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Distance education is a mode of teaching that enables students who are not able to enrol fulltime at a university due to a shortage of time, physical access or financial abilities, to study in their own environment and at their own pace. Only one university in South Africa offers Physical Education as a comprehensive module in the distance education mode. The aim of this study was thus to investigate education students' and lecturers' positive and negative experiences of the effectiveness of Physical Education teacher training in distance education mode at a university in South Africa. Underpinned by Moore's Theory of Transactional Distance (TTD) (1983), data were collected by means of semi-structured, individual interviews with four lecturers and open-ended questionnaires with 17 students in a Physical Education distance education module. The five themes that emanated from the data analysis, were: interaction between students and lecturers; competence, passion and enthusiasm to teach Physical Education; obstacles with regard to Physical Education in distance learning; experiences with regard to practical training in Physical Education; and the content of the Physical Education program and students' perceptions of Physical Education. From the findings of positive and negative experiences of Physical Education in distance education mode, recommendations are made for Physical Education teacher training in distance education mode, for example, additional face-to-face contact opportunities, additional technological training, the enhanced use of student-interaction functions in learning management systems and sufficient management and administration systems at universities. [For the complete Volume 20 proceedings, see ED622631.]

In recent years, there have been intensifying cyber risks and volumes of cyber incidents prompting a significant shift in the cyber threat landscape. Both nation-state and non-state actors are increasingly resolute and innovative in their techniques and operations globally. These intensifying cyber risks and incidents suggest that cyber capability is inversely proportional to cyber risks, threats and attacks. Therefore, this confirms an emergent and critical need to adopt and invest in intelligence strategies, predominantly cyber counterintelligence (CCI), which is a multi-disciplinary and proactive measure to mitigate risks and counter cyber threats and cyber-attacks. Concurrent with the adoption of CCI is an appreciation that requisite job roles must be defined and developed. Notwithstanding the traction that CCI is gaining, we found no work on a clear categorisation for the CCI job roles in the academic or industry literature surveyed. Furthermore, from a cybersecurity perspective, it is unclear which job roles constitute the CCI field. This paper stems from and expands on the authors' prior research on developing a CCI Competence Framework. The proposed CCI Competence Framework consists of four critical elements deemed essential for CCI workforce development. In order of progression, the Framework's elements are: CCI Dimensions (passive-defensive, active-defensive, passive-offensive, active-offensive), CCI Functional Areas (detection, deterrence, deception, neutralisation), CCI Job Roles (associated with each respective Functional Area), and Tasks and Competences (allocated to each job role). Pivoting on prior research on CCI Dimensions and CCI Functional Areas, this paper advances a proposition on associated Job Roles in a manner that is both intelligible and categorised. To this end, the paper advances a five-step process that evaluates and examines Counterintelligence and Cybersecurity Job Roles and functions to derive a combination of new or existing Job Roles required for the CCI workforce/professionals. Although there are several cybersecurity frameworks for workforce development, establishing the CCI Job Roles is specifically based on the expression of the Job Roles defined in the National Initiative for Cybersecurity Education (NICE) Cybersecurity Workforce Framework. [ABSTRACT FROM AUTHOR]

Small, medium, and micro enterprises (SMMEs) are obliged to adopt digital technologies to render services to their clients and remain competitive. The COVID-19 global crisis has accelerated the cyberfication of systems and services. The move to digital platforms has afforded SMMEs opportunities to offer their services to a broader geographical area. However, this has also presented opportunities for cybercriminals to invade the digital infrastructure. Adopting digital transformation has put SMMEs in a vulnerable position since they need to manage their cybersecurity while lacking the necessary skills and ICT infrastructure. The inability of SMMEs to defend themselves against cyberattacks compels them to outsource their security needs to external security service providers. These external security service providers offer security services based on a hierarchical operating model. Essential security services are offered at a lower level. If the paying clients require advanced security services, they may be provided as an add-on to the contractual agreement resulting in additional cost. This paper explores the active cyber defence (ACD) approach to enhance cybersecurity defence while minimising service costs. Therefore, the primary objective and outcome of this paper are to identify some of the essential drivers that will contribute towards developing the active cyber defence framework for SMMEs in developing countries. For purposes of clarity, essential drivers are the gaps highlighted during the literature review and will be referred to as "essential drivers" throughout the paper. The essential drivers, together with suggested recommendations, will be consolidated. The essential drivers were drawn from existing literature by going through peer-reviewed academic papers and company whitepapers. To achieve the primary objective, we need to establish whether SMMEs are utilising the services of external security service providers. The external security service providers will be referred to as "Security Operation Centre - SOC as a service" throughout the paper. The secondary objective of this paper is to determine whether SMMEs are utilising the SOC as a service and if they do, whether they realise value for money. [ABSTRACT FROM AUTHOR]