College overview and developments Sample Clauses

College overview and developments. The pursuit and achievement of high quality learning, teaching and learner experiences is a key driver for the College, featuring strongly within our vision, purpose and ambitions. Comprehensive systems are in place to review and enhance curriculum quality, planning, outcomes, and target setting. These systems include detailed self-evaluation by academic and support teams and audit, feedback and review arrangements involving the Board of Management, Executive, Learners, Staff, Employers, and Awarding/Certification Bodies. The College has kept abreast of developments arising from the SFC/Education Scotland Action Learning Pilots and in 2015/16 has developed its quality arrangements to provide opportunities for a rolling input from our College HMIe. This input is designed to add value to our internal quality arrangements and provide Education Scotland with a more rigorous understanding of quality systems and outcomes, including College progress in respect of our ROA and DYW plans. Levels of learner retention and success have been maintained at “sector leading” levels in recent years. The College is not complacent with regard to this performance and an on- going focus will be maintained to ensure that this high level of successful outcome continues as a long-term trend and feature of the College. In addition to a clear high performing quality trend, the College will make further enhancements to ensure that learner outcome levels in all curriculum areas are above national average. Further steps will also be taken to measure and enhance the quantitative and qualitative post course success data available to the College, and to use this data to inform enhancements to learning, teaching and curriculum design. Learner engagement has been a clear success for the College, supporting the development of a single integrated Students’ Association, creating a hugely popular (and competition/award winning) Sports Union, and embedding learner engagement opportunities and activities within all campuses that attract learner input, add value to the learning experience, and play a significant role in the development of employability, enterprise and other essential skills. This focus on learner engagement will continue throughout the duration of this outcome agreement, with additional emphasis placed on the tracking, signposting and enhancement of employability, enterprise and wider essential skills under the banner of the “D&A Attributes” to ensure that learner engagement activ...
Sample 1
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College overview and developments. ‌ The delivery of high quality learning, teaching and learner experiences is a key driver for the College, featuring strongly within our vision, purpose and ambitions. Comprehensive systems are in place to review and enhance curriculum quality, planning, outcomes, and target setting. These systems include detailed self-evaluation by academic and support teams, a drive on Business Intelligence to make data-driven decisions and audit, feedback and review arrangements involving the Board of Management, Executive, Learners, Staff, Employers, and Awarding/Certification Bodies. High levels of learner retention and attainment continue to be maintained with further enhancement to these in 2017/18, but the College is not complacent and an on-going focus will ensure that high level successful outcomes are the norm. As one of five Colleges taking part in the second year of the Scottish Government Retention and Attainment project, the College is committed to continuous improvement for itself and by supporting improvements for the sector as a whole. In addition to a clear high performing quality trend, the College will make further enhancements to ensure that learner outcome levels in all curriculum areas are above national average. Further steps will also be taken to measure and enhance the quantitative and qualitative post course success data available to the College, and to use this data to directly inform improvements in learning, teaching and curriculum design. The D&A ‘Future Talent’ initiative builds upon the strong work undertaken to establish the D&A Attributes. With a clearer focus on careers information, advice and guidance, Future Talent is a whole College approach to employability and enterprise. This initiative links together a number of national strategies and priorities, including Developing the Young Workforce, Career Education Standards, Work Placement Standards for Colleges and the Development of Learner Employability in Scotland’s Colleges. In 2018 the College launched a new Digital Strategy, which provides a key vision and direction for building digital skills within both staff and learners to enable them to learn, work and live in the 21st century. This strategy is backed by a clear self-assessment route and comprehensive professional development support to enhance skills and meet our objective of all having all staff certified as competent digital users.
Sample 1
College overview and developments. The publication of the Developing the Young Workforce Strategy has highlighted the critical importance of the work that the College undertakes in partnership with our regional and national employers, employer agencies, central and local government. Dundee and Angus College recognises that a sustainable and growing economy can only be achieved by the concerted efforts of these agencies and organisations, and throughout this agreement will play a central leading role in building the effective partnerships necessary to meet this objective. To ensure that the College makes the optimum contribution to the development of the workforce, locally, regionally and nationally we continuously review and develop our curriculum relative to regional economic need and are further developing our aims and objectives to embed a focus on economic growth, employability and enterprise within all of our activities. The College is focussed on the full range of activities necessary to deliver economic growth, including the creation and embedding of a series of D&A Attributes within our student body which will ensure that our students are actively sought after by employers.
Sample 1

Related to College overview and developments

  • Training and Development 14.1 The parties are committed to, and acknowledge the mutual benefit to the employer and employee of planned human resource development and the provision and participation in relevant development opportunities (including accredited training).

  • Research and Development (i) Advice and assistance in relation to research and development of Party B;

  • Learning and Development (i) Managers and supervisors are responsible for promoting and supporting learning activities for employees in their area of responsibility.

  • PHASED DEVELOPMENT 15.1 The Seller reserves to itself, and to its successors in title as Developer, all such rights as are provided for in section 25 of the STA, to erect and complete a phased development on the Land from time to time, but no later than 15 (fifteen) years from the date of opening of the Sectional Title Register, for its personal account.

  • Staff Development ‌ The County and the Association agree that the County retains full authority to determine training needs, resources that can be made available, and the method of payment for training authorized by the County. Nothing in this subsection shall preclude the right of an employee to request specific training.

  • Training and Professional Development C. Maintain written program procedures covering these six (6) core activities. All procedures shall be consistent with the requirements of this Contract.

  • Skills Development The Company acknowledges the changing pace of technology in the electrical contracting industry and the need for employees to understand those changes and have the necessary skill requirements to keep the Company at the forefront of the industry. The Parties to this Agreement recognise that in order to increase the efficiency, productivity and competitiveness of the Company, a commitment to training and skill development is required. Accordingly, the parties commit themselves to:

  • Project Development a. Collaborate with COUNTY and project clients to identify requirements and develop a project Scope Statement.

  • JOB FAMILY: APPLICATIONS DEVELOPMENT‌ Job Title: Director, Systems and Programming Job#: 1200 General Characteristics Responsible for the full systems development life cycle management of projects/programs. Provides direction for technical and business resources. Actively participates in long-range strategy planning and manages policy development to address complex business issues, provides leadership to cross-functional teams. Serves as the primary point of contact from project/program inception to delivery. Defines and develops project management infrastructure, manages a methodology driven quality plan, monitors and controls the quality of the deliverable, as well as manages the project completion process through customer acceptance. Works with business unit managers and forms alliances on projects, operational decisions, scheduling requirements/conflicts and vendor contract clarification.

  • Professional Development 9.01 Continuous professional development is a hallmark of professional nursing practice. As a self-regulating profession, nursing recognizes the importance of maintaining a dynamic practice environment which includes ongoing learning, the maintenance of competence, career development, career counselling and succession planning. The parties agree that professional development includes a diverse range of activities, including but not limited to formal academic programs; short-term continuing education activities; certification programs; independent learning committee participation. The parties recognize their joint responsibility in and commitment to active participation in the area of professional development.

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