Strategic Goals and Objectives. The key strategic goals and objectives (from an ownership perspective) for the Cayman Islands Monetary Authority for the 2009/10 financial year are as follows:
Strategic Goals and Objectives. The key strategic goals and objectives (from an ownership perspective) for the Cayman Islands Development Bank for the 2009/10 financial year are as follows: Strategic Goals • To continue to operate as a prudently managed, efficiently operated and highly respected development financial institution while producing solid financial and operating results. • To focus on the development of the Islands by identifying, funding and implementing programmes, projects and services that will assist Caymanians in improving themselves and their communities especially those with bankable propositions who do not have ready access to conventional financing.
Strategic Goals and Objectives. The key strategic goals and objectives (from an ownership perspective) for The Cayman Islands Airports Authority for the 2009/10 financial year are as follows: • To continue the expansion of ORIA in order to meet the current and future capacity requirements of the Cayman Islands. • To continue to develop the construction of an airfield in Little Cayman to ensure safe travel at that destination. • To update and act upon the Master Plan document for Xxxx Xxxxxxx International Airport • To continue to develop commercial opportunities at ORIA in advertising, concessions, and telecommunications. • To further develop the CIAA website to provide more useful information to customers.
Strategic Goals and Objectives. The key strategic goals and objectives (from an ownership perspective) for The Cayman Airways Limited for the 2009/10 financial year are as follows: • Continue the process of restructuring the company based on the “turnaround” strategies as part of the process towards sustainability. The objective is to reduce and subsequently eliminate the gap that exists between revenue and expenses by focusing on being more efficient in all areas of our operations. • The airline will continue to target costs reductions in expenses. The restructuring of the company has seen the inclusion of a Purchasing department in the new structure. It is expected that the new purchasing procedures and supply chain management will produce significant cost savings. • The company will be implementing new cash management systems and procedures which are expected to improve the use of financial resources. • The airline plans to achieve sisterhood in its aircraft fleet through the move to an all 737-300 jet fleet which will reduce the costs related to stocking of spare parts, training and retaining technical staff and other maintenance costs. • The company intends to aggressively pursue possible alternatives to minimize the costs of fuel. Cayman Airways expect to continue to benefit from improved fuel prices through joint negotiations in the budget year. • The new computerized reservation system (CRS) which was implemented in January 2007 allows the company to improve several areas including customer service, electronic ticketing and reporting. The reporting capability of this is being further expanded to allow for better revenue management. • The airline expects to continue working with the public sector as well as to embark on joint initiatives with the private sector to coordinate marketing and advertising efforts. • The National Flag Carrier will continue to explore commercial agreements with select international carriers. The commercial agreements may range from connected websites to full code share agreements. • The airline will continue to implement the recommendations produced by the efficiency audit in order to improve revenue and reduce costs.
Strategic Goals and Objectives. The key strategic goals and objectives (from an ownership perspective) for The CIAA for the 2012/13 financial year are as follows: PROVIDING AN EXCEPTIONAL CUSTOMER EXPERIENCE • Develop standards of performance in customer service • Improve and enhance facilities of the airports • Creating and maintaining a culture of service excellence GROWING THE BUSINESS • Airport redevelopment and enhancement programs • Creating a business development and marketing plan (review of fee structure) • Benchmarking and surveying CREATING A SAFE AND SECURE ENVIRONMENT • Maintaining and exceeding compliance with international regulations • Develop an Airport Emergency Response Coordination Centre • Develop the cultures of safety and security DEVELOPING QUALITY TALENT MANAGEMENT • Develop a comprehensive training program • Develop a talent management program • Develop a reward and recognition program
Strategic Goals and Objectives. The key strategic goals and objectives for the Cayman Islands Development Bank (CIDB) for the 2007/8 financial year are as follows: Strategic Goals
Strategic Goals and Objectives. The Parties acknowledge that on 27 April 2018 the most recent version of the Strategic Goals and Objectives were agreed between the Parties and approved by the Client Board. The Parties shall use their reasonable endeavours to deliver the Strategic Goals and Objectives.
Strategic Goals and Objectives. The key strategic goals and objectives (from an ownership perspective) for CINICO for the 2009/10 financial year are as follows: • To provide health insurance to civil servants, pensioners, seamen and veterans and individuals qualifying as elderly, health impaired or low income residents; • To administer on behalf of the Ministry of Health and Human Services the provision of health benefits to indigents. • To administer on behalf of the Ministry of Health and Human Services the provision of overseas health benefits to seamen and veterans. • To administer on behalf of the Portfolio of Finance and Economics the provision of health benefits to advance patients. • To advise Ministry of Health and Human Services, supported by empirical evidence, of recommendations to improvements in the delivery of health care to the population of the Cayman Islands. • To undertake development of a claim administration system as an alternative to the outsourcing of this function. • Upon the completion of a claim administration system, to build local claim adjudication expertise within the Company. This includes case management expertise. • To undertake the development of CINICO’s own provider network. • To secure appropriate reinsurance coverage, to minimize company risk and improve claim loss predictability.
Strategic Goals and Objectives. The key strategic goals and objectives (from an ownership perspective) for The Cayman Airways Limited for the 2011/12 financial year are as follows: • Continue the process of restructuring the company based on the “turnaround” strategies as part of the process towards sustainability. Utilizing the airlift framework, the objective is to ensure that the airline is adequately funded. Proper Government funding and a continued effort to reduce any gap that exists between revenue and expenses by focusing on being more efficient in all areas of our operations are critical. • The airline will continue to target costs reductions in expenses. • The airline has achieved “sisterhood” in its aircraft fleet through the move to an all 737-300 jet fleet which will reduce the costs related to stocking of spare parts, training and retaining technical staff and other maintenance costs. • The company intends to continue to monitor and aggressively pursue (where possible) alternatives to minimize the costs of fuel. Cayman Airways expects to continue to be faced with high fuel prices for the budget year. • The Computerized Reservation System (CRS) allows the company to improve several areas including customer service, electronic ticketing and reporting. The reporting capability of this is being further expanded to allow for better revenue management. • The airline expects to continue working with the public sector as well as to embark on joint initiatives with the private sector to coordinate marketing and advertising efforts. A key objective of the airline is to stimulate incremental visitation through increased visitor arrivals and incremental room nights. • The National Flag Carrier will continue to explore commercial agreements with select international carriers where deemed beneficial to the Cayman Islands. The commercial agreements may range from connected websites to full code share agreements. • Cayman Airways is committed to working closely with foreign carriers flying into the Cayman Islands, provided that the foreign carrier provides direct economic benefit to the country or serves to provide additional visitation opportunities. 2011/12 Ownership Agreements
Strategic Goals and Objectives. The key strategic goals and objectives (from an ownership perspective) for the Cayman Islands Monetary Authority for the 2011/12 financial year are as follows: • To further modernise and enhance regulation and supervision to ensure that Cayman keeps on par with the evolving international regulatory standards and best practices that are relevant to our business; • To intensify CIMA’s international cooperation and involvement to ensure that the Authority does its part in ensuring the safety and sound regulation of the international financial system, that Cayman can contribute to the development of international rules and standards that affect this jurisdiction’s reputation; • To facilitate the efforts of Government and the private sector to further develop the Cayman Islands as an International Financial Centre, and • To increase the effectiveness and cost efficiency with which CIMA operates. 70 2011/12 Ownership Agreements
