Strategic Goals and Objectives. The key strategic goals and objectives (from an ownership perspective) for the Cayman Islands Monetary Authority for the 2009/10 financial year are as follows:
Strategic Goals and Objectives. The key strategic goals and objectives (from an ownership perspective) for the Cayman Islands Development Bank for the 2009/10 financial year are as follows: Strategic Goals • To continue to operate as a prudently managed, efficiently operated and highly respected development financial institution while producing solid financial and operating results. • To focus on the development of the Islands by identifying, funding and implementing programmes, projects and services that will assist Caymanians in improving themselves and their communities especially those with bankable propositions who do not have ready access to conventional financing.
Strategic Goals and Objectives. The key strategic goals and objectives (from an ownership perspective) for The Cayman Islands Airports Authority for the 2009/10 financial year are as follows: • To continue the expansion of ORIA in order to meet the current and future capacity requirements of the Cayman Islands. • To continue to develop the construction of an airfield in Little Cayman to ensure safe travel at that destination. • To update and act upon the Master Plan document for Xxxx Xxxxxxx International Airport • To continue to develop commercial opportunities at ORIA in advertising, concessions, and telecommunications. • To further develop the CIAA website to provide more useful information to customers.
Strategic Goals and Objectives. The key strategic goals and objectives (from an ownership perspective) for The Cayman Airways Limited for the 2009/10 financial year are as follows: • Continue the process of restructuring the company based on the “turnaround” strategies as part of the process towards sustainability. The objective is to reduce and subsequently eliminate the gap that exists between revenue and expenses by focusing on being more efficient in all areas of our operations. • The airline will continue to target costs reductions in expenses. The restructuring of the company has seen the inclusion of a Purchasing department in the new structure. It is expected that the new purchasing procedures and supply chain management will produce significant cost savings. • The company will be implementing new cash management systems and procedures which are expected to improve the use of financial resources. • The airline plans to achieve sisterhood in its aircraft fleet through the move to an all 737-300 jet fleet which will reduce the costs related to stocking of spare parts, training and retaining technical staff and other maintenance costs. • The company intends to aggressively pursue possible alternatives to minimize the costs of fuel. Cayman Airways expect to continue to benefit from improved fuel prices through joint negotiations in the budget year. • The new computerized reservation system (CRS) which was implemented in January 2007 allows the company to improve several areas including customer service, electronic ticketing and reporting. The reporting capability of this is being further expanded to allow for better revenue management. • The airline expects to continue working with the public sector as well as to embark on joint initiatives with the private sector to coordinate marketing and advertising efforts. • The National Flag Carrier will continue to explore commercial agreements with select international carriers. The commercial agreements may range from connected websites to full code share agreements. • The airline will continue to implement the recommendations produced by the efficiency audit in order to improve revenue and reduce costs.
Strategic Goals and Objectives. The key strategic goals and objectives for the Cayman Islands Development Bank (CIDB) for the 2007/8 financial year are as follows: Strategic Goals
Strategic Goals and Objectives. The Parties acknowledge that on 27 April 2018 the most recent version of the Strategic Goals and Objectives were agreed between the Parties and approved by the Client Board. The Parties shall use their reasonable endeavours to deliver the Strategic Goals and Objectives.
Strategic Goals and Objectives. The key strategic goals and objectives (from an ownership perspective) for CINICO for the 2009/10 financial year are as follows: • To provide health insurance to civil servants, pensioners, seamen and veterans and individuals qualifying as elderly, health impaired or low income residents; • To administer on behalf of the Ministry of Health and Human Services the provision of health benefits to indigents. • To administer on behalf of the Ministry of Health and Human Services the provision of overseas health benefits to seamen and veterans. • To administer on behalf of the Portfolio of Finance and Economics the provision of health benefits to advance patients. • To advise Ministry of Health and Human Services, supported by empirical evidence, of recommendations to improvements in the delivery of health care to the population of the Cayman Islands. • To undertake development of a claim administration system as an alternative to the outsourcing of this function. • Upon the completion of a claim administration system, to build local claim adjudication expertise within the Company. This includes case management expertise. • To undertake the development of CINICO’s own provider network. • To secure appropriate reinsurance coverage, to minimize company risk and improve claim loss predictability.
Strategic Goals and Objectives. The key strategic goals and objectives (from an ownership perspective) for Cayman Airways Limited for the 2004/5 financial year are as follows: • The airline intends support the growth of the local economy, in cooperation with the Department of Tourism, by increasing tourist arrivals to the Cayman Islands. • The airline will increase tourist arrivals by adding direct service to new destinations and maintaining a low fare policy to stimulate travel to and within the Cayman Islands. • The airline intends to offer direct service between Grand Cayman and at least one, and possibly two, additional US gateways in 2004/5. The new gateways, which have not been finalized at this time, will be selected based upon the support and guidance of the Department of Tourism. Possible gateways include Washington, Baltimore, and Boston. The new services will be launched in mid-November 2004 and will offer a minimum of two to as much as four weekly flights. • The airline intends to develop a creative pricing structure to stimulate travel on the airline’s weakest flights. • The airline intends to improve customer service. The airline intends to hire a Director of Customer Service to lead the process. The process will include funding for customer service training. • The airline intends to develop and implement an appropriate capital structure that supports the long term operation of the airline within the financial parameters provided by the shareholder. The current funding plan is adequate to fund operations until June 30th, 2005. The company intends to explore all viable financing alternatives. • The airline intends to develop a long term fleet renewal plan. The fleet renewal plan will seek to balance the capital requirements and commitments of the airline against the operating efficiency and customer requirements. • The airline will review the information technology solutions available to reduce the costs of operations and improve customer service. The current information technology infrastructure is too fragmented. As a result there is duplication of some data while other data is not available. • The airline plans to integrate its current financial reporting processes within the new Government reporting requirements. In particular, the reporting system will need to capture inter-governmental transactions for elimination. • The airline intends to improve the cargo product. The process will be lead by a new Director of Cargo. The improvement will include a revised cargo accoun...
Strategic Goals and Objectives. The key strategic goals and objectives (from an ownership perspective) for CINICO for the 2006/07 financial year are as follows: To provide health insurance to civil servants, pensioners, seamen & veterans and individuals qualifying as elderly, health impaired or low income residents; To administer on behalf of the Ministry of Health & Human Services the provision of health benefits to civil servants, pensioners, xxxxxx & veterans for dates of service prior to July 1, 2004. To administer on behalf of the Ministry of Health & Human Services the provision of health benefits to indigents. To administer on behalf of the Portfolio of Finance & Economics the provision of health benefits to advance patients.
Strategic Goals and Objectives. The key strategic goals and objectives for the Cayman Islands Development Bank (CIDB) for the 2004/5 financial year are as follows: • To become a prudently managed, efficiently operated and highly respected development financial institution within and outside of the Cayman Islands while producing satisfactory financial and operating results • To focus on the development of the Islands by identifying, funding and implementing programmes, projects and services that will assist Caymanians of all walks of life in improving themselves and their communities especially those with bankable propositions who do not have ready access to conventional financing OBJECTIVES The Objectives of the Cayman Islands Development Bank during the fiscal year 2005/6 are to: • Continue to enlarge the lending portfolio by adding new quality loans especially in the areas of small business and housing, such that its investment will be sound and that the income generated will be able to contribute significantly to meeting the Bank’s operating costs • Effect a programme of training that will focus on further enhancing the level of customer service currently being offered. • Seek out sustainable funding from various funding sources to fund its lending programmes, in particular in the area of small businesses and low income housing • Ensure that the programmes administered on behalf of the CI Government and other agencies are also managed in an efficient and effective manner
