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 Poole Post 16 Forum.
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. 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. 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
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
Partnerships and collaboration. How partners will support expansion and adaptation of existing career pathways system: The Institute for Community Inclusion (ICI) in its technical support role will be a strong partner in terms of facilitating necessary linkages, providing staff development, and providing guidance on such issues as rights under the ADA, disclosure, etc., as well as Ticket to Work. Also key is the partnership is with BenePlan at Work Without Limits, whose staff provide benefits training and counseling, a critical factor in allaying the concerns people often harbor about how going to work could impact their existing benefits. Commonwealth Corporation will play an important role in DEI VII, providing employability and career training to teens and young adults via the Signal to Success Curriculum. Letters of commitment are attached. Critical partners in DEI VII are also the state’s two public VR agencies, the Massachusetts Rehabilitation Commission (MRC) and Massachusetts Commission for the Blind (MCB). Both have played a role in formulating this application. With the new responsibilities of both MRC and MCB in the transition process under WIOA, as individuals are enrolled in the DEI VII, coordination will occur between the Workforce Boards/AJCs and MRC or MCB in order that services can be provided in a seamless fashion, and that the VR system can assist in terms of providing necessary adaptations of the Career Pathway program. These agencies will also serve as significant sources of referrals. Similar coordination will also occur with the state’s developmental disability agency (DDS) and mental health agency (DMH). The strong linkages that have been built under previous DEI efforts will be an important asset to this new effort. Partnerships to promote participation of people with disabilities in career pathways: As the two regions implement DEI VII, they will be developing career pathway models in line with the MA State WIOA Plan. Representatives from the regions and from ICI serve on the EOLWD WIOA Youth Committee that has taken initial steps to frame this work and this committee also has representation from MRC and other entities serving individuals with disabilities. Partnerships to promote participation of youth with disabilities in career pathway programs will also include collaboration with Title II Adult Education and Literacy’s Adult Basic Education system in Massachusetts which is overseen by the Adult and Community Learning Services (ACLS) unit at the Department of...
Partnerships and collaboration. Builds collaborative relationships with the relevant people at NRCH. Builds collaborative relationships with relevant external agencies. Position Description Occupational Therapist Key Selection Criteria Essential skills & experience Extensive experience as a practicing Occupational Therapist, working in a multidisciplinary setting with clients from varying CALD and socioeconomic backgrounds Demonstrated understanding and experience of aged care issues, the aged care service system (My Aged Care) and empathy with older adult. Knowledge and experience of therapeutic intervention for individuals with complex disabilities including demonstrating and instructing clients / carers in the skills necessary to promote and maintain independence in the home environment. Experience prescribing equipment and home modifications required for daily living, including comprehensive knowledge of the State-Wide Equipment Program (SWEP) Demonstrated experience using self–management approaches for chronic conditions. These may include: health coaching, strength – based practice, goal directed care planning and the Active Service Model Approach Well-developed written and verbal communication skills. Essential attributes Ability to work autonomously, make decisions, organise own workload, set priorities and meet deadlines. Ability to develop and xxxxxx effective partnerships with internal and external stakeholders Qualifications \ Registration requirements Degree or diploma in Occupational Therapy and eligibility for membership with Occupational Therapy Australia. Current AHPRA registration Registration with Victorian Aids & Equipment Program (Statewide Equipment Program -SWEP). Senior First Aid & CPR (training available at NRCH) Current Victorian Driver’s Licence Valid Police Check or willingness to undergo a check. Internal Training Requirements Topic Timeframe for completion Induction Training 3 months Cultural Competency 3 months Hand Hygiene 3 months Position Description Occupational Therapist Responsibilities and conditions of employment All employees of North Richmond Community Health are required to follow specific common conditions of employment as outlined in the NRCHL Policy and Procedures Manual. Key responsibilities and conditions include Employment terms and conditions are consistent with National Employment Standards and relevant awards/agreements. Salary is set commensurate with funding, award/agreements, sector expectations and individual skills/experience releva...
Partnerships and collaboration. Relationships that are built on good faith, mutual respect, understanding and shared decision making are fundamental to the successful achievement of a long-term vision. Partnership initiatives focus on: building cooperative relationships between Aboriginal and Xxxxxx Xxxxxx Islander people and groups, governments and the community sector who agree to share responsibility for achieving specific goals; collaboration between and across Governments at all levels and their agencies to effectively coordinate programs and services to reduce duplication and improve service effectiveness and outcomes; recognising that strong relationships/partnerships between government, community and service providers increase the likelihood of closing the gap on the disparity between Indigenous and non-Indigenous Australians; supporting the capacity of the Aboriginal and Xxxxxx Strait Islander service sector and communities to play a role in delivering services and influencing service delivery systems/organisations to improve their responsiveness, access and appropriateness to Aboriginal and Xxxxxx Xxxxxx Islander people. Principle 4 - Accountability to the community Accountability to community involves: defining and agreeing on responsibilities of government and community; using evidence to develop and design programs, services and set priorities; setting time-frames for meeting short, medium and longer-term targets and outcomes; mainstream agencies having strategies in place to improve outcomes for Aboriginal and Xxxxxx Strait Islander people and by reducing barriers and addressing needs; decisions and actions being developed openly and sufficient information to demonstrate that relevant procedures, needs and issues have been considered; an obligation on the part of decision-makers to justify their decisions publicly (where appropriate) and substantiate their actions; programs and services having regular and transparent performance monitoring, review and evaluation; reporting back to the Aboriginal and Xxxxxx Xxxxxx Islander community on progress towards meeting performance measures and targets; programs and services being evaluated from multiple perspectives including client, community and government and incorporating feedback into the future design and delivery of program and services. Aboriginal and Xxxxxx Strait Islander leadership and contribution to the Agreement The Aboriginal and Xxxxxx Xxxxxx Islander Elected Body (ATSIEB) and Aboriginal Just...
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. Proposals should demonstrate community collaboration with design that integrates existing and planned community infrastructure, services and supports. Priority will be given to proposals that:
