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Learning and Skills Council Skills for Life Quality Initiative 2005-06. Leadership and Management Training Programme Adapted for the NHS context Day 1. Aims. To support: quality improvement in the management and delivery of Skills for Life
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Leadership and Management
Adapted for the NHS context
Network of facilitators
Professional development activities
Whole organisation approaches
Embedding Skills for Life
Leadership & Management
Key Skills/SfL interface
Structures, systems, procedures, roles in place to continue the Skills for Life Quality Initiative quality improvement work up to March 2006
Support for transition towards requirements of the Quality Improvement Agency (QIA)
5 Leading and implementing change to integrate Skills for Life into your provision
6 Building Skills for Life capacity through effective partnership working
7 Quality assurance, key performance indicators and evaluation
“The ability to read, write and speak in English and use mathematics at a level necessary to function and progress at work and in society in general.”
Basic Skills Agency
Success for All
The Skills Strategy
the quality and
Skills for Life
A / ACVE
NC level 4/5 (Yr 11)
NC level 3 (Yr 9)
NC level 2 (Yr 7)
NC level 1 (Yr 5)
Skills for Life is seen as key:
Embedding Skills for Life within:
What are the essential features of a mission?
A mission statement should:
The provider’s mission:
“…sets out its identity and core purpose
…is a statement of purpose that remains true and useful over time
…sets out the scope of the provider’s operations
…will also capture what is distinct or special about the provider.”
Source: Skills for Life Quality Initiative Staff and Organisational Materials (2004)
Force Field Analysis
Developing a Whole Organisation Approach to Skills for Life through changing the mission statement
Forces for change
Forces against change
The roof: What is your Organisational Mission/Vision for Skills for Life
The pillars: Each pillar represents a policy that holds up your mission, relating to learners, quality, staff development, etc
The steps: Each step represents a procedure that will help to embed the policies
Management is about:
Leadership is about:
What makes leadership effective?
Beare, Cauldwell and Milikan (1989)
Levels of cultural consciousness – Dr Roger Harrison (1995)
Level One: Transactional level
Level Two: The self-expression culture
Level Three: Mutuality cultures
Leadership structure culture
What is organisational culture?
The task culture
The person culture
. . . . . .
. . . . . .
. . . . . . .
Developing Skills for Life
KSF role competency requirements
Employee needs after assessment in addition to KSF
Identify one action plan to implement, and be prepared to report about your progress on Day 2 of the programme.
5. Leading on implementing change to integrate Skills for Life into your organisation
6. Building capacity through partnership working
7. Quality assurance, key performance indicators and evaluation
The University of Wolverhampton is offering an
accredited module PC 3022 entitled:
‘Leading and Managing Change and
Quality Improvement in Skills for Life Provision’.
To enable participants to:
Participants will be able to:
All participants will be entitled to:
Questions and Evaluation