Nelson Mandela’s love for children and unending passion for quality education is well documented. Before the NMI stepped in, this school was dingy and dilapidated – not an atmosphere conducive to learning. The same school afterwards, where pupils can learn in a cheerful, encouraging environment.(Images: Nelson Mandela Institute for Rural Development and Education) MEDIA CONTACTS • Kimberley Porteus Executive director Nelson Mandela Institute for Rural Development and Education at the University of Fort Hare Office 414 4th Floor, Gasson Centre 50 Church Street East London 5200 South Africa +27 43 704 7235RELATED ARTICLES • Mandela around the world • Renovated Mandela archive • Schools to benefit for Mandela Day • Education rights affirmed • One step closer to better education Source: Vodacom Digital ClassroomHe is a statesman, an icon of peace and one of the greatest humanist thinkers of our time. Yet Nelson Mandela, Nobel prizewinner and South Africa’s first democratically elected president, is the child of illiterate parents. It is no wonder that education is one of his great passions, both as a tool for personal development and a powerful driver of social change.Mandela’s view, often repeated, is that education is not only “the great engine of human development” through which “the daughter of a peasant can become a doctor”, but also “the most powerful weapon we can use to change the world”.Mandela grew up in the deeply rural Transkei region of today’s Eastern Cape, where education was rudimentary, bordering on non-existent. He was the first member of his family to graduate from high school.“I grew up in an area where education for blacks was very rare indeed,” he said during an address to the London School of Economics in 2000. “My parents had never been to school. They were completely illiterate.”A major part of the legacy Mandela will leave the world are the four organisations he has founded over the past two decades: the Nelson Mandela Children’s Fund, the Nelson Mandela Foundation, the Mandela Rhodes Scholarship, and the Nelson Mandela Institute for Rural Development and Education. All of these, directly or indirectly, work to improve people’s access to, and the quality of, education in Africa.But it is the Nelson Mandela Institute for Rural Development and Education (NMI) that, in a hands-on way, addresses Mandela’s formative experience of education: its scarcity in the rural, tribal regions on the country, particularly the Eastern Cape.“The Eastern Cape [is] an area of South Africa much like the one so well described to you by Thomas Hardy,” Mandela said in his London speech. “It was a world of oral tradition, healing properties were herbal, an abscess would be treated with poultices, clean water was simply not available. Gastrointestinal infections, malaria, cholera were rampant. Life was brutish and short.”Infrastructure is not enoughMandela established the NMI in 2007, based at the University of Fort Hare in the Eastern Cape, as a world-renowned centre for rural teacher development rooted in solid applied research. Today it is a small but dedicated organisation working with rural teachers, pupils and their parents to to create classrooms that work for children living in some of the poorest regions of the country.One of the problems of rural education is that many educational tools – policy, curriculum, teacher support materials – are developed for confident, middle-class English-speaking teachers and pupils in urban areas. That is where they are tested. When they are given to rural teachers to educate rural children, they fall flat.Through the 1990s and 2000s, Mandela worked with the private sector to build schools in rural areas, resulting in an extraordinary 140 new schools with first-class infrastructure. But after five years or so, these schools were found to have become as dysfunctional and ineffective as most other poor and rural public schools. The teaching and learning project had collapsed.“While the school children still benefited from sounder infrastructure, the educational project of teaching and learning was still not alive,” says Basetsana Khumalo, who works on the NMI’s investment and finance committee. “Sound infrastructure is a necessity for quality education but, on its own, does not cause quality education.”Mandela and his team realised that a longer-term, more hands-on approach was needed, one that properly understood rural education, was able to rectify its problems, and put rural teachers and learners at the heart of the solution. They saw that there were few institutes working directly with the needs and realities of rural learners, teachers and parents, to build a sustainable system of quality education over time.The breakthrough moment“Teachers across the globe stay in the classroom mainly for one reason,” Khumalo says. “Beyond the pay cheque, teachers stay in the classroom because of the energy they get when they see a child ‘break through’. It is extremely beautiful, and very rewarding – when a child startles herself with a breakthrough moment.“However, if we have the wrong educational tools and conditions, children do not break through. And when no one is winning, we get frustrated … There is a war of frustration in our classrooms that most dangerously is most often turned inwards on children and teachers themselves.”The NMI team is highly skilled, with the energy to live in rural schools and communities, working side by side with teachers and pupils to find solutions that work. In this way they create tools and methods to build child-friendly text-rich primary school classrooms that promote reading, writing, expression and critical thinking.Importantly, these solutions are field-tested to work specifically in the context of the rural school. They are then used to create teacher training and professional development coursework that allows them to properly teach the rural child. Foundation phase is keyThe core work of the NMI is to re-engineer the foundation phase classroom in line with the social and linguistic needs of children and teachers. The team focuses on physical ergonomics, learning and teaching tools, curriculum and pedagogy.Bilingual education gets careful attention. The children’s home language must be strengthened to ensure cognitive development, while at the same time English is systematically introduced to prepare them for instruction in that language further into their schooling years.“While we call the work bilingual, interactive, differentiated foundation phase classrooms, teachers, learners and parents have called them simply, ‘Magic Classrooms’,” Khumalo says.“They are magic because they are places where teachers and learners can see, for themselves, the magical process of learning breaking through. One elderly man said to me simply, ‘This is a classroom for a human being.’” Teaching without fearBefore working with the institute, classrooms carry the heavy burden of long-term neglect. Teachers have little ability to systematically support the children’s conceptual progress. There is no reading breakthrough up to Grade 3.After working with the NMI, classrooms are busy with the energy of children learning and teachers teaching. The classrooms are conducive to learning and teaching without fear. Children love books. The classrooms are “magic” because they produce the magical explosive learning moments that, taken together, make up the joy of learning.“There can be no contentment for any of us when there are children, millions of children, who do not receive an education that provides them with dignity and honour and allows them to live their lives to the full,” Mandela said at the launch of the institute in 2007.“The establishment of the Nelson Mandela Institute for Education and Rural Development is the realisation of a long dream for me. It will carry my name and embody my commitment to a world where all children are afforded the opportunity to fulfil their dreams.”The institute runs a number of programmes, including the community-named Magic Classrooms, as well as Ilima Lokufunda and the Grounding Programme at the University of Fort Hare.The NMI also has a strong partnership with Unicef through the Schools for Africa Partnership, ensuring the work informs and is informed by developments in education across Africa.
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Larry Brown1982-83Nets159947-26Resigned under pressure Frank Layden1988-89Jazz158411-6Resigned Danny Ainge1999-2000Suns156313-7Resigned The most abrupt NBA coaching departures Paul Westhead1981-82Lakers15727-4Fired Source: Basketball-reference.com David Blatt2015-16Cavaliers166930-11Fired The Cleveland Cavaliers fired head coach David Blatt on Friday, even though he guided the team to the NBA Finals last season and a 30-11 record so far this year.The NBA is a tough league. But as far as we can tell, no coach has been fired under similar circumstances before.Below, you’ll find a table of NBA coaches since the NBA-ABA merger in 1976-77 who were fired or resigned in the middle of the regular season when their teams had an Elo rating of 1550 or higher.1The table excludes interim head coaches who were dismissed after a permanent replacement was found. The league-average Elo rating is about 1500, so a rating of 1550 reflects a pretty good team; about as good as the Atlanta Hawks right now. Gene Shue1977-7876ers15592-4Fired Stan Van Gundy2005-06Heat158011-10Resigned under pressure Del Harris1998-99Lakers16116-6Fired Coaches don’t usually get fired when their teams are playing well. But Blatt’s Cavs haven’t just been good; they’ve been on the verge of great. The team’s current Elo rating is 1669, far higher than that of any other team when it fired a coach mid-season.When a coach does get fired despite a solid record, it’s usually because his team is underperforming lofty expectations. But that can’t really be said of the Cavs. Their preseason team win total at the Westgate Las Vegas SuperBook was 56.5 wins; they’re actually a little ahead of that pace, currently projecting to finish the season 61-21 instead.Yes, the Cavs were embarrassed on Monday by the Warriors, 132-98. But one bad regular-season loss isn’t usually enough to doom a coach. It’s reasonable to ask whether the overt tension between Blatt and superstar LeBron James played a role because there’s not really a good precedent for something like this happening. (James was reportedly not consulted about Blatt’s firing.)Larry Brown resigned under pressure as head coach of the New Jersey Nets late in the 1982-83 season despite a 47-26 record, but that was because he’d agreed to take a job the next season at the University of Kansas. Del Harris was canned as Lakers’ head coach early in the 1998-99 season when the team had a strong 1611 Elo rating, but its record was just 6-6 at that point, below the perennially high expectations in Lakerland. COACHSEASONTEAMELOCOACH RECORDNOTES Don Nelson2004-05Mavericks159742-22Resigned Jack McKinney1979-80Lakers155210-4Injured Larry Brown1991-92Spurs158621-17Fired read more
Related Items: Facebook Twitter Google+LinkedInPinterestWhatsApp#TurksandCaicos, January 23, 2018 – Providenciales – InterHealth Canada TCI Ltd, the private management company for Turks and Caicos Islands Hospital, is saddened to announce the departure of Chief Executive Officer Daniel Carriere who has had to resign for family reasons, effective January 31, 2018.Given these regrettable circumstances, Mr. Gaston Levac, a former Chief Executive Officer of hospital operations within Ontario Canada has been named interim CEO while the Board conducts a search for Mr. Carriere’s permanent successor. Levac has been brought on-island to facilitate a smooth transition of duties and responsibilities with Carriere’s departure expected this month.Speaking on behalf of the InterHealth Canada Board, John Hyland said: “Daniel’s contribution to the success of the TCI Hospital and its increasing international recognition as an example of how even small hospitals in the region can and should perform, cannot be overstated. Since joining us in September 2015, he has strengthened the administration, overseen the company’s policy of continuing improvement in performance in all departments, continued the programme of promoting Belongers to positions of greater responsibility within the Hospital, encouraged the attendance of staff at Seminars and other Continuing Education courses, played a leading role in the preparation of plans for the strategic development of the Hospital over the coming years. Importantly and perhaps for him most memorably, through his leadership by example and with the support of his Senior Management Team, he was able to ensure the continued operation of the Hospital through Hurricanes Irma and Maria and the implementation of the necessary recovery programme. He leaves with our hopes and very best wishes for the future.”Daniel Carriere said: “It has been an enormous privilege to have led the organization over the past two plus years. I have immensely enjoyed my experience in this beautiful country with such talented hospital personnel. I have met such great people both inside and outside the hospital and have experienced so many new and exciting challenges that have enriched my personal and professional life. I have benefitted from the wisdom obtained from professional colleagues and historical guidance from IHC Board members, many of whom are legacy participants in the original development of the two hospitals in Providenciales and Grand Turk; they remain committed to the hospital and the country of TCI.”Mr. Carriere is a veteran in the health care industry having joined InterHealth Canada as Chief Executive Officer in September 2015. Carriere had previously held several senior administrative positions in Ontario’s health care sector and is recognized for his accomplishments in advancing services and quality of care.Mr. Gaston Levac formerly served as President and Chief Executive Officer of various health care entities such as the Canadian College of Health Service Executives, Thunder Bay Regional Hospital, Laurentian Hospital and West Nipissing General Hospital in Canada.As a former Surveyor of the Canadian Council on Health Services Accreditation, Levac boasts over 20 years of experience in numerous surveys in Canadian and international health care organizations, including health services offered in various military bases and hospitals in the Caribbean. Gaston is expected to greatly benefit the organization in preparation for its re-accreditation survey slated for June 2018.Commenting on the appointment, Levac said: “I am excited to have been chosen by the IHC-TCI Board of Directors as the interim CEO of the hospital in TCI. I have been to TCI on many occasions in the past, so I know that I will enjoy my involvement here. I am totally committed to working hard with all stakeholders to help continue efforts to provide excellent hospital care to the citizens of TCI and ensure that the company steers a steady course whilst the Board undertakes Daniel Carriere’s succession process.”Turks and Caicos Islands Hospital consists of two state-of-the-art secondary healthcare facilities on the islands of Grand Turk and Providenciales. The public facility, managed by InterHealth Canada (TCI) Ltd, is one of few Diamond accredited health care providers in the Caribbean region.As recognized pioneers in health care Public Private Partnerships (PPPs), InterHealth Canada is a world leader in healthcare operations and management with diverse activities in planning, management and consulting. Established by an initiative from two Provincial Canadian Governments, InterHealth Canada was created to export Canada’s intellectual expertise in healthcare to an expanding international market. Press Release: interHealthCanada Facebook Twitter Google+LinkedInPinterestWhatsApp read more
April 19, 2018 KUSI Newsroom Woman who led officers on South Bay pursuit wanted for grand theft, burglary and identity theft KUSI Newsroom, Posted: April 19, 2018 SAN DIEGO (KUSI) — A 49-year-old woman was taken into police custody Wednesday after leading police on a slow-speed pursuit through South Bay.Anjeneatte Crumrine was arrested in connection with a felony arrest warrant for grand theft, burglary and identity theft.Related Link: Woman leads police on a slow-speed pursuit from South Bay to Valencia ParkAround 5:51 p.m., Harbor Police detectives received information that Crumrine had been seen near the 3000 block of Sunset Lane in San Ysidro.A short time later, a Harbor Police detective in an unmarked vehicle spotted Crumrine in her vehicle, followed her and requested assistance from the San Diego Police Department.San Diego Police officers responded and attempted to stop the vehicle, but Crumrine, the sole occupant of the vehicle, failed to yield and led police officers on a slow speed pursuit through Southeast San Diego.San Diego Police units deployed spike strips, disabling the vehicle and bringing it to a stop in the 5600 block of Bonita Drive. After refusing to exit her vehicle and a short standoff, San Diego Police officers removed Crumrine from her vehicle. No injuries were reported.Harbor Police detectives arrested Crumrine for the charges connected to the outstanding felony warrant and additional charges of evading arrest, resisting and delaying officers, violation of probation, and possession of a controlled substance.Crumrine was wanted by Harbor Police for several theft cases along the San Diego Bay waterfront in March 2018 and is on probation after being arrested by Harbor Police for similar offenses dating back to August 2017.Additional charges are pending from the La Mesa Police Department. Categories: Local San Diego News FacebookTwitter read more