Strategic Objectives. As part of this Agreement, you agree to continue to make a valuable contribution to the Company and to assist the Company with the assessment and implementation of the strategic alternatives the Company may choose to pursue and to continue to contribute to the development of Riquent(R) and the Company's other drug development efforts. You also agree to continue to work towards closing the transactions contemplated by that certain Securities Purchase Agreement, dated of even date herewith (the "Purchase Agreement").
Strategic Objectives. To contribute to the expenses of volunteer advisors and receptionists working in the Shaftesbury Outreach To provide supervision and management support for the Shaftesbury outreach volunteers Contribute towards the training of new volunteers and ongoing training of the existing team Contribute towards the maintenance and upkeep of the IT required to run the outreach, including laptops and remote access technology Contribute towards the wider North Dorset team to provide telephone and email advice to the residents of Shaftesbury
Strategic Objectives. People Resource Management Partnership Working
Strategic Objectives. 1. Strengthen cooperation among countries in the region in order to solve priority problems in identified sectors through the optimal use, updating, modernization and transfer of nuclear technology.
2. Meet in a timely manner the priority needs of the region in general, and of Member States in particular, through a dynamic and effective mechanism that facilitates the optimal and safe use of available nuclear science and technology capacities and resources.
3. To achieve and maintain an adequate nuclear science and technology level to address the problems and the unmet needs of the region.
Strategic Objectives. 1. To facilitate road traffic in Europe;
2. To improve the quality and efficiency of road transport operations in UNECE region;
3. To balance existing gaps and disparities between motorway networks in Western, Eastern, Central and South-Eastern Europe; and
4. To assist the integration process of European transport infrastructure systems
5. To assist participating Governments in achieving UN Sustainable Development Goals related to road infrastructure management. The TEM Project 2020 vision: The TEM Project aims at obtaining a role of substantive partner for UNECE and the Inland Transport Committee on road infrastructure management, thereby supporting the United Nations and TEM mS in achieving the sustainable development goals by implementing the project’s strategic initiatives. The mission of the TEM Project, defining the implementation of the vision: The TEM Project constitutes a forum for cooperation between the governments of TEM mS, which creates standards, good practices and guidelines for systemic and strategic issues in road infrastructure management. The activities of the TEM Project take the perspective of national government administrations, and focus on the issue of sustainable development.
Strategic Objectives. 2.2.1 The White Paper “Partnership for Care” anticipates a much greater degree of standardisation in the provision of Clinical Information systems across NHSScotland viz. ♦ that funding will be targeted at integrated services – ‘a major focus for new capital development should be on community infrastructure, including modernised, integrated community resource centres and joint information systems’ ♦ the need for ‘integrated Healthcare – patients expecting each part of the service to work with a shared understanding of their needs’ ♦ the need for ‘NHS Boards to develop Change and Innovation plans that … ensure information systems support changing patterns of care’
Strategic Objectives. List the Ministry/Division Strategic Objectives in Sub-section 1.
Strategic Objectives. The Parties acknowledge and agree that they will work together in a collaborative, consensus-based, step-wise manner to:
(a) initiate collaborative economic development driven by regional (such as major projects and forestry) and CSFN community-based economic development initiatives with a view to creating substantial and valuable new equity positions for the CSFNs and their members in the regional economy over time that results in:
(i) increased capital investment in the region through the development of major natural resource and energy projects;
(ii) increased capital investment in both CSFN and non-CSFN businesses;
(iii) increased numbers of jobs for CSFN members and local communities;
(iv) enhanced and new sources of revenue to support CSFN self-determination and nation-building;
(v) increased sector competitiveness and predictability for the CSFNs, B.C., and industry; and
(vi) enhanced opportunity for the CSFN to access new tenures,
(b) establish sources of capital and other financing mechanisms, or explore the use of existing mechanisms, to support CSFN economic development;
(c) increase sources of capital over time, including by drawing in federal funding commitments and cultivating partnerships with the private sector;
(d) enhance the Parties' collaborative capacity to xxxxxx regional economic development through CSFN economic development initiatives;
(e) implement and enhance the Parties' economic development partnership in a manner that contributes to, and facilitates, comprehensive reconciliation; and
(f) resolve territorial overlap disputes and shared areas in the Territories that will deliver predictability in support of economic development.
Strategic Objectives. The Parties will work collaboratively and flexibly at all levels of their organisations to explore creative ways to deliver more high-quality homes that will support economic growth, place making and regeneration within the Liverpool City Region. Working within the national, regional and local planning policy context the Parties will align their resources to: • Develop a robust pipeline of investment ready proposals to unlock and accelerate housing delivery and regeneration in the Liverpool City Region – supporting the regions levelling up, economic growth and inclusivity objectives; • Realise opportunities to support place-based growth and holistic regeneration solutions to create and grow sustainable neighbourhoods contributing to the region’s net zero carbon ambitions; and • Improve the supply of high-quality, energy efficient and affordable homes providing greater choice and opportunity for people to access a home in the Liverpool City Region that meets their housing needs. For the purpose of this agreement the parties acknowledge that “resources” excludes investment or funding. The Parties will collaborate to co-develop a Partnership Business Plan, which considers how the Strategic Objectives will be applied and delivered in the Liverpool City Region through the Joint Working Principles set out below. The Partnership Business Plan will be underpinned by a Delivery Plan, which will be reviewed on a biannual basis by the Partnership Board and updated on, at least, an annual basis. Each Party will ensure that they deploy sufficient and appropriately qualified resources to meet the Strategic Objectives.
Strategic Objectives. Warrington Borough Council’s strategic objectives around the provision of the school meals service are: • Warrington schools have confidence in the service • Meals are in high demand from parents and children • Online payment solutions remove the need for cash to be taken into schools by pupils • School meals comply with the School Food Standards and relevant food regulations • Employees are qualified and feel well supported so that there are low rates of sickness and disciplinary action • The service will be delivered within the financial envelope available through the income generated for paid meals and government funding allocated for Free School Meals • The Council has a good reputation as a service provider. The service maintains an effective partnership with schools via their representatives on the School Meals Partnership Board.
