Reviewing the Organization's Mission StatementCleopatra Allen
Need more information on how to review the organization's mission statement? Need to know what to think about or consider in the development of a mission statement? Review this presentation.
Career education & guidance in schools Premanand Rai
Predictions about participation in the 21st-century workforce are being proven accurate every day. It does demand lifelong learning and an enduring capacity to manage change. Globalization has created even more challenges as well as opportunities for everyone. Young people are entering a more complex and dynamic environment where the interface between work and other facets of life is constantly being reappraised.
As the world changed and opportunities grew, the matching process became more complex. More young people had to decide whether to continue their education or get a job. They had to think about the longer-term consequences of their decisions as well as their next steps. So, careers work changed and young people began to receive some careers education in preparation for their ‘end of school’ guidance interview. This was normally a handful of lessons giving information about the opportunities on offer and advice on how to complete application forms and construct CVs.
Earlier the World of Career was quiet different - In the early days, careers work focused on matching individuals to specific opportunities in education and work. As choice was limited, many young people simply followed in their family’s footsteps. Making decisions about the next steps was a straightforward process, taking little time and requiring little preparation. For most students, an ‘end of school’ careers guidance interview with the Youth Employment Service was generally sufficient.
:: Technology, globalization and other developments have continued to transform the world, and change has become a feature of daily life. In schools, curriculum change meant that young people had some choice about which subjects to study in Years 10 and 11. To help them make these ‘career choices’, most schools extended their careers education lessons into Year 9 and gave young people earlier access to careers guidance.
:: International interest in career education and guidance is increasing as governments acknowledge the personal, social and economic benefits of equipping school students with the attitudes, knowledge and transferable skills they will need to become self-reliant career management and lead positive and fulfilled lives.
Division Meeting - Feb. 25, 2022
University of South Carolina Division of Student Affairs and Academic Support
presenters:
Megan Colascione, Student Life, Staff Senate
Pam Bowers, Planning, Assessment and Innovation
Jennifer Keup, National Resource Center for The First-Year Experience and Students in Transition
Career Conversions: the perfect storm, Birmingham, England November 2017Deirdre Hughes
This presentation is designed to inform and support managers and practitioners from differing education and employment settings to listen to the voices of young people and their particular challenges when it comes to gaining exposure to and experience of the world of work. It also shares some findings from research into Adult Education in England and captures the voices of adults.
Reviewing the Organization's Mission StatementCleopatra Allen
Need more information on how to review the organization's mission statement? Need to know what to think about or consider in the development of a mission statement? Review this presentation.
Career education & guidance in schools Premanand Rai
Predictions about participation in the 21st-century workforce are being proven accurate every day. It does demand lifelong learning and an enduring capacity to manage change. Globalization has created even more challenges as well as opportunities for everyone. Young people are entering a more complex and dynamic environment where the interface between work and other facets of life is constantly being reappraised.
As the world changed and opportunities grew, the matching process became more complex. More young people had to decide whether to continue their education or get a job. They had to think about the longer-term consequences of their decisions as well as their next steps. So, careers work changed and young people began to receive some careers education in preparation for their ‘end of school’ guidance interview. This was normally a handful of lessons giving information about the opportunities on offer and advice on how to complete application forms and construct CVs.
Earlier the World of Career was quiet different - In the early days, careers work focused on matching individuals to specific opportunities in education and work. As choice was limited, many young people simply followed in their family’s footsteps. Making decisions about the next steps was a straightforward process, taking little time and requiring little preparation. For most students, an ‘end of school’ careers guidance interview with the Youth Employment Service was generally sufficient.
:: Technology, globalization and other developments have continued to transform the world, and change has become a feature of daily life. In schools, curriculum change meant that young people had some choice about which subjects to study in Years 10 and 11. To help them make these ‘career choices’, most schools extended their careers education lessons into Year 9 and gave young people earlier access to careers guidance.
:: International interest in career education and guidance is increasing as governments acknowledge the personal, social and economic benefits of equipping school students with the attitudes, knowledge and transferable skills they will need to become self-reliant career management and lead positive and fulfilled lives.
Division Meeting - Feb. 25, 2022
University of South Carolina Division of Student Affairs and Academic Support
presenters:
Megan Colascione, Student Life, Staff Senate
Pam Bowers, Planning, Assessment and Innovation
Jennifer Keup, National Resource Center for The First-Year Experience and Students in Transition
Career Conversions: the perfect storm, Birmingham, England November 2017Deirdre Hughes
This presentation is designed to inform and support managers and practitioners from differing education and employment settings to listen to the voices of young people and their particular challenges when it comes to gaining exposure to and experience of the world of work. It also shares some findings from research into Adult Education in England and captures the voices of adults.
WA Guidelines for Career Development and Transitions Dr Peter Carey
The Western Australian Guidelines for Career Development and Transition Support Services is a response to the National Framework for Career and Transition Services. This approach has been developed between the Department of Education and Training of Western Australia, the Catholic Education Office of Western Australia and the Association of Independent Schools of Western Australia and outlines a comprehensive approach by schools to assist students in managing the various stages of transition.
To make effective transitions through school and on to further education, training and employment, students require access to information and suitably qualified people that will assist them in this process. Before making and implementing decisions about careers, students also need to develop a knowledge and under standing of themselves in relation to the workforce and need to be aware of current labour market trends. This includes consolidating the skills required to learn further, as well as recognising and developing employability skills through the course of their everyday learning at school, in employment and training pathways, at home and in the community.
The objective of this Resource Collection is to provide students with access to career development services and information that will assist them to make informed choices about learning, work and life opportunities. The Guidelines present a range of options which could be implemented to support young people in making effective transitions and can be used as a tool to assist schools in planning for and providing services and information to support this process.
http://www.ceo.wa.edu.au/home/carey.peter/guidelines.html
A business plan is a document that outlines the goals, strategies, and financial projections of a new or existing business. It typically includes sections such as an executive summary, company description, market analysis, organization and management structure, product or service offerings, marketing and sales strategies, and financial forecasts. The purpose of a business plan is to provide a roadmap for the business and to attract investors or secure funding.
WA Guidelines for Career Development and Transitions Dr Peter Carey
The Western Australian Guidelines for Career Development and Transition Support Services is a response to the National Framework for Career and Transition Services. This approach has been developed between the Department of Education and Training of Western Australia, the Catholic Education Office of Western Australia and the Association of Independent Schools of Western Australia and outlines a comprehensive approach by schools to assist students in managing the various stages of transition.
To make effective transitions through school and on to further education, training and employment, students require access to information and suitably qualified people that will assist them in this process. Before making and implementing decisions about careers, students also need to develop a knowledge and under standing of themselves in relation to the workforce and need to be aware of current labour market trends. This includes consolidating the skills required to learn further, as well as recognising and developing employability skills through the course of their everyday learning at school, in employment and training pathways, at home and in the community.
The objective of this Resource Collection is to provide students with access to career development services and information that will assist them to make informed choices about learning, work and life opportunities. The Guidelines present a range of options which could be implemented to support young people in making effective transitions and can be used as a tool to assist schools in planning for and providing services and information to support this process.
http://www.ceo.wa.edu.au/home/carey.peter/guidelines.html
A business plan is a document that outlines the goals, strategies, and financial projections of a new or existing business. It typically includes sections such as an executive summary, company description, market analysis, organization and management structure, product or service offerings, marketing and sales strategies, and financial forecasts. The purpose of a business plan is to provide a roadmap for the business and to attract investors or secure funding.
The Year in Review report offers a glance at the work of the departments and areas that comprise Student Affairs. There is much beyond what's contained here, however. We continue to look for ways to collaborate among departments and with our colleagues across the university in efforts to creating an inclusive campus environment and a signature undergraduate experience.
answer this Would they motivate you as an employee Do they motiv.docxboyfieldhouse
answer this
Would they motivate you as an employee? Do they motivate you as students? For whom do you think they are written? Can you think of anything going on at PSU that is in conflict with any of these statements?
Vision
Our vision is to be an internationally recognized urban university known for excellence in student learning, innovative research, and community engagement that contributes to the economic vitality, environmental sustainability, and quality of life in the Portland region and beyond.
Mission
Portland State University’s mission is to enhance the intellectual, social, cultural and economic qualities of urban life by providing access throughout the life span to a quality liberal education for undergraduates and an appropriate array of professional and graduate programs especially relevant to metropolitan areas. The University conducts research and community service that support a high quality educational environment and reflect issues important to the region. It actively promotes the development of a network of educational institutions to serve the community.
Values
The pursuit of our vision rests on our success in transforming undergraduate education, our growing research programs, our strong collaboration with the community, and the core values we hold. These values describe not only what PSU is now, but what it will be in the future.
Learning and Discovery
PSU values intellectual inquiry in its undergraduate and graduate programs, provides leadership in the development of knowledge, and creates opportunities for the application of knowledge to real-world problems. We maintain a welcoming and stimulating environment that is conducive to success for students, faculty, and staff. We value tenure as an essential component of this environment.
Access to Learning
PSU is committed to providing access and opportunity to learners from regional, national, and international communities in their pursuit of lifelong learning and diverse educational goals.
A Climate of Mutual Respect
PSU values diversity and fosters a climate of mutual respect and reflection that supports different beliefs and points of view and the open exchange of ideas.
Openness and Reflection
PSU endeavors to improve continuously as a university through reflection and open assessment of our activities.
Community and Civic Engagement
PSU values its identity as an engaged university that promotes a reciprocal relationship between the community and the University in which knowledge serves the city and the city contributes to the knowledge of the University.
We value our partnerships with other institutions, professional groups, the business community, and community organizations, and the talents and expertise these partnerships bring to the University. We embrace our role as a responsible citizen of the city, the state, the region, and the global community and foster actions, programs, and scholarship that will lead to a sustainable future.
PSU - School of .
Boarding schools have been around for centuries, providing students with outstanding academic and personal growth experiences. With their structured and well-rounded programs, the best boarding schools prepare students for their future in a way that traditional schools can’t. In this article, we will discuss how boarding schools nurture students for their future success.
Presentation for the 2017 AACC conference featuring three ATD initiatives: Adjunct Faculty, Teaching & Learning National Institute, and the OER Degree Initiative
"Student Affairs," presented by Dennis Pruitt at the College Business Management Institute, 2016
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Through our team of experts, the Division of Student Affairs and Academic Support enrolls academically prepared students and connects them with experiences and resources that will help them achieve a lifetime of meaningful leadership, service, employment and continued learning. Learn more at sc.edu/studentaffairs.
ENHANCING POSTGRADUATE TEACHING AND RESEARCH: Old Standards, New Challengesmusob2
As some Faculty members insulate themselves from new ideas that are driving the intellectual world to which they are connected, I have strong concerns about the future of Nigerian Universities. This is because universities are now faced with a much more complex operating environment and many competing needs, which compels a reassessment of mode of operation
Similar to Developing the Organization's Mission Statement, Core Values, and Strategic Goals (20)
Opendatabay - Open Data Marketplace.pptxOpendatabay
Opendatabay.com unlocks the power of data for everyone. Open Data Marketplace fosters a collaborative hub for data enthusiasts to explore, share, and contribute to a vast collection of datasets.
First ever open hub for data enthusiasts to collaborate and innovate. A platform to explore, share, and contribute to a vast collection of datasets. Through robust quality control and innovative technologies like blockchain verification, opendatabay ensures the authenticity and reliability of datasets, empowering users to make data-driven decisions with confidence. Leverage cutting-edge AI technologies to enhance the data exploration, analysis, and discovery experience.
From intelligent search and recommendations to automated data productisation and quotation, Opendatabay AI-driven features streamline the data workflow. Finding the data you need shouldn't be a complex. Opendatabay simplifies the data acquisition process with an intuitive interface and robust search tools. Effortlessly explore, discover, and access the data you need, allowing you to focus on extracting valuable insights. Opendatabay breaks new ground with a dedicated, AI-generated, synthetic datasets.
Leverage these privacy-preserving datasets for training and testing AI models without compromising sensitive information. Opendatabay prioritizes transparency by providing detailed metadata, provenance information, and usage guidelines for each dataset, ensuring users have a comprehensive understanding of the data they're working with. By leveraging a powerful combination of distributed ledger technology and rigorous third-party audits Opendatabay ensures the authenticity and reliability of every dataset. Security is at the core of Opendatabay. Marketplace implements stringent security measures, including encryption, access controls, and regular vulnerability assessments, to safeguard your data and protect your privacy.
Adjusting primitives for graph : SHORT REPORT / NOTESSubhajit Sahu
Graph algorithms, like PageRank Compressed Sparse Row (CSR) is an adjacency-list based graph representation that is
Multiply with different modes (map)
1. Performance of sequential execution based vs OpenMP based vector multiply.
2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
1. Performance of vector element sum using float vs bfloat16 as the storage type.
Sum with different modes (reduce)
1. Performance of sequential execution based vs OpenMP based vector element sum.
2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).
As Europe's leading economic powerhouse and the fourth-largest hashtag#economy globally, Germany stands at the forefront of innovation and industrial might. Renowned for its precision engineering and high-tech sectors, Germany's economic structure is heavily supported by a robust service industry, accounting for approximately 68% of its GDP. This economic clout and strategic geopolitical stance position Germany as a focal point in the global cyber threat landscape.
In the face of escalating global tensions, particularly those emanating from geopolitical disputes with nations like hashtag#Russia and hashtag#China, hashtag#Germany has witnessed a significant uptick in targeted cyber operations. Our analysis indicates a marked increase in hashtag#cyberattack sophistication aimed at critical infrastructure and key industrial sectors. These attacks range from ransomware campaigns to hashtag#AdvancedPersistentThreats (hashtag#APTs), threatening national security and business integrity.
🔑 Key findings include:
🔍 Increased frequency and complexity of cyber threats.
🔍 Escalation of state-sponsored and criminally motivated cyber operations.
🔍 Active dark web exchanges of malicious tools and tactics.
Our comprehensive report delves into these challenges, using a blend of open-source and proprietary data collection techniques. By monitoring activity on critical networks and analyzing attack patterns, our team provides a detailed overview of the threats facing German entities.
This report aims to equip stakeholders across public and private sectors with the knowledge to enhance their defensive strategies, reduce exposure to cyber risks, and reinforce Germany's resilience against cyber threats.
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Empowering the Data Analytics Ecosystem: A Laser Focus on Value
The data analytics ecosystem thrives when every component functions at its peak, unlocking the true potential of data. Here's a laser focus on key areas for an empowered ecosystem:
1. Democratize Access, Not Data:
Granular Access Controls: Provide users with self-service tools tailored to their specific needs, preventing data overload and misuse.
Data Catalogs: Implement robust data catalogs for easy discovery and understanding of available data sources.
2. Foster Collaboration with Clear Roles:
Data Mesh Architecture: Break down data silos by creating a distributed data ownership model with clear ownership and responsibilities.
Collaborative Workspaces: Utilize interactive platforms where data scientists, analysts, and domain experts can work seamlessly together.
3. Leverage Advanced Analytics Strategically:
AI-powered Automation: Automate repetitive tasks like data cleaning and feature engineering, freeing up data talent for higher-level analysis.
Right-Tool Selection: Strategically choose the most effective advanced analytics techniques (e.g., AI, ML) based on specific business problems.
4. Prioritize Data Quality with Automation:
Automated Data Validation: Implement automated data quality checks to identify and rectify errors at the source, minimizing downstream issues.
Data Lineage Tracking: Track the flow of data throughout the ecosystem, ensuring transparency and facilitating root cause analysis for errors.
5. Cultivate a Data-Driven Mindset:
Metrics-Driven Performance Management: Align KPIs and performance metrics with data-driven insights to ensure actionable decision making.
Data Storytelling Workshops: Equip stakeholders with the skills to translate complex data findings into compelling narratives that drive action.
Benefits of a Precise Ecosystem:
Sharpened Focus: Precise access and clear roles ensure everyone works with the most relevant data, maximizing efficiency.
Actionable Insights: Strategic analytics and automated quality checks lead to more reliable and actionable data insights.
Continuous Improvement: Data-driven performance management fosters a culture of learning and continuous improvement.
Sustainable Growth: Empowered by data, organizations can make informed decisions to drive sustainable growth and innovation.
By focusing on these precise actions, organizations can create an empowered data analytics ecosystem that delivers real value by driving data-driven decisions and maximizing the return on their data investment.
3. GUIDELINES (BART, C. (1998))
• Keep it simple
• 40 to 70 words—longer than 300 should be avoided
• Avoid jargon and confusing terms
• Should be unique
• Should really identify who we are as a University
• Should inspire
• Challenge the meaning of the words that are used
• Employees—”satisfied employees lead to satisfied
customers”—IHE, 2012
• Energize people to buy into the University’s goals
• Personal values should be the cornerstone
and bedrock
• Identify what stakeholders value
• Focus on the basics
• All organizational activities should reinforce the
message in the mission (foster commitment)
• e.g., planning, training, recruiting and rewarding should
support, facilitate, and reinforce the mission
• Content should include
• Purpose
• Identity
• Instructional focus
• The University’s commitments (e.g., instructional
programming, teaching, research, service, etc.)
• Responsibilities
Vision Statement: Our
hopes and dreams for
the future
4.
5. Southern University at Shreveport Louisiana, an institution within the Southern University A
& M System, seeks to provide quality education for its students while being committed to
the total community. This institution prepares students for careers in technical and
occupational fields; awards certificates, diplomas and associate degrees; and offers
courses and programs that are transferable to other colleges and universities. Dedicated to
excellence in instruction and community service, this open enrollment institution promotes
cultural diversity, provides Developmental and continuing education, and seeks partnerships
with business and industry.
SUSLA’s Current Mission Statement
TEAM A: “Southern University at Shreveport serves as a catalyst for empowering students
and the total community through diverse market driven educational opportunities. We
promote self-discovery in building scholarly generations of competitive, civically engaged
leaders.”
6. Southern University at Shreveport Louisiana, an institution within the Southern University A
& M System, seeks to provide quality education for its students while being committed to
the total community. This institution prepares students for careers in technical and
occupational fields; awards certificates, diplomas and associate degrees; and offers
courses and programs that are transferable to other colleges and universities. Dedicated to
excellence in instruction and community service, this open enrollment institution promotes
cultural diversity, provides Developmental and continuing education, and seeks partnerships
with business and industry.
SUSLA’s Current Mission Statement
TEAM B: The mission of Southern University at Shreveport (SUSLA) maintains as its highest priority,
the education and development of its students in challenging, yet safe and supportive community of
learners. The Southern University at Shreveport (SUSLA) preserves, expands and disseminates
knowledge in the humanities, sciences, arts and technology while providing a tradition philosophy of
learning in the cultivation of the arts. The Southern University at Shreveport (SUSLA) is committed to
quality in teaching that instills strength, skill and character essential for lifelong learning, personal
responsibility and achievement within a community that fosters free inquiry and embraces diversity.
7. Southern University at Shreveport Louisiana, an institution within the Southern University A & M
System, seeks to provide quality education for its students while being committed to the total
community. This institution prepares students for careers in technical and occupational fields; awards
certificates, diplomas and associate degrees; and offers courses and programs that are transferable
to other colleges and universities. Dedicated to excellence in instruction and community service, this
open enrollment institution promotes cultural diversity, provides Developmental and continuing
education, and seeks partnerships with business and industry.
SUSLA’s Current Mission Statement
TEAM C: Southern University at Shreveport, a two year community college within the Southern
University and A & M System, aims to equip students with the necessary tools to meet ever changing
community and global challenges. Dedicated to excellence in instruction, innovation and quality,
SUSLA invests in the preparation of students in high demand careers and life skills, providing a
comprehensive, affordable and flexible educational experience. The University strives to offer
students a holistic approach to educational attainment, allowing them to enhance and leave indelible
footprints in the regional economy and beyond. SUSLA puts students first, and this priority is guided
by the institution’s values of excellence, integrity, accountability and service.
8. What do we like about each
mission statement?
What should be in the final
mission statement?
10. • Each group read the excerpt
you were provided about core
values. Each group excerpt is
different.
• Tell the other groups what you
learned about core values.
11. QUALITY AND EXCELLENCE
INTEGRITY AND VIABILITY
ACCOUNTABILITY
CUSTOMER SERVICE
BUILDING A CULTURE OF
EVIDENCE
Are these values central to who
we are?
Will these values be valid 100
years from now?
Is there a gap between what we
are saying and what we are
doing?
Should any values be added or
taken away?
17. Break into the same small
groups
Review the SWOT Analysis
and the Survey Results
• What major issues need
to be addressed?
• What strengths do we
NEED to build on?
ISSUES THAT ARE TOO NARROW DO NOT WARRANT PLANNING
AND ISSUES THAT ARE TOO BROAD WILL BOG US DOWN!
18.
19. GOAL 1: INCREASE OPPORTUNITIES FOR STUDENT ACCESS AND SUCCESS
GOAL 2: ENSURE QUALITY AND ACCOUNTABILITY
GOAL 3: ENHANCE SERVICE TO THE COMMUNITIES AND STATE
GOAL 4: INCREASE PARTNERSHIPS AND COLLABORATION WITH EXTERNAL ENTITIES
GOAL 5: STRENGTHEN THE RESOURCE DEVELOPMENT PROGRAMS
GOAL 6: MAINTAIN A PLEASING, ATTRACTIVE, AND SAFE CAMPUS
GOAL 7: PRESERVE AN ATTRACTIVE AND SAFE WORKING ENVIRONMENT FOR
FACULTY/STAFF, STUDENTS AND THE GENERAL PUBLIC.
20. Break into the same small
groups
Review the previous goals
developed
What should we keep, what
should be toss?
