This letter outlines funding and expectations for the University of Alberta for the 2013/2014 year. Key points include:
- The U of A is allocated over $548 million in base funding, plus additional targeted funds.
- The U of A is expected to focus on sustainability, address auditor recommendations, and work towards desired outcomes like lifelong learning and workforce skills.
- Key focus areas are programs, learners, collaboration, governance, and research alignment. Performance will be measured using outcomes and indicators.
- Both parties commit to open communication and collaboration to effectively implement the letter.
The proposed 2014-2015 Ossining School District budget focuses on educational solvency, safety, and space needs. The $97.5 million budget is a 3.72% increase over last year and remains below the tax levy cap. It aims to maintain current academic, arts, and athletics programs while addressing increasing enrollment through additional staffing. Funds are also allocated for security upgrades and capital projects. The budget process included community input to create a financially responsible spending plan that supports students.
This document provides an overview of the Local Control Funding Formula (LCFF) in California. It explains that LCFF aims to give more local control over funding by providing a base grant amount to districts plus supplemental funding for low-income students, English learners, and foster youth. It outlines the accountability process where districts must adopt a 3-year Local Control and Accountability Plan (LCAP) with input from parents and community to outline goals and expenditures. The document encourages districts to engage stakeholders early in the planning process and leverage LCFF to advance STEM goals that close achievement gaps.
The school board presentation outlined budget challenges including a projected $15.7 million shortfall for the 2020/2021 school year. Options presented to address the shortfall included administrative, certificated, and classified staff reductions totaling over 100 FTE positions as well as cuts to programs, services, and contracts estimated to save $15.7 million. The presentation reviewed the district's budget process, declining revenues, and structural deficit issues to provide context for the proposed reductions. Board discussion and action on the proposed solutions were scheduled to follow.
The document discusses different methods for financing pre-K-12 education in Saskatchewan, including the Foundation Grant Method, Prototype Schools Method, and Resource Cost Method. The Foundation Grant Method provides a basic level of funding to each student but does not necessarily keep pace with rising costs. The Prototype Schools Method determines funding levels needed for "average" elementary, middle, and high schools but assumes all schools are similar. The Resource Cost Method accounts for the actual costs of delivering mandated programs based on resources needed.
School finance 101 for new principals acsa leadership conference nov 2013 ...ACSASummit
The ACSA Leadership Conference in November 2013 covered several topics related to school business and budgeting. The roles and responsibilities of the business department and principals in budgeting were discussed. The conference covered the budget process from the state level down to individual site budgets. Other areas of responsibility for business offices like attendance, ASB funds, and fundraising were also covered. Presenters emphasized the importance of principals understanding budgets and keeping accurate financial records at their sites.
Blueprint for transforming career and technical education - Federal Policy re...NAFCareerAcads
The document proposes transforming career and technical education (CTE) by reforming the Carl D. Perkins Career and Technical Education Act of 2006. It advocates for an updated act that aligns CTE with college/career standards and employer needs, promotes collaboration between schools and businesses, increases accountability through standardized performance metrics, and supports innovation through competitive funding. The proposed reforms aim to prepare students with 21st century skills for in-demand jobs and strengthen the U.S. economy.
4.9.14 Board of Education Budget Recommendationsossiningschools
The superintendent's proposed 2014-15 budget focuses on safety, space, and solvency. It realigns classroom space by moving administrative offices, adds security cameras, and expedites lockdowns. It maintains class sizes, programs, and related services while staying under the 2.48% tax levy cap at 2.38%. The budget prioritizes instructional space, safety, and long-term fiscal stability through expense reductions and sustainable savings.
The document provides information on the Ministry of Education budget for the 2013/2014 fiscal year. It discusses funding amounts for the Ministry headquarters, Department of Education, and Bermuda College. It notes a 5.7% increase in aggregate funding for these entities from the previous year. The Ministry plans to reduce scholarship budgets and amend related legislation to allow reallocation of funds to other programs. Grants will be provided to various external organizations to support educational programming and youth development initiatives.
The proposed 2014-2015 Ossining School District budget focuses on educational solvency, safety, and space needs. The $97.5 million budget is a 3.72% increase over last year and remains below the tax levy cap. It aims to maintain current academic, arts, and athletics programs while addressing increasing enrollment through additional staffing. Funds are also allocated for security upgrades and capital projects. The budget process included community input to create a financially responsible spending plan that supports students.
This document provides an overview of the Local Control Funding Formula (LCFF) in California. It explains that LCFF aims to give more local control over funding by providing a base grant amount to districts plus supplemental funding for low-income students, English learners, and foster youth. It outlines the accountability process where districts must adopt a 3-year Local Control and Accountability Plan (LCAP) with input from parents and community to outline goals and expenditures. The document encourages districts to engage stakeholders early in the planning process and leverage LCFF to advance STEM goals that close achievement gaps.
The school board presentation outlined budget challenges including a projected $15.7 million shortfall for the 2020/2021 school year. Options presented to address the shortfall included administrative, certificated, and classified staff reductions totaling over 100 FTE positions as well as cuts to programs, services, and contracts estimated to save $15.7 million. The presentation reviewed the district's budget process, declining revenues, and structural deficit issues to provide context for the proposed reductions. Board discussion and action on the proposed solutions were scheduled to follow.
The document discusses different methods for financing pre-K-12 education in Saskatchewan, including the Foundation Grant Method, Prototype Schools Method, and Resource Cost Method. The Foundation Grant Method provides a basic level of funding to each student but does not necessarily keep pace with rising costs. The Prototype Schools Method determines funding levels needed for "average" elementary, middle, and high schools but assumes all schools are similar. The Resource Cost Method accounts for the actual costs of delivering mandated programs based on resources needed.
School finance 101 for new principals acsa leadership conference nov 2013 ...ACSASummit
The ACSA Leadership Conference in November 2013 covered several topics related to school business and budgeting. The roles and responsibilities of the business department and principals in budgeting were discussed. The conference covered the budget process from the state level down to individual site budgets. Other areas of responsibility for business offices like attendance, ASB funds, and fundraising were also covered. Presenters emphasized the importance of principals understanding budgets and keeping accurate financial records at their sites.
Blueprint for transforming career and technical education - Federal Policy re...NAFCareerAcads
The document proposes transforming career and technical education (CTE) by reforming the Carl D. Perkins Career and Technical Education Act of 2006. It advocates for an updated act that aligns CTE with college/career standards and employer needs, promotes collaboration between schools and businesses, increases accountability through standardized performance metrics, and supports innovation through competitive funding. The proposed reforms aim to prepare students with 21st century skills for in-demand jobs and strengthen the U.S. economy.
4.9.14 Board of Education Budget Recommendationsossiningschools
The superintendent's proposed 2014-15 budget focuses on safety, space, and solvency. It realigns classroom space by moving administrative offices, adds security cameras, and expedites lockdowns. It maintains class sizes, programs, and related services while staying under the 2.48% tax levy cap at 2.38%. The budget prioritizes instructional space, safety, and long-term fiscal stability through expense reductions and sustainable savings.
The document provides information on the Ministry of Education budget for the 2013/2014 fiscal year. It discusses funding amounts for the Ministry headquarters, Department of Education, and Bermuda College. It notes a 5.7% increase in aggregate funding for these entities from the previous year. The Ministry plans to reduce scholarship budgets and amend related legislation to allow reallocation of funds to other programs. Grants will be provided to various external organizations to support educational programming and youth development initiatives.
School finance 101 for new principals acsa leadership conference nov 2013 ...ACSASummit
The document summarizes a leadership conference for school business officials that covered the roles and responsibilities of the business department, the budget process from state to site levels, and new areas of focus under the Local Control Funding Formula including developing local control accountability plans. It provided an overview of the changing landscape of school finance in California.
This document summarizes AONTAS' response to the Irish government's Budget 2017. It welcomes measures to support disadvantaged students' access to higher education through grants and funding. However, it calls for greater investment in community education programs, which provide flexible learning opportunities. It also recommends that adult learners are meaningfully consulted regarding reforms to further and higher education funding.
Review a presentation that can provide community groups that are non-profits with an alternative source of funds from the PA DCED through the Educational Improvement Tax Credit Program. EPCAMR shows a great example of how to create your own innovative education program and the process to apply for being placed on DCED's Approved List and eligible for funding from the tax credits.
The document proposes rethinking Oregon's education budget framework to better align funding with student outcomes. It recommends transforming the current system of separate K-12, community college and university budgets into a unified "0-20" continuum budget focused on achieving the state's 40-40-20 degree attainment goals. Key elements of the proposed approach include agreeing on common outcomes, transforming the delivery system, creating a unified data system, and producing a transparent, outcome-based budget to improve accountability and determine the best use of resources.
Education finance and decentralization in korea paikMunkh Orgil
This document summarizes the rationale, design, and effectiveness of Korea's decentralized education finance system. It discusses how decentralization aims to improve education by allowing local needs and solutions to drive policy. Key aspects covered include the roles of central and local governments, election of superintendents and boards, budget sources and distribution mechanisms, and establishing accountability. While decentralization was meant to increase resources, responsiveness, equity and autonomy, the document notes it has faced challenges in securing sufficient and stable budgets, developing local capacity, and clearly measuring educational outputs and accountability.
Piedmont Unified School District is seeking an Executive Director for its Northern Alameda Consortium for Adult Education (NACAE). NACAE is an alliance of members, including school districts, (Alameda, Albany, Berkeley, Emery, Oakland and Piedmont) and Peralta Community
Colleges (Berkeley City College, College of Alameda, Laney and Merritt) to provide better coordinated and improved services for adult learners with basic skills.
The document provides a comparison study and efficiency review of the East Liverpool City School District. It analyzes the district's finances, operations, and key metrics compared to similar districts in Ohio as designated by the Ohio Department of Education as well as selected peer districts. The review finds that while the district manages its finances effectively, it relies more on state funding than peers and has higher per-pupil costs driven by factors such as below average class sizes and a higher proportion of students requiring special education services. The review identifies some areas with potential for cost savings, such as health insurance, and notes areas where higher costs are necessary, such as transportation. Overall, the document aims to provide objective analysis to help district leaders control expenditures and maintain a
The document outlines North Carolina's proposed budget for public education for fiscal years 2019-20 and 2020-21. It includes:
1) Raising teacher pay to be the highest in the Southeast by investing $210 million in 2019-20 and $390 million in 2020-21 in teacher and administrator compensation.
2) Providing $40 million for safer schools and healthier students by funding nurses, counselors, and school resource officers.
3) Investing $9 million to recruit and retain teachers through programs like Teaching Fellows.
4) Giving $29 million for textbooks, supplies, and digital learning opportunities for students.
The account code structure for Texas Principalstxprincipalorg
The budget code for purchasing chemicals for the chemistry team that include controlled substances would be:
Fund: 199 General Fund
Function: 11 Instruction
Object: 6339 Testing Materials
Optional Code 1 (Sub-Object): Leave blank unless your district uses sub-objects
Optional Code 2 (Organization): Campus code for the school where the chemistry class is located
Fiscal Year: Appropriate fiscal year code
Program Intent Code: 21 Gifted and Talented or 24 Accelerated Education if this is for an advanced chemistry class. 11 Basic Education if this is for a general chemistry class.
So a sample code would be: 199-11-6339-00-042-2-21
This codes the purchase
This document provides a budget brief for the Ministry of Education and Economic Development for the 2014-2015 fiscal year. It summarizes the ministry's budget allocation of $8.6 million, which is down $1.8 million from the previous year. It discusses the organizational restructuring that merged the Ministry of Education and Ministry of Economic Development. Of the total budget, $2.1 million is allocated to the education functions. The brief outlines the ministry's mission and provides details on cost centers and grants to external bodies totaling $621,000 to support education.
Financing education on the institutional levelBennie Olor
The document discusses the economic multiplier effects of operating private educational institutions. It estimates expenses related to students' food, accommodation, transportation, supplies, and more. It also estimates faculty and personnel expenses like salaries, transportation, books, supplies, and attire. The total estimated economic multiplier effect is over 20 billion pesos, providing benefits to the greater economy. The conclusion discusses analyzing competitors and managing financial operations of educational institutions, including concerns like investments, surplus generation, asset utilization, and loan compliance.
The NOVA Community Based Organization Co-Enrollment Program saw increased revenue and net revenue in 2013-2014 despite flat student enrollment. Increased revenue was due to higher credits earned per student and a rise in full-time enrollments from the previous three years. Expenses remained flat due to unfilled staff positions, allowing net revenue to increase by over $100,000. Looking ahead, the program aims to strengthen partnerships, develop new programs, and improve student support through additional staffing.
This document summarizes Senate Bill 1, the School Funding Reform Act of 2015 in Illinois. The bill aims to create a more equitable school funding system that accounts for student need and local resources. It proposes consolidating multiple state funding streams into a single, weighted funding formula that considers factors like low-income status, English language learners, special education, and regional costs. The bill also includes provisions for oversight, accountability, a funding increase from the state, and further review of the new system.
This document discusses the planning cycles and relationships between various plans at LATTC, including the Strategic Master Plan, Educational Master Plan, Technology Master Plan, and Facilities Master Plan.
It provides details on the key priorities and focus areas of the Strategic Master Plan, including student success, growth, community and business development, and organizational development. It then explains how the Educational Master Plan, Technology Master Plan, and Facilities Master Plan are developed based on and help achieve the goals of the Strategic Master Plan. Timelines for updates to each plan are also provided.
This document discusses the various planning cycles and how they relate to each other at LATTC. It outlines the Strategic Master Plan, Educational Master Plan, Technology Enhancement Master Plan, and Facilities Master Plan. These plans have different update cycles and link to curriculum development and program review. The Strategic Master Plan establishes priorities that the other plans are designed around, like student success, growth, and community development. New curriculum and program reviews help assess whether these priorities are being met. The planning cycles are meant to be ongoing and ensure the college mission is achieved through continuous assessment, evaluation, and updates across all plans.
The document summarizes a business plan for Shared Intelligence covering 2010-2013. It identifies key drivers such as uncertain markets, tightening budgets, and changing roles and responsibilities. The plan focuses on narrowing specialisms, increasing cross-company working, consolidating a presence in six regions, and driving up average contract values. It also analyzes markets and expertise to identify growth opportunities in areas like economic development, skills, and partnerships.
What Can Budget 2014 do for Education in Indiameetasengupta
The document outlines 15 funding proposals for the 2014 India budget related to education. The proposals include: 1) increasing spending on education to 3-6% as promised and linking it to governance processes and outcomes; 2) allocating funds to support school accountability, governance, and outcomes; 3) providing cash incentives and training for new teachers to reduce shortages. The proposals aim to improve various aspects of the education system including teacher performance, digital literacy, vocational learning, research, and financing options like student loans.
This document outlines best practices for community college budgeting. It discusses Oregon's goals for higher education attainment by 2025 and the agencies responsible for advising on higher education policy. It also describes internal changes at Portland Community College (PCC), including defining goals, identifying gaps between current performance and goals, developing strategies to close gaps, prioritizing spending to enact strategies, and participating in a best practices budgeting pilot program. PCC's Completion Investment Council makes recommendations to invest in improving student success, such as enhancing pathways, developmental education, and professional development.
The 2013 Program of Work outlines the Charlotte Chamber's goals for growing the economy, advocating pro-business public policies, delivering innovative programs and services, and running the chamber effectively. Key objectives include recruiting 5,100 new jobs and $415 million in investment, targeting top industry sectors for expansion, advocating for transportation and education policy, expanding entrepreneurship programs, and securing funding for minority business initiatives.
School finance 101 for new principals acsa leadership conference nov 2013 ...ACSASummit
The document summarizes a leadership conference for school business officials that covered the roles and responsibilities of the business department, the budget process from state to site levels, and new areas of focus under the Local Control Funding Formula including developing local control accountability plans. It provided an overview of the changing landscape of school finance in California.
This document summarizes AONTAS' response to the Irish government's Budget 2017. It welcomes measures to support disadvantaged students' access to higher education through grants and funding. However, it calls for greater investment in community education programs, which provide flexible learning opportunities. It also recommends that adult learners are meaningfully consulted regarding reforms to further and higher education funding.
Review a presentation that can provide community groups that are non-profits with an alternative source of funds from the PA DCED through the Educational Improvement Tax Credit Program. EPCAMR shows a great example of how to create your own innovative education program and the process to apply for being placed on DCED's Approved List and eligible for funding from the tax credits.
The document proposes rethinking Oregon's education budget framework to better align funding with student outcomes. It recommends transforming the current system of separate K-12, community college and university budgets into a unified "0-20" continuum budget focused on achieving the state's 40-40-20 degree attainment goals. Key elements of the proposed approach include agreeing on common outcomes, transforming the delivery system, creating a unified data system, and producing a transparent, outcome-based budget to improve accountability and determine the best use of resources.
Education finance and decentralization in korea paikMunkh Orgil
This document summarizes the rationale, design, and effectiveness of Korea's decentralized education finance system. It discusses how decentralization aims to improve education by allowing local needs and solutions to drive policy. Key aspects covered include the roles of central and local governments, election of superintendents and boards, budget sources and distribution mechanisms, and establishing accountability. While decentralization was meant to increase resources, responsiveness, equity and autonomy, the document notes it has faced challenges in securing sufficient and stable budgets, developing local capacity, and clearly measuring educational outputs and accountability.
Piedmont Unified School District is seeking an Executive Director for its Northern Alameda Consortium for Adult Education (NACAE). NACAE is an alliance of members, including school districts, (Alameda, Albany, Berkeley, Emery, Oakland and Piedmont) and Peralta Community
Colleges (Berkeley City College, College of Alameda, Laney and Merritt) to provide better coordinated and improved services for adult learners with basic skills.
The document provides a comparison study and efficiency review of the East Liverpool City School District. It analyzes the district's finances, operations, and key metrics compared to similar districts in Ohio as designated by the Ohio Department of Education as well as selected peer districts. The review finds that while the district manages its finances effectively, it relies more on state funding than peers and has higher per-pupil costs driven by factors such as below average class sizes and a higher proportion of students requiring special education services. The review identifies some areas with potential for cost savings, such as health insurance, and notes areas where higher costs are necessary, such as transportation. Overall, the document aims to provide objective analysis to help district leaders control expenditures and maintain a
The document outlines North Carolina's proposed budget for public education for fiscal years 2019-20 and 2020-21. It includes:
1) Raising teacher pay to be the highest in the Southeast by investing $210 million in 2019-20 and $390 million in 2020-21 in teacher and administrator compensation.
2) Providing $40 million for safer schools and healthier students by funding nurses, counselors, and school resource officers.
3) Investing $9 million to recruit and retain teachers through programs like Teaching Fellows.
4) Giving $29 million for textbooks, supplies, and digital learning opportunities for students.
The account code structure for Texas Principalstxprincipalorg
The budget code for purchasing chemicals for the chemistry team that include controlled substances would be:
Fund: 199 General Fund
Function: 11 Instruction
Object: 6339 Testing Materials
Optional Code 1 (Sub-Object): Leave blank unless your district uses sub-objects
Optional Code 2 (Organization): Campus code for the school where the chemistry class is located
Fiscal Year: Appropriate fiscal year code
Program Intent Code: 21 Gifted and Talented or 24 Accelerated Education if this is for an advanced chemistry class. 11 Basic Education if this is for a general chemistry class.
So a sample code would be: 199-11-6339-00-042-2-21
This codes the purchase
This document provides a budget brief for the Ministry of Education and Economic Development for the 2014-2015 fiscal year. It summarizes the ministry's budget allocation of $8.6 million, which is down $1.8 million from the previous year. It discusses the organizational restructuring that merged the Ministry of Education and Ministry of Economic Development. Of the total budget, $2.1 million is allocated to the education functions. The brief outlines the ministry's mission and provides details on cost centers and grants to external bodies totaling $621,000 to support education.
Financing education on the institutional levelBennie Olor
The document discusses the economic multiplier effects of operating private educational institutions. It estimates expenses related to students' food, accommodation, transportation, supplies, and more. It also estimates faculty and personnel expenses like salaries, transportation, books, supplies, and attire. The total estimated economic multiplier effect is over 20 billion pesos, providing benefits to the greater economy. The conclusion discusses analyzing competitors and managing financial operations of educational institutions, including concerns like investments, surplus generation, asset utilization, and loan compliance.
The NOVA Community Based Organization Co-Enrollment Program saw increased revenue and net revenue in 2013-2014 despite flat student enrollment. Increased revenue was due to higher credits earned per student and a rise in full-time enrollments from the previous three years. Expenses remained flat due to unfilled staff positions, allowing net revenue to increase by over $100,000. Looking ahead, the program aims to strengthen partnerships, develop new programs, and improve student support through additional staffing.
This document summarizes Senate Bill 1, the School Funding Reform Act of 2015 in Illinois. The bill aims to create a more equitable school funding system that accounts for student need and local resources. It proposes consolidating multiple state funding streams into a single, weighted funding formula that considers factors like low-income status, English language learners, special education, and regional costs. The bill also includes provisions for oversight, accountability, a funding increase from the state, and further review of the new system.
This document discusses the planning cycles and relationships between various plans at LATTC, including the Strategic Master Plan, Educational Master Plan, Technology Master Plan, and Facilities Master Plan.
It provides details on the key priorities and focus areas of the Strategic Master Plan, including student success, growth, community and business development, and organizational development. It then explains how the Educational Master Plan, Technology Master Plan, and Facilities Master Plan are developed based on and help achieve the goals of the Strategic Master Plan. Timelines for updates to each plan are also provided.
This document discusses the various planning cycles and how they relate to each other at LATTC. It outlines the Strategic Master Plan, Educational Master Plan, Technology Enhancement Master Plan, and Facilities Master Plan. These plans have different update cycles and link to curriculum development and program review. The Strategic Master Plan establishes priorities that the other plans are designed around, like student success, growth, and community development. New curriculum and program reviews help assess whether these priorities are being met. The planning cycles are meant to be ongoing and ensure the college mission is achieved through continuous assessment, evaluation, and updates across all plans.
The document summarizes a business plan for Shared Intelligence covering 2010-2013. It identifies key drivers such as uncertain markets, tightening budgets, and changing roles and responsibilities. The plan focuses on narrowing specialisms, increasing cross-company working, consolidating a presence in six regions, and driving up average contract values. It also analyzes markets and expertise to identify growth opportunities in areas like economic development, skills, and partnerships.
What Can Budget 2014 do for Education in Indiameetasengupta
The document outlines 15 funding proposals for the 2014 India budget related to education. The proposals include: 1) increasing spending on education to 3-6% as promised and linking it to governance processes and outcomes; 2) allocating funds to support school accountability, governance, and outcomes; 3) providing cash incentives and training for new teachers to reduce shortages. The proposals aim to improve various aspects of the education system including teacher performance, digital literacy, vocational learning, research, and financing options like student loans.
This document outlines best practices for community college budgeting. It discusses Oregon's goals for higher education attainment by 2025 and the agencies responsible for advising on higher education policy. It also describes internal changes at Portland Community College (PCC), including defining goals, identifying gaps between current performance and goals, developing strategies to close gaps, prioritizing spending to enact strategies, and participating in a best practices budgeting pilot program. PCC's Completion Investment Council makes recommendations to invest in improving student success, such as enhancing pathways, developmental education, and professional development.
The 2013 Program of Work outlines the Charlotte Chamber's goals for growing the economy, advocating pro-business public policies, delivering innovative programs and services, and running the chamber effectively. Key objectives include recruiting 5,100 new jobs and $415 million in investment, targeting top industry sectors for expansion, advocating for transportation and education policy, expanding entrepreneurship programs, and securing funding for minority business initiatives.
This document provides a summary of Promod Vohra's professional experience, including his current role as Chief of Global HR and Senior VP of Talent Strategy at American Cybersystems Group, and previous roles as Dean of the College of Engineering and Engineering Technology at Northern Illinois University and Electrical Engineering Technology Coordinator at NIU. It outlines his responsibilities and accomplishments in growing enrollment and research funding, developing innovative programs, maintaining accreditation, and building corporate and community partnerships in both positions over nearly 30 years in higher education administration and leadership.
Position Announcement-Chief Financial OfficerTara Hertstein
UC Berkeley is now accepting applications for a Chief Financial Officer (See attached job announcement) to join the Student Affairs team at the #1 Public University in the Nation, University of California, Berkeley.
The 2018-2022 strategic plan for North Carolina Community Colleges has four main goals: 1) Increase student interest and access to education and training, 2) Provide clear pathways for student progress and success, 3) Ensure the educational pipeline meets workforce needs, and 4) Advance organizational effectiveness. Some key activities to achieve these goals include expanding marketing and outreach, implementing career coaching programs, improving advising and student support services, expanding work-based learning opportunities, leveraging industry partnerships, and implementing a new enterprise resource planning system. The plan was developed through an extensive stakeholder engagement process to guide the community college system in better serving students and meeting the state's economic and workforce needs.
T-TEL Challenge FUND Info Session PresentationEnock Gyan
The document provides information about the T-TEL Ghana Challenge Fund grant program. It outlines the objectives to provide guidance to potential applicants, the suggested areas of intervention for projects, and eligibility criteria. The grant process includes an expression of interest, application, and selection stages. Shortlisted applicants will be invited to develop full proposals and could receive up to $60,000 or more if applying with partners. The next steps in the process are also provided.
Dudley College is a further education college located in the Black Country region of England. It has over 12,000 students studying a wide range of vocational and academic courses. The college emphasizes developing students' employability skills through enrichment activities and work experience as part of its 16-19 study programmes. Students receive additional support in English and maths to help them achieve functional skills qualifications. The college works closely with local employers and organizations to provide students with real-world projects and experiences.
Mia Reiser has over 20 years of experience managing budgets and financial operations for academic research centers at UC Berkeley. She has managed annual budgets totaling over $7.5 million and overseen financial planning, reporting, payroll, and compliance for grants and contracts. Reiser provides leadership for her teams and has extensive knowledge of UC and federal financial policies and procedures.
The document outlines information about the AoC Beacon Awards, which recognize excellence in further education colleges in the UK. There are multiple award categories that honor achievements in areas like teaching, leadership, partnerships, and inclusive learning. Colleges can apply for the awards, and winning colleges receive small grants to continue developing their programs. The application and assessment process involves initial applications, site visits for shortlisted colleges, and final selections made by an awards steering group. The goal is to promote best practices in further education and benefit both colleges and their industry sponsors.
Public Presentation for the Position of Vice Chancellor of Makerere Universitystillian
The document is a presentation by Prof. Venansius Baryamureeba for the position of Vice Chancellor of Makerere University. It summarizes his background and experience, vision for Makerere, and plans to improve areas such as teaching and learning, research, finances, infrastructure, gender mainstreaming and staff welfare if selected for the role.
This strategic plan outlines goals and initiatives for the Bridge the Gap College Prep program from 2013-2016 to promote college readiness and acceptance among Marin City youth. The plan identifies essential elements for college success like STEM skills, leadership training, and college curriculum. It also establishes three pillars - program, financial sustainability, and organizational infrastructure. Under each pillar, it lists specific goals such as deciding how to support students through college, developing a long-term fundraising plan, and revising governance processes as the organization matures.
The Board of Trustees approved the final draft of the Charting the Future document on November 20th. The Chancellor is seeking student feedback on priorities for implementing the plan over the next 3-4 years and will release the implementation strategy at the January Board meeting.
This document is a prospectus for the 2014/2015 AoC Beacon Awards. It outlines 14 award categories that recognize excellence in teaching, learning, leadership, partnerships, and innovation in further education. Winning colleges receive monetary grants between £3,000-£5,000 to continue developing their initiatives. The awards aim to promote sharing of best practices across the further education sector.
The Miami Dade College 2015-2020 Strategic Plan outlines three strategic priorities: Student Access and Success, Educational Quality, and Institutional Agility. The plan was developed through a collaborative process involving internal and external stakeholders. It focuses the college on increasing enrollment, completion, innovation, and community impact over the next five years. Progress will be measured through indicators like enrollment, retention, job placement, and community engagement. The plan will guide the college's efforts to fulfill its mission of changing lives through accessible education.
OCR is a not-for-profit organization focused on enhancing education through assessment that has supported the AoC Beacon Awards for 21 years. As a leading UK awarding body, OCR engages over 4 million learners in over 8,000 centers to help them achieve their full potential and is one of the top three providers of vocational qualifications. OCR provides an extensive portfolio of skills qualifications beyond A Levels and GCSEs, including apprenticeships, to promote progression and employability through collaboration with industry and education partners.
AoC Beacon Awards 2014-15 prospectus - OCR Award for Innovation in FEAssociation of Colleges
OCR is a not-for-profit organization focused on enhancing education through assessment that has supported the AoC Beacon Awards for 21 years. As a leading UK awarding body, OCR engages over 4 million learners in over 8,000 centers to help them achieve their full potential and is one of the top three providers of vocational qualifications. OCR provides an extensive portfolio of skills qualifications beyond A Levels and GCSEs, including apprenticeships, to promote relevance, rigor, and progression through collaboration with colleges, industry, higher education, and government.
AoC Beacon Awards 2014-15 prospectus - AoC Award for College Engagement with ...Association of Colleges
The Association of Colleges Award for College Engagement with Employers recognizes colleges that deliver responsive skills training to meet employer needs. To win the award, colleges must demonstrate a long-term partnership with employers through curriculum and programs that develop workforce skills. Assessors will look for evidence of a whole-college approach to engaging employers through strategic planning, responsiveness to local economic priorities, collaboration with other organizations, successful delivery of employer engagement programs, well-trained staff, and flexible learning methods.
AoC Beacon Awards 2014-15 - Association of Colleges Award for College Engagem...Association of Colleges
The Association of Colleges Award for College Engagement with Employers recognizes colleges that deliver responsive skills training to meet employer needs. To win the award, colleges must demonstrate a long-term partnership with employers through curriculum and programs that develop workforce skills. Assessors will look for evidence of a whole-college approach to engaging employers through strategic planning, responsiveness to local economic priorities, collaboration with other organizations, successful delivery of employer engagement programs, and flexible learning methods.
The document discusses opportunities for open educational resources (OER) in relation to several federal stimulus programs including Race to the Top, Investing in Innovation (i3), and the reauthorization of the Elementary and Secondary Education Act. It outlines priorities and criteria for funding applications to these programs that could include the development and sharing of OER. For example, applications may propose the creation of openly licensed curriculum materials or online professional development resources to support state standards implementation.
1. LETTER OF EXPECTATION
BETWEEN
THE MINISTER OF ALBERTA ENTERPRISE AND ADVANCED EDUCATION
(AS REPRESENTATIVE OF THE GOVERNMENT OF ALBERTA)
AND
THE BOARD OF GOVERNORS OF THE UNIVERSITY OF ALBERTA
(AS REPRESENTATIVE OF THE UNIVERSITY OF ALBERTA)
2. FUNDING
Subject to final budget approval, the University of Alberta (U of A) 2013/2014 Campus Alberta
Grant is $548,994,000. Other funding is allocated in the following manner:
• $756,000 Support for Learners with Disabilities
• $3,866,000 Health Workforce Action Plan
• $3,375,000 Priority Research
• $87,000 Lights-on
• $11,283,000 ACA Health
• $17,404,894 Infrastructure Maintenance Grant
UNIVERSITY OF ALBERTA RESPONSIBILITIES
This Letter of Expectation is an agreement regarding high level strategic directions and
performance expectations between the Board of Governors of the U of A and the Minister.
As a publicly funded post-secondary institution accountable to the Minister of Enterprise and
Advanced Education under the Post-secondary Learning Act, the U of A agrees to work with the
Minister to support and promote Campus Alberta, and its goals of an accessible, affordable,
quality, and sustainable post-secondary system in Alberta that fosters innovation,
entrepreneurship, and collaboration. In doing so, the U of A will operate within its approved
mandate, as set out in its approved Mandate Statement and Mandate and Roles Document (to be
reviewed on an annual basis and amended as required in collaboration with the Minister), as well
as in accordance with any additional direction provided by the Minister.
For the 2013/2014 funding year, the U of A will focus on the following key items as part of its
Comprehensive Institutional Plan (CIP):
• Focus on sustainability in response to Budget 2013 and address efficiency and sustainability
issues at your institution, including plans for a balanced budget going forward.
• In partnership with Enterprise and Advanced Education, address all the Auditor General’s
recommendations in a timely manner through demonstrated progress.
• Ensure that institutional resources are allocated in ways that best achieve the following
desired outcomes:
o Albertans are engaged in lifelong learning;
o Alberta’s workforce is skilled and productive;
o Alberta demonstrates excellence in research, innovation, and commercialization; and,
o Alberta’s economy is competitive and sustainable.
• Continue to identify strategies for engaging and consulting with students in the development
of institutional strategic plans.
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3. CONSIDERATIONS
In working to fulfill the expectations set out in this letter, the U of A agrees to focus its resources
on the following areas:
Programs
• Review the range of programs offered with the aim to ensure that programs offered:
o Build on the strengths of your institution and advance the Campus Alberta system,
o Are in demand by employers and students, and
o Are designed to develop the full potential of learners for our economy and society
(engaged critical thinkers, ethical citizens, entrepreneurial spirit).
• The institution is expected to achieve enrolment in approved programs of between XXXX
and XXXX Full Load Equivalent (to be negotiated).
Learners
• Work with learners, Enterprise and Advanced Education, and system partners, such as
eCampusAlberta, to identify opportunities for distance learning, and leverage technologies to
enhance educational programs and services for the benefit of learners.
• Develop and use open educational resources to support reduced costs for learners.
• Provide high quality programs and services in an affordable manner in the context of Campus
Alberta.
• Demonstrate a 10 per cent increase in the development of seamless learner pathways,
including transfer agreements, block transfers, dual credit, PLAR activity, and/or innovative
and collaborative relationships to support student mobility and success.
Collaboration
• Actively engage in and promote the Campus Alberta brand, including the use of the Campus
Alberta logo on all institutional correspondence. The logo and guidelines for their use will
be provided in the near future.
• Continue to work with Campus Alberta partners to increase access and better serve learners,
achieve efficiencies, leverage expertise, and maximize available resources through initiatives
such as:
o Reductions in program duplication across Campus Alberta institutions through transfer
agreements, collaborative delivery arrangements, and delivery through eCampusAlberta;
and,
o Reductions in administrative costs (e.g. shared and contracted services) through
institutional and Campus Alberta targets.
• Continue to collaborate with school boards, high schools, and other partners to identify
additional opportunities such as dual credit offerings, to increase participation rates in
post-secondary education and training programs, particularly related to Aboriginal learners
and other underrepresented groups.
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4. • Enhance your work with business and industry to maximize the responsiveness to community
and regional economic and social needs.
• Align and coordinate your institution’s international efforts with Campus Alberta partners,
Alberta Innovates, and business and industry in support of the objectives and outcomes
identified in Alberta’s International Strategy.
• Board Chairs regularly participate in Campus Alberta Strategic Directions Committee
meetings chaired by the Minister, and Presidents regularly participate in Council of
Presidents meetings chaired by the Deputy Minister.
• Continue to partner with government and other institutions on establishing the strategic
technology directions for Campus Alberta as well as implementing collaborative initiatives,
including sharing data centres and cloud service initiatives.
Governance
• Demonstrate effective governance practices that comply with the Public Agencies
Governance Framework, the Alberta Public Agencies Governance Act (APAGA) (once the
Act is proclaimed), and the approved Mandate and Roles Document, with a focus on ongoing
professional development and training of board members.
• Continue to comply with government expense disclosure policies.
• Review your Mandate and Roles Document to ensure it is aligned with this letter.
Research
• Enhance alignment of Campus Alberta research priorities and capacity with the key
outcomes and themes articulated in the Alberta Research and Innovation Plan.
• Demonstrate increased research and innovation system engagement and collaboration among
Campus Alberta faculty and students, the Government of Alberta and industry to advance the
knowledge-driven economy and create societal benefits.
ACCOUNTABILITY AND OUTCOMES
The Government of Alberta and institutions are expected to achieve focused economic and social
outcomes that are of most value to Albertans. To demonstrate that achievement, and in response
to results-based budgeting, institutions are expected to:
• Collaborate with Enterprise and Advanced Education and affected stakeholders, between
now and the end of 2013, to:
o Develop system-level, sector-level, and institution-level outcomes that define what we
are striving to achieve with the adult learning and research investment. Among the most
important of the outcomes will be program outcomes and the results they produce for
learners and the Campus Alberta system.
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5. o Develop institutional, sector, system and/or societal key performance indicators to
measure success in achieving those outcomes.
• Develop and maintain internal processes to monitor and report on the agreed-upon set of
outcomes and key performance indicators.
The Government of Alberta and the U of A are committed to transparency and accountability to
the public. The U of A agrees to provide the following information in accordance with deadlines
as prescribed by Enterprise and Advanced Education:
• Comprehensive Institutional Plan (CIP)
• Annual Report
• Audited Financial Statements
• Financial, Enrolment, Application, and Key Performance Indicator Data
• Any other information as prescribed by the Minister
GOVERNMENT’S RESPONSIBILITIES
The Minister of Enterprise and Advanced Education is ultimately responsible for the public
advanced education system in the province. The government is responsible for approving
institutional mandates, as well as the legislative, regulatory, and policy frameworks under which
the institution must operate. In order to support the achievement of the expectations outlined in
this letter, government will:
• Provide the institution with annual operating and capital funding allocations.
• Provide broad policy direction and outline accountability frameworks to the institution.
• Consult with and advise the institution of the government’s strategic priorities, key outcomes,
and performance indicators that may impact the institution.
• Ensure Board appointments are filled in a timely way and support the Board’s ability to
fulfill its obligations.
• Work with Campus Alberta institutions to anticipate and respond to labour market demands
for graduates and appropriate education and training.
• Conduct a review of this letter and monitor the implementation of the direction noted above.
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6. COMMUNICATION AND COLLABORATION
In order to effectively implement this letter, both parties commit to ensuring open
communication, transparency of process, and developing positive working relationships. As
required by either party, the government and the institution will discuss any issues and may agree
to amend this letter as required.
____________________________________ _________________________________
Minister of Enterprise and Advanced Education Chair, Board of Governors
___________________________________ _________________________________
Date Signed Date Signed
This letter will be reviewed, and updated annually, in consultation with the Chair and builds
upon the collegial working relationships between the government and the institution.
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