Partnerships and collaboration. 4.2.1 The University College is keen to build on its existing strong networks to deliver a coherent outreach programme for the creative arts. We envisage continued activity with the National Arts Learning Network/ukadia, and anticipate that new networks developed with local, regional or discipline-based partners will offer mutual benefit. Our engagement with wave arts education agency, Cultural Hub, will further support our work to create inspirational learning opportunities for young people. The
1 Xxxxxxxxxx, X. (ed), Disconnected – Social Mobility and the Creative Industries, 2010 (London) 2 Issued May 2012 establishment of these networks will be progressed throughout 2012/13, and will continue into 2013/14.
4.2.2 The Arts University College is committed to strengthening collaborative partnership approaches to the widening participation agenda in the south west region through collaborative partnership work facilitated through Universities South West. Universities South West is the membership organisation for the 13 HEIs in the south west.
4.2.3 This work includes: • Sharing and building upon best practice in WP throughout the student life cycle. This will include practice with HE in FE providers where appropriate • Consideration of provision in the region and identification of future areas for collaboration • The provision of a regional WP practitioner support network specialising in work with Looked after Young People / Care Leavers • The provision of a regional practitioner support network specialising in work with disabled learners • Delivery of annual collaborative south west regional events with key influencers of target WP groups e.g. for Virtual Head Teachers, Sencos • Developing coherence and consistency in data collection and data protocols with external partners • Identification of best practice in knowledge sharing to support collaborative measurement of impact , regionally/nationally • Identification and promotion of future opportunities for promoting further collaborative delivery mechanisms.
4.2.4 We are also in the advanced stages of establishing formal partnerships with the University of Southampton to work together on the identification and promotion of future opportunities for promoting further collaborative delivery mechanisms such as Taster Days and Summer Schools; continued professional development opportunities; the dissemination of good practice; and the sharing and building upon best practice in supporting non-traditional learners...
Partnerships and collaboration. 4.2.1 The University is keen to build on its existing strong networks to deliver a coherent outreach programme for the creative arts. Locally, our engagement with wave Arts Education Agency, Cultural Hub, will further support our work to create inspirational learning opportunities for young people, and so too will links with the 14-19 Strategic Partnership and the Bournemouth and Xxxxx Post 16 Forum.
4.2.2 We have also established links with the Wessex Group of Sixth Form Colleges which is a partnership of 11 Sixth Form Colleges in Hampshire, Southampton and Portsmouth who, amongst other collaborative schemes, facilitate Curriculum Support Groups (CSGs) for teachers across different subject areas.
Partnerships and collaboration. One of the key priorities for the university is the development of partnerships that support research excellence and impact. Strategic partnerships will be developed internally, nationally and internationally. Internally, the university has committed to provide funding to three University of Canberra Research Centres (UCRCs) from 2012-2016 with a performance review scheduled for 2015. A new cross-Faculty institute in sports science has recently been established and four Faculty level research centres are also being supported with strategic investment. All of these centres are in areas of research focus as outlined above. These centres and institutes are designed to bring researchers together to develop xxxxxxxx xxxx in specific areas, encourage stronger collaboration and inter-disciplinary approaches. In the past few years, the University has been successful in creating new partnerships through initiatives such as the Xxxxxx-Xxxxxxx Basin Futures (MDBF) Collaborative Research Network. MDBF represents a unique collaborative, interdisciplinary research network led by UC in partnership with the ANU, Xxxxxxx Xxxxx University, the University of Southern Queensland and many external partners CSIRO, ABARES, MDBA, NWC, SEWPAC, DCCEE, DRARDLG, and DAFF. New partnerships are arising from the MDB Futures initiative and there is a goal to develop at least one large collaborative funded initiative arising from MDB Futures by the end of 2014. The University will also build on its recent collaboration with NICTA in “The Living Lab” project to develop eHealth capability and stronger national partnerships in this area. A number of new international partnerships have recently been developed, including with a number of UK universities and Chinese universities. These partnerships will be supported through funding the exchange of researchers and research students. In the next five years, the University intends to develop new partnerships nationally and internationally with the aim of supporting the areas of research focus, build research capacity including research training and leadership and instigate knowledge exchange network in order to ensure research impact. Specific approaches will include: Develop strategic partnerships with national and international universities in areas of research focus Support research centres in the development of strategic national and international partnerships Ensure the Outside Studies Program is aligned with the international research strate...
Partnerships and collaboration. 4.2.1 The University is keen to build on its existing strong networks to deliver a coherent outreach programme for the creative arts. Locally, our engagement 8 National strategy for access and student success in higher education, ,Department for Business, Innovation and Skills, April 2014
Partnerships and collaboration. How partners will support expansion and adaptation of existing career pathways system:
Partnerships and collaboration. 4.2.1 The University is keen to build on its existing strong networks to deliver a coherent outreach programme for the creative arts. Locally, our engagement with wave Arts Education Agency, Cultural Hub, and Dorset Loves Art, will further support our work to create inspirational learning opportunities for young people, and so too will links with the 14-19 Strategic Partnership and the Bournemouth and Xxxxx Post 16 Forum. 5 National strategy for access and student success in higher education, ,Department for Business, Innovation and Skills, April 2014
Partnerships and collaboration. Builds collaborative relationships with the relevant people at NRCH.
Partnerships and collaboration. Collaborations with local organizations, environmental groups, relevant government agencies, and more importantly, with disadvantaged and underserved communities will be sought. Their support can enhance the credibility and reach of the campaign, and their networks and resources can help promote the trash characterization events.
Partnerships and collaboration. Proposals should demonstrate community collaboration with design that integrates existing and planned community infrastructure, services and supports. Priority will be given to proposals that:
Partnerships and collaboration. Partners: In Minnesota’s experience, organizations serving youth share a vision that leads to cooperation rather than competition for resources. Minnesota’s long history of collaboration and strong working relationships among DEED, MDE, VRS, State Services for the Blind, SSA and MNSCU creates an environment conducive to the expansion and adaptation of existing career pathways programs to better serve youth and create system change. At the local level, state service providers work in close alignment and partnership with local Workforce Development Boards and WIOA service providers to leverage resources and focus on comprehensive services that address customer needs. Groundwork has been laid with Pathways to Prosperity, MN’s accelerated, articulated and inclusive career pathways program serving adults, via MN’s Round V
