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The purpose of the paper is to explore the implementation of Madrasah Education Program (MEP) in selected Arabic Language and Islamic Values Education (ALIVE) schools in Quezon City, Philippines and identify some challenges faced in their implementation practice.

This study utilized qualitative method of research using exploratory study, employing in-depth interviews, document analysis, and observation. The authors used purposive sampling with eight research participants: one Administrator, three ALIVE Coordinators, and four Madrasah Teachers or Asatidz.

The main findings in the MEP implementation, generally, the schools delivered some program goals through institutional support, pedagogical and instructional development, and enrichment of cultural diversity in the school community. However, the study identified some major challenges affecting the program implementation in selected ALIVE schools such as: lack of permanent infrastructure, limited instructional resources, learners' absenteeism, low and delayed Asatidz allowances, and cultural variances among Muslim Filipinos.

The results of the study provide a general overview of MEP implementation and the major challenges experienced by program implementers. However, the study is limited to three selected ALIVE schools in the Philippines.

These results are useful in guiding education stakeholders in evidence-based policymaking to further improve the implementation of Madrasah Education.

This study provides enrichment of evidence-based research especially on the lived experiences of grassroots implementers. Fewer studies on Madrasah Education were conducted outside the Bangsamoro Autonomous Region (BARMM) particularly in the context of a non-Muslim dominated locale.

This paper aims to describe the four education projects that demonstrate how Irish education provision is adapting to meet social and economic changes: Ubuntu Network working to integrate education for sustainable development (ESD) into teacher education; Community Knowledge Initiative (CKI) facilitating service learning modules at higher education; Young Social Innovators (YSI), a social justice education programme for 15‐18 year olds; and a study of Irish students' levels of moral reasoning. Four commonalities are identified between the projects: critical thinking, active and participatory learning, knowledge skills and social justice. Discussion highlights features of the Irish education system that contrast with these commonalities and impact on their long‐term objectives, which may in fact hinder the development of engaged learners.

Four commonalities were identified at the roundtable discussions at the Irish Aid Sustainable Global Development Conference. Each commonality is discussed from the perspective of the projects described and contrasted against core features of Irish education.

All four education projects make positive contributions to civic engagement in Irish education, acknowledging education as central to active citizenship, social awareness, and empowerment of learners.

Discussion centres on how Irish education provision is adapting to meet social and economic changes. The paper argues that distinctive features of the Irish education system and the prevailing culture of Irish education do not lend themselves to social justice concerns such as education for sustainable development, moral reasoning or civic engagement.

This article aims to summarize recent outreach efforts at The Washington State University Libraries. Taking outreach beyond the traditional library liaison relationship produced unexpected partnerships across campus with such diverse groups as New Student Programs and Residence Life.

The Library Instruction Department at Washington State University was looking for areas where expanded efforts would be most beneficial to the majority of its students. Connection was resumed with liaison areas, which had been previously established, to bring a focus to student needs. Offices centered on student life, such as Residence Life and New Student Programs, were the focal point of these efforts.

WSU's Library Instruction Department was welcomed as a partner program most everywhere it went. Consequently new areas of outreach have been established where none had existed previously and the library's reputation has been boosted campus‐wide.

Results include a more visible library presence across campus as well as opportunities for future collaborative relationships that bring research, education and university life together. Discussion of various programs and activities provide details about the challenges of making these connections and the rewards in making new contacts that publicize library services in non‐traditional means.

Because so much is on the web, marketing the academic library in a personalized manner has become increasingly important on a large university campus. Establishing alternative marketing strategies geared towards the primary student audience will help build relationships across campus and consequently bring students through the doors.

Nutritional disorders and unhealthy nutrition, which are recognised as the causes of many widespread health problems (overweight, obesity, diabetes, cardiovascular disease, cancer, etc.) have emerged as a significant problem that requires resolution. The purpose of this study is to influence dietary preferences and to reduce current health issues by using gamification as a social marketing tool. To this end, the decision-making processes affecting food choices in individuals based on calorific content were evaluated and the effectiveness of gamification in encouraging consumers to make lower-calorie choices was examined.

An experimental design was used to determine the effect of gamification on the dietary preferences of consumers. An independent factorial design (between groups) in which multiple variables were tested with different subjects was used to test the factors that were thought to affect the food choices made by the participants from gamified and non-gamified menus.

In Study 1, menus (gamified vs non-gamified) and nutritional consciousness (low vs high) had a significant main effect on the total calorie count of the selected foods. In Study 2, menus (gamified with prices vs non-gamified with prices) had a significant main effect on the total calorie count of the selected foods, while nutritional consciousness (low vs high) did not. A significant interaction was observed between menus and nutritional consciousness.

Gamification can be used as an important publicity tool for promoting public health using different influential factors such as price.

This study shows that people can change their food preferences positively through gamification. It shows further how people tend to evaluate the price of their food rather than the calorie count when making dietary preferences. Gamification can, therefore, be considered a promising social marketing tool for improving public health.

It is becoming more generally accepted that there is a need to develop a new kind of leader to meet the needs of our 21st century VUCA world. The bookcases are full of volumes that describe “what” great leaders should do, but “how” to develop such leaders is usually limited to a macro or systemic solution rather than focusing on granular behavioural change of the individual. This paper describes the qualities and characteristics of Transpersonal Leaders, then focuses on developing these leaders through a new coaching process and finally explains how experienced coaches can be trained to coach these leaders.

Our research over the last 20 years of working with leaders individually and in teams has focused on this issue. We have been developing “21st century ready” leaders, referred to as Transpersonal Leaders, for over 10 years in teams, but only recently have we been developing such leaders through a new coaching process. We have also developed a methodology that codifies the development of Transpersonal Leaders which, in turn, allows us to replicate the programme by training other professionals, potentially in large numbers.

Graduates of the Transpersonal Coach Training Programme say that it has been a transformational personal experience, enabling them to take their leader clients to a new level. Leaders who have been coached say the programme has equipped them to learn a practical approach to becoming an authentic, ethical, caring and more effective leader.

This is a unique approach to coaching leaders but based on proven learning principles.

Despite widespread acknowledgement of the importance of leadership education, undergraduate leadership degree programs in Canada are limited and, in some cases, struggling for survival. This case study examines the ways in which competing discourses of careerism, postsecondary corporatization, liberal arts education, and business education impact an undergraduate leadership program’s sustainability.

The purpose of this paper is to provide a review of past experience in managing risk and technical innovation in NASA space programs with lessons learned for new unmanned space missions.

The paper examines past performance of space missions and abstracts the lessons learned for the efficient development of cost‐effective space missions.

The paper finds that large organizations build and internalize a culture at odds with risk taking and the rapid deployment of innovative solutions. Actualized management goals are often at odds with the issues that determine or insure the long‐term survival of an organization. A key issue is the management of knowledge within that system: the extrinsic knowledge of the technologies as well as the intrinsic knowledge associated with the perception and acceptance of risk.

Innovation can be seen as being dangerous to the organization. That perception must be managed. The NASA culture that is applicable to human spaceflight may not serve the community or the organization as well when applied to unmanned missions.

The paper provides a simplified and brief perspective on the issues inherent in managing a change in culture in an organization that has a highly public mission.

While the NASA “faster, better, cheaper” program has been considered elsewhere, this paper focuses on the lessons that are applicable to the management of space missions and the development of new, cost‐effective programs. These lessons retain their value, as the new administrator Michael D. Griffin attempts to manage the transition of NASA from an organization that has been in maintenance mode to one that must embrace innovation and stay within a highly constrained funding profile.