NIACE as a quality organisation

We believe that by being an effective and efficient organisation, with systems, procedures and staff skills that are fit or purpose, we can make the biggest difference to learners, helping create a society in which all adults have the chance to learn throughout their lives.

NIACE is committed to creating systems and working in a way that will:

• identify and address staff development needs and implement a revised development plan;
• review and improve the design and function of certain of its key processes and ensure compliance with any new arrangements and systems;
• ensure that staff are clear on their role and their contribution to the organisation’s objectives;
• improve internal communication methods and their use;
• develop performance management arrangements;
• continue to progress and implement the agreed improvement projects using the EFQM framework; and
• review the status and role of members and in light of any changes which might be proposed review governance arrangements.

Our achievements in 2011-12

• We developed our revised strategic plan in consultation with staff.
• A revised management structure was put in place to lead on the priorities set out in our strategic plan.
• Ways of working were agreed and we ran internal workshops on our key processes.
• NIACE achieved EFQM Committed to Excellence (C2E) accreditation from the British Quality Foundation.
• We completed stage one of three internal quality improvement projects in stakeholder mapping, critical processes and NIACE’s key measures.
• A focus group was established to review our performance management processes.
• A revised NIACE Employee Development Scheme (NEDS) was launched.
• We employed three interns and offered three work experience placements.
• An advanced apprenticeship post was agreed, to commence in July 2012.

Our key objectives for 2012-13

• Plan, monitor and manage the delivery of our strategic priorities and key cross-cutting themes, including the implementation of best practice in project management and the development of new staff performance management arrangements.
• Deliver work to the requirements of our funders and seek, and respond to, feedback and evaluation from members and all users of our services.
• Ensure that the organisation has clear and purposeful leadership, including the implementation of leadership coaching for senior staff.
• Continue to implement quality improvement projects based on the organisation's self-assessment review, with performance indicators, internal processes and stakeholder relationships identified as initial priorityareas for development.
• Implement the newly revised development plan that is inclusive, capable of meeting staff development needs and opportunities both now and  in the future.
• Improve internal communications, ensuring that staff are clear on their role and contribution to the organisation's objectives.
• Develop and implement a funding strategy to underpin the delivery of our strategic plan.