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NIACE Policy

The policy of the National Institute is decided by its Members, and developed through a Strategic Plan, which is revised regularly. 

NIACE's Strategic Priorities for 2003-2008

For 2003-2008 we need to consolidate our existing strengths and address seven key issues in developing the work of NIACE in supporting adult learning.  Detailed targets relating to these areas of responsibility will be considered by the Board.

Core Values and Strengths

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Maintain NIACE's strengths in advocacy work, including campaigns and promotional activities, and backed by high quality policy analysis.

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Maintain and strengthen commitment to secure more and different adult learners, and the focus on those who have benefited least from adult learning.

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Continue to develop partnership working, co-operative working strategies with members, funders, other national, regional and local partners, and recipients of grant programmes managed by NIACE.

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Keep a cross-sectoral focus to NIACE's work.

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Consolidate our role in promoting learners' voices in planning and policy making.

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Maintain fiscal discipline, and secure the financial viability of NIACE in the delivery of its strategy.

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Continue to strive to be a learning organisation, where staff, members and participants learn and develop.

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Develop dialogue and dissemination through publications, conferences, seminars, networks, information services and web-based communication.

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Enhance the quality and range of the curricular offer available to adult learners.

 

New Work Programme Priorities for 2003-2008

  1. Develop authoritative programmes across the full range of contexts where adults learn and the curricular range, building on existing strengths - with key developments in further and higher education, work-based learning, in adult guidance, and e-learning.

  2. Strengthen work in adult learning to support a vibrant civil society - in citizenship, culture, diversity, learning for regeneration and neighbourhood renewal, and learning for sustainability.

  3. Support quality learning opportunities for adults through:
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    work to enhance adults' access to effective measures of learning - certificated and uncertificated;

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    staff development and training;

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    research, development, evaluation and dissemination.

  4. Consolidate and strengthen the regional dimension in NIACE's work, and its work in Wales.

  5. Revitalise the international dimension of NIACE's work.

  6. Revitalise members' role in shaping NIACE's agenda.

  7. Secure premises for NIACE's headquarters staff to be housed in one building.

 

Source: "More and Different: NIACE Strategy Document 2003-2008", Alan Tuckett (Oct 2002)

 

NIACE works with all sectors of adult education and training, and collaborates with a wide range of national, regional and local agencies to do so.

The United Kingdom

The parts of the United Kingdom have rather different education systems and traditions. NIACE has a direct concern with England and Wales, and maintains a division (NIACE Dysgu Cymru) to deal with specifically Welsh issues. The Institute maintains good working relationships with colleagues in Scotland and Northern Ireland, through the UK Forum for the Education of Adults (UKFEA), which comprises NIACE, Community Learning Scotland (formerly the The Scottish Community Education Council) , and the Northern Ireland Council for Adult Education.

 

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