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1Z0-1002 Oracle Manufacturing Cloud 2018 Implementation Essentials

Exam Title : Oracle Manufacturing Cloud 2018 Implementation Essentials
Exam ID : 1Z0-1002
Exam Duration : 120 minutes
Questions in test : 66
Passing Score : 60%
Format : Multiple Choice Questions (MCQ)
Exam Center : Pearson VUE
Real Questions : Oracle Manufacturing Cloud 2018 Certified Implementation Specialist (OCS)
Recommended Practice : 1Z0-1002 Online VCE Practice Test

Oracle Supply Chain Management Cloud Common Configuration - Set up an Inventory Organization
- Describe Units of Measure
- Describe Calendars
- Manage Inventory, including Issue and transfer of materials Manage Items and Item Structures - Describe Item attributes that are critical to Oracle Manufacturing Cloud
- Create Items
- Create Item Structures and attributes that are critical to Oracle Manufacturing Cloud Manage work orders - Explain Work Execution Work Areas
- Create and update Work Orders for standard and non-standard Work Orders and Serialized Manufacturing
- Explain Work Order Reservations and History Manufacturing Integrations - Describe Manufacturing Cloud integrations
- Integrate Manufacturing with Planning Cloud
- Integrate Manufacturing with Procurement and OM Cloud
- Explain the MS Excel integration with Manufacturing Cloud
- Use ICS adapter (REST APIs to 3rd party applications) to integrate to legacy applications Reporting and Analytics for Manufacturing - Execute Work Definition and Work Order reports, including Component Lists, Work Order traveler, and Labels
- Set up Product Task Reporting
- Set up BI and Reporting
- Explain OTBI Metrics
- Explain Reporting customization Manufacturing Set Up - Describe Function Set Up Manager and Simplified Set Up
- Set up Product Resources and Standard Operations
- Explain how to set up Oracle Social Network (OSN)
- Explain how to set up Plant, Plant Parameters, and Plant Security
- Explain how to set up Profile Options, Look Ups, and Descriptive Flexfields
- Describe Import and Export Services for setup data
- Define Standard Operations
- Describe Work Centers set up
- Manage Production Calendars and add Shift and Work Center Resource exceptions
- Describe Product Resources and Standard Operations setup Manage Work Definitions - Describe Work Definitions, Work Definition Names, and Library
- Create and update Work Definitions, including spreadsheets
- Describe Manufacturing Lead-time
- Process Item Structure changes
- Describe Work Definition versions
- Create Visual Work Definitions
- Import Work Definitions
- Describe how work definition is automatically generated Execute Production - Describe Production Execution transactions
- Explain a Dispatch List
- Report Production Transactions
- Report Orderless Transactions
- Explain a Production Transactions Review
- Transfer Production Transactions to Costing
- Describe Import Production Transactions
- Explain Close Work Orders
- Create manufacturing Production Exceptions, including raising exceptions and managing and resolving exceptions
- Describe Manufacturing Supervisor Mobile Applications Manufacturing Costing - Describe Manufacturing Costing
- Compute Production Costs
- Evaluate a Work Order completion cost, including Partial and Scrap
- Explain Cost Reporting, including WIP Inventory Valuation Report
- Set up and implement Cost Planning estimates

Oracle Manufacturing Cloud 2018 Implementation Essentials
Oracle Implementation teaching
Killexams : Oracle Implementation teaching - BingNews https://killexams.com/pass4sure/exam-detail/1Z0-1002 Search results Killexams : Oracle Implementation teaching - BingNews https://killexams.com/pass4sure/exam-detail/1Z0-1002 https://killexams.com/exam_list/Oracle Killexams : Implementation partners get strategic — so should CIOs’ use of them

As transformational IT has increasingly become a business imperative, implementation partners have been looking to strengthen their value proposition for their customers. To differentiate themselves from transactional service providers, the more proactive partners are evolving their offerings and approaches, thereby becoming more strategic than they had been in the past.

While IT leaders can maximize the opportunity arising out of this shift by leveraging the partners’ strategies and advanced capabilities, it’s important for them to maintain focus on the risks. Here’s a look at how implementation providers are evolving and how CIOs should approach partnering with them for mutual success.

Shifting to a transformation approach

There is a perceptible change in the way implementation partners are now approaching their clients as compared to earlier, and it is all about becoming a strategic partner for transformational change.

“A partner now enters an account with a broader area of engagement in mind. The discussions may be around a specific project with a CIO, such as implementing a typical solution like Oracle or SAP ERP, but the partner’s core agenda is to bring about an extensive and comprehensive transformation of the client’s IT infrastructure,” says Harnath Babu, CIO at KPMG.

“As the project progresses, the partner discusses the CIO’s pain points and what could alleviate them. This could invariably lead to the partner’s scope getting expanded into, but not limited to, managing emerging technologies, enhancing cost and operational efficiencies, bringing about automation, application development, or improving the system of records,” he says. “Implementation partners are clearly moving from the earlier point approach to a transformation approach.”

Sharing an example of this as it unfolded at KPMG, Babu says, “We engaged with a system integrator to help us with L1/L2 support. In a short time, we scaled it to L3. We found that we could also leverage the partner for managing our infrastructure. Next, we asked the partner to help us with POD development as it was a big challenge to find skilled resources,” says Babu. “So, what started as an L1/L2 service engagement, eventually led to infrastructure management and resource augmentation.”

The POD, or product oriented delivery, is a software development model that entails building small, self-sufficient cross-functional teams that take care of specific requirements or tasks for a project.

Takeaways for CIOs from this trend: Leveraging one partner instead of many frees up CIOs and their teams from more boilerplate deployments, allowing them to focus on what is core to the business. “An implementation partner looks at the total value generated from an account. Therefore, if a CIO gives value to the partner, the latter will reciprocate. This will give CIOs the confidence of having a strong partner behind them. There can then be a project director to manage the project on a day-to-day basis and the CIO can intervene only when there is budget or strategy involved,” says Babu.

 

Building Centers of Excellence 

With the aim of adding value to their customers, implementation partners are increasingly realizing the importance of building technological expertise.

“To keep pace with the market and stay relevant, implementation partners are building on human capital and expertise. For instance, most partners lacked competency in cloud as there wasn’t much requirement related to it in the past. However, as cloud is gaining a strong traction, they have also upped the ante,” says Subramanya C, global CTO at business process management company Sagility (formerly HGS Healthcare). 

So, when Subramanya decided to move the company’s SAP, SharePoint portal, intranet, and other applications to the cloud, he roped in a partner who had a Center of Excellence on cloud and 12 to 15 subject matter experts (SME) on the technology.

“Partners with such capabilities were not seen in the past,” he says. “More than 100 servers had to be migrated in a few weeks. Immense planning, resources, and mitigation of risk were involved in the project. However, the partner’s strong technical expertise, which formed the basis of the center of excellence, made sure that the project got completed smoothly and as per the scheduled plan,” says Subramanya.

Takeaways for CIOs from this trend: Although implementation partners can provide deeper expertise than they could in the past, IT leaders should not be complacent when enlisting it. “For complex projects, like ours, strong governance is required from the enterprise technology leader’s end,” Subramanya says. “IT leaders can outsource a task or an activity to a partner and their SME, but they can’t outsource their responsibilities. Therefore, we ensured a strong governance framework was in place while implementing this project. We also had our own SME working in close collaboration with the partner’s experts.”

 

Collaborating with other partners

The evolution of technology, driven by modernization of applications and services, is catalyzing collaboration among system integrators.

As Archie Jackson, head of special initiatives, IT, and security at digital transformation company Incedo says, “I have seen system integrators coming together to offer solutions, a trend that wasn’t visible in the past. Today, products don’t work in silos. One product has multiple linkages with other products, and it orchestrates and expands into other areas. For instance, a security solution today is not limited only to the network. It is connected to end point and applications, too. Therefore, one project could spill over to another. A partner, however, may not have the expertise or the bandwidth to execute everything, which leads to collaboration with other partners.”

Incedo was in talks with a partner some time back for implementing managed links for connectivity. The end-to-end managed service would have offered remote connectivity to access corporate network from anywhere in the world.

“During the conversations, the partner suggested he could bring another implementation partner to enhance the cybersecurity of the links. It came across as a logical fit because the links had to be secure, but I had not seen a partner collaborating with another one like this in the past,” says Jackson. Takeaways for CIOs from this trend: One implementation partner bringing another partner may help a CIO, but it could also increase the cost of the project. “This is a good option only if a CIO wants to build capability. The primary partner will build his margin into the project for which he is getting the second partner, thereby increasing the cost for the CIO.  If CIOs have the capacity to architect a solution more efficiently, they should do so in-house,” says Jackson.

Tue, 04 Oct 2022 23:52:00 -0500 Author: Yashvendra Singh en-US text/html https://www.cio.com/article/408427/implementation-partners-get-strategic-so-should-cios-use-of-them.html
Killexams : Zayed University and Oracle to collaborate on education innovation

DUBAI - Zayed University and Oracle today signed a Memorandum of Understanding (MoU) at GITEX Global 2022 to expand their partnership into innovative new technologies. This builds on Zayed University and Oracle's existing 15-year partnership.

As part of the new agreement, Oracle will support Zayed University on its digital transformation strategy in the areas of artificial intelligence, machine learning, blockchain & data science, conduct workshops and training for ZU employees, review the university's existing technology architecture and provide access to subject-matter experts as required.

Speaking on the occasion, Nadia Obaid AlQabanji, Director of Zayed University's Information Technology Department, said, "Oracle and Zayed University have a strong relationship and shared ambition to provide students with access to world-leading technologies in the digital learning space. Technology is at the heart of an innovation revolution which has been taking place in the higher education space and Zayed University is determined to remain ahead of the curve.

"The possibilities provided by artificial intelligence, machine learning, blockchain and data science in the education sector are potentially transformational. Expanding this agreement with Oracle ensures that Zayed University's students and faculty will benefit from best-in-class infrastructure, services and software as we continue to roll out our exciting new strategy."

In line with the new strategy, this collaboration with Oracle will increase Zayed University student's employment prospects when they graduate, as they will be equipped with the skills needed to thrive in the technology-driven jobs of the future.

"Our agreement with Zayed University is intended to enhance digital literacy in the UAE's educational space. By enabling students and educators with advanced technology resources and training programs, we aim to strengthen their knowledge, expertise and adaptability to build talent readiness for the digital economy," said Cherian Varghese, Senior Vice President, Technology - Middle East, Africa, Turkey and Levant, Oracle.

The MoU was signed by Sherif Mousa, Acting Chief Administration and Financial Officer from Zayed University, and Varghese from Oracle.

Wed, 12 Oct 2022 20:05:00 -0500 en text/html https://www.zawya.com/en/business/education/zayed-university-and-oracle-to-collaborate-on-education-innovation-ryibx3vo
Killexams : Deloitte Launches Oracle MyCloud ERP Offering for Fast Growth and Private Companies

Offering helps organizations with accelerated, risk averse transformations by providing access to Oracle products, implement and support for a predictable monthly fee

NEW YORK, Oct. 10, 2022 /PRNewswire/ -- Deloitte today announced the launch of its Oracle MyCloud ERP offering that can help fast growth and private clients accelerate business transformation enabled by Oracle's modern integrated SaaS Cloud platform. Backed by Deloitte's proprietary industry accelerators and methodologies, the offering helps organizations to get up and running quickly on an Oracle Cloud platform while eliminating the barriers of talent constraints and high upfront costs, which are often associated with ERP implementations. The bundled subscription offering allows organizations to access Oracle Cloud products as well as Deloitte implementation and support services for a consistent monthly fee. This enables companies that are focused on growth to manage their cash flows and to continue to allocate their limited time and resources toward expansive activities.  

As used in this document,

"We are pleased to have the opportunity to use Deloitte intellectual property and knowledge to serve growth and private clients as they scale and drive their businesses forward. This offering demonstrates our commitment to this market and our desire to assist the leaders of tomorrow," said John Steele, U.S. Oracle offering leader and principal, Deloitte Consulting LLP.

For those interested in exploring Cloud ERP™ further, the starting place is a TruNorth Assessment. A quick, collaborative and effective approach that takes approximately three weeks. Deloitte helps prospects to envision the desired future state, identify transformation opportunities, and develop strategies and roadmaps for the journey.

Experience Deloitte's MyCloud firsthand
Deloitte is pleased to be the Global Sponsor of Oracle CloudWorld in Las Vegas, Oct. 17-20, 2022. This new global conference will bring people together to share ideas, develop in-demand skills and learn about cloud infrastructure and applications. Connect with Deloitte professionals at the CloudWorld Hub and attend a theatre presentation on MyCloud ERP enabled by Oracle Cloud.

About Deloitte
Deloitte provides industry-leading audit, consulting, tax and advisory services to many of the world's most admired brands, including nearly 90% of the Fortune 500® and more than 7,000 private companies. Our people come together for the greater good and work across the industry sectors that drive and shape today's marketplace — delivering measurable and lasting results that help reinforce public trust in our capital markets, inspire clients to see challenges as opportunities to transform and thrive, and help lead the way toward a stronger economy and a healthier society. Deloitte is proud to be part of the largest global professional services network serving our clients in the markets that are most important to them. Building on more than 175 years of service, our network of member firms spans more than 150 countries and territories. Learn how Deloitte's approximately 415,000 people worldwide connect for impact at www.deloitte.com.

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by ensure ("DTTL"), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as "Deloitte Global") does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the "Deloitte" name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms.

 

Cision View original content to obtain multimedia:https://www.prnewswire.com/news-releases/deloitte-launches-oracle-mycloud-erp-offering-for-fast-growth-and-private-companies-301644472.html

SOURCE Deloitte Consulting LLP

Mon, 10 Oct 2022 02:28:00 -0500 en text/html https://markets.businessinsider.com/news/stocks/deloitte-launches-oracle-mycloud-erp-offering-for-fast-growth-and-private-companies-1031793401
Killexams : VA will halt Oracle-Cerner implementation until patient safety concerns are addressed

The Veterans Health Administration's rollout of its Oracle-Cerner EHR system will not continue until patient safety concerns are addressed, according to Sept. 26 reporting in FedScoop.

VA Secretary Denis McDonough confirmed the news Sept. 26, responding to questions at an event hosted by the Defense Writers Group. Mr. McDonough confirmed that the VA is working through an implementation checklist with each hospital setting up the new EHR system.

The rollout was paused in June after a federal watchdog alleged that a flaw in Cerner's system caused harm to 148 veterans at Spokane, Wash.-based Mann-Grandstaff Medical Center.

"I think we've been clear that we have to be confident that these risks to patient safety are addressed before we go live. So we're not just focused on the passage of time between now and next year; we're focused on improving the system," Mr. McDonough said.

Becker's has reached out to Cerner and will update this report if more information becomes available.

Mon, 26 Sep 2022 09:20:00 -0500 en-gb text/html https://www.beckershospitalreview.com/ehrs/va-will-halt-oracle-cerner-implementation-until-patient-safety-concerns-are-addressed.html
Killexams : 4 Tech Giant Executives Resolve Four Major AI/ML Adoption Obstacles in the Enterprise

The MarketWatch News Department was not involved in the creation of this content.

4 Tech Giant Executives Resolve Four Major AI/ML Adoption Obstacles in the Enterprise

Oct 10, 2022 (PRNewswire via COMTEX) -- PR Newswire

NEW YORK, Oct. 10, 2022

AI executives from Google Cloud, Microsoft, Oracle, and SAP sat down to debunk recurrent challenges when businesses attempt to integrate AI/ML

NEW YORK, Oct. 10, 2022 /PRNewswire/ -- Artificial Intelligence (AI) no longer only appears in scientific textbooks but is now an evolving reality. Businesses are starting to realize how important this cutting-edge technology is as 56% of enterprises reported that there would be an AI deployment in at least one function, according to a 2021 McKinsey survey.

Yet, AI adoption is not straightforward. What are some major obstacles keeping firms from utilizing the enormous potential of this new technology?

Four AI executives from large tech corporations sat down to dissect the 4 major challenges to AI/ML adoption and offered solutions in a panel discussion during Worldwide AI Webinar 2022.

  1. Lack of AI literacy
    Andreas Welsch, VP of AI at SAP pointed out that the lack of organizational AI literacy was the first challenge. Oftentimes, even top-level executives mistake AI projects for IT or data project that has a clear start and end date. Rather, AI adoption is a continuous journey that involves research, tests, and trials. "I see that when you build AI models and solutions from scratch with the teams, a lot of times, they don't know what they don't know. [...]. And then also there is this spectrum between that excitement of what you read in the press and the fear of uncertainty within the organization." - Andreas Welsch, SAP's VP of AI Nestor Camilo, Cloud Adoption Director at Oracle agreed with Andreas' viewpoint, adding that the journey from planning to implementation is complex and demanding, thus requiring thorough comprehension from the deployment team. "Creating models is very easy, anybody with some Python skills and a few hours of training can copy some code and run in their machine,[...], but later when this needs to be put on production, a lot of things need to be solved, getting data from production systems, moving it securely, retrain model and of course scale, maintain a secure and high available platform, that it a lot of effort." - Nestor Camilo, Director Cloud Adoption Public Sector of Oracle To tackle this problem, Aamar Hussain, Director of Azure Data at Microsoft, suggested not treating AI adoption as any software development project and understanding the current maturity level of the business. Assessing your organization's skillsets, budget, AI awareness, and data availability is highly recommended to ensure successful adoption. "The nontechnological emphasis and focus are really important. Don't jump into it straight away and think that you can just switch it on and off." - Aamar Hussain, Director of Azure Data of Microsoft
  2. Lack of strategic approach to AI adoption
    This second challenge was specified by Aamar. He emphasized the need for a data-centric approach and a suitable framework, methodology, and strategy. Issues identification, data governance, ethical considerations, constant AI model monitoring, and management are equally vital. Ali Arsanjani, Director of Cloud Partner Engineering at Google Cloud, also weighed in on this matter: "I think it's important to understand what the genuine use case is and then choose the technology that's appropriate. I would say that any traditional mechanism should be broken down into what you would do with software engineering and with machine learning. So there's a segment of the problem that is easily addressable through traditional software engineering practices and best practices, and there's a segment which potentially could benefit from unlocking data. And that unlocking and activating data would be through machine learning. So if you can partition the use case into those two categories, what's traditional, what you do for scalable architecture versus what you have data for input and output data that you can then use to unlock capabilities within AML kinds of scenarios.."
  3. Fear of the uncertain
    Fear is the third common problem. Andreas Welsch mentioned people's fear of losing their jobs to AI while Ali Arsanjani addressed the uncertainty of return on investment. He suggested: "If an executive is met with some uncertain technology, unproven technology, they're probably going to push back until the value of that technology is demonstrated." Nestor built on his point, affirming "risk of failure" is not an easy matter to overcome and offering a solution: "We have to make it easy for companies to use ML. If you don't have the experts or the domain knowledge, democratizing IA access to the majority is a must. [...] First, we must embed ML models in our business apps [...] Then we make it easy to use your data in your production systems to train and predict without the need to do complex ETL" - Nestor Camilo, Director Cloud Adoption Public Sector of Oracle Additionally, Andreas Welsch highlighted the importance of building the trust of business users. Explaining and informing business stakeholders of the tremendous benefits of the AI/ML system so the involved parties can start capitalizing on its potential are paramount, as declared by Andreas. Ali Arsanjani had a different perspective. He believed that education should come first; with enough knowledge, comes the ability to weigh and make knowledge-based and experience-based evaluations, which can be used to build trust. "To have a conversation on the adoption of technology, I would say that we need to do more in terms of not just trying to convince, but invest in education and upskilling; then we can have more aligned conversations with someone. If they're in a completely different frame of mind and a completely different knowledge base, there is almost no way we can convince them." Nestor Camilo seconded Ali's opinion, saying that providing formal AI training is crucial as "you can do a lot better if they know what you are talking about." Aamar Hussain discussed how education can impact the culture in a positive way. He considered that culture held a critical role in the conversation. You can either have a dialogue where leaders force people to follow or you can have a culture in which the leader brings people on board with education and reinforcement.
  4. Cultural barriers
    The last major challenge is cultural barriers, or as Ali Arsanjani put it, "resistance to change". Aamar Hussain further noted that some executives tend to stick with the way things have been done for years. It often takes some persuasion before they see that adopting new processes will be worth the overall gains they will bring. He also spoke highly about executives being prime examples for their followers. You can't preach about sustainability and be one of the main sources of CO2 emissions. The advocate for change and new technology adoption must be the change themselves. Ali Arsanjani proposed a possible solution to this problem: "So starting out small, using projects that are demonstrating key performance indicators that can be enhanced. So something that someone cares about. If I come to you with some proposition and you don't really care about that proposition or it's not really aligned with your business objectives, it's not going to be important. But if it is, you will listen. And if there's a project that will pinpoint some advancement in that area, you're going to tend to listen to it more. And then the next phase of maturity there would be the education and adoption and documentation of the practices, automation of the practices, gathering data on the tasks that have been done and then continuous improvement."

All in all, the four speakers agreed that the best ways to tackle some major AI/ML adoption challenges in enterprises are understanding business needs, identifying the organizational concerns and seeing how the new technologies can help, bringing everybody on board with your journey, and decreasing the risk of disinformation and misinformation. Most importantly, businesses can achieve transformational development by anticipating adoption barriers and adopting a strategic AI implementation using the maturity model described by Ali.

"With a business-driven machine learning MVP you can convince reluctant people that AI is mature for a lot of business use cases and don't try to do moon shoot project first, but baby steps that generate a lot of value and confidence" - Nestor Camilo, Director Cloud Adoption Public Sector of Oracle

The webinar details

Worldwide AI Webinar is a purely-educational global AI conference hosted by Wow AI. The 2022 edition of this event featured over 20 top AI experts and thought leaders from international tech giants and global corporations, as well as government agencies.

Check out Wow AI's website, YouTube, and LinkedIn channels to rewatch Worldwide AI Webinar 2022 and learn more from top-industry AI experts.

View original content to obtain multimedia:https://www.prnewswire.com/news-releases/4-tech-giant-executives-resolve-four-major-aiml-adoption-obstacles-in-the-enterprise-301644662.html

SOURCE Wow AI

COMTEX_416317353/2454/2022-10-10T09:30:09

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Mon, 10 Oct 2022 01:30:00 -0500 en-US text/html https://www.marketwatch.com/press-release/4-tech-giant-executives-resolve-four-major-aiml-adoption-obstacles-in-the-enterprise-2022-10-10
Killexams : Suit challenges implementation of Disabilities Education Act

FAIRFAX, Va. (AP) — A class-action suit filed on Wednesday challenges Virginia’s implementation of the Individuals with Disabilities Education Act.

The suit filed in the U.S. District Court for the Eastern District of Virginia asserts that when parents challenge school plans for how to educate their children, hearing officers rarely side with parents, The Richmond TimesDispatch reports.

The federal law details early invention, special education and other services that must be provided to eligible children and youth with disabilities to ensure they receive a proper education.

Parents who question services offered for their child can file a complaint and go before a judge, but the suit asserts that about two-thirds of hearing officers have never ruled in parents’ favor in the last 20 years.

The suit was filed by Trevor and Vivian Chaplick, the parents of a Fairfax County Public Schools student and founders of Hear Our Voices Inc., an advocacy organization for people with disabilities. It names the Fairfax County School Board and division Superintendent Michelle Reid, the Virginia Department of Education and state Superintendent of Public Instruction Jillian Balow.

The Chaplicks wanted their son, who “has faced significant challenges in his life including Autism, Attention Deficit Hyperactivity Disorder" and other disabilities, according to the suit, to be placed in a residential education facility, but the district rejected the idea that he needed to leave the division.

Despite a warning from a school system social worker that “they should not bother (with the case) because they ‘would lose,’” the Chaplicks went ahead with a due-process hearing. Their son was placed at a residential educational facility, but the school division doesn’t pay the facility costs, according to his parents.

The Chaplicks began investigating the state Department of Education, which Trevor Chaplick said hires, certifies, trains and pays the hearing officers annually, creating a temptation for the officers to rule in favor of the schools. He wants the state to create an independent commission without an economic interest in hearing outcomes.

The plaintiffs seek a declaration that the hearing officer system “deprives families of procedural due process," the complaint states. They also want the department to be found out of compliance with the federal law.

A spokesperson for the state Department of Education and a spokesperson for Fairfax County schools didn't immediately respond to the newspaper's requests for comment.

Thu, 22 Sep 2022 04:39:00 -0500 en-US text/html https://www.sfgate.com/news/education/article/Suit-challenges-implementation-of-Disabilities-17459705.php
Killexams : Higher Education ERP Systems Market Global Industry Overview, Sales Revenue, Demand and Analysis, Forecast by 2029

The MarketWatch News Department was not involved in the creation of this content.

Oct 12, 2022 (The Expresswire) -- "Final Report will add the analysis of the impact of COVID-19 on this industry."

Global “Higher Education ERP SystemsMarket2022 Research Report expense examination of the Higher Education ERP Systems Market has been performed while keeping in view work cost, creating expenses, and unrefined materials and their market obsession rate, suppliers, and worthy examples. Various variables, for instance, downstream buyers, Supply chain, and obtaining strategy have been assessed to give an aggregate and through and through point of view on the market. Buyers of the report will moreover be introduced to an examination on market arranging with components, for instance, brand methodology, target client, and worth procedure considered.

Get a sample PDF of the report at -https://www.researchreportsworld.com/enquiry/request-sample/21235992

Global Higher Education ERP Systems Market Analysis

The primary highlights of the report offer important details pertaining to profit estimations, statistics, and applications of this product. Our report covers regional analysis of the domestic markets, key company profiles, value chain analysis, consumption, demand, and growth areas. The report analyzes major market firms, focusing on their innovative developments, product launches, operations, and emerging market players to implement new business growth strategies. The report focuses on growth prospects, restraints, and trends of the global Higher Education ERP Systems market analysis. The study provides Porter’s five forces analysis to understand the impact of various factors such as bargaining power of suppliers, competitive intensity of competitors, threat of new entrants, threat of substitutes, and bargaining power of buyers on the global Higher Education ERP Systems market outlook.

Higher Education ERP Systems uses tracking and customer behavioral analysis to Improve corporate operations. Furthermore, when compared to on premise deployment, the deployment paradigm enables the implementation of analytics solutions at a low cost. Executives, data analysts, team leaders, managers, and professionals use business intelligence (BI) tools to collect, analyses, visualize, and report on numerous functions within a company and apply their results to their respective industries.

The report contains different market predictions related to revenue size, production, CAGR, Consumption, gross margin, price, and other substantial factors. While emphasizing the key driving and restraining forces for this market, the report also offers a complete study of the future trends and developments of the market. It also examines the role of the leading market players involved in the industry including their corporate overview, financial summary and SWOT analysis.

Get a sample copy of the Higher Education ERP Systems Market Report

List of Top Key Players in Higher Education ERP Systems Market Report:The survey describes the qualities of the entire company based on an industry-wide analysis: -

● Blackbaud, Inc. ● Epicor Software Corporation ● Oracle Corporation ● Ellucian ● Unit4 Software ● Dell Inc. ● Infor, Inc. ● SAP AG

Global Higher Education ERP Systems Market Growth report serves to be an ideal solution for better understanding of the Market. It is helpful in finding out the size of the Market for specific products. These major players operating in this Market are in strong competition in terms of technology, innovation, product development, and product pricing. The Market study aids in making sales forecasts for its products and thereby, establishing harmonious adjustment between demand and supply of its products.

The report gives a comprehensive investigation of the global Higher Education ERP Systems market. The report contains huge data, measurable information focuses, factual reviewing, SWOT analysis, chance assessment, genuine scene, common exploration, and future improvement prospects. The analysis aims to specify market sizes in individual sections and countries in preceding years and forecast the worth in the subsequent years. The report saves valuable time as well as adds credibility to the work that has been done to grow the business.

Enquire before purchasing this report -https://www.researchreportsworld.com/enquiry/pre-order-enquiry/21235992

Global Higher Education ERP Systems Market Segmentation Analysis

Global Higher Education ERP Systems Market forecast report provides a holistic evaluation of the market. The report offers a comprehensive analysis of key segments, trends, drivers, restraints, competitive landscape, and factors that are playing a substantial role in the market.

Based on Product Type, this report shows the creation, income, cost, piece of the pie, and development pace of each kind, principally split into:

● Cloud-Based ● On-Premise

Based on Component, Higher Education ERP Systems is a business solution that provides an in-depth analysis of crowd movement at large gathering locations such as airports and train stations, city malls, retail stores, convention centers, stadiums, and other venues. Data from a variety of sources, including closed-circuit television cameras (CCTV), commercial off-the-shelf cameras, and first- and third-party consumer data, is processed using powerful artificial intelligence approaches to present prediction crowd flow models and customer preference patterns.

On the Basis of the End-User/Applications, this report focuses on the status and outlook for major applications production, revenue, price, market share, and growth rate:

● Large Enterprises ● Small and Medium-sized Enterprises (SMEs)

Based on the End Use, the Higher Education ERP Systems Market Trend is bifurcated into Aromatic Industries, Automotive, Building and Construction, Paints, Agrochemicals, and others. It is a low-cost solution that outperforms most composite applications in terms of price vs. performance. In the next five years, hydrocarbon resin is expected to remain the second-largest application in the worldwide Higher Education ERP Systems Market, owing to increased usage in adhesives, coatings, printing inks, and rubber goods. Also growing construction activities will help this market is growing.

COVID-19 impact on the market

COVID-19 is an infectious disease caused by the novel coronavirus. Largely unknown before this outbreak across the world, COVID-19 has moved from a regional crisis to a global pandemic in just a matter of a few weeks. The World Health Organization (WHO) declared COVID-19 as a pandemic on March 11, 2020.

To know How COVID-19 Pandemic Will Impact This Market/Industry-Request a sample copy of the report-:https://www.researchreportsworld.com/enquiry/request-covid19/21235992

Geographic Segment Covered in the Report:

The Higher Education ERP Systems report provides information about the market area, which is further subdivided into sub-regions and countries/regions. In addition to the market share in each country and sub-region, this chapter of this report also contains information on profit opportunities. This chapter of the report mentions the market share and growth rate of each region, country and sub-region during the estimated period.

North America(USA and Canada) ● Europe(UK, Germany, France and the rest of Europe) ● Asia Pacific(China, Japan, India, and the rest of the Asia Pacific region) ● Latin America(Brazil, Mexico, and the rest of Latin America) ● Middle East and Africa(GCC and rest of the Middle East and Africa)

Valuable Points from Higher Education ERP Systems Market Research Report 2022-2029:

● Significant changes in Higher Education ERP Systems Market dynamics. ● Reporting and assessment of accurate industry developments. ● A complete background analysis, which includes a valuation of the parental Higher Education ERP Systems Market. ● Current, Historical, and projected size of the Higher Education ERP Systems Market from the viewpoint of both value and volume. ● Higher Education ERP Systems Market segmentation according to Top Regions. ● Higher Education ERP Systems Market shares and strategies of key Manufacturers. ● Emerging Specific segments and regional for Higher Education ERP Systems Market. ● An objective valuation of the trajectory of the Market. ● Recommendations to Top Companies for reinforcement of their foothold in the market.

Reasons to Buy This Report:

● Identification of potential suppliers as well as partnerships in the report. ● Complete understanding of the global Higher Education ERP Systems market. ● The global Higher Education ERP Systems market research report studies the latest global market trends, up-to-date, and thorough competitive analysis, along with various other key features of the worldwide market. ● The potential future partners, suppliers, or affiliates have also skillfully been trained in the report. ● Plan mergers and acquisitions meritoriously by identifying Top Manufacturers. ● Recognize emerging players with potentially strong product portfolios and create effective counter-strategies to gain a competitive advantage. ● Classify potential new clients or partners in the target demographic. ● Develop tactical initiatives by understanding the focus areas of leading companies.

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Detailed TOC of Global Higher Education ERP Systems Market Research Report 2022 - Impact of COVID-19 on the Market

1 Higher Education ERP Systems Market Overview
1.1 Product Overview and Scope of Higher Education ERP Systems Market
1.2 Higher Education ERP Systems Market Segment by Type
1.2.1 Global Higher Education ERP Systems Market Sales and CAGR (%) Comparison by Type (2017-2029)
1.3 Global Higher Education ERP Systems Market Segment by Application
1.3.1 Higher Education ERP Systems Market Consumption (Sales) Comparison by Application (2017-2029)
1.4 Global Higher Education ERP Systems Market, Region Wise (2017-2029)
1.4.1 Global Higher Education ERP Systems Market Size (Revenue) and CAGR (%) Comparison by Region (2017-2029)
1.4.2 United States Higher Education ERP Systems Market Status and Prospect (2017-2029)
1.4.3 Europe Higher Education ERP Systems Market Status and Prospect (2017-2029)
1.4.4 China Higher Education ERP Systems Market Status and Prospect (2017-2029)
1.4.5 Japan Higher Education ERP Systems Market Status and Prospect (2017-2029)
1.4.6 India Higher Education ERP Systems Market Status and Prospect (2017-2029)
1.4.7 Southeast Asia Higher Education ERP Systems Market Status and Prospect (2017-2029)
1.4.8 Latin America Higher Education ERP Systems Market Status and Prospect (2017-2029)
1.4.9 Middle East and Africa Higher Education ERP Systems Market Status and Prospect (2017-2029)
1.5 Global Market Size (Revenue) of Higher Education ERP Systems (2017-2029)
1.5.1 Global Higher Education ERP Systems Market Revenue Status and Outlook (2017-2029)
1.5.2 Global Higher Education ERP Systems Market Sales Status and Outlook (2017-2029)
1.6 Influence of Regional Conflicts on the Higher Education ERP Systems Industry
1.7 Impact of Carbon Neutrality on the Higher Education ERP Systems Industry2 Higher Education ERP Systems Market Upstream and Downstream Analysis
2.1 Higher Education ERP Systems Industrial Chain Analysis
2.2 Key Raw Materials Suppliers and Price Analysis
2.3 Key Raw Materials Supply and Demand Analysis
2.4 Market Concentration Rate of Raw Materials
2.5 Manufacturing Process Analysis
2.6 Manufacturing Cost Structure Analysis
2.6.1 Labor Cost Analysis
2.6.2 Energy Costs Analysis
2.6.3 RandD Costs Analysis
2.7 Major Downstream Buyers of Higher Education ERP Systems Analysis
2.8 Impact of COVID-19 on the Industry Upstream and Downstream3 Players Profiles
3.1 Blackbaud, Inc.
3.1.1 Blackbaud, Inc. Basic Information, Manufacturing Base, Sales Area and Competitors
3.1.2 Product Profiles, Application and Specification
3.1.3 Higher Education ERP Systems Market Performance (2017-2022)
3.1.4 Business Overview
3.2 Epicor Software Corporation
3.2.1 Epicor Software Corporation Basic Information, Manufacturing Base, Sales Area and Competitors
3.2.2 Product Profiles, Application and Specification
3.2.3 Higher Education ERP Systems Market Performance (2017-2022)
3.2.4 Business Overview
3.3 Oracle Corporation
3.3.1 Oracle Corporation Basic Information, Manufacturing Base, Sales Area and Competitors
3.3.2 Product Profiles, Application and Specification
3.3.3 Higher Education ERP Systems Market Performance (2017-2022)
3.3.4 Business Overview
3.4 Ellucian
3.4.1 Ellucian Basic Information, Manufacturing Base, Sales Area and Competitors
3.4.2 Product Profiles, Application and Specification
3.4.3 Higher Education ERP Systems Market Performance (2017-2022)
3.4.4 Business Overview
3.5 Unit4 Software
3.5.1 Unit4 Software Basic Information, Manufacturing Base, Sales Area and Competitors
3.5.2 Product Profiles, Application and Specification
3.5.3 Higher Education ERP Systems Market Performance (2017-2022)
3.5.4 Business Overview
3.6 Dell Inc.
3.6.1 Dell Inc. Basic Information, Manufacturing Base, Sales Area and Competitors
3.6.2 Product Profiles, Application and Specification
3.6.3 Higher Education ERP Systems Market Performance (2017-2022)
3.6.4 Business Overview
3.7 Infor, Inc.
3.7.1 Infor, Inc. Basic Information, Manufacturing Base, Sales Area and Competitors
3.7.2 Product Profiles, Application and Specification
3.7.3 Higher Education ERP Systems Market Performance (2017-2022)
3.7.4 Business Overview
3.8 SAP AG
3.8.1 SAP AG Basic Information, Manufacturing Base, Sales Area and Competitors
3.8.2 Product Profiles, Application and Specification
3.8.3 Higher Education ERP Systems Market Performance (2017-2022)
3.8.4 Business Overview4 Global Higher Education ERP Systems Market Landscape by Player
4.1 Global Higher Education ERP Systems Sales and Share by Player (2017-2022)
4.2 Global Higher Education ERP Systems Revenue and Market Share by Player (2017-2022)
4.3 Global Higher Education ERP Systems Average Price by Player (2017-2022)
4.4 Global Higher Education ERP Systems Gross Margin by Player (2017-2022)
4.5 Higher Education ERP Systems Market Competitive Situation and Trends
4.5.1 Higher Education ERP Systems Market Concentration Rate
4.5.2 Higher Education ERP Systems Market Share of Top 3 and Top 6 Players
4.5.3 Mergers and Acquisitions, Expansion5 Global Higher Education ERP Systems Sales, Revenue, Price Trend by Type
5.1 Global Higher Education ERP Systems Sales and Market Share by Type (2017-2022)
5.2 Global Higher Education ERP Systems Revenue and Market Share by Type (2017-2022)
5.3 Global Higher Education ERP Systems Price by Type (2017-2022)
5.4 Global Higher Education ERP Systems Sales, Revenue and Growth Rate by Type (2017-2022)
5.4.1 Global Higher Education ERP Systems Sales, Revenue and Growth Rate of Cloud-Based (2017-2022)
5.4.2 Global Higher Education ERP Systems Sales, Revenue and Growth Rate of On-Premise (2017-2022)6 Global Higher Education ERP Systems Market Analysis by Application
6.1 Global Higher Education ERP Systems Consumption and Market Share by Application (2017-2022)
6.2 Global Higher Education ERP Systems Consumption Revenue and Market Share by Application (2017-2022)
6.3 Global Higher Education ERP Systems Consumption and Growth Rate by Application (2017-2022)
6.3.1 Global Higher Education ERP Systems Consumption and Growth Rate of Large Enterprises (2017-2022)
6.3.2 Global Higher Education ERP Systems Consumption and Growth Rate of Small and Medium-sized Enterprises (SMEs) (2017-2022)7 Global Higher Education ERP Systems Sales and Revenue Region Wise (2017-2022)
7.1 Global Higher Education ERP Systems Sales and Market Share, Region Wise (2017-2022)
7.2 Global Higher Education ERP Systems Revenue and Market Share, Region Wise (2017-2022)
7.3 Global Higher Education ERP Systems Sales, Revenue, Price and Gross Margin (2017-2022)
7.4 United States Higher Education ERP Systems Sales, Revenue, Price and Gross Margin (2017-2022)
7.4.1 United States Higher Education ERP Systems Market Under COVID-19
7.5 Europe Higher Education ERP Systems Sales, Revenue, Price and Gross Margin (2017-2022)
7.5.1 Europe Higher Education ERP Systems Market Under COVID-19
7.6 China Higher Education ERP Systems Sales, Revenue, Price and Gross Margin (2017-2022)
7.6.1 China Higher Education ERP Systems Market Under COVID-19
7.7 Japan Higher Education ERP Systems Sales, Revenue, Price and Gross Margin (2017-2022)
7.7.1 Japan Higher Education ERP Systems Market Under COVID-19
7.8 India Higher Education ERP Systems Sales, Revenue, Price and Gross Margin (2017-2022)
7.8.1 India Higher Education ERP Systems Market Under COVID-19
7.9 Southeast Asia Higher Education ERP Systems Sales, Revenue, Price and Gross Margin (2017-2022)
7.9.1 Southeast Asia Higher Education ERP Systems Market Under COVID-19
7.10 Latin America Higher Education ERP Systems Sales, Revenue, Price and Gross Margin (2017-2022)
7.10.1 Latin America Higher Education ERP Systems Market Under COVID-19
7.11 Middle East and Africa Higher Education ERP Systems Sales, Revenue, Price and Gross Margin (2017-2022)
7.11.1 Middle East and Africa Higher Education ERP Systems Market Under COVID-198 Global Higher Education ERP Systems Market Forecast (2022-2029)
8.1 Global Higher Education ERP Systems Sales, Revenue Forecast (2022-2029)
8.1.1 Global Higher Education ERP Systems Sales and Growth Rate Forecast (2022-2029)
8.1.2 Global Higher Education ERP Systems Revenue and Growth Rate Forecast (2022-2029)
8.1.3 Global Higher Education ERP Systems Price and Trend Forecast (2022-2029)
8.2 Global Higher Education ERP Systems Sales and Revenue Forecast, Region Wise (2022-2029)
8.2.1 United States Higher Education ERP Systems Sales and Revenue Forecast (2022-2029)
8.2.2 Europe Higher Education ERP Systems Sales and Revenue Forecast (2022-2029)
8.2.3 China Higher Education ERP Systems Sales and Revenue Forecast (2022-2029)
8.2.4 Japan Higher Education ERP Systems Sales and Revenue Forecast (2022-2029)
8.2.5 India Higher Education ERP Systems Sales and Revenue Forecast (2022-2029)
8.2.6 Southeast Asia Higher Education ERP Systems Sales and Revenue Forecast (2022-2029)
8.2.7 Latin America Higher Education ERP Systems Sales and Revenue Forecast (2022-2029)
8.2.8 Middle East and Africa Higher Education ERP Systems Sales and Revenue Forecast (2022-2029)
8.3 Global Higher Education ERP Systems Sales, Revenue and Price Forecast by Type (2022-2029)
8.3.1 Global Higher Education ERP Systems Revenue and Growth Rate of Cloud-Based (2022-2029)
8.3.2 Global Higher Education ERP Systems Revenue and Growth Rate of On-Premise (2022-2029)
8.4 Global Higher Education ERP Systems Consumption Forecast by Application (2022-2029)
8.4.1 Global Higher Education ERP Systems Consumption Value and Growth Rate of Large Enterprises (2022-2029)
8.4.2 Global Higher Education ERP Systems Consumption Value and Growth Rate of Small and Medium-sized Enterprises (SMEs) (2022-2029)
8.5 Higher Education ERP Systems Market Forecast Under COVID-199 Industry Outlook
9.1 Higher Education ERP Systems Market Drivers Analysis
9.2 Higher Education ERP Systems Market Restraints and Challenges
9.3 Higher Education ERP Systems Market Opportunities Analysis
9.4 Emerging Market Trends
9.5 Higher Education ERP Systems Industry Technology Status and Trends
9.6 News of Product Release
9.7 Consumer Preference Analysis
9.8 Higher Education ERP Systems Industry Development Trends under COVID-19 Outbreak
9.8.1 Global COVID-19 Status Overview
9.8.2 Influence of COVID-19 Outbreak on Higher Education ERP Systems Industry Development10 Research Findings and Conclusion11 Appendix
11.1 Methodology
11.2 Research Data Source
 

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Tue, 11 Oct 2022 19:48:00 -0500 en-US text/html https://www.marketwatch.com/press-release/higher-education-erp-systems-market-global-industry-overview-sales-revenue-demand-and-analysis-forecast-by-2029-2022-10-12
Killexams : Zayed University and Oracle to collaborate on education innovation

DUBAI, 13th October, 2022 (WAM) -- Zayed University and Oracle today signed a Memorandum of Understanding (MoU) at GITEX Global 2022 to expand their partnership into innovative new technologies. This builds on Zayed University and Oracle's existing 15-year partnership.

As part of the new agreement, Oracle will support Zayed University on its digital transformation strategy in the areas of artificial intelligence, machine learning, blockchain & data science, conduct workshops and training for ZU employees, review the university's existing technology architecture and provide access to subject-matter experts as required.

Speaking on the occasion, Nadia Obaid AlQabanji, Director of Zayed University's Information Technology Department, said, "Oracle and Zayed University have a strong relationship and shared ambition to provide students with access to world-leading technologies in the digital learning space. Technology is at the heart of an innovation revolution which has been taking place in the higher education space and Zayed University is determined to remain ahead of the curve.

"The possibilities provided by artificial intelligence, machine learning, blockchain and data science in the education sector are potentially transformational. Expanding this agreement with Oracle ensures that Zayed University's students and faculty will benefit from best-in-class infrastructure, services and software as we continue to roll out our exciting new strategy."

In line with the new strategy, this collaboration with Oracle will increase Zayed University student's employment prospects when they graduate, as they will be equipped with the skills needed to thrive in the technology-driven jobs of the future.

"Our agreement with Zayed University is intended to enhance digital literacy in the UAE's educational space. By enabling students and educators with advanced technology resources and training programs, we aim to strengthen their knowledge, expertise and adaptability to build talent readiness for the digital economy," said Cherian Varghese, Senior Vice President, Technology - Middle East, Africa, Turkey and Levant, Oracle.

The MoU was signed by Sherif Mousa, Acting Chief Administration and Financial Officer from Zayed University, and Varghese from Oracle.

Wed, 12 Oct 2022 20:15:00 -0500 en-AE text/html https://www.msn.com/en-ae/news/other/zayed-university-and-oracle-to-collaborate-on-education-innovation/ar-AA12UAdk
Killexams : Suit challenges implementation of Disabilities Education Act

FAIRFAX, Va. (AP) — A class-action suit filed on Wednesday challenges Virginia’s implementation of the Individuals with Disabilities Education Act.

The suit filed in the U.S. District Court for the Eastern District of Virginia asserts that when parents challenge school plans for how to educate their children, hearing officers rarely side with parents, The Richmond TimesDispatch reports.

The federal law details early invention, special education and other services that must be provided to eligible children and youth with disabilities to ensure they receive a proper education.

Parents who question services offered for their child can file a complaint and go before a judge, but the suit asserts that about two-thirds of hearing officers have never ruled in parents’ favor in the last 20 years.

The suit was filed by Trevor and Vivian Chaplick, the parents of a Fairfax County Public Schools student and founders of Hear Our Voices Inc., an advocacy organization for people with disabilities. It names the Fairfax County School Board and division Superintendent Michelle Reid, the Virginia Department of Education and state Superintendent of Public Instruction Jillian Balow.

The Chaplicks wanted their son, who “has faced significant challenges in his life including Autism, Attention Deficit Hyperactivity Disorder" and other disabilities, according to the suit, to be placed in a residential education facility, but the district rejected the idea that he needed to leave the division.

Despite a warning from a school system social worker that “they should not bother (with the case) because they ‘would lose,’” the Chaplicks went ahead with a due-process hearing. Their son was placed at a residential educational facility, but the school division doesn’t pay the facility costs, according to his parents.

The Chaplicks began investigating the state Department of Education, which Trevor Chaplick said hires, certifies, trains and pays the hearing officers annually, creating a temptation for the officers to rule in favor of the schools. He wants the state to create an independent commission without an economic interest in hearing outcomes.

The plaintiffs seek a declaration that the hearing officer system “deprives families of procedural due process," the complaint states. They also want the department to be found out of compliance with the federal law.

A spokesperson for the state Department of Education and a spokesperson for Fairfax County schools didn't immediately respond to the newspaper's requests for comment.

Thu, 22 Sep 2022 04:31:00 -0500 en-US text/html https://www.msn.com/en-us/news/us/suit-challenges-implementation-of-disabilities-education-act/ar-AA1288Zo
Killexams : Suit Challenges Implementation of Disabilities Education Act

A class-action suit filed on Wednesday challenges Virginia’s implementation of the Individuals with Disabilities Education Act.

The suit filed in the U.S. District Court for the Eastern District of Virginia asserts that when parents challenge school plans for how to educate their children, hearing officers rarely side with parents, The Richmond Times Dispatch reports.

The federal law details early invention, special education and other services that must be provided to eligible children and youth with disabilities to ensure they receive a proper education.

Parents who question services offered for their child can file a complaint and go before a judge, but the suit asserts that about two-thirds of hearing officers have never ruled in parents’ favor in the last 20 years.

The suit was filed by Trevor and Vivian Chaplick, the parents of a Fairfax County Public Schools student and founders of Hear Our Voices Inc., an advocacy organization for people with disabilities. It names the Fairfax County School Board and division Superintendent Michelle Reid, the Virginia Department of Education and state Superintendent of Public Instruction Jillian Balow.

The Chaplicks wanted their son, who “has faced significant challenges in his life including Autism, Attention Deficit Hyperactivity Disorder" and other disabilities, according to the suit, to be placed in a residential education facility, but the district rejected the idea that he needed to leave the division.

Despite a warning from a school system social worker that “they should not bother (with the case) because they ‘would lose,’” the Chaplicks went ahead with a due-process hearing. Their son was placed at a residential educational facility, but the school division doesn’t pay the facility costs, according to his parents.

Local

Washington, D.C., Maryland and Virginia local news, events and information

The Chaplicks began investigating the state Department of Education, which Trevor Chaplick said hires, certifies, trains and pays the hearing officers annually, creating a temptation for the officers to rule in favor of the schools. He wants the state to create an independent commission without an economic interest in hearing outcomes.

The plaintiffs seek a declaration that the hearing officer system “deprives families of procedural due process," the complaint states. They also want the department to be found out of compliance with the federal law.

A spokesperson for the state Department of Education and a spokesperson for Fairfax County schools didn't immediately respond to the newspaper's requests for comment.

Thu, 22 Sep 2022 15:36:00 -0500 en-US text/html https://www.nbcwashington.com/news/local/suit-challenges-implementation-of-disabilities-education-act/3163745/
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