Local Leadership Outcome Sample Clauses

Local Leadership Outcome. Continually increase the knowledge and capacity of local officials on issues related to water resources and in the implementation of economic and policy incentives that will support local conservation actions. For the purposes of this Management Strategy, the term “local officials” includes elected and appointed officials, as well as senior staff in local governments. The term “capacity” is defined as the ability to achieve measurable and sustainable results. Specifically, capacity building refers to enhancing appropriate skills, attitudes and knowledge to help local officials be more effective in adopting economic and policy incentives while understanding obstacles that inhibit their adoption. Baseline and Current Condition According to LGAC members and signatory representatives (see list on page three), the knowledge of local officials on watershed issues and their capacity to implement restoration and protection initiatives varies quite dramatically throughout the watershed. An indicator to a measure progress toward the Local Leadership Outcome has not yet been developed; therefore, an identified baseline does not yet exist. When the baseline for this Outcome is identified, it will also be used to inform the Monitoring and Assessing progress sections of this Management Strategy. The development of this baseline will involve multiple factors, including assessing the knowledge and capacity among local leaders. Developing this type of measurement is problematic. There is potential in uncovering this information through a self- evaluation survey provided to local officials, however given high turnover rates among, results would be biased. Public opinion polls may also be a useful tool in determining a baseline for knowledge and capacity. The Chesapeake Bay Program is currently funding an effort to explore options to develop the baseline.
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Local Leadership Outcome. Continually increase the knowledge and capacity of local officials on issues related to water resources and in the implementation of economic and policy incentives that will support local conservation actions.  Diversity Outcome: Identify minority stakeholder groups that are not currently represented in the leadership, decision-making and implementation of conservation and restoration activities and create meaningful opportunities and programs to recruit and engage them in the Partnership’s efforts. Land Conservation The landscapes around the Bay and its tributaries are ecologically, culturally, historically and recreationally valuable to the people and communities of the region. Stimulating, renewing and expanding commitments to conserve priority lands for use and enjoyment is an integral part of furthering the watershed’s identity and spirit. Goal: Conserve landscapes treasured by citizens in order to maintain water quality and habitat; sustain working forests, farms and maritime communities; and conserve lands of cultural, indigenous and community value.  Protected Lands Outcome: By 2025, protect an additional two million acres of lands throughout the watershed—currently identified as high conservation priorities at the federal, state or local level—including 225,000 acres of wetlands and 695,000 acres of forest land of highest value for maintaining water quality. (2010 baseline year)
Sample 1
Local Leadership Outcome. Identify and promote innovative financing solutions and increase the number of local governments that have developed and implemented local financing strategies to meet agreement goals. (2010 Baseline year) Chesapeake Bay Trust • We recommend the Bay Program adopt the following goal: Promote and support initiatives that increase the number and diversity of local stewards who support and carry out the conservation and restoration activities necessary to achieve the goals and commitments of the agreement. • The outcome for this goal would be the following: Within the first year, develop a behavior change index to be used to measure changes in the number of individuals engaged in stewardship behaviors at a regional scale. The index would allow for comparison among counties or regions and provide public research data to policy makers to set priorities and inform the design of regional and local programs.
Sample 1
Local Leadership Outcome. Continually increase the knowledge and capacity of local officials on issues related to water resources and in the implementation of economic and policy incentives that will support local conservation actions. For the purposes of this Management Strategy, the term “local officials” includes elected and appointed officials and senior staff in local government. The term “capacity” is defined as the ability to achieve measureable and sustainable results. Specifically, capacity building refers to enhancing appropriate skills, attitudes, and knowledge to help local officials be more effective in adopting economic and policy incentives while understanding obstacles that inhibit their adoption. Baseline and Current Condition According to LGAC members and signatory representatives, local officials’ knowledge of watershed issues and capacity to implement watershed restoration and protection initiatives varies quite dramatically throughout the watershed. The Outcome measure has not been developed; therefore, currently there is no identified baseline. The monitoring and assessing progress sections of this Management Strategy will relate back to these same metrics. The development of this baseline will involve multiple factors, including the knowledge and capacity among local leaders. Measuring knowledge and capacity of local officials is problematic. This might be accomplished by a self-evaluation survey provided to local officials. Given turnover rates among local officials in some jurisdictions, results would reflect only a moment in time. Public opinion polls may also be a useful tool in determining baseline for knowledge and capacity. The Chesapeake Bay Program is currently funding an effort to explore the development of these metrics.
Sample 1
Local Leadership Outcome. Engage, empower, and facilitate leadership by local governments and increase the number of local governments that have implemented innovative financing strategies to meet agreement goals. (2010 Baseline year)
Sample 1
Local Leadership Outcome. Continually increase the knowledge and capacity of local officials on issues related to water resources and in the implementation of economic and policy incentives that will support local conservation actions.
Sample 1

Related to Local Leadership Outcome

  • Geometric visibility The visibility of the illuminating surface, including its visibility in areas which do not appear to be illuminated in the direction of observation considered, shall be ensured within a divergent space defined by generating lines based on the perimeter of the illuminating surface and forming an angle of not less than 5° with the axis of reference of the headlamp. The origin of the angles of geometric visibility is the perimeter of the projection of the illuminating surface on a transverse plane tangent to the foremost part of the lens of the headlamp.

  • Continuing Professional Development The Official Agency shall provide appropriate training for staff performing official controls, enabling them to undertake their duties competently and to carry out official controls in a consistent manner, as per legislative requirements. The Official Agency shall identify training needs for staff performing official controls and ensure that staff carrying out official controls are kept up to date in their area of competence and develop specialised expertise, in partnership with the Authority and other Local Authorities. While the provision of training is the primary responsibility of the Official Agency, the Authority may provide training interventions where the Official Agency has highlighted areas where training is required. The Authority will endeavour to facilitate networking and collaboration with other Official Agencies to assist in improving knowledge in such areas. The Authority will provide e-learning resources and training for official control staff so as to promote a consistent understanding and application of new legislation, guidance or procedures, as appropriate. The Official Agency shall support participants in using e-learning resources, disseminating knowledge or skills acquired and encourage the application of learning gained through the Authority’s training in official control activities. The Official Agency shall ensure that contractors used in the performance of the Service Contract provide evidence of Continuous Professional Development and Compliance with this section. Where staff from the Official Agency need to travel outside the Official Agency functional area to attend training courses/meetings, this shall be facilitated by the Official Agency. The Official Agency in partnership with the Authority shall develop and implement training programmes for all staff engaged in the performance of the Service Contract. Where staff have participated in Better Training for Safer Food (BTSF) the training content shall be disseminated to relevant staff/contractors in the Official Agency and other local authorities in partnership with the Authority.

  • STATEWIDE ACHIEVEMENT TESTING When CONTRACTOR is an NPS, per implementation of Senate Bill 484, CONTRACTOR shall administer all Statewide assessments within the California Assessment of Student Performance and Progress (“CAASP”), Desired Results Developmental Profile (“DRDP”), California Alternative Assessment (“CAA”), achievement and abilities tests (using LEA-authorized assessment instruments), the Fitness Gram with the exception of the English Language Proficiency Assessments for California (“ELPAC”) to be completed by the LEA, and as appropriate to the student, and mandated by XXX xxxxxxxx to LEA and state and federal guidelines. CONTRACTOR is subject to the alternative accountability system developed pursuant to Education Code section 52052, in the same manner as public schools. Each LEA student placed with CONTRACTOR by the LEA shall be tested by qualified staff of CONTRACTOR in accordance with that accountability program. XXX shall provide test administration training to CONTRACTOR’S qualified staff. CONTRACTOR shall attend LEA test training and comply with completion of all coding requirements as required by XXX.

  • Appropriate Technical and Organizational Measures SAP has implemented and will apply the technical and organizational measures set forth in Appendix 2. Customer has reviewed such measures and agrees that as to the Cloud Service selected by Customer in the Order Form the measures are appropriate taking into account the state of the art, the costs of implementation, nature, scope, context and purposes of the processing of Personal Data.

  • Professional Development; Adverse Consequences of School Exclusion; Student Behavior The Board President or Superintendent, or their designees, will make reasonable efforts to provide ongoing professional development to Board members about the adverse consequences of school exclusion and justice-system involvement, effective classroom management strategies, culturally responsive discipline, appropriate and available supportive services for the promotion of student attendance and engagement, and developmentally appropriate disciplinary methods that promote positive and healthy school climates, i.e., Senate Bill 100 training topics. Board Self-Evaluation The Board will conduct periodic self-evaluations with the goal of continuous improvement. New Board Member Orientation The orientation process for newly elected or appointed Board members includes:

  • Technical and Organizational Measures The following sections define SAP’s current technical and organizational measures. SAP may change these at any time without notice so long as it maintains a comparable or better level of security. Individual measures may be replaced by new measures that serve the same purpose without diminishing the security level protecting Personal Data.

  • Collocation Transfer of Responsibility Without Working Circuits The Collocation is not serving any End User Customers and does not have active service terminations (e.g., Interconnection trunks or UNE Loops) or 2) Collocation Transfer of Responsibility With Working Circuits – The Collocation has active service terminations, such as Interconnection trunks or is serving End User Customers.

  • IRO Independence and Objectivity The IRO must perform the Claims Review in a professionally independent and objective fashion, as defined in the most recent Government Auditing Standards issued by the United States Government Accountability Office.

  • DISASTER RECOVERY AND BUSINESS CONTINUITY The Parties shall comply with the provisions of Schedule 5 (Disaster Recovery and Business Continuity).

  • Implementation of Strategic Plan Goals This Agreement supports the County’s Strategic Plan, Goal 1, Operational Effectiveness/Fiscal Sustainability. This Agreement will provide revenue reimbursement to the Department for services rendered.

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