Leadership and Management. 2.1 Provides the single point of accountability for clinical and management leadership for nursing and within the unit.
Leadership and Management. 1.1 Works collaboratively with the NUM/MM to develop the systems, processes and projects required to ensure efficient, effective and responsive operation of the allocated work in line with organisation’s strategic direction.
Leadership and Management. 2.1 Provides leadership to staff, students, graduates and volunteers as well as human and physical resource management.
Leadership and Management. The creation and implementation of the 2017-18 Access Agreement has been and will continue to be the University’s Senior Management Team. The Pro-Vice Chancellor (Research & Knowledge Exchange) is the SMT lead in this work, supported at SMT level by the Pro-Vice Chancellor (Education & Student Experience). Together they are responsible for the delivery of the Agreement – including oversight of the monitoring, evaluation and reporting. The Manager of the Outreach Team, together with the Director of Learning & Teaching will be responsible for the day to day management of the Agreement. The Access Agreement and Widening Participation Executive Group (AAWPEG), led by the Pro-Vice Chancellor (Research and Knowledge Exchange), and r eporting to SMT, brings together academic, professional services staff, Senior Management Team members and student representatives to agree an institutional approach to widening access, student success and progression. In line with CCCU’s commitment to promoting equality and diversity, the University’s Annual Report to the Equality and Diversity Committee of the Governing Body has been central in designing the plans within this Agreement to improve student access, success and progression. The Access Agreement has been developed to align with existing Learning and Teaching, Retention and Alumni strategies a n d e q u a l i t y o b j e c t i v e s as well as the institution’s Student Charter and 2015-20 Strategic Framework. The Access Agreement is thus developed by the AAWPEG and agreed by the Pricing & Fees Committee (Chaired by the Director of Finance) before passing to the Senior Management Team for approval prior to submission to OFFA. The annual monitoring return is developed and approved following the same process.
Leadership and Management. 1.1 Leads the NMHS Industrial Relations team and provides a robust industrial relations consultancy service to the Health Service.
Leadership and Management. 1.1 Leads and manages the implementation of the SMHS Sustainability Framework and associated sustainability programs and initiatives across SMHS sites.
Leadership and Management. 1.1 Responsible for directing and leading the development of projects and programs for the EMHS, including the rollout of Windows 10 and Office 365; ICT interoperability with Private Public Partnership organisations; IT infrastructure; and the implementation of WiFi.
Leadership and Management. The Engineering Technologist Education Accreditation Body must have sustainable leadership and management structure to provide confidence and accountability of its accreditation activities. Individuals who hold leadership and management roles must possess credentials and expertise in relevant disciplines. The accreditation body should exercise in accordance with appropriate governance policies during leadership and management changes to enable stability at all times.
Leadership and Management. The Service Co-Directors will work in partnership to lead and manage the Service. They are accountable to the Executive Director and represent the major link in a chain of accountability between Health Service Management and the mental health departments or teams. • Leads and promotes organisational culture in line with the Health Service vision and values. • Accountable for the safe and high quality standards of clinical practice and the management of clinical and corporate risk. • Ensures evidence based practice and research as the foundation of advances in clinical care and in clinical care systems. • Leads the development and implementation of strategic and operational plans in alignment with the vision and operational imperatives of the health service. • Leads the commissioning, transformation and service improvement agendas, working closely with all stakeholders. • Challenges conventional approaches and drives change when needed, with a commitment to continuous improvement. • Works closely with all members of the Health Service Management Team to establish and manage safe, efficient and effective patient care across the Mental Health Service. • Responsible for the management of relevant service targets and resources. • Manages the performance of staff within relevant policy and public sector standards.
Leadership and Management. Provides advice on matters related to services, programs and policies related to the specific areas of the collections and sundry debt team, • Monitors staff resources, and assists with resource planning to maintain processing workflows, coordinates leave and leave relief and assists in recruitment and selection for the collections and sundry debt team, • Undertakes performance development activities for collections and sundry debt staff and participates in performance development planning for the accounts receivable function, • Ensures compliance with Codes of Conduct, Codes of Ethics, OSH and EO legislation
