Strategic Alignment. The Parties understand the Company’s financial strength and, consequently, its ability to provide employment to Bargaining Unit employees under terms and conditions that will fulfill the Union’s mission, require that it succeed in the competitive market. The parties further understand that the Company must invest in the represented workforce, and that the cultivation of employee skills, productivity and dedication are fundamental to the Company’s success.
Strategic Alignment. Not Applicable.
Strategic Alignment. Municipal and Provincial Policy Framework, National and International Recognition The existing planning policy and regulatory framework related to the Cootes to Escarpment EcoPark System vision in this area includes Provincial Plans, Municipal Master Plans, Zoning Bylaws and Minister’s Zoning Order (Parkway Belt Land Use regulation), the Royal Botanical Gardens Act, the Conservation Authorities Act, and others. Many natural areas in the region are classified through the Niagara Escarpment Parks and Open Space System (NEPOSS) and are required to conform to the Niagara Escarpment Plan. It is not the intent of the EcoPark System to obtain any regulatory powers over the lands of the partner agencies or private landowners. The Cootes to Escarpment EcoPark System Heritage Lands Management Plans (completed in 2019) note how these policies and regulatory frameworks compliment opportunities within the EcoPark System. The plans will be used as guides for partner agencies to protect the natural system and provide a variety of recreational opportunities on their properties within the Cootes to Escarpment EcoPark System (Figure 1). As this area continues to attract new residents, greenspace that provides ecosystem services, protects biodiversity, and supports human physical and mental health becomes increasingly important. The role of urban greenspace is also of global importance and has been recognized by the United Nations Sustainable Development Goals (e.g., 3, 11 and 15) on sustainable communities along with the need to support citizen health and wellbeing through sustainable cities (IUCN #NatureForAll). Canada’s federal and provincial governments support the protection of ecosystems, landscapes, and biodiversity. The landmark Canada Nature Fund enables community action including efforts to protect 30% of lands and marine areas by 2030. Increasing focus is being directed to how urbanized areas such as the Greater Toronto-Xxxxxxxx Area can help with resilience to climate change and other stressors. There is an opportunity for the EcoPark System to greatly benefit Canadians and become an internationally renowned success story. Partner agencies are actively seeking special recognition and/or legislation from the governments of Ontario and/or Canada, as appropriate, to designate a specific geographic area as the Cootes to Escarpment EcoPark System or to recognize the significance of the natural and cultural heritage within the Cootes to Escarpment EcoPark System.
Strategic Alignment. The cameras will work alongside other strategies such as: The deployment of Police Constables A higher police profile at known problem times and locations The multi‐agency approach to alcohol including a liquor ban policy Re‐vitalisation projects and beautification of the Whakatāne central business area and wharf WCS Group initiatives The presence of CPNZ New Zealand (CPNZ) at peak times and locations.
Strategic Alignment. Leadership – This position will be responsible for ensuring that the team is equipped to deliver strategic goals of the organisation by managing, coaching and supporting direct reports. • Deliver Results – This position will be required to contribute to the organisational strategic planning process by planning, setting and monitoring clear targets for the team plan and ensuring that projects are linked to the goals of the organisations strategic plan.
Strategic Alignment. Develops, prioritizes and aligns strategies, objectives and goals, taking into account key influences on organizational performance. Successfully leads organizational change, effectively communicating the organization’s mission, core values, and strategic goals to employees and other stakeholders. Fosters open discussion of change efforts and encourages employee participation in problem solving, streamlining, and/or reengineering of processes or procedures to improve organizational effectiveness.
Strategic Alignment. Goal Project Response Rank Comments Scale: H – High, M- Medium, L – Low, N/A – Not Applicable NC / Division / Branch Strategic Goals: CDC Strategic Goals: Strategic Priority #1: Improve health security at home and around the world M Strategic Priority #2: Better prevent the leading causes of illness, injury, disability, and death. H Strategic Priority #3: Strengthen public health and healthcare collaboration. H
Strategic Alignment. Goal Project Response Rank Comments Scale: H – High, M- Medium, L – Low, N/A – Not Applicable Emory University Research Mission: Conduct innovative and collaborative research and integrate this knowledge into the practice of medicine L Advance the early detection, treatment, and prevention of disease M Emory University Office for Clinical Research Mission: Facilitate operational processes that support the efforts of the clinical research team in the timely initiation, management and completion of clinical trials at Emory H Food and Drug Administration (FDA) Center for Drug Evaluation and Research Strategic Initiative: Support and encourage the use of seamless data exchange H FDA Strategic Initiative: Advocate the need for capturing source data, including data originating in health care systems H
Strategic Alignment. In keeping with Program 4518/BL-HO, the proceeds of this supplemental financing are consistent with the Update to the Institutional Strategy 2010-2020 (document AB-3008) and aligned with the challenge of:
Strategic Alignment. 5.1 DBT and UKEF have overlapping roles where together they deliver against HMG’s wider trade and exports objectives. In doing so, the two departments will use the Principles of Collaboration to align their work against shared objectives as identified by SoS and the two departments’ strategies, as outlined in their respective strategic documents. Shared objectives should be reflected in the performance objectives of key individuals in both departments. DBT and UKEF will be flexible and responsive to evolving priorities regarding international trade, exports, investment, and business growth, as set out by the SoS. DBT and UKEF both recognise that government finance is an integral part of government’s offer to exporters, and that exporters need broad support, of which government finance is one part.
