Toolkit meeting presentation uwic
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The document summarizes a pilot test of the Work Based Learning Maturity Toolkit at UWIC to assess its usefulness and identify areas for improvement. Key findings from the pilot included: - WBL at UWIC is currently fragmented with no overarching policy. - The toolkit helped identify a need to formalize WBL activities and develop an institutional WBL strategy and procedures to guide staff. - Stakeholders found the toolkit accurately represented WBL maturity but that it was not suitable for large groups and could be made more user-friendly. Recommendations for improving the toolkit focused on making it more interactive and usable by converting it to an online format with reflection questions, an action planning section
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- Applying the structured approach of the toolkit helped assess the university's preparedness and procedures and significantly assisted in developing their online distance learning and WBL delivery.
Well br wbl maturity toolkit v 0.7
The Work-based Learning Maturity Toolkit helps institutions assess their current performance in work-based learning, identify a vision for the future, and recommend actions. The toolkit provides criteria and levels of maturity to evaluate performance in areas like institutional readiness, program design, and technology use. Institutions can then identify best practices for organizing work-based learning and enhancing teaching, assessment, and the student experience through continued development.
11 06-28 jisc-well wbl toolkit presentation uo w
The document summarizes a pilot of the JISC Benefits Realization Project's Work-Based Learning Maturity Benchmarking Toolkit conducted at the University of Westminster. Key findings from the pilot include:
1) Definitions and applications of work-based learning varied widely across different departments at the university.
2) Using the toolkit highlighted questions about the effectiveness of the university's decision-making and implementation processes within its committee-led culture.
3) For the toolkit to be most useful, the guidelines, language, and definition of work-based learning need to be tailored to the audience and institution.
Change Agent Network - Viewpoints cards - evaluation impact and sustainability
The document provides guidance on best practices for evaluation, impact, and sustainability of student partnership projects. It recommends identifying the rationale and need for evaluation upfront, choosing appropriate qualitative and quantitative evaluation approaches, adopting a range of data collection techniques, identifying impact on stakeholders and the institution, developing case studies for communications, and developing recommendations to support sustaining student partnerships as part of the evaluation process.
WIOA Youth Career Pathways 2017
This is the 4th technical assistance meeting held for WIOA Youth Career Pathways NOFO and it was conducted via an online webinar.
Session 1 Introduction to Instructional System Design.pdf
this is introduction slide for Instructional Design
Assignment 2 Designing a Training ProgramDue Week 8 and worth 3.docx
Assignment 2: Designing a Training Program
Due Week 8 and worth 300 points
Create a written proposal in which you detail the complete design of an employee training program.
Write a six to eight (6-8) page paper in which you:
1. Design a two (2) day training program for a group of twenty (20) employees.
2. Identify two to three (2-3) training needs though a Training Needs Analysis (TNA) and justify an
approach for this training.
3. Develop the training objective for this program based on an analysis of the business.
4. Determine the training cost for the training program you are proposing. Include a detailed
breakdown of time allotted for each piece, the subsequent cost analysis, and the total cost for the
project as a whole.
5. Select key training method (s) to deliver the program to employees, such as an e-Learning
module or a one-day face-to-face training program.
6. Create an agenda of activities for the training program.
7. Use at least five (5) quality academic resources in this assignment. Note: Wikipedia and other
Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all
sides; citations and references must follow APA or school-specific format. Check with your
professor for any additional instructions.
Include a cover page containing the title of the assignment, the student’s name, the professor’s
name, the course title, and the date. The cover page and the reference page are not included in
the required assignment page length.
The specific course learning outcomes associated with this assignment are:
Identify when to conduct a Training Needs Analysis (TNA).
Analyze the various approaches to performing a Training Needs Analysis.
Develop strategies for training design.
Use technology and information resources to research issues in training and development.
Write clearly and concisely about training and development using proper writing mechanics.
Grading for this assignment will be based on answer quality, logic / organization of the paper, and
You are part of a behavior consulting team providing consultation to local service agencies in your area.
Choose one of the following scenarios and write a comprehensive plan for program design and evaluation You are being asked to apply what you have learned about how Evidence-Based Program Planning applies to organization-wide behavior interventions.
· Just Like Home nursing home wants to assess the possible need for a new behavior management program to prevent Alzheimer’s patients from wandering unsupervised and endangering themselves.
· VHab vocational training program for developmentally disabled adults wants to assess the possible need for a new program to train clients as potential volunteers for various community services.
· Stars ABA program, providing clinic-based ABA interventions for children with autism, wants to assess ...
Wasc Evaluator Training Webinar - July 13, 2011
The document provides an overview of an evaluator workshop for accreditation visits in fall 2011. It discusses the evolving context of accreditation, changes in higher education, perceptions of accreditation, and changes within the WASC region. The agenda covers the accreditation review process, preparing for and conducting visits, developing recommendations, and writing team reports. It also addresses recent requirements around student success, program review, sustainability, the impact of recession, and marketing accuracy.
U koersythesis&evaluation
This document discusses evaluation and synthesis for the UK OER 2 program. It introduces the evaluation and synthesis framework developed in the pilot phase and discusses identifying evaluation questions and gathering evidence to answer those questions. Key focus areas for evaluation are identified such as approaches to OER release, expertise, cultural issues, and pedagogy/end-use issues. The roles of the evaluation team in supporting projects and collating cross-project evidence are also outlined.
Ll from over 200 projects presentation file
The talk summarises the lessons learnt from nearly 200 cases of Knowledge Management journeys by Hong Kong and Asian enterprises. Much of the data is gained through the extensive number of student, consultancy and research projects carried out or supervised by KMIRC staff at private companies, non-profit social services organizations and government departments.
For this assessment you will create an 8-12 slide PowerPoint pre.docx
For this assessment you will create an 8-12 slide PowerPoint presentation for one or more stakeholder or leadership groups to generate interest and buy-in for the plan proposal you developed for the third assessment.
As a current or future nurse leader, you may be called upon to present to stakeholders and leadership about projects that you have been involved in or wish to implement. The ability to communicate a plan—and potential implications of not pursuing such a plan—to stakeholders effectively can be critically important in creating awareness and buy-in, as well as building your personal and professional brand in your organization. It is equally important that you know how to create compelling presentations for others' delivery and ensure that they convey the same content you would deliver if you were the presenter.
You are encouraged to complete the Evidence-Based Practice: Basics and Guidelines activity before you develop the presentation. This activity consists of six questions that will create the opportunity to check your understanding of the fundamentals of evidence-based practice as well as ways to identify EBP in practice. The information gained from completing this formative will help promote success in the Stakeholder Presentation and demonstrate courseroom engagement—it requires just a few minutes of your time and is not graded.
Demonstration of Proficiency
Competency 1: Explain strategies for managing human and financial resources to promote organizational health.
Explain how the interdisciplinary plan could be implemented and how the human and financial resources would be managed.
Competency 2: Explain how interdisciplinary collaboration can be used to achieve desired patient and systems outcomes.
Explain an organizational or patient issue for which a collaborative interdisciplinary team approach would help achieve a specific improvement goal.
Competency 3: Describe ways to incorporate evidence-based practice within an interdisciplinary team.
Summarize an evidence-based interdisciplinary plan to address an organizational or patient issue.
Propose evidence-based criteria that could be used to evaluate the degree to which the project was successful in achieving the improvement goal.
Competency 5: Apply professional, scholarly, evidence-based communication strategies to impact patient, interdisciplinary team, and systems outcomes.
Communicate the PowerPoint presentation of the interdisciplinary improvement plan to stakeholders in a professional, respectful manner, with writing that is clear, logically organized, with correct grammar and spelling, using current APA style.
Professional Context
This assessment will provide you with an opportunity to sharpen your ability to create a professional presentation to stakeholders. In this presentation, you will explain the Plan-Do-Study-Act cycle and how it can be used to introduce the plan (P), implement the plan (D), study the effectiveness o.
Student Assessment Inventory for School Districts
The Student Assessment Inventory for School Districts is a tool district leaders can use to take stock of their assessments and assessment strategy, and do so from a student perspective. The tool supports a process by which districts evaluate the assessments students are taking, determine the minimum testing necessary to serve essential diagnostic, instructional and accountability purposes, and work to ensure that every district-mandated test is of high quality, is providing the information needed for specific school and district purposes, and is supported by structures and routines so that assessment results are actually used and action steps taken that will help students. Visit http://www.achieve.org/publications/student-assessment-inventory-school-districts
Workbook for Designing a Process Evaluation
Workbook
for
Designing
a Process
Evaluation
Produced for the
Georgia Department of Human
Resources
Division of Public Health
By
Melanie J. Bliss, M.A.
James G. Emshoff, Ph.D.
Department of Psychology
Georgia State University
July 2002
Evaluation Expert Session
July 16, 2002 Page 1
What is process evaluation?
Process evaluation uses empirical data to assess the delivery of
programs. In contrast to outcome evaluation, which assess the
impact of the program, process evaluation verifies what the
program is and whether it is being implemented as designed. Thus,
process evaluation asks "what," and outcome evaluation asks, "so
what?"
When conducting a process evaluation, keep in mind these three
questions:
1. What is the program intended to be?
2. What is delivered, in reality?
3. Where are the gaps between program design and delivery?
This workbook will serve as a guide for designing your own process
evaluation for a program of your choosing. There are many steps involved
in the implementation of a process evaluation, and this workbook will
attempt to direct you through some of the main stages. It will be helpful to
think of a delivery service program that you can use as your example as
you complete these activities.
Why is process evaluation important?
1. To determine the extent to which the program is being
implemented according to plan
2. To assess and document the degree of fidelity and variability in
program implementation, expected or unexpected, planned or
unplanned
3. To compare multiple sites with respect to fidelity
4. To provide validity for the relationship between the intervention
and the outcomes
5. To provide information on what components of the intervention
are responsible for outcomes
6. To understand the relationship between program context (i.e.,
setting characteristics) and program processes (i.e., levels of
implementation).
7. To provide managers feedback on the quality of implementation
8. To refine delivery components
9. To provide program accountability to sponsors, the public, clients,
and funders
10. To improve the quality of the program, as the act of evaluating is
an intervention.
Evaluation Expert Session
July 16, 2002 Page 2
Stages of Process Evaluation Page Number
1. Form Collaborative Relationships 3
2. Determine Program Components 4
3. Develop Logic Model*
4. Determine Evaluation Questions 6
5. Determine Methodology 11
6. Consider a Management Information System 25
7. Implement Data Collection and Analysis 28
8. Write Report**
Also included in this workbook:
a. Logic Model Template 30
b. Pitfalls to avoid ...
Workbook for Designing a Process Evaluation .docx
Workbook
for
Designing
a Process
Evaluation
Produced for the
Georgia Department of Human
Resources
Division of Public Health
By
Melanie J. Bliss, M.A.
James G. Emshoff, Ph.D.
Department of Psychology
Georgia State University
July 2002
Evaluation Expert Session
July 16, 2002 Page 1
What is process evaluation?
Process evaluation uses empirical data to assess the delivery of
programs. In contrast to outcome evaluation, which assess the
impact of the program, process evaluation verifies what the
program is and whether it is being implemented as designed. Thus,
process evaluation asks "what," and outcome evaluation asks, "so
what?"
When conducting a process evaluation, keep in mind these three
questions:
1. What is the program intended to be?
2. What is delivered, in reality?
3. Where are the gaps between program design and delivery?
This workbook will serve as a guide for designing your own process
evaluation for a program of your choosing. There are many steps involved
in the implementation of a process evaluation, and this workbook will
attempt to direct you through some of the main stages. It will be helpful to
think of a delivery service program that you can use as your example as
you complete these activities.
Why is process evaluation important?
1. To determine the extent to which the program is being
implemented according to plan
2. To assess and document the degree of fidelity and variability in
program implementation, expected or unexpected, planned or
unplanned
3. To compare multiple sites with respect to fidelity
4. To provide validity for the relationship between the intervention
and the outcomes
5. To provide information on what components of the intervention
are responsible for outcomes
6. To understand the relationship between program context (i.e.,
setting characteristics) and program processes (i.e., levels of
implementation).
7. To provide managers feedback on the quality of implementation
8. To refine delivery components
9. To provide program accountability to sponsors, the public, clients,
and funders
10. To improve the quality of the program, as the act of evaluating is
an intervention.
Evaluation Expert Session
July 16, 2002 Page 2
Stages of Process Evaluation Page Number
1. Form Collaborative Relationships 3
2. Determine Program Components 4
3. Develop Logic Model*
4. Determine Evaluation Questions 6
5. Determine Methodology 11
6. Consider a Management Information System 25
7. Implement Data Collection and Analysis 28
8. Write Report**
Also included in this workbook:
a. Logic Model Template 30
b. Pitfalls to avoid .
Workbook for Designing a Process Evaluation
Workbook
for
Designing
a Process
Evaluation
Produced for the
Georgia Department of Human
Resources
Division of Public Health
By
Melanie J. Bliss, M.A.
James G. Emshoff, Ph.D.
Department of Psychology
Georgia State University
July 2002
Evaluation Expert Session
July 16, 2002 Page 1
What is process evaluation?
Process evaluation uses empirical data to assess the delivery of
programs. In contrast to outcome evaluation, which assess the
impact of the program, process evaluation verifies what the
program is and whether it is being implemented as designed. Thus,
process evaluation asks "what," and outcome evaluation asks, "so
what?"
When conducting a process evaluation, keep in mind these three
questions:
1. What is the program intended to be?
2. What is delivered, in reality?
3. Where are the gaps between program design and delivery?
This workbook will serve as a guide for designing your own process
evaluation for a program of your choosing. There are many steps involved
in the implementation of a process evaluation, and this workbook will
attempt to direct you through some of the main stages. It will be helpful to
think of a delivery service program that you can use as your example as
you complete these activities.
Why is process evaluation important?
1. To determine the extent to which the program is being
implemented according to plan
2. To assess and document the degree of fidelity and variability in
program implementation, expected or unexpected, planned or
unplanned
3. To compare multiple sites with respect to fidelity
4. To provide validity for the relationship between the intervention
and the outcomes
5. To provide information on what components of the intervention
are responsible for outcomes
6. To understand the relationship between program context (i.e.,
setting characteristics) and program processes (i.e., levels of
implementation).
7. To provide managers feedback on the quality of implementation
8. To refine delivery components
9. To provide program accountability to sponsors, the public, clients,
and funders
10. To improve the quality of the program, as the act of evaluating is
an intervention.
Evaluation Expert Session
July 16, 2002 Page 2
Stages of Process Evaluation Page Number
1. Form Collaborative Relationships 3
2. Determine Program Components 4
3. Develop Logic Model*
4. Determine Evaluation Questions 6
5. Determine Methodology 11
6. Consider a Management Information System 25
7. Implement Data Collection and Analysis 28
8. Write Report**
Also included in this workbook:
a. Logic Model Template 30
b. Pitfalls to avoid ...
JISC Maturity Toolkit GGAP Presentation Skye, April 2013 [original: Margaret ...
A PowerPoint presentation made to the UHI Camel meeting of the JISC Maturity toolkit working group by GGAP
Measuring impact
This document discusses the importance of evidencing the benefits of staff development programs in higher education. It highlights challenges in the sector like reduced funding that require demonstrating efficiency, effectiveness, and impact. While many institutions identify potential benefits, only 42% successfully measure them. Barriers to measurement include a lack of clarity on what and how to measure, data availability, and concerns about negative results. The presentation provides tools to help plan and evidence benefits, including exploring benefits from strategic, behavioral, stakeholder, and measurable perspectives. It emphasizes capturing baseline data before and improvement data after to quantify changes. Examples demonstrate calculating benefits like time or cost savings. Communicating evidenced benefits helps create value by showing how investments in staff development impact individuals and institutions.
Similar to Toolkit meeting presentation uwic (20)
Change Agent Network - Viewpoints cards - evaluation impact and sustainability
Change Agent Network - Viewpoints cards - evaluation impact and sustainability
Session 1 Introduction to Instructional System Design.pdf
Session 1 Introduction to Instructional System Design.pdf
Assignment 2 Designing a Training ProgramDue Week 8 and worth 3.docx
Assignment 2 Designing a Training ProgramDue Week 8 and worth 3.docx
For this assessment you will create an 8-12 slide PowerPoint pre.docx
For this assessment you will create an 8-12 slide PowerPoint pre.docx
JISC Maturity Toolkit GGAP Presentation Skye, April 2013 [original: Margaret ...
JISC Maturity Toolkit GGAP Presentation Skye, April 2013 [original: Margaret ...
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The document outlines 5 dimensions of using technology to enhance employability: 1) Technology-enhanced authentic and simulated learning experiences, 2) Digital communications and engagement with employers, 3) Technology-enhanced lifelong learning and employability, 4) Technology-enhanced employability skills development, and 5) Employer-focused digital literacy development. Each dimension provides examples of relevant technologies and discusses potential benefits to learners, employers, and institutions, as well as constraints.
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Change Agents' Network: Institutional Change Leader course - Induction
The document provides an overview and orientation for participants in the Institutional Change Leader course. It includes:
- An introduction to the Change Agents' Network which supports staff and students working in partnerships for technology-related change projects.
- An explanation of the structure and eligibility requirements for the Institutional Change Leader award, which is assessed through an online course and reflective portfolio based on a change project.
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Ccc
There are different ways that people learn best. Some learn well in groups, others alone, and learning styles can differ based on whether people prefer listening, watching, writing or discussing. To learn effectively, one must understand their own learning preferences and strengths. Most learning involves a cycle of having an experience, reflecting on it, making connections and generalizations, and applying those lessons in new situations. People can learn from any significant life experience, whether enjoyable, impactful, or one they do not want repeated.
Flexible Curricula Viewpoints A0 Worksheet
This document discusses the need for more flexible curricula in education. It identifies key drivers like changing student needs and priorities as well as enhancing teaching practices. The document aims to reflect on these factors and priorities to develop more adaptable curricula.
Viewpoints for flexible curricula - permission form
This permission form allows an individual to consent to the use of their photographs, video, or audio content by an institution for internal purposes and educational dissemination. The individual can agree or not agree to having their multimedia content used to aid curriculum planning and for other purposes specified by the department or program. If consent is provided, the individual must print and sign their name, and include the date and their email address and department or program, if applicable.
Flexible Curricula Viewpoints action plan template
This document outlines the key discussions and outcomes from a workshop exploring flexible curricula. It identifies changing drivers such as student and employer needs that require more flexibility. An action plan proposes enhancements in areas like partnerships, anytime learning, entry/exit points, and personalized learning. Implementation will require actions, responsibilities, and timelines to be determined.
Flexible Curricula Viewpoints cards - Drivers and needs for flexible curricula
The document discusses several factors driving the need for more flexible curricula in higher education, including changing learner expectations and demographics, demands from employers, and changes in how teaching and learning occur. Learner expectations include needs for flexibility in schedules, content, delivery methods, and recognition of prior learning. Employers want curricula that better align with their needs and allow for work-based learning opportunities. How teaching and learning are conducted is influenced by new technologies and a shift toward more self-directed, autonomous learning.
Flexible Curricula Viewpoints cards - Learning model, personalisation and stu...
The document discusses good practices for designing flexible curricula that employ technology-enhanced learning. It recommends (1) using technology to provide flexibility in learning styles and increase engagement, (2) personalizing learning activities to create autonomous learners, and (3) designing social and informal learning activities that exploit online media and support various pedagogical approaches. The goal is to continually engage in educational innovation, research, and change as part of quality enhancement and assurance efforts.
Flexible Curricula Viewpoints cards - Entry transition progression and exit
The document discusses key considerations for providing flexible curricula. It addresses questions around offering learners flexibility in learning pathways, approaches, topics of study and assessments. It suggests curricula should be based on values and processes rather than specific content, allowing customization to learner needs. Curricula should incorporate academic, personal and professional development throughout a program. Flexible pathways could include options for negotiated curricula.
Flexible Curricula Viewpoints cards - Anytime anywhere learning
The document discusses ensuring equitable access to technologies for flexible learning. It suggests that programs should:
1) Specify minimum device and connectivity requirements while allowing some learner choice.
2) Provide loan devices and connectivity for learners unable to meet requirements.
3) Give detailed guidelines for setting up devices, networks, and accessing institutional systems remotely.
4) Engage with employers to ensure work-based learners can access systems flexibly.
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The document discusses good practices for external engagement and partnerships in curriculum design and delivery. It suggests that programmes should engage employers in shaping curriculum to meet employer and learner needs through activities like having employers serve on design teams and as mentors. It also recommends aligning curriculum with employer strategic goals, learner personal needs, and key sector skills as defined by employer bodies. Finally, it states curriculum should be updated to maintain relevance by aligning with changing professional, national and international standards.
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dimension, it outlines several practice points and provides top tips and guides to resources for each point. The overall aim is to help institutions establish
effective partnerships with students to advance curriculum innovation and student experience through collaboration.
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Change Agent Network - Viewpoints cards - partnership implementation
The document outlines several practices that are important for good implementation of student partnerships. It recommends establishing a project plan based on agile methodology, developing principles of good practice to guide the partnerships, and allocating significant time and resources to stakeholder engagement and communication. The document also stresses the importance of clarifying roles and responsibilities, managing risks, and joining internal and external communities of practice to support the partnerships.
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This document provides a project plan for evaluating implementations of Making Assessment Count (MAC) processes at 6 universities. The objectives are to evaluate the MAC pilots at the institutions to facilitate embedding and sustainability, and to reinforce the business case for MAC by examining its use in different subject areas and institutional contexts. The anticipated outputs include an evaluation report presenting findings on MAC's applicability across contexts, a self-assessment procedure for institutions to plan MAC approaches, and case studies from each participating university. The overall approach involves monitoring the MAC pilots at each institution and conducting surveys, interviews and focus groups with students and staff to understand the impact on experiences, performance, satisfaction and workloads.
Well br event june28
The document summarizes the outputs and context of the JISC WELL project. The project aimed to develop a flexible technology-supported model for work-based learning. Main outputs included a framework for WBL delivery and assessment that integrates technologies, case studies applying the model, and evaluations of previous projects. Going forward, potential issues to consider include investment required, identifying champions, and ensuring institutional support and commitment given other priorities.
Presentation for wbl event on 28 june 2011 v2
The document describes a pilot project using a Work-Based Maturity Toolkit to inform the design, development, and delivery of a Bachelor of Arts in Youth Work between Edinburgh Napier University, Edinburgh's Telford College, and Edinburgh City Council. Key outcomes of applying the toolkit included strengthening partnership roles and responsibilities, offering multiple entry and exit points aligned with qualifications frameworks, integrating recognition of prior learning, and identifying needs for accessible technologies and digital literacy support for students and staff.
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一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
永久可查学历认证【微信：A575476】【(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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- 1. Work Based Learning Maturity Toolkit: UWIC Pilot. Andrew Haldane Loretta Newman-Ford
- 3. explore how the toolkit could help to formulate an institutional WBL strategy.
- 5. School level
- 7. ways in which the toolkit could be used/customised
- 11. We need to formalise WBL activities
- 12. A single WBL policy with high level objectives, but with enough scope for localised planning and implementation, is needed.
- 13. Staff need to feel ownership
- 14. The Toolkit was found to be unsuitable for use with large groups of stakeholders
- 16. Work with Schools to create localised plans and activities, structured around the strategy
- 18. Compare a well-established WBL programme with newly validated programme and facilitate support and collaboration between teams
- 19. Use the Toolkit , a document which clearly and comprehensively illustrates WBL readiness, to inform the development of a UWIC strategy