Vision and Mission. 7.2.1 Whilst the LGB shall be responsible for ensuring that the Academy is conducted in accordance with its ethos and values referred to in clause 3, the determination of the Academy’s ethos and mission statement shall be the responsibility of the Trustees, exercised in consultation with the LGB.
7.2.2 At all times, the Trustees and the LGB shall ensure that the Academy is conducted in accordance with the object of the Company, the terms of any trust governing the use of the land which is used for the purposes of the Academy and any agreement entered into with the Secretary of State for the funding of the Academy.
Vision and Mission. The 2016 Review of the Modern Slavery Act by Xxxxxxxx Xxxxxxx highlighted consistent inconsistency in the response to modern slavery and the necessity for lessons to be learnt at pace / shared across all Forces. Each ROCU Host Force shall procure that the Regional Co-ordinators, positioned across the country in each ROCU, will seek to address and tackle this inconsistency. The Parties shall procure that the Modern Slavery Regional Co-ordination Team will have the ability to draw on assets from the wider Modern Slavery Police Transformation Programme functions such as, but not limited to; the What Works Team, the National Insight Team, the Europol Team, the Triage Function and the Police Transformation Unit Head of Operations and Development. Each ROCU Host Force shall procure that the Regional Co-ordinators will work to improve consistency, raise standards and embed nationally developed work into each force. The post is designed to drive and manage strategic intelligence gathering and proactive policing, liaising with partners and NGOs to promote and share good working practice, the coordination of which may highlight unidentified victims, offenders or locations involved in Modern Slavery. The Lead Force shall procure that there shall be 9 Regional Coordination officers providing specialist investigative advice and support, debriefing investigations, and embedding the national Modern Slavery Action Plan across Forces.
Vision and Mission. The 2016 Review of the Modern Slavery Act by Xxxxxxxx Xxxxxxx highlighted the necessity for a much stronger understanding of the threat of Modern Slavery. The review also identified the limited strategic intelligence contribution made by policing to improve the national threat picture, a finding echoed by the Joint Intelligence Committee’s report to the Prime Minister. The Lead Force shall procure that the National Insight Team will seek to address these issues at a national level, unblocking intelligence and information flows, embedding measures of disruption and carrying out more robust assessments of national police data and intelligence. The creation of the National Insight Team will enable policing to articulate its understanding of risk, and the necessary prevention or disruption responses to the new Prime Minister’s Task Force, providing an unprecedented opportunity to influence wider government and international prevention activity. The Lead Force shall procure that the National Insight Team will provide the foundation for understanding the problem posed by Modern Slavery which is a vital stage in the development of new technical and legislative capabilities to respond more efficiently to, and to prevent, an emerging criminal threat. It will help identify and articulate the demand on policing of responding to Modern Slavery. It will also identify ways for the service to make the response more efficient. The Lead Force shall procure that the National Insight Team will support the collaboration across different types of policing response, including international activity, SOC, and CT by providing stronger data about people, places and methodologies. To provide a robust national evidence base about the nature of the Modern Slavery threat in the UK and national policing’s performance in tackling it, to inform local, regional and national decision making.
Vision and Mission. The 2016 Review of the Modern Slavery Act by Xxxxxxxx Xxxxxxx highlighted the necessity for a much stronger understanding of the threat of Modern Slavery and the relative success of the impact of police activity on disrupting it, both within and across regions. The review also identified the limited strategic intelligence contribution made by policing to improve the national threat picture, a finding echoed by the Joint Intelligence Committees report to the Prime Minister. Each appropriate ROCU Modern Slavery Project Lead shall procure that the Regional Strategic Analysts positioned across the country in each ROCU and the MPS will seek to address these issues, unblocking intelligence and information flows, embedding measures of disruption and carrying out more robust strategic assessments of the threat on a geographic and thematic basis. The Lead Force shall procure that the Regional Strategic Analysts will have the ability to draw on assets from the wider Modern Slavery Police Transformation Programme functions such as, but not limited to; the What Works Team, the National Insight Team, JSTAC and the Europol Team. The Modern Slavery Police Transformation Unit will provide oversight and support through the Head of Insight and Analysis and the Regional Analysts Manager. The Head of Insight and Analysis has other responsibilities which will benefit the Regional Strategic Analysts function, in particular to: Manage the National Insight Team. Develop an analytical community beyond the Transformation Programme funded assets, including force / regional analysts working within the Modern Slavery arena. 10 Regional Strategic Analysts providing a robust evidence base about the nature of the threat and police performance in tackling it, to inform local, regional and national decision making.
Vision and Mission. The School Board shall operate the School in a manner consistent with the vision and mission statements as approved by the Institute. Revisions to the vision and mission statements, or general implementation of the educational program as set forth in the Application shall be considered material changes to the Contract and shall require prior approval of the Institute.
Vision and Mission. A. The Vision of the Collaborative is a Macomb County environment where all individuals and groups live, work, and recreate harmoniously with all others, and participate fully, equally, and equitably in all institutions and aspects of Macomb County life.
B. The Mission of the Collaborative is
1. to serve as a forum for discussion of all matters relating to the enhancement of diversity and inclusion in Macomb County;
2. to serve as a resource on those matters to both member and non- member organizations;
3. to take positions, make recommendations, and take action as deemed necessary and appropriate to pursue the Collaborative’s Vision.
Vision and Mission. A.) NLN is committed to excellence in library service through empowerment of library partnerships.
B.) NLN promotes cooperation to enhance and expand availability of resources and information through resource sharing in a timely and cost effective manner.
Vision and Mission. Caprock Academy’s Vision is “Strengthening the community through the involvement of parents, educators and community leaders working together to provide an environment that fosters academic excellence and develops strong character in our students. We shape global citizens who set life goals and practice lives of service and virtue.” Caprock Academy’s Mission is to “Help all students achieve their highest academic and character potential using proven, accelerated programs while providing a safe environment.”
Vision and Mission. Mission: The mission of Launch High School is to empower graduates with the academic and entrepreneurial knowledge, skills & resources to create and capitalize on opportunities in pursuit of their passions towards economic and social prosperity. Vision: By developing the nation’s best entrepreneurship program and accompanying high school experience, Launch High School will improve the lives and post-secondary opportunities of our graduates and those in their local and global communities. The School Board shall operate the School in a manner consistent with the vision and mission statements as approved by the Institute. Revisions to the vision and mission statements, or general implementation of the educational program as set forth in the Application shall be considered material changes to the Contract and shall require prior approval of the Institute.
Vision and Mission. Mission: The mission of The New America School is to empower immigrants and English Language Learners with the educational tools and support they need to maximize their potential, succeed, and live the American dream. Vision: NAS will embrace student diversity; develop the skills students need to make responsible choices; teach the 21st century skills students need to succeed academically, personally, and professionally; empower students with the knowledge and confidence necessary to transfer academic knowledge to the real world; and provide English language competency to assure student success.
