Policy Framework. The ICT Policy Framework and related documents (including the Acceptable Use Policy) establish the minimum obligations incumbent upon all Board Members who have access to WA health system computing/mobile device resources or BYOD resources, including but not limited to e-mail and the internet. This Agreement should be read in conjunction with the relevant sections of the ICT Policy Framework.
Policy Framework. The policy framework means the following plans and strategies4:- • Corporate plan (including best value performance plan) • Community strategy • Crime and disorder reduction strategy • Plans and strategies which comprise the development plan (UDP) • Early years & childcare partnership strategic development plan • Education development plan • Licensing statement • Youth justice plan • Neighbourhood renewal strategy5 • School organisation plan5 • Policy on community councils5 • Capital investment strategy (including prudential borrowing arrangements) • Housing strategy6
Policy Framework. 21. The broad policy reform framework for urban infrastructure development in India is laid out by the flagship program of the Government of India: Xxxxxxxxxx Xxxxx National Urban Renewal Mission (JNNURM). JNNURM consists of both mandatory and optional reforms at state and urban local body level. The Facility will enable the implementation of relevant JNNURM reforms within the constraints of a financial intermediary.
Policy Framework. 3.1 The proposed decision is in line with the Kent Joint Municipal Waste Management Strategy (KJMWMS), to which KCC is a signatory. The KJMWMS commits all councils in Kent to work collaboratively to maximise recycling and reduce waste to landfill.
Policy Framework. 17. To implement the anticipated investments and to achieve the road map, the government has to adopt a policy framework which defines the actions, responsibilities and targeted timeframe to be implemented under the ADB’s investment program. (Table A1.2) A-1. Approve Bangladesh Water Act Give effect to the National Water Policy for integrated management, development, utilization, and protection of water resources, Regulates the distribution of responsibilities among different organizations concerned, and Vests the ownership of water resources in the government. GOB, Done in May 2013 A-2. Develop long-term stabilization plan for the main rivers Formulate a strategic holistic long-term flood and riverbank erosion risk management plan, towards more stabilized river channels and systematic management of the main rivers. BWDB During Tranche- 1 A-3. Develop a preliminary river network management master plan for the main rivers and their tributaries and distributaries. Formulate an overall preliminary future intervention plan for sustainable and multi-functional use of the main rivers including their tributaries and distributaries. This is to ensure to avoid disturbing other water and river uses by the flood and riverbank erosion risk management, and to explore most effective multi-functional use of the river system. BWDB, with close coordination with WARPO and other relevant organizations During Tranche- 1 A-4(1). Approve Disaster Management Act Defines disaster and lays down the institutional arrangements for disaster management at national and field levels. GOB Done in 2012 A-5(2). Approve Standing Order on Disaster Define roles and responsibilities of different players at various levels of the government administrative structure at times of disaster GOB Done in 2012
Policy Framework. 6. The vision of the GoK is a more diversified economy, with the SME sector contributing 30% of GDP and 35% of employment in 2015. However, in order for the SME sector to expand, SMEs must have access to necessary working capital as well as to medium to long term finance. This, however, remains a key constraint to SME development in Kazakhstan. The financial crisis has exacerbated such constraint. Lending to SMEs declined from a high of $5.3 billion during the second quarter of 2007 to $1.2 billion in the third quarter of 2009. Starting in mid 2007, Kazakh bank access to the interbank and bond markets became difficult and stopped in late 2008 with the onsite of the global financial crisis. This severely impacted the liquidity of Kazakh banks, resulted in a decline in the availability of domestic credit and exposed deep seated problems within the sector. The proportion of non-performing loans grew to about 30% from only 3% in 2007 and several banks defaulted and had to restructure their debts. Under Kazakhstan’s anti-crisis plan, the GoK introduced measures to strengthen the banking sector, including provision of subsidized credit lines to selected banks for SME lending through Damu. This support, along with other government actions, led to significantly increased short term liquidity in the system. However, SME access to credit, including medium term credit, remains limited. Damu estimates that the demand for medium term SME financing is around $2.8 billion and will continue to increase as the economy improves.
7. In order to achieve its goal of increasing the SME sector’s contribution to GDP mentioned above, the GoK intends to pursue policies favorable to, and measures for, the further development of SMEs in Kazakhstan, including those set forth in the Strategy and the Action Plan. The objective of the Facility is to provide a portion of the financial resources needed by SMEs in Kazakhstan, thereby enabling SMEs to expand and modernize and to increase employment. Furthermore, in addition to guaranteeing the loans from ADB to Damu, the GoK will implement subsidized lending programs for enterprises engaged in priority sectors of the economy, improve the system for registering collateral, and reform laws in order to facilitate leasing.
Policy Framework. For the investment program objectives to be realized, it requires that the urban sector roadmap and associated investment program is anchored within a holistic and integrated service delivery reform agenda in improving the quality, coverage and reliability of urban services in water supply, wastewater and SWM. This requires incentivization and support through (i) an enabling policy framework for service delivery reform; (ii) effective institutions and professional management; and (iii) sustainable financing of urban service provision. A Strategic Action Plan for Reform and Investment is in Table 1.
Policy Framework. In order to address these barriers and achieve its climate and energy targets, the EU has put in place a comprehensive regulatory framework built around the Energy Performance of Buildings Directive (EPBD) (2010/31/EU), the Energy Efficiency Directive (EED) (2012/27/EU) the Renewable Energy Directive (RESD) (2009/28/EC), the Eco- design (2009/125/EC) and Energy-labelling (2010/30/EU) directives as well as the regulation on fluorinated greenhouse gases. With this legislative framework, the EU has set itself ambitious policy objectives. As part of the Energy Union Strategy3 of 25 February 2015, the European Commission is currently reviewing both the EPBD the EED and the RESD in order to create the appropriate framework for progress. In addition, the communication published on 16 February 2016 (COM(2016) 51 final), entitled "An EU Strategy on Heating and Cooling" states that developing a strategy to make heating and cooling more efficient and sustainable is a priority for the Energy Union. In line with the G20 2020 statement about inefficient fossil fuel subsidies, the Commission is calling on Member States to focus incentives on non-fossil fuel based heating and cooling technologies. In line with Action 5 of the Strategic Energy Technology Plan Communication, this declaration aims at defining how research and innovation could further underpin the implementation of this EU policy framework and promote highly efficient technologies for heating and cooling by focussing on the principal technological barriers. The technical barriers are presented in the relevant sections and input paper in SETIS4 and summarised in chapter 5 of the present document. However, R&I objectives on non- technological elements e.g. on socio-economics, financing, legal and cultural barriers are also essential address. Whereas they are not the purpose of this specific action, they would require dedicated actions in close coordination with the upcoming review of legislation.
Policy Framework. The ADB support is consistent with India’s policies and initiatives. Taking into account India’s energy security concerns and the environment, the Integrated Energy Policy 2006 identified the requirement to scale up renewable energy technologies as a key pillar for energy sector development.10 The New Hydro Policy 2008 streamlines hydropower investment and tendering procedures, and the Xxxxxxxxxx Xxxxx National Solar Mission, launched in 2010 to deploy 20,000 MW of solar power by 2022. Renewable energy policy incentives includes tax incentives, feed-in (e.g. preferential) tariffs, generation-based incentives11, and regulatory requirements of minimum renewable purchase obligations (RPOs) for power distribution utilities. India also established a mechanism for tradable renewable energy certificates (RECs) to facilitate efficient achievement of RPOs by enabling utilities to meet their obligations by purchasing RECs. By bringing the critically needed longer-term debt financing to the renewable energy sector in India, the ADB support will complement these government incentives, catalyze private sector investment, and greatly facilitate the sector development in the coming years.
Policy Framework. The proposed partnership with IFC is fully in line with the Danish strategy for development cooperation, which underlines the importance of market-driven growth and partnerships that can help catalyse and mobilise private funding, knowledge, innovation and new technology for the developing countries, including at the level of entrepreneurs that can grow local businesses and maintain and/or create jobs. The strategic partnership agreement between the MFA and IFC complements MFA’s overall organizational strategy with the World Bank Group (2013-2017).
