Dit is het eindrapport van de Global mOralHealth bijeenkomst georganiseerd door de Wereldgezondheidsorganisatie (WHO) en de universiteit van Montpellier. Docent Mondzorgkunde - Janneke Scheerman en lid van het lectoraat GGZ verpleegkunde - woonde deze bijeenkomst in oktober 2018 bij en droeg bij aan het rapport: https://www.inholland.nl/nieuws/be-helthy-be-mobile/ Als vervolg op de Global mOralHealth bijeenkomst wordt het mOralHealth handboek ontwikkeld, waaraan Janneke meeschrijft. In het handboek worden de procedures voor het ontwikkelen van mOralHealth interventies beschreven.
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the role of higher education in fostering young professionals’ global competence
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Collaborative Online International Learning (COIL) is often framed as an example of a broader practice known as Virtual Exchange (VE). The term Virtual Exchange has increasingly been used as an attempt to unify a fragmented field of Higher Education practice and is often used interchangeably with the term COIL. However, the design of COIL, with its strong focus on collaborative and intercultural learning, is often very different to other VE initiatives. Labelling all VE initiatives, including COIL, generally as VE, can lead to both educators and researchers having difficulty identifying and distinguishing COIL. Therefore, the purpose of this paper is to provide a critical review of VE and define COIL and its key characteristics. This article also describes how theory can inform practice and explains why continued interchangeable use of the term COIL with the umbrella term Virtual Exchange is unhelpful for future research and practice.
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Virtual care centres (VCCs) are novel wards of hospitals and facilitate the provision of remote monitoring and home-based patient care by virtual care nurses. Whereas since the COVID-19 pandemic VCCs have rapidly emerged, there is a lack of insight in virtual care nurses’ work and the associated work load. Therefore, the aim of this study was to identify the nursing activities performed in Virtual Care Centers (VCCs) and assess nurses’ perceived workload associated with these activities. A multicentre descriptive, observational cross-sectional study was performed.
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Connected through a screen, two classes that are an ocean apart take the same course and do the same assignments. Our course “ The Global Village” is a globally networked learning environment (Starke-Meyerring and Wilson, 2008) where students from two different universities work and learn together using technology. They meet in a virtual classroom in synchronous sessions through web conferencing; they also work together in intercultural teams through Google Hangouts/Skype, wikis, blogs and email. After exploring their local communities, students identify global connections by comparing their results with their intercultural team members. Teaching in this type of experiential environment required us to adapt our teaching strategies. What better way to share our teaching and learning experience than through a Digital Showcase?In: IT and digital connectedness – digital showcase. International Conference Improving University Teaching (IUT), Vancouver, 23-26 juni 2014
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In the fall of 1999, an international integrated product development pilot project based on collaborative engineering was started with team members in two international teams from the United States, The Netherlands and Germany. Team members interacted using various Internet capabilities, including, but not limited to, ICQ (means: I SEEK YOU, an internet feature which immediately detects when somebody comes "on line"), web phones, file servers, chat rooms and Email along with video conferencing. For this study a control group with all members located in the USA only also worked on the same project.
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Recalling that a majority of those who need assistive technology do not have access to it, and that this has a significant impact on the education, livelihood, health and well-being of individuals, and on families, communities and societies, Member States adopted a resolution on Improving access to assistive technology during the 71st World Health Assembly in May 2018. Among other mandates, Member States requested the Director-General of the World Health Organization (WHO) to prepare a global report on effective access to assistive technology in the context of an integrated approach, based on the best available scientific evidence and international experience, with the participation of all levels within the organization and in collaboration with all relevant stakeholders. In fulfilling this commitment, aiming to improve access to assistive technology, this global report: • presents the first comprehensive data set of its kind and analysis of current assistive technology access; • draws the attention of governments and civil societies to the need for, and benefits of, assistive technology, including its return on investment; • makes recommendations for concrete actions that will improve access; • supports implementation of the UN Convention on the Rights of Persons with Disabilities; and • contributes towards achieving the Sustainable Development Goals, especially in making universal health coverage (UHC) inclusive – leaving no one behind. The global report explores assistive technology from a variety of perspectives.
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Internationalization and global citizenship are increasingly becoming the emerging focus of higher education worldwide as universities seek to incorporate global learning in their policies, curricula and strategies. Global engagement, international collaborations, strategic alliances and operations are all on the increase with the aim of delivering future-proof graduates with a global mindset and inter-cultural competences. Additionally, it can be noted that hybridity in education is acutely present through the digitalisation of delivery modes as well as the introduction of new mobility formats, such as faculty-led study abroad programmes and transnational education at branch campuses. So not only do we see more activity, but also more delivery modes of international education. While both digital delivery and new mobility structures transcend traditional boundaries of space and locality, it is precisely this point that can pose serious challenges to the success of international education. Both involve a “relocation” of education; however, when the physical locality, where the students and lecturers are rooted in certain value and beliefs systems, is not considered, the risk is that the educational experience remains one-sided despite the multidimensional context of which it should be a part. Locality is the key to successful and meaningful internationalisation. After presenting the case that locality is of paramount importance, this chapter will outline the conceptual model of intercultureality, which allows education programs to foster and nurture intercultural competence development of students in their own unique landscape from the ground up. Using the metaphor of a landscape, intercultureality provides tools to create an intercultural reality by utilising the unique hybrid of the physical locality, the disciplinary context, the dynamics of the (virtual) classroom as well as the infrastructures in place. The underlying idea is that programmes and institutions can grow any kind of landscape that works for their context, building on the soil of their own previously defined intercultural competence goals. This soil will be enriched by means of five features: the formal curriculum, the pedagogy, the student experience, the informal curriculum, and the organisational and strategic frameworks. The model is further elaborated upon and illustrated with examples of practices of The Hague University of Applied Sciences (THUAS), where the authors work.
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In November 2019, scholars and practitioners from ten higher education institutions celebrated the launch of the iKudu project. This project, co-funded by Erasmus [1], focuses on capacity development for curriculum transformation through internationalisation and development of Collaborative Online International Learning (COIL) virtual exchange. Detailed plans for 2020 were discussed including a series of site visits and face-to-face training. However, the realities of the COVID-19 pandemic disrupted the plans in ways that could not have been foreseen and new ways of thinking and doing came to the fore. Writing from an insider perspective as project partners, in this paper we draw from appreciative inquiry, using a metaphor of a mosaic as our identity, to first provide the background on the iKudu project before sharing the impact of the pandemic on the project’s adapted approach. We then discuss how alongside the focus of iKudu in the delivery of an internationalised and transformed curriculum using COIL, we have, by our very approach as project partners, adopted the principles of COIL exchange. A positive impact of the pandemic was that COIL offered a consciousness raising activity, which we suggest could be used more broadly in order to help academics think about international research practice partnerships, and, as in our situation, how internationalised and decolonised curriculum practices might be approached. 1. KA2 Erasmus+ Cooperation for innovation and the exchange of good practices (capacity building in the field of Higher Education)
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Learning teams in higher education executing a collaborative assignment are not always effective. To remedy this, there is a need to determine and understand the variables that influence team effectiveness. This study aimed at developing a conceptual framework, based on research in various contexts on team effectiveness and specifically team and task awareness. Core aspects of the framework were tested to establish its value for future experiments on influencing team effectiveness. Results confirmed the importance of shared mental models, and to some extent mutual performance monitoring for learning teams to become effective, but also of interpersonal trust as being conditional for building adequate shared mental models. Apart from the importance of team and task awareness for team effectiveness it showed that learning teams in higher education tend to be pragmatic by focusing primarily on task aspects of performance and not team aspects. Further steps have to be taken to validate this conceptual framework on team effectiveness.
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