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Social-ism should be defined as the ability for people to exert maximum control over their lives...
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Parents are the principal architects of a fairer society
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The capabilties that make up our character are vital for social mobility
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MPs cannot represent their constituents because the whips are their masters, not us
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For progressive conservatives, the problem is not too much ownership but that there's not enough...
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The banking crisis is the most explosive example of how the shareholder value model failed
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It is time to put our trust back in the front line of public services...
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There are in Britain not one, but 'two nations': the powerful and powerless
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The government can no longer afford to be agnostic on how and where wealth is produced
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We shape and strengthen our character throughout life, but the critical years are the early ones
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A culture of imagination will lead to a stronger and more resilient Britain
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Power should remain local unless there is a compelling case for it to be centralised...
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Discussions about 'devolving' power approach the question from the wrong direction...
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Universities are just one source among many for ideas, knowledge and innovation
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Universities are becoming partners in learning and research rather than sole providers
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The cultural and creative sector reflects and generates the values that make up our society
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Serving your community should be woven into every stage of life
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It's not an absence of freedom but 'power failures' that let down modern Britain
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First class public services require first class public servants
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Towards a Strategy for Workforce Development
- Authors
- John Holden
- Publication Type
- Pamphlet
- Publication Date
- 2003-03-10
- Cost
- 0.0
This report presents the findings of research conducted by Demos on the behalf of Resouce: The Council for Museums, Archives and Libraries. Demos was commissioned to carry out a mapping and consultation exercise to provide the background information needed to infom Resource's discussions about its role in workforce development, training and leadership. The work undertaken comprised three core elemtes:
- To 'map the maps' through an analysis of current work on workforce development, training and leadership issues within the musuem, archive and library domains
- To draw together Resouce's existing and future commitments on workforce development in a strategic way
- To identify a role for Resource in workforce development