UKRI Policy Internships Scheme
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References Audit Commission (2006). Higher Standards, Better Schools for All: More Choice for Parents and Pupils [Department for Education and Skills Consultation Response January 2006) [online]. Available: http://www.audit-commission.gov.uk/Products/ NATIONAL-REPORT/FC8B4B31-C278-4987-8EFA-DA0F2C20A6DB/ ACResponseHigherStandardsBetterSchoolsforAll.pdf [29 March, 2007]. Brettingham, M. (2006). ‘Hare Krishna school angers Hindus’, Times Educational Supplement, 4714, 8 December, 3. Communities and Local Government (2004). Community Cohesion Education Stan- dards for Schools [online]. Available: http://www.communities.gov.uk/pub/613/ CommunityCohesionEducationStandardsforSchools_id1502613.pdf [5 April, 2007]. Curtis, P. (2005). ‘MPs to publish alternative white paper’, Guardian Unlimited, 14 December [online]. Available: http://education.guardian.co.uk/admissions/story/ 0,,1667203,00.html [29 March, 2007]. Department for Education and Employment (2004). The Protection of School Playing Fields and Land for Academies [online]. Available: http://publications.teachernet. gov.uk/eOrderingDownload/1017-2004DOC-EN-01.doc [3 April, 2007]. Department for Education and Skills (2001). Special Educational Needs Code of Practice [online]. Available: http://www.teachernet.gov.uk/_doc/3724/SENCodeOf- Practice.pdf [5 April, 2007]. Department for Education and Skills (2005a). A Single Inspectorate for Children and Learners: the Government’s Response to Consultation [online]. Available: http://www.dfes.gov.uk/consultations/downloadableDocs/SingleInspect4Children.p df [29 March, 2007]. Department for Education and Skills (2005b). Youth Matters (Cm 6629). London: The Stationery Office. Department for Education and Skills (2006a). Johnson Announces Multi-Million Pound Package to Improve School Food and Fight Childhood Obesity (DfES Press Notice 2006/0121) [online]. Available: http://www.dfes.gov.uk/pns/DisplayPN.cgi? pn_id=2006_0121 [5 April, 2007]. -
Home to School Travel and Transport Guidance Statutory Guidance for Local Authorities
Home to school travel and transport guidance Statutory guidance for local authorities July 2014 Contents Summary 5 Review date 5 What legislation (including statutory instruments) does this guidance refer to? 5 Who is this guidance for? 5 Main points 6 Local authorities’ statutory duties 6 Part 1 - Statutory duties 7 1.1 Sustainable school travel 7 Assessing the travel and transport needs of children and young people 7 Audit of infrastructure to support sustainable school travel 8 Strategy to develop infrastructure to support travel needs of pupils 8 Promoting sustainable travel and transport to and from school 9 Publication of Sustainable Modes of Travel Strategy 9 1.2 Provision of travel arrangements 9 1.3 Provision of travel arrangements: Eligible children 10 Statutory walking distances eligibility 10 Special educational needs, a disability or mobility problems eligibility 10 Unsafe route eligibility 11 Extended rights eligibility 11 Accompaniment 11 Assessing route safety 12 Measurement of routes 12 Timing of assessment of eligibility 12 Qualifying school 13 Travel arrangements made by the local authority or other bodies/persons 13 Suitability of arrangements 14 Part 2 - Discretionary Arrangements 16 Travel arrangements for other children 16 Religion or belief 16 Part 3 - Transport Considerations 18 2 Safeguarding requirements 18 Training and Equalities 18 Bus safety considerations 18 Poor behaviour on school buses/other modes of transport 19 Partnership 19 Part 4 – Policy Changes 20 Publication of general arrangements and policies -
A Guide to the Government for BIA Members
A guide to the Government for BIA members Correct as of 26 June 2020 This is a briefing for BIA members on the Government led by Boris Johnson and key ministerial appointments for our sector after the December 2019 General Election and February 2020 Cabinet reshuffle. Following the Conservative Party’s compelling victory, the Government now holds a majority of 80 seats in the House of Commons. The life sciences sector is high on the Government’s agenda and Boris Johnson has pledged to make the UK “the leading global hub for life sciences after Brexit”. With its strong majority, the Government has the power to enact the policies supportive of the sector in the Conservatives 2019 Manifesto. All in all, this indicates a positive outlook for life sciences during this Government’s tenure. Contents: Ministerial and policy maker positions in the new Government relevant to the life sciences sector .......................................................................................... 2 Ministers and policy maker profiles................................................................................................................................................................................................ 7 Ministerial and policy maker positions in the new Government relevant to the life sciences sector* *Please note that this guide only covers ministers and responsibilities relevant to the life sciences and will be updated as further roles and responsibilities are announced. Department Position Holder Relevant responsibility Holder in -
Home Office the Response to the Parliamentary and Health Service Ombudsman Investigation Into a Complaint by Mrs a and Her Family About the Home Office
Home Office The response to the Parliamentary and Health Service Ombudsman investigation into a complaint by Mrs A and her family about the Home Office January 2015 Table of Contents Table of Contents .................................................................................................................... 2 Foreword by the Permanent Secretary .................................................................................... 4 Executive summary ................................................................................................................. 5 Summary of recommendations ................................................................................................ 6 Background to the PHSO Report ............................................................................................. 9 Current Home Office structure ........................................................................................... 10 The PHSO Report .............................................................................................................. 10 Section 1: PHSO Recommendation 1 .................................................................................... 13 Overview of Section 1 ........................................................................................................ 13 The visa issuing process – self declaration and criminal history ........................................ 13 Procedures when a criminal record is declared .................................................................. 13 -
Departmental Overview Home Office 2019
A picture of the National Audit Office logo DEPARTMENTAL OVERVIEW 2019 HOME OFFICE FEBRUARY 2020 If you are reading this document with a screen reader you may wish to use the bookmarks option to navigate through the parts. If you require any of the graphics in another format, we can provide this on request. Please email us at www.nao.org.uk/contact-us HOME OFFICE This overview summarises the work of the Home Office including what it does, how much it spends, recent and planned changes, and what to look out for across its main business areas and services. Bookmarks and Contents Overview. CONTENTS About the Department. How the Department is structured. Where the Department spends its money. Key changes to Departmental expenditure. Major programmes and projects. OVERVIEW Exiting the European Union. PART [03] page – About the Department PART [01] 3 – Dealing with challenges in the border, Part [01] – The pressures on police. page – The pressures on police page – How the Department is structured 12 18 immigration and citizenship system Part [02] – The changing nature of crime. – Where the Department spends its money Part [03] – Dealing with challenges in the border, immigration and citizenship system. Dealing with challenges in the border, immigration– Key and changescitizenship system to continued Departmental expenditure Part [04] – Challenges in managing contracts–. Major programmes and projects Challenges in managing contracts continued PART [02] PART [04] – Exiting the European Union page14 – The changing nature of crime page 20 – Challenges in managing contracts The National Audit Office (NAO) helps Parliament hold government to account for the way it If you would like to know more about the NAO’s work on the Home Office, please contact: If you are interested in the NAO’s work and support for spends public money. -
Lead Non-Executive Director – Department for Education
Lead Non-Executive Director – Department for Education Introduction The Department for Education’s (DfE) aim is to ensure world-class education and care that allows every child and young person to reach his or her potential, regardless of background. Over the next four years, the Department is leading an ambitious and wide-ranging programme of reform across early years, schools, 16-19, and children’s social care, building on and extending the changes of the last Parliament. We are expanding the academies and free school programme to empower professionals on the frontline, reforming the curriculum and qualifications so that they represent an international gold standard, and ensuring that young people leave school with the knowledge, skills and resilience to succeed in modern Britain. At the same time we are reforming adoption, fostering and children’s services so that they work quickly and effectively to transform the life chances of the most vulnerable and disadvantaged young people. These changes set a challenge for the organisation itself. We delivered significant organisational change in 2010-15 and halved administrative expenditure in real terms over this period. With substantial resources allocated to our priorities in the 2015 spending review, our focus for 2015-20 is on ensuring the Department has the capability and capacity it needs to implement the Government’s strategic priorities. Setting the right conditions for success in education and children’s services means becoming increasingly effective in how we deliver reform: transforming the way we go about our work in order to help leaders in the education and social care systems do likewise. -
Senedd Campaigns Officer What the Job Is About …
Senedd Campaigns Officer What the job is about …. Are you confident and passionate communicator for nature? Do you want to make a difference by campaigning on the big issues for nature in Wales? If so, we would love to hear from you. The successful candidate, will have a demonstrable experience in campaigning to successfully influence policy development. You’ll have a good understanding of Welsh politics and work well as a team player. In this role you would be required to work closely with staff from across the organisation and external stakeholders. Additional Background It’s a busy time in Welsh politics and our Policy and Advocacy Team are working hard to inform policy development in Cardiff Bay. This role is responsible for the delivery of our campaigns in Wales which seek to engage the public and our supporters with our policy work. A large proportion of our current policy work is around informing environmental laws and policy post Brexit. Experience and understanding of political systems are important to this role. Our campaigns in the last year have included working to influence the future of land management policy in Wales post Brexit and protesting the M4 Black Route which would destroy nature’s home on the Gwent Levels. Many of our campaigns are run in partnership with others so the ability and experience of working in collaboration with other organisations is key. Someone who is committed to making a difference that will be able to articulate nature’s voice in a way which is engaging to the public would be well suited to this role. -
The Uk's Privatised Migration Surveillance Regime
THE UK’S PRIVATISED MIGRATION SURVEILLANCE REGIME: A rough guide for civil society February 2021 privacyinternational.org THE UK’S PRIVATISED MIGRATION SURVEILLANCE REGIME: A rough guide for civil society ABOUT PRIVACY INTERNATIONAL Governments and corporations are using technology to exploit us. Their abuses of power threaten our freedoms and the very things that make us human. That’s why Privacy International campaigns for the progress we all deserve. We’re here to protect democracy, defend people’s dignity, and demand accountability from the powerful institutions who breach public trust. After all, privacy is precious to every one of us, whether you’re seeking asylum, fighting corruption, or searching for health advice. So, join our global movement today and fight for what really matters: our freedom to be human. Open access. Some rights reserved. Privacy International wants to encourage the circulation of its work as widely as possible while retaining the copyright. Privacy International has an open access policy which enables anyone to access its content online without charge. Anyone can download, save, perform or distribute this work in any format, including translation, without written permission.This is subject to the terms of the Creative Commons Licence Deed: Attribution-Non-Commercial-No Derivative Works 2.0 UK: England & Wales. Its main conditions are: • You are free to copy, distribute, display and perform the work; • You must give the original author (‘Privacy International’) credit; • You may not use this work for commercial purposes; • You are welcome to ask Privacy International for permission to use this work for purposes other than those covered by the licence. -
Spending Review 2010: List of Abbreviations
List of Abbreviations AARG Average Annual Real Growth ACR Administrative Costs Regime ALB Arms Length Body AME Annually Managed Expenditure AV Alternative Vote BBA British Bankers’ Association BIS Department for Business, Innovation and Skills BSF Building Schools for the Future CDEL Capital Departmental Expenditure Limit CJS Criminal Justice System CLG Department for Communities and Local Government CPI Consumer Prices Index CPS Crown Prosecution Service CRB Criminal Records Bureau CRC Carbon Reduction Commitment CTC Child Tax Credit DAs Devolved Administrations DCMS Department for Culture, Media and Sport DECC Department of Energy and Climate Change DEFRA Department for Environment, Food and Rural Affairs DEL Departmental Expenditure Limit DFE Department for Education DFID Department for International Development DFT Department for Transport DH Department of Health DLA Disability Living Allowance DWP Department for Work and Pensions ECGD Export Credits Guarantee Department EMA Educational Maintenance Allowance ERDF European Regional Development Fund ERG Efficiency and Reform Group ESA Employment and Support Allowance EYF End Year Flexibility FCO Foreign and Commonwealth Office FE Further Education GAD Government Actuary’s Department GDP Gross Domestic Product GNI Gross National Income GP General Practitioner Spending Review 2010 101 HA Highways Agency HE Higher Education HMRC Her Majesty’s Revenue and Customs IMF International Monetary Fund IPSPC Independent Public Service Pension Commission LDA London Development Agency LEPs Local Employment -
Border Force North 1St Floor International Pier Glasgow Airport Paisley PA3 2TD
Border Force North 1st Floor International Pier Glasgow Airport Paisley PA3 2TD Ruth Maguire Convener Web www.homeoffice.gov.uk Equalities and Human Rights Committee 9 October 2019 FEMALE GENITAL MUTILATION (PROTECTION AND GUIDANCE) (SCOTLAND) BILL Dear Ms Maguire, Thank you for your invitation to give evidence to the Equalities and Human Rights Committee regarding the Female Genital Mutilation Bill. I am sorry that we have been unable to give evidence in person. Background Border Force is responsible for conducting immigration and customs checks at the border. Border Force officers are based at the main airports in Scotland and we operate at ports throughout the country. Our main legal powers relevant to immigration examinations which are most pertinent to FGM are contained in the Immigration Act 1971; these are powers to examine, detain and refuse leave to enter the United Kingdom to non-British nationals. We use the balance of probability as the burden of proof. We are uniquely placed to detect both the perpetrators and potential victims of FGM as they leave or enter the country. We work closely with a range of partners in Scotland, the UK and abroad to counter a broad range of threats including FGM. We use intelligence and data to guide our operations. Our evidence will also show that Border Force’s counter FGM efforts extend to customs controls and we use our customs powers to detect and seize items that may do harm to others. Under section 55 of the Borders, Citizenship and Immigration Act 2009 our staff have a duty to promote the welfare of children and vulnerable adults in the following way Border Force is an operational command of the Home Office • Section 55 requires Border Force to carry out their normal functions in a way that takes account of the need to safeguard and promote the welfare of children who are in the UK. -
Central Government and Frontline Performance Improvement
CENTRAL GOVERNMENT AND FRONTLINE PERFORMANCE IMPROVEMENT: THE CASE OF “TARGETS” IN THE UNITED KINGDOM Steven Kelman, Harvard University, John F. Kennedy School of Government For over a decade, there has been a dramatic expansion in use of non-financial performance measures for government organizations. (Talbot 2005) Often, governments have limited themselves to what may be called “performance measurement” -- choosing measures and reporting performance against them. This has frequently, though not always, been the case in the United States, when performance measures have been developed at federal, state, and local levels; it is, for example, all the Government Performance and Results Act of l993 requires. In this situation, the words typically associated with the effort are “accountability” and “transparency.” Agency overseers, and the public, are made aware of whether performance is good or bad, and may then react accordingly (for instance, as with the Performance Assessment Review Team activities of the U.S. Office of Management and Budget, by increasing or decreasing agency budgets). Other times, government organizations have gone beyond performance measurement to “performance management” – using measures as a tool to improve performance along dimensions measured, not just record performance levels assumed to be unchanging.1 The ability of performance management actually to improve performance is important for anyone interested in government working better. A particularly ambitious example of public-sector performance management has been the United Kingdom under the Labour government since l997, and especially after Labour’s first re- election in 200l. Starting in l998, departments negotiated “public service agreements” with the Treasury (the budget ministry) in conjunction with budget settlements. -
Home Office Appraisal Report 1953-2016
Appraisal Report HOME OFFICE 1953 - 2016 Home Office Appraisal report CONTENTS EXECUTIVE SUMMARY ............................................................................................................... 4 BACKGROUND INFORMATION .................................................................................................. 6 1.2 Type of agency ............................................................................................................... 11 1.3 Annual budget ................................................................................................................. 11 1.4 Number of employees ..................................................................................................... 11 1.5 History of organisation .................................................................................................... 12 1.6 Functions, activities, and recordkeeping ......................................................................... 25 1.7 Name of the parent or sponsoring department) .............................................................. 30 1.8 Relationship with parent department .............................................................................. 30 1.9 Relationship with other organisations ............................................................................. 30 SELECTION DECISIONS ............................................................................................................ 32 2.1 Areas of Policy Work undertaken in the organisation ....................................................