Strategic Alignment Clause Samples

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. 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-▇▇▇▇▇▇▇▇ 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. 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. 5.2 DBT and UKEF will additionally work across government on HMG’s Broader Access to Business Finance agenda, working with key parties; for example, HMT, and public finance institutions, such as the BBB, UKIB and UKRI. DBT will continue to champion UKEF in the relevant fora, and UKEF will ensure it is contributing to these fora where relevant (and vice versa). 5.3 This MoU recognises that DBT and UKEF have mutual stakeholders who would benefit from a joined-up departmental approach. However, there are occasions and instances where DBT and UKEF will need to focus on their individual departmental priorities to support key stakeholders. Stakeholders include, but are not limited to: Devolved Administrations, OGDs, notably DESNZ, FCDO, and HMT (and UKGI); DBT and UKEF Ministers and Ministers of OGDs; governing bodies; business representative organisations; and customers. 5.4 If conflicts arise between the policy and/or strategic views of DBT and UKEF that cannot be resolved by the MoU Managers and/or the Executive Sponsors, the issue may be escalated to Ministers for arbitration. The Permanent Secretary and the Chief Executive will agree advice to Ministers outlining the departments respective positions on the MoU’s outcomes for that period. This is with the support of the MoU Managers and where applicable the Executive Sponsors. 5.5 The MoU Managers will support strategic alignment between DBT and UKEF. To accomplish this the MoU Managers committed to: a) support/champion one another within relevant departmental and cross-government strategy and policy fora; b) ensure that DBT and UKEF staff have the knowledge, guidance and capacity required to support and develop DB...

Strategic Alignment. Goal Project Response Rank Comments Emory University Research Mission: Emory University Office for Clinical Research Mission: Food and Drug Administration (FDA) Center for Drug Evaluation and Research Strategic Initiative: FDA Strategic Initiative:

Strategic Alignment. Check one of the following:

Strategic Alignment. The alignment of Information Technology with the overall business is called strategic alignment and is used to establish a competitive advantage through investments in IT (O’Donnell, 2004; ▇▇▇ ▇▇▇▇▇▇▇▇▇▇, 2004). ▇▇▇▇▇▇▇▇▇ & ▇▇▇▇▇▇▇▇▇▇▇ (1993) developed the Strategic Alignment Model (▇▇▇), a model explaining the relationship between business strategies and IT strategies. As can be seen in Figure 1, the Strategic Alignment Model is based on two dimensions. The first one, strategic fit, states that the IT strategy should be expressed in terms of an external domain, where the company is located in the IT marketplace, and an internal domain, how the IT infrastructure should be organised within the company (Van Grembergen, 2004). External and internal domains are of equal importance but IT strategy is still usually seen by managers as an internal aspect of the firm, since IT has always been seen as a support function rather than an essential component of the company (Henderson & Venkatraman, 1993). The second dimension is functional integration, which is divided into strategic integration and operational integration. Strategic integration covers the external components in terms of the relationship between business strategy and IT strategy, which can serve as a strategic advantage. Operational integration reflects the internal link between organisational/IT infrastructure and processes.

Strategic Alignment. The development of the City Centre Public Domain Plan will have the following Sydney 2030 strategic elements:

Strategic Alignment. ☐ Strategic Action; or ☐ Core Service Objective(s): Not Applicable Strategic Action: Not Applicable Program: Not Applicable City Council at the September 27th, 2022 Regular Council Meeting received City Manager Report No. 22-031-OCM – attached as Appendix “B”. This Report provided information and recommendations pertaining to the year end and close out of operations pertaining to the former Cambridge and North Dumfries Energy Plus Inc. (“Energy Plus”) and Brantford Power Inc. (“BPI”). Arising from the consideration of the Staff Report, Council adopted the following Resolution: THAT Report No 22-031-OCM Cambridge and North Dumfries Energy Plus inc. (“Energy Plus”) and Brantford Power Inc. (BPI) Merger Participation Agreement – Closing Adjustment Documents be received; AND THAT no objection be given to the City of Brantford with respect to the Brantford Closing Financial Statements, the reports of the auditor thereon, and the Tallgrass Appraisal (as those terms are defined in the Merger Participation Agreement), prepared in accordance with Section 2.4(a) of the duly executed Merger Participation Agreement, resulting in the payment of a special dividend payable to the City of Brantford in the amount of approximately $125,000 as a result of the applicable calculation of adjustments to closing valuations (the “Closing Valuations”) of Energy Plus and BPI pursuant to Section 2.5 of the Merger Participation Agreement (set out in a letter dated August 29, 2022 by GrandBridge Corporation to its shareholders, with attachments, as revised pursuant to a letter dated September 20, 2022), it being understood that the Brantford Closing Financial Statements, the reports of the auditor thereon, and the Tallgrass Appraisal shall be deemed to have been approved in the absence of such objection by City of Cambridge and the Township of North Dumfries; AND THAT, in respect of the submission for consideration by GrandBridge Corporation of a further adjustment to the Closing Valuations with respect to certain write-offs of deferred financing costs related to BPI’s credit facility, City Council has received such submission and considers that no changes to the adjustment set out in paragraph 2 above result therefrom; AND FURTHER THAT the Board of Directors of GrandBridge Corporation and the Council of the Township of North Dumfries, in their capacity as a shareholder in the former Energy Plus and now a shareholder of GrandBridge Corporation, be circulated a copy of this Resolution. ...