Developing Academic Strategic Alliances: Reconciling Multiple Institutional Cultures, Policies, and Practices

Colleges and universities have often been required to evolve in response to shifting societal priorities. Over the past century, this occurred in the context of an ever-expanding system of higher education built with a substantial investment of public money. If society needed more professional programs, institutions added them. In the current context, however, the expectation of institutional accountability remains undiminished despite an increasingly resource-constrained environment. This places colleges and universities in a double bind. They are expected to address society\u27s needs, yet they often do not have the resources to respond to them. Our institutions of higher learning are limited in the ways they can generate additional capital, and efforts to free resources by reducing administrative overhead and reallocating responsibilities have often produced pyrrhic victories (Eckel, 2003)

Governing for Autonomy: Framing the Challenges; Noting the Progress

On September 19, 2016 research staff of Nazarbayev University Graduate School of Education (NUGSE), in conjunction with Professors Matthew Hartley and Peter Eckel from the University of Pennsylvania’s Graduate School of Education, conducted an international conference entitled “Governing for Autonomy: Framing the Challenges and Noting the Progress”. This particular topic was chosen as the theme of the Conference because Nazarbayev University Graduate School of Education in partnership with the University of Pennsylvania Graduate School of Education (USA) have been carrying out a major research project entitled “Advancing Models of Best Practice in Academic Governance and Management in Higher Education Institutions in Kazakhstan"1. That project, led by Aida Sagintayeva (Nazarbayev University Graduate School of Education) and Matthew Hartley (University of Pennsylvania Graduate School of Education), has focused on a thorough analysis of the current governance reforms in HEIs in the Republic of Kazakhstan, involving visits to twenty-five universities in seven cities. Governance reform is a stated priority of the State Program for Education and Science Development for 2016-2019 (SPESD), which seeks to enhance the management and monitoring of the development of higher and postgraduate education. The SPESD emphasizes the need to implement the principles of shared governance through the gradual expansion of academic freedom and administrative and financial autonomy across Kazakhstani HEIs. The Conference provided a platform for representatives of Kazakhstani universities leading the development of shared governance in their institutional settings to discuss these important issues. The leaders of Kazakhstani higher education institutions attending the conference discussed the development and implementation of shared governance in Kazakhstani universities: the most promising approaches to HEI management and governance for the next 10-years, effective mechanisms for university management and governance, the performance and accountability of governing boards, and the implementation of autonomy in higher educational institutions of Kazakhstan. This white paper reflects the key insights from the Conference including recommendations for further work on the development of institutional autonomy in Kazakhstani higher education system

Downtown Providence Farmers Market Design

This market essentially combines a marketplace with an existing or new industrial building. The hybrid created results in space that has daily retail sales and hours, as well as other goods available at other times. The industrial aspect typically acts as the anchor, as the market’s activities help attract a different group of consumers at other business times. An example of this would be a seafood supply warehouse that also provides dining and entertainment as a nightlife destination

Urban Design of Bristol Waterfront, Lower Thames Street

The marketplace is going to be one of the highlights on Thames Street, serving as a destination for leisure, shopping and dining. The concept of the project is to have indoor space continue out to the water, providing an outdoor space for dining and leisure, but also giving the boardwalk a resting point. The building is planned as two floors, with the fish market and multipurpose area on the first and an eatery, sitting area, balcony and facilities on the second. The building will be made of a light metal frame with panels to enclose the space and is designed with a folded glass panel that can be opened up to the outside, yet decrease wind pressure in a storm

KEAP₁ inhibition is neuroprotective and suppresses the development of epilepsy

Hippocampal sclerosis is a common acquired disease that is a major cause of drug-resistant epilepsy. A mechanism that has been proposed to lead from brain insult to hippocampal sclerosis is the excessive generation of reactive oxygen species, and consequent mitochondrial failure. Here we use a novel strategy to increase endogenous antioxidant defences using RTA 408, which we show activates nuclear factor erythroid 2-related factor 2 (Nrf2, encoded by NFE2L2) through inhibition of kelch like ECH associated protein 1 (KEAP1) through its primary sensor C151. Activation of Nrf2 with RTA 408 inhibited reactive oxygen species production, mitochondrial depolarization and cell death in an in vitro model of seizure-like activity. RTA 408 given after status epilepticus in vivo increased ATP, prevented neuronal death, and dramatically reduced (by 94%) the frequency of late spontaneous seizures for at least 4 months following status epilepticus. Thus, acute KEAP1 inhibition following status epilepticus exerts a neuroprotective and disease-modifying effect, supporting the hypothesis that reactive oxygen species generation is a key event in the development of epilepsy

Meeting Street Needs Assessment and Space Planning

A community space is a multigenerational gathering place in which a variety of activities, programs and services are offered for the benefit of the public. This space should be a pillar of the community. Just like in a family unit, a community that overcomes hard times, controversial issues and challenging obstacles together will grow closer. In areas that are facing poor education, low income and a general decomposition of core values, a community center that encompasses resources for family, education, guidance, arts and entertainment, and technology can act as the catalyst for overall community improvement and a new cycle of living. The community center acts as a welcoming and equalizing place that operates without stigma, judgment or prejudice. It should encourage both personal and communal growth

Leadership and decision-making practices in public versus private universities in Pakistan

The goal of this study is to examine differences in leadership and decision-making practices in public and private universities in Pakistan, with a focus on transformational leadership (TL) and participative decision-making (PDM). We conducted semi-structured interviews with 46 deans and heads of department from two public and two private universities in Pakistan. Our findings indicate that leadership and decision-making practices are different in public and private universities. While differences were observed in all six types of TL-behaviour, the following three approaches emerged to be crucial in both public and private universities: (1) articulating a vision, (2) fostering the acceptance of group goals, and (3) high-performance expectations. In terms of PDM, deans and heads of department in public and private universities adopt a collaborative approach. However, on a practical level this approach is limited to teacher- and student-related matters. Overall, our findings suggest that the leadership and decision-making practices in Pakistani public and private universities are transformational and participative in nature