Leadership and Governance. (a) The Head of Education shall ensure an operational interface partnering agreement is put in place and agreed with the Governor describing how the education and custodial provision will work together to deliver improved outcomes for Young People. This agreement will include regular bilateral meetings between the Head of Education and the Governor. (b) The Contractor shall ensure that the Head of Education attends all SMT meetings held by the Governor and education managers attend strategic meetings as requested. (c) The Contractor shall work with the YOI to plan and manage the Services to ensure that delivery fits within the wider custodial environment of the YOI. (d) The Contractor shall ensure that the chair of the Activities Planning Board ensures that any escalated activity planning decisions are discussed and resolved by the Head of Custodial Services and the Head of Education, or escalated to the Governor within twenty-four (24) hours. (e) The Contractor shall liaise with and contribute to the work of YOI senior managers in developing Contractor policies and procedures aimed at ensuring the wellbeing, safety and security of Young People and the public, including SIRs, IEP schemes, care planning arrangements, segregation reviews and ACCT reviews, etc. 3. Risk and security management (a) The Contractor shall liaise with the Custodial Operator to ensure that there are suitable procedures and processes in place to enable the Contractor's Staff to share information about Young People's behaviour (or anything that might be considered pertinent to the management of an individual) with YOI custody staff following each morning/afternoon education session. (b) The Contractor shall work with the Custodial Operator to implement agreed behaviour management strategies to ensure there is a collaborative and consistent approach to behaviour management across the whole establishment. (c) The Contractor shall ensure that the Contractor's Staff understand their role within the context of the YOI's behaviour management strategy. (d) The Contractor shall ensure that all education courses and learning activities have due regard for YOI security and restricted use of materials within the YOI. (e) The Contractor shall ensure that the organisation of the Curriculum and its associated timetable adheres to: (i) the YOI's published movement times to and from morning/afternoon education sessions; and (ii) agreed movement times to and from lessons within each morning/afternoon ...
Leadership and Governance. Leadership and governance are key to set overall health policy and translate this into health strategies and annual plans that can be resourced and implemented, but are often seriously affected during a prolonged crisis/conflict. The following are some ele- ments to consider:
Leadership and Governance. Instructions: - Each LPHA must include Objective 1.1.1 in the PE51 work plan. - Each LPHA must include at least one additional Objective (1.1.2 through 1.1.5) in the PE51 work plan.
Leadership and Governance. The Bonus shall include a “Base” level of 35% (of Base Salary) predicated upon the above criteria as well as an “Additional Amount” of up to 60%, in the aggregate, intended to measure and reward exceptional performance in the measures of Return on Equity and Return on Assets, both at nominal levels and in relation to peers.
Leadership and Governance. Lead Agency, with support and consultation from FCO, will, in accordance with the timelines and standards set out in Foundry Policies:
Leadership and Governance. 1.1 Provides leadership, direction and management of the human, financial and material resources within MHERL in accordance with the policies, philosophies, objectives and goals established through consultation with staff and in accordance with the directions of the East Metropolitan Health Service and other relevant health services.
Leadership and Governance. In the table below, list the current members of the school’s proposed leadership team and governing board, including their roles with the school and their current professional affiliation. Do not list members of the applicant team who will not have an official leadership role with the school going forward, such as consultants. Full Name 2 Xx. Xxxxx Xxxxxxxx 3 Xx. Xxxxxx Xxxx 4 XxXxxxxx Xxxxx 5 Xxxxx Xxxxxxxx 6 Xxxxxx Xxxxx 7 8 9 10 11 12 13 14 15 16 17 18 Current Job Title Head of School, I3 Academy Director of Student and Adult Learning, I3 Academy Education Director, Xxxx and Xxxxxxx Xxxxxxxx Foundation Attorney, Private Practice Vice President of Business Development, Xxxxxx Bank Founder, Kuumba Community Arts Position with Proposed Head of School Director of Student and Adult Learning Board President Board Member Board Member Board Member 20 Enrollment Summary (Part 1) Please complete and upload the Enrollment Summary Template illustrating the growth plan for the school. Click here for the template xxxxx://XXXXXX.xxxxxxxxxxx.xxx/resp/20289624/7wrgH49c8d/ Enrollment Summary (Part 2) Describe the rationale for the number of students and grade levels served in year one and the basis for the growth plan included above. We have chosen a K-5 school model in order to provide foundational skills in reading and math beginning in Kindergarten. As a component of the cradle-to-college pipeline a strong Kindergarten program will provide a solid foundation for learning. The K-2 early learning program at I3 Academy continues the work of the early learning pipeline established through strategic partnerships with neighboring early learning facilities. The Xxxxx Xxxxxxx Early Learning Center provides a natural pipeline for students attending I3 Academy. I3 will collaborate with the Xxxxxxx Center and other neighborhood early childhood providers. At I3, research-based curricula and strong instruction serves to eliminate the student achievement gaps seen across America (i.e., the 30 million word gap) by focusing on building a strong foundation for I3’s youngest students.
Leadership and Governance. Through inspirational leadership, underpinned by good governance, openness and accountability, we will deliver our legacy. 7.
Leadership and Governance. The churches of Solomon Islands operate independently according to their own doctrines and governance arrangements. Leadership is attained by some form of recognition embedded in the churches governance systems and structures.
Leadership and Governance. Ensure that Casterton Memorial Hospital Vision, Mission and Values are known, understood and practiced. Adhere to Casterton Memorial Hospital’s Policies and Procedures. Possess the ability to embrace new processes and/or technologies in relation to collection and interpretation of data Positively represent Casterton Memorial Hospital at local and regional health related committees. Positively represent the area as delegated in the NUM absence at relevant CMH committee meetings Provide guidance and mentorship to the team Undertake the role of in charge in the absence of the NUM. Observe and report gaps in resources and service provision with recommendations of appropriate actions to Manager of Nursing Services. Be aware of, and practice within, scope of practice and relevant legislative requirements Ensure that material resources are utilised in a cost effective way. Maintain knowledge and understanding of Clinical Assessment & Referral Tools and documentation requirements as relates to the relevant area. Aim to achieve a good understanding and knowledge of data entry, reporting requirements and systems. Demonstrate an ability to communicate effectively with patients/residents/clients, volunteers, families, visitors, Casterton Memorial Hospital management and staff An ability to maintain and enhance cooperative relationships with general practitioners, allied health practitioners, local government and other relevant agencies.
