College Transformation Strategy Sample Clauses

College Transformation Strategy. From Good to Great As a sustained top performing college in Scotland we have worked over the past year to plan ahead for the types of challenge we will face in the future. We have embarked upon a bold strategy (Good to Great) that builds on our strong platform to further improve all aspects of our work and to go on and define the way colleges should operate towards 2020 and beyond. Supported by funding through the D&A Foundation, our Good to Great strategy encompasses a range of strategic and project improvements that are designed to ensure that D&A students benefit from higher levels of attainment and are better prepared and equipped for the world of work than any others in Scotland. A major review of our curriculum offer is underway to ensure that the curriculum portfolio reflects regional need, whilst also supporting enhancement in teaching methodologies. This will include revision to adopt new areas and new subjects with STEM at the heart of our developments. Our delivery systems will be underpinned by an updated digital strategy to modernise learning and to create a ‘College on demand’. Future Talent development and career coaching will be further developed to raise the levels of attainment in partnership with schools and industry. These developments will improve significantly the employment prospects for our learners and will be used to tackle the productivity and underemployment gaps that holds our region back. Our commercial services will integrate seamlessly with our curriculum and will be regularly reviewed to create new products and to utilise the growing partnerships around the Tay Cities Deal to enhance our impact on the local economy and increase our external income. Service Design principles are beginning to underpin the way in which we operate as a College and will be applied fully to the review of all of our student facing services to ensure that the processes we employ are truly user friendly and remove all barriers to smooth transition into college and beyond. Through completion of the Good to Great Strategy, D&A College will be the outstanding model of how colleges in Scotland should operate. Specifically, this will include:  In key economic areas our curriculum will be built on a digital learning model that gives learners to access to mobile learning on demand 24/7  STEM opportunities and career management will underpin all of our College activity  Learning in every subject will encompass ‘real life’ project based and interdisciplin...
Sample 1
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College Transformation Strategy. From Good to Great As a sustained top performing college in Scotland we are looking ahead to the types of challenge we will face in the future. We are embarking on a bold strategy to use our position to further improve all aspects of our work and to go on and define the way colleges should operate towards 2020 and beyond. We have the platform to make significant changes to what we teach, and how we teach, to build on our strengths and become the most ambitious and successful college in Scotland. Through our Good to Great strategy our vision is to ensure that D&A students benefit from higher levels of attainment and are better prepared and equipped for the world of work than any others in Scotland. Our curriculum will be revised to adopt new areas and new subjects with STEM at the heart of our developments. Our delivery systems will be underpinned by a digital strategy to modernise learning and to create a ‘College on demand’. Future Talent development and career coaching will be used to raise the levels of attainment in partnership with schools and industry. These developments will improve significantly the employment prospects for our learners and will be used to tackle the productivity and underemployment gaps that holds our region back. Our commercial services will integrate seamlessly with our curriculum and will be regularly reviewed to create new products and to utilise the growing partnerships around the Tay Cities Deal to enhance our impact on the local economy and increase our external income. Service Design principles will be applied to a review of all of our student facing services to ensure that the processes we employ are truly user friendly and remove all barriers to smooth transition into college and beyond.
Sample 1

Related to College Transformation Strategy

  • 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.

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

  • Framework Management Structure 2.1.1 The Supplier shall provide a suitably qualified nominated contact (the “Supplier Framework Manager”) who will take overall responsibility for delivering the Goods and/or Services required within this Framework Agreement, as well as a suitably qualified deputy to act in their absence.

  • Local Health Integration Networks and Restructuring In the event of a health service integration with another service provider the Employer and the Union agree to meet.

  • Professional Development Plan Professional Development Plan (PDP) refers to plans developed by faculty members addressing the criteria contained in Article 22 and Appendix G.

  • Recruitment Through Jobcentre Plus 5.1 One of the key objectives of the Department for Work and Pensions is to move people from welfare into work. DWP has a Great Britain-wide network of Jobcentre Plus offices that provide job broking services for unemployed people. The Contractor is therefore required to notify Jobcentre Plus when recruiting staff for any entry-level job vacancies located within Great Britain, which may arise from the delivery of their contract to the Authority.

  • Project Team Cooperation Partnering 1.1.3 Constitutional Principles Applicable to State Public Works Projects.

  • Traditional Medicine Cooperation 1. The aims of Traditional Medicine cooperation will be: (a) to build on existing agreements or arrangements already in place for Traditional Medicine cooperation; and (b) to promote information exchanges on Traditional Medicine between the Parties. 2. In pursuit of the objectives in Article 149 (Objectives), the Parties will encourage and facilitate, as appropriate, the following activities, including, but not limited to: (a) encouraging dialogue on Traditional Medicine policies and promotion of respective Traditional Medicine; (b) raising awareness of active effects of Traditional Medicine; (c) encouraging exchange of experience in conservation and restoration of Traditional Medicine; (d) encouraging exchange of experience on management, research and development for Traditional Medicine; (e) encouraging cooperation in the Traditional Medicine education field, mainly through training programs and means of communication; (f) having a consultation mechanism between the Parties' Traditional Medicine authorities; (g) encouraging cooperation in Traditional Medicine therapeutic services and products manufacturing; and (h) encouraging cooperation in research in the fields of Traditional Medicine in order to contribute in efficacy and safety assessments of natural resources and products used in health care.

  • Professional Development Program (a) The parties agree to continue a Professional Development Program for the maintenance and development of the faculty members' professional competence and effectiveness. It is agreed that maintenance of currency of subject knowledge, the improvement of performance of faculty duties, and the maintenance and improvement of professional competence, including instructional skills, are the primary professional development activities of faculty members.

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

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