Sponsors & growing MATs - HR and employment law in education conference 2015,...Browne Jacobson LLP
This document discusses the employment implications and governance considerations for schools joining or growing multi-academy trusts. It outlines the typical governance structure of a multi-academy trust and highlights risks around consistency of pay, terms and conditions, and HR policies across schools. The presenter provides options and a checklist for MATs to consider regarding harmonizing practices during school transfers and ensuring proper HR due diligence is conducted when onboarding new schools.
Management Strategies to Make MBA Career Series Top-TierBeyond B-School
This document outlines 10 challenges faced by MBA career services and strategies to address them. The challenges include limited budget and resources, viewing career services as an expense rather than revenue source, developing strong business cases using metrics, impact on school rankings, relationships with the dean and other departments, engaging faculty, focusing too narrowly on local opportunities, limitations of on-campus recruiting, and meeting the needs of diverse students. For each challenge, specific tactics are provided such as leveraging technology, securing additional funds, emphasizing student and employer satisfaction, and using alumni networks and industry specialization to facilitate off-campus hiring. The overall aim is to elevate the influence and standing of career services within business schools.
Leadership and management - HR and employment law in education conference 201...Browne Jacobson LLP
This document summarizes a presentation given to school leaders on securing favorable Ofsted leadership and management judgements. It discusses what Ofsted examines in determining leadership effectiveness, including HR practices, governance, and the single central record. Examples of judgements and rationales are provided. School leaders are encouraged to have an accurate and realistic self-evaluation, demonstrate governor understanding of strengths and weaknesses, focus on high expectations, and evidence governor impact through induction, data analysis, and record keeping. Performance management, support for new teachers, and use of pay incentives are discussed. Requirements for the single central record around checks and prohibitions are outlined. Reflective questions prompt consideration of succession planning, professional development impact, and balancing challenge and support.
This evaluation summarizes the findings of an external evaluation of the African Institute for Mathematical Sciences South Africa (AIMS-SA). The evaluation assessed AIMS-SA's relevance, efficiency, effectiveness, impact, and sustainability based on interviews and surveys of alumni. Key findings include that AIMS-SA is building African capacity in mathematical sciences and addressing development challenges, and 89% of alumni reported it increased their awareness of math's role. However, concerns about long-term sustainability were raised given reliance on external support. The evaluation concludes AIMS-SA has been successful but should strengthen impact reporting and address sustainability challenges.
This document summarizes key points from a presentation on proposed changes to education law and policy in England outlined in the Education and Adoption Bill. Some of the main changes discussed include expanding the definition of "coasting schools" and giving Regional School Commissioners more power to intervene in underperforming schools. It outlines proposals to make academy orders and conversions mandatory for schools in certain intervention categories. The presentation discusses increasing powers for intervening in both maintained schools and academies seen as coasting or underperforming.
The Degree Apprenticeship Development Fund (DADF) provided funding to help higher education institutions develop degree apprenticeship programs. Projects funded by the DADF accounted for 54% of overall expenditures. The funding was used for activities like staff recruitment, systems development, curriculum reviews, and partnership building. Emerging findings show that the DADF added value by accelerating development of degree apprenticeships and enabling institutions to explore more options than they otherwise would have. It also helped increase senior management support for degree apprenticeships within institutions.
Sponsors & growing MATs - HR and employment law in education conference 2015,...Browne Jacobson LLP
This document discusses the employment implications and governance considerations for schools joining or growing multi-academy trusts. It outlines the typical governance structure of a multi-academy trust and highlights risks around consistency of pay, terms and conditions, and HR policies across schools. The presenter provides options and a checklist for MATs to consider regarding harmonizing practices during school transfers and ensuring proper HR due diligence is conducted when onboarding new schools.
Management Strategies to Make MBA Career Series Top-TierBeyond B-School
This document outlines 10 challenges faced by MBA career services and strategies to address them. The challenges include limited budget and resources, viewing career services as an expense rather than revenue source, developing strong business cases using metrics, impact on school rankings, relationships with the dean and other departments, engaging faculty, focusing too narrowly on local opportunities, limitations of on-campus recruiting, and meeting the needs of diverse students. For each challenge, specific tactics are provided such as leveraging technology, securing additional funds, emphasizing student and employer satisfaction, and using alumni networks and industry specialization to facilitate off-campus hiring. The overall aim is to elevate the influence and standing of career services within business schools.
Leadership and management - HR and employment law in education conference 201...Browne Jacobson LLP
This document summarizes a presentation given to school leaders on securing favorable Ofsted leadership and management judgements. It discusses what Ofsted examines in determining leadership effectiveness, including HR practices, governance, and the single central record. Examples of judgements and rationales are provided. School leaders are encouraged to have an accurate and realistic self-evaluation, demonstrate governor understanding of strengths and weaknesses, focus on high expectations, and evidence governor impact through induction, data analysis, and record keeping. Performance management, support for new teachers, and use of pay incentives are discussed. Requirements for the single central record around checks and prohibitions are outlined. Reflective questions prompt consideration of succession planning, professional development impact, and balancing challenge and support.
This evaluation summarizes the findings of an external evaluation of the African Institute for Mathematical Sciences South Africa (AIMS-SA). The evaluation assessed AIMS-SA's relevance, efficiency, effectiveness, impact, and sustainability based on interviews and surveys of alumni. Key findings include that AIMS-SA is building African capacity in mathematical sciences and addressing development challenges, and 89% of alumni reported it increased their awareness of math's role. However, concerns about long-term sustainability were raised given reliance on external support. The evaluation concludes AIMS-SA has been successful but should strengthen impact reporting and address sustainability challenges.
This document summarizes key points from a presentation on proposed changes to education law and policy in England outlined in the Education and Adoption Bill. Some of the main changes discussed include expanding the definition of "coasting schools" and giving Regional School Commissioners more power to intervene in underperforming schools. It outlines proposals to make academy orders and conversions mandatory for schools in certain intervention categories. The presentation discusses increasing powers for intervening in both maintained schools and academies seen as coasting or underperforming.
The Degree Apprenticeship Development Fund (DADF) provided funding to help higher education institutions develop degree apprenticeship programs. Projects funded by the DADF accounted for 54% of overall expenditures. The funding was used for activities like staff recruitment, systems development, curriculum reviews, and partnership building. Emerging findings show that the DADF added value by accelerating development of degree apprenticeships and enabling institutions to explore more options than they otherwise would have. It also helped increase senior management support for degree apprenticeships within institutions.
Innovative Strategies in Higher Education and Technical and Vocational Educat...Asian Development Bank
These twin reports share on the outcome of ADB's joint study with Australian Aid which aims to find innovative ways to improve the human capital through improved higher education and technical and vocational studies in South Asian nations.
Coverage: Bangladesh, Nepal, Sri Lanka, Bhutan, and Maldives
Richard Wilkie has over 13 years of experience in management roles in education and retail, including positions as Director of Admissions, General Manager, and Director of Student Finance. His experience spans developing employees, growing customer satisfaction and retention, increasing financial performance, and exceeding enrollment and revenue goals. He provides references from past supervisors who can speak to his proven track record of success.
The document discusses the Texas STaR Chart technology ratings for John R. Good Elementary School over three years from 2006-2009. It shows that the school received advanced ratings in some areas initially but saw ratings decline in later years in areas like teaching and learning and educator preparation. The document seeks to identify areas of need and set goals to better integrate technology into every classroom based on the ratings data in order to prepare students for 21st century learning as outlined in Texas's long-range technology plan.
This document discusses governance trends in higher education, including increasing accountability, transparency, and focus on culture and succession planning at the board level. It outlines principles of good governance practice, including defining roles and responsibilities, balancing short and long-term priorities, and focusing on both external stakeholders and internal organizational health. Academic governance is one of the primary responsibilities of governing bodies, and there is a focus on assuring teaching quality and student outcomes. Effective boards evaluate their own performance and avoid common pitfalls like lack of teamwork or imbalance between oversight functions. The document also notes current issues around board diversity and professionalization.
To Change or Not to Change - How to Develop a Facilities Vision - Wisconsin S...SchoolDude
Educational organizations are facing tough challenges - learn the critical success factors you need to achieve peak operational performance, including policies for change, and strategies for implementation. Also, most people know the importance of Preventive Maintenance, but it can be hard to justify and hard to implement. In this session, you will learn how to justify your PM program by preventing costly mechanical failures, extending the life of your equipment, and reducing energy expenses.
This document discusses how universities can learn from the UK Apprenticeship Levy. The Apprenticeship Levy requires employers with an annual wage bill over £3 million to contribute 0.5% of their wage bill towards apprenticeship funding. Universities need to be agile and strategic in order to take advantage of opportunities from the levy. They should influence both employers and within their own institutions to develop degree apprenticeship programs that address skills shortages and retain apprentices as future students. Success will require complying with funding rules, strong employer partnerships, and collaboration both within and across universities.
The distinctiveness of australian distance education – thealanwylie
The Australian and New Zealand Keynote Panel presentation by Emeritus Professor Bruce King for the DEHub/ODLAA Education 2011 to 2021- Global challenges and perspectives of blended and distance learning the (14 to 18 February 2011).
The document discusses the Academy at West Birdville's progress in technology integration based on the Texas STaR Chart evaluation system. It provides an overview of where the school currently stands according to the STaR classifications, initiatives underway like the use of document cameras and curriculum software, and plans to improve through staff development, campus visits, and preparing for 2020 expectations.
Smarter, Greener Learning: Sustainable Development In The Fe And Skills SectorMax Norton
The document discusses sustainable development in the further education and skills sector in the UK. It defines sustainable development as meeting present needs without compromising future generations' ability to meet their own needs. This involves balancing social, environmental, and economic goals. The document outlines the Learning and Skills Council's strategy to promote sustainable development through curriculum, buildings/estates, community engagement, and capacity building. It acknowledges progress in some areas but gaps in others and an unclear framework for measuring progress. Priorities through 2010 include celebrating good practices and skills for a low-carbon economy. The future roles of various organizations in promoting sustainable development beyond 2010 are uncertain.
Organizations go through different phases over time similar to a lifecycle. There are typically four phases: formative (growth), normative (peak maturity), degenerative I (weakening), and degenerative II (decline and dissolution). Good management is needed to survive breakpoint 1 between phases II and III, and again at breakpoint 2 to strengthen the organization. A document outlines an organizational lifecycle model adapted from another source.
Presentation on 'Where are we now? The issues for HEIs'
from Professor Marian Brandon (UEA). Presented at HEA event at Friends House organised by Hilary Burgess (Visiting Fellow, School for Policy Studies University of Bristol).
The company University Research & Review LLC aims to solve problems in higher education enrollment, student career choices, and employee career satisfaction through personalized recommendations based on assessments and proprietary algorithms. It plans to generate revenue through selling qualified student leads to colleges, receiving bonuses for student enrollments, advertising, fees for advisory services, and licensing of its "Best Value School" images. The company was founded in 2011 and launched its first websites in 2014, conducting over 1,100 advisory sessions. It projects rapid revenue growth from lead sales and tuition sharing to $22.5 million by 2020 with a pre-money valuation of $6.9 million and a $3 million capital raise.
Worldwide Trends in Employee Retention ReportAchieveGlobal
Whether you're thriving in a rapidly expanding bull market or floundering to escape the grips of a bear market, attracting and retaining talented employees is key to long-term success. How do you create a competent, competitive, committed workforce? How do you incent your employees to maximize performance and remain engaged? And perhaps most important, how do you ensure your best employees stay?
This document discusses how school districts can continue improving teaching quality during tough economic times. It recommends that districts rethink how they spend money on professional development by aligning spending with long-term strategies, reallocating funds from non-strategic areas, and ensuring internal practices support teaching quality goals. Stimulus funds should support sustainable reforms rather than ongoing costs.
The document is a marketing plan created by Genesis Consultancy Group to support the growth of Vital Element, a facilities management company, to reach £5 million in turnover by 2018. It includes an analysis of the macro environment using PESTLE, segmentation of the target market as primary schools in Huddersfield and Barnsley, and positioning of services. Research findings show schools value repair, cleaning and maintenance services and have neutral views on cost. The plan recommends employing business developers, improving online presence, and introducing short term contracts to attract 25 clients in 2017 and 35 in 2018.
Year Up is a nonprofit workforce development organization that prepares underserved young adults for professional careers through a rigorous one-year training program. The program includes 6 months of classroom learning, followed by a 6-month paid internship at one of Year Up's corporate partners. Year Up aims to close the opportunity divide by providing urban youth with skills, experience, and support to empower them to reach their potential through careers and higher education. Results show 80% of students complete the program, 100% of qualified students are placed in internships, and 85% of graduates are employed or in college within 4 months of graduating. The program benefits both the students and corporate partners who receive entry-level talent that meets or exceeds expectations.
College Recruiting Panel at recruitDC with Steve TiufekchievRecruitDC
How to approach college recruiting when many of the college recruits may include transitioning military personnel among other things. What are some of the traditional and non traditional ways of college hiring
The document provides an overview of a community college's leadership summit presentation. It includes 3 key points:
1. The presentation discusses the college's transformation journey, including discovery, design, implementation and experience phases. Charts show enrollment, award, and financial trends.
2. Assessments reveal cultural, performance, and leadership barriers to overcome. The vision is for the college to be a leader in student success and community responsiveness.
3. The transformation will focus on student success, organizational stewardship, performance excellence and innovation through strategic alignment, communication of the vision, and an emphasis on strategy, analytics and continual improvement.
Workforce development in Ohio faces several challenges: a skills gap where employers cannot find qualified workers; a less educated workforce than other states; and declining rates of students completing high school and being ready for college or careers. Solutions proposed include increasing adult education and industry-recognized credentials to boost the skills of the current workforce, improving early childhood education to better prepare students for future success, and aligning education and training with the needs of employers. Investing in early childhood education is emphasized as having a high return on investment for developing talent.
The document discusses research conducted by the Center for Educational Effectiveness on schools that have been identified as Schools of Distinction in Washington state. The research examined staff perceptions at repeat winner schools compared to other schools on nine characteristics of high performing schools. The findings showed that repeat winner schools demonstrated significantly stronger perceptions across all nine characteristics, with key differences in areas like monitoring teaching and learning, quality curriculum and instruction, and collaborative practices. The research aims to identify distinguishing factors that contribute to improvement in these high performing schools.
Innovative Strategies in Higher Education and Technical and Vocational Educat...Asian Development Bank
These twin reports share on the outcome of ADB's joint study with Australian Aid which aims to find innovative ways to improve the human capital through improved higher education and technical and vocational studies in South Asian nations.
Coverage: Bangladesh, Nepal, Sri Lanka, Bhutan, and Maldives
Richard Wilkie has over 13 years of experience in management roles in education and retail, including positions as Director of Admissions, General Manager, and Director of Student Finance. His experience spans developing employees, growing customer satisfaction and retention, increasing financial performance, and exceeding enrollment and revenue goals. He provides references from past supervisors who can speak to his proven track record of success.
The document discusses the Texas STaR Chart technology ratings for John R. Good Elementary School over three years from 2006-2009. It shows that the school received advanced ratings in some areas initially but saw ratings decline in later years in areas like teaching and learning and educator preparation. The document seeks to identify areas of need and set goals to better integrate technology into every classroom based on the ratings data in order to prepare students for 21st century learning as outlined in Texas's long-range technology plan.
This document discusses governance trends in higher education, including increasing accountability, transparency, and focus on culture and succession planning at the board level. It outlines principles of good governance practice, including defining roles and responsibilities, balancing short and long-term priorities, and focusing on both external stakeholders and internal organizational health. Academic governance is one of the primary responsibilities of governing bodies, and there is a focus on assuring teaching quality and student outcomes. Effective boards evaluate their own performance and avoid common pitfalls like lack of teamwork or imbalance between oversight functions. The document also notes current issues around board diversity and professionalization.
To Change or Not to Change - How to Develop a Facilities Vision - Wisconsin S...SchoolDude
Educational organizations are facing tough challenges - learn the critical success factors you need to achieve peak operational performance, including policies for change, and strategies for implementation. Also, most people know the importance of Preventive Maintenance, but it can be hard to justify and hard to implement. In this session, you will learn how to justify your PM program by preventing costly mechanical failures, extending the life of your equipment, and reducing energy expenses.
This document discusses how universities can learn from the UK Apprenticeship Levy. The Apprenticeship Levy requires employers with an annual wage bill over £3 million to contribute 0.5% of their wage bill towards apprenticeship funding. Universities need to be agile and strategic in order to take advantage of opportunities from the levy. They should influence both employers and within their own institutions to develop degree apprenticeship programs that address skills shortages and retain apprentices as future students. Success will require complying with funding rules, strong employer partnerships, and collaboration both within and across universities.
The distinctiveness of australian distance education – thealanwylie
The Australian and New Zealand Keynote Panel presentation by Emeritus Professor Bruce King for the DEHub/ODLAA Education 2011 to 2021- Global challenges and perspectives of blended and distance learning the (14 to 18 February 2011).
The document discusses the Academy at West Birdville's progress in technology integration based on the Texas STaR Chart evaluation system. It provides an overview of where the school currently stands according to the STaR classifications, initiatives underway like the use of document cameras and curriculum software, and plans to improve through staff development, campus visits, and preparing for 2020 expectations.
Smarter, Greener Learning: Sustainable Development In The Fe And Skills SectorMax Norton
The document discusses sustainable development in the further education and skills sector in the UK. It defines sustainable development as meeting present needs without compromising future generations' ability to meet their own needs. This involves balancing social, environmental, and economic goals. The document outlines the Learning and Skills Council's strategy to promote sustainable development through curriculum, buildings/estates, community engagement, and capacity building. It acknowledges progress in some areas but gaps in others and an unclear framework for measuring progress. Priorities through 2010 include celebrating good practices and skills for a low-carbon economy. The future roles of various organizations in promoting sustainable development beyond 2010 are uncertain.
Organizations go through different phases over time similar to a lifecycle. There are typically four phases: formative (growth), normative (peak maturity), degenerative I (weakening), and degenerative II (decline and dissolution). Good management is needed to survive breakpoint 1 between phases II and III, and again at breakpoint 2 to strengthen the organization. A document outlines an organizational lifecycle model adapted from another source.
Presentation on 'Where are we now? The issues for HEIs'
from Professor Marian Brandon (UEA). Presented at HEA event at Friends House organised by Hilary Burgess (Visiting Fellow, School for Policy Studies University of Bristol).
The company University Research & Review LLC aims to solve problems in higher education enrollment, student career choices, and employee career satisfaction through personalized recommendations based on assessments and proprietary algorithms. It plans to generate revenue through selling qualified student leads to colleges, receiving bonuses for student enrollments, advertising, fees for advisory services, and licensing of its "Best Value School" images. The company was founded in 2011 and launched its first websites in 2014, conducting over 1,100 advisory sessions. It projects rapid revenue growth from lead sales and tuition sharing to $22.5 million by 2020 with a pre-money valuation of $6.9 million and a $3 million capital raise.
Worldwide Trends in Employee Retention ReportAchieveGlobal
Whether you're thriving in a rapidly expanding bull market or floundering to escape the grips of a bear market, attracting and retaining talented employees is key to long-term success. How do you create a competent, competitive, committed workforce? How do you incent your employees to maximize performance and remain engaged? And perhaps most important, how do you ensure your best employees stay?
This document discusses how school districts can continue improving teaching quality during tough economic times. It recommends that districts rethink how they spend money on professional development by aligning spending with long-term strategies, reallocating funds from non-strategic areas, and ensuring internal practices support teaching quality goals. Stimulus funds should support sustainable reforms rather than ongoing costs.
The document is a marketing plan created by Genesis Consultancy Group to support the growth of Vital Element, a facilities management company, to reach £5 million in turnover by 2018. It includes an analysis of the macro environment using PESTLE, segmentation of the target market as primary schools in Huddersfield and Barnsley, and positioning of services. Research findings show schools value repair, cleaning and maintenance services and have neutral views on cost. The plan recommends employing business developers, improving online presence, and introducing short term contracts to attract 25 clients in 2017 and 35 in 2018.
Year Up is a nonprofit workforce development organization that prepares underserved young adults for professional careers through a rigorous one-year training program. The program includes 6 months of classroom learning, followed by a 6-month paid internship at one of Year Up's corporate partners. Year Up aims to close the opportunity divide by providing urban youth with skills, experience, and support to empower them to reach their potential through careers and higher education. Results show 80% of students complete the program, 100% of qualified students are placed in internships, and 85% of graduates are employed or in college within 4 months of graduating. The program benefits both the students and corporate partners who receive entry-level talent that meets or exceeds expectations.
College Recruiting Panel at recruitDC with Steve TiufekchievRecruitDC
How to approach college recruiting when many of the college recruits may include transitioning military personnel among other things. What are some of the traditional and non traditional ways of college hiring
The document provides an overview of a community college's leadership summit presentation. It includes 3 key points:
1. The presentation discusses the college's transformation journey, including discovery, design, implementation and experience phases. Charts show enrollment, award, and financial trends.
2. Assessments reveal cultural, performance, and leadership barriers to overcome. The vision is for the college to be a leader in student success and community responsiveness.
3. The transformation will focus on student success, organizational stewardship, performance excellence and innovation through strategic alignment, communication of the vision, and an emphasis on strategy, analytics and continual improvement.
Workforce development in Ohio faces several challenges: a skills gap where employers cannot find qualified workers; a less educated workforce than other states; and declining rates of students completing high school and being ready for college or careers. Solutions proposed include increasing adult education and industry-recognized credentials to boost the skills of the current workforce, improving early childhood education to better prepare students for future success, and aligning education and training with the needs of employers. Investing in early childhood education is emphasized as having a high return on investment for developing talent.
The document discusses research conducted by the Center for Educational Effectiveness on schools that have been identified as Schools of Distinction in Washington state. The research examined staff perceptions at repeat winner schools compared to other schools on nine characteristics of high performing schools. The findings showed that repeat winner schools demonstrated significantly stronger perceptions across all nine characteristics, with key differences in areas like monitoring teaching and learning, quality curriculum and instruction, and collaborative practices. The research aims to identify distinguishing factors that contribute to improvement in these high performing schools.
The document discusses barriers to successful school turnaround efforts and outlines four steps for sustainable and scalable school improvement. It notes that one-size-fits-all programs, adding support without fixing underlying issues, and temporary fixes are barriers. The four steps presented are: tailoring interventions to individual school needs, investing first in mission critical areas like strong leadership and teaching, ensuring adequate ongoing funding and support, and addressing district-wide conditions that hamper improvement.
This document discusses using a SWOT analysis to develop strategies for an organization. It provides information on what a SWOT analysis is, how to conduct one, and how to use the results to formulate strategies. Specifically, it explains that a SWOT analysis involves identifying an organization's strengths, weaknesses, opportunities, and threats. It then shows how to combine these factors in a matrix to develop different types of strategies - such as using strengths to take advantage of opportunities or addressing weaknesses to mitigate threats. The document concludes by providing examples of filling out a SWOT matrix and suggests workshop activities to have participants conduct a SWOT analysis and formulate strategies for their own organizations.
The document discusses the importance of quality in education and what is required to improve it. It argues that countries should evaluate their education systems based on the best performing systems globally rather than just their own national standards. It also stresses the importance of developing the types of skills that benefit individuals and societies economically and socially. The document examines data on education spending, graduation rates, and student performance in order to identify best practices for improving education quality and outcomes.
This document discusses resource allocation and the role of the superintendent. It begins with an introduction that asks what strategic resource use looks like and what superintendents must know and do to maximize limited resources. It then provides context on education funding trends, how funds are typically allocated between central administration, school-level spending, and spending categories. It notes that while spending levels alone have not been correlated with performance, more targeted spending increases can positively impact student outcomes. Common misalignments are discussed, such as spending on practices not linked to student performance. Overcoming barriers to realigning resources is challenging but necessary for transformation.
The document discusses the results of an evaluation of Golden Rule Schools using the Texas STaR Chart criteria. It found that the school's infrastructure for technology was a strength, growing over 50% from 2005-2006 to 2008-2009. However, the areas of teaching and learning and educator preparation and development were declining over the years, indicating those are weaknesses. The conclusion is that while Golden Rule Schools has a strong foundation in technology infrastructure, it needs to focus on training teachers and staff as well as involving parents to improve in all STaR Chart areas.
During one-year terms of service, teams of Blue Engine Fellows—recent college graduates of all academic backgrounds—work to accelerate academic achievement in high-need public high schools. To apply, visit us online: http://www.blueengine.org/apply/
The document summarizes research on how a Student Success Strategy program developed and contributed to student outcomes in an Ontario school district. It finds that while program elements varied between schools, consistent priorities included supporting grade 9 student transitions, expanding student support roles over time, and administrators driving improvements in teaching/learning. Outcomes included reduced suspensions, improved credit completion, and gains in math scores. Challenges faced included workload issues for Student Success Leads and retaining students in specialized high skills major programs. The research concluded the program was successfully meeting varied student needs through a multi-tiered approach.
Pat Ashley, cohort director of N.C. State's Educational Leadership Academy, shared an overview of efforts in North Carolina over the last couple of decades to turn around low-performing schools to the Governor's Commission on Access to Sound Basic Education.
This document is a resume for Marci R. Reiter summarizing her qualifications and experience in education. She has over 10 years of experience in post-secondary education in roles such as faculty, admissions advisor, and persistence coach. Her experience includes increasing enrollment, retention, attendance, and completion rates at institutions like Cleveland State Community College and San Joaquin Valley College. She aims to use her diverse skills to further increase these metrics in another post-secondary role.
This document is a resume for Kristen E. Rose, an admissions and enrollment management professional with over 18 years of experience. She has a proven track record of consistently exceeding enrollment goals and building high-performing admissions teams across various for-profit, nonprofit, and career educational institutions. Her core competencies include inquiry generation, conversion, strategic planning, and integrated marketing. Notable achievements include generating over $30 million in revenue, tripling enrollment at one institution, and helping another earn a top tier ranking on the U.S. News & World Report Best Colleges list.
This document is a resume for Nick Fleege that outlines his professional experience and qualifications. Fleege has over 13 years of experience as a CEO, Superintendent, and Director leading the expansion and growth of multiple education organizations. He is skilled in strategic planning, budgeting, project management, hiring, and developing organizations. Fleege's resume highlights his success growing schools and student enrollment while securing millions in public funding.
The following are the findings from our School System 20/20 assessment on how Avoyelles Parish Schools uses resources like people, time, and money. In addition to highlighting many positive strategic investments, ERS recommends further investments to address challenges such as teacher shortages and struggling students getting enough time to catch up.
We focus on three important opportunities:
Increase teacher salaries to address the critical teacher shortage.
Realign schedules and staffing practices, so struggling students could receive more time and attention in core subject areas.
Roll out guidance and rubrics to help teachers optimize the district’s investment in time for teacher collaboration
Bengallo Morrison has over 10 years of experience in business management, finance, logistics, and administration. He holds an MBA in Finance and Supply Chain Management and a Bachelor's degree in Business Management. Currently, he is an Executive Team Leader at Target Corporation, where he leads a team to increase productivity and sales. Previously, he held senior leadership roles at Target and worked as a Tax Accountant. He has strong computer skills and experience in leadership, community involvement, and mentoring.
Better cheaper faster board-ceo partnership for changeEllen Chaffee
This document summarizes a workshop on strategic finance for higher education institutions facing budget challenges. It discusses the need for colleges and universities to change their business models to improve affordability, accessibility, efficiency and effectiveness in order to meet goals for increasing the number of college graduates. The workshop covers strategies for reducing costs through program prioritization, administrative efficiencies and productivity gains through improved retention, time to degree and learning outcomes. It emphasizes the importance of aligning financial decisions with institutional mission and strategic goals through the use of strategic indicators and financial metrics to assess progress.
1) The document outlines a vision to transform the South Delhi Municipal Corporation's (SDMC) school system by 2017 through ambitious goals focused on student learning outcomes.
2) Key targets include becoming the top ranked school system in Delhi and India based on standardized test scores, achieving near universal enrollment in pre-primary and elementary education, ensuring all children are at grade level by 3rd class, increasing the percentage of schools offering English medium instruction, and ensuring all schools are well-resourced.
3) The transformation will be driven through system-wide levers like collaboration between schools, improved accountability, selecting effective school leaders, and focus on literacy and numeracy, as well as school-level levers like
Reviewing the Research and PEAC Recommendations around Principal EvaluationRichard Voltz
Presentation made by Benjamin Fenton, Chief Strategy and Knowledge Officer and Co-Founder of New Leaders for New Schools at the IASA sponsored workshop on November 18, 2011 at the Triple I Conference.
The document discusses holistic assessment and its application to improve student success. It begins by outlining degree attainment rates which show that a significant portion of students, particularly underserved populations, do not complete a degree. It then discusses how holistic assessments that measure noncognitive skills can provide a more comprehensive understanding of students and help target support. The document presents the SuccessNavigator assessment as a tool that measures both cognitive and noncognitive skills to help with placement, advising, and planning support services. It provides an example of how the assessment could be used to recommend support services to a student and accelerate course placement when appropriate.
Similar to Workforce Foundation – our public K-12 system, what businesses need to know about school reforms (20)
Adam Boatsman of Boatsman, Gillmore and Wagner, PLLC shares presentation on tax law changes during recent chamber Land Use Committee and Manufacturers Council meeting.
Benne Hutson of McGuire Woods, also chair of Environmental Management Commission, shares presentation on changes in environmental laws and regulations during recent chamber Land Use Committee and Manufacturers Council meeting.
There were more than 600 Twitter conversations about the Charlotte Chamber's Inter City Visit 2013 held June 26-28. Check out our recap of what participants live tweeted during the trip.
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.
The 2012 Energy Summit focused on the business of sustainability. The document outlines key topics from the summit such as the impact of national election cycles on energy policy debates, historical shifts in US power generation sources, growth in US shale gas production, greenhouse gas emissions reductions targets, the timeline of extensions to the wind production tax credit, and trends in clean energy stock prices.
The document summarizes the 2012 short session of the North Carolina General Assembly and key outcomes from the Charlotte Chamber's 2011-2012 legislative agenda. Key points include:
- The NC budget increased spending by $475 million but included a gas tax cap and cuts to light rail and the Garden Parkway.
- Job creation initiatives like the One NC Fund and JDIG programs received funding, and energy and economic development laws were reformed.
- Tax credits and reforms prevented tax increases and contingency fee audits. Regulations in areas like air quality and annexation were also modified.
- Funding increases and reforms addressed education needs but K-12 and university flex cuts remained.
The document summarizes enrollment and facilities growth at UNC Charlotte over several decades. It shows that student enrollment has increased from 2,030 in 1967 to over 35,000 currently, with consistent growth year over year. Applications have also risen steadily over time. New academic buildings and facilities have been constructed to accommodate this expansion, including several funded through academic bonds between 2004-2012. The university has also grown its doctoral programs and established a presence in Charlotte's center city.
During the DNC, you're invited to a free exhibition of creativity and innovation in the Charlotte region at Packard Place, Uptown Charlotte's hub for entrepreneurs and startups. Charlotte Creates @ Packard Place will feature creative organizations with innovative products and services in technology + informatics, product design + development, social entrepreneurship, energy + sustainability, and arts + culture.
The document summarizes a presentation by Dr. Heath E. Morrison about the future of Charlotte-Mecklenburg Schools (CMS). Morrison discusses the many educational reforms happening nationally and in North Carolina that will impact CMS. He then outlines his five goals for his first 100 days as the new superintendent: 1) focus on student achievement and effective teaching, 2) build collaboration with the school board, 3) increase organizational efficiency, 4) establish a respectful culture centered on teaching and learning, and 5) build public trust through communication. Morrison argues that CMS needs to ensure it is preparing all students to be college and career ready.
Communication Strategies for Organizational SuccessCharlotte Chamber
This document discusses effective communication strategies for organizational success. It notes that 55% of communication is body language, 35% is tone of voice, and only 10% is the actual words. It emphasizes that communication must be two-way and lists potential barriers like noise, language, distance, perception and ego. The document provides tips for being a better communicator, such as recognizing that listening involves more than just waiting to talk. It outlines basics of speaking, listening, body language, gestures and their meanings. The goal is to improve communication skills.
The Charlotte Chamber and CATS held an informational meeting for small and diverse businesses interested in seeking contracts on the LYNX Blue Line extension.
Tim Jackson, director of transportation planning and advocacy at AECOM, shares his thoughts during the "Quality of LIfe" panel at the 2012 Charlotte Charlotte Transportation Summit.
David Ungemah, senior planning manager at Parsons Brinckerhoff, shares his thoughts on the "Innovative Funding & Financing" panel at the 2012 Charlotte Chamber Transportation Summit.
Sustainable Transit & The Role of the Master DeveloperCharlotte Chamber
Jim Richardson, senior vice president of Forest City Developers, shares his thoughts on innovative funding of transportation projects at the 2012 Charlotte Chamber Transportation Summit.
Doug Hooker, executive director of the Atlanta Regional Commission, shares the Atlanta region's PLAN 2040 during the "Innovative Funding & Financing" panel discussion at the 2012 Charlotte Chamber Transportation Summit.
The Michael Scott Mater Foundation (MSMF) provides green microloans and business training to build sustainable communities. Its mission is to create opportunities through financial resources, workforce training, cultural exchanges, and sustainable solutions. The Green Microloan Initiative offers business planning classes, mentoring, and loans up to $50,000 to help established or new businesses launch sustainably. Applicants must submit a viable green business plan and participate in training to qualify. Success stories from past loan recipients in Charlotte are shared on the organization's website.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Workforce Foundation – our public K-12 system, what businesses need to know about school reforms
1. CMS Talent Effectiveness Reform Work Charlotte Chamber of Commerce Workforce & Labor: Talent Development from Classroom to Career Dan Habrat, Chief Human Resources Officer Charlotte-Mecklenburg Schools
2. Organizational Profile Diverse Urban District Serves 138,181 students annually $1.2B annual operating budget Ranked 19th among U.S. school districts (by size) 159 schools 8,565 teachers, 6,415 classroom support, 1,037 admin/support
3. Organizational Results Overall improvement in tested subjects since 2005-06 Every student receiving a full year of growth since 2008 Improving graduation rates (2010-11 - 73.6%) Making slow, but steady progress at closing student achievement gap
5. - 80 is equivalent to 1 year’s growth for 1 year’s instruction. - The data for 1/7A1, 1/7A2 and 1/7B are being compared to 1/1. - 2005-06 data does not allow disaggregation by ethnicity or economics. - By 2008-09 and beyond, on average, students in CMS exceeded 1 year’s worth of growth for 1 year’s instruction, as seen in the higher frequency of areas coded in green. Growth Data 5
7. Notable Achievements 2010-11 Broad Prize for Urban Education finalist (only 5 districts selected nationally) given by Eli and Edythe Broad Foundation U.S. Secretary of Education Arne Duncan visited Sterling Elementary in September 2010 to learn more about the district's Strategic Staffing Initiative, which places highly effective principals in low-performing schools District accreditation from 2010 AdvancEd, the world's largest educational network Significant Investments (local and national): Local Foundations & Groups: Project Lift Gates: METS - Measuring Effective Teaching Research Project Wallace: Principal Development
8. The Talent Reform Work Talent Attraction – Hiring the best! Performance Improvement Maximize impact of high performers Manage off poor performers Retention – Retain the best! Strategic Plan 2014
9. Human Capital Management Recognition/Rewards Performance Management Training & Development Induction Preparation Sourcing Career Building Certification
10. Current Challenges Uncompetitive perception of profession Intellectual challenge Pay (immediate/potential) Environment Highly intrusive and disruptive regulatory model (political) Statutes/regsdisjointed with talent management/operational cycle Few options to recognize/reward high performers 6-12 month average to manage out poor performers Culture resistant to change
11. Need from You Strong Board leadership Attraction of stellar superintendent Lobby Raleigh for regulation reform Build up teaching profession
Editor's Notes
Numbers: Whole % point improvements
Approx. 2,500 students did not graduate when expected.