levels. Their analysis should identify salient characteristics of observed learners and implications for teaching methods. The observer is also prompted to reflect on how their own experiences compare to the learners, recall influential teachers, and share other insights. The portfolio section encourages applying Erik Erikson's psychosocial development theory to guiding one's teaching.
This presentation would help you guys know who are the stakeholders involved in curriculum implementation as well their role. It tackles also the Role of Technology in Delivering the Curriculum and the Pilot Testing, Monitoring and Evaluating of the curriculum.
Principles & theories in curriculum development pptchxlabastilla
The document discusses the definition and purpose of curriculum from several perspectives. It describes curriculum as the total learning experience for students, including academic subjects as well as informal activities. An effective curriculum considers students' needs, sets clear learning outcomes, and outlines the content and teaching methods needed to achieve those outcomes. It provides order and structure for administrators, teachers, and students to ensure students receive a well-rounded education that prepares them for further education and career opportunities.
The document discusses the business case for corporate sustainability and responsibility. It outlines several drivers that are pushing companies to adopt more sustainable practices, including increased regulation, resource scarcity, climate change, globalization, and public scrutiny. It argues that sustainability is a strategic issue that protects reputation and differentiation rather than just an attempt to "save the world". The document provides examples of how Kuoni, a travel company, incorporates sustainability into its business strategy and operations through initiatives like sustainable supply chain management, capacity building for suppliers, and improving working conditions in hotels.
The document discusses a project between several microfinance institutions and the ILO to implement innovations aimed at improving working conditions and addressing child labour through quantitative impact evaluations, with challenges including sample size reductions due to economic crises, translation issues, and high researcher turnover.
The SCORE program provides training to small and medium enterprises (SMEs) to improve productivity and working conditions. It trains over 2,400 managers and workers from 308 enterprises in 7 countries. SMEs adopting the training see benefits like 75-80% implementing good practices, 70% improved workplace relations, and productivity increases of 15-50%. The training, which costs $2,500 per enterprise, yields savings for SMEs of up to $15,000 within 3 months. SCORE helps SMEs improve competitiveness while enhancing worker conditions and safety.
Corporate Social Responsibility, or CSR, has received growing attention in the past decade. We’ll take a look at the roots of the concept, what it involves and some of the benefits which include lowered costs, improved employee satisfaction and a more positive impact on our world. We’ll also briefly discuss how many external vendors, from local energy auditors to FrontStream with our portfolio of tools, can help you accomplish CSR goals.
The Seal of Excellence for Poverty Outreach and Transformation in Microfinance is a global initiative currently under development that will recognize those institutions doing the most to help families lift themselves out of poverty. The Seal has been under development the past 19 months with input from a broad range of stakeholders and will continue in 2012.
This PowerPoint illustrates how the Seal fits in with current initiatives and how it has developed over time.
The document discusses outputs from previous EU projects that aim to support cultural and creative SMEs.
It summarizes four key outputs: 1) an innovation and internationalization audit methodology for SMEs, 2) a practical toolkit for supporting cultural enterprises, 3) outputs from a pilot project in Emilia-Romagna that provided services like advisory support and networking for startups, 4) a model business plan that SMEs can use to assess their status and identify development strategies.
It also discusses how cultural enterprise business models should consider relationships with the local territory and individuals, and how the territory provides institutions, education, cultural resources, other enterprises, and financing that impact cultural SMEs.
BBVA provides banking services with a focus on social responsibility and positive impact. It aims to have transparent, clear and responsible relationships with customers. Some of its key initiatives include financial education programs that have reached over 6.7 million people, microfinance programs that serve over 1.7 million customers, support for SMEs and entrepreneurs, addressing climate change through green financing and reducing its own environmental impact, and promoting a culture of social commitment among employees through volunteering and diversity programs.
- There is a paradox between communities wanting investment and concerns about environmental and social impacts, which can stop projects.
- Social performance refers to a company's strategy and programs to improve communities, measured by stakeholder assessments, while ensuring corporate social responsibility.
- Getting social performance right requires going beyond formal processes to build long-term trust and understanding priorities through deep communication and understanding community needs.
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ...Sustainable Brands
In this data-rich session, top-notch researchers will share their latest observations around the state of play of corporate sustainability within the broader economy, focusing on appetizing new market conditions, incentives, ROI studies and risk management opportunities. Each presentation will be followed by Q&A allowing attendees to glean additional insight on the spot and identify knowledge gaps by discussing the landscape of available data. Expect a wealth of hard information, accompanied by a great opportunity for Q&A with researchers and peers to help inform your strategy for 2014 and beyond.
The document summarizes MEDA's Techno-Links project which aims to increase access to financial services and agricultural technologies for over 200,000 poor households and smallholder farmers. The project works with 22 private sector partners in three countries. The summary outlines five key elements of effective private sector engagement for development projects based on lessons from Techno-Links: effective cross-sector communication, investing in mutually beneficial partnerships, advancing gender-inclusive business models, bringing a business approach to measuring results, and using creative information sharing for improved business practices.
The document discusses establishing the Arab Small, Medium and Micro Enterprise Development Organization (ASMEDO) to support SMMEs across Arab countries. It recommends ASMEDO be headquartered in an active Arab state and represented in others. ASMEDO would enhance innovation, entrepreneurship, and technology adoption for SMMEs. It also suggests establishing an Observatory within ASMEDO to monitor and evaluate SMME performance across various metrics to advise on improving support programs. The document outlines several studies needed to determine ASMEDO's organizational structure and operations with estimated costs of $2.5 million.
The document summarizes the services of Performance Visualization Studios, which conducts assessments of corporate stakeholder relationships to identify ways to improve cash flows and performance transparency. It details case studies where the company helped clients in industries like energy, construction, and mining centralize costs and measure individual employee performance. The company aims to map stakeholder networks and uses strategic partnerships to support client engagements nationally.
Presentation may 2014 rmit sustainability and integrated reportingMike Sewell
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Davos Shared Value Deck August 2014
1. Inter-American Development Bank
New approaches to sustainability –
A Shared Value Approach
Dr. Bettina Boekle
Social Sustainability Specialist
Davos, August 26, 2014
2. Structure of presentation
2
1 IDB context
2 Shifting from Business as Usual: Shared Value
3 Shared Value Examples
4 Cost-Benefit Analysis in Jamaica’s Hospitality
5 Key lessons learned and what is next
6 Reactions from our clients
3. Leading regional development bank in LAC
3
Our Clients
Corporations, private utilities,
infrastructure operators, financial
institutions, and PPPs
[Public Sector IDB: Governments]
Our Products and Services
Loans and guarantees
Senior and subordinated
Corporate and Project Finance
Ticket size: US$10-400 million
Concessional climate finance
Value creation services
7. What is Shared Value?
Driving business growth through solutions
that also drive social value creation
8. 8
Shared Value in the Spotlight
First Multilateral Development Bank to
join global Shared Value Initiative.
At IDB-Nestle Shared Value Conference
in Cartagena, three case studies were
presented: Nestle, Harvard, and SCF.
Donor funded TC for Shared Value
Appraisals
9. 9
• Addressing challenges to
more competitive business
• Addressing social needs for
more sustainable impact
• Achieving sustainable
change for the company
and community
If the investment doesn’t produce
higher financial returns for the
company, it’s not Shared Value
Shared Value Appraisal
Identify investments that create business + social value
10. Building a methodology for success
10
The Shared Value Appraisal methodology surfaces tangible investments to enhance returns:
• Strategic priorities
• Concrete outcomes
• Criteria for success
• Stakeholder definition
Definition/
Scope
Data
Collection
Lessons
Learned
Investment Analysis
• Literature review
• Stakeholder
engagement
• Shared Value Process
Worksheet
• Quantitative and
qualitative review and
analysis
• Menu of optimal
investments
• Stakeholder interviews
• Cost-benefit analysis
• Action Plan and
Roadmap
• Lessons learned for on-going
shared value
approach at enterprise
level
• Concrete Roadmap for
subsequent
implementation
1
2
4 3
5
11. Social, Environmental AND
Financial Sustainability as Goal
We see investments in sustainability as a business opportunity, moving
beyond a pure risk mitigation or compliance strategy (separate ESG
process)
Our shared value appraisals have to pass the test of:
Addressing a current and/or future business challenge of our client
Business and profitability (We are the Private Sector Department of a Bank!)
Developmental Impact (Social and/or environmental)
What else is needed to make it happen?
Innovative leadership with long-term vision and a willingness to commit time and
resources for design AND implementation (sustainability vision)
The ability to collect the relevant data and establish benchmarks to demonstrate and
measure impact over time (ex-ante and ex-post)
Motivation of internal clients (investment officers) and change management
12. Project example 1: Subsole Agribusiness Chile
12
VVaalluuee PPrrooppoossiittiioonn//NNeeeedd
Need to increase sustainability and competitiveness of
current labor force due to high seasonal volatility of
exporting Chilean fruit industry
Gender/Diversity improvement in supply chain
Supply chain management with contractors and SME
farmers: Improve contracting mechanisms/relationships to
improve quantity, quality and reliability of supplied fruits
Capacity building/training: Identification of needs for
differentiated capacity building adequate to increase
workers’ productivity, their loyalty and company’s
competitiveness in short-, medium- and long-run
OOppppoorrttuunniittyy ffoorr ssccaallee--uupp//rreepplliiccaattiioonn
Demonstration effect for fruit exporting industry leading to
scale-up and replication in Chile
Potential model for other countries in the region struggling
with same problem (work force retention)
13. Project Example 2: Inclusion Programs in Tourism in Jamaica
14
VVaalluuee PPrrooppoossiittiioonn//NNeeeedd
Opportunity to increase financial and business
sustainability of IDB client (Caribe), Jamaican
construction company and hotel operator (Marriott)
Component 1: Higher Inclusion of local (women-)
led SMEs in Marriott’s supply chain to reduce its
procurement and operating costs, increase
freshness and uniqueness of products, and provide
Caribe with increased profit-rate
Component 2: Hire Youth-At-Risk during hotel’s
construction and operation; increase hotel’s
reputation and trust building with local community
OOppppoorrttuunniittyy ffoorr ssccaallee--uupp//rreepplliiccaattiioonn
Social and environmental demonstration effect for tourism
industry in the Caribbean (first LEED building in Jamaica)
Potential model to be scaled up/replicated in 3 other
hotels of the IDB Client in LAC
14. Shared Value Methodology for Jamaica
15
Shared value is understood to be a composite of financial costs and benefits (monetary returns
on investment) and social costs and benefits.
Direct and indirect economic costs
and benefits for each organization
(E.g.: cost for training, benefit from lower
procurement cost, etc.)
Direct and indirect social costs and
benefits for each organization
(E.g.: licence to operate, etc.)
Direct and indirect social/economic
costs and benefits for stakeholders
(E.g.: improvement of well-being of
workers, increase of real estate value,
etc.)
Quantification of economic costs/benefits
List of potential costs/benefits
CBA for each
organization:
-Hotel owner & manager
-Contractor (construction)
-Training organizations
Monetization of social costs/benefits
Costs and benefits listed
but not quantified
15. CBA results summary
16
The Net Present Value has been calculated for each category of stakeholders:
Training of youth-at-
risk and inclusion
in the workforce as
laborers
Technical
training of
youth-at-risk
Inclusion of
local SMEs in
the hotel’s
supply chain
Training of youth-at-
risk and
inclusion in the
hospitality
workforce
Positive NPVs
for business
partners
16. Costs & Benefits for youth-at-risk, SMEs and the
community
17
Benefits to the community: poverty reduction, reduced criminality, increased public revenues from sales and
revenues tax, reduced public expenditure (security, social benefits)
Benefits to the community: poverty reduction, reduced criminality, increased public revenues from sales and
revenues tax, reduced public expenditure (security, social benefits)
17. Key Performance Indicators
Program-specific
Youth-at-risk programs
- # of youth-at-risk trained in construction (labourers and
technical workers) disaggregated by male and female
- # of youth-at-risk hired by construction company
(labourer and technical worker) disaggregated by male
and female
- # of contracts completed by youth-at-risk
- Level of performance of youth-at-risk (see baseline and
follow up surveys in Appendix A)
- Level of satisfaction of youth-at-risk working in
construction (economic and social impact)
Local SMEs program
- # of local SMEs included in the hotel’s supply chain
- Share of women-led SMEs
- # of contracts completed by local SMEs (including share
by women-led SMEs
- Amount in $ and share in % of total procurement
purchase from local sourcing (including from women-led
SMEs)
Business indicators
The inclusion programs are expected to have a
positive impact on the following business indicators
- Level of annual revenue generated by construction
company, hotel and local SMEs
- Amount of costs for hotel’s security
- Amount of expenses for hotel in case of riot or other event
- Amount of costs for logistics and marketing of hotel
- Hotel, construction contractor and SME’s market shares
- Organizations’ (hotel, construction company) brand
perception by stakeholders
See detailed costs and benefits rationale for each program in Appendix B
18
18. 19
Key Lessons Learned and what is next for us?
• Communication and cooperation between all stakeholders is necessary
• Data collection is one of the key processes requiring general collaboration
• Availability, or rather scarcity, of data can however represent a challenge in this process
• Training organizations, local business associations can provide:
• Resources for training and capacity building
• Pool of potential candidates thanks to established networks
• Clear identification of financial mechanisms and incentives necessary to demonstrate
broader social benefits and have support organizations’ buy-in
• Involvement and availability of local “experts” enable to confirm assumptions
during the project design and make informed choices
o CUSO Jamaica provided in-field support
o Interviews with key stakeholders were conducted
• The quantification and monetization phase is crucial to attribute values to costs
and benefits, requiring the use of proxies
Value-chain approach
(where applicable)
Existence of supporting
local organizations
Deep understanding of
the local reality
Translation of non-market
values into market values
19. How our clients react to the appraisal process:
“We would have never taken the time to discuss all this.
Now, we have pressure to deliver a real solution.”
CFO Chilean fruit exporter
“If you support a local, woman-owned bakery, how many
suppliers benefit? How many families? How many children
are then able to go to school and move on to good jobs?
We have always understood this process anecdotally but
are working more diligently on metrics, and the IDB-Deloitte
shared value team was able to show how to do so in
greater detail, including dollar value. This was a great
learning opportunity for us.”
Marriott VP for LAC
20
IDB partners with private sector stakeholders to achieve breakthrough financial results with high development impact
All of our deals have a focus on development, we have three high level goals, by 2015 to have supported $10B in climate friendly investment and 250,000 small and medium enterprises, as well as positively impacting 15 million people
IDB partners with private sector stakeholders to achieve breakthrough financial results with high development impact
All of our deals have a focus on development, we have three high level goals, by 2015 to have supported $10B in climate friendly investment and 250,000 small and medium enterprises, as well as positively impacting 15 million people
IDB partners with private sector stakeholders to achieve breakthrough financial results with high development impact
All of our deals have a focus on development, we have three high level goals, by 2015 to have supported $10B in climate friendly investment and 250,000 small and medium enterprises, as well as positively impacting 15 million people
Hydroelectrica Rio Las Vacas – Guatemala
45MW run of river hydro, 18KM northeast of Guatemala City.
Business Challenge: High maintenance costs due to high level of solid waste that must be removed before water can pass through the turbines.
Social problem: Local demographics show high levels of unemployment of unskilled labor in surrounding area and environmental degradation.
Shared Value Investment
The company invested in a recycling plant to recycle the plastic waste removed from the river, transform it into posts used for fencing, and helped form a cooperative of pickers to perform the work.
Financial Return to the Company
Decreased O&M costs due to reduced maintenance of turbines, damage-related shutdowns and fence posts.
Social Return to the Community
New source of local employment
Oxygenation of water flow improves water quality
Recycled fences used to reduce erosion and risk of landslides
Reduced need for incinerators and landfills, reduced carbon emissions.
Key Points:
Challenges faced by many companies in emerging markets often cannot be resolved internally because they are driven or exacerbated by the political, economic or social context and trends.
Such challenges are more effectively addressed through a shared value approach, leading to better outcomes over the long term, because they account for external factors over which the company has no control (contextualize and embed)
Successful implementation of shared value strategy and interventions may make companies better loan candidates via improved financial and risk profile of a client
As a consequence, a company’s reputation will improve as well as their business (word of mouth); this will benefit IDB indirectly
In the CBA calculations, the hotel owner (Caribe Hospitality) and the hotel manager (Marriott) are not distinguished as the agreement binding both parties (interests on revenues and on profit) makes it difficult to separate who will assume the costs and who will get the benefits.
Even using conservative assumptions, the model showed that including local businesses in the supply chain will bring economic benefits to the hotel’s owners and operators primarily from lower cost of local vs imported goods and logistics and process efficiencies, beginning in the first year of operations. Tangible returns on providing job training and experience to at-risk youth were harder to quantify, but the IDB-Deloitte team concluded—based on its interviews in Jamaica and research elsewhere—that efforts in this area would pay off in the long run, by fostering community goodwill, improving neighborhood security, and in general contributing to the broad goal of social inclusion
SME results for Caribe and Marriott:
Note: In the CBA calculations, the hotel owner (Caribe Hospitality) and the hotel manager (Marriott) are not distinguished as the agreement binding both parties (interests on revenues and on profit) makes it difficult to separate who will assume the costs and who will get the benefits.
Largest benefits starts in 2015, corresponding to the hotel’s opening and beginning of full operations
Costs are mainly administrative in order to identify, communicate with, monitor the SMEs and assess and adapt the needs: these are on-going costs but which are fairly minimal compared to the benefits as showed from 2015 to 2022
Benefits reflects various sources of savings and gains compared to « business-as-usual » as presented in preliminary projections, especially:
Avoided custom duties on imported goods thanks to locally sourced goods
Lower marketing costs thanks to local involvement
Lower logistics costs thanks to an increased resilience of the supply chain
Lower costs due to higher competition locally
Higher banquet revenues: local population expected to chose this hotel because it supports the local community and businesses
Youth-at risk results for Caribe/Marriott:
The costs mainly reflects the stipends/salaries paid by the hotel owner (CH) to the youth-at-risk
2018 costs explanation: Last cohort in 2017 with contracts that could extend until 2018
Benefits are minimal for this stakeholder at this point, as they mainly benefit the contractors in charge of the hotel’s construction
The program starts to have a real impact 3 years after the beginning of the program (2016/2017) as it accounts for the time needed to improve the corporative image and the reputation to be built, eventually leading to greater business opportunities.
It is expected that hotel would engage less security costs or have lower expenses in case of riot or social event due to the inclusion of youth at risk showing a certain level of engagement with the local community
Generation of proxies based on conservative estimates and taking into account expert input (e.g. lower productivity and higher turnover for youth at risk inclusion into hospitality workforce.