The Australian National Commission for Unesco: Some Proposals for Reform

Unesco (the United Nations Educational, Scientific and Cultural Organisation) was established in 1946 and the Australian government organisation responsible for advising on the implementation and coordination of Unesco policies and programs in Australia is the Australian National Commission for Unesco. Working from a Rawlsian notion of a public institution, a range of reforms are suggested for the commission: 1) development of a charter, 2) publication of an Annual Report, 3) widening the membership of the Commission, 4) funding reforms, 5) training of the membership of the Commission, 6) establishing a right of appeal against Commission decisions, and 7) developing programs for public participation. It is suggested that the above reforms may assist in establishing and strengthening the Australian Commission for Unesco as a significant and independent public institution in Australia, and thus assist in the implementation of Unesco programs and projects in the future

Within State Transitions from 2-Year to 4-Year Public Institutions

Within many large states there are multiple 2-year and 4-year public institutions. Our paper develops a methodology that can be used to help evaluate how well each 2-year public institution in a state is doing in preparing those of its students who transfer to 4-year public institutions to successfully complete their 4-year programs. Similarly, the methodology can be used to help evaluate how well each 4-year public institution is doing in graduating the those students from 2-year institutions who transfer to it. The methodology is illustrated using data provided by the Office of Institutional Research and Analysis of the State University of New York.

The Problems of Accounting in a Public Institution: The Case of Slovenia

In the article the author determines that, due to changes during the privatisation process, the Slovenian framework for public institution accounting is unable to assure the relevant presentation of costs, benefits and effects. She therefore proposes certain changes based on solutions applied in the private sector accounting practices. Her conclusions and recommendations, however, are based on a need for a true and fair measurement of a public institution’s results. The recommended way to achieve this goal is the proper application of solutions included in the International Public Sector Accounting Standards issued by the International Public Sector Accounting Standards Board of the International Federation of Accountants.public institution, benefits, costs, effects, Accounting Act, Slovenian Accounting Standards, International Public Sector Accounting Standards, accrual principle

2021 Apr - NJ Public Institution Bond Ratings

2021 Apr - NJ Public Institution Bond Ratings - Comparison of Kean\u27s bond ratings against peer institutions in New Jersey

Tracing a strategy map for a public institution

In such competitive times, where performance levels determine the survival of companies and where efficiency is key to any business, it is mandatory to bring forward an analysis that enables organizations to accurately construct a solid strategy based on specific objectives. This applies both to the private sector and to the public sector. Public administration institutions play a very specific role, not only in user satisfaction, but also as guarantee of their services, as legally stated, and within the limits of their budget. This thesis focuses on the importance and usefulness of tracing a Strategy Map for a Portuguese public institution – the Central Services of the Rectory of the University of Lisbon. Through the analysis of the information provided by the University and the collection of theoretical information, it was possible to frame the importance of strategy for any organization and to determine how, using the Balanced Scorecard, it is possible to best analyze a company and determine a suitable strategy, monitor it, evaluate it and, eventually, reformulate it as an instrument of adaptation to its environment. Each organization should be analyzed individually, taking into account the multiple factors that influence its existence. Preventive measures should be taken and corrective actions should be applied when necessary. This only works if an organization is aligned at all its levels. The representation of the BSC in a Strategy Map enables the necessary understanding throughout the organization while establishing strategic objectives by which it should be guided.Numa era tão competitiva, em que os níveis de desempenho determinam a sobrevivência das empresas e em que a eficiência é fundamental para qualquer área de negócio, é essencial construir uma análise que permita às organizações delinear corretamente uma estratégia sólida baseada em objetivos específicos. Isto é válido, não só para o setor privado, mas também para o setor público. As instituições públicas desempenham um papel muito específico, não só na satisfação dos seus utentes, mas também garantindo a prestação de serviços a que estão obrigadas por lei e observando os limites orçamentais que lhes são impostos. Esta tese centra-se na importância e na utilidade de traçar um Mapa Estratégico de uma instituição pública – os Serviços Centrais da Reitoria da Universidade de Lisboa. Através da análise da informação disponível pela Universidade e da recolha de informação teórica, foi possível enquadrar a importância da estratégia de qualquer organização e determinar como, através da utilização do Balanced Scorecard, é possível analisar uma empresa, determinar uma estratégia adequada, monitorizá-la, avaliá-la e, eventualmente, reformulá-la como instrumento de adaptação ao seu ambiente. Cada organização deve ser analisada individualmente, tendo em conta os vários fatores que influenciam a sua existência. Devem ser tomadas medidas preventivas e devem ser aplicadas, quando necessário, ações corretivas. Isto apenas funciona quando uma organização está alinhada a todos os seus níveis. A representação do BSC num mapa estratégico permite a compreensão necessária em toda a organização ao estabelecer objetivos estratégicos através dos quais esta deve ser guiada

Internationalization and english language in a public institution

Internationalization is defined as an integration process of international, intercultural or global dimensions with educational purpose and offers. There are many dimensions of educational institutions internationalization from research partnership to international mobility. Among the several requirements for students to participate in exchanging programs promoted by international universities and organizations is English language proficiency. On the other hand the proficiency level requirements can vary according to the mobility programs which set the minimum English level. One example is the SAKURA Science High School Program promoted by the Japan Science and Technology Agency (JST) which selected science and technology students to participate in an exchanging program in Japan. In order to be selected, applicants needed to have B1 (CEFRR) as minimum English proficiency level. Thus this study aims to investigate if Brazilian students of an educational institution have such required level to successfully take part in mobility programs. The qualitative methodology of this research includes documents analysis - internationalization documents and English course program - and questionnaires to students and English teacher. The results show that students are expected to achieve B1 level by the end of high school according to the English subject program. However students believe that they do not have such level in speaking skill which would be one of the main skill in JST program. Most of them classify their level in A2. Furthermore the English teacher claims that although some students have already achieved B1 or even higher level the majority is at A2.Thus in order to allow more students to participate in mobility programs the institution should invest in extra-curricular English courses to increase study hours and focus more on developing speaking skills

Competition between public and private universities: quality, prices and exams

The rapid growth of private higher education in response to high demand is a recent phenomenon in most European countries. This paper provides a theoretical model of the higher education market in which a public and a private university compete for students in the presence of borrowing constraints. We find that there exists a unique equilibrium in which the public institution is of higher quality than the private institution. This result supports the observation across many European countries that public universities have usually higher quality and admission standards than their private competitors