The Community-Based Socially Focused Internship for Management Students is a transformative learning experience designed to empower students to address pressing socio-economic challenges facing communities. Through this internship, students engage in hands-on research, analysis, and collaboration with stakeholders to develop evidence-based solutions and policy recommendations. Key areas of focus include marketing, human resources, banking & finance, hospitality, travel & tourism, urban mobility, waste management, accessibility, livelihood, youth development, substance abuse, green initiatives, education, and housing.
Oecd norway competence development model final event 9 2020Beatriz Pont
The OECD has engaged with Norway to support the implementation of the competence development model for schools. It is focused on strengthening schools professional learning in partnerships with universities. This powerpoint presents the findings from the OECD report that assesses progress made in the implementation of the model and proposes actions for the model to reach its objectives.
Quality matters 2013 working with your institutionDan Derricott
The document discusses strategies for increasing student engagement at universities. It defines student engagement as involving students as partners in strategic development of programs, projects, and departments. It discusses establishing student engagement champions in every school and department to lead change. Plans will be developed for student engagement activities and initiatives in each area. The goal is to empower students, provide opportunities for input, and ensure their contributions translate into meaningful changes. Barriers to increased engagement will need to be overcome through buy-in across the university.
This document provides details about Brighton Students' Union's annual academic quality reporting project. It discusses the background and aims of the project, which were to create a sustainable annual reporting process to measure the impact of engagement activities and identify issues. It outlines the methodology used, including taking a thematic approach focused on student engagement, organization, and resources. Evidence was collected from various sources like student surveys and committee papers. The project aims to strengthen the partnership between the Students' Union and the university to drive positive change through well-researched reporting.
TALE 2023 Transforming Traditional Universities into Entrepreneurial Universi...Manuel Castro
This document provides an overview of strategies for transforming traditional universities into entrepreneurial universities to meet the needs of the knowledge economy. It discusses four key strategies: 1) establishing partnerships with industry, firms, and the local community, 2) fostering a culture of entrepreneurship, 3) prioritizing interdisciplinary research, and 4) engaging with stakeholders to ensure program relevance. The document argues that these strategies provide a comprehensive framework for universities to align their programs with the dynamic needs of the knowledge economy, foster innovation, and prepare students for the evolving workforce.
This document provides an overview of the Impact and Innovation Unit (IIU), which was established in November 2017 to help advance outcomes-based policy approaches in the Government of Canada. The IIU aims to promote policy innovation, support public sector leadership, provide advice on new funding approaches, and continuously share insights. It will measure its impact to support evidence-based decision making. The IIU will engage leadership, test outcomes-based approaches, strengthen the evidence base, and increase engagement and communication to help transform government policies, programs and services for greater impact on Canadians.
The Community-Based Socially Focused Internship for Management Students is a transformative learning experience designed to empower students to address pressing socio-economic challenges facing communities. Through this internship, students engage in hands-on research, analysis, and collaboration with stakeholders to develop evidence-based solutions and policy recommendations. Key areas of focus include marketing, human resources, banking & finance, hospitality, travel & tourism, urban mobility, waste management, accessibility, livelihood, youth development, substance abuse, green initiatives, education, and housing.
Oecd norway competence development model final event 9 2020Beatriz Pont
The OECD has engaged with Norway to support the implementation of the competence development model for schools. It is focused on strengthening schools professional learning in partnerships with universities. This powerpoint presents the findings from the OECD report that assesses progress made in the implementation of the model and proposes actions for the model to reach its objectives.
Quality matters 2013 working with your institutionDan Derricott
The document discusses strategies for increasing student engagement at universities. It defines student engagement as involving students as partners in strategic development of programs, projects, and departments. It discusses establishing student engagement champions in every school and department to lead change. Plans will be developed for student engagement activities and initiatives in each area. The goal is to empower students, provide opportunities for input, and ensure their contributions translate into meaningful changes. Barriers to increased engagement will need to be overcome through buy-in across the university.
This document provides details about Brighton Students' Union's annual academic quality reporting project. It discusses the background and aims of the project, which were to create a sustainable annual reporting process to measure the impact of engagement activities and identify issues. It outlines the methodology used, including taking a thematic approach focused on student engagement, organization, and resources. Evidence was collected from various sources like student surveys and committee papers. The project aims to strengthen the partnership between the Students' Union and the university to drive positive change through well-researched reporting.
TALE 2023 Transforming Traditional Universities into Entrepreneurial Universi...Manuel Castro
This document provides an overview of strategies for transforming traditional universities into entrepreneurial universities to meet the needs of the knowledge economy. It discusses four key strategies: 1) establishing partnerships with industry, firms, and the local community, 2) fostering a culture of entrepreneurship, 3) prioritizing interdisciplinary research, and 4) engaging with stakeholders to ensure program relevance. The document argues that these strategies provide a comprehensive framework for universities to align their programs with the dynamic needs of the knowledge economy, foster innovation, and prepare students for the evolving workforce.
This document provides an overview of the Impact and Innovation Unit (IIU), which was established in November 2017 to help advance outcomes-based policy approaches in the Government of Canada. The IIU aims to promote policy innovation, support public sector leadership, provide advice on new funding approaches, and continuously share insights. It will measure its impact to support evidence-based decision making. The IIU will engage leadership, test outcomes-based approaches, strengthen the evidence base, and increase engagement and communication to help transform government policies, programs and services for greater impact on Canadians.
The document summarizes the Theory of Change for the Impact and Innovation Unit (IIU) which aims to help advance outcome-based policy approaches in the Government of Canada. The IIU was established in 2017 to promote policy innovation, support public sector leadership, provide advice on outcomes-based funding, and continuously share insights. Its Theory of Change combines four major efforts: 1) Engaging leadership to grow outcomes-based approaches, 2) Showcasing co-creation design to encourage replication, 3) Using rigorous impact measurement to inform decision-making, and 4) Communicating transparently to support change. The IIU is committed to partnership, co-creation, being citizen-centered, using evidence, and being open/transparent
This document outlines a proposal for a Title II Part D competitive grant from the US Department of Education to improve student academic performance through the effective use of technology. The proposal focuses on implementing a project-based learning curriculum across grades and subjects using curriculum mapping tools. It would support professional development for administrators, teachers, and leaders in curriculum design and the use of ePortfolios and online learning opportunities for students. The goals are to improve student performance on state assessments in core subjects and expand effective technology integration through sustained professional development. Evaluation of implementation and outcomes would be based on the Title II-D Evaluation Framework.
This resume summarizes the professional experience of C.W. Moore as a seasoned project manager and educator with over 15 years of experience in education, training, and program management. Moore has extensive experience managing extended learning programs, developing training curricula, and leading diverse teams. Recent experience includes providing leadership consultancy and technical assistance to extended learning programs at the Training Services Institute.
Making Quality Education Accessible in Pakistan: A Social Accountability Appr...Muhammad Sohaib
The project titled “Making Quality Education Accessible in Pakistan -- A Social Accountability Perspective” was designed to promote the idea of participatory school governance. The project, in its targeted areas, advocated for people’s right to free
education, and the importance of education, especially the girls’ education. It also trained communities, revived School Management Committees (SMCs), and formed accountability committees. The idea behind these interventions was to bring communities closer to co-own, co-design, and co-create a learning-friendly environment in the schools.
Under the project, public schoolteachers and district education officials were trained on ‘intraadministrative accountability’. This was done to make teachers realize their rights & responsibilities, and how to deal with intra-administrative conflicts. The project encouraged the community and local leaders to play their role in improving enrolments and lowering dropouts. The project also sought the community members to serve as accountability committee members so as to monitor the working of schools and teachers’ absenteeism.
Digital Money Maker Club – von Gunnar Kessler digital.focsh890
Title One is a comprehensive examination of the impact of digital technologies on
modern society. In a world where technology continues to advance rapidly, this article delves into the nuances and complexities of the digital age, exploring Its implications across various sectors and aspects of life.
This document summarizes Dr. Andres Alonso's first year as CEO of Baltimore City Public Schools. It discusses his goals of improving student outcomes, establishing public trust, and increasing accountability. It outlines the major initiatives in his first year, including implementing Fair Student Funding to allocate resources equitably, hiring new principals, creating small transformation schools, and improving special education services. It also discusses progress made in improving school safety, student achievement on standardized tests, and engaging families and communities.
Oecd edu policy implementation nor uni workshop slides (003)Beatriz Pont
This document summarizes a workshop on implementing Norway's new competence development model for schools. The workshop included presentations and discussions on:
- The goals of Norway's education reforms and the new model, which aims to empower schools through local competence development networks.
- Key factors for successful policy implementation, including smart policy design, stakeholder engagement, context, and strategy.
- An assessment of Norway's model, noting expectations but also unclear roles, resources, and capacity issues that could hinder implementation.
- Recommendations to clarify expectations, roles, and resources, strengthen strategic planning, and increase transparency and inclusion of stakeholders like teachers.
- Table discussions focused on defining quality, identifying indicators to monitor
Implementing the new competence development model for schools: University Ne...EduSkills OECD
Norway has started to implement a new competence development model that sets out to develop teacher professionalism with in-service
professional development. With this new policy, the Government of Norway aims to provide municipalities and schools with greater freedom of action and empower them to carry out systematic school improvement at the local level. This decentralised approach would respond to local context and the diversity of needs between Norwegian schools.
The OECD supports countries in bridging the gap between policy design and effective implementation. The university network workshop aims to further discuss and refine the implementation strategy of the new competence development model for schools. To this end, the OECD team is presenting the conclusions of the initial OECD policy assessment (“Improving school quality in Norway”), and organising discussions on the concept of quality for professional development within the new model, and the associated indicators to monitor both the implementation process and the anchoring in local practices of the new model.
This document provides guidance on practical activities to help vocational education and training (VET) students understand economic responsibility as part of corporate social responsibility (CSR). It outlines two proposed activities: 1) Developing a CSR strategy for a hypothetical company, and 2) Creating and developing a community project. For each activity, it discusses objectives, methodology, duration, resources, and learning outcomes. The goal is to educate students about sustainable and responsible business practices through hands-on experiences analyzing costs and benefits of CSR initiatives.
ANALYSIS OF EDUCATIONAL EXPENDITURES NEEDS AND RESOURCES.pptxDrHafizKosar
OBJECTIVE
This assignment aims to analyses an understanding relationship between the needs and resources of educational expenditures and their application in educational setting.
EDUCATIONAL EXPENDITURES:
Education expenditures encompass the financial resources allocated to educational institutions for various purposes, including teacher salaries, infrastructure development, instructional materials, and administrative costs (World Bank, 2007).
EDUCATIONAL NEEDS:
Educational needs vary across contexts and may include improvements in infrastructure, access to quality teaching materials, teacher training, and support services for diverse learners (UNESCO, 2015).
EDUCATIONAL RESOURCES:
Resources in education encompass not only financial assets but also human resources, technology, and community support. Effective utilization of these resources is crucial for achieving educational goals (Hanushek & Luque, 2003).
BALANCING EXPENDITURES AND NEEDS:
Striking a balance between educational expenditures and identified needs is essential for optimizing the impact of financial investments in education (Bruns, Mingat, & Rakotomalala, 2003).RESOURCE ALLOCATION STRATEGIES:
Various strategies for efficient resource allocation in education involve evidence-based decision-making, needs assessments, and prioritizing investments in areas that will yield the greatest educational impact (Hanushek et al., 2013).
WHAT IS ANALYSIS OF EDUCATIONAL EXPENDITURES
Analyzing educational expenditures involves assessing the financial aspects of educational systems, considering both needs and available resources. Needs Assessment:
• Identifying the educational requirements of a given population.
• Examining factors such as student enrollment, infrastructure, curriculum development, and teacher training.
• Understanding the specific needs of diverse learners and ensuring inclusivity.
Resource Evaluation:
• Assessing the financial resources allocated to education, including government funding, private contributions, and grants.
• Analyzing the efficiency of resource utilization to meet educational goals.
• Evaluating the adequacy of funding for various educational components.
Cost-Benefit Analysis:
• Evaluating the effectiveness of educational expenditures in terms of outcomes achieved.
• Assessing the long-term benefits of investments in education, such as improved workforce skills and societal development.
Monitoring and Adjustments:
• Establishing mechanisms for ongoing monitoring and evaluation of expenditures.
• Making adjustments based on changing educational needs, economic conditions, and emerging trends.
Stakeholder Involvement:
• Involving various stakeholders, including educators, parents, and community members, in the decision-making process related to educational expenditures.
• Encouraging transparency and accountability in the management of educational finances.
This document summarizes a presentation on strengthening engagement at North Carolina State University. It discusses the history of the engagement movement and initiatives at NC State. It outlines the agenda for the presentation, which includes studying the institution's history and culture, using democratic methods to include stakeholders, and implementing recommendations. The presentation discusses logic models for evaluating engagement programs and expanding indicators to include non-monetary quality of life impacts. It also summarizes the task force charges around engagement criteria for faculty evaluation and developing institutional performance indicators. The presentation emphasizes integrating learning, discovery, and engagement and developing shared values and measures of engagement.
The document summarizes activities from a project at the University of Prishtina aimed at fostering quality culture at all levels of the university. It discusses engaging internal and external stakeholders, including academic staff, administrative staff, students, alumni, government ministries, companies and professional organizations. Key activities included training workshops, a student involvement campaign, establishing evaluation standards, and a career fair linking students and employers. The project succeeded in raising awareness of quality assurance among stakeholders and encouraging participation in QA processes, though challenges remained in gathering input from all departments and closing feedback loops.
SampleInstitutional Planning and AccoutabilityTodd Long
This document provides an overview of John Q. Public University's institutional planning and accountability efforts. It identifies key priorities such as student success, teaching and learning excellence, and institutional effectiveness. The university is committed to data-driven decision making, continuous improvement, and building a diverse and engaged community. It offers bachelor's degrees across 25 majors and is well-known for its graduate programs. The strategic plan focuses on areas like recruitment and retention, safety, visibility, and developing a vibrant student life.
Sarah Maranga is a Kenyan professional with over 10 years of experience in community development, monitoring and evaluation, program management, and fundraising. She holds a Master's degree in Gender and Development from the University of Nairobi and is currently a Program Officer at Hotcourses Foundation, managing a child sponsorship program, and at WajibuWetu Initiative, implementing oral health projects in schools. She has strong skills in project design, data analysis, reporting, stakeholder engagement, and financial management. In her roles, she has improved education and health outcomes for children in informal settlements.
Maghrenov workshop on capacity building EU: mpc erasmus part 2Maghrenov
The document discusses the key actions and opportunities under the new Erasmus+ programme for higher education cooperation and mobility between EU countries and partner countries from 2014-2020. It outlines funding for joint degrees between multiple EU universities, as well as opportunities for staff and student mobility. New initiatives include strategic partnerships between universities and businesses to develop innovative practices, knowledge alliances for long-term cooperation, and capacity building projects to support international partnerships and reforms.
Growing a whole institution culture of commitment to student engagementJisc
As the student engagement agenda has gained momentum in UK higher and further education, there are numerous interesting and complex issues that arise and seemingly prevent a whole institutional commitment to working with students as partners.
Issues such as departmental autonomy, traditional hierarchies and power dynamics, and lack of time invested in innovative student engagement all contribute to a landscape where engaging students remains a project rather than a culture, and something done in a few departments rather than across a whole institution.
Find out more at https://www.jisc.ac.uk/events/growing-a-whole-institution-culture-of-commitment-to-student-engagement-20-jan-2016
Courtesy in communication involves being aware of others' perspectives and feelings. It is important to be tactful, thoughtful, and appreciative in word choice and tone. Expressions should show respect and avoid being abrupt, blunt, disrespectful, discriminatory, or using questionable humor. Building goodwill through courteous, cordial messages helps achieve personal and organizational goals. It is especially important to use a polite approach in communicating with Asians. One should have others review communications to ensure tactfulness and avoid offense.
Blockchain technology and cryptocurrency were presented by a group of 5 students. Blockchain is a shared, immutable ledger that records transactions and builds trust. It works by storing data in blocks that are linked together via cryptography. Cryptocurrency is a digital currency that uses encryption algorithms, functioning both as a currency and accounting system. The presentation covered how blockchain and cryptocurrency work, and their advantages and disadvantages.
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This document outlines a proposal for a Title II Part D competitive grant from the US Department of Education to improve student academic performance through the effective use of technology. The proposal focuses on implementing a project-based learning curriculum across grades and subjects using curriculum mapping tools. It would support professional development for administrators, teachers, and leaders in curriculum design and the use of ePortfolios and online learning opportunities for students. The goals are to improve student performance on state assessments in core subjects and expand effective technology integration through sustained professional development. Evaluation of implementation and outcomes would be based on the Title II-D Evaluation Framework.
This resume summarizes the professional experience of C.W. Moore as a seasoned project manager and educator with over 15 years of experience in education, training, and program management. Moore has extensive experience managing extended learning programs, developing training curricula, and leading diverse teams. Recent experience includes providing leadership consultancy and technical assistance to extended learning programs at the Training Services Institute.
Making Quality Education Accessible in Pakistan: A Social Accountability Appr...Muhammad Sohaib
The project titled “Making Quality Education Accessible in Pakistan -- A Social Accountability Perspective” was designed to promote the idea of participatory school governance. The project, in its targeted areas, advocated for people’s right to free
education, and the importance of education, especially the girls’ education. It also trained communities, revived School Management Committees (SMCs), and formed accountability committees. The idea behind these interventions was to bring communities closer to co-own, co-design, and co-create a learning-friendly environment in the schools.
Under the project, public schoolteachers and district education officials were trained on ‘intraadministrative accountability’. This was done to make teachers realize their rights & responsibilities, and how to deal with intra-administrative conflicts. The project encouraged the community and local leaders to play their role in improving enrolments and lowering dropouts. The project also sought the community members to serve as accountability committee members so as to monitor the working of schools and teachers’ absenteeism.
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Title One is a comprehensive examination of the impact of digital technologies on
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This document summarizes Dr. Andres Alonso's first year as CEO of Baltimore City Public Schools. It discusses his goals of improving student outcomes, establishing public trust, and increasing accountability. It outlines the major initiatives in his first year, including implementing Fair Student Funding to allocate resources equitably, hiring new principals, creating small transformation schools, and improving special education services. It also discusses progress made in improving school safety, student achievement on standardized tests, and engaging families and communities.
Oecd edu policy implementation nor uni workshop slides (003)Beatriz Pont
This document summarizes a workshop on implementing Norway's new competence development model for schools. The workshop included presentations and discussions on:
- The goals of Norway's education reforms and the new model, which aims to empower schools through local competence development networks.
- Key factors for successful policy implementation, including smart policy design, stakeholder engagement, context, and strategy.
- An assessment of Norway's model, noting expectations but also unclear roles, resources, and capacity issues that could hinder implementation.
- Recommendations to clarify expectations, roles, and resources, strengthen strategic planning, and increase transparency and inclusion of stakeholders like teachers.
- Table discussions focused on defining quality, identifying indicators to monitor
Implementing the new competence development model for schools: University Ne...EduSkills OECD
Norway has started to implement a new competence development model that sets out to develop teacher professionalism with in-service
professional development. With this new policy, the Government of Norway aims to provide municipalities and schools with greater freedom of action and empower them to carry out systematic school improvement at the local level. This decentralised approach would respond to local context and the diversity of needs between Norwegian schools.
The OECD supports countries in bridging the gap between policy design and effective implementation. The university network workshop aims to further discuss and refine the implementation strategy of the new competence development model for schools. To this end, the OECD team is presenting the conclusions of the initial OECD policy assessment (“Improving school quality in Norway”), and organising discussions on the concept of quality for professional development within the new model, and the associated indicators to monitor both the implementation process and the anchoring in local practices of the new model.
This document provides guidance on practical activities to help vocational education and training (VET) students understand economic responsibility as part of corporate social responsibility (CSR). It outlines two proposed activities: 1) Developing a CSR strategy for a hypothetical company, and 2) Creating and developing a community project. For each activity, it discusses objectives, methodology, duration, resources, and learning outcomes. The goal is to educate students about sustainable and responsible business practices through hands-on experiences analyzing costs and benefits of CSR initiatives.
ANALYSIS OF EDUCATIONAL EXPENDITURES NEEDS AND RESOURCES.pptxDrHafizKosar
OBJECTIVE
This assignment aims to analyses an understanding relationship between the needs and resources of educational expenditures and their application in educational setting.
EDUCATIONAL EXPENDITURES:
Education expenditures encompass the financial resources allocated to educational institutions for various purposes, including teacher salaries, infrastructure development, instructional materials, and administrative costs (World Bank, 2007).
EDUCATIONAL NEEDS:
Educational needs vary across contexts and may include improvements in infrastructure, access to quality teaching materials, teacher training, and support services for diverse learners (UNESCO, 2015).
EDUCATIONAL RESOURCES:
Resources in education encompass not only financial assets but also human resources, technology, and community support. Effective utilization of these resources is crucial for achieving educational goals (Hanushek & Luque, 2003).
BALANCING EXPENDITURES AND NEEDS:
Striking a balance between educational expenditures and identified needs is essential for optimizing the impact of financial investments in education (Bruns, Mingat, & Rakotomalala, 2003).RESOURCE ALLOCATION STRATEGIES:
Various strategies for efficient resource allocation in education involve evidence-based decision-making, needs assessments, and prioritizing investments in areas that will yield the greatest educational impact (Hanushek et al., 2013).
WHAT IS ANALYSIS OF EDUCATIONAL EXPENDITURES
Analyzing educational expenditures involves assessing the financial aspects of educational systems, considering both needs and available resources. Needs Assessment:
• Identifying the educational requirements of a given population.
• Examining factors such as student enrollment, infrastructure, curriculum development, and teacher training.
• Understanding the specific needs of diverse learners and ensuring inclusivity.
Resource Evaluation:
• Assessing the financial resources allocated to education, including government funding, private contributions, and grants.
• Analyzing the efficiency of resource utilization to meet educational goals.
• Evaluating the adequacy of funding for various educational components.
Cost-Benefit Analysis:
• Evaluating the effectiveness of educational expenditures in terms of outcomes achieved.
• Assessing the long-term benefits of investments in education, such as improved workforce skills and societal development.
Monitoring and Adjustments:
• Establishing mechanisms for ongoing monitoring and evaluation of expenditures.
• Making adjustments based on changing educational needs, economic conditions, and emerging trends.
Stakeholder Involvement:
• Involving various stakeholders, including educators, parents, and community members, in the decision-making process related to educational expenditures.
• Encouraging transparency and accountability in the management of educational finances.
This document summarizes a presentation on strengthening engagement at North Carolina State University. It discusses the history of the engagement movement and initiatives at NC State. It outlines the agenda for the presentation, which includes studying the institution's history and culture, using democratic methods to include stakeholders, and implementing recommendations. The presentation discusses logic models for evaluating engagement programs and expanding indicators to include non-monetary quality of life impacts. It also summarizes the task force charges around engagement criteria for faculty evaluation and developing institutional performance indicators. The presentation emphasizes integrating learning, discovery, and engagement and developing shared values and measures of engagement.
The document summarizes activities from a project at the University of Prishtina aimed at fostering quality culture at all levels of the university. It discusses engaging internal and external stakeholders, including academic staff, administrative staff, students, alumni, government ministries, companies and professional organizations. Key activities included training workshops, a student involvement campaign, establishing evaluation standards, and a career fair linking students and employers. The project succeeded in raising awareness of quality assurance among stakeholders and encouraging participation in QA processes, though challenges remained in gathering input from all departments and closing feedback loops.
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This document provides an overview of John Q. Public University's institutional planning and accountability efforts. It identifies key priorities such as student success, teaching and learning excellence, and institutional effectiveness. The university is committed to data-driven decision making, continuous improvement, and building a diverse and engaged community. It offers bachelor's degrees across 25 majors and is well-known for its graduate programs. The strategic plan focuses on areas like recruitment and retention, safety, visibility, and developing a vibrant student life.
Sarah Maranga is a Kenyan professional with over 10 years of experience in community development, monitoring and evaluation, program management, and fundraising. She holds a Master's degree in Gender and Development from the University of Nairobi and is currently a Program Officer at Hotcourses Foundation, managing a child sponsorship program, and at WajibuWetu Initiative, implementing oral health projects in schools. She has strong skills in project design, data analysis, reporting, stakeholder engagement, and financial management. In her roles, she has improved education and health outcomes for children in informal settlements.
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The document discusses the key actions and opportunities under the new Erasmus+ programme for higher education cooperation and mobility between EU countries and partner countries from 2014-2020. It outlines funding for joint degrees between multiple EU universities, as well as opportunities for staff and student mobility. New initiatives include strategic partnerships between universities and businesses to develop innovative practices, knowledge alliances for long-term cooperation, and capacity building projects to support international partnerships and reforms.
Growing a whole institution culture of commitment to student engagementJisc
As the student engagement agenda has gained momentum in UK higher and further education, there are numerous interesting and complex issues that arise and seemingly prevent a whole institutional commitment to working with students as partners.
Issues such as departmental autonomy, traditional hierarchies and power dynamics, and lack of time invested in innovative student engagement all contribute to a landscape where engaging students remains a project rather than a culture, and something done in a few departments rather than across a whole institution.
Find out more at https://www.jisc.ac.uk/events/growing-a-whole-institution-culture-of-commitment-to-student-engagement-20-jan-2016
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2. Graphical representations of frequency distributions include the frequency histogram, frequency polygon, relative frequency histogram, and cumulative frequency ogive. These graphs provide visual analysis of the distribution of data.
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1.) Introduction
Our Movement is not new; it is the same as it was for Freedom, Justice, and Equality since we were labeled as slaves. However, this movement at its core must entail economics.
2.) Historical Context
This is the same movement because none of the previous movements, such as boycotts, were ever completed. For some, maybe, but for the most part, it’s just a place to keep your stable until you’re ready to assimilate them into your system. The rest of the crabs are left in the world’s worst parts, begging for scraps.
3.) Economic Empowerment
Our Movement aims to show that it is indeed possible for the less fortunate to establish their economic system. Everyone else – Caucasian, Asian, Mexican, Israeli, Jews, etc. – has their systems, and they all set up and usurp money from the less fortunate. So, the less fortunate buy from every one of them, yet none of them buy from the less fortunate. Moreover, the less fortunate really don’t have anything to sell.
4.) Collaboration with Organizations
Our Movement will demonstrate how organizations such as the National Association for the Advancement of Colored People, National Urban League, Black Lives Matter, and others can assist in creating a much more indestructible Black Wall Street.
5.) Vision for the Future
Our Movement will not settle for less than those who came before us and stopped before the rights were equal. The economy, jobs, healthcare, education, housing, incarceration – everything is unfair, and what isn’t is rigged for the less fortunate to fail, as evidenced in society.
6.) Call to Action
Our movement has started and implemented everything needed for the advancement of the economic system. There are positions for only those who understand the importance of this movement, as failure to address it will continue the degradation of the people deemed less fortunate.
No, this isn’t Noah’s Ark, nor am I a Prophet. I’m just a man who wrote a couple of books, created a magnificent website: http://www.thearkproject.llc, and who truly hopes to try and initiate a truly sustainable economic system for deprived people. We may not all have the same beliefs, but if our methods are tried, tested, and proven, we can come together and help others. My website: http://www.thearkproject.llc is very informative and considerably controversial. Please check it out, and if you are afraid, leave immediately; it’s no place for cowards. The last Prophet said: “Whoever among you sees an evil action, then let him change it with his hand [by taking action]; if he cannot, then with his tongue [by speaking out]; and if he cannot, then, with his heart – and that is the weakest of faith.” [Sahih Muslim] If we all, or even some of us, did this, there would be significant change. We are able to witness it on small and grand scales, for example, from climate control to business partnerships. I encourage, invite, and challenge you all to support me by visiting my website.
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
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This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
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This presentation by Katharine Kemp, Associate Professor at the Faculty of Law & Justice at UNSW Sydney, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
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This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
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This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
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This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
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This presentation by Professor Giuseppe Colangelo, Jean Monnet Professor of European Innovation Policy, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
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This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
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This presentation by Tim Capel, Director of the UK Information Commissioner’s Office Legal Service, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
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XP 2024 presentation: A New Look to Leadershipsamililja
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
2. Introduction
The Sindh Student Research Program aims to leverage the intellectual capital of students in the region
to assist government sectors in analyzing and addressing challenges within various departments in
Sindh. This initiative seeks to bridge the gap between academia and government, fostering
collaboration for the betterment of society.
3. Objectives:
Engage students in practical research projects that address real-world problems faced by
government departments in Sindh.
Provide government sectors with fresh perspectives and innovative solutions to improve their
operations and service delivery.
Cultivate a culture of research, problem-solving, and collaboration among students, academia, and
government bodies.
Enhance the skills and employability of students by providing them with hands-on experience in
conducting research and working with government stakeholders.
4. Implementation Plan:
Establish a coordinating committee comprising representatives from academia, government sectors, and relevant stakeholders
to oversee the program's implementation.
Identify priority areas and specific challenges faced by government departments in Sindh through consultation with key
stakeholders.
Solicit research proposals from students enrolled in universities and colleges across Sindh, aligning with the identified priority
areas.
Select promising research projects through a rigorous evaluation process based on criteria such as relevance, feasibility, and
potential impact.
Pair selected student researchers with mentors from academia and government sectors to provide guidance and support
throughout the research process.
Facilitate access to data, resources, and expertise necessary for conducting high-quality research projects.
Organize periodic progress reviews and feedback sessions to monitor the implementation of research projects and ensure
alignment with the objectives of government departments.
Encourage knowledge sharing and collaboration among student researchers, mentors, and government stakeholders through
workshops, seminars, and networking events.
5. Expected Outcomes:
Innovative solutions to address pressing challenges faced by government departments in Sindh.
Enhanced capacity of students in conducting research, problem-solving, and working with
government stakeholders.
Strengthened collaboration between academia and government sectors for knowledge exchange
and mutual benefit.
Improved efficiency and effectiveness of government operations through evidence-based decision-
making and policy recommendations.
Long-term sustainability of the program through institutionalization within universities, government
departments, and relevant organizations.
6. Budget and Resources:
Allocate funds for student stipends, research materials, mentorship fees, and administrative
expenses.
Seek partnerships with corporate sponsors, international organizations, and philanthropic
foundations to supplement government funding and resources.
Utilize existing infrastructure and facilities available within universities and government
departments for research activities and capacity building initiatives.
7. Monitoring and Evaluation:
Develop key performance indicators (KPIs) to measure the effectiveness and impact of the program,
such as the number of research projects completed, policy recommendations implemented, and
student outcomes.
Conduct regular evaluations and assessments to identify strengths, weaknesses, and areas for
improvement, incorporating feedback from all stakeholders.
Publish annual reports highlighting the achievements, lessons learned, and best practices of the
Sindh Student Research Program to promote transparency and accountability.
8. Conclusion:
The Sindh Student Research Program represents a collaborative effort to harness the potential of
students in addressing complex challenges faced by government departments in the region. By
fostering innovation, capacity building, and partnership between academia and government, this
initiative aims to contribute to the socioeconomic development and well-being of the people of Sindh.