The Transition Advisory Team held its kickoff meeting on January 8, 2013. The Chairman of the LSU Board of Supervisors welcomed the team and charged them with developing a vision for LSU to become a world-class university. An expert on higher education trends spoke to challenges facing Louisiana. The interim LSU president discussed preparatory work done to date. The facilitator then reviewed the operating model and subcommittee structure for the Transition Advisory Team. Members were introduced and subcommittee leadership was proposed. Requirements for public records and open meetings were also addressed. Next steps and closing comments were provided to conclude the meeting.
This document summarizes the agenda for an introductory team meeting for a youth soccer team. The agenda covers welcoming the team and introducing the coach and assistant coach, discussing the coaching philosophy around sportsmanship, dedication, and fun. It also reviews practice and game day logistics, volunteer needs for the team, dates for the season, and paperwork requirements. The meeting aims to get the season started on the right foot by having parents and coaches work together towards the success of the team.
Teams don’t create energy. They feed off each other’s energy. But you are the catalyst. Learn how to run kickass team meetings through leveraging these tips and tricks.
Helping teams work. Team meetings making them good enough to get work doneMike Cardus
Following good meeting management procedures can have a highly positive effect:
People will be more willing to attend meetings that run smoothly.
The team will feel a sense of accomplishment that increases commitment and willingness to do the work.
Meetings PowerPoint Presentation Content slides include topics such as: why meetings are unproductive, 7 group roles and behaviors, effective meeting notes, 6 guidelines for effective meetings, information sharing/gathering, recognizing resistance to accepting change, phases of change transition, problem solving meetings, decision making, before the meeting, agenda and goals, during the meeting, running effective meetings, after the meeting, common scheduling problems, scheduling hints, taking minutes, how to's and much more.
This document summarizes the kickoff meeting of the Student Experience Sub-Committee of LSU's Transition Advisory Team. The meeting began with welcome remarks emphasizing the importance of students to the university's success. The sub-committee's charter is to make recommendations around student access, support for student success, service learning, and workforce opportunities. Members introduced themselves. The advisory team's objectives and process were outlined. Upcoming sub-committee meetings and potential presenters on topics like the student experience and workforce needs were discussed. Public input will also be gathered through an online survey.
This document provides an overview and agenda for the kickoff meeting of the Finance and Revenue and Operations and Technology Sub-Committees of the LSU Transition Advisory Team. The meeting will include introductions from sub-committee chairs, an overview of the Transition Advisory Team process and the transformation of higher education. Task forces will be formed to focus on priority areas like commercialization and technology transfer, streamlining procedures and rules, technology, and administrative services. The sub-committees will gather information and develop best practice recommendations to present to the Transition Advisory Team by June 2013.
The Academic Sub-Committee of the LSU Transition Advisory Team held its kickoff meeting on February 28, 2013. The meeting provided an orientation to the Transition Advisory Team process and charged the Academic Sub-Committee with making recommendations around campus innovation, academic standards, programs, and leveraging technology for learning. Future meetings of the sub-committee will gather input from experts and the public and develop findings to inform the Transition Advisory Team's final report.
The document summarizes a kickoff meeting for the Research and Discovery Sub-Committee of the LSU Transition Advisory Team, which was charged with making recommendations on research strengths, priorities, collaboration incentives, productivity, and technology transfer. The meeting provided an orientation to the sub-committee process and heard presentations on current research trends, the Pennington Biomedical Research Center, and metrics on LSU System research and technology transfer activities. National experts discussed why higher education is undergoing transformation and highlighted implications for LSU's research focus.
This document summarizes the agenda for an introductory team meeting for a youth soccer team. The agenda covers welcoming the team and introducing the coach and assistant coach, discussing the coaching philosophy around sportsmanship, dedication, and fun. It also reviews practice and game day logistics, volunteer needs for the team, dates for the season, and paperwork requirements. The meeting aims to get the season started on the right foot by having parents and coaches work together towards the success of the team.
Teams don’t create energy. They feed off each other’s energy. But you are the catalyst. Learn how to run kickass team meetings through leveraging these tips and tricks.
Helping teams work. Team meetings making them good enough to get work doneMike Cardus
Following good meeting management procedures can have a highly positive effect:
People will be more willing to attend meetings that run smoothly.
The team will feel a sense of accomplishment that increases commitment and willingness to do the work.
Meetings PowerPoint Presentation Content slides include topics such as: why meetings are unproductive, 7 group roles and behaviors, effective meeting notes, 6 guidelines for effective meetings, information sharing/gathering, recognizing resistance to accepting change, phases of change transition, problem solving meetings, decision making, before the meeting, agenda and goals, during the meeting, running effective meetings, after the meeting, common scheduling problems, scheduling hints, taking minutes, how to's and much more.
This document summarizes the kickoff meeting of the Student Experience Sub-Committee of LSU's Transition Advisory Team. The meeting began with welcome remarks emphasizing the importance of students to the university's success. The sub-committee's charter is to make recommendations around student access, support for student success, service learning, and workforce opportunities. Members introduced themselves. The advisory team's objectives and process were outlined. Upcoming sub-committee meetings and potential presenters on topics like the student experience and workforce needs were discussed. Public input will also be gathered through an online survey.
This document provides an overview and agenda for the kickoff meeting of the Finance and Revenue and Operations and Technology Sub-Committees of the LSU Transition Advisory Team. The meeting will include introductions from sub-committee chairs, an overview of the Transition Advisory Team process and the transformation of higher education. Task forces will be formed to focus on priority areas like commercialization and technology transfer, streamlining procedures and rules, technology, and administrative services. The sub-committees will gather information and develop best practice recommendations to present to the Transition Advisory Team by June 2013.
The Academic Sub-Committee of the LSU Transition Advisory Team held its kickoff meeting on February 28, 2013. The meeting provided an orientation to the Transition Advisory Team process and charged the Academic Sub-Committee with making recommendations around campus innovation, academic standards, programs, and leveraging technology for learning. Future meetings of the sub-committee will gather input from experts and the public and develop findings to inform the Transition Advisory Team's final report.
The document summarizes a kickoff meeting for the Research and Discovery Sub-Committee of the LSU Transition Advisory Team, which was charged with making recommendations on research strengths, priorities, collaboration incentives, productivity, and technology transfer. The meeting provided an orientation to the sub-committee process and heard presentations on current research trends, the Pennington Biomedical Research Center, and metrics on LSU System research and technology transfer activities. National experts discussed why higher education is undergoing transformation and highlighted implications for LSU's research focus.
The document summarizes GAPSA's evaluation plan for the 2012-2013 academic year. The evaluation will utilize qualitative methods like focus groups, interviews, surveys, and data analysis to assess GAPSA's functioning and relationship to student councils. The evaluation aims to present a report with recommendations to improve representation and leadership development. GAPSA plans to modify its executive board structure to include the presidents of all member councils to increase collaboration between councils and GAPSA.
GAPSA faced long-term structural and engagement challenges that led to discussions of dissolution. To address this, GAPSA adopted developmental evaluation methods, utilized focus groups and interviews to get student feedback, and implemented changes like expanded representation and leadership training. The document outlines GAPSA's process of self-evaluation and changes made to improve collaboration between member councils and better serve students.
The document summarizes the proceedings of the May 21, 2013 LSU Transition Advisory Team meeting. The meeting included welcome remarks, an agenda review, and reports from various subcommittees tasked with developing recommendations to transform LSU into a more efficient and competitive university system. Subcommittees addressed issues relating to academics, research, student experience, finance/revenue, and operations/technology. The subcommittees reported on their charges and key priorities to better coordinate programs and policies across the LSU system.
Management and Leadership Powerpoint Slide (Copyright- MESI)Lily Eain (PAC)
The document provides information about Myanmar Entrepreneur SME Institute (MESI), which trains over 6,000 students annually at 7 institutes in Myanmar. MESI's website also receives over 100,000 users. The rest of the document outlines various management, leadership, and entrepreneurship topics covered by MESI in its training programs, including change management, communication, problem solving, and time management. Contact details are provided at the end for MESI.
The document provides guidelines for developing and implementing effective performance management systems. It discusses key aspects of the performance management process including performance planning, ongoing feedback, employee input, performance evaluation, performance review, implementation, and evaluation and improvement. The guidelines are based on research and interviews with experienced practitioners to provide a roadmap for designing systems suited to an organization's needs and objectives.
This document summarizes a meeting of the Penn State University Faculty Senate Council to discuss responses to the Freeh Group Report concerning the Jerry Sandusky scandal. The Senate Council considered forming a task force to monitor procedural fairness in implementing recommendations. They also discussed evaluating recommendations, ensuring rules changes go through proper governance processes, and coordinating with the administration and Board of Trustees task forces. The Senate Council debated their role in responding to the report and next steps.
Senate Council Meeting Freeh Group Report 7 18-2012Larry Catá Backer
Purpose of meeting of the Penn State University Faculty Senate Council to consider next steps in implementing the Freeh Group recommendations for changes at Penn State in light of the Sandusky scandal.
The document summarizes a governance review of the USC (University Student Council) conducted from 2009-2010. It provides context on governance issues in student governments, non-profits, and political systems. The review committee observed a lack of formalized roles and training for the USC executive, centralized decision-making, and disempowered/disengaged council. The committee's three key recommendations were to: 1) Define roles of the executive and management, 2) Empower the council in decision-making, and 3) Establish an independent board of directors.
This document provides guidelines for developing effective performance management systems. It discusses key aspects of the performance management process, including performance planning, ongoing feedback, employee input, performance evaluation, performance review, implementation, and evaluation/improvement. The guidelines are based on research and interviews with experienced HR professionals. While performance management is challenging, it is essential for organizations if done correctly and can lead to benefits like improved performance, communication, and human capital decision-making.
This document provides guidelines for developing, implementing, and evaluating effective performance management systems. It discusses key aspects of the performance management process including performance planning, ongoing feedback, employee input, evaluation, and review. The guidelines recommend ensuring alignment with other HR systems, getting organizational buy-in, effective communication, automation, pilot testing, training, and continuous evaluation and improvement. The overall aim is to present research-based best practices to help organizations strengthen performance management.
The APHA organizational assessment was partially informed with an online life stages survey that queried board members and senior staff on their impressions of APHA performance. This PowerPoint reports on the survey results, APHA life stage and implications for capacity building.
1. The document outlines different induction programs held by AIESEC for new members and leadership at different stages.
2. The inductions provide information on AIESEC's vision and operations, the expansion process, and functional responsibilities within specific roles.
3. The objectives of the inductions are to introduce AIESEC, build understanding of responsibilities, and set goals for career development within AIESEC.
This document summarizes Jackson State University's re-accreditation process with SACS. It outlines the leadership team and committees overseeing compliance certification and development of a Quality Enhancement Plan. It provides timelines for completing documentation, conducting reviews, and submitting materials to SACS. Emerging themes for the QEP include intercultural awareness, service learning, and information literacy.
The document provides information on the roles and responsibilities of nonprofit boards. It discusses that boards have two key roles of legal compliance and adding value to the organization. The board is responsible for providing continuity, selecting leadership, governing through policies and objectives, acquiring resources, and being accountable. Board members should have relevant skills and commit time to meetings, committees, and oversight duties while avoiding conflicts of interest. The board and CEO share some responsibilities like planning and promoting the organization, while operational duties fall more to the CEO and staff. The document stresses the importance of the board focusing on governance rather than micromanaging the day-to-day operations.
Investments for implement the patient safety programsProqualis
Apresentação de Derek Freeley e Stephen Muething durante o O SIMPÓSIO EINSTEIN-IHI: Implantação e Disseminação de Programas de Segurança do Paciente aconteceu de 3 a 5 de novembro de 2013, em São Paulo - Brasil.
Derek Freeley é Vice Presidente Executivo do Institute for Healthcare Improvement (IHI), tem responsabilidades executivas por conduzir estratégias do IHI em cinco áreas de atuação: desenvolvimento de habilidade; cuidado centrado no paciente e família; segurança do paciente; qualidade; custo e valor; e grande foco em populações. Antes de integrar a equipe do IHI em 2013, foi diretor geral de saúde e assistência social e diretor executivo do National Health Service (NHS) na Escócia.
Stephen Muething é Médico, Vice Presidente de Segurança no Cincinnati Children’s Hospital Medical Center (CCHMC), Professor Associado de Pediatria e um pediatra atuante. Durante a primeira década de sua carreira clínica atuou desenvolvendo a assistência pediátrica, tanto no âmbito ambulatorial quanto hospitalar, em uma região rural no sudeste de Indiana, Estados Unidos
This document discusses board leadership succession planning. It begins by defining board leadership succession as going beyond standard bylaws to develop a strategic approach for matching skills to organizational needs. It notes that effective board chairs are committed to collaborative action and influence. The document then discusses that succession planning is a shared responsibility of the full board and nominating committee. It also outlines defining leadership attributes, articulating future needs, and having policies and procedures in place to develop potential leaders through recruitment.
This document discusses how governing boards of universities and colleges are restructuring their board committees to better address strategic issues. It provides an overview of the typical multi-step process boards undertake, beginning with assessing their current committee structures. Drivers for change often include a new strategic plan, input from the board chair/president, or external factors like state legislation. The document then outlines how boards initiate change by evaluating their committees and describes common outcomes like consolidating committees around strategic priorities. Examples from two universities that recently restructured are also presented.
The Administrative Services Task Force met on February 21, 2013 to discuss opportunities for improving efficiency in administrative services at LSU. The task force reviewed its charter, identified areas of administrative services that could benefit from further analysis, potential subject matter experts to consult, and divided into groups to analyze specific issues and develop recommendations to present at the next meeting. The task force aims to streamline internal processes, reduce regulatory barriers, and adopt more efficient administrative structures.
The document provides information about hunting for fossils in Louisiana. It discusses the paleontology collections at the LSU Museum of Natural Science, which include over 17,000 specimens from over 1,000 localities with an emphasis on Louisiana. The document describes how fossils from millions of years ago in the North became gravel deposits in Louisiana, transported south by glaciers. It provides pictures and descriptions of common fossil types found in Louisiana gravels from the Paleozoic era, such as crinoids, corals, bryozoans, mollusks, brachiopods, and trilobites. The document also discusses field trips and activity booklets for learning about paleontology.
The document outlines a presentation about field trips to the Museum of Natural Science focusing on herpetology. It discusses the museum's collections in herpetology, including over 81,000 specimens and 27 new species. It also details the different types of amphibians and reptiles found in Louisiana, such as frogs, salamanders, snakes, lizards, turtles, and crocodilians. Finally, it proposes hands-on classroom activities to teach students about scales, camouflage, and life cycles of herpetology specimens.
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The document summarizes GAPSA's evaluation plan for the 2012-2013 academic year. The evaluation will utilize qualitative methods like focus groups, interviews, surveys, and data analysis to assess GAPSA's functioning and relationship to student councils. The evaluation aims to present a report with recommendations to improve representation and leadership development. GAPSA plans to modify its executive board structure to include the presidents of all member councils to increase collaboration between councils and GAPSA.
GAPSA faced long-term structural and engagement challenges that led to discussions of dissolution. To address this, GAPSA adopted developmental evaluation methods, utilized focus groups and interviews to get student feedback, and implemented changes like expanded representation and leadership training. The document outlines GAPSA's process of self-evaluation and changes made to improve collaboration between member councils and better serve students.
The document summarizes the proceedings of the May 21, 2013 LSU Transition Advisory Team meeting. The meeting included welcome remarks, an agenda review, and reports from various subcommittees tasked with developing recommendations to transform LSU into a more efficient and competitive university system. Subcommittees addressed issues relating to academics, research, student experience, finance/revenue, and operations/technology. The subcommittees reported on their charges and key priorities to better coordinate programs and policies across the LSU system.
Management and Leadership Powerpoint Slide (Copyright- MESI)Lily Eain (PAC)
The document provides information about Myanmar Entrepreneur SME Institute (MESI), which trains over 6,000 students annually at 7 institutes in Myanmar. MESI's website also receives over 100,000 users. The rest of the document outlines various management, leadership, and entrepreneurship topics covered by MESI in its training programs, including change management, communication, problem solving, and time management. Contact details are provided at the end for MESI.
The document provides guidelines for developing and implementing effective performance management systems. It discusses key aspects of the performance management process including performance planning, ongoing feedback, employee input, performance evaluation, performance review, implementation, and evaluation and improvement. The guidelines are based on research and interviews with experienced practitioners to provide a roadmap for designing systems suited to an organization's needs and objectives.
This document summarizes a meeting of the Penn State University Faculty Senate Council to discuss responses to the Freeh Group Report concerning the Jerry Sandusky scandal. The Senate Council considered forming a task force to monitor procedural fairness in implementing recommendations. They also discussed evaluating recommendations, ensuring rules changes go through proper governance processes, and coordinating with the administration and Board of Trustees task forces. The Senate Council debated their role in responding to the report and next steps.
Senate Council Meeting Freeh Group Report 7 18-2012Larry Catá Backer
Purpose of meeting of the Penn State University Faculty Senate Council to consider next steps in implementing the Freeh Group recommendations for changes at Penn State in light of the Sandusky scandal.
The document summarizes a governance review of the USC (University Student Council) conducted from 2009-2010. It provides context on governance issues in student governments, non-profits, and political systems. The review committee observed a lack of formalized roles and training for the USC executive, centralized decision-making, and disempowered/disengaged council. The committee's three key recommendations were to: 1) Define roles of the executive and management, 2) Empower the council in decision-making, and 3) Establish an independent board of directors.
This document provides guidelines for developing effective performance management systems. It discusses key aspects of the performance management process, including performance planning, ongoing feedback, employee input, performance evaluation, performance review, implementation, and evaluation/improvement. The guidelines are based on research and interviews with experienced HR professionals. While performance management is challenging, it is essential for organizations if done correctly and can lead to benefits like improved performance, communication, and human capital decision-making.
This document provides guidelines for developing, implementing, and evaluating effective performance management systems. It discusses key aspects of the performance management process including performance planning, ongoing feedback, employee input, evaluation, and review. The guidelines recommend ensuring alignment with other HR systems, getting organizational buy-in, effective communication, automation, pilot testing, training, and continuous evaluation and improvement. The overall aim is to present research-based best practices to help organizations strengthen performance management.
The APHA organizational assessment was partially informed with an online life stages survey that queried board members and senior staff on their impressions of APHA performance. This PowerPoint reports on the survey results, APHA life stage and implications for capacity building.
1. The document outlines different induction programs held by AIESEC for new members and leadership at different stages.
2. The inductions provide information on AIESEC's vision and operations, the expansion process, and functional responsibilities within specific roles.
3. The objectives of the inductions are to introduce AIESEC, build understanding of responsibilities, and set goals for career development within AIESEC.
This document summarizes Jackson State University's re-accreditation process with SACS. It outlines the leadership team and committees overseeing compliance certification and development of a Quality Enhancement Plan. It provides timelines for completing documentation, conducting reviews, and submitting materials to SACS. Emerging themes for the QEP include intercultural awareness, service learning, and information literacy.
The document provides information on the roles and responsibilities of nonprofit boards. It discusses that boards have two key roles of legal compliance and adding value to the organization. The board is responsible for providing continuity, selecting leadership, governing through policies and objectives, acquiring resources, and being accountable. Board members should have relevant skills and commit time to meetings, committees, and oversight duties while avoiding conflicts of interest. The board and CEO share some responsibilities like planning and promoting the organization, while operational duties fall more to the CEO and staff. The document stresses the importance of the board focusing on governance rather than micromanaging the day-to-day operations.
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Derek Freeley é Vice Presidente Executivo do Institute for Healthcare Improvement (IHI), tem responsabilidades executivas por conduzir estratégias do IHI em cinco áreas de atuação: desenvolvimento de habilidade; cuidado centrado no paciente e família; segurança do paciente; qualidade; custo e valor; e grande foco em populações. Antes de integrar a equipe do IHI em 2013, foi diretor geral de saúde e assistência social e diretor executivo do National Health Service (NHS) na Escócia.
Stephen Muething é Médico, Vice Presidente de Segurança no Cincinnati Children’s Hospital Medical Center (CCHMC), Professor Associado de Pediatria e um pediatra atuante. Durante a primeira década de sua carreira clínica atuou desenvolvendo a assistência pediátrica, tanto no âmbito ambulatorial quanto hospitalar, em uma região rural no sudeste de Indiana, Estados Unidos
This document discusses board leadership succession planning. It begins by defining board leadership succession as going beyond standard bylaws to develop a strategic approach for matching skills to organizational needs. It notes that effective board chairs are committed to collaborative action and influence. The document then discusses that succession planning is a shared responsibility of the full board and nominating committee. It also outlines defining leadership attributes, articulating future needs, and having policies and procedures in place to develop potential leaders through recruitment.
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The document provides information about hunting for fossils in Louisiana. It discusses the paleontology collections at the LSU Museum of Natural Science, which include over 17,000 specimens from over 1,000 localities with an emphasis on Louisiana. The document describes how fossils from millions of years ago in the North became gravel deposits in Louisiana, transported south by glaciers. It provides pictures and descriptions of common fossil types found in Louisiana gravels from the Paleozoic era, such as crinoids, corals, bryozoans, mollusks, brachiopods, and trilobites. The document also discusses field trips and activity booklets for learning about paleontology.
The document outlines a presentation about field trips to the Museum of Natural Science focusing on herpetology. It discusses the museum's collections in herpetology, including over 81,000 specimens and 27 new species. It also details the different types of amphibians and reptiles found in Louisiana, such as frogs, salamanders, snakes, lizards, turtles, and crocodilians. Finally, it proposes hands-on classroom activities to teach students about scales, camouflage, and life cycles of herpetology specimens.
The LSU Museum of Natural Science aims to acquire, preserve, and study research collections to generate knowledge about regional and global biodiversity, geological history, and human history. It has seven main fields of research including ornithology, genetics, ichthyology, mammalogy, herpetology, vertebrate paleontology, and anthropology. It educates the next generation of curators and the public through field trips and activity booklets. Key exhibits include the bottomland forest, coastal island, heronry in Louisiana, and hall of birds dioramas.
This document provides information about different types of fossils and how they are formed. It discusses fossil molds and casts, explaining that a mold is formed when an organism decays leaving a cavity in the rock, and a cast is created when sediment fills this mold, taking on the shape of the original organism. It also describes other fossil types like carbonization, permineralization, and trace fossils like tracks and burrows. The document aims to explain how fossil molds and casts are made through the processes of death, deposition, burial, and mineral replacement of organic remains over time.
This document discusses bird beak adaptations for feeding. It explains that a bird's beak shape is determined by its diet and can be used to identify birds and infer their feeding behaviors. Common beak shapes include cracker, shredder, probe, chisel, strainer, and spear beaks. Examples are then given of several birds' beak shapes and how they correspond to the birds' diets, including pelicans using their pouch to catch fish, wood ducks having notched beaks to eat plants and insects from water surfaces, and hummingbirds having long, thin beaks to access nectar in tubular flowers.
This document discusses animal adaptations for survival in bayou habitats. It covers the frog life cycle and examples of frog malformations that can indicate environmental problems. It also explains camouflage as an adaptation where animals match their surroundings to avoid predators. Specific bayou animals like green tree frogs that change color are described. Mimicry is presented as another adaptation technique, with examples of non-venomous snakes mimicking the patterns of venomous snakes. Key terms about habitats, adaptations, camouflage, and mimicry are defined.
The document outlines an activity where students simulate mining for minerals by breaking up chocolate chip cookies and collecting the "mineral chips" to earn money, while being charged fees for mining time and fines for damaging the "land". It explains the rules of the mining simulation where students earn $1000 per gram of chips mined but are charged $100 every 5 minutes of mining and $100 per piece of broken cookie. The objective is for students to gain an understanding of mineral origins and the environmental impacts of mining.
This document summarizes a Louisiana SeaGrant educational resource about sand. It describes an activity where middle school students use a microscope to observe sand samples, identify physical properties, and measure grain sizes. The goal is for students to determine if samples are well-sorted or not. Extensions include having students write stories from the perspective of sand grains, use sand in art projects, locate where samples originated on a map, and use sand to make cookies.
This document discusses fish anatomy and morphology. It describes the different types of fins found on fish, including dorsal, pectoral, pelvic, anal, and caudal fins, and explains their functions in movement and stabilization. It also outlines various fish body shapes such as fusiform, sagitiform, and anguilliform, and how these shapes aid in swimming, hiding, and maneuverability. The document provides instructions for the Japanese art of fish printing called gyotaku and an activity where students can build their own fictional "frankenfish" by combining different fish parts.
This document discusses invertebrates and their role in aquatic ecosystems. It begins by defining animals and explaining that the term refers to an entire kingdom, not just four-legged mammals. It then lists the domains and kingdoms of life, identifying plants, animals, fungi and protists. The animal kingdom is broken down into invertebrate phyla including sponges, corals, worms, mollusks, echinoderms and arthropods. The document provides tips for finding invertebrates in the wild, markets, labs and suppliers, and concludes by discussing investigating pond life and collecting pond water samples.
This document provides information about pottery making by Native Americans in Louisiana. It discusses the process of digging clay from river banks and working it into balls. It describes how pots were formed using the coiling method - rolling coils of clay and stacking them in circular fashion before smoothing. Various tools like shells and sticks were used to decorate the unfired vessels before firing. The document also includes activities for students to learn traditional coiling pottery techniques and reconstruct pottery sherds into artifacts to learn about archaeology.
The document discusses the LSU Museum of Natural Science and its collections related to Louisiana rocks and minerals. It describes the museum's mission of acquiring, preserving, and studying collections to generate knowledge about biodiversity, geology, and human history. It provides details on the paleontology, vertebrate paleontology, mineralogy, petrology, and Louisiana Geological Survey collections. It also describes educational field trips and hands-on activities for learning about minerals, rocks, and geology.
This document provides contact information for regional archaeology programs and stations in Louisiana. It lists the Northwest, Northeast, Southwest, and Southeast regional archaeology programs, along with the coordinators and contact details for each. It also provides information for the Poverty Point Archaeology Station, including the coordinator and address.
The Transition Advisory Team provided a summary report to the LSU Board of Supervisors in July 2013. The report outlined the team's efforts, which included 5 subcommittees, 6 task forces, and involvement from 114 members. It presented LSU2015, a vision for LSU to be recognized for academic achievement, research excellence, commitment to service, and economic development. Key recommendations included improving the student experience, expanding access to graduate programs, focusing research efforts, generating new revenue, modernizing technology systems, and adopting a new management model and funding approach to support a high-performance culture.
The Transition Advisory Team met to discuss transformation priorities for LSU. They reviewed recommendations from subcommittees on academics, research, student experience, operations/technology, and finance. The recommendations included increasing research funding, focusing research on priority areas, improving student recruitment and retention, expanding online courses, streamlining procurement, and generating new revenue sources. Next steps include the Board of Supervisors receiving quarterly updates on progress implementing the transformation priorities.
This presentation discusses recommendations from a subcommittee on streamlining procurement processes across the LSU system. The subcommittee recommends: 1) Piloting a new procurement code that applies a shared services model more broadly. 2) Expanding the use of an eProcurement system to increase efficiency. 3) Conducting spend analysis across institutions to identify savings opportunities through strategic sourcing. Implementing these recommendations could realize an estimated $6.45 million in annual "hard" savings and $5 million in annual "soft" savings from reduced transaction costs.
This document discusses the challenges facing Louisiana State University in providing cyberinfrastructure to support research and creative activities. It identifies three main challenges: high-capacity and long-term digital storage, a high-bandwidth network, and high-performance computers. It notes that LSU currently relies on the Louisiana Optical Network Initiative but will need to invest in building a strategic big data advantage to attract researchers and industry. The document estimates a $5 million capital investment and $1 million annual operating costs would be required and lists benefits such as increased faculty recruitment, new knowledge creation, technology transfer, and larger grants. In closing, it previews recommendations around monetizing assets, streamlining operations, and improving the student experience through online courses.
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Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
How to Download & Install Module From the Odoo App Store in Odoo 17Celine George
Custom modules offer the flexibility to extend Odoo's capabilities, address unique requirements, and optimize workflows to align seamlessly with your organization's processes. By leveraging custom modules, businesses can unlock greater efficiency, productivity, and innovation, empowering them to stay competitive in today's dynamic market landscape. In this tutorial, we'll guide you step by step on how to easily download and install modules from the Odoo App Store.
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
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تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
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This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
3. Chairman’s Welcome
Our objective today is to provide a framework for
the Transition Advisory Team process and define
the Board of Supervisors’ expectations for your
work which is to:
Develop a vision for a world class university;
Identify elements critical to remaining competitive in
the higher education environment of the future; and
Recommend best-practice organizational models for a
multi-campus flagship university.
4. Chairman’s Welcome Continued
We are charging you with the task of leading a
broad, transparent and inclusive process that will focus on
the rapidly changing environment for higher education
We want to expose you to leading subject matter
experts, current trends and research studies, and world
class organizational models so that you can help define and
recommend a future path for LSU
Dedicated LSU staff have been identified for this project
and we have also engaged SSA Consultants to assist us with
Transition Advisory Team support
Christel Slaughter will serve as our facilitator and I would
like for her to walk us through our agenda for our meeting
today
4
6. Agenda
The Future of Higher Education and Challenges for Louisiana
Member Introductions and Opening Comments
Preparatory Work and Progress to Date
Presentation of Transition Advisory Team Operating Model
and Calendar
Leadership and Appointment of Sub-Committee Members
Public Records and Open Meeting Law Requirements
Transition Advisory Team Member Comments
Public Comments
Next Steps and Closing Comments
6
7. THE FUTURE OF HIGHER
EDUCATION AND CHALLENGES
FOR LOUISIANA
Jeff Selingo
Author, College (Un)Bound: The Future of Higher Education and What It Means for Students
9. Role of the Transition Advisory Team
Today we set the stage for the future and define
how we will proceed
You will help us to set goals and to focus on the
ultimate goal: for LSU to become a world class
university
Your work will inform the Board’s direction as well
as the search process, which cannot slow down
Finally, you will receives best-practice
recommendations from sub-committees focused
on selected topics important to our future
Your final report will include recommendations for
implementation of those strategies 9
11. Transition Advisory Team Members
Dr. William L. “Bill” Jenkins, Chairman
Clarence P. Cazalot, Jr.
William M. Comegys III
Dr. James W. “Jim” Firnberg
G. Lee Griffin
Lt. Gen. Russel L. Honore’
Dr. Lester W. Johnson
W. Shelby McKenzie
William L. “Bill” Silvia
Carroll W. Suggs
Bob Rasmussen, Staff Support
Doreen Brasseaux , Staff Support
11
13. Activities To-Date
June 2012 LSU Board of Supervisors commissions Association of Governing
Boards of Universities and Colleges (AGB) to review the structure, function and
potential of its System.
August 18, 2012 LSU Board of Supervisors Retreat – Board discusses the AGB
Report, “Scenario Analysis – from the perspective of 2022”
September 7, 2012 LSU Board of Supervisors Meeting – Board receives the August
30, 2012 AGB Report: “Assessment of the System’s Structure, Function, and
Potential”
October 26, 2012 LSU Board of Supervisors Meeting – Board receives the October
25, 2012 AGB Report: “A Newly Aligned Louisiana State University, Globally
Competitive for the 21st Century.”
November 2, 2012 Special Meeting of LSU Board of Supervisors – Board votes to
adopt six guiding goals and principles on which it will base its decisions regarding
the realignment and reorganization of the LSU System.
November to December 2012 Town Hall Meetings
December 7 – LSU Board of Supervisors Meeting – Board approves appointment
of Transition Advisory Team, formed to serve as an information gathering group to
advise and make recommendations to the Board on the reorganization process.
13
15. Organizational Chart
LSU Board of Supervisors
Transition Advisory Team
Legal and Regulatory
Advisory Group
Operations and
Academic Finance and Revenue Research and Discovery Student Experience
Technology
Sub-Committee Sub-Committee Sub-Committee Sub-Committee
Sub-Committee
15
16. LSU2015
A roadmap for world class performance.
Complete
JAN FEB MAR APR MAY JUN JUL AUG Re-Organization
Implementation
2013 2015
2nd Transition 4th Transition 6th Transition
Advisory Team Advisory Team Advisory Team
Meeting Meeting Meeting
Transition
Advisory
3rd Transition Advisory 5th Transition Transition
Team
Team Meeting Advisory Team Advisory Team Presents
Kickoff
Meeting Final Report of
Meeting
Sub-Committees Recommendations
Develop Strategic to Board of Supervisors
Priorities for
Re-Organization New System
President Hired
Vision and
Organizational Models LSU System
Inform Search for Begins Detailed
Permanent System Planning and
President Implementation 16
17. Proposed Transition Advisory Team
Meeting Dates
10 a.m. to noon, Tuesday, February 19, 2013
10 a.m. to noon, Tuesday, March 5, 2013
10 a.m. to noon, Tuesday, April 16, 2013
10 a.m. to noon, Tuesday, May 21, 2013
10 a.m. to noon, Tuesday, June 18, 2013
All meetings to be held in the LSU System Building Board Room
17
18. Sub-Committee Design
Five topic specific sub-committees (Academic, Finance and
Revenue, Operations and Technology, Research and
Discovery, and Student Experience)
Sub-committees will gather information from subject matter
experts, research studies, and other resources to develop best
practices recommendations by focus area to the Transition Advisory
Team
Each sub-committee will be chaired or co-chaired by Transition
Advisory Team members
Other sub-committee members will be appointed through
recommendations provided by each campus
Sub-committee activities will begin in January 2013 and be completed
by June 2013
One Legal and Regulatory Advisory Group will provide
technical advice and support to the five sub-committees
18
19. Sub-Committee Membership
Each sub-committee will be chaired or co-chaired
by Transition Advisory Team Members
Other sub-committee members will be appointed
by President Jenkins through recommendations
provided by each chancellor and Transition
Advisory Team Members
19
20. Process
JANUARY 2013
Sub-Committees Staffed and Activities Scheduled
JANUARY to MAY 2013
Transition Advisory Team and Sub-Committees Execute Activities
MAY 2013
Sub-Committees Deliver Reports to Transition Advisory Team
MAY to JULY 2013
Transition Advisory Team Develops Report of Recommendations
JULY 2013
Transition Advisory Team Presents Final Report of
Recommendations to Board of Supervisors
20
21. Academic Sub-Committee
Intra- and Inter-campus innovation and
collaboration
Academic standards and the strategic deployment
of academic programs
Campus independence and differentiation
A single curriculum and course numbering system
Leveraging technology for learning
21
22. Finance and Revenue Sub-Committee
Funding strategies and goals
Cost efficiency of administrative structures and
function
Human resources
Finance and budgeting
Public relations and communications
Fundraising
Government relations
Facilities oversight
Information management
22
23. Operations and Technology
Sub-Committee
Leveraging technology to improve quality and
efficiency
Research
Management and administration
Communications
Streamlining system and campus policies and
procedures
Current strengths
Strategic priorities and goals
23
24. Research and Discovery Sub-Committee
Current strengths
Strategic priorities and goals
Joint research proposals and projects
Collaboration incentives
Productivity and accountability
Technology transfer
24
25. Student Experience Sub-Committee
Access and opportunity
Student aid
Student recruitment and enrollment
Support for student success
Graduation rates
Workforce and career opportunities
Service learning
25
27. Proposed Leadership
Academic Sub-Committee
Dr. William “Bill” Jenkins
Dr. Lester W. Johnson
Finance and Revenue Sub-Committee
Mr. Clarence P. Cazelot, Jr.
Mr. G. Lee Griffin
Operations and Technology Sub-Committee
Mr. William M. Comegys III
Mr. William L. “Bill” Silvia
Research and Discovery Sub-Committee
Dr. James W. “Jim” Firnberg
Student Experience Sub-Committee
Lt. Gen. Russel L. Honore’
Ms. Carroll W. Suggs
Legal and Regulatory Advisory Group
Dr. James W. “Jim” Firnberg
Mr. W. Shelby McKenzie
27
28. PUBLIC RECORDS AND
OPEN MEETING LAW
REQUIREMENTS
Mr. Shelby McKenzie
General Counsel, LSU System