Action Plan on Bullying – Report of the Anti
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Job Description
Employee Name: Job Description Job Title: Transition Specialist Department: Special Education Reports To: Coordinator Salary: Classified salary schedule – Range 13 – 220 calendar days JOB SUMMARY Provides services to prepare secondary students for transition to adulthood. Areas of services include employment, community training, and connecting students and families with community resources and services where appropriate. ESSENTIAL DUTIES AND RESPONSIBILITIES Essential duties of this position include the following. Employees in this position perform some or all of the following tasks. Other related duties may be assigned. 1. Demonstrates proficiency in planning, organizing and coordinating assigned tasks. 2. Coordinates with school districts and Vocational Rehabilitation (VR) Services to identify students for referral to VRS. 3. Provides recommendations about needed supports to help students be successful working on transition-related activities and assists with the development of a transition plan. 4. Sets and manages student schedules for job shadowing, work experience and other transition related learning activities. 5. Develops community contacts for potential work experience sites. 6. Provides appropriate work/transition opportunities based on student needs and skills. 7. Develops students' communication and social interaction skills through specific instruction and intervention using other available staff to assist when necessary. 8. With supervisor input, develops and implements employer feedback forms to provide instruction to students. 9. Maintains appropriate data for on-the-job training feedback to students. 10. Under direction of supervisor, completes interest inventories and other formal and informal vocational assessments. 11. Assists students in selecting appropriate job experiences and post-high school vocational and educational goals. 12. Seeks to maintain close contact and communication with employers using data collected on the job to adjust interventions and strategies that assist students to be successful on-the-job. -
Further Education in the United States of America
FURTHER EDUCATION IN THE UNITED STATES OF AMERICA 1. Overview There is no national education system present in the United States. Due to the federal nature of the government, the local and state governments perhaps have a greater deal of control over education. As a result, there is no country-level education system or curriculum. The federal government does not operate public schools. Each state has its own Department of Education. In terms of funding, public schools receive funding from the individual state, and also from local property taxes. Public colleges and universities receive funding from the state in which they reside. Each state's legislative body decides how much funding will be given educational providers within that particular state. Students aged 1-18 do not pay tuition fees, this ends if the student wishes to go to a college or a university where students do pay tuition fees. However, some students receive some sort of funding, either through a scholarship or through a loan. In the United States, education is compulsory for all students until ages sixteen to eighteen depending on the individual state. Most high school students graduate at the age of seventeen or eighteen-years-old. The U.S. Census Bureau reports that 58% of high school graduates enrolled in colleges or universities in 2006. Students have the option of attending a two- year community college (also known as a junior college) before applying to a four-year university. Admission to community college is easier, and class sizes are often smaller than in a university. Community college students can earn an Associate's degree and transfer up to two years of course credits to a university. -
The Impact of Further Education Learning
BIS RESEARCH PAPER NUMBER 104 The Impact of Further Education Learning JANUARY 2013 1 The Impact of Further Education Learning The views expressed in this report are the authors’ and do not necessarily reflect those of the Department for Business, Innovation and Skills. Department for Business, Innovation and Skills 1 Victoria Street London SW1H 0ET www.gov.uk/bis Research paper number 71 January 2013 2 The Impact of Further Education Learning About London Economics London Economics is one of Europe's leading specialist economics and policy consultancies and has its head office in London. We also have offices in Brussels, Dublin, Cardiff and Budapest, and associated offices in Paris and Valletta. We advise clients in both the public and private sectors on economic and financial analysis, policy development and evaluation, business strategy, and regulatory and competition policy. Our consultants are highly-qualified economists with experience in applying a wide variety of analytical techniques to assist our work, including cost-benefit analysis, multi-criteria analysis, policy simulation, scenario building, statistical analysis and mathematical modelling. We are also experienced in using a wide range of data collection techniques including literature reviews, survey questionnaires, interviews and focus groups. Head Office: 71-75 Shelton Street, London, WC2H 9JQ, United Kingdom. w: www.londecon.co.uk e: [email protected] t: +44 (0)20 7866 8185 f: +44 (0)20 7866 8186 The Ipsos MORI Social Research Institute Ipsos MORI's Social Research Institute is the leader in public sector research, helping policy and decision-makers understand what works. We bridge the gap between government and the public, providing robust research and analysis to help clients evaluate what works. -
An Orientation Guide for New Or Transferring IOM Staff Members
ME TO THE CO IO EL M W Orientation Guide IN E D M UC AM TION PROGR An orientation guide for new or transferring IOM staff members This Orientation Guide is designed to be a dynamic and informative document that will be updated at regular intervals. This document provides an overview of the policies and procedures applicable at the International Organization for Migration (IOM) and reflects the IOM statutory texts at the time of writing; however, the Guide is not meant to replace the existing body of IOM regulations, rules and instructions. In case of any conflict between this Guide and the regulations, rules and instructions, the latter prevail. IOM is committed to the principle that humane and orderly migration benefits migrants and society. As an intergovernmental organization, IOM acts with its partners in the international community to assist in meeting the operational challenges of migration, advance understanding of migration issues, encourage social and economic development through migration, and uphold the human dignity and well-being of migrants. Publisher: International Organization for Migration 17 route des Morillons P.O. Box 17 1211 Geneva 19 Switzerland Tel.: +41 22 717 91 11 Fax: +41 22 798 61 50 Email: [email protected] Website: www.iom.int © 2018 International Organization for Migration (IOM) All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the publisher. 26_18 WELCOME TO THE IOM Orientation Guide An orientation guide for new or transferring IOM staff members This document presents an overview of the work of the International Organization for Migration (IOM), for new or transferring staff members. -
Marathon Petroleum Educational Reimbursement Plan
Educational Reimbursement Plan Marathon Petroleum Educational Reimbursement Plan Effective January 1, 2021 Educational Reimbursement Plan Table of Contents I. Objective ..................................................................................................................................................................1 II. Employee Eligibility.................................................................................................................................................1 III. Tuition Assistance ...................................................................................................................................................1 IV. Certification and Licensing Assistance ...............................................................................................................6 V. Approval ...................................................................................................................................................................9 VI. Taxability of Educational Reimbursement Benefits ...........................................................................................9 VII. Participation by Associated Companies and Organizations ............................................................................9 VIII. Transfers and Termination of Employment ....................................................................................................... 10 IX. Further Information ............................................................................................................................................. -
The Case for Careers Education and Guidance for 14-19 Year Olds
The Case for Careers Education and Guidance for 14-19 Year Olds Marian Morris March 2004 National Foundation for Educational Research An overview of NFER’s research findings on careers education and guidance The recent interim report by the Working Group on 14-19 Reform (DfES, 2004) brought into sharp focus the need for a coherent, integrated and well planned careers education and guidance programme in schools and colleges. In order for young people to make the most of the opportunities in the proposed 14-19 curriculum, Tomlinson argued that young people ‘must be prepared with the skills and self-awareness to exercise their choices effectively’. What are these skills? How compelling is the evidence that such skills can support young people in making effective choices about their future? How well prepared are schools and colleges to support their students’ career development? This briefing paper explores some of the summarised findings from a number of large-scale research studies conducted at NFER (mostly on behalf of the DfES and its predecessor Departments, but also on behalf of a number of different careers services) over the last decade. It argues that it is possible to identify the skills that promote successful transition and traces some of the links between successful transition and programmes of careers education and guidance. It also suggests that, in the light of the Tomlinson Report (2004), the recent National Audit Office report (2004) and the findings from current research on transition from schools engaged in Excellence in Cities and Aimhigher (Morris and Rutt, 2003); the conclusions from this earlier research are equally pertinent today. -
Counter-Bullying Policy
COUNTER-BULLYING POLICY CONTENTS OVERVIEW 1 AIMS 1 LAW AND GUIDANCE 2 CRIMINAL LAW 2 WHAT IS BULLYING? 2 CYBER-BULLYING 3 PREVENTION 3 INVOLVEMENT OF PARENTS 3 WHAT DOES THE SCHOOL DO? 3 INVOLVEMENT OF PUPILS 4 WHAT DOES THE SCHOOL DO? 4 REGULAR EVALUATION AND UPDATING 5 WHAT DOES THE SCHOOL DO? 5 IMPLEMENTATION OF DISCIPLINARY SANCTIONS 5 WHAT DOES THE SCHOOL DO? 5 OPEN DISCUSSION OF DIFFERENCES 5 WHAT DOES THE SCHOOL DO? 5 CHARITABLE WORK – ENHANCEMENT OF CHARACTER 6 WHAT DOES THE SCHOOL DO? 6 PROVISION OF EFFECTIVE STAFF TRAINING 6 WHAT DOES THE SCHOOL DO? 6 LIAISON WITH LOCAL EXTERNAL AGENCIES 6 WHAT DOES THE SCHOOL DO? 6 CLEAR AND EASY LINES OF COMMUNICATION FOR BOYS 6 WHAT DOES THE SCHOOL DO? 7 CREATION OF AN INCLUSIVE ENVIRONMENT 7 WHAT DOES THE SCHOOL DO? 7 PROCEDURES FOR HANDLING BULLYING 7 WHERE BULLYING HAS SEVERE IMPACT 7 INTERVENTION – DISCIPLINE AND TACKLING UNDERLYING ISSUES OF BULLYING 8 DISCIPLINE AND SANCTIONS 8 TACKLING UNDERLYING ISSUES 8 APPENDIX A: PROCEDURES FOR DEALING WITH BULLYING TYPE BEHAVIOUR 9 APPENDIX B: COUNTER-BULLYING GUIDANCE FOR BOYS 1 OVERVIEW The School recognises that it has a duty of care to maintain a working environment for its staff and a learning environment for its pupils in which honesty, integrity and respect are reflected in personal behaviour and standards of conduct, where the welfare of pupils is paramount and where the working environment is safe. In turn, members of staff must recognise that that they are each accountable for their actions. They have a duty not only to keep young people safe but also to protect them from physical and emotional harm. -
PREVENTING and ERADICATING BULLYING “Creating a Psychologically Healthy Workplace”
PREVENTING and ERADICATING BULLYING “Creating a Psychologically Healthy Workplace” RESOURCE GUIDE And TALKING POINTS for LEADERS AND CHANGE CHAMPIONS March 25, 2014 TABLE OF CONTENTS INTRODUCTION 2 Section I: Resource Guide 4-18 Working Definition and Example Language Describing Bullying 5 Factors to Consider When Evaluating The Example Language 6 Other Definitions of Bullying 7 Types of Bullying 7 Examples of Bullying Behavior and Its Impact 8 Research Results Related to Bullying: Elementary and Secondary Education 9 Research Related to Bullying: College and Universities 10 Research Related to Bullying: The American Workplace 12 Leading and Best Practices to Prevent and Address Bullying 13 What Not To Do: Misdirection In Bullying Prevention and Response 14 The Namie Blueprint to Prevent and Correct Workplace Bullying 15 History of Workplace Bullying 17 SECTION II: TALKING POINTS 19-35 Presentation Slides 20 Conversations About Bullying: An Activity 31 SECTION III: RESOURCES 36-39 1 INTRODUCTION Awareness of bullying as an undesirable and harmful behavior has increased over the past few years. From grade schools to colleges, from workplaces to professional sports, stories about bullying and its debilitating and sometimes life-threatening impact have become part of everyday communications. Leading print and digital newspapers have dedicated feature articles on the subject. The Internet, through social media sites and blogs, has posted numerous comments about school and workplace bullying. In July of 2010, Parade magazine, a syndicated periodical distributed with Sunday editions of newspapers across the country, asked its readers if “workplace bullying should be illegal?” More than 90 percent of the respondents said yes. As recent as February 2014, USA Today, a major national publication, published an article entitled, “Hurt Can Go On Even After Bullying Stops.” The article indicated that early intervention is key to stop bullying because the health effects can persist even after bullying stops. -
Transition Guide to Postsecondary Education and Employment for Students and Youth with Disabilities, Washington, D.C., 2017
A TRANSITION GUIDE TO POSTSECONDARY EDUCATION AND EMPLOYMENT FOR STUDENTS AND YOUTH WITH DISABILITIES OFFICE OF SPECIAL EDUCATION AND REHABILITATIVE SERVICES UNITED STATES DEPARTMENT OF EDUCATION REVISED MAY 2017 U.S. Department of Education Betsy DeVos Secretary Office of Special Education and Rehabilitative Services Ruth Ryder Delegated the duties of the Assistant Secretary for Special Education and Rehabilitative Services May 2017 Initially issued January 2017 This report is in the public domain. Authorization to reproduce it in whole or in part is granted. While permission to reprint this publication is not necessary, the citation should be: U.S. Department of Education (Department), Office of Special Education and Rehabilitative Services, A Transition Guide to Postsecondary Education and Employment for Students and Youth with Disabilities, Washington, D.C., 2017. To obtain copies of this report: Visit: www2.ed.gov/about/offices/list/osers/transition/products/postsecondary-transition-guide-2017.pdf On request, this publication is available in alternate formats, such as Braille, large print, or computer diskette. For more information, please contact the Department’s Alternate Format Center at 202-260-0852 or 202-260-0818. All examples were prepared by American Institutes for Research under contract to the Department’s Office of Special Education and Rehabilitative Services (OSERS) with information provided by grantees and others. The examples provided in this guide do not necessarily reflect the views or policies of the Department. The Department has not independently verified the content of these examples and does not guarantee accuracy or completeness. Not all of the activities described in the examples are necessarily funded under Parts B or D of the Individuals with Disabilities Education Act (IDEA) or the Rehabilitation Act of 1973 (Rehabilitation Act), as amended by Title IV of the Workforce Innovation and Opportunity Act (WIOA). -
What Works in the Provision of Higher, Further and Continuing Education, Training and Rehabilitation for Adults with Disabilities? a Review of the Literature
What Works in the Provision of Higher, Further and Continuing Education, Training and Rehabilitation for Adults with Disabilities? A Review of the Literature Carmel Duggan and Michael Byrne NATIONAL COUNCIL FOR SPECIAL EDUCATION RESEARCH15 REPORT NO.15 What Works in the Provision of Higher, Further and Continuing Education, Training and Rehabilitation for Adults with Disabilities? A Review of the Literature Carmel Duggan and Michael Byrne, WRC Social and Economic Consultants Ltd A report commissioned by the NCSE 2013 The National Council for Special Education has funded this research. Responsibility for the research (including any errors or omissions) remains with the authors. The views and opinions contained in this report are those of the authors and do not necessarily reflect the views or opinions of the Council. NCSE RESEARCH REPORTS NO: 15 © NCSE 2013 National Council for Special Education 1–2 Mill Street Trim Co. Meath An Chomhairle Náisiúnta um Oideachas Speisialta 1–2 Sráid an Mhuilinn Baile Átha Troim Co. na Mí T: 046 948 6400 F: 046 948 6404 www.ncse.ie Table of Contents Foreword .........................................................................................................vii Acknowledgements ..............................................................................................viii Glossary of Acronyms .............................................................................................ix Executive Summary ............................................................................................ -
General Practice Nursing Induction Template
General Practice Nursing Induction Template 1 CONTENTS Background 3 Introduction 3 Aims and Objectives 4 Glossary of Terms 4 General Practice Nursing 5 Orientation 32 Employers 34 Education 41 Resources 49 Acknowledgements 49 External Review Panel 50 References 51 2 Background The General Practice Nursing 10 Point Plan (GPN10PP) (https://www.england.nhs.uk/ leadingchange/staff-leadership/general-practice-nursing/) has given an investment of £15 million from the General Practice Forward View (GPFV) funding allocation, to support action which will address the significant workforce challenges and support improvements in General Practice nursing (GPN) by 2020. The plan was initially led by Professor Jane Cummings, Chief Nursing Officer for England and its overarching focus is to build and develop the capacity and capability that is needed across the whole primary care workforce, as well as building GPN capability to support improved and innovative approaches in delivering health and wellbeing. The basis of this work has now been taken up by the new CNO, Dr Ruth May, who maintains that: “Nursing staff will be at the heart of all plans to provide care fit for the 21st century and the nurse leadership voice is crucial to the broad health and care policy debate.” Nursing in Practice (2019) Within General Practice, it has been identified that there are significant variations between different practices in relation to orientation and induction of GPNs into this new work environment. Some nurses are offered structured courses that develop and steer them into the role gradually, while others are given as little as a week’s induction before being expected to work alone. -
Probationary Policy
PROBATIONARY POLICY RATIFIED BY THE TRUST BOARD IN: APRIL 2020 NEXT REVIEW DATE: APRIL 2020 April 2020 1 PROBATIONARY POLICY Person responsible for this policy: Angela Ransby Policy author: Angela Ransby Date to Trust Board: April 2020 Date Ratified: April 2020 Date to be Reviewed: April 2021 Policy displayed on website: Yes CEO Signature: A Ransby Trust Board Signature: R Fern Updates made: Date: Appendix 1 – updated induction programme 23 October 2020 added P3 – extension period amended to 9 months in 28 June 2021 line with contracts Introduction It is the Raedwald Trust’s policy to operate probationary periods for all new employees, and in some cases, at the Trust’s discretion, in respect of employees who have been transferred or promoted into different posts within the school. This policy allows both the employee and Raedwald Trust to assess objectively whether or not the employee is suitable for the role. The Raedwald Trust believes that the use of probationary periods increases the likelihood that new employees will perform effectively in their employment. April 2020 2 The Head Teacher is responsible for ensuring that all new employees are properly monitored during their probationary period. If any problems arise, the Head Teacher should address these promptly and in accordance with the policy. The employee should be made aware that some aspects of their performance or conduct is unsatisfactory. This will help prevent the problem from escalating and hopefully lead to sufficient improvements. Where the employee is the Head Teacher, the CEO shall be responsible for managing the probation process and determining whether their employment is confirmed or their employment is terminated.