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3104 Educators providing Courses delivered Online

Boa Training

boa training

Wickford

The first BOA Training and Education Strategy document was published in 2012. It set out an action centred approach to development work across four community domains and eleven projects. A year later we have taken the opportunity to refresh the strategy in the light of work completed, and some new initiatives reflecting the ever changing dynamic of surgical training and education. The BOA focuses its training and education resources on: Development of the T&O specialty training curriculum. Construction and delivery of an annual trainee instructional course, geared to a four year FRCS (Tr and Orth) cycle. Awards of fellowships and prizes. CESR courses for SAS surgeons aspiring to gain entry to the specialist register. Delivery of training the trainer and educational supervisor instructional courses. Delivery of MSK clinical assessment skills courses for those in Core Training. Revalidation of all T&O surgeons through our annual Congress with a series of clinical and other instructional content geared to a five year cycle. The development of our e-learning capability for both specialty training and broader revalidation purposes. The need for continuing pace The shape and diversity of the healthcare work force is evolving rapidly: all elements are doing more with less in order to contain NHS expenditure at a sustainable level. T&O in particular faces a unique set of challenges and the BOA has developed an action plan through which to address them: full details are contained in our Practice Strategy. Focused on high quality care for patients against the backdrop of a 15% and growing capacity gap in elective orthopaedics, the action plan highlights the need for better patient pathways, enhanced implant surveillance, strong partnerships between providers of acute care, multidisciplinary teams working seamlessly across the primary and secondary care divide, and clinical culture change within the T&O community. All this needs to be instilled in surgeons from the outset of their careers, and the challenge for the BOA as a Surgical Specialty Association is to identify, recruit, educate and nurture the best talent from medical schools and throughout their formative and specialty training in order to create sufficient: High quality T&O capacity with surgical capability in depth to meet future demand. Future clinical academic capacity to sustain the UK’s T&O research capability. The rationale for this is set out in the BOA Research Strategy In addition, we need to: Care better for our patients throughout their treatment pathways by engaging effectively and productively with General Practitioners, Nurses and Allied Health Professionals with an interest in orthopaedics. Accordingly we continue to broaden the scope of our training and education work. This will be essential if we are to encompass more fully the needs of the T&O community and the wider musculoskeletal multi-disciplinary team. Achieving this through an action centred, project based approach to Training and Education .

Bridge House Day Nursery

bridge house day nursery

Steeton,

We follow the Early Years Foundation Stage (eyfs) programme – which aims to help young children achieve the five ‘every child matters’ outcomes. These are: Be healthy Stay safe Enjoy and achieve Make a positive contribution Achieve economic well-being This will be achieved by: Setting the standards for learning development and care that young children should experience when they are attending a setting outside their family home – ensuring that every child makes progress and that no child is left behind. Providing for equality of opportunity and anti-discriminatory practice – which ensures that every child is included and not disadvantaged because of ethnicity, culture or religion, home language, family background, learning difficulties or disabilities, gender or ability. Creating the framework for partnership working between parents and professionals and between all the settings that the child attends. Improving quality and consistency in the early years sector through a universal set of standards which apply to all settings – ending the distinction between care and learning in the existing frameworks, and providing the basis for the inspection and regulation regime Laying a secure foundation for future learning through learning and development that is planned around the individual needs and interests of the child, and informed by the use of ongoing observational assessment. With our emphasis being on the following: To have fun and take part in lots of activities To build their confidence To develop a sense of belonging For the children to feel they matter

Greater Manchester Fire and Rescue Service

greater manchester fire and rescue service

Manchester

Greater Manchester Fire and Rescue Service is one of the largest Fire and Rescue Services outside London with more than 1,637 members of staff and 41 fire stations. We cover an area of approximately 500 square miles and a culturally diverse population of 2.8 million people. With an international airport serving over 200 destinations, a major motorway network plus over 200 train and tram stations Greater Manchester County presents some of the most operationally varied challenges you will find. From modern inner-city developments to traditional mill towns, Greater Manchester is made up of ten very different districts - Bolton, Bury, Manchester, Oldham, Rochdale, Salford, Stockport, Tameside, Trafford and Wigan. Our vision is to make Greater Manchester a safer place by being a modern, community focused and influential Fire and Rescue Service. We aim to provide the best emergency response we can to our communities - this is our primary function, but our role is much broader than this. We have focused on prevention and protection work over the last decade to try and stop incidents happening in the first place, improving community outcomes in a variety of ways, educating and developing young people and making fire station facilities available and more welcoming to the public. We have embraced modern technology and procedures to do things quicker, safer, with less people and with less impact on the environment. We have invested in future firefighting equipment and procedures, examples include;

Athletic Development Hub

athletic development hub

London

The ADP is a performance support staff education platform, specialising in online course material; designed and implemented by the best applied practitioners and academic researchers around. We also provide varying CPD services and consultancy options for athletes, Sports Teams and organisations with the aim of enhancing Sports Performance. Read about our key features below. Courses Free Content and CPD Consultancy Services for your team or organisation Bespoke CPD for you, your club or organisation Club or Organisation CPD hosting hub Platform Courses The ADP offer specialist online courses in the areas of Athletic Performance and development from youth to adult. The courses will enhance your knowledge as a coach or practitioner and give you the tools to implement that knowledge in to a day to day applied setting. Not only will the courses develop you further in your field they will allow you to aid the development of the athletes of today and the future. Our online Learning management system (LMS) provides a great learning experience to users wanting to develop their knowledge in the Sports Performance World and gives them the tools to apply that in a practical setting. Our courses are designed and implemented by only the best academic researchers and applied practitioners working in professional Sport today, specific to the course topic area. Our first course offering; Certificate in Growth & Maturation for Youth Athletes has been approved for British Association of Sport & exercise Science (BASES) endorsement.

Bailiffe Bridge Junior and Infant School

bailiffe bridge junior and infant school

4DY,

We want Bailiffe Bridge School to be a safe, caring, nurturing environment, in which everyone works and learns together, valuing and respecting our community to create firm foundations for success. Motto ‘Focused on the future’ Aims Aim 1: To show respect and responsibility for ourselves and others, our school, and its community at all times; displaying positive attitudes, pride in our school, and the confidence to challenge negative influences and behaviour. Aim 2: To provide a caring, safe, listening, and nurturing environment where everyone can learn, work and play with confidence and where achievement is celebrated. Aim 3: To share a commitment to working in partnership by listening to all our children, their families, staff, governors, and the wider community. Aim 4: To celebrate our social and cultural diversity so that everyone shares a sense of belonging; feeling valued and respected for their individuality. Aim 5: To provide a curriculum which is relevant and creative; promoting high quality learning opportunities that challenge and develop pupils’ talents and gifts to enable them to reach their full potential. Aim 6: To provide wider learning experiences that promote and develop pupils’ independence, risk taking and resilience in the understanding that making mistakes is part of the learning process. Aim 7: To show learning behaviours that demonstrate the desire and determination to achieve a personal best. Aim 8: To always have high expectations of ourselves and others.