GRADUATE ALLOCATION Sample Clauses

GRADUATE ALLOCATION. The Province committed to allocate an additional 6,000 graduate spaces in the 2011 Budget. The allocation of the balance of the 6,000 graduate spaces is informed by institutional graduate plans, metrics identified in the differentiation framework, and government priorities. Based on these considerations, the allocation for Carleton University is provided below. 2014-2015 2015-2016 2016-2017 Master’s 1,876.67 1,947.72 1,986.28 PhD 686.03 709.27 738.14 Total 2,562.70 2,657.00 2,724.42 Note: For a detailed breakdown of graduate space allocations, see Appendix. FINANCIAL SUSTAINABILITY The Ministry and the University recognize that financial sustainability and accountability are critical to achieving institutional mandates and realizing Ontario’s vision for the postsecondary education system. To this end, it is agreed that: • It is the responsibility of the governing board and Senior Administrators of the University to identify, track, and address financial pressures and sustainability issues. At the same time, the Ministry has a financial stewardship role. The Ministry and the University agree to work collaboratively to achieve the common goal of financial sustainability and to ensure that Ontarians have access to a full range of affordable, high-quality postsecondary education options, now and in the future; and • The University remains accountable to the Ministry with respect to effective and efficient use of provincial government resources and student resources covered by policy directives of the Ministry, or decisions impacting upon these, to maximize the value and impact of investments made in the postsecondary education system. The Ministry commits to engage with the sector in spring 2014 to finalize the financial sustainability metrics to be tracked through the course of the SMAs, building on metrics already identified during discussions that took place in the fall of 2013.
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GRADUATE ALLOCATION. The Province committed to allocate an additional 6,000 graduate spaces in the 2011 Budget. The allocation of the balance of the 6,000 graduate spaces is informed by institutional graduate plans, metrics identified in the differentiation framework, and government priorities. Based on these considerations, the allocation for McMaster University is provided below. 2014-15 2015-16 2016-17 Master 1,912.90 2,002.66 2,069.08 PhD 955.35 998.44 1,014.67 Total 2,868.25 3,001.10 3,083.75 The Ministry agrees that future consideration (in the next round of SMAs) will be given for the return of PhD spaces reduced in the 2014-15 allocation, providing that McMaster is successful in achieving new growth projections as contained in this agreement, pending demonstrated institutional need, and subject to provincial funding approval. The Ministry also agrees that McMaster will be given consideration for further space conversions, depending on targeted growth. Note: For a detailed breakdown of graduate space allocations, see Appendix. FINANCIAL SUSTAINABILITY The Ministry and the University recognize that financial sustainability and accountability are critical to achieving institutional mandates and realizing Ontario’s vision for the postsecondary education system. To this end, it is agreed that: • It is the responsibility of the governing board and Senior Administrators of the University to identify, track, and address financial pressures and sustainability issues. At the same time, the Ministry has a financial stewardship role. The Ministry and the University agree to work collaboratively to achieve the common goal of financial sustainability and to ensure that Ontarians have access to a full range of affordable, high-quality postsecondary education options, now and in the future; and • The University remains accountable to the Ministry with respect to effective and efficient use of provincial government resources and student resources covered by policy directives of the Ministry, or decisions impacting upon these, to maximize the value and impact of investments made in the postsecondary education system. The Ministry commits to engage with the sector in spring 2014 to finalize the financial sustainability metrics to be tracked through the course of the SMAs, building on metrics already identified during discussions that took place in the fall of 2013.
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GRADUATE ALLOCATION. The Province committed to allocate an additional 6,000 graduate spaces in the 2011 Budget. The allocation of the balance of the 6,000 graduate spaces is informed by institutional graduate plans, metrics identified in the differentiation framework, and government priorities. Based on these considerations, the allocation for Ryerson University is provided below. 2014-15 2015-16 2016-17 Masters 1,477.52 1,528.99 1,550.62 PhD 304.38 316.32 320.81 Total 1,781.90 1,845.31 1,871.44 The Ministry acknowledges Ryerson's aspiration for the reinforcement of its strengths in graduate studies through the Priorities Envelope. We note that the Ministry has provided considerable reinforcement of these strengths through the overall Graduate Space Allocation for the period covered by this SMA. Hence, we encourage Ryerson to establish its own priorities among its strengths and support them using the resources from the Reset and General Allocation Envelopes.
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GRADUATE ALLOCATION. SMA 2017-2020 Below are the allocation of funding eligible graduate and PhD spaces for the University of Windsor Target 2017-18 Target 2018-19 Target 2019-20 Masters 975 980 975 PhD 202 202 202 Note – allocations are shown in FTEs Projected International Enrolment Below is the institutions projected enrolment of funding-eligible undergraduate enrolments for the University of Windsor Projected 2017-18 Projected 2018-19 Projected 2019-20 Undergraduate Full-time Headcounts 834 815 815 Masters Full-time Headcounts 1,774 1,774 1,774 Doctoral Full-time Headcounts 106 106 106 Total Enrolment Full-time Headcounts 2,952 2,933 2,933 Note: International enrolments include all funding ineligible international students. International Enrolment Strategy and Collaboration The pursuit of an international strategy has been a focus at the University of Windsor for decades. This commitment to internationalization was reaffirmed as one of the five institutional goals in the University’s current Strategic Plan, Thinking Forward…Taking Action. Specifically, this goal states that the University will ‘Promote international engagement through student recruitment, student and faculty exchanges, and partnerships that complement our teaching and research strengths”. Five actions are identified in support of this goal:
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GRADUATE ALLOCATION. SMA 2017‐2020 Below are the allocation of funding eligible graduate and PhD spaces for Xxxxx University Target 2017‐18 Target 2018‐19 Target 2019‐20 Masters 792 846 885 PhD 108 123 135 Total 000 000 0000 Note – allocation shown in FTEs Projected International Enrolment Projected 2017‐18 Projected 2018‐19 Projected 2019‐20 Undergraduate Full‐time Headcounts 949 945 945 Masters Full‐time Headcounts 632 663 670 Doctoral Full‐time Headcounts 29 33 36 Total Enrolment Full‐time Headcounts 1,610 1,641 1,651 Note: International enrolments include all funding ineligible international students. International Enrolment Strategy and Collaboration Xxxxx University’s internationalization strategy is rooted in our vision, mission, values and strategic priorities. It speaks to our commitment to the highest quality academic and student experience and to serving the 21st‐ century learner. In an increasingly interconnected world, we are compelled by an ever strengthening imperative to graduate global citizens. This will include diversifying the Brock community and welcoming larger cohorts of international students, faculty and staff. It will also include proactively developing our intercultural competencies, student support structures and internationalization initiatives, so that we can fully realise the benefits of this diversity. Xxxxx’x vision is an integrated model for internationalization, where recruitment, student exchange, and academic experience are woven together and build on each other rather than stand alone in silos. The internationalized Xxxxx experience will see us as a global university of choice, located in an internationally renowned region, that provides unparalleled intercultural exposure where all students, domestic and international alike, gain the skills to succeed in diverse cultural environments, share their voices and ultimately thrive. To operationalize our internationalization strategy, Xxxxx University has adopted the Canadian Bureau of International Educators Internationalization Statement of Principles for Canadian Educational Institutions (CBIE, 2016) which identifies seven internationalization principles to which all Canadian institutions should adhere. Xxxxx’x commitment to diversity involves ensuring greater access for international students seeking degrees in Canada, we will increase our undergraduate and graduate international student admission by increasing recruitment efforts into new and emerging markets (e.g., Latin America, Africa, M...
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GRADUATE ALLOCATION. SMA 2017-2020 Below are the allocation of funding eligible graduate and PhD spaces for UOIT Note – for this table, Full-time Headcount should be reported for Fall term only. Target 2017-18 Target 2018-19 Target 2019-20 Masters 244 255 255 PhD 67 73 82 Total 000 000 000 Projected International Enrolment Below is the institutions projected enrolment of funding-eligible undergraduate enrolments for UOIT Projected 2017-18 Projected 2018-19 Projected 2019-20 Undergraduate Full-time Headcounts 512 579 619 Masters Full-time Headcounts 101 127 134 Doctoral 68 73 82 Full-time Headcounts Total Enrolment Full-time Headcounts 681 779 835 Note: International enrolments include all funding ineligible international students. International Enrolment Strategy and Collaboration UOIT’s international strategy asserts that internationalization represents more than the presence of international students on campus; it includes opportunities for domestic students to travel abroad for study, research experiences, and/or internship and experiential learning opportunities. Internationalization also includes on-campus learning opportunities through curriculum and co-curricular learning (i.e., cultural activities). Current international enrolment is approximately 600 students (470 undergraduate). UOIT plans including growing strategically its percentage of international students from six per cent to 10 per cent, bringing it in line with the provincial average. This small increase (approximately 300 students) will provide a more diverse student population and learning environment. At the graduate level, international students contribute significantly to the research enterprise. This supports faculty members’ research programs and, in a number of cases, develops entrepreneurial opportunities to take discoveries to market, adding to Ontario’s employment base and economic growth. During the term SMA2, UOIT will focus on inward- and outward-bound student mobility. Through the International Office, UOIT supports students’ aspirations to study abroad. It has developed a range of mobility partnerships with top-tier STEM-focused universities in Ireland, Germany, Austria, Italy, China, Singapore, Brazil, Chile and Scandinavia. Through these partnerships, students can have a quality international experience, return with full credit and, often, with a hands-on practice-based research or internship experience. Recognizing that on-campus visiting scholars/students add significantly to domestic stud...
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GRADUATE ALLOCATION. SMA 2017-2020 Below are the allocation of funding eligible graduate and PhD spaces for the University of Toronto Target 2017-18 Target 2018-19 Target 2019-20 Masters 7,928 8,110 8,171 PhD 3,768 3,848 3,925 Total 11,696 11,958 12,096 Note – allocation shown in FTEs Projected International Enrolment‌‌‌‌‌‌ Projected 2017-18 Projected 2018-19 Projected 2019-20 Undergraduate Full-time Headcounts 12,700 13,001 13,056 Masters Full-time Headcounts 1,652 1,766 1,858 Doctoral Full-time Headcounts 1,030 1,034 1,049 Total Enrolment Full-time Headcounts 15,382 15,801 15,963 Note: International enrolments include all funding ineligible international students. International Enrolment Strategy and Collaboration The International enrolment plan for the University is included in the University’s Annual Budget Report brought forward to governance and approved by its Governing Council each year. The University is currently developing a new five-year International Strategic Plan with aspirational goals, new metrics, and strategic priorities related to: partnerships with universities abroad; student mobility; international student experience; and recruiting talent from around the world. That plan would be approved by the senior administration and would be reported to Governing Council for information. Strategic Areas of Program Strength and Expansion Program Areas of Strength
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GRADUATE ALLOCATION. SMA 2017‐2020 Below are the allocation of funding eligible graduate and PhD spaces for the McMaster University Target 2017‐18 Target 2018‐19 Target 2019‐20 Masters 1,974 2,055 2,109 PhD 871 890 913 Total 2,845 2,945 3,022 Note – allocations are shown in FTEs. Projected International Enrolment Below is the institutions projected enrolment of funding‐eligible undergraduate enrolments for the McMaster University Projected 2017‐18 Projected 2018‐19 Projected 2019‐20 Undergraduate Full‐time Headcounts 2,607 3,146 3,914 Masters Full‐time Headcounts 382 406 445 Doctoral Full‐time Headcounts 453 453 463 Total Enrolment Full‐time Headcounts 3,441 4,005 4,821 Note: International enrolments include all funding ineligible international students. International Enrolment Strategy and Collaboration McMaster aspires to ensure that global engagement in education and knowledge generation is an integral part of our identity and presence in Canada and the world. In engaging with the international community, we are guided by principles of integrity, reciprocity, reflexivity, sustainability, and transformation. The Office of International Affairs is responsible for XxXxxxxx’x overall internationalization strategy through the facilitation of exchange agreements, the establishment of institutional linkages, and the coordination of externally funded international projects and programs. Enrolment planning, including the mix of domestic and international admissions, rests with the enrolment management team under the oversight of the Xxxxxxx. McMaster has historically worked to support the government’s direction, which in recent years has focused on providing greater access for young Ontarians to a first‐class university education. As such, we have seen a rapid increase in our domestic undergraduate enrolment. It is important to note that, prior to the double cohort year, McMaster had an international student participation rate of more than 10 per cent. However, in order to accommodate the growth in demand from domestic students, the international participation rate dropped to less than five per cent in year one of the double cohort, with only modest growth since then. McMaster has the capacity – and the demand – to allow our international undergraduate enrolment to increase to a level more consistent with our traditional level of international graduate enrolment, which would restore international enrolment to a level that is in keeping with a global university. Strategic Areas of Pr...
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Related to GRADUATE ALLOCATION

  • Allocation Following the Closing, Purchaser shall prepare and deliver to Sellers an allocation of the aggregate consideration among Sellers and, for any transactions contemplated by this Agreement that do not constitute an Agreed G Transaction pursuant to Section 6.16, Purchaser shall also prepare and deliver to the applicable Seller a proposed allocation of the Purchase Price and other consideration paid in exchange for the Purchased Assets, prepared in accordance with Section 1060, and if applicable, Section 338, of the Tax Code (the “Allocation”). The applicable Seller shall have thirty (30) days after the delivery of the Allocation to review and consent to the Allocation in writing, which consent shall not be unreasonably withheld, conditioned or delayed. If the applicable Seller consents to the Allocation, such Seller and Purchaser shall use such Allocation to prepare and file in a timely manner all appropriate Tax filings, including the preparation and filing of all applicable forms in accordance with applicable Law, including Forms 8594 and 8023, if applicable, with their respective Tax Returns for the taxable year that includes the Closing Date and shall take no position in any Tax Return that is inconsistent with such Allocation; provided, however, that nothing contained herein shall prevent the applicable Seller and Purchaser from settling any proposed deficiency or adjustment by any Governmental Authority based upon or arising out of such Allocation, and neither the applicable Seller nor Purchaser shall be required to litigate before any court, any proposed deficiency or adjustment by any Taxing Authority challenging such Allocation. If the applicable Seller does not consent to such Allocation, the applicable Seller shall notify Purchaser in writing of such disagreement within such thirty (30) day period, and thereafter, the applicable Seller shall attempt in good faith to promptly resolve any such disagreement. If the Parties cannot resolve a disagreement under this Section 3.3, such disagreement shall be resolved by an independent accounting firm chosen by Purchaser and reasonably acceptable to the applicable Seller, and such resolution shall be final and binding on the Parties. The fees and expenses of such accounting firm shall be borne equally by Purchaser, on the one hand, and the applicable Seller, on the other hand. The applicable Seller shall provide Purchaser, and Purchaser shall provide the applicable Seller, with a copy of any information described above required to be furnished to any Taxing Authority in connection with the transactions contemplated herein.

  • Risk Allocation The Product is Regulatorily Continuing.

  • Gross Income Allocation If any Partner has a deficit Capital Account at the end of any Fiscal Year which is in excess of the sum of (i) the amount such Partner is obligated to restore, if any, pursuant to any provision of this Agreement, and (ii) the amount such Partner is deemed to be obligated to restore pursuant to the penultimate sentences of Treasury Regulations Section 1.704-2(g)(1) and 1.704-2(i)(5), each such Partner shall be specially allocated items of Partnership income and gain in the amount of such excess as quickly as possible; provided that an allocation pursuant to this Section 5.05(c) shall be made only if and to the extent that a Partner would have a deficit Capital Account in excess of such sum after all other allocations provided for in this Article V have been tentatively made as if Section 5.05(b) and this Section 5.05(c) were not in this Agreement.

  • Payment Allocation Subject to applicable law, your payments may be applied to what you owe the Credit Union in any manner the Credit Union chooses. However, in every case, in the event you make a payment in excess of the required minimum periodic payment, the Credit Union will allocate the excess amount first to the balance with the highest annual percentage rate and any remaining portion to the other balances in descending order based on applicable annual percentage rate.

  • Curative Allocations The allocations set forth in Sections 6.4.A(i), (ii), (iii), (iv), (v), (vi) and (vii) hereof (the “Regulatory Allocations”) are intended to comply with certain regulatory requirements, including the requirements of Regulations Sections 1.704-1(b) and 1.704-2. Notwithstanding the provisions of Sections 6.1 and 6.2 hereof, the Regulatory Allocations shall be taken into account in allocating other items of income, gain, loss and deduction among the Holders so that to the extent possible without violating the requirements giving rise to the Regulatory Allocations, the net amount of such allocations of other items and the Regulatory Allocations to each Holder shall be equal to the net amount that would have been allocated to each such Holder if the Regulatory Allocations had not occurred.

  • Cost Allocation Cost allocation of Generator Interconnection Related Upgrades shall be in accordance with Schedule 11 of Section II of the Tariff.

  • What Forms of Distribution Are Available from a Xxxxxxxxx Education Savings Account Distributions may be made as a lump sum of the entire account, or distributions of a portion of the account may be made as requested.

  • Second Year Wage Adjustment Effective July 1, 2020, all salary ranges and rates shall be increased by two and one-half percent (2.50%), rounded to the nearest cent. Salary increases provided by this Section shall be given to all employees including those employees whose rates of pay exceed the maximum rate for their class. The compensation grids for classes covered by this Agreement are contained in Appendix E-2. Conversion to the new compensation grid shall not change an employee’s eligibility for step progression increases.

  • Safe Harbor The recipient government will then compare the reporting year’s actual tax revenue to the baseline. If actual tax revenue is greater than the baseline, Treasury will deem the recipient government not to have any recognized net reduction for the reporting year, and therefore to be in a safe harbor and outside the ambit of the offset provision. This approach is consistent with the ARPA, which contemplates recoupment of Fiscal Recovery Funds only in the event that such funds are used to offset a reduction in net tax revenue. If net tax revenue has not been reduced, this provision does not apply. In the event that actual tax revenue is above the baseline, the organic revenue growth that has occurred, plus any other revenue-raising changes, by definition must have been enough to offset the in-year costs of the covered changes.

  • Employer Contribution (a) An Employer contribution for health and dental benefits will only be made for each active employee who has at least eighty (80) paid regular hours in a month and who is eligible for medical insurance coverage, unless otherwise required by law.

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