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. · 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 interdisciplinary learning · Sector leading student outcomes will be the norm and every subject area will have outcomes that are above the national average · Commercial activity will...
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. a. Develop a Work Breakdown Structure (WBS) for each project. b. Evaluate Scope Statement to develop a preliminary cost estimate and determinate whether project be vendor bid or be executed under a Job Order Contract (JOC).

  • Investment Strategy The Company’s investment strategy described in the Registration Statement and the Prospectus accurately reflect in all material respects the current intentions of the Company with respect to the operation of the Company’s business, and no material deviation from such investment strategy is currently contemplated.

  • 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. (a) The Employer shall notify affected employees and the Union as soon as a formal decision to integrate is taken. (b) The Employer and the Union shall begin discussions concerning the specifics of the integration forthwith after a decision to integrate is taken. (c) As soon as possible in the course of developing a plan for the implementation of the integration the Employer shall notify affected employees and the Union of the projected staffing needs, and their location.

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

  • Information Systems Acquisition Development and Maintenance a. Client Data – Client Data will only be used by State Street for the purposes specified in this Agreement.

  • 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. (b) Information collected as part of this program shall be the sole property of the faculty member. This information or any judgments arising from this program shall not be used to determine non-renewal or termination of a faculty member's contract, suspension or dismissal of a faculty member, denial of advancement on the salary scale, nor affect any other administrative decisions pertaining to the promotion or employment status of the faculty member. (c) A joint advisory committee consisting of three regular faculty members who shall be elected by and are P.D. Committee Chairpersons and three administrators shall make recommendations for the operation, financing and management of the Professional Development Program.

  • Condominiums/Planned Unit Developments If the Mortgaged Property is a condominium unit or a planned unit development (other than a de minimis planned unit development) such condominium or planned unit development project such Mortgage Loan was originated in accordance with, and the Mortgaged Property meets the guidelines set forth in the Originator's Underwriting Guidelines;

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

  • Mergers, Acquisitions, Sales, etc The Borrower will not be a party to any merger or consolidation, or purchase or otherwise acquire all or substantially all of the assets or any stock of any class of, or any partnership or joint venture interest in, any other Person, or, sell, transfer, convey or lease all or any substantial part of its assets, or sell or assign with or without recourse any Loan, Contracts, Related Security or other Collateral or any interest therein (other than pursuant to and in accordance with the Transaction Documents).

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