Conclusions and Recommendations As indicated above, despite the development potentials of TVET education, there is limited attention being given to this area of education. Some challenges that have been outlined by other studies have also been identified in our findings (Xxxx-Xxxxxxx & Xxxxxxx-Xxxxx, 2015). These include inadequate financing, poor connections between TVET and industrial actors, politicisation, a second cycle educational system without any developmental focus, low prestige and a negative perception among the general populace, and inadequate training materials (Kemevor & Kassah, 2015). A global partnership in TVET could be critical for improving education and reducing youth unemployment in Ghana. This study has confirmed that the construction sector could be suitable for the development of transnational skill partnerships, as the interest among potential partners and in German training/work opportunities is very high. Furthermore, there are transnational companies such as MC Bauchemie which are also interested in skill development in Ghana. Based on our findings, we recommend that the NVTI would be the most promising vocational training partner institution for any cooperation, as it is a well-established institute, which can provide a substantial infrastructure, build upon previous partnerships with Germany, and the programmes at this institution take more practical-oriented approach, which would be better suited for this sector. Regarding potential training partnerships, existing (German) businesses in Ghana could provide opportunities to students to gather practical experience and potential in-country- employment at a later stage (i.e. instead of /after return migration). Additionally, the Ghanaian Business Association and the AHK are examples of stakeholders which could prove beneficial in implementing skill partnerships. While they have not been part of this study, skill partnerships like the GIZ triple-win-program have highlighted the relevance of including trade unions and migrant civcil society organisations in the process. Concerning language training, DAAD and the Goethe institute are the obvious partners, as not only do they both offer standardized certifications and can build upon longstanding expertise in German training, but they have already established partnerships with educational institutions in Ghana. In the short term they could provide teaching staff in order to supplement the curriculum of the vocational training with German classes. However, in the mid- to long-term, it would be advantageous to invest in “training the trainers”, i.e., to establish an institutional space in Ghana where future German teachers can receive a degree. This could potentially have a trickle-down effect concerning opportunities for, and interest in, learning the German language, including at the high school level. This leaves the question of which type of skill partnership would be most suitable for a pilot project. Respondents in the training institutions believed that a Type 1 partnership would be feasible and suggested that the adjustment training could be conducted in Ghana as well. Based on the more critical assessments from business representatives and other stakeholders, an in-depth assessment would be needed to see how compatible the existing curriculum with German standards actually is. This evaluation might differ dependent on the range of qualifications within the construction sector. German language training could be conducted within existing institutions and could also to some extent be established in the TVET institutions. Obviously, the same applies for Type 2 partnerships which would have very limited influence on vocational training in Ghana (return migrants contributing to training could be a potential scenario here). The development potential for the country of origin is significantly higher for Type 3 partnerships – as is the financial and logistical investment needed. This type of partnerships is not appropriate for addressing ad hoc shortages in the labour market of the destination country but could provide more sustainable solutions in the long run. One very notable development effect would be an upgrading of the vocational training in the country of origin. While keeping the challenges of such an - as of yet untested - approach in mind, and based on the content of several interviews, we would suggest a Type 2.5 approach be taken. Here, some fundamental skills (for example equivalent to a German Bauhelfer /construction assistant) would be taught in Ghana along with the German language, with the potential to access further specific training after migration to Germany. This approach could ease the entry into the programme and might help avoid drop-outs, which would be rather costly if the whole training was conducted in Germany. Even if participants decide not to continue the programme in Germany, they would have acquired skills which would be useful in the Ghanaian context. Hence, there might be no need for separate “at home” and abroad” tracks, since the basic training offered would apply to both categories. This “Type 2.5” approach could be integrated very well into the curriculum of NVRI. Obviously, several questions such as the financing of the programme and the selection of the participants for continuing training in Germany remain. While the latter could be based on performance that could potentially lead to the issue of brain/skills drain as a result of the destination country selecting only the top-performers. These open issues notwithstanding, we consider a “Type 2.5” approach to be more feasible than a Type 3 approach, while contributing more to the development potential of the country of origin and its people, which is a fundamental part of the Global Skills Partnerships approach.
Company Board Recommendation (a) The Company hereby consents to the Offer and represents, as of the date of this Agreement, that the Company Board, at a meeting duly called and held, has unanimously made the Company Board Recommendation. Subject in each case to Section 6.1(b), the Company hereby consents to the inclusion of a description of the Company Board Recommendation in the Offer Documents and, during the Pre-Closing Period, neither the Company Board nor any committee thereof shall (i) (A) fail to make, withdraw (or modify or qualify in a manner adverse to Parent or Purchaser), or publicly propose to fail to make, withdraw (or modify or qualify in a manner adverse to Parent or Purchaser), the Company Board Recommendation or (B) approve, recommend or declare advisable, or publicly propose to approve, recommend, endorse or declare advisable, any Acquisition Proposal, (ii) fail to include the Company Board Recommendation in the Schedule 14D-9 when disseminated to the Company’s stockholders (any action described in clause (i) or (ii) being referred to as a “Company Adverse Change Recommendation”), (iii) publicly make any recommendation in connection with a tender offer or exchange offer (other than the Offer) other than a recommendation against such offer or (iv) approve, recommend or declare advisable, or propose to approve, recommend or declare advisable, or allow the Company to execute or enter into any Contract (other than an Acceptable Confidentiality Agreement) with respect to any Acquisition Proposal requiring, or reasonably expected to cause, the Company to abandon, terminate, delay or fail to consummate, or that would otherwise materially impede, interfere with or be inconsistent with, the Transactions.
JOINT SETTLEMENT RECOMMENDATION 2. Staff conducted an investigation of the Respondent’s activities. The investigation disclosed that the Respondent had engaged in activity for which the Respondent could be penalized on the exercise of the discretion of the Hearing Panel pursuant to s. 24.1 of By-law No. 1.
No Government Recommendation or Approval The Subscriber understands that no federal or state agency has passed upon or made any recommendation or endorsement of the offering of the Shares.
Recommendation The Roads and Parks Director recommends approval of the Board Order. The County Administrator concurs with the recommendation of the Roads and Parks Director. Should the Board of Commissioners concur with their recommendations, approval of the Board Order will implement that action. Respectfully submitted, /s/ XXXXX XXXXXX Xxxxx Xxxxxx County Administrator
Recommendations This matter has been reviewed and approved by the Medical School Conflict of Interest Board. In light of this disclosure and our finding that the Agreement was negotiated in conformance with standard University practices, I recommend that the Board of Regents approve the University’s entering into this Agreement with Sarcoma Alliance for Research through Collaboration. Respectfully submitted, X. Xxxx Xx
No Change in Recommendation or Alternative Acquisition Agreement Neither the Company Board nor any committee thereof shall: