Strategic. Strategic elements of incident management are characterized by continuous, long‐term, high‐ level planning by organizations headed by elected or other senior officials. These elements involve the adoption of long‐range goals and objectives, the setting of priorities, the establishment of budgets and other fiscal decisions, policy development, and the application of measures of performance or effectiveness.
Strategic. Advice and assistance relating to possible business and strategic opportunities as may come to the attention of the Company or RMR, including, without limitation, acquisitions, joint ventures, dispositions and other strategic transactions.
Strategic. Strategic elements of incident management are characterized by continuous, long-term, high-level planning by organizations headed by elected or other senior officials. These elements involve the adoption of long-range goals and objectives, the setting of priorities, the establishment of budgets and other fiscal decisions, policy development, and the application of measures of performance or effectiveness. Sub-Object Class Code: Detailed codes used by the Federal Government to record its financial transactions according to the nature of services provided or received when obligations are first incurred. Supplemental Fire Department Resources: Overhead tied to a local fire department generally by agreement who are mobilized primarily for response to incidents/wildfires outside of their district or mutual aid zone. They are not a permanent part of the local fire organization and are not required to attend scheduled training, meetings, etc. of the department staff. Supplemental Fire Suppression and Cost Share Agreement: A document prepared to distribute costs on a multi-jurisdictional incident (see Exhibit F).
Strategic. 2.2.1 to provide strategic advice on the development and delivery of the Vision for the GMWD;
Strategic. Strategic membership provides all the benefits of Principal membership plus voting participation in the Strategic Member Advisory Committee. Strategic members provide significant resources to support OGC objectives in one or more strategic/mission areas of the Consortium. Strategic members are able to focus the use of their resources in specific OGC programs and leadership roles, subject to OGC management approval. Strategic members are also provided a forum, the Strategic Member Advisory Committee, in which to make recommendations regarding strategic business opportunities to the OGC Board of Directors and the Planning Committee. Strategic members receive 20 free registrations to each Technical and Planning Committee meetings, an annual unlimited package ceiling on Trademark Licensing Fees, an annual OGC staff on-site visit, and up to 40 hours of OGC staff support during each membership year for internal training and advice. Coincident with its membership year and with OGC president approval, a Strategic member may assign 2 Associate and 4 Individual one-year memberships to universities, research organizations, commercial provider organizations or independent contractors that work under contract to the member in support of OGC related activities. These Associate and Individual members must become paying members to continue OGC involvement beyond their first year. Strategic members may assign different organizations to membership at the beginning of each membership year.
Strategic. The India-Australia Comprehensive Strategic Partnership initiated during the India-Australia Leaders’ Virtual Summit on 04 June 2020 is the cornerstone of our multifaceted bilateral relations. Both countries also held first India-Australia 2+2 Ministerial Dialogue in New Delhi in September 2021 with focus on open, free, prosperous and rules-based Indo- Pacific region.
Strategic. 6.1.10 These are partnerships set up to deliver core policing objectives. They can either be force-wide or local. They may include, for example Local Strategic Partnerships (LSPs) Ad-hoc
Strategic. ALLIANCE
Strategic. 3.2.1 Develop and keep under review, shared priorities for the sub-region, including transport, planning, economic development, environment;
Strategic. The vision and aim of the combined museum service will be to provide a museum service that: • Acts as a source of pride, inspiration and fun, for all the diverse peoples of Colchester and Ipswich, the East of England, and more widely • Is recognised as one of the best in the country and a role model for others both inside and outside the museum sector Underlying this vision is a set of values that express the belief: • in the value of museums to local communities and society and the important role they play in engendering community pride and identity • that collections are central to our purpose and that it is our mission, not only to preserve and manage them, but also to unlock and communicate their stories • that the user is at the heart of what we do and we commit ourselves to deliver customer excellence • in a strong commitment to inclusion, access, and diversity • in a ‘One Staff’ approach that recognises and utilises staff talents • that learning is at the heart of a successful organisation • in the need to have strong financial management and to be cost effective while always striving to improve service delivery • in a commercial approach that seeks to maximise all available opportunities while still adhering to core principles of fair access • in the need for strong performance management in order to ensure high standards and effective service delivery • in striving to be innovative and being prepared to take risks in order to achieve excellence • that change is inevitable and should be viewed as an opportunity • in an outward looking perspective that proactively seeks partnership and funding opportunities • that supporting and working with the wider museum community is not only our duty but also adds to the well-being of the organisation • that working together across Colchester and Ipswich, in equal partnership, can only be of benefit to both councils and communities
