Retention and Progression Sample Clauses

Retention and Progression i. Numerous studies, as well as feedback from our staff, has shown that ‘a sense of belonging’ is important to ensuring student success. Students who have a network of friends who can provide support when they experience problems are likely to do better. Likewise, uncertainty about the course and what to expect can create a lasting anxiety which will make it harder for students to succeed. The Student Induction Project, led by the Pro-Vice-Chancellor for Students, has implemented a range of new initiatives to help support our students from the time they receive their unconditional offer to attend MMU, through the first few critical weeks of their first term. These initiatives include: • Peer Mentoring – This scheme was piloted in 2014 and is designed to provide support to new students through the summer and into the first few weeks of term. Following evaluation of the pilot, the programme is being made available across the Institution. • ‘Step in’ Summer Events – These days provide new students an opportunity to engage with the institution before they start their induction. The programme includes events targeted at leaners with young families, team-building activities, and sessions focussed on enhancing academic study skills. Whilst open to all new students, the programme is of particular benefit to those from widening participation backgrounds. These events culminate with ‘Welcome Sunday’ which provides a fun and engaging programme of activities to welcome the new students to MMU at the start of induction week. • Enhanced Student Induction – Recognised as a key phase of building a sense of belonging in new students, a series of improvements have been made to our student induction programme. This includes the development of an ‘induction self-assessment tool’ used by programme leaders to identify local improvements to their students’ induction. MMU has also introduced a Part Time jobs fair and an event showcasing language opportunities, study and placement options, international cultures and entertainment. • Residential Advisors (RAs) - RAs are second year, third year and postgraduate students who live in halls and support new students though the transition from home into their accommodation and University life. RAs provide student support and create a community within halls, though a positive intervention programme, in conjunction and support of wider health and wellbeing campaigns, to enhance the student residential life experience. Following a successfu...
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Retention and Progression. We will aim to maintain the recent improvements in our retention for full time young first degree entrants as a KPI for this Agreement. We will use the HESA Table T3a Non-continuation following the year of entry to give the comparator benchmark and UK average. This is calculated annually. 2012/13 – 2013/14: 7.3% or UK % if higher 2013/13 – 2014/15: 7.2% or UK % if higher 2014/15 – 2015/16: 7.1% or UK % if higher 2015/16 – 2016/17: 7% or UK % if higher 2016/17 – 2017/18: 7% or UK % if higher
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Retention and Progression. This access agreement continues to focus on ensuring the retention and successful progression of our students. While we have historically had a target focused on retention and progression, these targets covered a wider group of our student community, separated only by young and mature students. In reviewing our targets, we have focused on stretching ourselves to increase the retention and progression of students from quintiles 1 and 2 (POLAR3) relative to the progression of students from quintiles 4 and 5. Our previous stretching target seeks to reduce the difference in retention between the two groups to only 1.5%; we will seek to maintain this trajectory to 2020-21.
Sample 1
Retention and Progression. Analysis of the latest HESA performance indicator data (2012/13) shows that the University continues to perform strongly in the area of non‐continuation following the year of entry for young full‐time first‐degree entrants (HESA Table T3a‐i) (6.1%) compared to the benchmark of 7.3%. We will continue to focus on this measure to ensure that we maintain and improve upon this strong performance.
Sample 1
Retention and Progression. It is essential that the increased participation of under-represented groups in higher education is complemented by measures to ensure the retention and progression of these students and their successful exit from HE into the career of their choice. Based on 2009/10 HESA Performance Indicators, Liverpool performed just above its retention benchmark (4.1% not retained compared to a benchmark of 4.2%). In addition, the University is meeting its benchmark score of 5.9% for the percentage of young full time degree students from low participation neighbourhoods who are no longer in HE. Although achievements are close to the benchmarks, detailed analysis of these data at departmental level (using our internal Programme Monitoring Statistics) shows a degree of variance which we will be addressing as part of our future activity. The latest QAA Institutional Audit, carried out in March 2009, specifically identified as an area of good practice: The University of Liverpool has been active in widening participation both in the UK and also working with partners overseas. A new International Centre for Excellence in Educational Opportunities has been opened within the University to provide a hub for connecting practitioners, researchers and administrators who are working to increase the opportunities for those who are currently under- represented in higher education. The Centre will encourage collaborative practice which will be used to inform policy and research in both a national and international context. The University has recently been awarded a €4.5m Framework 7 project ‘Children as Change Agents in Science and Society’, to continue to develop research and best practice around widening participation. This project has 36 partners from 23 countries across the world and will provide an evidence base for the University’s work.
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Related to Retention and Progression

  • PROGRESS AND COMPLETION 8.2.1 All time limits stated in the Contract Documents are material terms and time is the essence of the Contract. A failure by Contractor to do what is required by the time specified in the Contract Documents is a breach of the contract. 8.2.2 The Contractor shall begin the Work on the date of commencement as defined in 8.2.3 If in the sole opinion of the State, the Contractor fails to commence work on the project or to complete the work of said project within the time specified above, or to prosecute the work in such a manner that it appears that the completion date can be assured, the State shall have the right to notify the Contractor by Certified Mail that the terms of the Contract have been violated, and that effective immediately the Contract is terminated and the State has the right to and in fact is taking over and attending to completion of the project without prejudice to the State's remedies for any losses sustained

  • Start-Up and Synchronization Consistent with the mutually acceptable procedures of the Developer and Connecting Transmission Owner, the Developer is responsible for the proper synchronization of the Large Generating Facility to the New York State Transmission System in accordance with NYISO and Connecting Transmission Owner procedures and requirements.

  • Progression For progression for all classifications under this agreement, refer to Schedules A to D.

  • Document Retention and Record Maintenance The HSP will (a) retain all records (as that term is defined in FIPPA) related to the HSP’s performance of its obligations under this Agreement for 7 years after the termination or expiration of the term of this Agreement; (b) keep all financial records, invoices and other finance-related documents relating to the Funding or otherwise to the Services in a manner consistent with either generally accepted accounting principles or international financial reporting standards as advised by the HSP’s auditor; and (c) keep all non-financial documents and records relating to the Funding or otherwise to the Services in a manner consistent with all Applicable Law.

  • Cooperation and Records Retention Seller and Buyer shall (i) each provide the other with such assistance as may reasonably be requested by any of them in connection with the preparation of any return, audit, or other examination by any taxing authority or judicial or administrative proceedings relating to liability for Taxes, (ii) each retain and provide the other with any records or other information that may be relevant to such return, audit or examination, proceeding or determination, and (iii) each provide the other with any final determination of any such audit or examination, proceeding, or determination that affects any amount required to be shown on any tax return of the other for any period. Without limiting the generality of the foregoing, Buyer and Seller shall each retain, until the applicable statutes of limitations (including any extensions) have expired, copies of all tax returns, supporting work schedules, and other records or information, in a timely manner, as and that may be relevant to such returns for all tax periods or portions thereof ending on or before the Closing Date and shall not destroy or otherwise dispose of any such records without first providing the other party with a reasonable opportunity to review and copy the same.

  • SCOPE OF SERVICES/CASE HANDLING A. Upon execution by GPM, attorneys are retained to provide legal services for the purpose of seeking damages and other relief in the Litigation. Client provides authorization to seek appointment as Lead Plaintiff in the class action, while the Attorneys will seek to be appointed Class Counsel. If this occurs, the Litigation will be prosecuted as a class action. B. If you obtain access to non-public information during the pendency of the Litigation, you must not engage in transactions in securities. C. Attorneys are authorized to prosecute the Litigation. The appointed Lead Plaintiffs will monitor, review and participate with counsel in the prosecution of the Litigation. The Attorneys shall consult with the appointed Lead Plaintiffs concerning all major substantive matters related to the Litigation, including, but not limited to, the complaint, dispositive motions and settlement. Because of potential differences of opinion between Clients concerning, among other things, strategy, goals and objectives of the Litigation, the Attorneys shall consult with the appointed Lead Plaintiffs as to the courses of action to pursue. The Client agrees to abide by the decisions of the appointed Lead Plaintiffs, which shall be final and binding on all Clients. D. GPM is given the authority to opt the Client out of any class action proceeding relating to the claims authorized herein and/or pursue the Client claim individually in a group action, if the Client is not appointed Lead Plaintiff and GPM is not appointed Class Counsel. E. The Attorneys shall provide sufficient resources, including attorney time and capital for payment of costs and expenses, to vigorously prosecute the Litigation. F. Any recovery from defendants that the Attorneys are responsible for will be divided among class members based on the recognized loss by each class member as calculated by a damage allocation plan which will be prepared by a financial expert or consultant, provided to the appointed Lead Plaintiffs, be subject to the Court's approval and will account for such factors as size of securities ownership, date of purchase, date of sale and continued holdings, if any. Under the rules governing class action litigation, while the Lead Plaintiffs recover according to the same formula as other class members, the Court may approve, upon application therefore, reimbursement of the Lead Plaintiffs’ reasonable costs and expenses directly related to the representation of the class. Examples are lost wages and travel expenses associated with testifying in the action.

  • Training and Promotion a. The contractor will assist in locating, qualifying, and increasing the skills of minorities and women who are applicants for employment or current employees. Such efforts should be aimed at developing full journey level status employees in the type of trade or job classification involved. b. Consistent with the contractor's work force requirements and as permissible under Federal and State regulations, the contractor shall make full use of training programs, i.e., apprenticeship, and on-the-job training programs for the geographical area of contract performance. In the event a special provision for training is provided under this contract, this subparagraph will be superseded as indicated in the special provision. The contracting agency may reserve training positions for persons who receive welfare assistance in accordance with 23 U.S.C. 140(a). c. The contractor will advise employees and applicants for employment of available training programs and entrance requirements for each. d. The contractor will periodically review the training and promotion potential of employees who are minorities and women and will encourage eligible employees to apply for such training and promotion.

  • Continuity Except as expressly modified hereby, the terms and provisions of the Agreement and all instruments, agreements or other documents executed and delivered in connection therewith shall continue in full force and effect. Whenever the “Agreement” is referenced in the Agreement or any of the instruments, agreements or other documents executed and delivered in connection therewith, such references shall be deemed to mean the Agreement as modified hereby.

  • Training and Professional Development 11.1 The Employer will develop and maintain an employee training and development plan and provide such plan to the Union upon request. Staff training is intended to provide an opportunity for classified staff employees for training sponsored by the University Training and Development and the UW Medical Centers Organizational Development and Training. Education/Professional Leave is intended to facilitate employee access to continuing education opportunities. Training and educational/professional leave may be used for the purpose of improving job performance, maintaining and increasing proficiency, preparing staff for greater responsibility, or increasing promotional opportunities within the framework of staff positions available at the University. 11.2 Any release time for training for employees accepted for such classes shall be in accordance with the Executive Order (currently No. 52) governing this matter. In the event that two or more employees request the same training period and supervision must limit the number of persons who may participate at one time due to work requirements, the selection will be made on a mutually agreeable basis within the department. 11.3 The training program is a proper subject for discussion by either departmental or University-wide Joint Union/Management Committees. 11.4 If the Employer requires an employee to receive training, reimbursement will be provided in accordance with the University travel rules. Employee attendance at Employer required training, either during or outside working hours, will be considered time worked and compensated in accordance with the provisions of this Agreement. 11.5 Employee attendance at training not required by the Employer and not covered by Executive Order 52, either on approved leave from or outside of working hours, will be voluntary and not considered time worked.

  • Contractor Key Personnel ‌ The Contractor shall assign a Corporate OASIS SB Program Manager (COPM) and Corporate OASIS SB Contract Manager (COCM) as Contractor Key Personnel to represent the Contractor as primary points-of-contact to resolve issues, perform administrative duties, and other functions that may arise relating to OASIS SB and task orders solicited and awarded under OASIS SB. Additional Key Personnel requirements may be designated by the OCO at the task order level. There is no minimum qualification requirements established for Contractor Key Personnel. Additionally, Contractor Key Personnel do not have to be full-time positions; however, the Contractor Key Personnel are expected to be fully proficient in the performance of their duties. The Contractor shall ensure that the OASIS SB CO has current point-of-contact information for both the COPM and COCM. In the event of a change to Contractor Key Personnel, the Contractor shall notify the OASIS SB CO and provide all Point of Contact information for the new Key Personnel within 5 calendar days of the change. All costs associated with Contractor Key Personnel duties shall be handled in accordance with the Contractor’s standard accounting practices; however, no costs for Contractor Key Personnel may be billed to the OASIS Program Office. Failure of Contractor Key Personnel to effectively and efficiently perform their duties will be construed as conduct detrimental to contract performance and may result in activation of Dormant Status and/or Off-Ramping (See Sections H.16. and H.17.).

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