Strategic Context. This Agreement is informed by a wider strategic context related to the delivery of safe, quality, financially sustainable and accountable healthcare for all Western Australians. The delivery of health services within the following strategic context is the mutual responsibility of both Parties, whether with reference to supporting information and guidelines or mandatory policy requirements.
Strategic Context. Schedule A outlines the strategic context and key strategic priorities for NSW Health in 2016/17.
Strategic Context. 2.1 The Short Scottish Secure Tenancy Policy contributes to the Moray Local Housing Strategy 2019-24, Moray 2027 and the Council’s Corporate Plan.
2.2 The Short Scottish Secure Tenancy Policy will assist the Council in fulfilling many of the Local Housing Strategy’s priorities for Moray by: improving access to housing in all tenures and alleviate housing need; prevent and alleviate homelessness; and assist people requiring specialist housing.
Strategic Context. 5. In February 2013, the Parliament approved the ―Adjustments to the Ulaanbaatar City Urban Development Master Plan 2020 and Development Directions 2030‖. The new master plan produced two important outcomes: (i) for the first time, ger area development is integrated into the city master plan, and (ii) the value and function of ger area subcenters is acknowledged as a key element of the city’s future growth. The MUB is currently developing the Ger Area Development Program, and in March 2013, established a steering committee led by the chairman of Ulaanbaatar city council. The MUB also established the Ger Area Development Agency (GADA), responsible for redevelopment of the ger areas, under the supervision of the vice mayor who is also in charge of urban development and investment. On 30 May 2013, the city council resolution N.10/38 endorsed the program, subcenter locations under project 1, and coordination of the investment program with the city master plan. The MUB also proposed to establish a special purpose development vehicle, tentatively named subcenter redevelopment authority, to facilitate, supervise, and coordinate the redevelopment process of the subcenters.
6. At the national level, the National Development Strategy and the New Reconstruction Midterm Program (2008–2016) constituted the framework to implement the program. The Ministry of Economic Development initiated the Street Project to improve roads conditions in Ulaanbaatar, including a ger area component under preparation. The program objectives are consistent with the strategic goals of the ADB’s Urban Operational Plan,8 the country partnership strategy,9 which is in line with ADB’s Strategy 2020.10
Strategic Context. Section B (the Service Specification) has been developed in line with the Adult Substance Misuse Recovery System service specification detailed in the Authority Contract.
Strategic Context. The Council, along with its partners, have produced a new plan to support the economic recovery and growth of Carmarthenshire. This action arises from that plan and the previous Report and Recommendations of the Carmarthenshire Rural Affairs Task Group – June 2019 (aka Moving Rural Carmarthenshire Forward Strategy) and this work involves developing an Economic Growth Plan for each of the ten identified towns. A link to the Economic Recovery Plan and Moving Rural Carmarthenshire Forward Strategy is below: - The ten rural towns identified in the Strategy are Llandovery, St Clears, Whitland, Newcastle Emlyn, Laugharne, Cwmamman (Amman Valley), Llanybydder, Kidwelly, Llandeilo and Cross Hands. The relevant recommendation of the moving Rural Carmarthenshire Forward for this development strategy is “to develop business incubator or commercial accommodation in rural areas”. The Welsh Government (WG) has published its Economic Action Plan: Property Delivery Plan (PDP), which acts upon:- strong grounds for public sector intervention in delivery of property infrastructure. differing focus of interventions, depending on location. WG and public sector partners should plan to support the delivery of at least 900,000 square feet of new floorspace over a three-year rolling period. The plan is underpinned by the following reports prepared for WG by SQW: - Commercial Property: Market Analysis and Potential Interventions A report to the Welsh Government - March 2020 Commercial property: Market analysis and potential interventions Supplementary note in the light of the Covid-19 crisis - June 2020 These documents are available via the following link: The delivery of industrial premises for letting at any of these ten rural towns would contribute to the delivery of both the PDP and the Moving Rural Carmarthenshire Forward Strategy. The identification of suitable sites and the type of development will also be informed by the PDP and the Ten Towns Economic Growth Plans.
Strategic Context. This document is not intended to replay or replace existing strategies or action plans. The City Region has a clear vision of what it aims to achieve, underpinned by a well established evidence base, and a commitment from partners to align resources against clearly identified priorities (see chapter 2). The „Story of the Liverpool City Region‟ is, therefore, intended to summarise existing progress and lay the foundation for additional or innovative actions to further accelerate growth or to address barriers to growth. These additional actions – including key „asks‟ of Government – are provided in supplementary, detailed platform papers.
Strategic Context. Dundee lies at the heart of a City Region providing employment opportunities and services to a 30 minute drive time population which exceeds 300,000. In 2010, there were 72,700 employee jobs in the city's boundaries and a further 2,433 engaged in self-employment. The largest sectors were Health (22.8%), Retail (12.2%) and Education (11.4%). Economic regeneration over the last decade has been underpinned by the growth of knowledge based industries which employ 49.4% of the city's population compared to a Scottish average of 41.6%. The city's universities have established an international reputation for research and innovation and this has helped to drive the growth of key sectors such as life sciences and computer games development. The global economic downturn has impacted on Dundee as elsewhere. Employment levels have fallen and levels of worklessness have risen and with 34.6% of employee jobs in the public sector in 2010, compared to a Scottish average of 26.9%, future constraints on funding could have a significant impact. The prevailing economic climate, however, cannot dampen the sense that Dundee is undergoing a radical transformation which will leave the city well placed to benefit from an upturn in wider economic conditions. The £1 billion waterfront development, the flagship V&A at Dundee project and the opportunity to attract marine renewables investment provide confidence that the foundations for future economic growth will be firmly established over the next 5 years. In preparing this new single outcome agreement, the Dundee Partnership has undertaken a review of recent economic performance. Between 2008 and 2010, overall job numbers in the city fell by 4%. Although this was an unwelcome trend, the scale of decline was less pronounced than for Scotland (6.3%) as a whole. Despite the overall drop in job numbers, the number of knowledge intensive jobs rose over the period from 35,630 to 35,940. The overall share of people seeking employment (ILO definition) rose however from 5.9% in 2008 to 8.9% in 2010, with the 16-24 year old age group particularly affected. The overall outcome is that Dundee will be an internationally recognised city at the heart of a vibrant region with more and better employment opportunities for our people. Future economic growth will be achieved through a range of strategic approaches. Partners will seek to ensure that effective physical infrastructure is in place to support future growth. The £1 billion transformation of ...
Strategic Context. The Dundee Partnership has statistical evidence to show that Dundee is currently a city where crime, risks from fire, dangers on the road and fear of crime is reducing. Over the last 5 years crime levels in almost all major crime groups, and other community safety indicators are showing a downward trend. For example; Violent Crimes have reduced by 16.8% Robberies have reduced by 36.3% Vandalism has reduced by 37.8% House break-ins have reduced by 40.5% Youths causing annoyance calls have reduced by 55.5% The number of fatalities arising from fires has reduced by 50% The number of dwelling fires has been reduced by 12.8% The statistics show that overall the victims of crime are more likely to live in community regeneration areas than anywhere else in the city. The Dundee Community Safety Partnership has responded to this by commissioning Tayside Police Community Impact Team to develop targeted approaches in Lochee, Stobswell and the Hilltown. In addition, the Police Perception Survey showed that the percentage of those interviewed who felt either safe or very safe in their communities rose in 2011/12 from 80.7 to 85.5%. The main reason Dundee has enjoyed improved levels of Community Safety over the last 5 years, is the good partnership working between Dundee City Council, Tayside Police, Tayside Fire Fire and Rescue, the NHS and a number of other key partner agencies form the community and voluntary sector. Good quality community intelligence has enabled partners to identify and deal with hot spots across the City. A high performing Community Safety Partnership and a focussed preventative approach has been the key to Dundee's success. As with all outcomes across the Partnership, the economic recession and the potential impact on poverty levels may present a number of challenges to the Dundee Community Safety partnership. The Dundee Community Safety Partnership was one of the first CSP's in Scotland to develop a community intelligence led approach to the development of its Community Safety Partnership Strategy and Action Plan. We commissioned the establishment of the Community Intelligence Unit, which is responsible for gathering and collating all the statistics and partner information, to update the DCSP Action Plan. In addition, monthly tactical assessments are produced to enable partners to work together to identify and address problems and solutions. This has led to the development of an intelligence led tasking approach in Dundee which has proved very s...
Strategic Context. The Dundee Partnership is fully committed to supporting people to live fulfilled and independent lives, safely in their communities and reducing the need for people to be cared for in congregate settings. Our commitment is to provide information, advice, services and support people to achieve improved personal outcomes. Strategic and intermediate outcomes have been developed to assist us to meet statutory obligations, prioritise resources and ultimately, to improve how we deliver services to optimise personal outcomes for people. In delivering this commitment we recognise that we face particular challenges. For example, we know that around 40,000 of our citizens live in the 15% most deprived areas in Scotland and, as the Christie Commission reported, 32% of adults in these areas are likely to have a long-standing illness (compared to only 14% in more affluent areas). Also, the proportion of our population over 85 years is expected to double within the next 20 years. We know that an ageing population and the effects of deprivation combine to increase the demands on health and social care services. People are living longer with increased ill- health and frailty and people in areas of multiple deprivation are likely to experience the long term conditions associated with ageing at an earlier stage. Unpaid carers are key partners in the delivery of health and social care across the city. As a result of demographic and social changes, this role will become increasingly relied upon at a time when carers are also ageing and also require services and support. Our service users and their families and carers expect higher quality and more choice than previously. We know that people increasingly expect the same variety, choice and flexibility that they receive from the business sector. Our immediate outcomes and indicators of performance are organised under four themes – Reshaping Care for Older People, Personalisation, Carers and Protection. These themes follow the national policy framework and contextualise it to our local circumstances. The Reshaping Care for Older People Programme is an integrated and comprehensive whole systems framework. One of its main strategic objectives is to support older people to achieve and maintain independent, safe, healthy and fulfilling lives in a homely setting. In order to achieve this we will continue to provide intensive (ten hours or more per week) homecare. In order to meet the demand which is anticipated to shift from the acut...
