20358 Educators providing Business courses

black country & marches institute of technology

Today’s technical education for tomorrow’s careersThe Black Country & Marches Institute of Technology is a major new development based in Dudley which opened in September 2021. By providing industry-led training that is designed by employers with clear career progression, we ensure young people and adults have the skills they need to build well-paid rewarding careers, while local businesses gain highly skilled and productive workers.

lord grey school

I am delighted to welcome you to Lord Grey Academy. Samantha Satyanadhan, Associate Principal of Lord Grey Academy Lord Grey Academy is a diverse and vibrant learning community where students develop skills in, and beyond, the classroom to ensure they flourish. We ensure that every student has access to an outstanding education and is given the best life opportunities. We create a positive atmosphere, an “I can achieve anything” attitude through our core values and motto, Lord Grey Can! Lord Grey Academy focuses on knowing each of our students and their individual needs, and by developing purposeful and personal relationships, guide them to achieve their potential. It is our belief that engagement with parents and external agencies are invaluable. The success at Lord Grey stems from pastoral care. Our dedicated non-teaching pastoral team ensures all students are valued and included. Students at Lord Grey build close relationships with fellow peers and staff and enjoy being part of a close community. The behaviour and attitudes of our students is very positive and we are proud of our students and the kind and caring attitudes to each other that they display. This ensures an environment in which learning is good and better for everyone. We are relentless in our pursuit of excellence with a focus on academic rigour with compassion. We insist on outstanding behaviour within a harmonious and respectful culture, where students feel happy and safe. We encourage our students to become confident and ambitious young adults, balanced by compassion and respect for others. Our motto, Lord Grey Can reminds all members of our community that there is no limit to our ambition and that imagination can become reality.

recolight

Recolight are a corporate member of the ILP; an influential professional body, who are consulted by government on a wide range of issues, including legislation and regulations that affect the built environment. Their aim is to ensure that proposed measures are both effective and practicable, by serving on committees, and commenting on draft legislation, reports and consultations. LIGHTING INDUSTRY ASSOCIATION – LIA LIA is the trade association for the lighting industry. LIA’s primary purpose is to promote and develop the UK lighting market for the long term benefit of its members and all other stakeholders. As a member, Recolight works closely with LIA, helping to ensure that all key organisations working in the industry receive consistent advice and guidance on WEEE. SOCIETY OF LIGHT AND LIGHTING – SLL The SLL recognises the expertise of the lighting community in tackling the challenges which face us all, considering the climate emergency, global political uncertainty, rapid technological change, significant societal shifts, and skills shortages. As a Sustaining Member of the SLL, Recolight are part of a network of businesses who collaborate to give financial, technical and moral support to a wide range of Society initiatives. THE GREEN LIGHT ALLIANCE Green Light Alliance logoAn alliance of suppliers, specifiers, and educators with an objective to help everyone in the lighting sector understand their role in adopting and promoting the Circular Economy. The Green Light Alliance work towards industry standards that are universally recognised, trusted and sought-after. They invite you to join an alliance of suppliers, specifiers, and educators to shape the debate and make the difference. ELECTRICAL CONTRACTORS ASSOCIATION – ECA The ECA works with regulatory bodies, government and opinion formers to build an efficient and sustainable industry, based on high standards of training and practice. Through representation and lobbying, the ECA actively leads on key issues including safety, training, qualification and technological development. The ECA fully support Recolight, and recommends to their members that they join the Recolight collection network. ALL-PARTY PARLIAMENTARY SUSTAINABLE RESOURCE GROUP – (APSRG) The APSRG is the leading forum informing the debate between parliamentarians, business leaders and the sustainable resource community. The Group’s mission is to provide an objective platform for effective communication between policy-makers, businesses and organisations with an interest in the sustainable resource management agenda. The APSRG organises a regular programme of focused parliamentary events, conducts detailed policy research projects and provides in-depth parliamentary monitoring and analysis. JOINT TRADE ASSOCIATIONS Recolight is a guest participant in the Joint Trade Associations (JTA). The JTA is an alliance of nine of the UK’s main trade associations representing the electrotechnical industries, including LIA, EEF, AMDEA, and TechUK. The JTA was formed to represent the views of EEE producers to Government and the market regarding producer responsibility obligations, including the WEEE Regulations. JTA is an unincorporated body and is not a legal entity. THE INDUSTRY COUNCIL FOR ELECTRONIC EQUIPMENT RECYCLING – ICER Recolight are a member of ICER, an industry body that represents the WEEE sector. Members include producers of electronic and electrical equipment, compliance schemes, waste management companies, treatment facilities and recyclers. It is the forum for industry to work together with government and regulators on WEEE policy and implementation.

university of exeter

At the University of Exeter we combine teaching excellence and high levels of student satisfaction with world class research at our campuses in Exeter and Cornwall. We are a member of the Russell Group of leading research-intensive universities. Our success is built on a strong partnership with our students and a clear focus on high performance.

queen's university belfast

international federation of surgical colleges

The International Federation of Surgical Colleges (IFSC) was founded in 1958 in Stockholm, Sweden, with the objective of speaking with a single voice for world surgery on problems of common interest. Founding members consisted of traditional colleges of surgery and surgical societies from the European continent. Official relations with the WHO started in 1960 and since then the IFSC has been a recognised non-state actor (NSA) in formal relations with the WHO. It is also in consultative status with the UN Economic and Social Council (ECOSOC) where it is in a position to advise the UN on surgical matters. The IFSC remains the only organisation representing surgeons that is in special relations with both the UN and the WHO. Over the years the IFSC regularly changed its goals and operational methods as surgical care delivery, education and training changed in world surgery. In 1992 the constitution was changed to focus primarily in supporting surgical expertise in low income countries and in 2003 the constitution was again revised to state the federation’s goal as “the advancement of surgery in developing [sic] countries, especially Africa, promoting education and training, and help with examinations”. In 2007 a Memorandum of Agreement was signed with the College of Surgeons of East, Central and Southern Africa (COSECSA) to support specific educational projects. Similar support has been extended in different formats to the West Africa College of Surgeons (WACS), basic surgical training in Sri Lanka and the Egyptian Surgical Society. About what we Did From 2010 to 2015, under the leadership of Mr Bob Lane, the IFSC has supported the design, ratification and delivery of courses in basic surgical skills, anastomosis workshops, management of surgical emergencies, surgical critical care and in research methodology to a few hundred surgical trainees, other junior doctors, nurses who work in surgery and associate clinicians, predominantly in sub-Saharan Africa, but also in Sri Lanka. Such courses were always developed and delivered on request from affiliated regional or local surgical organisations, and in consultation with ministries of health about local need. In order to easier manage the business of course delivery the IFSC was registered as a charity in England and Wales in 2011. Included in all training courses was Training of Trainers which was essential in order to create sustainability in surgical learning. Large numbers of senior surgeons joined in the teaching of trainees on our courses and were able to continue running courses independently thereafter, which is still happening in certain centres to this day. To support this process teaching material was handed over to local centres or made available electronically. In 2019 and 2021 online courses in research methodology were developed for surgical and anaesthesia trainees in COSECSA and the College of Anaesthetists of East, Central and Southern Africa (CANECSA) respectively, with guidance and support from the Royal College of Surgeons of Ireland (RCSI), a founding member of IFSC. About us, the WHO and Surgical Learning Over the years IFSC worked hard with likeminded groups to support WHO projects in emergency and essential surgery, such as contributing to the book Surgical Care at the District Hospital, the Alliance on Patient Safety, the Global Initiative for Emergency and Essential Surgical Care (GIEESC) and resolution 68.15 at WHA68 in 2015 on “Strengthening Emergency and Essential Surgical Care and Anaesthesia as a Component of Universal Health Coverage”. In 2020-2021 the IFSC contributed to the development of the Learning Strategy of the new WHO Academy with specific focus on improved global preparedness for health emergencies. Members of the IFSC’s executive board continue to play important roles in the Technical Experts Working Group for advising SADC countries on the implementation of National Surgery, Obstetrics and Anaesthesia Plans as part of Universal Health Coverage. In this process the IFSC actively contributes to implementing the WHO’s “3 Billion” Pillars of work for universal health coverage, better protection from health emergencies and people enjoying better health and wellbeing. The IFSC’s focus in delivering these goals remain in advocacy for global surgery, in supporting education and training in especially essential surgery in first level hospitals and in supporting research skills acquisition by all surgeons in especially low and middle income countries (LMICs). In this way IFSC is trying to contribute to the decolonisation of surgical education and research, and to stop the unethical flow of research data from the Global South to rich countries in the North. It has also become clear that the time for designing surgical training courses in rich Western countries (or any HICs) for delivery in LMICs has come to an end. There remains a vast learning need in surgery in the Global South but such learning is directed from surgical educational institutions and experts in LMICs. The IFSC’s role in supporting such learning needs is increasingly to provide and support individual experts from its member organisations who can help deliver or advise on such learning projects. The SARS-CoV 2 pandemic has made it possible to deliver much of such support virtually, saving the expenses and climate impact of frequent air travel. About our Vision As incoming president of IFSC I have therefore stated three goals: To make IFSC more open and democratic, and more representative of surgeons in LMICs. It means reviewing the constitution, re-introducing a president’s council, changing membership criteria, and nomination and voting processes. To give this momentum, at the AGM a new Secretary-General and a new Chair of the Education and Research Committee were elected from Southern Africa institutions. The majority of surgeons in the world are not trained through traditional surgical colleges and IFSC membership should reflect this. Proposals for changes to IFSC structure and processes will be discussed by the Executive Board (EB) in 2022 and presented at the 2022 AGM for a vote. To play our role in decolonising surgical education, training, research and care. It means discouraging the flow of teaching and training material developed in HICs to be taught in LMICs, and stopping the flow of research data and intellectual property from the Global South to rich institutions in the Global North. IFSC will, however, strongly support surgical learning programmes developed in LMICs, as requested, and continue to support our research methodology courses for trainees in COSECSA, CANECSA and elsewhere to help young surgeons and anaesthetists in LMICs have control of their own research data. To support planetary health. Human, animal, plant and climate health are all interlinked. As IFSC helps with training, ongoing learning and support for essential surgery, it is important that such progress does not come at an unnecessary cost to planetary health. This also means being aware of and speaking out about unnecessary planetary health costs of luxury surgical care in high income environments. For this goal IFSC depends on advice from experts outside our organisation. All the above mean that IFSC needs to work differently to support the role of surgeons and surgery in the world, and encourage members not to think in surgical silos, but consider how we can work with other organisations in global surgery and related groups in e.g. anaesthesia, gynaecology and with other expertise, in order to advance surgical care for patients who are most in need. Although membership of IFSC is through surgical colleges and societies, we hope that those colleagues who read this piece will be encouraged to support the work of IFSC through their respective surgical organisations.

milton keynes college

Milton Keynes College opened in 1982 and in the last 10 years alone has taught over 57,000 learners. Our students have ranged from school leavers coming to us after their GCSE’s to adults gaining professional qualifications, access to university or refreshing their technical skills. With all of these learners as well as those who have gained their apprenticeship training with us or accessed courses through our national prison education contract, we have been determined to deliver on our ethos of Transforming Lives Through Learning.

cornwall hospice care

What goes on inside a hospice? “How do you raise the money to care for people, at no cost to them?” “How important are your shops?” “What makes the care at the hospices special?” ‘This is what we do’ is an insight into our charity over the last year that endeavours to answer these questions and more. You can read stories from around our charity showing how we go the extra mile and how people go the extra mile for us. In conjunction with this we ‘ve launched a new film under the same title – you can watch it here.

university of west england - uwe

Student life at UWE Bristol is what you make of it. Clubs, societies, friends, support are all there for you. Accommodation Discover Bristol

azure charitable enterprises

In recent years, our ability to generate funds from our charitable businesses has become increasingly important to our clients as budgets for the provision of care services (for our clients) have been progressively reduced (since 2009/10). Years of significant under funding (of Local Authorities across the country), coupled with rising demand and costs for care and support, have combined to push adult social care services to breaking point. Since 2010, Local Authorities have had to bridge a £6 billion funding shortfall just to keep the adult social care system going. In addition the Local Government Association estimates that adult social care services face a £3.5 billion funding gap by 2025, just to maintain existing standards of care, while latest figures show that councils in England receive 1.8 million new requests for adult social care a year – the equivalent of nearly 5,000 a day. Decades of failures to find a sustainable solution to how to pay for adult social care for the long-term, and the Government’s recent decision to delay (again) publication of its long-awaited green paper on the issue is increasingly problematic as political leaders (national and local) remain reluctant to discuss and inevitably determine that increases to income tax (e.g. 1p on basic rate income tax), and/or national insurance premiums (e.g. 1p increase) and/or council tax (e.g. 3%) are unavoidable and entirely necessary. While Azure is a non-political organisation, we are naturally concerned by the failure of policy-makers to grip what is, after all, a fairly rudimentary exercise in basic arithmetic. Moreover, from a practitioner perspective, the fragility of the system is illustrated most starkly by the number of care providers that are reluctantly closing their operations or returning contracts to Local Authorities with the result that there is significantly less choice and a lack of capacity to support the rising number of people with care needs. The Centre for Economics and Business Research have recently reported (December 2018) that 59% of the providers they surveyed (nationally) have said that they have had to hand back contracts over the past year and 68% have said they will need to do so in the near future. Service closures are obviously the last resort for any provider; and it is at odds with the way Azure and the majority of our fellow providers usually operate, particularly when we have supported individuals for the majority of their adult lives. It is, however, the clearest indication yet that the under funding of social care is having a deeply negative impact on providers and their ability to deliver critical support to vulnerable adults. We are indeed fortunate (to an extent) that the charitable businesses we operate - and public support for them – helps to sustain our care services. We are however concerned (and for many of our fellow care providers) that there is now: an untenable, over-reliance on the goodwill of an already-overstretched charity sector (that is already subsidising the delivery of care services); an entirely ill-advised presumption that the funding gap can be met by armies of unpaid or under-paid carers; an assumption that the approach to the delivery of care can be re-designed to balance budgets and deliver economies without having an adverse impact on the nature and level of care clients need.