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1Creating With Paper; Basic Forms And Variations

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207 p. 28 cm

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  • Language: English

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2Creating With Paper

207 p. 28 cm

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  • Title: Creating With Paper
  • Language: English

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The book is available for download in "texts" format, the size of the file-s is: 725.31 Mbs, the file-s for this book were downloaded 10 times, the file-s went public at Tue Oct 05 2021.

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3Creating Epoxy Resin Lamps With Honeycomb Paper & Bamboo Skewers | Epoxy Resin Projects

By

A honeycomb pattern provides a stunning finish for this household craft. The builder starts with a rectangular base and paper to create a honeycomb grid. Afterwards, he mixes brightly colored epoxy to give the piece a colorful and striking effect. #totallyhandy

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4ERIC ED595404: The Difficult Conversation: Facilitating Students' Professional Learning And Development This Paper Reports On Student Experiences With An Interdisciplinary Project Entitled "The Difficult Conversation", The Aim Of Which Was To Develop Professional Competences Linked With Parental Cooperation In Heterogeneous Social Contexts, Ethical Reflection, Pedagogical Tact, And Judgment Skills. Student Experiences With The Project Were Reconstructed By Analyzing 43 Sets Of Reflection Notes Developed By Second-year Students Who Participated In The Project In February And November 2015, And In January And November 2016. The Students Argued Strongly In Favor Of The Value Of "The Difficult Conversation" Reporting That It Linked Theory With Practice, Permitted Them To Develop Empathy For Parents, And Provided Them With A Better Understanding Of Parents From Different Cultural Backgrounds. The Conclusions Refer To Creating Conditions For This Aspect Of Professional Learning In Kindergarten Teacher Education Programs.

By

This paper reports on student experiences with an interdisciplinary project entitled "The Difficult Conversation", the aim of which was to develop professional competences linked with parental cooperation in heterogeneous social contexts, ethical reflection, pedagogical tact, and judgment skills. Student experiences with the project were reconstructed by analyzing 43 sets of reflection notes developed by second-year students who participated in the project in February and November 2015, and in January and November 2016. The students argued strongly in favor of the value of "The Difficult Conversation" reporting that it linked theory with practice, permitted them to develop empathy for parents, and provided them with a better understanding of parents from different cultural backgrounds. The conclusions refer to creating conditions for this aspect of professional learning in kindergarten teacher education programs.

“ERIC ED595404: The Difficult Conversation: Facilitating Students' Professional Learning And Development This Paper Reports On Student Experiences With An Interdisciplinary Project Entitled "The Difficult Conversation", The Aim Of Which Was To Develop Professional Competences Linked With Parental Cooperation In Heterogeneous Social Contexts, Ethical Reflection, Pedagogical Tact, And Judgment Skills. Student Experiences With The Project Were Reconstructed By Analyzing 43 Sets Of Reflection Notes Developed By Second-year Students Who Participated In The Project In February And November 2015, And In January And November 2016. The Students Argued Strongly In Favor Of The Value Of "The Difficult Conversation" Reporting That It Linked Theory With Practice, Permitted Them To Develop Empathy For Parents, And Provided Them With A Better Understanding Of Parents From Different Cultural Backgrounds. The Conclusions Refer To Creating Conditions For This Aspect Of Professional Learning In Kindergarten Teacher Education Programs.” Metadata:

  • Title: ➤  ERIC ED595404: The Difficult Conversation: Facilitating Students' Professional Learning And Development This Paper Reports On Student Experiences With An Interdisciplinary Project Entitled "The Difficult Conversation", The Aim Of Which Was To Develop Professional Competences Linked With Parental Cooperation In Heterogeneous Social Contexts, Ethical Reflection, Pedagogical Tact, And Judgment Skills. Student Experiences With The Project Were Reconstructed By Analyzing 43 Sets Of Reflection Notes Developed By Second-year Students Who Participated In The Project In February And November 2015, And In January And November 2016. The Students Argued Strongly In Favor Of The Value Of "The Difficult Conversation" Reporting That It Linked Theory With Practice, Permitted Them To Develop Empathy For Parents, And Provided Them With A Better Understanding Of Parents From Different Cultural Backgrounds. The Conclusions Refer To Creating Conditions For This Aspect Of Professional Learning In Kindergarten Teacher Education Programs.
  • Author:
  • Language: English

“ERIC ED595404: The Difficult Conversation: Facilitating Students' Professional Learning And Development This Paper Reports On Student Experiences With An Interdisciplinary Project Entitled "The Difficult Conversation", The Aim Of Which Was To Develop Professional Competences Linked With Parental Cooperation In Heterogeneous Social Contexts, Ethical Reflection, Pedagogical Tact, And Judgment Skills. Student Experiences With The Project Were Reconstructed By Analyzing 43 Sets Of Reflection Notes Developed By Second-year Students Who Participated In The Project In February And November 2015, And In January And November 2016. The Students Argued Strongly In Favor Of The Value Of "The Difficult Conversation" Reporting That It Linked Theory With Practice, Permitted Them To Develop Empathy For Parents, And Provided Them With A Better Understanding Of Parents From Different Cultural Backgrounds. The Conclusions Refer To Creating Conditions For This Aspect Of Professional Learning In Kindergarten Teacher Education Programs.” Subjects and Themes:

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The book is available for download in "texts" format, the size of the file-s is: 12.24 Mbs, the file-s for this book were downloaded 29 times, the file-s went public at Thu Jul 21 2022.

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Find ERIC ED595404: The Difficult Conversation: Facilitating Students' Professional Learning And Development This Paper Reports On Student Experiences With An Interdisciplinary Project Entitled "The Difficult Conversation", The Aim Of Which Was To Develop Professional Competences Linked With Parental Cooperation In Heterogeneous Social Contexts, Ethical Reflection, Pedagogical Tact, And Judgment Skills. Student Experiences With The Project Were Reconstructed By Analyzing 43 Sets Of Reflection Notes Developed By Second-year Students Who Participated In The Project In February And November 2015, And In January And November 2016. The Students Argued Strongly In Favor Of The Value Of "The Difficult Conversation" Reporting That It Linked Theory With Practice, Permitted Them To Develop Empathy For Parents, And Provided Them With A Better Understanding Of Parents From Different Cultural Backgrounds. The Conclusions Refer To Creating Conditions For This Aspect Of Professional Learning In Kindergarten Teacher Education Programs. at online marketplaces:


5ERIC ED582894: 3 Crucial Behaviors For Successfully Leading Innovation. White Paper Does Innovation Matter? In A 2015 Survey, The Authors Asked The Center For Creative Leadership (CCL®) Clients About Innovation. Not Surprisingly, Nearly All Of Them--94%--said That Innovation Is Important. People Are Living In A Time When Technology Is Advancing At A Blistering Pace, Creating New Possibilities For Individuals And Organizations That Could Hardly Have Been Imagined A Generation Ago. The Global Political And Economic Environment Is Also Shifting Faster Than Ever, Often Moving In Unpredictable Directions. It Seems Clear That Innovation Will Be A Defining Trait--perhaps The Defining Trait--of Those Organizations That Thrive Over The Next Few Decades. In This White Paper, The Authors Lay Out The Essential Leadership Behaviors That Are Required To Successfully Lead Innovation. To Better Understand Those Behaviors, The Authors Interviewed People On The Front Lines Of Innovation Work And Interviewed Their Bosses. The Authors Looked Closely At The Interactions Between Bosses And Those Responsible For Driving Innovation, Investigating Which Boss Behaviors Encouraged Their Direct Reports And Which Discouraged Them. The Interview Subjects Came From Various Industries, And All Had Been Involved In Multiple, Successful Initiative Projects. From Those Interviews, The Authors Identified The Critical Leadership Behaviors Exhibited During Successful Innovation Efforts, As Well As Behaviors That Worked Against Innovation. The Lessons From These Interviews Are Broadly Applicable To Managers At Multiple Levels. But The Authors Are Especially Focused On The Leaders Charged With Overseeing Innovation Projects--often In Addition To Other Responsibilities--and Those Working On And Directing Innovation Projects On A Day-to-day Basis. The Actual Job Titles These Individuals Hold Vary Widely From One Organization To The Next, So For Simplicity The Authors Are Calling Leaders Who Oversee Innovation Projects "leaders." Those Working In And Directing That Innovation Work On A Day-to-day Basis And Reporting To Those Leaders Are Labeled As "innovation Managers."

By

Does innovation matter? In a 2015 survey, the authors asked the Center for Creative Leadership (CCL®) clients about innovation. Not surprisingly, nearly all of them--94%--said that innovation is important. People are living in a time when technology is advancing at a blistering pace, creating new possibilities for individuals and organizations that could hardly have been imagined a generation ago. The global political and economic environment is also shifting faster than ever, often moving in unpredictable directions. It seems clear that innovation will be a defining trait--perhaps the defining trait--of those organizations that thrive over the next few decades. In this white paper, the authors lay out the essential leadership behaviors that are required to successfully lead innovation. To better understand those behaviors, the authors interviewed people on the front lines of innovation work and interviewed their bosses. The authors looked closely at the interactions between bosses and those responsible for driving innovation, investigating which boss behaviors encouraged their direct reports and which discouraged them. The interview subjects came from various industries, and all had been involved in multiple, successful initiative projects. From those interviews, the authors identified the critical leadership behaviors exhibited during successful innovation efforts, as well as behaviors that worked against innovation. The lessons from these interviews are broadly applicable to managers at multiple levels. But the authors are especially focused on the leaders charged with overseeing innovation projects--often in addition to other responsibilities--and those working on and directing innovation projects on a day-to-day basis. The actual job titles these individuals hold vary widely from one organization to the next, so for simplicity the authors are calling leaders who oversee innovation projects "leaders." Those working in and directing that innovation work on a day-to-day basis and reporting to those leaders are labeled as "innovation managers."

“ERIC ED582894: 3 Crucial Behaviors For Successfully Leading Innovation. White Paper Does Innovation Matter? In A 2015 Survey, The Authors Asked The Center For Creative Leadership (CCL®) Clients About Innovation. Not Surprisingly, Nearly All Of Them--94%--said That Innovation Is Important. People Are Living In A Time When Technology Is Advancing At A Blistering Pace, Creating New Possibilities For Individuals And Organizations That Could Hardly Have Been Imagined A Generation Ago. The Global Political And Economic Environment Is Also Shifting Faster Than Ever, Often Moving In Unpredictable Directions. It Seems Clear That Innovation Will Be A Defining Trait--perhaps The Defining Trait--of Those Organizations That Thrive Over The Next Few Decades. In This White Paper, The Authors Lay Out The Essential Leadership Behaviors That Are Required To Successfully Lead Innovation. To Better Understand Those Behaviors, The Authors Interviewed People On The Front Lines Of Innovation Work And Interviewed Their Bosses. The Authors Looked Closely At The Interactions Between Bosses And Those Responsible For Driving Innovation, Investigating Which Boss Behaviors Encouraged Their Direct Reports And Which Discouraged Them. The Interview Subjects Came From Various Industries, And All Had Been Involved In Multiple, Successful Initiative Projects. From Those Interviews, The Authors Identified The Critical Leadership Behaviors Exhibited During Successful Innovation Efforts, As Well As Behaviors That Worked Against Innovation. The Lessons From These Interviews Are Broadly Applicable To Managers At Multiple Levels. But The Authors Are Especially Focused On The Leaders Charged With Overseeing Innovation Projects--often In Addition To Other Responsibilities--and Those Working On And Directing Innovation Projects On A Day-to-day Basis. The Actual Job Titles These Individuals Hold Vary Widely From One Organization To The Next, So For Simplicity The Authors Are Calling Leaders Who Oversee Innovation Projects "leaders." Those Working In And Directing That Innovation Work On A Day-to-day Basis And Reporting To Those Leaders Are Labeled As "innovation Managers."” Metadata:

  • Title: ➤  ERIC ED582894: 3 Crucial Behaviors For Successfully Leading Innovation. White Paper Does Innovation Matter? In A 2015 Survey, The Authors Asked The Center For Creative Leadership (CCL®) Clients About Innovation. Not Surprisingly, Nearly All Of Them--94%--said That Innovation Is Important. People Are Living In A Time When Technology Is Advancing At A Blistering Pace, Creating New Possibilities For Individuals And Organizations That Could Hardly Have Been Imagined A Generation Ago. The Global Political And Economic Environment Is Also Shifting Faster Than Ever, Often Moving In Unpredictable Directions. It Seems Clear That Innovation Will Be A Defining Trait--perhaps The Defining Trait--of Those Organizations That Thrive Over The Next Few Decades. In This White Paper, The Authors Lay Out The Essential Leadership Behaviors That Are Required To Successfully Lead Innovation. To Better Understand Those Behaviors, The Authors Interviewed People On The Front Lines Of Innovation Work And Interviewed Their Bosses. The Authors Looked Closely At The Interactions Between Bosses And Those Responsible For Driving Innovation, Investigating Which Boss Behaviors Encouraged Their Direct Reports And Which Discouraged Them. The Interview Subjects Came From Various Industries, And All Had Been Involved In Multiple, Successful Initiative Projects. From Those Interviews, The Authors Identified The Critical Leadership Behaviors Exhibited During Successful Innovation Efforts, As Well As Behaviors That Worked Against Innovation. The Lessons From These Interviews Are Broadly Applicable To Managers At Multiple Levels. But The Authors Are Especially Focused On The Leaders Charged With Overseeing Innovation Projects--often In Addition To Other Responsibilities--and Those Working On And Directing Innovation Projects On A Day-to-day Basis. The Actual Job Titles These Individuals Hold Vary Widely From One Organization To The Next, So For Simplicity The Authors Are Calling Leaders Who Oversee Innovation Projects "leaders." Those Working In And Directing That Innovation Work On A Day-to-day Basis And Reporting To Those Leaders Are Labeled As "innovation Managers."
  • Author:
  • Language: English

“ERIC ED582894: 3 Crucial Behaviors For Successfully Leading Innovation. White Paper Does Innovation Matter? In A 2015 Survey, The Authors Asked The Center For Creative Leadership (CCL®) Clients About Innovation. Not Surprisingly, Nearly All Of Them--94%--said That Innovation Is Important. People Are Living In A Time When Technology Is Advancing At A Blistering Pace, Creating New Possibilities For Individuals And Organizations That Could Hardly Have Been Imagined A Generation Ago. The Global Political And Economic Environment Is Also Shifting Faster Than Ever, Often Moving In Unpredictable Directions. It Seems Clear That Innovation Will Be A Defining Trait--perhaps The Defining Trait--of Those Organizations That Thrive Over The Next Few Decades. In This White Paper, The Authors Lay Out The Essential Leadership Behaviors That Are Required To Successfully Lead Innovation. To Better Understand Those Behaviors, The Authors Interviewed People On The Front Lines Of Innovation Work And Interviewed Their Bosses. The Authors Looked Closely At The Interactions Between Bosses And Those Responsible For Driving Innovation, Investigating Which Boss Behaviors Encouraged Their Direct Reports And Which Discouraged Them. The Interview Subjects Came From Various Industries, And All Had Been Involved In Multiple, Successful Initiative Projects. From Those Interviews, The Authors Identified The Critical Leadership Behaviors Exhibited During Successful Innovation Efforts, As Well As Behaviors That Worked Against Innovation. The Lessons From These Interviews Are Broadly Applicable To Managers At Multiple Levels. But The Authors Are Especially Focused On The Leaders Charged With Overseeing Innovation Projects--often In Addition To Other Responsibilities--and Those Working On And Directing Innovation Projects On A Day-to-day Basis. The Actual Job Titles These Individuals Hold Vary Widely From One Organization To The Next, So For Simplicity The Authors Are Calling Leaders Who Oversee Innovation Projects "leaders." Those Working In And Directing That Innovation Work On A Day-to-day Basis And Reporting To Those Leaders Are Labeled As "innovation Managers."” Subjects and Themes:

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The book is available for download in "texts" format, the size of the file-s is: 7.01 Mbs, the file-s for this book were downloaded 70 times, the file-s went public at Sun Jul 31 2022.

Available formats:
Archive BitTorrent - DjVuTXT - Djvu XML - Item Tile - Metadata - OCR Page Index - OCR Search Text - Page Numbers JSON - Scandata - Single Page Processed JP2 ZIP - Text PDF - chOCR - hOCR -

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Find ERIC ED582894: 3 Crucial Behaviors For Successfully Leading Innovation. White Paper Does Innovation Matter? In A 2015 Survey, The Authors Asked The Center For Creative Leadership (CCL®) Clients About Innovation. Not Surprisingly, Nearly All Of Them--94%--said That Innovation Is Important. People Are Living In A Time When Technology Is Advancing At A Blistering Pace, Creating New Possibilities For Individuals And Organizations That Could Hardly Have Been Imagined A Generation Ago. The Global Political And Economic Environment Is Also Shifting Faster Than Ever, Often Moving In Unpredictable Directions. It Seems Clear That Innovation Will Be A Defining Trait--perhaps The Defining Trait--of Those Organizations That Thrive Over The Next Few Decades. In This White Paper, The Authors Lay Out The Essential Leadership Behaviors That Are Required To Successfully Lead Innovation. To Better Understand Those Behaviors, The Authors Interviewed People On The Front Lines Of Innovation Work And Interviewed Their Bosses. The Authors Looked Closely At The Interactions Between Bosses And Those Responsible For Driving Innovation, Investigating Which Boss Behaviors Encouraged Their Direct Reports And Which Discouraged Them. The Interview Subjects Came From Various Industries, And All Had Been Involved In Multiple, Successful Initiative Projects. From Those Interviews, The Authors Identified The Critical Leadership Behaviors Exhibited During Successful Innovation Efforts, As Well As Behaviors That Worked Against Innovation. The Lessons From These Interviews Are Broadly Applicable To Managers At Multiple Levels. But The Authors Are Especially Focused On The Leaders Charged With Overseeing Innovation Projects--often In Addition To Other Responsibilities--and Those Working On And Directing Innovation Projects On A Day-to-day Basis. The Actual Job Titles These Individuals Hold Vary Widely From One Organization To The Next, So For Simplicity The Authors Are Calling Leaders Who Oversee Innovation Projects "leaders." Those Working In And Directing That Innovation Work On A Day-to-day Basis And Reporting To Those Leaders Are Labeled As "innovation Managers." at online marketplaces:


6Creating With Colored Paper

By

Does innovation matter? In a 2015 survey, the authors asked the Center for Creative Leadership (CCL®) clients about innovation. Not surprisingly, nearly all of them--94%--said that innovation is important. People are living in a time when technology is advancing at a blistering pace, creating new possibilities for individuals and organizations that could hardly have been imagined a generation ago. The global political and economic environment is also shifting faster than ever, often moving in unpredictable directions. It seems clear that innovation will be a defining trait--perhaps the defining trait--of those organizations that thrive over the next few decades. In this white paper, the authors lay out the essential leadership behaviors that are required to successfully lead innovation. To better understand those behaviors, the authors interviewed people on the front lines of innovation work and interviewed their bosses. The authors looked closely at the interactions between bosses and those responsible for driving innovation, investigating which boss behaviors encouraged their direct reports and which discouraged them. The interview subjects came from various industries, and all had been involved in multiple, successful initiative projects. From those interviews, the authors identified the critical leadership behaviors exhibited during successful innovation efforts, as well as behaviors that worked against innovation. The lessons from these interviews are broadly applicable to managers at multiple levels. But the authors are especially focused on the leaders charged with overseeing innovation projects--often in addition to other responsibilities--and those working on and directing innovation projects on a day-to-day basis. The actual job titles these individuals hold vary widely from one organization to the next, so for simplicity the authors are calling leaders who oversee innovation projects "leaders." Those working in and directing that innovation work on a day-to-day basis and reporting to those leaders are labeled as "innovation managers."

“Creating With Colored Paper” Metadata:

  • Title: Creating With Colored Paper
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  • Language: English

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The book is available for download in "texts" format, the size of the file-s is: 125.17 Mbs, the file-s for this book were downloaded 76 times, the file-s went public at Mon Jan 27 2014.

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7Creating With Paper : Basic Forms And Variations

By

Does innovation matter? In a 2015 survey, the authors asked the Center for Creative Leadership (CCL®) clients about innovation. Not surprisingly, nearly all of them--94%--said that innovation is important. People are living in a time when technology is advancing at a blistering pace, creating new possibilities for individuals and organizations that could hardly have been imagined a generation ago. The global political and economic environment is also shifting faster than ever, often moving in unpredictable directions. It seems clear that innovation will be a defining trait--perhaps the defining trait--of those organizations that thrive over the next few decades. In this white paper, the authors lay out the essential leadership behaviors that are required to successfully lead innovation. To better understand those behaviors, the authors interviewed people on the front lines of innovation work and interviewed their bosses. The authors looked closely at the interactions between bosses and those responsible for driving innovation, investigating which boss behaviors encouraged their direct reports and which discouraged them. The interview subjects came from various industries, and all had been involved in multiple, successful initiative projects. From those interviews, the authors identified the critical leadership behaviors exhibited during successful innovation efforts, as well as behaviors that worked against innovation. The lessons from these interviews are broadly applicable to managers at multiple levels. But the authors are especially focused on the leaders charged with overseeing innovation projects--often in addition to other responsibilities--and those working on and directing innovation projects on a day-to-day basis. The actual job titles these individuals hold vary widely from one organization to the next, so for simplicity the authors are calling leaders who oversee innovation projects "leaders." Those working in and directing that innovation work on a day-to-day basis and reporting to those leaders are labeled as "innovation managers."

“Creating With Paper : Basic Forms And Variations” Metadata:

  • Title: ➤  Creating With Paper : Basic Forms And Variations
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  • Language: English

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The book is available for download in "texts" format, the size of the file-s is: 1038.45 Mbs, the file-s for this book were downloaded 99 times, the file-s went public at Fri Aug 07 2020.

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8Paper, Metal, And Stitch : Creating Surfaces With Color And Texture

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Does innovation matter? In a 2015 survey, the authors asked the Center for Creative Leadership (CCL®) clients about innovation. Not surprisingly, nearly all of them--94%--said that innovation is important. People are living in a time when technology is advancing at a blistering pace, creating new possibilities for individuals and organizations that could hardly have been imagined a generation ago. The global political and economic environment is also shifting faster than ever, often moving in unpredictable directions. It seems clear that innovation will be a defining trait--perhaps the defining trait--of those organizations that thrive over the next few decades. In this white paper, the authors lay out the essential leadership behaviors that are required to successfully lead innovation. To better understand those behaviors, the authors interviewed people on the front lines of innovation work and interviewed their bosses. The authors looked closely at the interactions between bosses and those responsible for driving innovation, investigating which boss behaviors encouraged their direct reports and which discouraged them. The interview subjects came from various industries, and all had been involved in multiple, successful initiative projects. From those interviews, the authors identified the critical leadership behaviors exhibited during successful innovation efforts, as well as behaviors that worked against innovation. The lessons from these interviews are broadly applicable to managers at multiple levels. But the authors are especially focused on the leaders charged with overseeing innovation projects--often in addition to other responsibilities--and those working on and directing innovation projects on a day-to-day basis. The actual job titles these individuals hold vary widely from one organization to the next, so for simplicity the authors are calling leaders who oversee innovation projects "leaders." Those working in and directing that innovation work on a day-to-day basis and reporting to those leaders are labeled as "innovation managers."

“Paper, Metal, And Stitch : Creating Surfaces With Color And Texture” Metadata:

  • Title: ➤  Paper, Metal, And Stitch : Creating Surfaces With Color And Texture
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  • Language: English

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The book is available for download in "texts" format, the size of the file-s is: 513.40 Mbs, the file-s for this book were downloaded 63 times, the file-s went public at Wed May 24 2023.

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9Creating With Paper

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Does innovation matter? In a 2015 survey, the authors asked the Center for Creative Leadership (CCL®) clients about innovation. Not surprisingly, nearly all of them--94%--said that innovation is important. People are living in a time when technology is advancing at a blistering pace, creating new possibilities for individuals and organizations that could hardly have been imagined a generation ago. The global political and economic environment is also shifting faster than ever, often moving in unpredictable directions. It seems clear that innovation will be a defining trait--perhaps the defining trait--of those organizations that thrive over the next few decades. In this white paper, the authors lay out the essential leadership behaviors that are required to successfully lead innovation. To better understand those behaviors, the authors interviewed people on the front lines of innovation work and interviewed their bosses. The authors looked closely at the interactions between bosses and those responsible for driving innovation, investigating which boss behaviors encouraged their direct reports and which discouraged them. The interview subjects came from various industries, and all had been involved in multiple, successful initiative projects. From those interviews, the authors identified the critical leadership behaviors exhibited during successful innovation efforts, as well as behaviors that worked against innovation. The lessons from these interviews are broadly applicable to managers at multiple levels. But the authors are especially focused on the leaders charged with overseeing innovation projects--often in addition to other responsibilities--and those working on and directing innovation projects on a day-to-day basis. The actual job titles these individuals hold vary widely from one organization to the next, so for simplicity the authors are calling leaders who oversee innovation projects "leaders." Those working in and directing that innovation work on a day-to-day basis and reporting to those leaders are labeled as "innovation managers."

“Creating With Paper” Metadata:

  • Title: Creating With Paper
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  • Language: English

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The book is available for download in "texts" format, the size of the file-s is: 43.43 Mbs, the file-s for this book were downloaded 86 times, the file-s went public at Wed Oct 13 2010.

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10ERIC ED629710: Preface To The Special Issue On Creating And Improving Adaptive Learning: Smart Authoring Tools And Processes Cyberlearning Technologies Increasingly Seek To Offer Personalized Learning Experiences Via Adaptive Systems That Customize Pedagogy, Content, Feedback, Pace, And Tone According To The Just-in-time Needs Of A Learner. However, It Is Historically Difficult To: (1) Create These Smart Learning Environments; (2) Continuously Improve Them Based On Student Learning Data; (3) Facilitate Their Alignment With Learning Objectives And Government Standards; And (4) Customize Them To Particular Environments Or Users. This Special Issue Of The International Journal Of Artificial Intelligence In Education (IJAIED), Entitled "Creating And Improving Adaptive Learning: Smart Authoring Tools And Processes," Focuses On Authoring Approaches Used To Create, Improve, Align, And Customize Adaptive Learning Environments. [This Paper Was Published In The "International Journal Of Artificial Intelligence In Education."]

By

Cyberlearning technologies increasingly seek to offer personalized learning experiences via adaptive systems that customize pedagogy, content, feedback, pace, and tone according to the just-in-time needs of a learner. However, it is historically difficult to: (1) create these smart learning environments; (2) continuously improve them based on student learning data; (3) facilitate their alignment with learning objectives and government standards; and (4) customize them to particular environments or users. This special issue of the International Journal of Artificial Intelligence in Education (IJAIED), entitled "Creating and Improving Adaptive Learning: Smart Authoring Tools and Processes," focuses on authoring approaches used to create, improve, align, and customize adaptive learning environments. [This paper was published in the "International Journal of Artificial Intelligence in Education."]

“ERIC ED629710: Preface To The Special Issue On Creating And Improving Adaptive Learning: Smart Authoring Tools And Processes Cyberlearning Technologies Increasingly Seek To Offer Personalized Learning Experiences Via Adaptive Systems That Customize Pedagogy, Content, Feedback, Pace, And Tone According To The Just-in-time Needs Of A Learner. However, It Is Historically Difficult To: (1) Create These Smart Learning Environments; (2) Continuously Improve Them Based On Student Learning Data; (3) Facilitate Their Alignment With Learning Objectives And Government Standards; And (4) Customize Them To Particular Environments Or Users. This Special Issue Of The International Journal Of Artificial Intelligence In Education (IJAIED), Entitled "Creating And Improving Adaptive Learning: Smart Authoring Tools And Processes," Focuses On Authoring Approaches Used To Create, Improve, Align, And Customize Adaptive Learning Environments. [This Paper Was Published In The "International Journal Of Artificial Intelligence In Education."]” Metadata:

  • Title: ➤  ERIC ED629710: Preface To The Special Issue On Creating And Improving Adaptive Learning: Smart Authoring Tools And Processes Cyberlearning Technologies Increasingly Seek To Offer Personalized Learning Experiences Via Adaptive Systems That Customize Pedagogy, Content, Feedback, Pace, And Tone According To The Just-in-time Needs Of A Learner. However, It Is Historically Difficult To: (1) Create These Smart Learning Environments; (2) Continuously Improve Them Based On Student Learning Data; (3) Facilitate Their Alignment With Learning Objectives And Government Standards; And (4) Customize Them To Particular Environments Or Users. This Special Issue Of The International Journal Of Artificial Intelligence In Education (IJAIED), Entitled "Creating And Improving Adaptive Learning: Smart Authoring Tools And Processes," Focuses On Authoring Approaches Used To Create, Improve, Align, And Customize Adaptive Learning Environments. [This Paper Was Published In The "International Journal Of Artificial Intelligence In Education."]
  • Author:
  • Language: English

“ERIC ED629710: Preface To The Special Issue On Creating And Improving Adaptive Learning: Smart Authoring Tools And Processes Cyberlearning Technologies Increasingly Seek To Offer Personalized Learning Experiences Via Adaptive Systems That Customize Pedagogy, Content, Feedback, Pace, And Tone According To The Just-in-time Needs Of A Learner. However, It Is Historically Difficult To: (1) Create These Smart Learning Environments; (2) Continuously Improve Them Based On Student Learning Data; (3) Facilitate Their Alignment With Learning Objectives And Government Standards; And (4) Customize Them To Particular Environments Or Users. This Special Issue Of The International Journal Of Artificial Intelligence In Education (IJAIED), Entitled "Creating And Improving Adaptive Learning: Smart Authoring Tools And Processes," Focuses On Authoring Approaches Used To Create, Improve, Align, And Customize Adaptive Learning Environments. [This Paper Was Published In The "International Journal Of Artificial Intelligence In Education."]” Subjects and Themes:

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11ERIC ED598654: Less Than Four Domains: Creating An Overall Composite Score As An Indicator Of English Language Proficiency For English Learners With 504 Or Individualized Education Plans. WCER Working Paper No. 2019-3

By

The authors illustrate models and procedures that can be applied to calculate overall composite scores in order to identify an indicator of English language proficiency, based on composite scores for English learners with 504 or individualized education plans who are missing one or more domain scores on the Assessing Comprehension and Communication in English State-to-State for English Language Learners assessment for state monitoring, achievement, and accountability determinations. As a technical reference, the appendix includes tables and statistical programming code used to compute the different methods. The analyses and results provide clear and concise frameworks for approaching accountability criteria and decisions.

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  • Title: ➤  ERIC ED598654: Less Than Four Domains: Creating An Overall Composite Score As An Indicator Of English Language Proficiency For English Learners With 504 Or Individualized Education Plans. WCER Working Paper No. 2019-3
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  • Language: English

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12Artistry In Paper : Creating Beautiful Things With Origami, Papier Mâché, Pop-ups, And Other Papercrafts

By

The authors illustrate models and procedures that can be applied to calculate overall composite scores in order to identify an indicator of English language proficiency, based on composite scores for English learners with 504 or individualized education plans who are missing one or more domain scores on the Assessing Comprehension and Communication in English State-to-State for English Language Learners assessment for state monitoring, achievement, and accountability determinations. As a technical reference, the appendix includes tables and statistical programming code used to compute the different methods. The analyses and results provide clear and concise frameworks for approaching accountability criteria and decisions.

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13ERIC ED598642: Fiscal Crisis At UMass Boston: The True Story And The Scapegoating. How A UMass Central Office Error Triggered Financial Woes At The Boston Campus, And How The UMass President And Trustees Pinned The Blame On Boston Administrators. White Paper No. 196 UMass Boston Has Been A Campus In Turmoil For The Past 20 Months. Internal Upheaval First Became Public In January 2017 When The UMass Board Of Trustees (BoT) Refused To Extend Chancellor Keith Motley's Contract. In March 2017 The Trustees Disclosed That The Campus Was Facing A Budget Deficit Of Up To $30 Million With Just Three Months Remaining In Fiscal Year 2017. In April Of 2017, Chancellor Motley Resigned, Prompting Students, Alumni, And Community Leaders To Rally On The State House Steps Demanding That Officials Reject His Resignation. UMass Boston Has Struggled To Right Its Financial And Administrative Ship Amidst The Continuing Frustration Of Students And Faculty. In May 2016, Seven Months Before The Financial Crisis At UMass-Boston Became Public, Pioneer Institute Published A Three-part Analysis Entitled "UMass At A Crossroads." The Report Identified Many Of The Systemic Financial Problems That Ultimately Led To The UMass-Boston Budget Crisis, Including Unsustainable Cost Growth Resulting From Student Enrollment Expansion, Facility Expansion, Rapid Growth In Self-funded Research And Development, A Rising UMass Central Office Budget, And Unfunded Deferred Maintenance At Campus Facilities. Pioneer's Report Cited Data From Internal UMass Documents And Financial Disclosures To Wall Street Bond Rating Agencies And Federal Student Lending Agencies. Following A Detailed Review Of Records Obtained From The UMass Comptroller's Office And Other Publicly Available Sources, Pioneer Institute Concludes That The UMass President And Board Of Trustees (BoT) Unfairly Scapegoated Former Chancellor Keith Motley And UMass Boston Administrators For Creating UMass Boston's $30 Million Fiscal Crisis In 2017-2018 When The President And BoT Themselves Bore Primary Responsibility For Creating The Crisis As A Result Of Their Having Approved A Massive, Accelerated Capital Expansion Plan Without Assuring That Capital Reserves Would Be Available To Pay For It. This White Paper Provides An Introduction, Detailed Summary Of Findings From That Review, And Recommendations For The Future. [For "UMass At A Crossroads Part 1: Is The UMass Enrollment Expansion Plan Sustainable? White Paper No. 145," See ED598651. For "UMass At A Crossroads Part 2: Is UMass' Expansion Fiscally Sustainable? White Paper No. 146," See ED598659. For "UMass At A Crossroads Part 3: UMass' Growing Dependency On Tuition And Fees And Strategic Recruitment Of Out-Of-State Students. White Paper No. 147," See ED598661.]

By

UMass Boston has been a campus in turmoil for the past 20 months. Internal upheaval first became public in January 2017 when the UMass Board of Trustees (BoT) refused to extend Chancellor Keith Motley's contract. In March 2017 the trustees disclosed that the campus was facing a budget deficit of up to $30 million with just three months remaining in fiscal year 2017. In April of 2017, Chancellor Motley resigned, prompting students, alumni, and community leaders to rally on the State House steps demanding that officials reject his resignation. UMass Boston has struggled to right its financial and administrative ship amidst the continuing frustration of students and faculty. In May 2016, seven months before the financial crisis at UMass-Boston became public, Pioneer Institute published a three-part analysis entitled "UMass at a Crossroads." The report identified many of the systemic financial problems that ultimately led to the UMass-Boston budget crisis, including unsustainable cost growth resulting from student enrollment expansion, facility expansion, rapid growth in self-funded research and development, a rising UMass Central Office budget, and unfunded deferred maintenance at campus facilities. Pioneer's report cited data from internal UMass documents and financial disclosures to Wall Street bond rating agencies and federal student lending agencies. Following a detailed review of records obtained from the UMass Comptroller's office and other publicly available sources, Pioneer Institute concludes that the UMass President and Board of Trustees (BoT) unfairly scapegoated former Chancellor Keith Motley and UMass Boston administrators for creating UMass Boston's $30 million fiscal crisis in 2017-2018 when the president and BoT themselves bore primary responsibility for creating the crisis as a result of their having approved a massive, accelerated capital expansion plan without assuring that capital reserves would be available to pay for it. This white paper provides an introduction, detailed summary of findings from that review, and recommendations for the future. [For "UMass at a Crossroads Part 1: Is the UMass Enrollment Expansion Plan Sustainable? White Paper No. 145," see ED598651. For "UMass at a Crossroads Part 2: Is UMass' Expansion Fiscally Sustainable? White Paper No. 146," see ED598659. For "UMass at a Crossroads Part 3: UMass' Growing Dependency on Tuition and Fees and Strategic Recruitment of Out-Of-State Students. White Paper No. 147," see ED598661.]

“ERIC ED598642: Fiscal Crisis At UMass Boston: The True Story And The Scapegoating. How A UMass Central Office Error Triggered Financial Woes At The Boston Campus, And How The UMass President And Trustees Pinned The Blame On Boston Administrators. White Paper No. 196 UMass Boston Has Been A Campus In Turmoil For The Past 20 Months. Internal Upheaval First Became Public In January 2017 When The UMass Board Of Trustees (BoT) Refused To Extend Chancellor Keith Motley's Contract. In March 2017 The Trustees Disclosed That The Campus Was Facing A Budget Deficit Of Up To $30 Million With Just Three Months Remaining In Fiscal Year 2017. In April Of 2017, Chancellor Motley Resigned, Prompting Students, Alumni, And Community Leaders To Rally On The State House Steps Demanding That Officials Reject His Resignation. UMass Boston Has Struggled To Right Its Financial And Administrative Ship Amidst The Continuing Frustration Of Students And Faculty. In May 2016, Seven Months Before The Financial Crisis At UMass-Boston Became Public, Pioneer Institute Published A Three-part Analysis Entitled "UMass At A Crossroads." The Report Identified Many Of The Systemic Financial Problems That Ultimately Led To The UMass-Boston Budget Crisis, Including Unsustainable Cost Growth Resulting From Student Enrollment Expansion, Facility Expansion, Rapid Growth In Self-funded Research And Development, A Rising UMass Central Office Budget, And Unfunded Deferred Maintenance At Campus Facilities. Pioneer's Report Cited Data From Internal UMass Documents And Financial Disclosures To Wall Street Bond Rating Agencies And Federal Student Lending Agencies. Following A Detailed Review Of Records Obtained From The UMass Comptroller's Office And Other Publicly Available Sources, Pioneer Institute Concludes That The UMass President And Board Of Trustees (BoT) Unfairly Scapegoated Former Chancellor Keith Motley And UMass Boston Administrators For Creating UMass Boston's $30 Million Fiscal Crisis In 2017-2018 When The President And BoT Themselves Bore Primary Responsibility For Creating The Crisis As A Result Of Their Having Approved A Massive, Accelerated Capital Expansion Plan Without Assuring That Capital Reserves Would Be Available To Pay For It. This White Paper Provides An Introduction, Detailed Summary Of Findings From That Review, And Recommendations For The Future. [For "UMass At A Crossroads Part 1: Is The UMass Enrollment Expansion Plan Sustainable? White Paper No. 145," See ED598651. For "UMass At A Crossroads Part 2: Is UMass' Expansion Fiscally Sustainable? White Paper No. 146," See ED598659. For "UMass At A Crossroads Part 3: UMass' Growing Dependency On Tuition And Fees And Strategic Recruitment Of Out-Of-State Students. White Paper No. 147," See ED598661.]” Metadata:

  • Title: ➤  ERIC ED598642: Fiscal Crisis At UMass Boston: The True Story And The Scapegoating. How A UMass Central Office Error Triggered Financial Woes At The Boston Campus, And How The UMass President And Trustees Pinned The Blame On Boston Administrators. White Paper No. 196 UMass Boston Has Been A Campus In Turmoil For The Past 20 Months. Internal Upheaval First Became Public In January 2017 When The UMass Board Of Trustees (BoT) Refused To Extend Chancellor Keith Motley's Contract. In March 2017 The Trustees Disclosed That The Campus Was Facing A Budget Deficit Of Up To $30 Million With Just Three Months Remaining In Fiscal Year 2017. In April Of 2017, Chancellor Motley Resigned, Prompting Students, Alumni, And Community Leaders To Rally On The State House Steps Demanding That Officials Reject His Resignation. UMass Boston Has Struggled To Right Its Financial And Administrative Ship Amidst The Continuing Frustration Of Students And Faculty. In May 2016, Seven Months Before The Financial Crisis At UMass-Boston Became Public, Pioneer Institute Published A Three-part Analysis Entitled "UMass At A Crossroads." The Report Identified Many Of The Systemic Financial Problems That Ultimately Led To The UMass-Boston Budget Crisis, Including Unsustainable Cost Growth Resulting From Student Enrollment Expansion, Facility Expansion, Rapid Growth In Self-funded Research And Development, A Rising UMass Central Office Budget, And Unfunded Deferred Maintenance At Campus Facilities. Pioneer's Report Cited Data From Internal UMass Documents And Financial Disclosures To Wall Street Bond Rating Agencies And Federal Student Lending Agencies. Following A Detailed Review Of Records Obtained From The UMass Comptroller's Office And Other Publicly Available Sources, Pioneer Institute Concludes That The UMass President And Board Of Trustees (BoT) Unfairly Scapegoated Former Chancellor Keith Motley And UMass Boston Administrators For Creating UMass Boston's $30 Million Fiscal Crisis In 2017-2018 When The President And BoT Themselves Bore Primary Responsibility For Creating The Crisis As A Result Of Their Having Approved A Massive, Accelerated Capital Expansion Plan Without Assuring That Capital Reserves Would Be Available To Pay For It. This White Paper Provides An Introduction, Detailed Summary Of Findings From That Review, And Recommendations For The Future. [For "UMass At A Crossroads Part 1: Is The UMass Enrollment Expansion Plan Sustainable? White Paper No. 145," See ED598651. For "UMass At A Crossroads Part 2: Is UMass' Expansion Fiscally Sustainable? White Paper No. 146," See ED598659. For "UMass At A Crossroads Part 3: UMass' Growing Dependency On Tuition And Fees And Strategic Recruitment Of Out-Of-State Students. White Paper No. 147," See ED598661.]
  • Author:
  • Language: English

“ERIC ED598642: Fiscal Crisis At UMass Boston: The True Story And The Scapegoating. How A UMass Central Office Error Triggered Financial Woes At The Boston Campus, And How The UMass President And Trustees Pinned The Blame On Boston Administrators. White Paper No. 196 UMass Boston Has Been A Campus In Turmoil For The Past 20 Months. Internal Upheaval First Became Public In January 2017 When The UMass Board Of Trustees (BoT) Refused To Extend Chancellor Keith Motley's Contract. In March 2017 The Trustees Disclosed That The Campus Was Facing A Budget Deficit Of Up To $30 Million With Just Three Months Remaining In Fiscal Year 2017. In April Of 2017, Chancellor Motley Resigned, Prompting Students, Alumni, And Community Leaders To Rally On The State House Steps Demanding That Officials Reject His Resignation. UMass Boston Has Struggled To Right Its Financial And Administrative Ship Amidst The Continuing Frustration Of Students And Faculty. In May 2016, Seven Months Before The Financial Crisis At UMass-Boston Became Public, Pioneer Institute Published A Three-part Analysis Entitled "UMass At A Crossroads." The Report Identified Many Of The Systemic Financial Problems That Ultimately Led To The UMass-Boston Budget Crisis, Including Unsustainable Cost Growth Resulting From Student Enrollment Expansion, Facility Expansion, Rapid Growth In Self-funded Research And Development, A Rising UMass Central Office Budget, And Unfunded Deferred Maintenance At Campus Facilities. Pioneer's Report Cited Data From Internal UMass Documents And Financial Disclosures To Wall Street Bond Rating Agencies And Federal Student Lending Agencies. Following A Detailed Review Of Records Obtained From The UMass Comptroller's Office And Other Publicly Available Sources, Pioneer Institute Concludes That The UMass President And Board Of Trustees (BoT) Unfairly Scapegoated Former Chancellor Keith Motley And UMass Boston Administrators For Creating UMass Boston's $30 Million Fiscal Crisis In 2017-2018 When The President And BoT Themselves Bore Primary Responsibility For Creating The Crisis As A Result Of Their Having Approved A Massive, Accelerated Capital Expansion Plan Without Assuring That Capital Reserves Would Be Available To Pay For It. This White Paper Provides An Introduction, Detailed Summary Of Findings From That Review, And Recommendations For The Future. [For "UMass At A Crossroads Part 1: Is The UMass Enrollment Expansion Plan Sustainable? White Paper No. 145," See ED598651. For "UMass At A Crossroads Part 2: Is UMass' Expansion Fiscally Sustainable? White Paper No. 146," See ED598659. For "UMass At A Crossroads Part 3: UMass' Growing Dependency On Tuition And Fees And Strategic Recruitment Of Out-Of-State Students. White Paper No. 147," See ED598661.]” Subjects and Themes:

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Find ERIC ED598642: Fiscal Crisis At UMass Boston: The True Story And The Scapegoating. How A UMass Central Office Error Triggered Financial Woes At The Boston Campus, And How The UMass President And Trustees Pinned The Blame On Boston Administrators. White Paper No. 196 UMass Boston Has Been A Campus In Turmoil For The Past 20 Months. Internal Upheaval First Became Public In January 2017 When The UMass Board Of Trustees (BoT) Refused To Extend Chancellor Keith Motley's Contract. In March 2017 The Trustees Disclosed That The Campus Was Facing A Budget Deficit Of Up To $30 Million With Just Three Months Remaining In Fiscal Year 2017. In April Of 2017, Chancellor Motley Resigned, Prompting Students, Alumni, And Community Leaders To Rally On The State House Steps Demanding That Officials Reject His Resignation. UMass Boston Has Struggled To Right Its Financial And Administrative Ship Amidst The Continuing Frustration Of Students And Faculty. In May 2016, Seven Months Before The Financial Crisis At UMass-Boston Became Public, Pioneer Institute Published A Three-part Analysis Entitled "UMass At A Crossroads." The Report Identified Many Of The Systemic Financial Problems That Ultimately Led To The UMass-Boston Budget Crisis, Including Unsustainable Cost Growth Resulting From Student Enrollment Expansion, Facility Expansion, Rapid Growth In Self-funded Research And Development, A Rising UMass Central Office Budget, And Unfunded Deferred Maintenance At Campus Facilities. Pioneer's Report Cited Data From Internal UMass Documents And Financial Disclosures To Wall Street Bond Rating Agencies And Federal Student Lending Agencies. Following A Detailed Review Of Records Obtained From The UMass Comptroller's Office And Other Publicly Available Sources, Pioneer Institute Concludes That The UMass President And Board Of Trustees (BoT) Unfairly Scapegoated Former Chancellor Keith Motley And UMass Boston Administrators For Creating UMass Boston's $30 Million Fiscal Crisis In 2017-2018 When The President And BoT Themselves Bore Primary Responsibility For Creating The Crisis As A Result Of Their Having Approved A Massive, Accelerated Capital Expansion Plan Without Assuring That Capital Reserves Would Be Available To Pay For It. This White Paper Provides An Introduction, Detailed Summary Of Findings From That Review, And Recommendations For The Future. [For "UMass At A Crossroads Part 1: Is The UMass Enrollment Expansion Plan Sustainable? White Paper No. 145," See ED598651. For "UMass At A Crossroads Part 2: Is UMass' Expansion Fiscally Sustainable? White Paper No. 146," See ED598659. For "UMass At A Crossroads Part 3: UMass' Growing Dependency On Tuition And Fees And Strategic Recruitment Of Out-Of-State Students. White Paper No. 147," See ED598661.] at online marketplaces:


14Creating With Paper : Basic Forms And Variations

By

UMass Boston has been a campus in turmoil for the past 20 months. Internal upheaval first became public in January 2017 when the UMass Board of Trustees (BoT) refused to extend Chancellor Keith Motley's contract. In March 2017 the trustees disclosed that the campus was facing a budget deficit of up to $30 million with just three months remaining in fiscal year 2017. In April of 2017, Chancellor Motley resigned, prompting students, alumni, and community leaders to rally on the State House steps demanding that officials reject his resignation. UMass Boston has struggled to right its financial and administrative ship amidst the continuing frustration of students and faculty. In May 2016, seven months before the financial crisis at UMass-Boston became public, Pioneer Institute published a three-part analysis entitled "UMass at a Crossroads." The report identified many of the systemic financial problems that ultimately led to the UMass-Boston budget crisis, including unsustainable cost growth resulting from student enrollment expansion, facility expansion, rapid growth in self-funded research and development, a rising UMass Central Office budget, and unfunded deferred maintenance at campus facilities. Pioneer's report cited data from internal UMass documents and financial disclosures to Wall Street bond rating agencies and federal student lending agencies. Following a detailed review of records obtained from the UMass Comptroller's office and other publicly available sources, Pioneer Institute concludes that the UMass President and Board of Trustees (BoT) unfairly scapegoated former Chancellor Keith Motley and UMass Boston administrators for creating UMass Boston's $30 million fiscal crisis in 2017-2018 when the president and BoT themselves bore primary responsibility for creating the crisis as a result of their having approved a massive, accelerated capital expansion plan without assuring that capital reserves would be available to pay for it. This white paper provides an introduction, detailed summary of findings from that review, and recommendations for the future. [For "UMass at a Crossroads Part 1: Is the UMass Enrollment Expansion Plan Sustainable? White Paper No. 145," see ED598651. For "UMass at a Crossroads Part 2: Is UMass' Expansion Fiscally Sustainable? White Paper No. 146," see ED598659. For "UMass at a Crossroads Part 3: UMass' Growing Dependency on Tuition and Fees and Strategic Recruitment of Out-Of-State Students. White Paper No. 147," see ED598661.]

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  • Language: English

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15Creating With Colored Paper

By

UMass Boston has been a campus in turmoil for the past 20 months. Internal upheaval first became public in January 2017 when the UMass Board of Trustees (BoT) refused to extend Chancellor Keith Motley's contract. In March 2017 the trustees disclosed that the campus was facing a budget deficit of up to $30 million with just three months remaining in fiscal year 2017. In April of 2017, Chancellor Motley resigned, prompting students, alumni, and community leaders to rally on the State House steps demanding that officials reject his resignation. UMass Boston has struggled to right its financial and administrative ship amidst the continuing frustration of students and faculty. In May 2016, seven months before the financial crisis at UMass-Boston became public, Pioneer Institute published a three-part analysis entitled "UMass at a Crossroads." The report identified many of the systemic financial problems that ultimately led to the UMass-Boston budget crisis, including unsustainable cost growth resulting from student enrollment expansion, facility expansion, rapid growth in self-funded research and development, a rising UMass Central Office budget, and unfunded deferred maintenance at campus facilities. Pioneer's report cited data from internal UMass documents and financial disclosures to Wall Street bond rating agencies and federal student lending agencies. Following a detailed review of records obtained from the UMass Comptroller's office and other publicly available sources, Pioneer Institute concludes that the UMass President and Board of Trustees (BoT) unfairly scapegoated former Chancellor Keith Motley and UMass Boston administrators for creating UMass Boston's $30 million fiscal crisis in 2017-2018 when the president and BoT themselves bore primary responsibility for creating the crisis as a result of their having approved a massive, accelerated capital expansion plan without assuring that capital reserves would be available to pay for it. This white paper provides an introduction, detailed summary of findings from that review, and recommendations for the future. [For "UMass at a Crossroads Part 1: Is the UMass Enrollment Expansion Plan Sustainable? White Paper No. 145," see ED598651. For "UMass at a Crossroads Part 2: Is UMass' Expansion Fiscally Sustainable? White Paper No. 146," see ED598659. For "UMass at a Crossroads Part 3: UMass' Growing Dependency on Tuition and Fees and Strategic Recruitment of Out-Of-State Students. White Paper No. 147," see ED598661.]

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16Creating With Paper; Basic Forms And Variations

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UMass Boston has been a campus in turmoil for the past 20 months. Internal upheaval first became public in January 2017 when the UMass Board of Trustees (BoT) refused to extend Chancellor Keith Motley's contract. In March 2017 the trustees disclosed that the campus was facing a budget deficit of up to $30 million with just three months remaining in fiscal year 2017. In April of 2017, Chancellor Motley resigned, prompting students, alumni, and community leaders to rally on the State House steps demanding that officials reject his resignation. UMass Boston has struggled to right its financial and administrative ship amidst the continuing frustration of students and faculty. In May 2016, seven months before the financial crisis at UMass-Boston became public, Pioneer Institute published a three-part analysis entitled "UMass at a Crossroads." The report identified many of the systemic financial problems that ultimately led to the UMass-Boston budget crisis, including unsustainable cost growth resulting from student enrollment expansion, facility expansion, rapid growth in self-funded research and development, a rising UMass Central Office budget, and unfunded deferred maintenance at campus facilities. Pioneer's report cited data from internal UMass documents and financial disclosures to Wall Street bond rating agencies and federal student lending agencies. Following a detailed review of records obtained from the UMass Comptroller's office and other publicly available sources, Pioneer Institute concludes that the UMass President and Board of Trustees (BoT) unfairly scapegoated former Chancellor Keith Motley and UMass Boston administrators for creating UMass Boston's $30 million fiscal crisis in 2017-2018 when the president and BoT themselves bore primary responsibility for creating the crisis as a result of their having approved a massive, accelerated capital expansion plan without assuring that capital reserves would be available to pay for it. This white paper provides an introduction, detailed summary of findings from that review, and recommendations for the future. [For "UMass at a Crossroads Part 1: Is the UMass Enrollment Expansion Plan Sustainable? White Paper No. 145," see ED598651. For "UMass at a Crossroads Part 2: Is UMass' Expansion Fiscally Sustainable? White Paper No. 146," see ED598659. For "UMass at a Crossroads Part 3: UMass' Growing Dependency on Tuition and Fees and Strategic Recruitment of Out-Of-State Students. White Paper No. 147," see ED598661.]

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17ERIC ED652455: Talking The Quality Talk, Walking The Quality Walk: Developing An Online Quality Assurance Training Program Quality Assurance (QA) Aims To Ensure And Enhance Educational Quality, Promote Accountability, And Foster Sustainable Improvement And Is Considered A Crucial Element For Higher Education Systems In A World Of Constant Change, Increased Competitiveness, Technological Innovation, And Rising Costs. In The Last Several Years, Quality Assurance In Turkish Higher Education Has Experienced Substantial Improvements. The Current Developments Reflect Ongoing Efforts In Turkish Higher Education To Improve Quality Assurance Processes, Comply With International Standards, And Guarantee The Consistency Of Academic Offerings And Institutional Standards. The Development And Training Of Human Resources Are Of Paramount Importance In Creating Sustainable QA Efforts. Thus, The Quality Coordinatorship Of Anadolu University Developed A Unique Online Training Entitled "Institutional Self-Evaluation Training Programme" To Equip The University Staff With The Required Knowledge And Skills To Conduct Internal Evaluation In Academic Programs. Following A Cross-sectional Research Design, And Making Use Of Learning Analytics And Satisfaction Survey, This Research Investigated The Learning Patterns And Satisfaction Of The Participants Involved In This Course. The High Learning Resources Access And Activity Completion Rates In This Course Suggest That There Was A Significant Interest In The Course Considering It Was Only A Recommended Course. In Addition, High Levels Of Satisfaction, Which Was Supported By The Qualitative Findings, Show That The Online Training Was Endorsed By The Participants As A Viable Training Activity. [This Paper Was Published In The INTE-ISTEC-ITEC-ITICAM-IQC Proceedings, 2023, Pp. 760-772).]

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Quality Assurance (QA) aims to ensure and enhance educational quality, promote accountability, and foster sustainable improvement and is considered a crucial element for higher education systems in a world of constant change, increased competitiveness, technological innovation, and rising costs. In the last several years, quality assurance in Turkish higher education has experienced substantial improvements. The current developments reflect ongoing efforts in Turkish higher education to improve quality assurance processes, comply with international standards, and guarantee the consistency of academic offerings and institutional standards. The development and training of human resources are of paramount importance in creating sustainable QA efforts. Thus, the Quality Coordinatorship of Anadolu University developed a unique online training entitled "Institutional Self-Evaluation Training Programme" to equip the University staff with the required knowledge and skills to conduct internal evaluation in academic programs. Following a cross-sectional research design, and making use of learning analytics and satisfaction survey, this research investigated the learning patterns and satisfaction of the participants involved in this course. The high learning resources access and activity completion rates in this course suggest that there was a significant interest in the course considering it was only a recommended course. In addition, high levels of satisfaction, which was supported by the qualitative findings, show that the online training was endorsed by the participants as a viable training activity. [This paper was published in the INTE-ISTEC-ITEC-ITICAM-IQC proceedings, 2023, pp. 760-772).]

“ERIC ED652455: Talking The Quality Talk, Walking The Quality Walk: Developing An Online Quality Assurance Training Program Quality Assurance (QA) Aims To Ensure And Enhance Educational Quality, Promote Accountability, And Foster Sustainable Improvement And Is Considered A Crucial Element For Higher Education Systems In A World Of Constant Change, Increased Competitiveness, Technological Innovation, And Rising Costs. In The Last Several Years, Quality Assurance In Turkish Higher Education Has Experienced Substantial Improvements. The Current Developments Reflect Ongoing Efforts In Turkish Higher Education To Improve Quality Assurance Processes, Comply With International Standards, And Guarantee The Consistency Of Academic Offerings And Institutional Standards. The Development And Training Of Human Resources Are Of Paramount Importance In Creating Sustainable QA Efforts. Thus, The Quality Coordinatorship Of Anadolu University Developed A Unique Online Training Entitled "Institutional Self-Evaluation Training Programme" To Equip The University Staff With The Required Knowledge And Skills To Conduct Internal Evaluation In Academic Programs. Following A Cross-sectional Research Design, And Making Use Of Learning Analytics And Satisfaction Survey, This Research Investigated The Learning Patterns And Satisfaction Of The Participants Involved In This Course. The High Learning Resources Access And Activity Completion Rates In This Course Suggest That There Was A Significant Interest In The Course Considering It Was Only A Recommended Course. In Addition, High Levels Of Satisfaction, Which Was Supported By The Qualitative Findings, Show That The Online Training Was Endorsed By The Participants As A Viable Training Activity. [This Paper Was Published In The INTE-ISTEC-ITEC-ITICAM-IQC Proceedings, 2023, Pp. 760-772).]” Metadata:

  • Title: ➤  ERIC ED652455: Talking The Quality Talk, Walking The Quality Walk: Developing An Online Quality Assurance Training Program Quality Assurance (QA) Aims To Ensure And Enhance Educational Quality, Promote Accountability, And Foster Sustainable Improvement And Is Considered A Crucial Element For Higher Education Systems In A World Of Constant Change, Increased Competitiveness, Technological Innovation, And Rising Costs. In The Last Several Years, Quality Assurance In Turkish Higher Education Has Experienced Substantial Improvements. The Current Developments Reflect Ongoing Efforts In Turkish Higher Education To Improve Quality Assurance Processes, Comply With International Standards, And Guarantee The Consistency Of Academic Offerings And Institutional Standards. The Development And Training Of Human Resources Are Of Paramount Importance In Creating Sustainable QA Efforts. Thus, The Quality Coordinatorship Of Anadolu University Developed A Unique Online Training Entitled "Institutional Self-Evaluation Training Programme" To Equip The University Staff With The Required Knowledge And Skills To Conduct Internal Evaluation In Academic Programs. Following A Cross-sectional Research Design, And Making Use Of Learning Analytics And Satisfaction Survey, This Research Investigated The Learning Patterns And Satisfaction Of The Participants Involved In This Course. The High Learning Resources Access And Activity Completion Rates In This Course Suggest That There Was A Significant Interest In The Course Considering It Was Only A Recommended Course. In Addition, High Levels Of Satisfaction, Which Was Supported By The Qualitative Findings, Show That The Online Training Was Endorsed By The Participants As A Viable Training Activity. [This Paper Was Published In The INTE-ISTEC-ITEC-ITICAM-IQC Proceedings, 2023, Pp. 760-772).]
  • Author:
  • Language: English

“ERIC ED652455: Talking The Quality Talk, Walking The Quality Walk: Developing An Online Quality Assurance Training Program Quality Assurance (QA) Aims To Ensure And Enhance Educational Quality, Promote Accountability, And Foster Sustainable Improvement And Is Considered A Crucial Element For Higher Education Systems In A World Of Constant Change, Increased Competitiveness, Technological Innovation, And Rising Costs. In The Last Several Years, Quality Assurance In Turkish Higher Education Has Experienced Substantial Improvements. The Current Developments Reflect Ongoing Efforts In Turkish Higher Education To Improve Quality Assurance Processes, Comply With International Standards, And Guarantee The Consistency Of Academic Offerings And Institutional Standards. The Development And Training Of Human Resources Are Of Paramount Importance In Creating Sustainable QA Efforts. Thus, The Quality Coordinatorship Of Anadolu University Developed A Unique Online Training Entitled "Institutional Self-Evaluation Training Programme" To Equip The University Staff With The Required Knowledge And Skills To Conduct Internal Evaluation In Academic Programs. Following A Cross-sectional Research Design, And Making Use Of Learning Analytics And Satisfaction Survey, This Research Investigated The Learning Patterns And Satisfaction Of The Participants Involved In This Course. The High Learning Resources Access And Activity Completion Rates In This Course Suggest That There Was A Significant Interest In The Course Considering It Was Only A Recommended Course. In Addition, High Levels Of Satisfaction, Which Was Supported By The Qualitative Findings, Show That The Online Training Was Endorsed By The Participants As A Viable Training Activity. [This Paper Was Published In The INTE-ISTEC-ITEC-ITICAM-IQC Proceedings, 2023, Pp. 760-772).]” Subjects and Themes:

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Find ERIC ED652455: Talking The Quality Talk, Walking The Quality Walk: Developing An Online Quality Assurance Training Program Quality Assurance (QA) Aims To Ensure And Enhance Educational Quality, Promote Accountability, And Foster Sustainable Improvement And Is Considered A Crucial Element For Higher Education Systems In A World Of Constant Change, Increased Competitiveness, Technological Innovation, And Rising Costs. In The Last Several Years, Quality Assurance In Turkish Higher Education Has Experienced Substantial Improvements. The Current Developments Reflect Ongoing Efforts In Turkish Higher Education To Improve Quality Assurance Processes, Comply With International Standards, And Guarantee The Consistency Of Academic Offerings And Institutional Standards. The Development And Training Of Human Resources Are Of Paramount Importance In Creating Sustainable QA Efforts. Thus, The Quality Coordinatorship Of Anadolu University Developed A Unique Online Training Entitled "Institutional Self-Evaluation Training Programme" To Equip The University Staff With The Required Knowledge And Skills To Conduct Internal Evaluation In Academic Programs. Following A Cross-sectional Research Design, And Making Use Of Learning Analytics And Satisfaction Survey, This Research Investigated The Learning Patterns And Satisfaction Of The Participants Involved In This Course. The High Learning Resources Access And Activity Completion Rates In This Course Suggest That There Was A Significant Interest In The Course Considering It Was Only A Recommended Course. In Addition, High Levels Of Satisfaction, Which Was Supported By The Qualitative Findings, Show That The Online Training Was Endorsed By The Participants As A Viable Training Activity. [This Paper Was Published In The INTE-ISTEC-ITEC-ITICAM-IQC Proceedings, 2023, Pp. 760-772).] at online marketplaces:


18Creating With Tissue Paper Design Technique Decoration

By

Quality Assurance (QA) aims to ensure and enhance educational quality, promote accountability, and foster sustainable improvement and is considered a crucial element for higher education systems in a world of constant change, increased competitiveness, technological innovation, and rising costs. In the last several years, quality assurance in Turkish higher education has experienced substantial improvements. The current developments reflect ongoing efforts in Turkish higher education to improve quality assurance processes, comply with international standards, and guarantee the consistency of academic offerings and institutional standards. The development and training of human resources are of paramount importance in creating sustainable QA efforts. Thus, the Quality Coordinatorship of Anadolu University developed a unique online training entitled "Institutional Self-Evaluation Training Programme" to equip the University staff with the required knowledge and skills to conduct internal evaluation in academic programs. Following a cross-sectional research design, and making use of learning analytics and satisfaction survey, this research investigated the learning patterns and satisfaction of the participants involved in this course. The high learning resources access and activity completion rates in this course suggest that there was a significant interest in the course considering it was only a recommended course. In addition, high levels of satisfaction, which was supported by the qualitative findings, show that the online training was endorsed by the participants as a viable training activity. [This paper was published in the INTE-ISTEC-ITEC-ITICAM-IQC proceedings, 2023, pp. 760-772).]

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19ERIC ED661492: 2024 Brick & Click: An Academic Library Conference (24th, Maryville, Missouri, November 1, 2024) Eleven Scholarly Papers And Six Abstracts Comprise The Content Of The Twenty-fourth Annual Brick & Click Libraries Conference, Held Annually At Northwest Missouri State University In Maryville, Missouri. The 2024 Paper And Abstract Titles Include:(1) Love It Or Leery? Rapid AI Aided Instructional Design For Library Learning (Sean Cordes); (2) What To Do When You're New: Lessons For New Managers Of People Or Programs (Amanda B. Albert); (3) Lessons Learned: Nurturing Student-Led Initiatives For Enhanced Library Engagement And Learning (Sarah McCall And Amber Ovsak); (4) Elevate Your Online Instruction: Developing Engaging Student-Centered Information Literacy Tutorials (Katherine Arndt And Claire Bowling); (5) Fostering Belonging And Community Building With A Wellbeing Collection (Megan Ballengee And Jill Kline); (6) You Want Me To Do What? But I Can't Read That...Cataloging Soviet Russia Space Exploration Books (Katherine Loving And Phillip Fitzsimmons); (7) Hallucinated Sources: An Analysis Of Student-Submitted AI-Generated Citations At The University Of Mississippi (Alex Watson); (8) Hosting A Mini ComicCon At Your Academic Library (Jessica Omer); (9) Cataloging A Collection Of Unusual Things Creating A Library Of Things Collection From Conception To Circulation (DeAnn Isenhower); (10) Retrain, Retrain And Then…Retrain! (Kayla Reed And Ellsi Mertens); (11) Creating Partnerships With Instructional Designers To Facilitate Online Learning (Danielle Theiss And Camille Abdeljawad); (12) Building Committed Curiosity With Valentine's Day And Books (Kelsey Baxter And Todd Jensen); (13) A New Chapter: Our Library's Change In Citation Management Tool Support (Danielle Westmark And Teresa Hartman); (14) Targeted Research Guides To Improve Student Engagement (Joseph Taylor); (15) Oh, The Noise! Facing The Challenges Of Exponential Growth In Student Population (Christopher Edwards And Travis Goode); (16) When The Whole Is Greater Than The Sum Of Its Parts: Statewide Consortia Collection Development (Rob Ross And Jennifer Brosek); (17) Did Video Kill The Text-Based Tutorial Star? Creating A Video Research Tutorial For University Students (Rachel Hammer And Todd Jensen).

By

Eleven scholarly papers and six abstracts comprise the content of the twenty-fourth annual Brick & Click Libraries Conference, held annually at Northwest Missouri State University in Maryville, Missouri. The 2024 paper and abstract titles include:(1) Love it or Leery? Rapid AI Aided Instructional Design for Library Learning (Sean Cordes); (2) What to Do When You're New: Lessons for New Managers of People or Programs (Amanda B. Albert); (3) Lessons Learned: Nurturing Student-Led Initiatives for Enhanced Library Engagement and Learning (Sarah McCall and Amber Ovsak); (4) Elevate Your Online Instruction: Developing Engaging Student-Centered Information Literacy Tutorials (Katherine Arndt and Claire Bowling); (5) Fostering Belonging and Community Building with a Wellbeing Collection (Megan Ballengee and Jill Kline); (6) You Want Me to Do What? But I Can't Read That...Cataloging Soviet Russia Space Exploration Books (Katherine Loving and Phillip Fitzsimmons); (7) Hallucinated Sources: An Analysis of Student-Submitted AI-Generated Citations at the University of Mississippi (Alex Watson); (8) Hosting a Mini ComicCon at Your Academic Library (Jessica Omer); (9) Cataloging a Collection of Unusual Things Creating a Library of Things Collection from Conception to Circulation (DeAnn Isenhower); (10) Retrain, Retrain and then…Retrain! (Kayla Reed and Ellsi Mertens); (11) Creating Partnerships with Instructional Designers to Facilitate Online Learning (Danielle Theiss and Camille Abdeljawad); (12) Building Committed Curiosity with Valentine's Day and Books (Kelsey Baxter and Todd Jensen); (13) A New Chapter: Our Library's Change in Citation Management Tool Support (Danielle Westmark and Teresa Hartman); (14) Targeted Research Guides to Improve Student Engagement (Joseph Taylor); (15) Oh, the Noise! Facing the Challenges of Exponential Growth in Student Population (Christopher Edwards and Travis Goode); (16) When the Whole is Greater than the Sum of its Parts: Statewide Consortia Collection Development (Rob Ross and Jennifer Brosek); (17) Did Video Kill the Text-Based Tutorial Star? Creating a Video Research Tutorial for University Students (Rachel Hammer and Todd Jensen).

“ERIC ED661492: 2024 Brick & Click: An Academic Library Conference (24th, Maryville, Missouri, November 1, 2024) Eleven Scholarly Papers And Six Abstracts Comprise The Content Of The Twenty-fourth Annual Brick & Click Libraries Conference, Held Annually At Northwest Missouri State University In Maryville, Missouri. The 2024 Paper And Abstract Titles Include:(1) Love It Or Leery? Rapid AI Aided Instructional Design For Library Learning (Sean Cordes); (2) What To Do When You're New: Lessons For New Managers Of People Or Programs (Amanda B. Albert); (3) Lessons Learned: Nurturing Student-Led Initiatives For Enhanced Library Engagement And Learning (Sarah McCall And Amber Ovsak); (4) Elevate Your Online Instruction: Developing Engaging Student-Centered Information Literacy Tutorials (Katherine Arndt And Claire Bowling); (5) Fostering Belonging And Community Building With A Wellbeing Collection (Megan Ballengee And Jill Kline); (6) You Want Me To Do What? But I Can't Read That...Cataloging Soviet Russia Space Exploration Books (Katherine Loving And Phillip Fitzsimmons); (7) Hallucinated Sources: An Analysis Of Student-Submitted AI-Generated Citations At The University Of Mississippi (Alex Watson); (8) Hosting A Mini ComicCon At Your Academic Library (Jessica Omer); (9) Cataloging A Collection Of Unusual Things Creating A Library Of Things Collection From Conception To Circulation (DeAnn Isenhower); (10) Retrain, Retrain And Then…Retrain! (Kayla Reed And Ellsi Mertens); (11) Creating Partnerships With Instructional Designers To Facilitate Online Learning (Danielle Theiss And Camille Abdeljawad); (12) Building Committed Curiosity With Valentine's Day And Books (Kelsey Baxter And Todd Jensen); (13) A New Chapter: Our Library's Change In Citation Management Tool Support (Danielle Westmark And Teresa Hartman); (14) Targeted Research Guides To Improve Student Engagement (Joseph Taylor); (15) Oh, The Noise! Facing The Challenges Of Exponential Growth In Student Population (Christopher Edwards And Travis Goode); (16) When The Whole Is Greater Than The Sum Of Its Parts: Statewide Consortia Collection Development (Rob Ross And Jennifer Brosek); (17) Did Video Kill The Text-Based Tutorial Star? Creating A Video Research Tutorial For University Students (Rachel Hammer And Todd Jensen).” Metadata:

  • Title: ➤  ERIC ED661492: 2024 Brick & Click: An Academic Library Conference (24th, Maryville, Missouri, November 1, 2024) Eleven Scholarly Papers And Six Abstracts Comprise The Content Of The Twenty-fourth Annual Brick & Click Libraries Conference, Held Annually At Northwest Missouri State University In Maryville, Missouri. The 2024 Paper And Abstract Titles Include:(1) Love It Or Leery? Rapid AI Aided Instructional Design For Library Learning (Sean Cordes); (2) What To Do When You're New: Lessons For New Managers Of People Or Programs (Amanda B. Albert); (3) Lessons Learned: Nurturing Student-Led Initiatives For Enhanced Library Engagement And Learning (Sarah McCall And Amber Ovsak); (4) Elevate Your Online Instruction: Developing Engaging Student-Centered Information Literacy Tutorials (Katherine Arndt And Claire Bowling); (5) Fostering Belonging And Community Building With A Wellbeing Collection (Megan Ballengee And Jill Kline); (6) You Want Me To Do What? But I Can't Read That...Cataloging Soviet Russia Space Exploration Books (Katherine Loving And Phillip Fitzsimmons); (7) Hallucinated Sources: An Analysis Of Student-Submitted AI-Generated Citations At The University Of Mississippi (Alex Watson); (8) Hosting A Mini ComicCon At Your Academic Library (Jessica Omer); (9) Cataloging A Collection Of Unusual Things Creating A Library Of Things Collection From Conception To Circulation (DeAnn Isenhower); (10) Retrain, Retrain And Then…Retrain! (Kayla Reed And Ellsi Mertens); (11) Creating Partnerships With Instructional Designers To Facilitate Online Learning (Danielle Theiss And Camille Abdeljawad); (12) Building Committed Curiosity With Valentine's Day And Books (Kelsey Baxter And Todd Jensen); (13) A New Chapter: Our Library's Change In Citation Management Tool Support (Danielle Westmark And Teresa Hartman); (14) Targeted Research Guides To Improve Student Engagement (Joseph Taylor); (15) Oh, The Noise! Facing The Challenges Of Exponential Growth In Student Population (Christopher Edwards And Travis Goode); (16) When The Whole Is Greater Than The Sum Of Its Parts: Statewide Consortia Collection Development (Rob Ross And Jennifer Brosek); (17) Did Video Kill The Text-Based Tutorial Star? Creating A Video Research Tutorial For University Students (Rachel Hammer And Todd Jensen).
  • Author:
  • Language: English

“ERIC ED661492: 2024 Brick & Click: An Academic Library Conference (24th, Maryville, Missouri, November 1, 2024) Eleven Scholarly Papers And Six Abstracts Comprise The Content Of The Twenty-fourth Annual Brick & Click Libraries Conference, Held Annually At Northwest Missouri State University In Maryville, Missouri. The 2024 Paper And Abstract Titles Include:(1) Love It Or Leery? Rapid AI Aided Instructional Design For Library Learning (Sean Cordes); (2) What To Do When You're New: Lessons For New Managers Of People Or Programs (Amanda B. Albert); (3) Lessons Learned: Nurturing Student-Led Initiatives For Enhanced Library Engagement And Learning (Sarah McCall And Amber Ovsak); (4) Elevate Your Online Instruction: Developing Engaging Student-Centered Information Literacy Tutorials (Katherine Arndt And Claire Bowling); (5) Fostering Belonging And Community Building With A Wellbeing Collection (Megan Ballengee And Jill Kline); (6) You Want Me To Do What? But I Can't Read That...Cataloging Soviet Russia Space Exploration Books (Katherine Loving And Phillip Fitzsimmons); (7) Hallucinated Sources: An Analysis Of Student-Submitted AI-Generated Citations At The University Of Mississippi (Alex Watson); (8) Hosting A Mini ComicCon At Your Academic Library (Jessica Omer); (9) Cataloging A Collection Of Unusual Things Creating A Library Of Things Collection From Conception To Circulation (DeAnn Isenhower); (10) Retrain, Retrain And Then…Retrain! (Kayla Reed And Ellsi Mertens); (11) Creating Partnerships With Instructional Designers To Facilitate Online Learning (Danielle Theiss And Camille Abdeljawad); (12) Building Committed Curiosity With Valentine's Day And Books (Kelsey Baxter And Todd Jensen); (13) A New Chapter: Our Library's Change In Citation Management Tool Support (Danielle Westmark And Teresa Hartman); (14) Targeted Research Guides To Improve Student Engagement (Joseph Taylor); (15) Oh, The Noise! Facing The Challenges Of Exponential Growth In Student Population (Christopher Edwards And Travis Goode); (16) When The Whole Is Greater Than The Sum Of Its Parts: Statewide Consortia Collection Development (Rob Ross And Jennifer Brosek); (17) Did Video Kill The Text-Based Tutorial Star? Creating A Video Research Tutorial For University Students (Rachel Hammer And Todd Jensen).” Subjects and Themes:

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Find ERIC ED661492: 2024 Brick & Click: An Academic Library Conference (24th, Maryville, Missouri, November 1, 2024) Eleven Scholarly Papers And Six Abstracts Comprise The Content Of The Twenty-fourth Annual Brick & Click Libraries Conference, Held Annually At Northwest Missouri State University In Maryville, Missouri. The 2024 Paper And Abstract Titles Include:(1) Love It Or Leery? Rapid AI Aided Instructional Design For Library Learning (Sean Cordes); (2) What To Do When You're New: Lessons For New Managers Of People Or Programs (Amanda B. Albert); (3) Lessons Learned: Nurturing Student-Led Initiatives For Enhanced Library Engagement And Learning (Sarah McCall And Amber Ovsak); (4) Elevate Your Online Instruction: Developing Engaging Student-Centered Information Literacy Tutorials (Katherine Arndt And Claire Bowling); (5) Fostering Belonging And Community Building With A Wellbeing Collection (Megan Ballengee And Jill Kline); (6) You Want Me To Do What? But I Can't Read That...Cataloging Soviet Russia Space Exploration Books (Katherine Loving And Phillip Fitzsimmons); (7) Hallucinated Sources: An Analysis Of Student-Submitted AI-Generated Citations At The University Of Mississippi (Alex Watson); (8) Hosting A Mini ComicCon At Your Academic Library (Jessica Omer); (9) Cataloging A Collection Of Unusual Things Creating A Library Of Things Collection From Conception To Circulation (DeAnn Isenhower); (10) Retrain, Retrain And Then…Retrain! (Kayla Reed And Ellsi Mertens); (11) Creating Partnerships With Instructional Designers To Facilitate Online Learning (Danielle Theiss And Camille Abdeljawad); (12) Building Committed Curiosity With Valentine's Day And Books (Kelsey Baxter And Todd Jensen); (13) A New Chapter: Our Library's Change In Citation Management Tool Support (Danielle Westmark And Teresa Hartman); (14) Targeted Research Guides To Improve Student Engagement (Joseph Taylor); (15) Oh, The Noise! Facing The Challenges Of Exponential Growth In Student Population (Christopher Edwards And Travis Goode); (16) When The Whole Is Greater Than The Sum Of Its Parts: Statewide Consortia Collection Development (Rob Ross And Jennifer Brosek); (17) Did Video Kill The Text-Based Tutorial Star? Creating A Video Research Tutorial For University Students (Rachel Hammer And Todd Jensen). at online marketplaces:


20Creating With Coluzzle : Custom Paper Dolls, Titles And Shapes Galore

By

Eleven scholarly papers and six abstracts comprise the content of the twenty-fourth annual Brick & Click Libraries Conference, held annually at Northwest Missouri State University in Maryville, Missouri. The 2024 paper and abstract titles include:(1) Love it or Leery? Rapid AI Aided Instructional Design for Library Learning (Sean Cordes); (2) What to Do When You're New: Lessons for New Managers of People or Programs (Amanda B. Albert); (3) Lessons Learned: Nurturing Student-Led Initiatives for Enhanced Library Engagement and Learning (Sarah McCall and Amber Ovsak); (4) Elevate Your Online Instruction: Developing Engaging Student-Centered Information Literacy Tutorials (Katherine Arndt and Claire Bowling); (5) Fostering Belonging and Community Building with a Wellbeing Collection (Megan Ballengee and Jill Kline); (6) You Want Me to Do What? But I Can't Read That...Cataloging Soviet Russia Space Exploration Books (Katherine Loving and Phillip Fitzsimmons); (7) Hallucinated Sources: An Analysis of Student-Submitted AI-Generated Citations at the University of Mississippi (Alex Watson); (8) Hosting a Mini ComicCon at Your Academic Library (Jessica Omer); (9) Cataloging a Collection of Unusual Things Creating a Library of Things Collection from Conception to Circulation (DeAnn Isenhower); (10) Retrain, Retrain and then…Retrain! (Kayla Reed and Ellsi Mertens); (11) Creating Partnerships with Instructional Designers to Facilitate Online Learning (Danielle Theiss and Camille Abdeljawad); (12) Building Committed Curiosity with Valentine's Day and Books (Kelsey Baxter and Todd Jensen); (13) A New Chapter: Our Library's Change in Citation Management Tool Support (Danielle Westmark and Teresa Hartman); (14) Targeted Research Guides to Improve Student Engagement (Joseph Taylor); (15) Oh, the Noise! Facing the Challenges of Exponential Growth in Student Population (Christopher Edwards and Travis Goode); (16) When the Whole is Greater than the Sum of its Parts: Statewide Consortia Collection Development (Rob Ross and Jennifer Brosek); (17) Did Video Kill the Text-Based Tutorial Star? Creating a Video Research Tutorial for University Students (Rachel Hammer and Todd Jensen).

“Creating With Coluzzle : Custom Paper Dolls, Titles And Shapes Galore” Metadata:

  • Title: ➤  Creating With Coluzzle : Custom Paper Dolls, Titles And Shapes Galore
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21Paper Magic : Creating Fantasies & Performing Tricks With Paper

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Eleven scholarly papers and six abstracts comprise the content of the twenty-fourth annual Brick & Click Libraries Conference, held annually at Northwest Missouri State University in Maryville, Missouri. The 2024 paper and abstract titles include:(1) Love it or Leery? Rapid AI Aided Instructional Design for Library Learning (Sean Cordes); (2) What to Do When You're New: Lessons for New Managers of People or Programs (Amanda B. Albert); (3) Lessons Learned: Nurturing Student-Led Initiatives for Enhanced Library Engagement and Learning (Sarah McCall and Amber Ovsak); (4) Elevate Your Online Instruction: Developing Engaging Student-Centered Information Literacy Tutorials (Katherine Arndt and Claire Bowling); (5) Fostering Belonging and Community Building with a Wellbeing Collection (Megan Ballengee and Jill Kline); (6) You Want Me to Do What? But I Can't Read That...Cataloging Soviet Russia Space Exploration Books (Katherine Loving and Phillip Fitzsimmons); (7) Hallucinated Sources: An Analysis of Student-Submitted AI-Generated Citations at the University of Mississippi (Alex Watson); (8) Hosting a Mini ComicCon at Your Academic Library (Jessica Omer); (9) Cataloging a Collection of Unusual Things Creating a Library of Things Collection from Conception to Circulation (DeAnn Isenhower); (10) Retrain, Retrain and then…Retrain! (Kayla Reed and Ellsi Mertens); (11) Creating Partnerships with Instructional Designers to Facilitate Online Learning (Danielle Theiss and Camille Abdeljawad); (12) Building Committed Curiosity with Valentine's Day and Books (Kelsey Baxter and Todd Jensen); (13) A New Chapter: Our Library's Change in Citation Management Tool Support (Danielle Westmark and Teresa Hartman); (14) Targeted Research Guides to Improve Student Engagement (Joseph Taylor); (15) Oh, the Noise! Facing the Challenges of Exponential Growth in Student Population (Christopher Edwards and Travis Goode); (16) When the Whole is Greater than the Sum of its Parts: Statewide Consortia Collection Development (Rob Ross and Jennifer Brosek); (17) Did Video Kill the Text-Based Tutorial Star? Creating a Video Research Tutorial for University Students (Rachel Hammer and Todd Jensen).

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22Creating With Paper: Basic Forms And Variations

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Eleven scholarly papers and six abstracts comprise the content of the twenty-fourth annual Brick & Click Libraries Conference, held annually at Northwest Missouri State University in Maryville, Missouri. The 2024 paper and abstract titles include:(1) Love it or Leery? Rapid AI Aided Instructional Design for Library Learning (Sean Cordes); (2) What to Do When You're New: Lessons for New Managers of People or Programs (Amanda B. Albert); (3) Lessons Learned: Nurturing Student-Led Initiatives for Enhanced Library Engagement and Learning (Sarah McCall and Amber Ovsak); (4) Elevate Your Online Instruction: Developing Engaging Student-Centered Information Literacy Tutorials (Katherine Arndt and Claire Bowling); (5) Fostering Belonging and Community Building with a Wellbeing Collection (Megan Ballengee and Jill Kline); (6) You Want Me to Do What? But I Can't Read That...Cataloging Soviet Russia Space Exploration Books (Katherine Loving and Phillip Fitzsimmons); (7) Hallucinated Sources: An Analysis of Student-Submitted AI-Generated Citations at the University of Mississippi (Alex Watson); (8) Hosting a Mini ComicCon at Your Academic Library (Jessica Omer); (9) Cataloging a Collection of Unusual Things Creating a Library of Things Collection from Conception to Circulation (DeAnn Isenhower); (10) Retrain, Retrain and then…Retrain! (Kayla Reed and Ellsi Mertens); (11) Creating Partnerships with Instructional Designers to Facilitate Online Learning (Danielle Theiss and Camille Abdeljawad); (12) Building Committed Curiosity with Valentine's Day and Books (Kelsey Baxter and Todd Jensen); (13) A New Chapter: Our Library's Change in Citation Management Tool Support (Danielle Westmark and Teresa Hartman); (14) Targeted Research Guides to Improve Student Engagement (Joseph Taylor); (15) Oh, the Noise! Facing the Challenges of Exponential Growth in Student Population (Christopher Edwards and Travis Goode); (16) When the Whole is Greater than the Sum of its Parts: Statewide Consortia Collection Development (Rob Ross and Jennifer Brosek); (17) Did Video Kill the Text-Based Tutorial Star? Creating a Video Research Tutorial for University Students (Rachel Hammer and Todd Jensen).

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23ERIC ED591498: 2017-2018 Florida Adult Education Assessment Technical Assistance Paper This Technical Assistance Paper Provides Policy And Guidance To Individuals With Test Administration Responsibilities In Adult Education Programs. Rule 6A-6.014, Florida Administrative Code (F.A.C.), Titled, General Requirements For Adult General Education Programs, Requires All Adult Education Programs To Report All Student Measurable Educational Gains And Demographic Information To Florida's Reporting System. State Policies Outlined In This Rule Apply To The State-approved Assessments That Programs May Use To Report Educational Gains And Are In Compliance With Both The State And National Reporting System (NRS) Requirements. The NRS Is The Accountability System For The Federally Funded Adult Education Program, Mandated By The Workforce Innovation And Opportunity Act (WIOA). There Are Three Important Reasons For Creating A Data-driven Accountability System For Adult Education Programs: (1) The U.S. Department Of Education (USDOE) Requires Each State To Establish And Utilize Performance Measures For Making Continued Funding Decisions For Federal Grant Programs. Furthermore, Each State Is Expected To Institute A System For Program Monitoring And Continued Technical Assistance That Is Centered On Program Enrollment And Performance. (2) The Florida Department Of Education (FDOE) Has Enhanced Its Monitoring Processes By Instituting A Data-driven System For Determining Program Performance. (3) The FDOE Program Administrators Can Focus Attention On Establishing Program Performance Targets And Program Improvement. To Assist Programs With Student And Program Performance Reporting And Accountability, Florida's Data Reporting System And The NRS Are Uniform And Compatible For Measuring Student's Educational Gains. Progress Is Measured In Literacy Completion Points (LCPs). The Term, Literacy Completion Point, Used By The State Is Synonymous With The Federal Term Measurable Skill Gain (MSG). LCPs Are Required To Be Reported To Show Gains And Progression In Educational Functioning Levels (EFLs) For NRS. The Florida Assessment Policies And Guidelines Presented In This Technical Assessment Paper Are Appropriate For State And Federal Reporting. Therefore, Guidance And Procedures Regarding The Selection And Use Of Appropriate Student Assessment Are Included In This Technical Assistance Paper. Additionally, The Following Important Information For Adult Education Programs Is Reviewed: (1) The Definition Of Key Terms And Acronyms; (2) Selection Of Appropriate Assessments By Student And Program Type; (3) Appropriate Student Placement Into Program And Instructional Level; (3) Verification Of Student Learning Gains, Educational Functioning Level, And/or Program Completion; (4) Accommodations For Students With Disabilities And Other Special Needs; (5) Assessment Procedures For Distance Education; And (6) Training For All Staff Who Administer The Standardized Assessments. [For The 2016-2017 Version Of This Paper, See ED579162.]

By

This technical assistance paper provides policy and guidance to individuals with test administration responsibilities in adult education programs. Rule 6A-6.014, Florida Administrative Code (F.A.C.), titled, General Requirements for Adult General Education Programs, requires all adult education programs to report all student measurable educational gains and demographic information to Florida's reporting system. State policies outlined in this rule apply to the state-approved assessments that programs may use to report educational gains and are in compliance with both the state and National Reporting System (NRS) requirements. The NRS is the accountability system for the federally funded adult education program, mandated by the Workforce Innovation and Opportunity Act (WIOA). There are three important reasons for creating a data-driven accountability system for adult education programs: (1) The U.S. Department of Education (USDOE) requires each state to establish and utilize performance measures for making continued funding decisions for federal grant programs. Furthermore, each state is expected to institute a system for program monitoring and continued technical assistance that is centered on program enrollment and performance. (2) The Florida Department of Education (FDOE) has enhanced its monitoring processes by instituting a data-driven system for determining program performance. (3) The FDOE program administrators can focus attention on establishing program performance targets and program improvement. To assist programs with student and program performance reporting and accountability, Florida's data reporting system and the NRS are uniform and compatible for measuring student's educational gains. Progress is measured in Literacy Completion Points (LCPs). The term, Literacy Completion Point, used by the state is synonymous with the federal term Measurable Skill Gain (MSG). LCPs are required to be reported to show gains and progression in Educational Functioning Levels (EFLs) for NRS. The Florida assessment policies and guidelines presented in this technical assessment paper are appropriate for state and federal reporting. Therefore, guidance and procedures regarding the selection and use of appropriate student assessment are included in this technical assistance paper. Additionally, the following important information for adult education programs is reviewed: (1) The definition of key terms and acronyms; (2) Selection of appropriate assessments by student and program type; (3) Appropriate student placement into program and instructional level; (3) Verification of student learning gains, Educational Functioning Level, and/or program completion; (4) Accommodations for students with disabilities and other special needs; (5) Assessment procedures for Distance Education; and (6) Training for all staff who administer the standardized assessments. [For the 2016-2017 version of this paper, see ED579162.]

“ERIC ED591498: 2017-2018 Florida Adult Education Assessment Technical Assistance Paper This Technical Assistance Paper Provides Policy And Guidance To Individuals With Test Administration Responsibilities In Adult Education Programs. Rule 6A-6.014, Florida Administrative Code (F.A.C.), Titled, General Requirements For Adult General Education Programs, Requires All Adult Education Programs To Report All Student Measurable Educational Gains And Demographic Information To Florida's Reporting System. State Policies Outlined In This Rule Apply To The State-approved Assessments That Programs May Use To Report Educational Gains And Are In Compliance With Both The State And National Reporting System (NRS) Requirements. The NRS Is The Accountability System For The Federally Funded Adult Education Program, Mandated By The Workforce Innovation And Opportunity Act (WIOA). There Are Three Important Reasons For Creating A Data-driven Accountability System For Adult Education Programs: (1) The U.S. Department Of Education (USDOE) Requires Each State To Establish And Utilize Performance Measures For Making Continued Funding Decisions For Federal Grant Programs. Furthermore, Each State Is Expected To Institute A System For Program Monitoring And Continued Technical Assistance That Is Centered On Program Enrollment And Performance. (2) The Florida Department Of Education (FDOE) Has Enhanced Its Monitoring Processes By Instituting A Data-driven System For Determining Program Performance. (3) The FDOE Program Administrators Can Focus Attention On Establishing Program Performance Targets And Program Improvement. To Assist Programs With Student And Program Performance Reporting And Accountability, Florida's Data Reporting System And The NRS Are Uniform And Compatible For Measuring Student's Educational Gains. Progress Is Measured In Literacy Completion Points (LCPs). The Term, Literacy Completion Point, Used By The State Is Synonymous With The Federal Term Measurable Skill Gain (MSG). LCPs Are Required To Be Reported To Show Gains And Progression In Educational Functioning Levels (EFLs) For NRS. The Florida Assessment Policies And Guidelines Presented In This Technical Assessment Paper Are Appropriate For State And Federal Reporting. Therefore, Guidance And Procedures Regarding The Selection And Use Of Appropriate Student Assessment Are Included In This Technical Assistance Paper. Additionally, The Following Important Information For Adult Education Programs Is Reviewed: (1) The Definition Of Key Terms And Acronyms; (2) Selection Of Appropriate Assessments By Student And Program Type; (3) Appropriate Student Placement Into Program And Instructional Level; (3) Verification Of Student Learning Gains, Educational Functioning Level, And/or Program Completion; (4) Accommodations For Students With Disabilities And Other Special Needs; (5) Assessment Procedures For Distance Education; And (6) Training For All Staff Who Administer The Standardized Assessments. [For The 2016-2017 Version Of This Paper, See ED579162.]” Metadata:

  • Title: ➤  ERIC ED591498: 2017-2018 Florida Adult Education Assessment Technical Assistance Paper This Technical Assistance Paper Provides Policy And Guidance To Individuals With Test Administration Responsibilities In Adult Education Programs. Rule 6A-6.014, Florida Administrative Code (F.A.C.), Titled, General Requirements For Adult General Education Programs, Requires All Adult Education Programs To Report All Student Measurable Educational Gains And Demographic Information To Florida's Reporting System. State Policies Outlined In This Rule Apply To The State-approved Assessments That Programs May Use To Report Educational Gains And Are In Compliance With Both The State And National Reporting System (NRS) Requirements. The NRS Is The Accountability System For The Federally Funded Adult Education Program, Mandated By The Workforce Innovation And Opportunity Act (WIOA). There Are Three Important Reasons For Creating A Data-driven Accountability System For Adult Education Programs: (1) The U.S. Department Of Education (USDOE) Requires Each State To Establish And Utilize Performance Measures For Making Continued Funding Decisions For Federal Grant Programs. Furthermore, Each State Is Expected To Institute A System For Program Monitoring And Continued Technical Assistance That Is Centered On Program Enrollment And Performance. (2) The Florida Department Of Education (FDOE) Has Enhanced Its Monitoring Processes By Instituting A Data-driven System For Determining Program Performance. (3) The FDOE Program Administrators Can Focus Attention On Establishing Program Performance Targets And Program Improvement. To Assist Programs With Student And Program Performance Reporting And Accountability, Florida's Data Reporting System And The NRS Are Uniform And Compatible For Measuring Student's Educational Gains. Progress Is Measured In Literacy Completion Points (LCPs). The Term, Literacy Completion Point, Used By The State Is Synonymous With The Federal Term Measurable Skill Gain (MSG). LCPs Are Required To Be Reported To Show Gains And Progression In Educational Functioning Levels (EFLs) For NRS. The Florida Assessment Policies And Guidelines Presented In This Technical Assessment Paper Are Appropriate For State And Federal Reporting. Therefore, Guidance And Procedures Regarding The Selection And Use Of Appropriate Student Assessment Are Included In This Technical Assistance Paper. Additionally, The Following Important Information For Adult Education Programs Is Reviewed: (1) The Definition Of Key Terms And Acronyms; (2) Selection Of Appropriate Assessments By Student And Program Type; (3) Appropriate Student Placement Into Program And Instructional Level; (3) Verification Of Student Learning Gains, Educational Functioning Level, And/or Program Completion; (4) Accommodations For Students With Disabilities And Other Special Needs; (5) Assessment Procedures For Distance Education; And (6) Training For All Staff Who Administer The Standardized Assessments. [For The 2016-2017 Version Of This Paper, See ED579162.]
  • Author:
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“ERIC ED591498: 2017-2018 Florida Adult Education Assessment Technical Assistance Paper This Technical Assistance Paper Provides Policy And Guidance To Individuals With Test Administration Responsibilities In Adult Education Programs. Rule 6A-6.014, Florida Administrative Code (F.A.C.), Titled, General Requirements For Adult General Education Programs, Requires All Adult Education Programs To Report All Student Measurable Educational Gains And Demographic Information To Florida's Reporting System. State Policies Outlined In This Rule Apply To The State-approved Assessments That Programs May Use To Report Educational Gains And Are In Compliance With Both The State And National Reporting System (NRS) Requirements. The NRS Is The Accountability System For The Federally Funded Adult Education Program, Mandated By The Workforce Innovation And Opportunity Act (WIOA). There Are Three Important Reasons For Creating A Data-driven Accountability System For Adult Education Programs: (1) The U.S. Department Of Education (USDOE) Requires Each State To Establish And Utilize Performance Measures For Making Continued Funding Decisions For Federal Grant Programs. Furthermore, Each State Is Expected To Institute A System For Program Monitoring And Continued Technical Assistance That Is Centered On Program Enrollment And Performance. (2) The Florida Department Of Education (FDOE) Has Enhanced Its Monitoring Processes By Instituting A Data-driven System For Determining Program Performance. (3) The FDOE Program Administrators Can Focus Attention On Establishing Program Performance Targets And Program Improvement. To Assist Programs With Student And Program Performance Reporting And Accountability, Florida's Data Reporting System And The NRS Are Uniform And Compatible For Measuring Student's Educational Gains. Progress Is Measured In Literacy Completion Points (LCPs). The Term, Literacy Completion Point, Used By The State Is Synonymous With The Federal Term Measurable Skill Gain (MSG). LCPs Are Required To Be Reported To Show Gains And Progression In Educational Functioning Levels (EFLs) For NRS. The Florida Assessment Policies And Guidelines Presented In This Technical Assessment Paper Are Appropriate For State And Federal Reporting. Therefore, Guidance And Procedures Regarding The Selection And Use Of Appropriate Student Assessment Are Included In This Technical Assistance Paper. Additionally, The Following Important Information For Adult Education Programs Is Reviewed: (1) The Definition Of Key Terms And Acronyms; (2) Selection Of Appropriate Assessments By Student And Program Type; (3) Appropriate Student Placement Into Program And Instructional Level; (3) Verification Of Student Learning Gains, Educational Functioning Level, And/or Program Completion; (4) Accommodations For Students With Disabilities And Other Special Needs; (5) Assessment Procedures For Distance Education; And (6) Training For All Staff Who Administer The Standardized Assessments. [For The 2016-2017 Version Of This Paper, See ED579162.]” Subjects and Themes:

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Find ERIC ED591498: 2017-2018 Florida Adult Education Assessment Technical Assistance Paper This Technical Assistance Paper Provides Policy And Guidance To Individuals With Test Administration Responsibilities In Adult Education Programs. Rule 6A-6.014, Florida Administrative Code (F.A.C.), Titled, General Requirements For Adult General Education Programs, Requires All Adult Education Programs To Report All Student Measurable Educational Gains And Demographic Information To Florida's Reporting System. State Policies Outlined In This Rule Apply To The State-approved Assessments That Programs May Use To Report Educational Gains And Are In Compliance With Both The State And National Reporting System (NRS) Requirements. The NRS Is The Accountability System For The Federally Funded Adult Education Program, Mandated By The Workforce Innovation And Opportunity Act (WIOA). There Are Three Important Reasons For Creating A Data-driven Accountability System For Adult Education Programs: (1) The U.S. Department Of Education (USDOE) Requires Each State To Establish And Utilize Performance Measures For Making Continued Funding Decisions For Federal Grant Programs. Furthermore, Each State Is Expected To Institute A System For Program Monitoring And Continued Technical Assistance That Is Centered On Program Enrollment And Performance. (2) The Florida Department Of Education (FDOE) Has Enhanced Its Monitoring Processes By Instituting A Data-driven System For Determining Program Performance. (3) The FDOE Program Administrators Can Focus Attention On Establishing Program Performance Targets And Program Improvement. To Assist Programs With Student And Program Performance Reporting And Accountability, Florida's Data Reporting System And The NRS Are Uniform And Compatible For Measuring Student's Educational Gains. Progress Is Measured In Literacy Completion Points (LCPs). The Term, Literacy Completion Point, Used By The State Is Synonymous With The Federal Term Measurable Skill Gain (MSG). LCPs Are Required To Be Reported To Show Gains And Progression In Educational Functioning Levels (EFLs) For NRS. The Florida Assessment Policies And Guidelines Presented In This Technical Assessment Paper Are Appropriate For State And Federal Reporting. Therefore, Guidance And Procedures Regarding The Selection And Use Of Appropriate Student Assessment Are Included In This Technical Assistance Paper. Additionally, The Following Important Information For Adult Education Programs Is Reviewed: (1) The Definition Of Key Terms And Acronyms; (2) Selection Of Appropriate Assessments By Student And Program Type; (3) Appropriate Student Placement Into Program And Instructional Level; (3) Verification Of Student Learning Gains, Educational Functioning Level, And/or Program Completion; (4) Accommodations For Students With Disabilities And Other Special Needs; (5) Assessment Procedures For Distance Education; And (6) Training For All Staff Who Administer The Standardized Assessments. [For The 2016-2017 Version Of This Paper, See ED579162.] at online marketplaces:


24LAC 2013 - Paper: Creating LV2 Plugins With Faust

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Linux Audio Conference 2013 Paper: Creating LV2 Plugins with Faust Albert Gräf The faust-lv2 project aims to provide a complete set of LV2 plugin architectures for the Faust programming language. It currently implements generic audio and MIDI plugins with some interesting features such as Faust MIDI controller mapping, polyphonic instruments with automatic voice allocation and support for the MIDI tuning standard. You can use these architectures to quickly turn Faust programs into working LV2 audio effects and instrument plugins, ready to be run with LV2-capable DAWs such as Ardour and Qtractor. The plugin architectures and some helper scripts are now also available in the Faust distribution, and the Faust online compiler supports these as well. Original URL: http://lac.linuxaudio.org/2013/video.php?id=1

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25Creating With Tissue Paper; Design, Technique, Decoration,

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Linux Audio Conference 2013 Paper: Creating LV2 Plugins with Faust Albert Gräf The faust-lv2 project aims to provide a complete set of LV2 plugin architectures for the Faust programming language. It currently implements generic audio and MIDI plugins with some interesting features such as Faust MIDI controller mapping, polyphonic instruments with automatic voice allocation and support for the MIDI tuning standard. You can use these architectures to quickly turn Faust programs into working LV2 audio effects and instrument plugins, ready to be run with LV2-capable DAWs such as Ardour and Qtractor. The plugin architectures and some helper scripts are now also available in the Faust distribution, and the Faust online compiler supports these as well. Original URL: http://lac.linuxaudio.org/2013/video.php?id=1

“Creating With Tissue Paper; Design, Technique, Decoration,” Metadata:

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26Creating With Paper : Basic Forms And Variations

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Linux Audio Conference 2013 Paper: Creating LV2 Plugins with Faust Albert Gräf The faust-lv2 project aims to provide a complete set of LV2 plugin architectures for the Faust programming language. It currently implements generic audio and MIDI plugins with some interesting features such as Faust MIDI controller mapping, polyphonic instruments with automatic voice allocation and support for the MIDI tuning standard. You can use these architectures to quickly turn Faust programs into working LV2 audio effects and instrument plugins, ready to be run with LV2-capable DAWs such as Ardour and Qtractor. The plugin architectures and some helper scripts are now also available in the Faust distribution, and the Faust online compiler supports these as well. Original URL: http://lac.linuxaudio.org/2013/video.php?id=1

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27Creating With Paper : Basic Forms And Variations

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Linux Audio Conference 2013 Paper: Creating LV2 Plugins with Faust Albert Gräf The faust-lv2 project aims to provide a complete set of LV2 plugin architectures for the Faust programming language. It currently implements generic audio and MIDI plugins with some interesting features such as Faust MIDI controller mapping, polyphonic instruments with automatic voice allocation and support for the MIDI tuning standard. You can use these architectures to quickly turn Faust programs into working LV2 audio effects and instrument plugins, ready to be run with LV2-capable DAWs such as Ardour and Qtractor. The plugin architectures and some helper scripts are now also available in the Faust distribution, and the Faust online compiler supports these as well. Original URL: http://lac.linuxaudio.org/2013/video.php?id=1

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