MINISTRY OF HIGHER EDUCATION, OMAN COLLEGES OF APPLIED SCIENCES STRATEGIC PLAN-PHASE

Size: px
Start display at page:

Download "MINISTRY OF HIGHER EDUCATION, OMAN COLLEGES OF APPLIED SCIENCES STRATEGIC PLAN-PHASE 2 2015-2019"

Transcription

1 MINISTRY OF HIGHER EDUCATION, OMAN COLLEGES OF APPLIED SCIENCES STRATEGIC PLAN-PHASE Vision CAS aspires to gain national recognition as an applied sciences hub, providing practical and innovative solutions for the ever-changing local and national needs. Mission The Mission of the CAS is the provision of targeted programs that produce graduates responsive to the changing needs of the labour market, supportive to the national plans by contributing to the achievement of sustainable development. Values In its overall performance CAS is committed to the following core values: Professionalism: CAS combines knowledge and skills with competency, honesty, accountability, responsibility and ethical behaviour Transparency: CAS acts in all matters with integrity, openness and fairness. 1

2 Loyalty: CAS instils in its students, faculty and staff the value of being committed to the advancement and well-being of the nation. Recognition of Creativity: CAS is committed to the pursuit of inquiry, discovery and creation and dissemination of knowledge. Partnership: CAS collaborates and engages with other educational institutions, students, the industry and the community at large for applying knowledge to the well-being of the nation. Service orientation: CAS adopts the highest standards of services and effectively and efficiently manage its resources. 2

3 STRATEGIC GOALS- RATIONALE STRATEGIC GOAL 1: ENHANCE GOVERNANCE AND MANAGEMENT EFFECTIVENESS The governance and management structures are to be reviewed to enable CAS to continuously improve its provision, be responsive to the socioeconomic changes in the country and globally, and to manage its affairs with accountability and effectiveness. STRATEGIC GOAL 2: SECURE SUSTAINABLE FUNDING RESOURCES The core funding of the CAS should continue to be provided by the Government. Nevertheless, CAS should make concerted efforts to diversify their funding base through the valorisation of their resources and introduction of initiatives such as entrepreneurial activities, and fee-paying services. STRATEGIC GOAL 3: ATTAIN QUALITY TEACHING AND LEARNING CAS programmes are to be accredited, continually reviewed and strategically adjusted to the job market needs. From admission to delivery methods and assessment tools, CAS should ensure the systematic implementation of state-of-the-art approaches and processes across disciplines and programmes. In addition to core technical competencies, student must acquire a set of generic or employability skills that enhance and underpin their professional abilities. STRATEGIC GOAL 4: ENHANCE ATTRACTION AND RETENTION of Students As enrolment and success in quality higher education of a large proportion of the population is critical to socio-economic development of the Sultanate, HEIs, including CAS, should strive for a 50% rate of participation of the year cohort by 2030, as well as increased rates of retention of capable students in continuing education in a life-long learning model. STRATEGIC GOAL 5: ENHANCE INDUSTRY AND COMMUNITY ENGAGEMENT CAS should be an integral part of their local communities through continued dialogue and the two-way flow of ideas and cooperation. The CAS should be attentive to the needs of local businesses and help them improve their situations. 3

4 STRATEGIC GOAL 6: NURTURE GRADUATE IDENTITY Besides expanding the graduates knowledge and developing their entrepreneurial skills, a balanced higher education experience should aim at promoting responsible citizens with broader perspectives and appreciation of human values, able to translate national and universal commitment to actions useful to the country, humanity, and workplace. 4

5 STRATEGIC GOALS- OBJECTIVES STRATEGIC GOAL 1: ENHANCE GOVERNANCE AND MANAGEMENT EFFECTIVENESS 1.1. Align the structures with the mission, vision and values 1.2. Develop, implement and review policies and procedures 1.3. Implement an effective human resources development policy 1.4. Optimise facilities and infrastructure utilisation STRATEGIC GOAL 2: SECURE SUSTAINABLE FUNDING RESOURCES 2.1. Diversify funding resources 2.2. Increase Efficiency of CAS Facilities and Services Management 5

6 STRATEGIC GOAL 3: ATTAIN QUALITY TEACHING AND LEARNING 3.1. Develop, deliver and maintain quality programs 3.2. Develop effective assessment mechanisms 3.3. Ensure the quality of faculty members 3.4. Raise staff morale and enhance retention 3.5. Achieve Program Accreditation 3.6. Achieve International Standards STRATEGIC GOAL 4: ENHANCE ATTRACTION AND RETENTION OF STUDENTS 4.1. Attract capable students 4.2. Promote the CAS brand 4.3. Optimise graduate employability 4.4. Enhance student support services STRATEGIC GOAL 5: ENHANCE INDUSTRY AND COMMUNITY ENGAGEMENT 5.1. Enhance engagement with business and industry 5.2. Enhance engagement with the community 5.3. Enhance partnerships with other HEIs 6

7 STRATEGIC GOAL 6: NURTURE GRADUATE IDENTITY 6.1. Instil national identity and pride 6.2. Nurture institutional and national loyalty and universal values 6.3. Enhance work ethics 7

8 1. STRATEGIC GOAL 1: ENHANCE GOVERNANCE AND MANAGEMENT EFFECTIVENESS 1.1. Align the structures with the mission, vision and values Revise role and performance of the governing body Review role and responsibilities of management structures Develop effective systems to evaluate performance Develop and implement operational and action plans Establish an effective communication system KEY PEFORMANCE INDICATORS 1.1.1(A). Evaluation criteria and procedures are developed 1.1.1(B). A formal evaluation of the governing body is conducted 1.1.1(C). Results are analysed and publicized (A). Evaluation criteria and procedures are developed 1.1.2(B). Job specifications and responsibilities are developed- reviewed 1.1.3(A). Working teams are established 1.1.3(B). Metrics for each position are developed 1.1.3(C). Procedures for performance evaluation are developed (A). CAS operational plan is developed 1.1.4(B). College/Department-level action plans are developed (C). Implementation results are reported (A). Communication policy and procedures are developed (B). Flow of information mechanism is clearly defined and communicated 1.1.5(C). Feedback system is established 1.1.5(D). Satisfaction is measured and reported 8

9 1.2. Develop, implement and review policies and procedures Develop a policy management framework Review, update and monitor policies and procedures KEY PEFORMANCE INDICATORS 1.2.1(A). A management policy and procedures are developed 1.2.1(B). A policies manual is published and communicated (A). Monitoring and review procedures are developed (B). Policies and procedures are monitored, evaluated and reviewed periodically Develop, implement and monitor new policies and procedures 1.2.3(A). Need Analysis for new policies is conducted on a regular basis 1.2.3(B). New Policies and procedures are developed 1.3. Implement an effective human resources development policy Review and apply Job descriptions Develop and adopt a transparent performance appraisal system Develop and adopt an Excellence KEY PEFORMANCE INDICATORS 1.3.1(A). Job descriptions are clearly reviewed and applied (B). Job descriptions alignment with job requirements is ensured 1.3.3(C). Job descriptions are communicated 1.3.2(A). A transparent performance appraisal system is developed 1.3.2(B). All staff are aware of the appraisal criteria and contents 1.3.2(C). Appraisals are communicated to staff and used for improvement 1.3.2(D). An appeal system is adopted (A). Fair and effective staff reward system is developed and adopted 9

10 Reward system Develop and implement professional development plan and policy 1.3.3(B). Reward criteria are clearly specified and made available to all staff 1.3.4(A). Professional development plan and policy is developed and adopted 1.3.4(B). An adequate budget for staff development is allocated (C). Professional development programs are linked to job descriptions 1.4. Optimise facilities and infrastructure utilisation Align infrastructure with needs Ensure multiple uses of facilities and infrastructure KEY PEFORMANCE INDICATORS 1.4.1(A). Needs are identified 1.4.1(B). Suitable facilities and infrastructure are provided 1.4.2(A). Inventory of multiple uses of facilities and infrastructure is conducted Ensure maintainability and sustainability of facilities 1.4.2(B). Plan for maximum utilisation of facilities and infrastructure is developed (A). Plans for facilities maintainability and sustainability are developed 1.4.3(B). Safety and security are maintained Improve facilities management (A). Policies and procedures for facilities management are developed Ensure efficiency of facilities in design and operation 1.4.5(A). A plan for using resources in a cost-effective way is drawn 1.4.5(B). A plan for the efficient operation of facilities is put in place Enhance general support services (C). A mechanism for measuring efficiency of facilities in design and operation is developed 1.4.6(A). A plan for efficient management of general support services is developed 10

11 1.4.6(B). Utilisation rates are collected and analysed 1.4.6(C). Satisfaction is measured 11

12 2. STRATEGIC GOAL 2: SECURE SUSTAINABLE FUNDING RESOURCES 2.1. Diversify funding resources Develop regulations for fund diversification 2.1.1(A). A proposal for fund diversification regulations is drafted 2.1.1(B) Policies and procedures to manage generated funds are developed 2.1.1(C) A proper management system of fund diversification is put in place Initiate fee-paying postgraduate studies Initiate fee-paying admission for international students 2.1.2(A). Fee-paying postgraduate programs are introduced (B). Appropriate resources are made available (A) A policy and procedures are developed 2.1.3(B) Fee-paying admission for international students is activated Develop continuing education programs for community and industry (A). A unit to run continuing education programs is set (B). Continuing education programs are designed and implemented 2.1.4(C). Participants from various community sectors are admitted Develop fee-paying consultancy services for local business and industry 12

13 2.1.5(A). A bylaw for consultancy is passed (B). A consultancy centre is set up (C). Consultancy services for local business and industry are initiated Initiate other relevant fund-generating activities (A). A plan for introducing other fund generating activities is drawn (C). Various fund-generating activities are carried out Rent CAS facilities 2.1.7(A). Facilities database is made available to the communities and updated regularly (B). An increasing number of community requests to use the facilities (C). Increasing revenues from the use of the facilities and properties Initiate incubation (creative technology) centres (A). Creative technology centres are set-up (B). Industry cooperation is sustained (C). A number of graduates and students are involved (D). Products are created and marketed (E). Graduates initiate their own businesses 2.2. Increase Efficiency of CAS Facilities and Services Management Outsource ancillary services (A). Ancillary services are identified (B). Ancillary Services announced for Tenders 13

14 Develop financial reporting mechanisms (C) A number of ancillary services are outsourced (A). Policy and procedures are developed (B). Budget planning and expenditure monitoring training is conducted for the departments Plan, implement and monitor resource allocation (C). Annual budgets for all departments are set (A). Criteria for resource allocation are developed (B). Implementation of resource allocations based on priorities Plan, implement and monitor fundgenerating activities (C). A monitoring mechanism is in place (A). Inventory all the possible fund generating activities in the colleges (B). Evaluate effectiveness of the fund generating activities against set objectives 14

15 3. STRATEGIC GOAL 3: ATTAIN QUALITY TEACHING AND LEARNING 3.1. Develop, deliver and maintain quality programs Align course learning outcomes with graduate attributes (A). Specific course learning outcomes are mapped with the Graduates Attributes (B). Learning outcomes and graduate attributes for all courses and programs are developed and regularly reviewed Establish a program development and review system Incorporate generic skills in programs 3.1.2(A). Policy and Procedures are established 3.1.2(B). Academic departments are made aware of the procedures 3.1.2(C). Proposals submitted for approvals 3.1.3(A). Generic skills for all programs are identified 3.1.3(B). Course materials are reviewed to accommodate Generic skills 3.1.3(C). Delivery and assessment methods are modified to integrate generic skills Adjust programs outputs to market needs Align programs with national goals and priorities 3.1.4(A). Market needs are identified 3.1.4(B). Programs are reviewed and needs are incorporated 3.1.4(C). Graduate employability is indexed 3.1.4(D). Stakeholder feedback is collected and analysed 3.1.5(A). National goals and priorities are communicated to CAS 15

16 3.1.5(B). A taskforce is set and programs are aligned with these goals and priorities Benchmark programs against similar institutions Nurture research and scholarly skills in graduates 3.1.5(C). Taskforce reports are submitted and analysed 3.1.6(A). Benchmarking partners are identified (B). Joint teams with benchmarking partners are set 3.1.6(C). Benchmarking areas are identified 3.1.6(D). Benchmarking conducted and results analysed 3.1.7(A). Research and scholarly skills are outlined 3.1.7(B). An introductory course for these skills is set as a general requirement Adopt a student-centred learning approach Appropriate balance between theoretical and practical skills in curriculum 3.1.7(C). Best Practices in scholarly work and research are documented and communicated to graduates 3.1.7(D). Student research groups are created (A). Student Learning Groups are created (B). Projects as key learning and assessment tools are recognised 3.1.8(C). Faculty made aware (A). Practical aspects of the curriculum are identified and incorporated in the course outline (B). Assessment components are reviewed to integrate practical projects (C). Resources/facilities are provided (B). Learning outcomes are incorporated in each course outline (C). Review reports are submitted 16

17 3.2. Develop effective assessment mechanisms Incorporate various skills and abilities in assessment Align assessment with learning outcomes 3.2.1(A). Skills and Abilities are identified 3.2.1(B). Assessment mechanism is reviewed to ensure that various skills of graduates are measured 3.2.2(A). Assessment policy and procedures are developed 3.2.2(B). Assessment Centre or unit is established 3.2.2(C). A mechanism for aligning assessment and learning outcomes is established 3.2.2(D). Verification of the coverage of learning outcomes in all assessment tools is carried out Develop, implement and review a variety of assessment tools Ensure/Adopt effective, transparent marking procedures/mechanisms 3.2.3(A). Inventory of assessment tools conducted 3.2.3(B). The program assessment committee ascertains the use of a variety of assessment tools 3.2.4(A). Standard marking policy and procedures are developed 3.2.3(B). Faculty trained in marking rubrics 3.2.3(C). Assessment rubrics are incorporated in the course outline 3.2.4(D). Student academic grades appeal policy and procedures are clearly communicated Develop and enforce safe and secure examination procedures 3.2.5(A). The Examination procedures are established 3.2.5(B). New procedures are adapted by the examination committee 3.2.6(B). Joint committees are established 3.2.6(D). Results are reported and analysed 17

18 3.3. Ensure the quality of faculty members Set and implement recruitment criteria 3.3.1(A). Recruitment policy and procedures are developed Develop and adopt strategies to improve faculty performance 3.3.1(B). Recruitment criteria and procedures are publicised 3.3.1(C). Selected faculty meet criteria 3.3.2(A). Faculty appraisal policy and procedures are developed 3.3.2(B). Feedback reports are communicated to faculty 3.3.2(C). Faculty performance improvement plans are negotiated 3.3.2(D). Research is adopted in staff recruitment, promotion and retention Develop professional development plans 3.3.3(A). Professional development policy and procedures are set 3.3.3(B). Jobs needs analysis is conducted and needs identified Adopt an effective promotion and incentives system 3.3.4(A). Promotion policy and procedures are adopted 3.3.4(B). Clear and transparent incentives criteria are clearly specified 3.4. Raise staff morale and enhance attraction and retention Develop and implement a transparent recognition system Develop and implement an effective workload policy Develop and implement an effective faculty grievance policy Incorporate faculty feedback in decisionmaking process 3.4.1(A). Clear and transparent recognition and award policy is set 3.4.2(A). A Workload policy is developed and communicated 3.4.3(A). Grievance policy and procedures are developed and communicated 3.4.4(A). Feedback channels are developed 3.4.4(B). Faculty feedback is analysed and results reported 18

19 3.5. Achieve Program Accreditation Establish a Quality Assurance system 3.5.1(A). Quality Assurance is integrated into CAS organisational structure 3.5.1(B). Quality Assurance policy and procedures are developed 3.5.1(C). QA reports are submitted regularly Align institutions and programs with OAAA standards and criteria 3.5.2(A). OAAA program standards and criteria are communicated to all stakeholders 3.5.2(B). Applicable criteria are identified 3.5.2(C). Training on OAAA standards and criteria is conducted for faculty and staff Plan regular reviews for programs 3.5.3(A). A policy and procedures for program review are developed 3.5.3(B). A database for internal and external reviewers is created 3.5.3(C). A schedule for program review is set 3.6. Achieve International Standards Benchmark program standards against international programs 3.6.1(A). A database of international higher education institutions offering similar programs is created 3.6.1(B). Joint benchmarking committees are set Admit international students in CAS 3.6.2(A). Existing regulations are revised 3.6.2(B). Admission criteria are updated and publicised 3.6.2(C). An International Students Department is added to ARC 19

20 4. STRATEGIC GOAL 4: ENHANCE ATTRACTION AND RETENTION OF STUDENTS 4.1. Attract capable students Review entry standards 4.1.1(A). A review committee is set 4.1.1(B). CAS entry standards are reviewed Evaluate new entry standards 4.1.2(A). Evaluation mechanism is established (4.2.1(B). Standards are disseminated 4.1.2(C). Findings are analysed and reported Align Foundation Program with National Standards National(NFP) 4.1.3(A). CAS foundation programs are kept in line with NFP standards 4.2. Market the CAS brand Plan and execute a marketing campaign 4.2.1(A). A logo for CAS is designed 4.2.1(B). Marketing Committee is established 4.2.1(C). Marketing campaign is launched through appropriate media 4.2.1(D). Campaign feedback is reported and analysed Develop and regularly update CAS website Publish policy manuals and marketing brochures, etc (A). A team designing CAS website is formed 4.2.2(B). A website is developed 4.2.3(A). A CAS policy manual is designed and published 4.2.3(B). Marketing brochures are designed and published Establish CAS Alumni network 4.2.4(A). Alumni policy and procedures are developed 20

21 4.2.4(B). Alumni association is established 4.2.4(C). Database developed and updated Set a plan for guest speakers 4.2.5(A). A policy and procedures for guest speakers is developed 4.2.5(B). A plan for speakers is set 4.3. Enhance graduate employability Organise and take part in job fairs (A). An annual plan for job fairs is developed (B). Job fairs are organised 4.3.1(C). Local and regional job fairs are identified and attended (D). Data collected and analysed Develop and adopt a policy for internship gap year Adopt and take part in international student exchange programs Establish a work placement program with public and private employers (A). A policy and procedures for internship gap year are developed (B). An annual plan for internship gap year is set (C). Potential training companies are identified and contacted (A). A policy and procedures for international exchange programs are developed (B). A central body for student exchange is established 4.3.3(C). An officer in charge of student exchange program is appointed in each college (D). MoUs with international partners are signed (A). A work placement policy and procedures are developed (B). Public and private employers are identified (C). A plan for work placement is developed and executed (D). Feedback from employers is collected and analysed 21

22 4.4. Enhance student support services Establish a graduate tracking system 4.4.1(A). A policy and procedures for graduate tracking are developed 4.4.1(B). A body in charge is identified Enhance the effectiveness of the academic advising system Establish and maintain student welfare services Provide financial support opportunities Benchmark student services against other HEIs 4.4.1(C). Annual graduate statistics are reported 4.4.2(A). A policy and procedures for academic advising are developed 4.4.2(B). Academic advisors are trained 4.4.2(C). Guidelines and procedures are communicated to students 4.4.2(D). Feedback and statistics on academic advising effectiveness are collected and analysed 4.4.3(A). A student counsel/medical/social unit is set 4.4.3(B). Welfare staff are appointed 4.4.3(C). Feedback is collected and analysed 4.4.4(A). The current legal framework is revised 4.4.4(B). A policy and procedures for financial support are developed 4.4.4(C). Student employment areas are identified 4.4.5(A). Benchmarking partners are identified 4.4.5(B). A Joint committee is established 22

23 5. STRATEGIC GOAL 5: ENHANCE COMMUNITY ENGAGEMENT 5.1. Enhance engagement with business and Industries Establish, implement and monitor a professorship of practice program 5.1.1(A). CAS interest in industry participation is communicated 5.1.1(B). A strategy for selecting industry lecturers is developed 5.1.1(C). An induction program for industry professionals is developed 5.1.1(D). Performance is monitored and evaluated Enhance student entrepreneurial skills 5.1.2(A). Entrepreneurial skills are identified and incorporated in the curriculum Activate a web-based job vacancy service Encourage researcher mobility (open access both ways) 5.1.2(B). Student projects on entrepreneurial skills are presented and evaluated (C) Incubation centres are established 5.1.3(A). An interactive site for students to apply is developed 5.1.3(B). Jobs are uploaded on CAS site 5.1.4(A). Academic-Industrial body is established 5.1.4(B). Resources in CAS and industries are identified 5.1.4(C). Joint contracts are prepared Establish a consultancy framework 5.1.5(A). A consultancy bylaw is passed Offer professional short courses aligned with industry and business needs 5.1.5(B). Consultancy areas are identified 5.1.5(C). Consultancy proposals are drafted and promoted 5.1.6(A). Training centres in CAS are set and publicised (B). Resources are assessed and allocated 5.1.6(C). Industry-oriented courses are designed and promoted 23

24 5.2. Enhance engagement with the community Initiate cooperation programs with NGOs Offer lifelong learning courses aligned with community needs 5.2.1(A). NGO liaison mechanism is set 5.2.1(B). Cooperation areas are identified 5.2.1(C). A cooperation program is developed, marketed, implemented and evaluated 5.2.2(A). Community needs are identified 5.2.2(B). Resources are allocated 5.2.2(C). Courses are developed and advertised 5.2.2(D). Course schedule is developed and coordinated Establish Cultural Action Bureau 5.2.3(A). An annual program of activities is developed and promoted 5.2.3(B). A schedule of community-oriented programs is implemented Provide facilities for community use 5.2.4(A). An inventory of CAS facilities is made 5.2.4(B). CAS facilities are promoted to local communities Establish a platform for Action Research 5.2.5(A). Action Research Committee is established 5.2.5(B). Resources are identified and allocated 5.2.5(C). Faculty are encouraged to engage in action research 24

25 5.3. Enhance partnerships with other HEIs Establish twinning programs (Check with HE) Establish an external examiner system 5.3.1(A). Policy and procedures are developed 5.3.1(B). Twinning partners are identified 5.3.1(C). Twinning agreements are concluded 5.3.2(A). Policy and procedures are developed 5.3.2(B). Database for external examiners is created 5.3.2(C). A schedule for external examination is set Encourage hosting joint events 5.3.3(A). A plan for joint events is drawn Implement and monitor visiting professorship system 5.3.3(B). Joint resources are allocated 5.3.3(C). Feedback is reported and analysed 5.3.4(A). A policy and procedures are developed 5.3.4(B). Vacancies for visiting professors are advertised 5.3.4(C). Feedback is reported and analysed 25

26 6. STRATEGIC GOAL 6: NURTURE GRADUATE IDENTITY 6.1. Instil National identity and pride Incorporate cultural values and heritage in the curriculum Extracurricular activities and cultral values 6.1.1(A). A Cultural Bureau is established 6.1.1(B). Cultural modules are added to the curriculum 6.1.1(C). A schedule for cultural activities is set 6.2. Nurture institutional and national loyalty and universal values Nurture civic spirit 6.2.1(A). A civics awareness campaign is launched 6.2.1(B). A plan for community service is set 6.2.1(C). Community service is incorporated in the reward system Incorporate environmental preservation in the curriculum Disseminate the tolerance and mutual acceptance culture Inculcate international culture/identity in the graduates 6.2.2(A). Ecological projects start in College 6.2.2(B). Ecological preservation is integrated into research proposals 6.2.3(A). One theme is specified for each academic year 6.2.3(B). Student projects are undertaken 6.2.4(A). An annual Open Day to highlight CAS international cultural blend is organized 6.2.4(B). A student cultural exchange program is initiated 26

27 6.3. Enhance work ethics Encourage leadership and entrepreneurial drive in graduates 6.3.1(A). A platform for entrepreneurship is adopted 6.3.1(B). A forum to discuss students ideas is created Raise awareness of time management 6.3.2(A). Standards for good time management are developed importance 6.3.2(B). Good time management is adopted as an appraisal criterion Create accountability and loyalty values 6.3.3(A). Work Ethics are incoporated in courses 6.3.3(B). Students are involved in decision-making process 6.3.3(C). Students are given more authority over student affairs 27

Implementing Entrepreneurship Programs Utilizing a Change Management Model

Implementing Entrepreneurship Programs Utilizing a Change Management Model Implementing Entrepreneurship Programs Utilizing a Change Management Model Presented By Mary M. Secor Executive Director of Workplace Learning Crisis Prevention Institute msecor@crisisprevention.com Implementation

More information

SCHOOL OF BUSINESS STATE UNIVERSITY OF NEW YORK AT NEW PALTZ

SCHOOL OF BUSINESS STATE UNIVERSITY OF NEW YORK AT NEW PALTZ SCHOOL OF BUSINESS STATE UNIVERSITY OF NEW YORK AT NEW PALTZ Five-Year Strategic Plan Revised June 1, 2008 by Chih-Yang Tsai, Associate Dean This strategic plan for the School of Business is the result

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

QUALITY ASSURANCE POLICY

QUALITY ASSURANCE POLICY QUALITY ASSURANCE POLICY ACADEMIC DEVELOPMENT & QUALITY ASSURANCE OFFICE ALPHA UNIVERSITY COLLEGE 1. BACKGROUND The Strategic Plan of 2003-2005 E.C of Alpha University s defines the direction Alpha University

More information

FOCUS MONASH. Strategic Plan 2015 2020

FOCUS MONASH. Strategic Plan 2015 2020 F CUS FOCUS MONASH Strategic Plan 2015 2020 2 Vice-Chancellor s Introduction 4 Over the last half century, Monash University has forged a path that reflects the ambitions of its beginnings and signals

More information

QUALITY MANAGEMENT RECOMMENDATIONS FOR VOCATIONAL EDUCATION AND TRAINING

QUALITY MANAGEMENT RECOMMENDATIONS FOR VOCATIONAL EDUCATION AND TRAINING QUALITY MANAGEMENT RECOMMENDATIONS FOR VOCATIONAL EDUCATION AND TRAINING Recommendations Working Group PREFACE Vocational education and training (VET) and those responsible for providing it play more and

More information

Texas State University University Library Strategic Plan 2012 2017

Texas State University University Library Strategic Plan 2012 2017 Texas State University University Library Strategic Plan 2012 2017 Mission The University Library advances the teaching and research mission of the University and supports students, faculty, and other

More information

SJSU WSCUC COMPLIANCE CHECKLIST 2014

SJSU WSCUC COMPLIANCE CHECKLIST 2014 SJSU WSCUC COMPLIANCE CHECKLIST 2014 CFRs CFR Wording Documents Required SJSU Source 1.1 1.2 1.3 1.4 1.5 1.6. The institution s formally approved statements of purpose are appropriate for an institution

More information

PROGRAM PUBLIC INFORMATION

PROGRAM PUBLIC INFORMATION Department of Civil Engineering & Construction Management College Of Engineering and Computer Science California State University-Northridge Northridge, Ca Construction Management Program PROGRAM PUBLIC

More information

Introduction. Purpose

Introduction. Purpose Introduction The Learning and Teaching Strategy outlines Victoria University s commitment to high standards of learning and teaching. It outlines ways in which these standards are identified, maintained

More information

BA Management and Business (3 year) For students entering Part 1 in 2011/2. Henley Business School at Univ of Reading

BA Management and Business (3 year) For students entering Part 1 in 2011/2. Henley Business School at Univ of Reading BA Management and Business (3 year) For students entering Part 1 in 2011/2 Awarding Institution: Teaching Institution: Relevant QAA subject Benchmarking group(s): Faculty: Programme length: Date of specification:

More information

Enterprise Education Mission, Vision and Strategy

Enterprise Education Mission, Vision and Strategy Enterprise Education Mission, Vision and Strategy 2012-2016 1. An Introduction to Enterprise at The University of Sheffield. The University of Sheffield does not just define enterprise as starting a business

More information

Stratford on Avon District Council. The Human Resources Strategy

Stratford on Avon District Council. The Human Resources Strategy Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resource

More information

Blackburn College Teaching, Learning and Assessment Strategy. 25 August 2015

Blackburn College Teaching, Learning and Assessment Strategy. 25 August 2015 Blackburn College Teaching, Learning and Assessment Strategy 25 August 2015 1 Introduction This document provides a Teaching, Learning and Assessment Strategy covering all of the College s Further Education

More information

Achievement, Innovation, Community: The University of Baltimore Strategic Plan 2014-17

Achievement, Innovation, Community: The University of Baltimore Strategic Plan 2014-17 Achievement, Innovation, Community: The University of Baltimore Strategic Plan 2014-17 Mission The University of Baltimore provides innovative education in business, public affairs, the applied liberal

More information

Course Specification MSc Accounting 2016-17 (MSACT)

Course Specification MSc Accounting 2016-17 (MSACT) LEEDS BECKETT UNIVERSITY Course Specification MSc Accounting 2016-17 (MSACT) Our courses undergo a process of review periodically, in addition to annual review and enhancement. Course Specifications are

More information

DCU Business School Strategy

DCU Business School Strategy Strategy Mission s mission is to educate leaders and professionals for the global marketplace. Through our teaching, our research and our engagement with industry, we proactively contribute to the development

More information

The internationalisation strategy proposed for the period 2012-2017 starts from and supports the University s vision that:

The internationalisation strategy proposed for the period 2012-2017 starts from and supports the University s vision that: Internationalisation Strategy 2012-2017 1. Introduction The internationalisation strategy proposed for the period 2012-2017 starts from and supports the University s vision that: The University of Sheffield

More information

Birmingham Business School AACSB. Executive Summary

Birmingham Business School AACSB. Executive Summary Birmingham Business School AACSB Executive Summary November 2013 1 TABLE OF CONTENTS 1 INTRODUCTION...3 2 Mission and Objectives...3 2.1 Mission Statement...3 2.2 Core Values...4 2.3 Objectives...4 3 Processes

More information

Arts, Humanities and Social Science Faculty

Arts, Humanities and Social Science Faculty Masters in Teaching and Learning For students entering Part 1 in 2011/2 Awarding Institution: Teaching Institution: Relevant QAA subject Benchmarking group(s): Faculty: Programme length: Date of specification:

More information

Journey to Excellence

Journey to Excellence STRATEGIC PLAN: 2010-2015 Journey to Excellence Henry W. Bloch School of Business and Public Administration University of Missouri Kansas City SEPTEMBER 2010 TABLE OF CONTENTS Preface... 3 Where We Are

More information

Pearson Edexcel BTEC Level 7 Diploma in Strategic Management and Leadership

Pearson Edexcel BTEC Level 7 Diploma in Strategic Management and Leadership Pearson Edexcel BTEC Level 7 Diploma in Strategic Management and Leadership at the London College of Business Programme Title Awarding Body Pearson Edexcel BTEC Level 7 Diploma in Strategic Management

More information

Strategic Plan 2013-2015. The College of Business Oregon State University. Strategic Plan. Approved June 2012 Updated June 2013 Updated June 2014

Strategic Plan 2013-2015. The College of Business Oregon State University. Strategic Plan. Approved June 2012 Updated June 2013 Updated June 2014 The College of Business Oregon State University Strategic Plan Approved June 2012 Updated June 2013 Updated June 2014 1 The College of Business Oregon State University Vision Developing professionals who

More information

QUALITY MANAGEMENT RECOMMENDATION FOR VOCATIONAL EDUCATION AND TRAINING

QUALITY MANAGEMENT RECOMMENDATION FOR VOCATIONAL EDUCATION AND TRAINING QUALITY MANAGEMENT RECOMMENDATION FOR VOCATIONAL EDUCATION AND TRAINING QUALITY MANAGEMENT RECOMMENDATION FOR VOCATIONAL EDUCATION AND TRAINING Authors and the Finnish National Board of Education ISBN

More information

COURSE SUBJECT TITLE: MASTER OF BUSINESS ADMINISTRATION (MBA)

COURSE SUBJECT TITLE: MASTER OF BUSINESS ADMINISTRATION (MBA) B1.1 UNIVERSITY OF ULSTER PROGRAMME SPECIFICATION COURSE SUBJECT TITLE: MASTER OF BUSINESS ADMINISTRATION (MBA) PLEASE NOTE: This specification provides a concise summary of the main features of the course

More information

HEALTHCARE MBA STRATEGIC PLAN 2015-2020. A Strategy of Dreaming, Learning, Doing and Becoming

HEALTHCARE MBA STRATEGIC PLAN 2015-2020. A Strategy of Dreaming, Learning, Doing and Becoming HEALTHCARE MBA STRATEGIC PLAN 2015-2020 A Strategy of Dreaming, Learning, Doing and Becoming TABLE OF CONTENTS INTRODUCTION OUR PROGRAM HISTORY AND STRUCTURE BEYOND POSSIBLE 2020: THE UNIVERSITY STRATEGIC

More information

COURSE OR HONOURS SUBJECT TITLE: BSc Hons Information Technologies with/without DPP/DPP(I)/DIAS with CertHE and AB exit awards (FT)

COURSE OR HONOURS SUBJECT TITLE: BSc Hons Information Technologies with/without DPP/DPP(I)/DIAS with CertHE and AB exit awards (FT) UNIVERSITY OF ULSTER PROGRAMME SPECIFICATION COURSE OR HONOURS SUBJECT TITLE: BSc Hons Information Technologies with/without DPP/DPP(I)/DIAS with CertHE and AB exit awards (FT) BSc Hons Information Technologies

More information

Rhode Island School of Design Strategic Plan Summary for 2012 2017. critical making. making critical

Rhode Island School of Design Strategic Plan Summary for 2012 2017. critical making. making critical Rhode Island School of Design Strategic Plan Summary for 2012 2017 critical making making critical executive summary This strategic plan serves as a guide for Rhode Island School of Design (RISD) over

More information

STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS

STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS FROM THE VICE PRESIDENT It is my pleasure to share the University of Houston Division of Student Affairs and Enrollment Services 2013-2017 Strategic

More information

ACADEMIC PROGRAMS OVERVIEW

ACADEMIC PROGRAMS OVERVIEW ACADEMIC PROGRAMS OVERVIEW Content: 1. Introduction 2. BA (Hons) International Hotel Business Management 2.1 Concept 2.2 Program Overview 2.3 Program Requirements 2.4 Who is the program for? 2.5 Admission

More information

Strategic Plan 2013-19

Strategic Plan 2013-19 Strategic Plan 2013-19 2 Strategic Plan 2013-19 Foreword Our mission [is] to contribute to society through excellence in education and excellence in research. Following extensive consultation within the

More information

Setting Standards Achieving Success

Setting Standards Achieving Success Setting Standards Achieving Success Resolve F1 customer service problems Manage a project B5 Provide B10 leadership for your team Manage risk F5 team E14 Support E1 Manage a budget team and virtual working

More information

Hereford College of Arts. Learning, Teaching and Assessment Strategy (2014/ /19)

Hereford College of Arts. Learning, Teaching and Assessment Strategy (2014/ /19) Hereford College of Arts Learning, Teaching and Assessment Strategy (2014/15 2018/19) The Learning and Teaching Strategy is a central component of the College s standards assurance and quality enhancement

More information

National Commission for Academic Accreditation & Assessment

National Commission for Academic Accreditation & Assessment National Commission for Academic Accreditation & Assessment Standards for Quality Assurance and Accreditation of Higher Education Programs Evidence of Performance Judgments about quality based on general

More information

PGCert/PGDip/MA Education PGDip/Masters in Teaching and Learning (MTL) Programme Specifications

PGCert/PGDip/MA Education PGDip/Masters in Teaching and Learning (MTL) Programme Specifications PGCert/PGDip/MA Education PGDip/Masters in Teaching and Learning (MTL) Programme Specifications Faculty of Education, Law and Social Sciences School of Education December 2011 Programme Specification PG

More information

POSITION DESCRIPTION: NURSING IN GENERAL PRACTICE (NiGP) PROGRAM DIRECTOR

POSITION DESCRIPTION: NURSING IN GENERAL PRACTICE (NiGP) PROGRAM DIRECTOR POSITION DESCRIPTION: NURSING IN GENERAL PRACTICE (NiGP) PROGRAM DIRECTOR About APNA The Australian Primary Health Care Nurses Association (APNA) is the peak national body for nurses working in primary

More information

Letterkenny Institute of Technology

Letterkenny Institute of Technology Letterkenny Institute of Technology Learning, Teaching and Assessment Strategies 2015-2020 Foreword Our Learning, Teaching and Assessment Strategies builds on principles established in the Institute s

More information

TEAC principles and standards for educational leadership programs

TEAC principles and standards for educational leadership programs Teacher Education Accreditation Council TEAC principles and standards for educational leadership programs 1.0 QUALITY PRINCIPLE I: Evidence of candidate learning Programs must provide sufficient evidence

More information

ATTACHMENT 2 INFORMATION REQUIRED BY THE NCAAA IN A PROPOSAL FOR PROVISIONAL ACCREDITATION OF AN INSTITUTION

ATTACHMENT 2 INFORMATION REQUIRED BY THE NCAAA IN A PROPOSAL FOR PROVISIONAL ACCREDITATION OF AN INSTITUTION ATTACHMENT 2 INFORMATION REQUIRED BY THE NCAAA IN A PROPOSAL FOR PROVISIONAL ACCREDITATION OF AN INSTITUTION A detailed proposal is required. The proposal should set out plans for the institution that

More information

GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE)

GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) ANNEXURE B GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) CRITERIA Description Generic Stards for Fully Effective Performance 1. Strategic Provides a vision, sets

More information

INTRODUCTION. The Merlin Principles. The Elements of each Principle

INTRODUCTION. The Merlin Principles. The Elements of each Principle 0 INTRODUCTION The development of the Merlin Standard has been progressed as a joint exercise between the Department for Work and Pensions (DWP) and its providers operating in the Welfare to Work (W2W)

More information

Business, Accounting and Financial Studies

Business, Accounting and Financial Studies Business, Accounting and Financial Studies [Formerly known as Business and Financial Studies (Senior Secondary) in the report Review of the Academic Structure of Senior Secondary Education (Education Commission,

More information

TEACHING AND LEARNING STRATEGY. 2002 to 2005

TEACHING AND LEARNING STRATEGY. 2002 to 2005 July 2002 TEACHING AND LEARNING STRATEGY 2002 to 2005 CONTENTS Introduction 1 Mission Statement for the College 2 Link to the Strategic Plan 3 HR Issues 4 Curriculum Issues 5 Integrating Equal Opportunities

More information

Standards for Accreditation of Master s Programs in Library and Information Studies. Introduction

Standards for Accreditation of Master s Programs in Library and Information Studies. Introduction Standards for Accreditation of Master s Programs in Library and Information Studies Adopted by approval of the Council of the American Library Association, February 2, 2015 Purpose of Accreditation Introduction

More information

HRS Strategic Plan 2011-2014

HRS Strategic Plan 2011-2014 HRS Strategic Plan 2011-2014 Aligning HRS Vision and Mission with core UNCG values of Inclusiveness, Collaboration, Sustainability, Responsibility, Transparency Table of Contents HRS Strategic Plan Background...

More information

RE: Revised Standards for Accreditation of Master s Programs in Library and Information Studies

RE: Revised Standards for Accreditation of Master s Programs in Library and Information Studies EBD #10.9 2013-2014 TO: ALA Executive Board RE: Revised Standards for Accreditation of Master s Programs in Library and Information Studies ACTION REQUESTED/INFORMATION/REPORT: For information purposes.

More information

Programme Specification

Programme Specification Programme Specification Where appropriate outcome statements have be referenced to the appropriate Benchmarking Statement (BS) 1 Awarding Institution Queen Margaret University 2 Teaching Institution Queen

More information

Henley Business School at Univ of Reading. Henley Business School Board of Studies for

Henley Business School at Univ of Reading. Henley Business School Board of Studies for BA Business and Management For students entering Part 1 in 2013/4 Awarding Institution: Teaching Institution: Relevant QAA subject Benchmarking group(s): Faculty: Programme length: Date of specification:

More information

Programme Specification. MSc Children s Nursing (Pre-Registration) Valid from: September 2014 Faculty of Health and Life Sciences

Programme Specification. MSc Children s Nursing (Pre-Registration) Valid from: September 2014 Faculty of Health and Life Sciences Programme Specification MSc Children s (Pre-Registration) Valid from: September 2014 Faculty of Health and Life Sciences SECTION 1: GENERAL INFORMATION Awarding body: Teaching institution and location:

More information

The mission of the Graduate College is embodied in the following three components.

The mission of the Graduate College is embodied in the following three components. Action Plan for the Graduate College Feb. 2012 Western Michigan University Introduction The working premises of this plan are that graduate education at WMU is integral to the identity and mission of the

More information

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and Banff

More information

Recognition of Prior Learning (RPL) Advanced Diploma of Management

Recognition of Prior Learning (RPL) Advanced Diploma of Management Recognition of Prior Learning (RPL) Advanced Diploma of Management What is RPL? RPL recognises that you may already have the skills and knowledge needed to meet national competency standards. Instead of

More information

ASAE s Job Task Analysis Strategic Level Competencies

ASAE s Job Task Analysis Strategic Level Competencies ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

More information

BA Hons Sports Business, Sponsorship and Advertising. Design, Media & ManagementDesign, Media & Management

BA Hons Sports Business, Sponsorship and Advertising. Design, Media & ManagementDesign, Media & Management PROGRAMME SPECIFICATION This Programme Specification is correct as of the date indicated; however, minor amendments may be made throughout the year and will be incorporated in the annual updating process.

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

More information

Master of Health Care Administration Program Strategic Plan 2008 2010

Master of Health Care Administration Program Strategic Plan 2008 2010 Master of Health Care Administration Program Strategic Plan 2008 2010 The faculty and staff of the MHA program met and developed the following document. Included are foundational statements that include:

More information

National Commission for Academic Accreditation & Assessment. Standards for Quality Assurance and Accreditation of Higher Education Institutions

National Commission for Academic Accreditation & Assessment. Standards for Quality Assurance and Accreditation of Higher Education Institutions National Commission for Academic Accreditation & Assessment Standards for Quality Assurance and Accreditation of Higher Education Institutions November 2009 Standards for Institutional Accreditation in

More information

Higher Education Teaching, Learning, Assessment and Scholarship Strategy

Higher Education Teaching, Learning, Assessment and Scholarship Strategy Higher Education Teaching, Learning, Assessment and Scholarship Strategy April 2015 Version 4 1 Introduction This Higher Education Teaching, Learning, Assessment and Scholarship strategy sets out the key

More information

THE PSYCHOLOGICAL SOCIETY OF IRELAND CRITERIA FOR THE ACCREDITATION OF ACADEMIC POSTGRADUATE COURSES IN FORENSIC PSYCHOLOGY

THE PSYCHOLOGICAL SOCIETY OF IRELAND CRITERIA FOR THE ACCREDITATION OF ACADEMIC POSTGRADUATE COURSES IN FORENSIC PSYCHOLOGY THE PSYCHOLOGICAL SOCIETY OF IRELAND CRITERIA FOR THE ACCREDITATION OF ACADEMIC POSTGRADUATE COURSES IN FORENSIC PSYCHOLOGY May 2007 1 PSI Accreditation Guidelines for Academic Postgraduate Courses in

More information

THE UNIVERSITY ON NAIROBI STRATEGIC PLAN, 2008-2013

THE UNIVERSITY ON NAIROBI STRATEGIC PLAN, 2008-2013 THE UNIVERSITY ON NAIROBI STRATEGIC PLAN, 2008-2013 INTRODUCTION University of Nairobi is the oldest university in Kenya and has its origins in the Royal Technical College of East Africa (RTCA), which

More information

Quality Assurance in Higher Education

Quality Assurance in Higher Education III.4.7 Decision-making structures Good practices in decision-making suggest: Strong feeling of identity, commitment and responsibility Recognition based on performance criteria Awareness to improve quality

More information

stra tegy STRATEGY OF SCHOOL OF BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY 2012-17

stra tegy STRATEGY OF SCHOOL OF BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY 2012-17 stra tegy STRATEGY OF SCHOOL OF BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY 2012-17 INTRODUCTION 1. Introduction The strategy of Aarhus University's School of Business and Social Sciences for the period

More information

CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011

CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 1. DEFINITION... 1 2. CONTEXT... 1 3. STRATEGIC ALIGNMENT AND DRIVERS... 1 4. VALUES... 2 5. PRINCIPLES OF PRACTICE... 2 6. PERFORMANCE INDICATORS...

More information

JOB DESCRIPTION. Director Solent Leadership Academy. Leadership Team RESPONSIBLE KEY PURPOSE: LINE MANAGEMENT:

JOB DESCRIPTION. Director Solent Leadership Academy. Leadership Team RESPONSIBLE KEY PURPOSE: LINE MANAGEMENT: JOB DESCRIPTION POST: Director Solent Leadership Academy GRADE: Spot salary RESPONSIBLE TO: Deputy Principal LINE MANAGEMENT: Leadership Team RESPONSIBLE FOR: Curriculum Management Curriculum planning,

More information

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

Quality assurance in joint programmes

Quality assurance in joint programmes Quality assurance in joint programmes Internal quality assurance (based on European ESG) External quality assurance European Approach for Quality Assurance of Joint Programmes Why do we need a quality

More information

UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed!

UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed! 1 UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed! Strategic Imperative #1: Student Success Enhanced Learning,

More information

School of Management MBA in International Management Section 1 2014-2015

School of Management MBA in International Management Section 1 2014-2015 School of Management MBA in International Management Section 1 2014-2015 1 Contents Page MBA INTERNATIONAL MANAGEMENT AT THE SCHOOL OF MANAGEMENT... 1 DIRECTOR OF MBA INTERNATIONAL MANAGEMENT PROGRAMME...

More information

POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS

POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS Attachment 1 Position Title: Programs & Client Relations Manager Responsible to: Chief Executive Officer Responsibility: Programs Management and Client

More information

Learning & Development Strategic Plan

Learning & Development Strategic Plan Learning & Development Strategic Plan 2006 Preamble The Business Model Review of the Department of Corrective Services in 2004 identified that: Continuous workforce improvement through structured initial

More information

LEARNING AND COMPETENCE 2020. Strategy of the Finnish National Board of Education (FNBE)

LEARNING AND COMPETENCE 2020. Strategy of the Finnish National Board of Education (FNBE) LEARNING AND COMPETENCE 2020 Strategy of the Finnish National Board of Education (FNBE) Enhancing studies and provision of education and training Strengthening teaching personnel s competence Leading and

More information

MESSAGE FROM THE CHAIRMAN OF THE BOARD

MESSAGE FROM THE CHAIRMAN OF THE BOARD TABLE OF CONTENTS Message from the Chairman of the Board Message from the Chancellor Vision Mission Institutional Culture & Values The ADU Difference Strategic Goals 1 Student-centered learning environment

More information

Southern University College of Business Strategic Plan

Southern University College of Business Strategic Plan Southern University College of Business Strategic Plan 2012-2017 Baton Rouge, Louisiana February 24, 2012 This document is the draft Strategic Plan of the College of Business for the period 2012 2017.

More information

LEARNING, TEACHING AND ASSESSMENT STRATEGY MAXIMISING ACHIEVEMENT: THE TRANSFORMATION OF LEARNING, TEACHING AND ASSESSMENT

LEARNING, TEACHING AND ASSESSMENT STRATEGY MAXIMISING ACHIEVEMENT: THE TRANSFORMATION OF LEARNING, TEACHING AND ASSESSMENT LEARNING, TEACHING AND ASSESSMENT STRATEGY 2012-2017 MAXIMISING ACHIEVEMENT: THE TRANSFORMATION OF LEARNING, TEACHING AND ASSESSMENT Strategy approved by Academic Council, November 2012 Introduction and

More information

Henley Business School at Univ of Reading. Henley Business School Board of Studies for

Henley Business School at Univ of Reading. Henley Business School Board of Studies for BA Business and Management For students entering Part 1 in 2014/5 Awarding Institution: Teaching Institution: Relevant QAA subject Benchmarking group(s): Faculty: Programme length: Date of specification:

More information

HR Strategy for Researchers (HRS4R) Incorporating Charter and Code Action Plan: Development of research career and position of researchers

HR Strategy for Researchers (HRS4R) Incorporating Charter and Code Action Plan: Development of research career and position of researchers University of Jyväskylä HR Strategy for Researchers (HRS4R) Incorporating Charter and Code : Development of research career and position of researchers European Charter for Researchers Code of Conduct

More information

Comprehensive. I national Plan

Comprehensive. I national Plan Comprehensive I national Plan n 2 t 015 e -2 r 019 Enhancing Our International Prominence Internationalization lies at the core of Queen s academic mission. In today s world, students look to leading

More information

SYRACUSE UNIVERSITY: ACADEMIC STRATEGIC PLAN

SYRACUSE UNIVERSITY: ACADEMIC STRATEGIC PLAN SYRACUSE UNIVERSITY: ACADEMIC STRATEGIC PLAN These are extraordinary times for higher education and for students aspiring to succeed in a rapidly changing world. Technology is affecting the way we learn

More information

Volunteer Managers National Occupational Standards

Volunteer Managers National Occupational Standards Volunteer Managers National Occupational Standards Contents 00 Forward 00 Section 1 Introduction 00 Who are these standards for? 00 Why should you use them? 00 How can you use them? 00 What s in a Standard?

More information

BIRMINGHAM CITY UNIVERSITY. MA Criminology. Programme Specification

BIRMINGHAM CITY UNIVERSITY. MA Criminology. Programme Specification BIRMINGHAM CITY UNIVERSITY MA Criminology Programme Specification Faculty of Education, Law and Social Sciences March 2011 Programme Specification: MA Criminology NOTE: This specification provides a concise

More information

RCS Communications Plan - 2014

RCS Communications Plan - 2014 RCS Communications Plan - 2014 What is School Public Relations? The role of school public relations is to maintain mutually beneficial relationships between the school district and the many publics it

More information

Health and Enterprise. Course Leader in Masters Business Management - Fixed Term. Salary: 25,078-33,613 per annum

Health and Enterprise. Course Leader in Masters Business Management - Fixed Term. Salary: 25,078-33,613 per annum Newcastle College is one of Britain s largest and most successful further education institutions. We are committed to quality and currently provide a wide range of programmes to over 25,000 students. Health

More information

Learning, Teaching and Assessment Sub-Strategy

Learning, Teaching and Assessment Sub-Strategy Learning, Teaching and Assessment Sub-Strategy 2012-2017 1) Summary At the University of Wolverhampton we believe that students are our partners with a continuing joint investment in sustaining our institutional

More information

UPC International Relations Plan 2003-2006 Servei de Comunicació Institucional de la UPC, 2003 (7077) Contents Introduction Teaching Subsection 1: The European Higher Education Area Subsection 2: The internationalisation

More information

Guiding Principles for Secondary Mathematics Teacher Preparation Programs (REVISED DRAFT October 16, 2014)

Guiding Principles for Secondary Mathematics Teacher Preparation Programs (REVISED DRAFT October 16, 2014) Guiding Principles for Secondary Mathematics Teacher Preparation Programs (REVISED DRAFT October 16, 2014) Secondary mathematics teacher preparation programs should effectively prepare teacher candidates

More information

People Strategy 2013/17

People Strategy 2013/17 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised

More information

Relevant QAA subject Benchmarking group(s): Master's degrees in business and management, 2007 Henley Business School at Univ of Reading

Relevant QAA subject Benchmarking group(s): Master's degrees in business and management, 2007 Henley Business School at Univ of Reading MSc in Entrepreneurship and Management (full-time) For students entering in 2014/5 Awarding Institution: University of Reading Teaching Institution: University of Reading Relevant QAA subject Benchmarking

More information

Donor and Bequest Manager

Donor and Bequest Manager Family Life Donor and Bequest Manager Position Description May 2015 Vision Capable communities, strong families, thriving children. Mission Through effective services, support and connections, enable children,

More information

University Strategy 2011-2015

University Strategy 2011-2015 University Strategy 2011-2015 FOREWORD Dear Colleagues Thank you for your contributions to the University Strategy 2011-2015, which was endorsed by University Council at its meeting in December 2010. The

More information

Valid from: 2012 Faculty of Humanities and Social Sciences Oxford and Cherwell Valley College Thames Valley Police

Valid from: 2012 Faculty of Humanities and Social Sciences Oxford and Cherwell Valley College Thames Valley Police APPENDIX H Programme Specification Programme Specification Foundation Degree Policing Valid from: 2012 Faculty of Humanities and Social Sciences Oxford and Cherwell Valley College Thames Valley Police

More information

Higher Education Review of Guildford College of Further and Higher Education

Higher Education Review of Guildford College of Further and Higher Education Guildford College of Further and Higher Education September 2014 Contents About this review... 1 Key findings... 2 QAA's judgements about... 2 Good practice... 2 Recommendations... 2 Theme: Student Employability...

More information

Blenheim High School 2014-2019

Blenheim High School 2014-2019 Blenheim High School 2014-2019 School Profile Strategic Goals Key Priorities School Profile Purpose - believe and achieve School Values We aim to offer every child opportunities to achieve academic success,

More information

Post Title and Post Number Postgraduate Recruitment Officer - 48194. External Relations

Post Title and Post Number Postgraduate Recruitment Officer - 48194. External Relations Job Description Post Title and Post Number Postgraduate Recruitment Officer - 48194 Organisation Advertising Description External Relations Post Number 48194 Full Time/Part Time Duration Post is open to:

More information

Programme Specification May 2012

Programme Specification May 2012 Faculty of Business Computing and Law Programme Specification May 2012 MSc Accounting and Finance Valid from September 2012 JACS code N400/N300 Programme code Valid for delivery at University of Derby

More information

School of Management MSc in Entrepreneurship Postgraduate Student Handbook Section 1

School of Management MSc in Entrepreneurship Postgraduate Student Handbook Section 1 School of Management MSc in Entrepreneurship Postgraduate Student Handbook Section 1 2015-2016 i Contents Page MSC IN ENTREPRENEURSHIP AT THE SCHOOL OF MANAGEMENT 1 PROGRAMME SPECIFICATION 2 PROGRAMME

More information

POSITION DESCRIPTION

POSITION DESCRIPTION POSITION DESCRIPTION Position Title: Division: Responsible To: Responsible For: Job Purpose: Legal Obligation of this position: School Guidance Counsellor XXXX School Principal Clients - Students To provide

More information

New Cavendish Street. Business Studies. n/a

New Cavendish Street. Business Studies. n/a PROGRAMME SPECIFICATION Course Record Information Name and level of final & intermediate Awards MA Music Business Management Postgraduate Certificate in Music Business Management Postgraduate Diploma in

More information

Campaign Visioning Project & Integrated Marketing Strategy

Campaign Visioning Project & Integrated Marketing Strategy Campaign Visioning Project & Integrated Marketing Strategy June 4, 2013 1 Agenda Introduction Campaign Visioning Project Overview Reputation Situation Analysis Integrated Marketing Recommendations 2 Campaign

More information

California State Polytechnic University, Pomona University Strategic Plan 2011 2015

California State Polytechnic University, Pomona University Strategic Plan 2011 2015 California State Polytechnic University, Pomona University Strategic Plan 2011 2015 Introduction On the threshold of its 75 th anniversary, California State Polytechnic University, Pomona, is positioned

More information

Annexure A PROPOSED GENERIC STRUCTURE FOR HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT COMPONENTS

Annexure A PROPOSED GENERIC STRUCTURE FOR HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT COMPONENTS Annexure A PROPOSED GENERIC STRUCTURE FOR HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT COMPONENTS PROPOSED GENERIC STRUCTURE FOR HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT COMPONENTS PAGE 1 MAIN FUNCTION LEVEL

More information