The document discusses cross-sector partnerships to promote STEM education. It describes how the Silicon Valley Education Foundation partners with schools, government, corporations, and nonprofits in the region. Key partnerships provide programs, funding, resources, and awareness to help students succeed in STEM. Challenges include differing priorities between partners, limited resources, and feeling threatened. Building effective partnerships requires ensuring the partnership fits with each organization's mission and goals.
The document describes SCOPI, a regional pioneer in organizational excellence and human performance improvement. SCOPI blends expertise from consultants, coaches, and trainers with technology to help organizations achieve high levels of performance, productivity, and profitability. SCOPI's methodology involves understanding business requirements, providing the right solutions like training and consulting, and ensuring continuous satisfaction through monitoring and support. SCOPI has expertise across various industries and focuses on areas like business excellence, organizational development, and human resources management.
The document discusses cross-sector partnerships to promote STEM education. It describes how the Silicon Valley Education Foundation partners with schools, government, corporations, and nonprofits in the region. Key partnerships provide programs, funding, resources, and awareness to help students succeed in STEM. Challenges include differing priorities between partners, limited resources, and feeling threatened. Building effective partnerships requires ensuring the partnership fits with each organization's mission and goals.
The document describes SCOPI, a regional pioneer in organizational excellence and human performance improvement. SCOPI blends expertise from consultants, coaches, and trainers with technology to help organizations achieve high levels of performance, productivity, and profitability. SCOPI's methodology involves understanding business requirements, providing the right solutions like training and consulting, and ensuring continuous satisfaction through monitoring and support. SCOPI has expertise across various industries and focuses on areas like business excellence, organizational development, and human resources management.
This document provides an overview of services offered by Jadarat, including Jadarat Consulting, Jadarat Learning, Jadarat Solutions, and Jadarat Research. Jadarat Consulting offers various services including performance management, assessment centers, competency frameworks, innovation management, strategy making, Investors in People excellence, and excellence readiness. Jadarat Learning provides learning programs, professional certificates, and blended learning approaches. Jadarat Solutions and Jadarat Research are also mentioned but no details are provided about their services.
Social Business Workshop - Payap University - Yunus CenterAndres Parraguirre
The document discusses social business and its key principles. It defines social business as a non-dividend company created to solve social problems by following Professor Muhammad Yunus' seven principles of social business. These principles include having the objective of overcoming poverty or social issues rather than profit maximization and generating financial sustainability without dividends beyond returning investment amounts. The document also provides examples of social business models from different countries and outlines considerations for impact measurement and investment in social businesses.
The document discusses three pillars of contemporary management excellence: strategy management, business process management, and project management. It describes the roles of the Office of Strategy Management (OSM), Office of Business Process Management (OBPM), and Project Management Office (PMO). The OSM ensures strategy is aligned with operations. The OBPM coordinates BPM initiatives to deliver benefits. The PMO centrally manages projects. For maximum effectiveness, the three offices should collaborate, not just focus on their individual responsibilities.
The document discusses trends in corporate social investment and partnerships with NGOs. It outlines how approaches have shifted from traditional philanthropy to more strategic, long-term investments aligned with business objectives. Common reasons for social investment failures include a lack of local context understanding, insufficient community participation, unclear objectives, and failure to ensure sustainability or measure impact. The document provides suggestions for best practices like multi-year funding and common performance metrics to improve partnerships between companies and NGOs.
NGO Sustainability and Community Development Mechanisms in Armenia.Isabella Sargsyan
The document summarizes research on sustainability mechanisms for NGOs and community development in Armenia. It evaluates programs run by the Eurasia Partnership Foundation aimed at strengthening organizational capacities of NGOs and community organizations. The research found that while some NGOs had improved governance and strategic planning, most lacked sustainable funding sources beyond grants. NGOs recognized the need to improve financial sustainability through social enterprises, fundraising, and diversifying funding but faced challenges with skills and supportive legislation. Leadership quality significantly impacted sustainability, but skills were not consistently institutionalized. Overall, capacity building was needed for NGOs to provide effective community services and develop partnerships critical for long-term sustainability.
The document discusses the Trends in International Mathematics and Science Study (TIMSS), which is conducted by the International Association for the Evaluation of Educational Achievement (IEA). TIMSS assesses the mathematics and science knowledge of fourth and eighth grade students internationally every four years. It examines the intended, implemented, and attained curriculum across participating countries. The 2011 cycle of TIMSS is described, including its assessment frameworks, data collection procedures involving National Research Coordinators, and use of the TIMSS Context Questionnaire.
This document provides an overview of services offered by Jadarat, including Jadarat Consulting, Jadarat Learning, Jadarat Solutions, and Jadarat Research. Jadarat Consulting offers various services including performance management, assessment centers, competency frameworks, innovation management, strategy making, Investors in People excellence, and excellence readiness. Jadarat Learning provides learning programs, professional certificates, and blended learning approaches. Jadarat Solutions and Jadarat Research are also mentioned but no details are provided about their services.
Social Business Workshop - Payap University - Yunus CenterAndres Parraguirre
The document discusses social business and its key principles. It defines social business as a non-dividend company created to solve social problems by following Professor Muhammad Yunus' seven principles of social business. These principles include having the objective of overcoming poverty or social issues rather than profit maximization and generating financial sustainability without dividends beyond returning investment amounts. The document also provides examples of social business models from different countries and outlines considerations for impact measurement and investment in social businesses.
The document discusses three pillars of contemporary management excellence: strategy management, business process management, and project management. It describes the roles of the Office of Strategy Management (OSM), Office of Business Process Management (OBPM), and Project Management Office (PMO). The OSM ensures strategy is aligned with operations. The OBPM coordinates BPM initiatives to deliver benefits. The PMO centrally manages projects. For maximum effectiveness, the three offices should collaborate, not just focus on their individual responsibilities.
The document discusses trends in corporate social investment and partnerships with NGOs. It outlines how approaches have shifted from traditional philanthropy to more strategic, long-term investments aligned with business objectives. Common reasons for social investment failures include a lack of local context understanding, insufficient community participation, unclear objectives, and failure to ensure sustainability or measure impact. The document provides suggestions for best practices like multi-year funding and common performance metrics to improve partnerships between companies and NGOs.
NGO Sustainability and Community Development Mechanisms in Armenia.Isabella Sargsyan
The document summarizes research on sustainability mechanisms for NGOs and community development in Armenia. It evaluates programs run by the Eurasia Partnership Foundation aimed at strengthening organizational capacities of NGOs and community organizations. The research found that while some NGOs had improved governance and strategic planning, most lacked sustainable funding sources beyond grants. NGOs recognized the need to improve financial sustainability through social enterprises, fundraising, and diversifying funding but faced challenges with skills and supportive legislation. Leadership quality significantly impacted sustainability, but skills were not consistently institutionalized. Overall, capacity building was needed for NGOs to provide effective community services and develop partnerships critical for long-term sustainability.
The document discusses the Trends in International Mathematics and Science Study (TIMSS), which is conducted by the International Association for the Evaluation of Educational Achievement (IEA). TIMSS assesses the mathematics and science knowledge of fourth and eighth grade students internationally every four years. It examines the intended, implemented, and attained curriculum across participating countries. The 2011 cycle of TIMSS is described, including its assessment frameworks, data collection procedures involving National Research Coordinators, and use of the TIMSS Context Questionnaire.