Strategic Priorities. 1. The Parties shall take specific measures in the following key areas of engagement set out in Part II of this Protocol:
a. inclusive and sustainable economic growth and development
b. human and social development
c. environment, natural resources management and climate change
d. peace and security e. human rights, democracy and governance
Strategic Priorities. 1. The Parties reaffirm the broad and comprehensive nature of the Caribbean Regional Partnership and agree that the strategic priorities of this Protocol are, inter alia, to:
a) strengthen their political partnership, which shall be underpinned by regular and effective dialogue and the promotion of common interests;
b) deepen economic relations, promote transformation and diversification, support inclusive and sustainable economic growth and development through trade, investment, private sector development and sustainable industrialisation;
c) improve environmental sustainability and climate resilience, pursue the sustainable management of natural resources and strengthen disaster management;
d) build inclusive, peaceful and secure societies, with a special focus on advancing human rights, gender equality, justice and governance, including financial governance, and citizen security;
e) invest in human and social development, addressing poverty and growing inequalities, harnessing migration, leveraging the diasporaâs knowledge, entrepreneurial skills and investment, and ensuring that nobody is left behind.
2. The Parties shall accord special attention to Haiti as the only least developed country in the Caribbean, with a view to addressing its structural weaknesses while supporting the consolidation of its institutions, improving governance and reducing poverty and social inequalities.
Strategic Priorities. The Strategic Map lists five strategic priorities, or performance-based goals, critical for meeting the central challenge. These include:
Strategic Priorities. 4.1 Local Government priority areas for the 2019-22 triennium, aligned to the five pou of Matariki (above) and agreed by the Hawke’s Bay Leaders’ Forum on 25 November 2019, are (in no particular order): • Water – safety, security and planning • Climate Change – adaptation and mitigation • Social Inclusion – a thriving society where everyone can participate and make a significant contribution • Housing – regionally focused housing strategy • Economic Development and Tourism • Transport.
4.2 Priority areas where cooperative approaches exist include: • Water – Drinking Water safety and security response to Havelock North contamination Inquiry recommendations through Joint Working Group and HB Drinking Water Governance Joint Committee comprising elected representatives of the five local authorities, the District Health Board and Ngāti Kahungunu • Water – Regional Three Waters review of the provision of drinking, waste and storm water services • Climate Change – Xxxxxxx to Tangoio Coastal Hazards Strategy development through the Joint Committee comprising representatives of NCC, HDC, HBRC and Tangata Whenua • Transport – Regional transport planning through the Regional Transport Committee comprising representatives of the five local authorities and the NZ Transport Agency
4.3 Priority areas to develop, or further develop, cooperative approaches include: • Water – freshwater management issues, including Three Waters infrastructure and service delivery to meet requirements of Central Government reform • Climate change – the development of a coordinated regional response to a changing climate, including integration with regional transport and hazard management planning • Information sharing and strategy development – regional Elected Representatives’ fora (workshops) on topics of regional priority will be held as required, and at least twice per year.
4.4 Any new priorities or services of significance to more than one district will be communicated to the Chief Executives by the Hawke’s Bay Leaders’ Forum for further development in accordance with the protocols in section 5 following.
Strategic Priorities. In its work to support access the University’s strategic priority will be to maintain the demographic and socio-economic profile of its student population and to raise aspirations among those groups under-represented in HE. It will: maintain, and seek to extend and enhance, its partnerships and collaborations with targeted organisations locally and nationally. provide positive, encouraging and demystifying information and individual guidance and advice to support effective choices by potential entrants; and encourage intellectual and social development in pre-HE learners working through the NE:RAP and also separately. In its work on student success and progression the University’s strategic priorities will deliver a targeted focus on student experience, progression, and achievement. It will: support transition through the student life cycle; support the development of cohort identity and a sense of association with the University; build personal and academic confidence and competence; and support the development of supportive social networks and team working skills. student acquisition of employability, enterprise and interpersonal skills; and provide real experience of work settings and the opportunity to reflect and learn from these experiences. In all of this work, the University will consider equality and diversity by scrutinising the data available to it to identify differences in outcomes between different groups of students and prioritise work to equalise outcomes.
Strategic Priorities. Further to the objectives described in Clause 1, Canada and Newfoundland and Labrador agree to recognize that the following items constitute areas of special interest which merit particular attention during the period covered by this Agreement.
2.1 Consolidation and development of educational services in the language of the minority;
2.2 Support for the development of innovative minority-language educational programs and educational services and support for measures that increase access of minorities to post-secondary educational services, in particular in taking advantage of new communications technologies, where applicable;
2.3 Support for the development and implementation of innovative programs for second-language core programs, in particular in taking advantage of new communications technologies, where applicable;
2.4 Consolidation and development of immersion programs and support for the development of such programs;
2.5 Consolidation and development of teacher training and development programs;
2.6 Fostering of dialogue and mutual understanding between the Francophone and Anglophone communities in the context of regular educational measures sponsored by the provincial and territorial governments, notably through linguistic exchange programs at the secondary and post-secondary levels;
2.7 Reinforcement of inter-provincial and territorial co-operation.
Strategic Priorities. Pioneering in Education The University continues to progress its Pioneering in Education strategic theme as part of Strategy 2025. A major refresh of the institutional taught portfolio is well underway, ensuring that global provision remains attractive to potential students and relevant to employers. A review of the academic architecture, which was postponed due to the pandemic, will ensure that the institutional framework provides flexibility, choice and pathways more suited to the individual learner. Learning and teaching performance continues to be evaluated at the institutional, School and discipline level, focusing on data at undergraduate provision as follows: entry scores; retention/progression; attainment; widening participation; graduate first destinations (employability); student satisfaction (National Student Survey). The indicators are benchmarked nationally (UK) and incorporate previous years' performance for comparison purposes. The ELIR recommendation on implementing a more systematic use of, and access to, data will guide further development in this area in order to help improve decision making, enhance the student learning experience and support student attainment. As per the ELIR recommendation, the University will, in the short term, prioritise the development of a more systematic approach to identifying students who may be disengaging from their studies. In terms of strategic priorities, retention continues to be a key area, with a particular focus on a holistic approach to supporting student success, as outlined in the University’s Retention Strategy. There was a modest improvement in retention (Y1 to YG UG progression) to 89.7% in 2018/19, with evidence of further, more significant improvements in the two subsequent years; internal monitoring indicates improvement to 92.5% and 95% respectively in 2019/20 and 2020/21. The global Student Successor Advisors (SSAs), a three-year pilot to provide support to students at risk of leaving, have had a significant role in this improvement in retention. In 2018/19 – the first year of offering this type of direct support from the SSAs – 71% of students who were supported by the SSAs (having been referred by Personal Tutors) were no longer considered to be at risk of leaving the University. The SSAs were commended in the University’s ELIR as evidence of positive steps to strengthen the global coherence and integration of student support services. Priority 3: Learning with impact As highlighted in...
Strategic Priorities. (a) Metric: Calculated based on performance of enumerated goals proposed by the Board of Directors of Parent annually (to be determined post-performance by the Board of Directors of Parent).
(b) Maximum Amount of Bonus Fee with respect to the Strategic Priorities metric per year: $2 5 million Commercial Fee 1.0% commercial fee on all monies earned under any drilling contract entered into after the MSA Effective Date; provided that, with respect to any such drilling contracts the commercial fee shall be reduced dollar-for-dollar by any fees paid to third parties (other than local partners and/or agents required by local law) in connection with such new drilling contracts. The fee structure for contracts entered into prior to the MSA Effective Date shall not be affected. Notwithstanding anything to the contrary herein, the commercial fees on all monies earned by a member of the Group under any drilling contract entered into prior to termination or expiration of the MSA shall remain due and payable in full to TMS until the expiration of all such drilling contracts, except solely with respect to any drilling contract with respect to which a felony is proven beyond a reasonable doubt in a court of law in connection with the procuring of such drilling contract which leads to termination for Cause. Xxxxxxx Fees At the option of Parent or each Rig Owning Entity, as applicable, pursue xxxxxxx services at the following rates with TMS:
(a) A fee of $35 per person per day for offshore personnel provided through TMS;
(b) A fee of $50 per person per day for catering services provided through TMS; and
Strategic Priorities. I. Health & Wellness: DOC improves the health and wellbeing of those in our care and custody.
Strategic Priorities. One of the strengths of community planning in Dundee has been consistent agreement on the biggest strategic priorities outcomes for the city: Jobs and Employability; Children and Young People; Social Inequalities; and Physical and Mental Wellbeing. While these are not the only challenges facing the city, these overarching outcomes address the fundamental requirements to create successful families and communities - rewarding employment; a safe and nurturing childhood, supportive and inclusive communities and positive health. In preparing the SOA, the Dundee Partnership Forum re-affirmed its support for the following as the top strategic deliverables for Dundee. • Transforming Dundee Waterfront • Creating V&A at Dundee • Securing Renewables Industries • Raising School Attainment • Improving Child Protection • Focusing on Early Years • Increasing household incomes • Reducing Child Poverty • Increasing access to benefit/debt advice • Reducing harm from substance misuse • Introducing city-wide Social Prescribing • Rolling Out Equally Well approach to Mental Wellbeing
