Lilly Endowment, Inc. - 2008 Annual Report

Contains board chair and president's message; program information; education and religion grantee profiles; grants list; grant guidelines; financial statements; and lists of board members and officers

Strengthening students’ scientific literacy through scientific coaching programs

The scientific literacy of madrasa students currently shows a very proud trend. This is shown by the achievements in the field of science obtained in various science competitions. Scientific achievements are obtained through a long and continuous process, including through science coaching. By using qualitative methods, this study aimed to describe the science coaching model at State Madrasah Aliyah (MAN) 2 Malang City. The results showed that the science coaching model in MAN 2 Malang City includes four main aspects. First, strengthening the management aspect through establishing the olympic and research program and fulfilling adequate infrastructure. Second, strengthening students’ concepts and abilities through matriculation and programmed guidance. Third, empowering the olympic class and the olympic club through a rigorous selection and the implementation of periodic tests and tryouts. Fourth, synergy with other parties, such as Ma’had Al-Qalam, state universities, and National Achievement Center (Pusat Prestasi Nasional/Puspresnas). The success of scientific development cannot be separated from the interest and motivation of students to learn, adequate infrastructure, a conducive learning environment, and the support of the madrasa principal, committee, and parents

Development of the Education System Being Superior Madrasahs

Development of a superior madrasah education system, including a graduate system, curriculum, education staff, facilities and infrastructure, lesson plan management, financing, and assessment. Building discipline and work ethic for madrasa teaching and education staff, building cooperation within the madrasah environment, and developing strategies for teaching and learning activities are all strategies for developing superior madrasas. The superior madrasa development strategy is supported by the fact that this madrasa pays attention to madrasa facilities and infrastructure, adequate learning resources, and teachers at MIN 4 Way Kanan Regency. The impediment to superior madrasa development strategy is the likelihood of it occurring in madrasas, namely inadequate facilities and infrastructure, more learning resources, and fewer teachers. Implications of research where the feel is the Madrasa itself because it can improve or discover how this madrasa can lead to a superior madrasa with various systems and strategies

What\u27s News At Rhode Island College

https://digitalcommons.ric.edu/whats_news/1479/thumbnail.jp

Positive Influence Of Education Partnerships For Teaching Integrated STEM Through Drone Competition

While enhancing the STEM career pipeline through improved quality and quantity of STEM teaching available to an ever-widening diversity is K-12 students is garnering significant attention across the U.S., there lacks widely adopted implementation and support models that efficiently make full advantage of the vast human and fiscal resources available. A wide swath of STEM education stake-holding partners—schools, businesses, government agencies, non-profit organizations, and institutions of higher education—frequently are compelled to provide support and guidance but lack easy to follow pathways in order to do so. This research study describes and documents a unique vehicle to bring often disparate partners to a unified effort under the banner of drone education designed to improve STEM and technology-oriented career pathways. Identified barriers that the collaborative partnership helped overcome to ensure success include providing: modest start-up costs for modern high-tech equipment for participating schools (drones); an infrastructure for leveraging the consistently successful approach to providing regional and statewide competitive events (precision drone flight and knowledge competitions); large-scale buildings and facilities to host competitive festivals and events (e.g., indoor sports stadiums); and K-12 teacher professional development programs along with classroom-ready instructional materials needed to nurture and sustain student drone education programs

America's Next Manufacturing Workforce: Promising Practices in Education and Skills Building

The promising practices presented in this report demonstrate some of the most encouraging approaches for education and skill building of America’s new manufacturing workforce. These practices have been selected by a panel of experts from business, government, and education who serve on the MForesight Education and Workforce Development Working Group (EWD). This report summarizes a sampling of replicable and scalable promising practices being pursued to ensure that America builds an educated, skilled, and ready workforce. MForesight has not endorsed any particular product or method in presenting these promising practices, and is pleased to invite learning institutions, professional organizations, and manufacturers to submit descriptions of additional programs and initiatives serving similar purposes. In this way, MForesight hopes to build a community of practitioners and learners to help build an educated, skilled, and ready advanced manufacturing workforce. Concurrently, the EWD will continue its work to translate the key characteristics of these promising practices into policy and investment guidelines for government, industry, and educational enterprises that will support efforts to bring such practices to scale.National Science Foundation, Grant No. 1552534https://deepblue.lib.umich.edu/bitstream/2027.42/145154/1/WorkforceReport_Final.pd

UNO STEM Annual Report 2015

The following document is a brief Annual Report for the STEM Priority at UNO as of May 1, 2015. The document builds upon past strategic planning discussions, meetings,and conversations and aligns with the UNO STEM Strategic Plan, as first published in the Fall of 2013. It is important to note that the annual report is essentially a“work in progress” and will be continually refined during the next year and updated as initiatives progress. It is also a “springboard” for a continued and strategic review of our local STEM statistics and the professional literature on STEM learning, and it serves as a frame of reference for our interpretations of what other universities are doing to enhance STEM learning. The annual report is intended to be a very dynamic document that will be revisited yearly as we continue to move steadily forward. As a STEM Leadership Team, we are certainly appreciative of the many ideas, suggestions, and thoughts that are shared with us, and we continue to move forward to an increasingly bright and collaborative future for UNO STEM education initiatives and efforts