Urban Fathers Asset Building – Final Report

The Urban Fathers Asset Building (UFAB) project demonstrated the potential benefits, as well as limitations, of an innovative nexus between the child support system, fatherhood programs, and the Assets for Independence (AFI) grant-funded services. UFAB was a collaborative initiative of the Texas Office of the Attorney General (OAG), Baylor College of Medicine’s Teen Health Clinic, Covenant Community Capital Corporation (the local AFI grantee), and RAISE Texas, the statewide association of AFI grantees. This Final Report summarizes UFAB’s operational features and outcomes; depicts the demonstration’s challenges and innovative responses; reviews the accomplishments of the ancillary projects supported by BAFF funds; and assesses the prospects for sustaining demonstration practices in the Houston area, as well as extending promising practices to other areas of the state.Texas Office of the Attorney GeneralRay Marshall Center for the Study of Human Resource

Research on the Teaching Management of Private Universities

Experienced of 20 years of exploration and development, China’s private universities have become important forces of higher education, and the scale is continually expanding. In recent years, private colleges is facing unprecedented opportunities and challenges. Teaching management, the core work of the colleges and universities, is the fundamental guarantee to maintain the normal operation of the teaching order and achieve the personnel training objectives. In order to develop, it is necessary for Private universities to make strenuous efforts in teaching management. The research direction of this paper is the teaching management of private universities. By research on the reality of out private universities, discussion and analyses of the present and the future conditions of the teaching management, enterprise management pattern is introduced into the process of the teaching management. This paper finds out some new teaching management methods suitable for China so as to elevate the level of teaching management of the private universities. In the course of studying, teaching management is classified into four parts: teaching Organizational Structure management, teacher management, teaching quality controlling management and Students’ status management.Key words: Private University; Teaching management; Enterprise management; Man-oriented; C management mode

Revisiting a School of Military Government: How Reanimating a World War II-Era Institution Could Professionalize Military Nation Building

Highlights the effectiveness of the curriculum and approach of the U.S. Army's School of Military Government and Civil Affairs Training Program, impact on the occupation of Germany and Japan, and lessons in nation building for today's military

An analysis for more equitable revenue and expenditure allocations within Lingnan College

From the triennial 1995-98, the funds allocated from University Grants Committee to universities have decreased. In order to use the limited resources effectively, and to manage their revenue and costs efficiently, universities have to set up a better budgeting system. Therefore, the eight universities in Hong Kong are proposing the Revenue Center Management (RCM) instead of the current budgeting system. The purposes of this project focuses on the analyses of the current budgeting system adopted at Lingnan College, and the proposed RCM budgeting system

Analysing the power of the European Union’s diplomatic service : do the EU member states control the European external action service?

By applying the rational choice principal–agent model, this article examines the European Union member states’ principal control of the European External Action Service (EEAS) agent. More specifically, the article applies mechanisms of agency monitoring, control and sanctions that are inherent in the principal–agent model to analyse the establishment and functioning of the EEAS. These mechanisms aim to ensure the EEAS’s compliance with its mandate, thereby curtailing its ability to pursue own objectives that are independent from the principal. The findings reveal that the EEAS is tightly controlled by the EU member states. Moreover the European Commission has tools to exercise horizontal checks vis-à-vis the EEAS. The application of the principal–agent model to control the EEAS is not without its limits. The model falls short of conceptualizing the role of the European Parliament, which remains an outlier to this model