Embedding public engagement at UCL: Dr Hilary Jackson UCL Public Engagement Unit ucl.ac.uk/public-engagement
|
|
- Silas Baldwin
- 8 years ago
- Views:
Transcription
1 Embedding public engagement at UCL: successes, barriers and lessons for the future Dr Hilary Jackson UCL Public Engagement Unit ucl.ac.uk/public-engagement
2 Beacons for Public Engagement HEFCE, the UK funding councils, Wellcome Trust 6 Beacons across Britain Details: What it is Why it matters Case studies Manifesto for public engagement Self-assess your institution UCL s approach to Beacon status
3 Aims UCL & the wider Beacons initiative Create a culturewithin HEIs where public engagement is formalised and embedded as a valued and recognised activity for staff at all levels and for students; Build capacityfor public engagement within institutions and encourage staff at all levels, postgraduate students, and undergraduates where appropriate, to become involved; Ensure HEIs address public engagement within their strategic plansand that this is cascaded to departmental level; Create networks within and across institutions, and with external partners, to share good practice, celebrate their work and ensure that those involved in public engagement feel supported and able to draw on shared expertise; Enable HEIs to test different methodsof supporting public engagement and to share learning.
4 What do we mean by public engagement?
5 Definitions Public engagement describes the many ways in which higher education institutions and their staff and students can connect and share their work with the public. Done well, it generates mutual benefit, with all parties learning from each other through sharing knowledge, expertise and skills. In the process it can build trust, understanding and collaboration, and increase the sector s relevance to, and impact on, civil society - National Coordinating Centre for Public Engagement
6 Definitions Public engagement describes the many ways in which higher education institutions and their staff and students can connectand sharetheir work with the public. Done well, it generates mutual benefit, with all parties learning from each otherthrough sharing knowledge, expertise and skills. In the process it can build trust, understanding and collaboration, and increase the sector s relevance to, and impact on, civil society - National Coordinating Centre for Public Engagement
7 Public engagement in practice Collaborating Informing Consulting
8 Public engagement at UCL: information gathering Building networks Information gathering Things that stopped people from doing public engagement Reasons why people did public engagement
9 Public engagement programmes at UCL Grants
10 Public engagement programmes at UCL Reward and recognition
11 Public engagement programmes at UCL Champions and leaders Vice-Provost Senior managers Mentors Can t be done by senior people alone
12 Public engagement programmes at UCL Networks Centre around projects/activity Flexibility and responsiveness Focus on needs of institution and citizens Freedom and innovation in decision-making Maintain enthusiasm
13 Public engagement programmes at UCL Evaluation and sharing what we learn Risk Learning > success Critical & reflective approach Our own activities Those we fund and support Toolkits for evaluation Symposiums, networks
14 Successes and pitfalls External drivers and internal stability Emphasis from HEFCE and research councils Leadership & consistency within UCL Risk-taking and innovation Taking opportunities Responding to needs of UCL staff/students & citizens Some programmes fail Partnerships need to grow naturally Fitting with existing structures and demands
15 Lessons learnt Senior support Visibility Networks develop around shared projects & needs Practitioners and champions must understand & articulate the benefits and barriers Strong vision & purpose Diverse activities, systems and processes Community of practice Public engagement as core business
16 Top tips 1. Allow things to fail 2. Be flexible 3. Be transparent 4. Ownership 5. Take time 6. Quick wins 7. Multiple outcomes 8. Invest in evaluation For more details of UCL s story of change, please visit:
17 Where is your institution? Purpose for engagement Processes for support Focus on people Identify where your institution is and wants to be using the National Coordinating Centre for Public Engagement s self-assessment tool:
18 Where is your institution? Focus Embryonic Developing Gripping Embedding Mission There is little or no reference to public PE is referenced sporadically within the PE is clearly referenced within the institutional PE is prioritised in the institution's official mission engagement in the organisational mission or in institutional mission documents and strategies, mission and strategies and the institution is and in other key strategies, with success indicators other institution-wide strategies but is not considered a priority area developing an institution-wide strategic approach identified. It is a key consideration in strategic developments in the institution Leadership Few (if any) of the most influential leaders in the institution serve as champions for public engagement Some of the institution s senior team act as informal champions for public engagement Some of the institution s senior team act as formal champions for public engagement The VC acts as a champion for PE and a senior leader takes formal responsibility. All senior leaders have an understanding of the importance and value of public engagement to the institution s agenda Communication Support Learning Recognition Staff Students Public The institution s commitment to public Public engagement occasionally features in engagement is rarely if ever featured in internal internal and external communications or external communications There is no attempt to co-ordinate public There are some informal attempts being made engagement activity or to network learning and to co-ordinate PE activities, but there is no expertise across the institution strategic plan for this work. Some self-forming networks exist, not supported by the institution There is little or no opportunity for staff or students to access professional development to develop their skills & knowledge of engagement Staff are not formally rewarded or recognised for their PE activities Few if any opportunities exist for staff to get involved in public engagement, either informally or as part of their formal duties Few opportunities exist for students to get involved in PE, either informally, through volunteering programmes, or as part of the formal curriculum Little or no attempt has been made to assess community need, or to support non traditional groups in engaging with the institution There are some opportunities for staff or students to access professional development and training in PE, but no formal or systematic support Some departments recognise and reward PE activity on an ad hoc basis. Public engagement frequently features in internal communications, but rarely as a high PE appears prominently in the institution s internal communications; its strategic importance is profile item or with an emphasis on its strategic highlighted, and resources and strategic support importance have been allocated to sustain this Oversight and co-ordination of PE has been The institution has a strategic plan to focus its co- formally allocated (e.g. to a working group or ordination, a body/ies with formal responsibility for committee) but there is minimal support and resource to invest in activity There are some formal opportunities for staff or students to access professional development and training in PE. oversight of this plan, and resources available to assist the embedding of PE. There are a number of recognised and supported networks Staff and students are encouraged and supported in accessing professional development, training and informal learning to develop their skills and knowledge of engagement The university is working towards an institutionwide policy for recognising and rewarding PE developed a policy to ensure PE is rewarded & The university has reviewed its processes, and activity recognised in formal and informal ways There are opportunities for staff in a handful of There are structured opportunities for many faculties or departments to get involved in PE, staff members to get involved in PE; but not in either informally or as part of their formal duties all faculties or departments. There is a drive to expand opportunities to all There are opportunities for students to get Many (but not all) students have the involved, but there is no coordinated approach opportunity to get involved in PE and are to promoting and supporting these encouraged and supported to do so. There is a opportunities across the institution drive to expand opportunities to all Some attempt has been made to analyse community need and interest; and to begin to tackle access issues to open up the institution and its activities to the public The institution has committed resources to assessing community need and interests, and to using this insight and feedback to inform its strategy and plans All staff have the opportunity to get involved in public engagement, either informally or as part of their formal duties, and are encouraged and supported to do so All students have the opportunity to get involved in PE, and are encouraged and supported to do so. The institution offers both formal and informal ways to recognize and reward their involvement The institution has assessed need & committed resources to supporting a wide range of groups to access its facilities and activities, and to systematically seek their feedback and involvement.
19 thank you Dr Hilary Jackson UCL Public Engagement Unit ucl.ac.uk/public-engagement
UCL Beacon for Public Engagement
UCL Beacon for Public Engagement Final Report July 2012 Report prepared by Rozia Hussain and Gemma Moore, Evaluation Officers, UCL Public Engagement Unit Contents Index of Tables... 2 Abbreviations...
More informationKnowledge Management Strategy 2011-2014. Version 0.8
Knowledge Management Strategy 2011-2014 Version 0.8 25 October 2011 1 1. Introduction 1.1 What is knowledge management? Knowledge management is creating, capturing, sharing and using the skills and experience
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 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 informationUCL Public Policy Strategy
OFFICE OF THE VICE-PROVOST (RESEARCH) UCL Public Policy Strategy Executive Summary UCL is committed to using its expertise to address complex policy problems, and as a force for positive social change.
More informationStudent Volunteering: UCL s Commitment
STUDENT VOLUNTEERING: UCL S COMMITMENT Student Volunteering: UCL s Commitment Volunteering is a valuable part of the student experience at University College London. We know that it connects students with
More informationBecoming London s Global University: The Case of UCL. Professor Michael Worton, Vice-Provost, UCL
Becoming London s Global University: The Case of UCL Professor Michael Worton, Vice-Provost, UCL Context Increasingly rapid globalisation of HE Impact of transnational education (TNE) Activities of international
More informationAttribute 1: COMMUNICATION
The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level
More informationA Framework for Information Systems Management and Governance
A Framework for Information Systems Management and Governance 08/10/2007 Introduction Investment in information systems constitutes a significant proportion of expenditure within higher education institutions
More informationTHE ENGAGED UNIVERSITY A manifesto for public engagement
THE ENGAGED UNIVERSITY A manifesto for public engagement Participant at Maximising Impact event at Beacon North East, where delegates explored the role of public engagement. Beacon North East We are inviting
More informationAppendix 1: Performance Management Guidance
Appendix 1: Performance Management Guidance The approach to Performance Management as outlined in the Strategy is to be rolled out principally by Heads of Service as part of mainstream service management.
More informationHIGHER EDUCATION TEACHING AND LEARNING STRATEGY
HIGHER EDUCATION TEACHING AND LEARNING STRATEGY POLICY VERSION NUMBER 01 MEMBER OF STAFF RESPONSIBLE FOR POLICY Head of Department responsible for Higher Education RECORD OF REVISIONS TO POLICY DATE DETAILS
More informationLEARNING, TEACHING AND ASSESSMENT STRATEGY 2008 2012 APRIL 2008
LEARNING, TEACHING AND ASSESSMENT STRATEGY 2008 2012 APRIL 2008 Summary The aim of our Learning, Teaching and Assessment Strategy is: To make effective provision for an educational experience of the highest
More informationAcademic 4 (SL&TF) Role Profile
Academic 4 (SL&TF) Role Profile (Profile builds on the SL Profile which relates to the substantive role undertaken in addition to the Fellowship) Communication Disseminate conceptual and complex ideas
More informationResponsibilities for quality assurance in teaching and learning
Responsibilities for quality assurance in teaching and learning This section is intended to provide an overview of the responsibilities of both university staff and students for quality assurance in teaching
More informationJob description - Business Improvement Manager
Job description - Business Improvement Manager Main Purpose of job The post has lead responsibility for optimising operational performance within the Operations directorate, and across the Society for
More informationUniversity Teacher in Journalism
About The Job. Department of Journalism Studies Faculty of Social Sciences University Teacher in Journalism Pursue the extraordinary Overview The Faculty of Social Sciences is a large and diverse grouping
More informationCSP Core Services Summary 2015-16
CSP Core Services Summary 2015-16 Sport England invests Core Funding into County Sports Partnerships (CSPs) to provide a consistent set of services for National Governing Bodies and for Sport England.
More informationIntroduction. 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 informationThe Standards for Leadership and Management: supporting leadership and management development December 2012
DRIVING FORWARD PROFESSIONAL STANDARDS FOR TEACHERS The Standards for Leadership and Management: supporting leadership and management development December 2012 Contents Page The Standards for Leadership
More informationGuide on Developing a HRM Plan
Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in
More informationThe Five Key Elements of Student Engagement
Background Info The key agencies in Scotland have developed and agreed this framework for student engagement in Scotland. The framework does not present one definition or recommend any particular approach,
More informationCPS SECURITY & INFORMATION RISK MANAGEMENT POLICY CPS SECURITY & INFORMATION RISK MANAGEMENT POLICY 2013-2014
CPS SECURITY & INFORMATION RISK MANAGEMENT POLICY 2013-2014 1 Version 1.0 CONTENTS Security Risks 3 Information Assurance Risk 3 Spreading Best Practice 3 Reporting Risks Upwards 4 Typical Risk Escalation
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 informationZurich UK Life: PACE Culture Change A practitioner view of specific change initiatives. Kirsty Knight & James Sutherland September 2015
Zurich UK Life: PACE Culture Change A practitioner view of specific change initiatives Kirsty Knight & James Sutherland September 2015 Content Background on UK Life Lessons Learned & Takeaways Questions
More informationChapter 11. Strategic Planning, Appraisal and Staff Development
Chapter 11 Strategic Planning, Appraisal and Staff Development 11. STRATEGIC PLANNING, APPRAISAL AND STAFF DEVELOPMENT 11.1 Strategic Planning The University of Wales: Trinity Saint David focuses on its
More informationABS Leadership and Management Charter
The ship and Management Development Charter is a comprehensive and inclusive capability development strategy, designed to provide greater transparency and structure to the development of ABS leaders and
More informationComponent 4: Organizational Leadership & Governance
Component 4: Organizational Leadership & Governance Scope: Lead your local United Way to successfully fulfill its mission, and in doing so, garner trust, legitimacy and support from the local community
More informationSurrey Compact. Volunteering Code
Surrey Compact The Surrey Compact is a commitment to continually improve relationships between the public, voluntary, community and faith sector and organisations representing service users and carers.
More informationOrganisational and Leadership Development at UWS
Organisational and Leadership Development at UWS Context The University of Western Sydney s (UWS) leadership development framework is underpinned by the recognition that its managers and leaders have a
More informationUniversity 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 informationThe future of social work and social work learning: A visioning project from Lancaster University s Department of Applied Social Science
The future of social work and social work learning: A visioning project from Lancaster University s Department of Applied Social Science Lancaster Practitioner workshop: (March 1 st 2012) Seventeen social
More informationCSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.
Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1
More informationBest Value toolkit: Performance management
Best Value toolkit: Performance management Prepared by Audit Scotland July 2010 Contents Introduction The Audit of Best Value The Best Value toolkits Using the toolkits Auditors evaluations Best Value
More informationMonitoring and Evaluation of. Interventions
Monitoring and Evaluation of Sports in Development (SiD) Interventions presented by: Pamela K. Mbabazi, Ph.D. Faculty of Development Studies, Department of Development Studies Mbarara University of Science
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 informationIntelligent Customer Function (ICF)
CAPABILITY AUDIT FOR HEIs Higher Education Institutions (HEIs) should organically develop their own to successfully manage the process of strategic sourcing. The capability audit provides an assessment
More informationProgramme Manager Relationship Management System
Programme Manager Relationship Management System Russam Ref 4573 Job Profile This document is a generic description for the role. Any specific requirements in the published advert should also be taken
More informationConveys the impact of policy decisions through to members and stakeholders of the leadership forum appropriately.
ROLE DESCRIPTION AND PERSON SPECIFICATION CHAIR - BME LEADERSHIP FORUM This role description outlines the key responsibilities of the chair of the NHS Confederation's Black and Minority Ethnic (BME) leadership
More informationDCU 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 informationProject, Programme and Portfolio Management Delivery Plan 6
Report title Agenda item Project, Programme and Portfolio Management Delivery Plan 6 Meeting Performance Management and Community Safety Panel 27 April 2009 Date Report by Document number Head of Strategy
More informationPERFORMANCE MANAGEMENT STRATEGY
PERFORMANCE MANAGEMENT STRATEGY Date published: May 2013 South Essex Homes Keeping you informed www.southessexhomes.co.uk 0800 833 160 1 of 12 SOUTH ESSEX HOMES: PERFORMANCE MANAGEMENT STRATEGY This strategy
More informationUCL Personal Tutoring Strategy
APPENDIX AC 3/32 (09-10) UCL Personal Tutoring Strategy Recognising that UCL s commitment to provide its students with a first-rate learning experience encompasses both academic and personal dimensions,
More informationJob Title: Customer Experience and Service Development Manager
Date completed: Job Title: Customer Experience and Service Development Manager Job Reference Number: P02357 Job Band: Band 6 Functional Area: Customer Services Accountable to: Head of Customer Experience
More informationStrategic Planning A PRACTICAL GUIDE FOR UNITS AND DEPARTMENTS
Strategic Planning A PRACTICAL GUIDE FOR UNITS AND DEPARTMENTS Contents 1. What is strategic planning?... 2 2. Strategic Planning at Faculty of Medicine where are we?... 3 3. The Faculty of Medicine Strategic
More informationPractical strategies to support the whole-school development of AfL with APP (Primary)
Practical strategies to support the whole-school development of AfL with APP 1 of 11 The National Strategies Primary Practical strategies to support the whole-school development of AfL with APP This document
More informationJob description HR Advisor
Job description HR Advisor Main purpose of job To work closely with colleagues in the HR Business Partner team along with the wider PDO directorate to ensure delivery of a first class, professional and
More informationUNIVERSITY OF ULSTER LEARNING AND TEACHING STRATEGY (2013/14 2017/18)
UNIVERSITY OF ULSTER LEARNING AND TEACHING STRATEGY (2013/14 2017/18) FOREWORD The Learning and Teaching Strategy is a central component of the University s standards assurance and quality enhancement
More informationCORPORATE PHILANTHROPY. Achieving integrated social purpose
CORPORATE PHILANTHROPY Achieving integrated social purpose Corporate philanthropy: integrating social purpose into business Harnessing the power of capital to support what we most value is critical for
More informationBrand Development and Management Enabling Strategy
Brand Development and Management Enabling Strategy Table of Contents 1. Purpose... 2 Enabling Strategy... 2 2. Scope... 2 Overall aims... 2 Specific objectives... 2 3. Strategy... 2 Initiatives and actions...
More informationA STRATEGY FOR MANAGEMENT DEVELOPMENT
A STRATEGY FOR MANAGEMENT DEVELOPMENT 1 Management of the College 1.1 The introduction to the Strategic Plan 2001 2006 states that: At the centre of the life of the College is the academic experience for
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 informationPolicy Paper on Non-Formal Education: A framework for indicating and assuring quality
Policy Paper on Non-Formal Education: A framework for indicating and assuring quality Adopted by the Council of Members/ Extraordinary General Assembly 2-3 May 2008 (Castelldefels, Catalonia - Spain) 0.
More informationDepartment of Human Resources. Performance Management An introduction
Department of Human Resources Performance Management An introduction 1 Contents 1. What is Performance Management 3 2. Key principles 5 3. Tools and Resources 7 4. Performance Management 8 Health Check
More informationBE 2015 A BUSINESS EXCELLENCE INITIATIVE EXCELLENCE IN CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE
BE 2015 A BUSINESS EXCELLENCE INITIATIVE 2015 CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE BE 2015 Self Assessment Guidelines l l l l l l The Criterion contains questions on the Processes and Results.
More information2011 staff survey. Plans and changes to the staff survey for 2011 June 2011
2011 staff survey Plans and changes to the staff survey for 2011 June 2011 ICO Vision By 2012 we will be recognised by our stakeholders as the authoritative arbiter of information rights, delivering high-quality,
More informationHow To Manage Performance In North Ayrshire Council
North Ayrshire Council Performance Management Strategy February 2015 Contents 1. Foreword... 3 2. Introduction... 3 3. What is performance management?... 4 3.1 Why is it important to North Ayrshire Council?...
More informationHighway Asset Management Strategy
w Highway Asset Management Strategy May 2014 - Version 2 Page 5 Surrey County Council Asset Management Strategy 1 Priorities, Vision and Objectives 1.1 Surrey County Council (SCC) recognises the importance
More informationEmerging Leaders Programme 2011 Personal Leadership Development Plan and Portfolio
Emerging Leaders Programme 2011 Personal Leadership Development Plan and Portfolio Emerging Leaders Programme 2011 Personal Leadership Development Plan and Portfolio Name 2 Personal Leadership Development
More informationSTRATEGIC PRIORITIES 2013-2018
STRATEGIC PRIORITIES 2013-2018 ADOPTED BY THE EXTRAORDINARY GENERAL ASSEMBLY BRUSSELS, BELGIUM 22 APRIL 2012 1 INTRODUCTION A strategy is a combination of the goals for which an organisation strives and
More informationELECTRONIC GOVERNMENT MANAGEMENT (EGM) TRAINING SERIES
ELECTRONIC GOVERNMENT MANAGEMENT (EGM) TRAINING SERIES KDi Asia Pte Ltd 205 Henderson Road #02 01 Singapore 159549 Telephone: +65 62712723 E mail: info@kdiasia.com Website: www.kdiasia.com Electronic (e
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 informationStudents & Staff: Brighton and Kobe
Japan-UK Collaboration in Higher Education Human Resource Management at The University of Brighton Its Implications for the National University Corporation in Japan October 6, 2003 KAWASHIMA Tatsuo Kobe
More informationJOB PROFILE (GREEN BOOK)
JOB PROFLE (GREEN BOOK) Job Title: Corporate Programme Officer Post Reference Permanent/ Temporary Fixed-term 1 year Grade/Role: 5 Hours: 37 Reports to: Head of Corporate Services Directorate/ department:
More informationDerbyshire County Council Performance and Improvement Framework. January 2012
Derbyshire County Council Performance and Improvement Framework January 2012 Contents 1. Introduction 3 2. About the framework 4 3. Planning 7 5. Monitoring Performance 8 6. Challenge and Review 11 7.
More informationRevised Policy Paper on Non-Formal Education: A Framework for indicating and assuring quality
Revised Policy Paper on Non-Formal Education: A Framework for indicating and assuring quality ADOPTED BY THE COUNCIL OF MEMBERS ANTWERP, BELGIUM, 6-7 MAY 2011 1 COMEM -FINAL Executive summary Non-Formal
More informationInternal Communication and Engagement Manager (part-time)
Internal Communication and Engagement Manager (part-time) Main purpose of job To develop and manage internal communication and engagement programmes to support Alzheimer s Society projects, activities
More informationP3M3 Portfolio Management Self-Assessment
Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire P3M3 Portfolio Management Self-Assessment P3M3 is a registered trade mark of AXELOS Limited Contents Introduction
More informationESKITP2035.02 Design and implement change management plans for IT enabled systems 1
Design and implement change management plans for IT enabled systems Overview This sub-discipline, Change Management (203) is concerned with the competencies required to manage the introduction of business
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 informationCareer proposition for software developers and web operations engineers
Career proposition for software developers and web operations engineers Introduction The Government Digital Service is at the centre of the digital transformation of government, making information and
More informationGood practice for annual reports
Guidance note Good practice for Contents: 1 Introduction 2 How the best reports set themselves apart 3 Examples of the best May 2015 1 Introduction An annual report can generate more value if viewed as
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 informationAssessing your management system and the approach that you take
Management system management by matrix Assessing your management system and the approach that you take raising standards worldwide About the author John Osborne is Product Manager for BSI Training. The
More informationMessage from the Chief Executive of the RCM
Message from the Chief Executive of the RCM The Midwifery Leadership Competency Framework has been derived from both the NHS Leadership Qualities Framework and the Clinical Leadership Competency Framework.
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 information3. SYSTEMS CHANGE MODELS
3. SYSTEMS CHANGE MODELS and COPMI CONSULTATION THEMES Building on the Chapter 1 introduction to systems change theory and Chapter 2 national and jurisdictional information, this section of the report
More informationValuing Research Staff Implementing the Concordat
Valuing Research Staff Implementing the Concordat 1 Foreword Contents The University of Hertfordshire undertakes world leading and internationally excellent research across many areas of its portfolio.
More informationMaintaining our momentum in public health. Linda Hindle, Lead AHP, National Engagement Lead for Fire and Police Services twitter @hindlelinda
Maintaining our momentum in public health Linda Hindle, Lead AHP, National Engagement Lead for Fire and Police Services twitter @hindlelinda Format Celebrating what AHPs have achieved in our public health
More informationANU College of Engineering and Computer Science. Reconciliation Action Plan 2011-2016
ANU College of Engineering and Computer Science Reconciliation Action Plan 2011-2016 Endorsed by CECS Advisory Board on 9 December 2010 Revised 2012 Our Vision for Reconciliation The University s vision
More informationETI PERSPECTIVE 2020: A FIVE YEAR STRATEGY
ETI PERSPECTIVE 2020: A FIVE YEAR STRATEGY Introduction This document is the final and Board approved version of ETI s strategic directions based on the ETI Board meeting discussion of 12 th March 2015.
More informationBirmingham 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 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 informationList of Contents. Introduction 1
I List of Contents Page Foreword III Introduction 1 A. General Principles 2 B. Institutional By-Laws and Regulations 2 C. Specific Guidance 3 Annexes II FOREWORD The purpose of this Code of Practice is
More informationProcurement and Contract Management Strategy 2013-2017
Procurement and Contract Management Strategy 2013-2017 Title Owner Version 1 Distribution Procurement and Contract Management Strategy 2013 2017 Procurement and Performance Manager Corporate Issue date
More informationStrategic Business and Operations Framework Understanding the Framework June 30, 2012
Strategic Business and Operations Framework Understanding the Framework June 30, 2012 Table of Contents The Pathway to Success: The Strategic Business and Operations Framework... 3 What is the Strategic
More informationCENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST
CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST Report of: Paper prepared by: Adrian Roberts, Executive Director of Finance Simon Walsh, Head of Procurement and E-Commerce Date of paper: August
More informationGender Equality Project. Background to the Athena SWAN Charter
Background to the Athena SWAN Charter The Athena Project The Athena Project was a UK-wide initiative which developed out of the Committee of Vice Chancellors and Principals (CVCP) Commission on University
More informationCore Module 2: Teaching, Appraisal and Assessment
Core Module 2: Teaching, Appraisal and Assessment Learning outcomes: To understand and demonstrate the knowledge, skills and attitudes to provide appropriate teaching, learning opportunities, appraisal,
More informationUniversity of Brighton Sustainable Procurement Strategy 2011-2015
University of Brighton Sustainable Procurement Strategy 2011-2015 Sustainable procurement in a challenging environment Introduction There is widespread recognition that climate change and the use of dwindling
More informationUniversity of Edinburgh Knowledge Strategy Committee. 8 June 2012. Use of the Project Governance Toolkit for Shared Academic Timetabling
University of Edinburgh Knowledge Strategy Committee 8 June 2012 Use of the Project Governance Toolkit for Shared Academic Timetabling Brief description of the paper Shared Academic Timetabling has been
More informationThe Department for Business, Innovation and Skills IMA Action Plan PRIORITY RECOMMENDATIONS
PRIORITY RECOMMENDATIONS R1 BIS to elevate the profile of information risk in support of KIM strategy aims for the protection, management and exploitation of information. This would be supported by: Establishing
More informationRisk Management Strategy & Implementation Plan 2014 2016
St George s Healthcare NHS Trust: the next decade Risk Management Strategy & Implementation Plan 2014 2016 DRAFT VERSION 6.0 UPDATED 19.11.14 Executive summary We know, from external assurances received
More informationIFE Strategic Plan 2014 2018
IFE Strategic Plan 2014 2018 The Institution of Fire Engineers IFE Strategic Plan 2014 2018 View online at www.ife.org.uk/ife-strategic-plan 1 The Institution of Fire Engineers A charity managed for fire
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 informationCascading KPIs using the 9 Steps to Success
Cascading KPIs using the 9 Steps to Success BSA uses the proven, disciplined framework, Nine Steps to Success, to systematically develop, implement, and sustain a strategic scorecard systems (see Figure
More informationEight Leadership Principles for a Winning Organization. Principle 1 Customer Focus
Eight Leadership Principles for a Winning Organization Leading and operating an organization successfully requires managing it in a systematic and visible manner. Success should result from implementing
More informationIt will help you to think about how best to approach change, the key considerations and managing potential barriers to successful change.
CHANGE MANAGEMENT This tool kit has been designed to help you plan and implement change. It will help you to think about how best to approach change, the key considerations and managing potential barriers
More informationVolunteer 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 informationRailway Management Maturity Model (RM 3 )
Railway Management Maturity Model (RM 3 ) (Version 1.02) March 2011 Published by the Office of Rail Regulation 1 Contents Introduction... 1 Excellence in safety management systems... 3 Governance, policy
More information