Brave New World: Can We Engineer a Better Start for Freshers?

Abstract - The crucial importance of first experiences in shaping future success has been widely acknowledged. Creating the best foundations in large cohorts of students from diverse backgrounds presents special problems of its own. But a secure foundation can enhance student achievement and improve retention – and the students may even have fun too. Research has suggested that building learning communities can enhance student engagement and achievement. This paper examines how introducing non-technical activities can establish sound foundations for a university career by a) addressing objectives in the wider curriculum and b) promoting non-technical skills and experience of group working. A set of changes introduced to five degree cohorts in our academic school were designed to complement enhancements to our technical curriculum introduced during many years of debate and consideration. The changes have impacted upon generic and technical educational experiences. The paper presents an evaluation of the programme of changes through two iterations from the perspective of both faculty and student

Funding the Future: Resources for Adolescent Reproductive and Sexual Health Programs in Developing Countries

Provides a directory of over 90 foundations, agencies, and organizations that support adolescent reproductive and sexual health related programs in developing countries, through direct and/or indirect financing, technical assistance, and information

Knowledge Management for Foundations: Planning Study

Outlines objectives, methodologies, and issues for components of a study on knowledge management among foundations and solutions to challenges: existing practice, a market study, copyright issues, technical standards, taxonomies, and a pilot repository

A Brief Guide to the Law of Mission Investing for U.S. Foundations

U.S foundations have considerable freedom to invest their assets in ways that further their missions, even at greater risk or lower financial return. The legal framework that governs the investment of foundation assets is both complex and ambiguous, however, with the result that many foundation leaders and investment advisors are unclear about what is legally permissible. Anne Stetson and Mark Kramer of FSG have prepared two reports, in consultation with nationally-recognized legal experts and senior foundation officers, analyzing the federal tax and state fiduciary laws as they apply to US foundations. In addition to legal analysis, the reports provide practical recommendations as to how foundations can best navigate these laws in making mission-related or program-related investments. A Brief Guide to the Law of Mission Investing for U.S. Foundations is a short 18 page booklet, suitable for foundation staff and boards, as well as their advisors, explaining in non-technical language the factors foundations must consider in making mission investments

Foundations of Technical Analysis: Computational Algorithms, Statistical Inference, and Empirical Implementation

Technical analysis, also known as "charting", has been a part of financial practice for many decades, yet little academic research has been devoted to a systematic evaluation of this discipline. One of the main obstacles is the highly subjective nature of technical analysis---the presence of geometric shapes in historical price charts is often in the eyes of the beholder. In this paper, we propose a systematic and automatic approach to technical pattern recognition using nonparametric kernel regression, and apply this method to a large number of US stocks from 1962 to 1996 to evaluate the effectiveness of technical analysis. By comparing the unconditional empirical distribution of daily stock returns to the conditional distribution---conditioned on specific technical indicators such as head-and-shoulders or double-bottoms---we find that over the 31-year sample period, several technical indicators do provide incremental information and may have some practical value.

Learning to Lead: The Journey to Community Leadership for Emerging Community Foundations

The James Irvine Foundation launched its Community Foundations Initiative II in 2005. This six-year effort involved a $12 million investment to accelerate the growth and leadership of a set of small and young community foundations in rural areas of California. The initiative provided three types of support:Direct grants for core operating support and self-identified projects to build infrastructureRegranting funds for Youth or Arts programs to help develop grantmaking capabilityA strong program of technical assistance as well as a learning community to help community foundations gain from each other's successes and challenges; this included twiceyearly convenings of board and staff leaders from all participating community foundationsThe cohort of seven community foundations participating in the initiative between 2005 and 2011 grew their collective assets 12 percent annually (going from$73 million to $131 million), compared to 7 percent for their peer group nationally. They increased their collective annual grantmaking by about$4 million over this period (not counting Irvine regrant dollars). And they have made important progress as leaders who initiate action to address unmet needs in their communities.This report offers insights and experiences along a spectrum of roles pursued over the life of this initiative. Included are stories revealing their individual trials and triumphs on the road to community leadership, as well as tools for use by others in the field