The notion of business involvement in helping to improve public schools is not new. Although business involvement faded somewhat in the 1960s and 1970s, a resurgence in business involvement began in the late seventies and early eighties. School-business partnerships have been steadily on the rise from around 40,000 in 1983 to over 200,000 by the mid-1990's. When schools and businesses become involved in partnerships certain conditions must be present for the partnerships to succeed. Those conditions include awareness, clear and measurable goals and objectives by both partners, the necessity of identifying potential resources and talent, reciprocal benefits for participants, and the ability to carry out formal evaluation of the program. The purpose of this study was to attempt to save a school-business partnership that had the potential to make a significant contribution to both a middle school and a large employer in Southside Virginia. By identifying the variables involved in both the erosion and revitalization of a school-business partnership, the information could prove valuable to others who may be struggling to maintain or renew partnerships in their schools or businesses. This study was conducted in two phases. The first phase involved the identification of the variables which contributed to the disintegration of a school-business partnership. The second phase involved using a 12-step partnership development process created by the National Association for Partners in Education to revitalize the partnership. A series of interviews, surveys, and questionnaires, as well as a search of current school data were used to determine the variables present in both phases. In phase I of the study, a serious lack of communication, perhaps even miscommunication, appeared to lead to the total shutdown of the partnering process. This breakdown in communication prevented other possibilities for success. The absence of goals or a formal agreement on the nature of the partnership also appeared to be one of its major downfalls. Phase II of the investigation involved partnership renewal. The major ingredients necessary for partnership development were communication; awareness; reciprocal benefits to participants; mutually acceptable, clear goals and objectives; the ability to carry out formal, on-going evaluation of the partnership; continuous recognition of good works by the stakeholders; and the use of the National Association for Partners in Education 12-step process as both a diagnostic and prescriptive resource for partnering. School-business partnerships, like all other human endeavors, require understanding, nurturing and support. By attempting to understand and embrace the needs of each partner, the true promise of this very human endeavor may be realized. Developing and revitalizing school-business partnerships is not only possible, but essential if we hope to create the type of learning communities necessary to the total education of children. / Ed. D.

Increasingly, school-based partnerships have been tied to education reform and the entrance of new private capital into the PK-12 sector. As a result, what may have been an at-will school-business partnership in the 1980s may today resemble an embedded multi-partner arrangement around professional development, teacher evaluation, or turnaround support. From curriculum to practice, and from human resources to operations, the notion of a simple YMCA after school partnership is being replaced by a new wave of collaborations focused on school improvement, integration, and scalability. The purpose of this investigation is to consider the historical context of public-private PK-12 partnerships and elucidate how recent policies emphasizing—sometimes mandating—collaboration between schools and outside agencies can lead to benefits and challenges for PK-12 leaders at the site level. A major challenge to school leaders is that they are relatively unfamiliar with managing partnerships in general, which leaves them even more unprepared to deal with new arrangements that are complex and reform-driven (Bennett & Thompson, 2011). This investigation introduces a new conceptual framework for understanding the environment in which school partnerships exist today. By coupling sources from a multitude of cross-disciplinary fields, such as urban studies, business, nonprofit management, and organizational theory, an effort is made to explain the emergence of this new system from both a historical and theoretical perspective. Further we introduce a proposed PK-12 Blended Capital Typology and methodology for analyzing how decision-making and accountability is shared between partners in these arrangements. Through a single sample case, our goal is to emerge with themes that will support additional research using this framework.

No description available.

No description available.

Master of Regional and Community Planning / Department of Landscape Architecture/Regional and Community Planning / Sheri L. Smith / This paper suggest that a force, when encompassed in a tripod body, the host town, the area community, and the University, can succeed in making necessary improvements to a struggling community, provided this effort is embedded in a shared conceptualization of revitalization planning that will enliven, regenerate, and produce. The result of this effort depends on the balanced exchange between the various stakeholders of higher education within the host communities, and local governments who can all share mutual responsibilities as planners while applying the concept of university community partnership to the City of Fort Valley, a target area and Fort Valley State University. The exchange between stakeholders is used to establish why they, as an inclusive community, should apply this model to distinguish each party's roles then determine the concepts and recommendations that could be utilized to accomplish the ultimate goal of revitalization.

The South African government has recognized tourism as a key development priority and an important contributor to the South African economy. Numerous global lifestyle and travel trends impact the nature of tourism, changing it from consisting of mass standardized travel options to more customized niche offerings. Globally adventure tourism has been recognized as one of the fastest growing niche travel market segments. Whilst South Africa has enormous potential for adventure tourism, it is fast becoming a highly competitive sector with many countries competing for a share. For the South African adventure travel product to grow and prosper, it needs the support of South African Tourism (SAT) to successfully market and promote it to the appropriate target market.

Organisations are increasingly delivering their business through multiple complex programs and facing the challenge of building project management capability. An organisational Project Management Maturity Assessment is an effective method for establishing a baseline and provides an impetus for organisational change. The methodology allows for the setting of organisationally specific maturity goals, with the ability to implement improvements in a staged approach at a pace which is logical to that company. Over the past decade Project Management Maturity Models have become effective tools for benchmarking and driving improvements in organisational performance. This paper presents a case study in applying a project management maturity model to review, assess, and analyze the degree of organisational project management maturity of one of the national departments of the South African Government. This reflects the project management practices and capabilities of a national department of government. This model was a critical guide to setting targets for project management maturity and providing a clear path for organisational improvement. The focus of this paper is to not only to demonstrate the methodology and results of the assessment, but to also aim to report on the outcome of the study and make necessary recommendations for improvement. The attention of the research was focused on those departments which are involved in Public Private Partnership (PPP) projects. For reasons of confidentiality this strategic department in this dissertation is referred to as “The Agency”. There is currently one similar study that was carried out by Rwelamila (2007), in one of the large infrastructure departments in South Africa. Rwelamila (2007) found that the department’s programme management system was very poor and at the lowest level of maturity (level 1 out of 5). However, since Rwelamila’s (2007) findings the researcher’s underlying proposition of this research is that the levels of maturity of these organisations have improved and climbed to level 2 of the Project Management maturity ladder, based on the reasons indicated in the following two paragraphs. The fact of the modern business landscape is that organisations are changing in fundamental ways within a short space of time and at a fast pace — structurally, operationally, culturally — in response to globalization, new technology, competition, and the world economy that is at a historic turning point. The researcher further considered the fact that organisations are under pressure to improve performance in order to continue to be successful in the global marketplace and therefore they strive on daily basis to improve on their projects or program delivery in order to attain competitive advantage and sustained growth. Therefore, in light of these factual considerations, the researcher deemed it appropriate to evaluate without delay the current levels of maturity in similar organisations to those evaluated by Rwelamila (2007). Effective organisational project management is a source of competitive advantage and as such places the levels of organisational project maturity at the nexus of the indicated fundamental shifts. Today, effective Organisational Project Management is top of mind as a competitive weapon and the most successful firms are innovating not only their offerings and business models, but changing their project management processes. To achieve dramatic performance gains, companies find that they must rethink, or transform, the way they manage their projects or programs. In order to achieve the study objectives two models were used, the first model being called “Organisational Project Management Maturity (OPM3)” and second being “Project Management Maturity Matrix Model” were used as a tools to assess the degree of The Agency’s project management maturity/competence and highlighted a recommended path for improvement of its overall effectiveness.OPM3 is an acronym for the Organisational Portfolio, Program, and Project Management Maturity Model- a standard developed under the stewardship of Project Management Institute. The purpose of the OPM3 model is to provide a way for organisations to understand organisational project management and to measure their maturity against a comprehensive and broad–based set of organisational project management Best Practices. OPM3 also helps organisations wishing to increase their organisational project management maturity to plan for improvement. An evaluation of the performance of The Agency and its projects/programs was carried out in relation to its scope of mandate in order to assess its PM competence and maturity. The assessment of the degree of organisational project management maturity of The Agency provided the basis to evaluate its success in achieving the best-in-class project management practices. The results of the assessment provided the opportunity to make recommendations designed to channel The Agency to a path that will continually improve and develop its competitive position and promote its business by projects. The researcher therefore considered it imperative to examine the degree of maturity of project management in the national department of a public sector based on the OPM3 and Project Management Maturity Matrix maturity models. The project management maturity model is a widely accepted concept in business. It shows different stages of the project management development in a corporation. It is worth mentioning that these systems and process do not guarantee success, they just increase the probability of success. The findings of this study indicate that The Agency is at Ad Hoc/Standardize phase (level 1) of maturity. The study is concluded with recommendations which could assist The Agency to plan for improvement and increase its degree of maturity against the Best Practices and capabilities identified in the OPM3 Standard.

Research report presented to SBL, Unisa, Midrand. / No abstract

No description available.

The South African government has recognized tourism as a key development priority and an important contributor to the South African economy. Numerous global lifestyle and travel trends impact the nature of tourism, changing it from consisting of mass standardized travel options to more customized niche offerings. Globally adventure tourism has been recognized as one of the fastest growing niche travel market segments. Whilst South Africa has enormous potential for adventure tourism, it is fast becoming a highly competitive sector with many countries competing for a share. For the South African adventure travel product to grow and prosper, it needs the support of South African Tourism (SAT) to successfully market and promote it to the appropriate target market.