Strategic Plan
|
|
- Meghan Stokes
- 7 years ago
- Views:
Transcription
1 Strategic Plan DRIVING AMBITION, INSPIRING SUCCESS
2 FOREWORD Welcome to Middlesbrough College s Strategic Plan which has been developed in consultation with our staff, students, employers and key stakeholders. The Strategic Plan is a statement of where we want to be by 2017 and how we are going to get there through our Strategic Priorities. At Middlesbrough College, from the Governing Body to every staff member we are driven by a determination to generate opportunity, employment and prosperity across Teesside. This is reflected in our new Vision Statement which is to be the leading provider of education and training creating a positive future for everyone in Teesside. The College continues with its investment and growth strategy which is based on ensuring a high quality student experience, and aimed at protecting and expanding its income base allowing it to invest further in outstanding facilities and resources for students. In September 2014 the fantastic expansion to the A Level Centre (MC6) will open, doubling the A Level provision on offer and taking the number of subjects available up to 35. Building work is underway on the 12million STEM (Science, Technology, Engineer and Maths) Centre which aims to support Teesside s economic growth over the longer term. The Centre with support from local employers will provide training in advanced manufacturing, logistics, process, oil and gas and engineering disciplines and will ensure young people have a head start in the jobs race meeting the needs of the skills agenda. needs requiring us to innovate new products and services and develop the delivery of high quality Apprenticeships. As part of our growth strategy we seek to increase our commercial work whilst ensuring quality remains at the forefront of our delivery. Middlesbrough College is proud to serve its communities and we aim to be at the heart of helping Middlesbrough, Teesside and the wider region prosper and look forward to a successful future. We could not achieve this ambition without the shared enthusiasm; passion and dedication of our staff, students and business partners which makes the College such a fantastic place to learn and work. We believe we have embarked on a special journey in providing high quality education and training and improving the lives of our students and we hope you will join us in this endeavour. The College has a growing reputation for not only excellence in the delivery of vocational and technical training but also in nurturing the individual as well as fostering entrepreneurship, innovation and enterprise. The College is proud of the 93% of full time students that successfully progressed into further study, higher education, or employment when they completed their studies in Middlesbrough College s work with employers is a key feature as we seek to support the local and regional economies and we have responded to a range of business Bob Brady Chairman of Governors Zoe Lewis Principal / Chief Executive 2
3 vision To be the leading provider of education and training creating a positive future for everyone in Teesside 3
4 mission - DRIVING AMBITION, INSPIRING SUCCESS 4
5 OUR VALUES AIM HIGH WORK HARD TAKE RESPONSIBILITY DO WHAT S RIGHT RESPECT OTHERS CHALLENGE YOURSELF TAKE PRIDE 5
6 strategic aim 6
7 Growth based on quality and reputation, which improves educational achievement, employment prospects, economic prosperity and wellbeing for all 7
8 strategic priority 1 - one ambition 8
9 ONE AMBITION... TO BE AN OUTSTANDING PROVIDER OF EDUCATION AND TRAINING THAT PROVIDES PATHWAYS TO EMPLOYMENT, FURTHER OR HIGHER EDUCATION To achieve this priority we will Deliver outstanding teaching and support effective learning Stretch, challenge and inspire all students to explore and achieve their full potential Increase year old participation through our reputation for delivering high quality qualifications and success rates Provide a range of high quality retraining and promotion options for adults Continue to develop Higher Education provision in partnership with Teesside University Increase the proportion of students progressing to employment, apprenticeships or higher study Explore and apply innovative digital technologies to support learning and development Provide the best facilities, equipment and services possible Provide an environment and curriculum that inspires innovative work-related practices which develop and embeds employability and entrepreneurial skills 9
10 strategic priority 2 - one commitment 10
11 ONE COMMITMENT... TO ENHANCE THE REGION S ECONOMIC COMPETITIVENESS BY DIRECTLY ALIGNING OUR OFFER TO THE SKILLS REQUIREMENTS OF EMPLOYERS To achieve this priority we will Deliver a full suite of education and training solutions which support the Tees Valley Unlimited Partnership s Business Plan, the Tees Valley Sector Action Plans and the Tees Valley City Deal Meet employers workforce needs through the delivery of planned and responsive training and development solutions Progress innovative partnerships with employers, employer associations, and sector representatives that support the development, delivery and expansion of Traineeships and Apprenticeships Play an active role in developing the region s innovation and business support infrastructure Foster entrepreneurship and innovation across the Tees Valley Continue to expand the opportunities for real work experiences for all students 11
12 strategic priority 3 - one community 12
13 ONE COMMUNITY... TO RESPOND TO THE NEEDS OF OUR STUDENTS AND THE WIDER COMMUNITY To achieve this priority we will Listen carefully to the Student Voice and respond in order to provide the best possible student experience Provide excellent information, advice, guidance and valued support for all students Support and enrich the social, cultural, economic and physical wellbeing of the wider community Provide a healthy, safe, accessible and sustainable environment Maintain an environment that embraces and nurtures equality and diversity 13
14 strategic priority 4 - one team 14
15 ONE TEAM... TO WORK AS ONE HIGHLY SKILLED, PROFESSIONAL, AND CREATIVE TEAM WITHIN A SUPPORTING, ASPIRATIONAL AND ENTREPRENEURIAL ENVIRONMENT To achieve this priority we will: Continue to recruit, develop and retain a proactive and agile workforce that is able to innovate and exceed expectations Maximise the potential, talent and performance of our staff through effective leadership, support, training and development Inspire a One Team culture promoting mutual respect based on a core of common goals and values Promote progression routes and succession plans within the College, supporting and encouraging staff to shape their own futures Ensure all our systems and processes support the delivery of student success Recognise and celebrate achievement Listen carefully to staff and respond to suggestions to improve the College and its service to students, employers and the wider community 15
16 strategic priority 5 - one network 16
17 ONE NETWORK... TO FOSTER THE DEVELOPMENT OF A NETWORK OF EDUCATIONAL AND TRAINING EXCELLENCE THAT RAISES ASPIRATIONS AND PROMOTES OPPORTUNITIES To achieve this priority we will Actively pursue strategic investment opportunities to secure future income growth whilst maintaining financial stability Provide a forum that engages all stakeholders in the development of education and training related to science, technology, engineering and mathematics Enhance the nature and scope of our offer by working with likeminded organisations that share our values and commitment to the region 17
18 PUBLIC VALUE STATEMENT Middlesbrough College is committed to adding value to the social, economic and physical well-being of the local community it serves. We are committed to raising aspiration, increasing opportunity and providing a foundation for sustainable economic growth and prosperity. Central to our responsibility is our work with partner organisations and our obligation to enrich the social, cultural, economic and physical well-being of our whole community. In practice, this means we are ready, willing and able to respond to the needs of our community whatever and wherever they may be. In making this commitment we may be challenged to work in new ways and, at times, our own capability or capacity may be tested. We are nevertheless determined to devote ourselves to, and measure ourselves against, this endeavour. 18
19 KEY PERFORMANCE MEASURES The College has established a set of key performance measures to monitor the progress against the five strategic priorities it is pursuing. This will enable the College Leadership Team and the Governing Body to measure how it is performing against its own previous performance as well as against the relevant national comparators for the sector. The table below highlights the top 10 KPIs which aim to produce a balanced measure of the quality of student experience and the positive outcomes that our students can expect once they complete their time at the College. 1. Teaching & Learning The % of first teaching observations that are good or better TOP TEN KEY PERFORMANCE MEASURES 6. Success Outcomes The % of students completing and achieving their qualification 2. Attendance & Punctuality The % of students attending and arriving on time 3. Retention The % of students completing their qualification 4. Course Achievement The % of students achieving their qualification The % of students achieving High Grades and Value Added 5. English & Maths Achievement The % of students achieving their English and/or Maths qualification 7. Timely Apprenticeship Success Rate The % of students achieving their Apprenticeship framework within the planned timescale 8. Destinations of Completers The % of students gaining a positive outcome following their completion on their course 9. Progression to Further Study The % of students progressing to further learning including Higher Education 10. Distance Travelled The % of students feeling prepared for their next step to Further Study / University / Employment The College will review its strategy each year and adjust as necessary to ensure that it remains focussed on achieving its vision of being the leading provider of education and training creating a positive future for everyone in Teesside. 19
20 mbro.ac.uk Course information STRATEGIC PLAN Middlesbrough College Dock Street Middlesbrough TS2 1AD Tel Web.
University Strategy. 2015/16 to 2020/21
University Strategy 2015/16 to 2020/21 OUR VISION We will deliver transformational education, research and innovation by... Recognising and sustaining our strengths in undergraduate education and growing
More informationA Strategy for Growth and Improvement 2014-2016
Higher Education Strategy A Strategy for Growth and Improvement 2014-2016 February 2014 1 College Mission, Vision, Core Values, Strategic Objectives and Key Priorities Our mission Helping the people of
More informationDublin Institute of Technology Strategic Plan 2011-2014
Dublin Institute of Technology Strategic Plan 2011-2014 1 Introduction With a history stretching back over one hundred and twenty years, Dublin Institute of Technology has been recognised as a pioneer
More informationEnterprise 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 informationAston University. Engineering Academy Birmingham
Aston University Engineering Academy Birmingham Foreword As the sponsor for the proposed Aston University Engineering Academy I am delighted to have this opportunity to share our plans with you and look
More informationStrategic Plan 2010-2014
Introduction Tower Hamlets College Strategic Plan 2010-2014 Inspiring people Inspiring our communities Updated: July 2012 Contents Contents Section Page 1. Introduction 3 2. Our Progress in the Period
More informationNORTH 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 informationCORPORATE PLAN 2011/12 to 2015/16
CORPORATE PLAN 2011/12 to 2015/16 Professional Education for Professional Life www.ulster.ac.uk Contents Foreword i 1. Context 1 2. Our Vision 2 3. Our Values 4. Delivery 2 3 Goals Key Objectives Success
More informationSTRATEGIC PLAN 2015-2020
STRATEGIC PLAN 2015-2020 Quarry Hill Campus INTRODUCTION This strategic plan commences in Leeds College of Music s 50th year. At fifty, we are old enough to appreciate our strengths, but young enough not
More informationSouth Devon College Higher Education Strategy 2013-2018
South Devon College Higher Education Strategy 2013-2018 South Devon College s Mission is Inspiring its Community through Learning for all As such, its contribution to higher level skills and aspiration
More informationFOCUS 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 informationD2N2 Procurement Charter. For Economic, Social & Environmental Impact
D2N2 Procurement Charter For Economic, Social & Environmental Impact July 2015 D2N2 Procurement Charter For Economic, Social & Environmental Impact Foreword D2N2 is the Local Enterprise Partnership for
More informationStrategic Plan 2011 2012 to 2014 2015. Working Together for Australian Sport
Strategic Plan 2011 2012 to 2014 2015 Working Together for Australian Sport Strategic Plan 2011 2012 to 2014 2015 Working Together for Australian Sport Australian Sports Commission 2011 Ownership of intellectual
More informationDo you have what it takes?
UTC Bolton takes a new and different approach to education. UTC Bolton is one of the first schools in the UK specialising in health sciences and engineering technologies for 14 to 19 year olds. The UTC
More informationCommunications strategy refresh. January 2012. 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc
Communications strategy refresh January 2012 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc Contents 1. Introduction p 3 a. SNH: corporate aims and objectives b. SNH and communications
More informationPeople & 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 informationGateshead Economic Growth Acceleration Plan 2014-18
Gateshead Economic Growth Acceleration Plan 2014-18 Foreword by Councillor Mick Henry, Leader of Gateshead Council I m delighted to introduce the Gateshead Economic Growth Acceleration Plan 2014-18. This
More informationStrategic plan 2014/18
Strategic plan 2014-2018 Strategic plan 2014/18 Strategic plan 2014/18 Introduction THIS IS OUR SALFORD Martin Hall, Vice-Chancellor The University of Salford is unique. We are proud of our University
More informationCOMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015
COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 NWAS Communication and Engagement Strategy 2013-2015 Page: 1 Of 16 Recommended by Executive Management Team Communities Committee Approved by Board of Directors
More informationRight: People Roles Recognition - Culture
Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge
More informationDear Applicant. Recruitment of Director of Food & Enterprise Careers College
Dear Applicant Recruitment of Director of Food & Enterprise Careers College Thank you for your interest in Bromley College of Further & Higher Education. There has never been a more exciting time to establish
More informationLeadership in public education
Leadership in public education Policy direction overview Discussion paper three Great educational leaders transform the lives of young people and enrich our whole community. They are the exceptional men
More informationWorking for Human Resources at Essex County Council
Working for Human Resources at Essex County Council The opportunity Find out more about ECC, Essex and the human resources team This information pack aims to give you a flavour of ECC; the Human Resources
More informationWiltshire Council s Behaviours framework
Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council
More informationTEACHING AND LEARNING STRATEGY
Seevic College TEACHING AND LEARNING STRATEGY Key values Respect Responsibility Results February 2013 Version 1.2 - February 2013 Page 1 1.0 INTRODUCTION At Seevic College every student matters. To achieve
More informationCHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE
www.gov.gg/jobs JOB POSTING CHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE JOB TITLE Chief Nurse / Director of Clinical Governance SALARY Attractive Remuneration Package available with post TYPE Full Time
More informationINVESTORS IN PEOPLE REVIEW REPORT
INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment
More informationSouth Staffordshire College. Learning Support Assistant Job Description
South Staffordshire College Learning Support Assistant Job Description JOB TITLE: Learning Support Assistant 22.2 hours per week, 36 weeks worked (Term Time Only) PAY POINT: Band 2, points 8 to 11 CONDITIONS
More informationHuman Resources. Values for Working Together and Professional Behaviours
Human Resources Values for Working Together and Professional Behaviours A message from the Vice-Chancellor The new Human Resources Strategy, Working Together: A Strategy for Success, in tandem with the
More informationStrategic Plan 2014-2017
Inspiring, Innovative & Outstanding Vision Inspiring, Innovative and Outstanding Mission To enrich the lives of all by providing high-quality, responsive education and training Values Our learners and
More informationCommunications Manager
Job details Job title: Communications Manager Responsible to: Head of Communications Responsible for: Posts in the Communications Location: Liverpool with travel across all locations Overview of the role
More informationIntroduction. Page 2 of 11
Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation
More informationJOB DESCRIPTION. Head of Learning and Standards. Salary grade: Management Scale 2 + 1
JOB DESCRIPTION Job Title: Responsible to: Head of Learning and Standards Director of Faculty Salary grade: Management Scale 2 + 1 Hours per week: 21.6 hours per week Main Purpose of the Role 1. To manage
More informationOakbank Secondary Free School Principal Designate
Oakbank Secondary Free School Principal Designate Oakbank will be an outstanding and happy school where all students are empowered, through knowledge and self-confidence, to take responsibility for themselves
More informationMiddlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager
Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant
More informationPeople 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 informationCareers Advisers Day 16 September 2010. Internal Use Only - Not to be disclosed outside Standard Life group
Careers Advisers Day 16 September 2010 Introduction to Careers Advisers Day Sandy Begbie Group People & Transformation Director Standard Life context Standard Life is a leading long term savings and investment
More informationInspection judgements Key to judgements: Grade 1 is outstanding; grade 2 is good; grade 3 is requires improvement; grade 4 is inadequate
Teesside University Initial Teacher Education (ITE) inspection report 28-31 January 2013 This inspection was carried out by three of Her Majesty s Inspectors and one additional inspector in accordance
More informationCHIEF EXECUTIVE INFORMATION PACK
CHIEF EXECUTIVE INFORMATION PACK 2015 Dear Candidate Thank you for expressing interest in the role of Chief Executive (CEO) of the ECITB. This exciting opportunity has arisen because our current CEO (David
More informationJob Description. 5. To ensure recruitment, retention and achievement of learners are fully supported and facilitated.
Job Description Post Number: Job Title: Responsible to: Responsible for: TBC Curriculum Leader Principal Performance and management of a team of tutors/lecturers within the curriculum area in agreement
More informationRelationship Manager (Banking) Assessment Plan
Relationship Manager (Banking) Assessment Plan ST0184/AP03 1. Introduction and Overview The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It
More informationJOB DESCRIPTION. Chief Nurse
JOB DESCRIPTION Chief Nurse Post: Band: Division: Department: Responsible to: Responsible for: Chief Nurse Executive Director Trust Services Trust Headquarters Chief Executive Deputy Chief Nurse Head of
More informationCORPORATE PLAN 2012-13 2013-14 2014-15
CORPORATE PLAN 2012-13 2013-14 2014-15 V0.3 170412 1 1. Introduction This Corporate Plan identifies the main strategic challenges facing the Agency over the next three years, and sets out its key performance
More informationSTATEMENT OF STRATEGY 2015-2017 AN ROINN OIDEACHAIS AGUS SCILEANNA DEPARTMENT OF EDUCATION AND SKILLS DEPARTMENT OF EDUCATION AND SKILLS 2015-2017
STATEMENT OF STRATEGY 2015-2017 AN ROINN OIDEACHAIS AGUS SCILEANNA DEPARTMENT OF EDUCATION AND SKILLS Foreword by the Minister I welcome the publication of the Statement of Strategy which sets out the
More informationMarketing Officer - CRM (Maternity Cover)
Marketing Officer - CRM (Maternity Cover) Corporate Services Division of External Relations Salary Grade 6-25,759 to 29,837 per annum, Fixed term contract from 1 st April 2014 to 31 st March 2015 (** see
More informationUNIVERSITY OF BRIGHTON HUMAN RESOURCE
UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for
More information1. An overview of local authority communications p3. 2. New National Reputation Project p3. 3. Key aims of the Corporate Communications Strategy p4
Corporate Communications Strategy 2010-2015 Contents 1. An overview of local authority communications p3 2. New National Reputation Project p3 3. Key aims of the Corporate Communications Strategy p4 4.
More informationNational Standards for Headteachers
Guidance Organisation & Management National Standards for Headteachers Staff Management Status: Information Date of issue: 10/2004 Ref: DfES/0083/2004 Contents Introduction 2 Shaping the Future 6 Leading
More informationNSPCC JOB DESCRIPTION. Database Training and Support Manager. (Grade 5 - Senior Business Support Officer)
NSPCC JOB DESCRIPTION Job Title: Database Training and Support Manager (Grade 5 - Senior Business Support Officer) Function: Department: Supporter Services and Database Administration Supporter Experience
More informationCity and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1
City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary
More informationStrategic Improvement Plan 2015-2018
www.nrc.ac.uk Strategic Improvement Plan 2015-2018 Summary Document Working together to create a new College focused on our students, our staff and our stakeholders. Our ambition is to make our College
More informationEnglish Colleges' Code of Good Governance. Passionate: Professional: Prudent. Introduction and Part 1: Values and Principles
English Colleges' Code of Good Governance Passionate: Professional: Prudent Introduction and Part 1: Values and Principles December 2014 Introduction Excellence in governance is at the heart of the English
More informationLeeds 2030. Our vision to be the best city in the UK Vision for Leeds 2011 to 2030
Leeds 2030 Our vision to be the best city in the UK Vision for Leeds 2011 to 2030 Our Vision for 2030 The Leeds Initiative is the city s local strategic partnership. Founded in 1990, we bring together
More informationTable of Contents. Introduction 3. Strategic Alignment 4. Principles of Good Communication 5. Benefits of Good Communication 6
1 Table of Contents Introduction 3 Strategic Alignment 4 Principles of Good Communication 5 Benefits of Good Communication 6 Audiences & Stakeholders 7 Key Themes 8 External Communication 9 Media 11 Reputation
More informationPOSITION DESCRIPTION. Deputy Principal. Lindisfarne Anglican Grammar School. DATE March 2015
POSITION DESCRIPTION TITLE: REPORTING TO: ORGANISATION Deputy Principal Principal Lindisfarne Anglican Grammar School DATE March 2015 The Deputy Principal will support the Principal in providing both strategic
More informationBlackburn 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 informationResearch and Innovation Strategy: delivering a flexible workforce receptive to research and innovation
Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation Contents List of Abbreviations 3 Executive Summary 4 Introduction 5 Aims of the Strategy 8 Objectives
More informationHead of Business & Social Sciences Job Description. Leadership Spine L1 8
Head of Business & Social Sciences Job Description Leadership Spine L1 8 This job description forms part of the contract of employment of the successful applicant. The appointment is subject to the conditions
More informationUNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES. Approved by SBA General Faculty (April 2012)
UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES Approved by SBA General Faculty (April 2012) Introduction In 1926, we embarked on a noble experiment the creation
More information1. Dream, Mission, Vision and Values
1. Dream, Mission, Vision and Values This document constitutes Chapter 1 of the Fundamental Texts of CGI Group Inc. It begins with the mission statement of the company and is followed by the vision, the
More informationSTRATEGIC PLAN 2015-2018
STRATEGIC PLAN 2015-2018 JUNE 2015 ALPINE CANADA ALPIN - STRATEGIC PLAN 2015-2018 PG 1 AT A GLANCE OUR VISION CANADA IS A WORLD LEADER IN ALPINE, PARA-ALPINE AND SKI CROSS RACING AMBITIONS SHORT TERM To
More informationSeminar E3 Developing an Effective Leadership Culture to Support Business Change
Seminar E3 Developing an Effective Leadership Culture to Support Business Change Inji Duducu Group People Director Benenden @injiduducu The Benenden Story - transformation Background The Challenge April
More informationC o r p o r at e p l a n. adding value to public sector performance and accountability
Departm 2007 10 C o r p o r at e p l a n adding value to public sector performance and accountability Commonwealth of Australia 2007 ISBN 0 642 80955 0 This work is copyright. Apart from any use permitted
More informationPUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION
PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION Post Title: Accountable to: Chief Executive and Accountable Officer for Public Health Wales NHS Trust Trust Chairman and Board for the management
More informationMaking a positive difference for energy consumers. Competency Framework Band C
Making a positive difference for energy consumers Competency Framework 2 Competency framework Indicators of behaviours Strategic Cluster Setting Direction 1. Seeing the Big Picture Seeing the big picture
More informationUniversity 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 informationGovernment Communication Professional Competency Framework
Government Communication Professional Competency Framework April 2013 Introduction Every day, government communicators deliver great work which supports communities and helps citizens understand their
More informationLeadership and Management Competencies
Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,
More informationPractical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services
Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services 1 Introduction Changing Lives 1, the Report of the 21 st Century
More informationStrategicplan September 2012 To July 2015
BEXHILL COLLEGE Strategicplan September 2012 To July 2015 A summary 2 Our Current Position This review of our strategic plan is called to reflect the progress the College has made towards its vision of
More informationHow To Be An Assistant Head Of Department At Brooklands College
Job Description Job Title: Reports To: Assistant Head of Department Head of Department Salary Point: BRK 42 39,305 Curriculum Department: Hours: Responsible for: Construction 37 hours per week Staff and
More informationBusiness Plan 2013-2016. Striving, Enjoying, Enquiring. Striving, Enjoying Enquiring. Founded 1906
Striving, Enjoying Enquiring Founded 1906 Business Plan 2013-2016 Striving, Enjoying, Enquiring Our school has developed a reputation within the community as being an excellent school that caters for the
More informationDirector: Improvement and Corporate Services. Improvement & Corporate Services
HAY Job description JOB TITLE: DIRECTORATE: GRADE: Director: Improvement and Corporate Services Improvement & Corporate Services Director DATE PREPARED: March 2013 REPORTS TO: Chief Executive JOB PURPOSE:
More informationCorporate Governance Service Business Plan 2011-2016. Modernising Services
Corporate Governance Service Business Plan 2011-2016 Modernising Services Index 1. Executive Summary 3 2. Vision and Strategy 4 3. Service Overview 3.1 What Services do we and Will we Deliver? 5 3.2 How
More informationThe City of Edinburgh Council Business plan 2015 18. A thriving, sustainable capital city
The City of Edinburgh Council Business plan 2015 18 A thriving, sustainable capital city Introduction This business plan sets out the strategic direction and priorities for the City of Edinburgh Council
More informationMESSAGE 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 informationManchester City Council Report for Resolution. Economy, Employment and Skills Overview and Scrutiny Committee 8 September 2010
Manchester City Council Report for Resolution Report to: Subject: Report of: Economy, Employment and Skills Overview and Scrutiny Committee 8 September 2010 MIDAS Tim Newns, Deputy Chief Executive Summary:
More informationPartner Engagement at John Lewis Leicester
Partner Engagement at John Lewis Leicester Introductions John Lewis Leicester - Background Our Culture Partner Engagement at John Lewis Leicester New Branch Opening Our Journey Ongoing Partner Engagement
More informationDeveloping the Young Workforce. Career Education Standard (3-18)
Developing the Young Workforce Career Education Standard (3-18) September 2015 The standard recognises the journeys children and young people make as they learn about the world of work from the early years
More informationPremier Inn Career Guide
Premier Inn Career Guide Contents 3 A Message from John Forrest 4 Get Earning, Get Learning, Get Qualified 6 Your Premier Inn Career Journey 8 Work Experience 10 Team Member 12 Team Leader 14 Food & Beverage
More informationstrategic plan and implementation framework 2013-2018
strategic plan and implementation framework 2013-2018 contents Introduction 3 Strategic Plan 2013-2018 4 Strategic Priorities 4 2 Implementing the Plan 5 Measuring and Monitoring 5 Communicating and Reporting
More informationMeeting Employer Skills Needs
Meeting Employer Skills Needs Consultation on Criteria for Higher Apprenticeships at Degree Levels Great employers. Great opportunities. Great prospects. Apprenticeships deliver. Foreword Higher Apprenticeships
More informationLecturer Job Description - Maths Graduate
Lecturer Job Description - Maths Graduate Date : May 2014 Reports to : Section Leader, Skills for Life Introduction Bicton College s Values are embodied in the following statements: We are student focussed
More informationEmail Marketing Manager. MS National Centre, London
Job Title: Location: Reports to: Email Marketing Manager MS National Centre, London Head of Digital Introduction to MS Society The MS Society is the UK s leading MS charity. Since 1953, we ve been providing
More informationDiversity is not about them and us. It s about. all of us.
Tate for all Diversity is not about them and us. It s about If you require this booklet in an alternative format please email cheryl.richardson@tate.org.uk or call 0207 8878026. all of us. Tate for all
More informationNGN Behavioural Competencies
NGN Behavioural Competencies July 2012 Change and Improvement Embraces, drives and advocates change and improvement, demonstrating a commitment to keep people engaged. Sets a culture that values diversity
More informationNorthern Ireland Environment Agency Corporate Social Responsibility
Northern Ireland Environment Agency Corporate Social Responsibility September 2011 Introduction This document has been prepared by the Northern Ireland Environment Agency (NIEA) in line with general NICS
More informationsixth form prospectus. prospectus.
north liverpool north academy liverpool sixth academy form prospectus. sixth form prospectus. NORTH LIVERPOOL ACADEMY SIXTH FORM // A GRADE 1 CENTRE OF EXCELLENCE IN TEACHING AND LEARNING NORTH LIVERPOOL
More informationPAINTER EXECUTIVE SEARCH
PAINTER EXECUTIVE SEARCH San Francisco Museum of Modern Art () Director of Marketing and Communications Position Description Painter Executive Search is supporting in their search for forward-thinking,
More informationStrategic 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 informationInvestors in People First Assessment Report
Investors in People First Assessment Report K.H.Construction Cambridge Assessor: Lesley E Ling On-site Date/s: 3 rd September 2008. Recognition Date: Contents 1. Introduction Page 2 2. Assessment and Client
More informationImpact and Knowledge Exchange Strategy 2013-2016 Delivering Impact from Research Excellence
1. Background Impact and Knowledge Exchange Strategy 2013-2016 Delivering Impact from Research Excellence Impact is the demonstrable contribution that excellent research (basic, user-inspired and applied)
More informationTRANSFORM CSCU 2020 PREAMBLE
TRANSFORM CSCU 2020 PREAMBLE A post-secondary education is not only critical for Connecticut residents to achieve personal success but also plays a key role in statewide economic expansion and stability.
More informationValuing Diversity. Cornerstones. 1. Diversity is about inclusion and engagement!
Valuing Diversity Cornerstones 1. Diversity is about inclusion and engagement! 2. The most important issue is always human dignity and total quality respect! 3. Prejudice is eliminated by developing high
More informationINFORMATION, ADVICE AND GUIDANCE (IAG) POLICY
INFORMATION, ADVICE AND GUIDANCE (IAG) POLICY Lead Responsibility Head of SM&PD Approved by Version 2012/13 Date of approval Effective from September 2012 Date of next review 2015/16 Policy applicable
More informationJOB DESCRIPTION. Leadership: Provide vision, leadership and direction for the college.
JOB DESCRIPTION Job Title: Reports to: Principal Board of Governors Main Purpose of the Job Leadership: Provide vision, leadership and direction for the college. Learning: Create and maintain a productive
More informationAppointment details Associate Director Human Resources (Schools of Study) Maternity Cover
Appointment details Associate Director Human Resources (Schools of Study) Maternity Cover Closing date 1 st March 2013 Ref: R130028 Contents About Aston University Welcome from Marian Sample, Director
More informationHigher Education @ BCoT
Higher Education @ BCoT HE Strategy Basingstoke College of Technology (BCoT) Worting Road Basingstoke Hampshire RG21 8TN Higher education @ BCoT: 01256 306261 Email: donna.kitchen@bcot.ac.uk www.bcot.ac.uk
More informationNational standards of excellence for headteachers. Departmental advice for headteachers, governing boards and aspiring headteachers
National standards of excellence for headteachers Departmental advice for headteachers, governing boards and aspiring headteachers January 2015 Contents Summary 3 About this departmental advice 3 Review
More informationWest Dunbartonshire Council s Employee Recognition Framework
West Dunbartonshire Council s Employee Recognition Framework CONTENTS 1 Introduction page 3 2 Overview of the framework page 3 3 Communicating and promoting success page 4 4 WDC Annual Employee Recognition
More information