Strategic Priorities. 1. The Parties shall take specific measures in the following key areas of engagement set out in Part II of this Protocol:
Strategic Priorities. The Strategic Map lists five strategic priorities, or performance-based goals, critical for meeting the central challenge. These include: • Achieve Targeted Improvements in Colorado’s Winnable Battles • Promote Programmatic Excellence • Strengthen the Integrated Public and Environmental Health System • Xxxxxx a Competent, Empowered Workforce • Create a More Efficient, Effective, Customer-Oriented Department
Strategic Priorities. 4.1 Local Government priority areas for the 2019-22 triennium, aligned to the five pou of Matariki (above) and agreed by the Hawke’s Bay Leaders’ Forum on 25 November 2019, are (in no particular order): • Water – safety, security and planning • Climate Change – adaptation and mitigation • Social Inclusion – a thriving society where everyone can participate and make a significant contribution • Housing – regionally focused housing strategy • Economic Development and Tourism • Transport.
Strategic Priorities. 1. The Parties reaffirm the broad and comprehensive nature of the Caribbean Regional Partnership and agree that the strategic priorities of this Protocol are, inter alia, to:
Strategic Priorities. Pioneering in Education The University continues to progress its Pioneering in Education strategic theme as part of Strategy 2025. A major refresh of the institutional taught portfolio is well underway, ensuring that global provision remains attractive to potential students and relevant to employers. A review of the academic architecture, which was postponed due to the pandemic, will ensure that the institutional framework provides flexibility, choice and pathways more suited to the individual learner. Learning and teaching performance continues to be evaluated at the institutional, School and discipline level, focusing on data at undergraduate provision as follows: entry scores; retention/progression; attainment; widening participation; graduate first destinations (employability); student satisfaction (National Student Survey). The indicators are benchmarked nationally (UK) and incorporate previous years' performance for comparison purposes. The ELIR recommendation on implementing a more systematic use of, and access to, data will guide further development in this area in order to help improve decision making, enhance the student learning experience and support student attainment. As per the ELIR recommendation, the University will, in the short term, prioritise the development of a more systematic approach to identifying students who may be disengaging from their studies. In terms of strategic priorities, retention continues to be a key area, with a particular focus on a holistic approach to supporting student success, as outlined in the University’s Retention Strategy. There was a modest improvement in retention (Y1 to YG UG progression) to 89.7% in 2018/19, with evidence of further, more significant improvements in the two subsequent years; internal monitoring indicates improvement to 92.5% and 95% respectively in 2019/20 and 2020/21. The global Student Successor Advisors (SSAs), a three-year pilot to provide support to students at risk of leaving, have had a significant role in this improvement in retention. In 2018/19 – the first year of offering this type of direct support from the SSAs – 71% of students who were supported by the SSAs (having been referred by Personal Tutors) were no longer considered to be at risk of leaving the University. The SSAs were commended in the University’s ELIR as evidence of positive steps to strengthen the global coherence and integration of student support services. Priority 3: Learning with impact As highlighted in...
Strategic Priorities. The Sustainable Community Strategy, the Council’s three Priorities (delivered through its Corporate Plan), the Housing Strategy and the LDF Core Strategy together provide a comprehensive picture of the vision for the district both current and future. The Council has identified four key, cross cutting ambitions that are particularly relevant to the LIP:
Strategic Priorities. In line with national drivers and SFC guidance, Fife College will continue to focus on delivering the following priorities: • Developing the Young Workforce • Employer Engagement • A high quality, relevant and dynamic curriculum • Access for people from the widest range of backgrounds Developing the Young Workforce In meeting the ambitions outlined in Developing the Young Workforce: Scotland’s Youth Employment Strategy (2014), Fife College has worked with a number of strategic partners to create capacity, focus and regional coherence to developing the young workforce in Fife. This multi-agency approach reflects a range of positive, long-established and pro- active strategic relationships. Fife Council, Fife College, SDS, local employer groups and the Fife Chamber of Commerce are all well represented on strategic planning groups, all of which are working towards a shared common goal of reducing Scotland’s youth unemployment by 40% by 2021. In order to meet this ambitious target, all strategic partners seek to work together to develop meaningful and wide ranging partnerships with the Industries central to the Fife Economy. In June 2015, Fife became the third Scottish region to establish a DYW Regional Board, with representation from key education and training agencies, SDS and local employers. This group has incorporated the function of the previously established Fife Invest in Young People Group, and over the three year funding period, will integrate the strands of the Opportunities Fife Partnership, and that of the Fife Economy Partnership, which has responsibility for wider economic development in Fife and draws the majority of its membership from private sector employers. The remit of the Regional Group is to promote productive links between education providers and employers, including the large number of SMEs and micro-businesses in the region. Fife College is represented on the DYW regional board and is committed to realising the aspirational targets agreed with regard to focused delivery of work based learning. The School College partnership team now places an enhanced focus on the DYW activity with the establishment of clear roles and structures to support close working with the DYW Board coordinator and the schools’ employability coordinators. The Energise Fife project, jointly led by Fife Council and Fife College to establish a shared vision of educational provision in response to future workforce requirements and to understand the skills needs an...
Strategic Priorities. This single outcome agreement is built upon a series of the Dundee Outcomes which are adapted from, and deliver upon, the National Performance Framework for Scotland. The Partnership welcomes the National Community Planning Group’s recent identification of key priorities “…where the aim should be to achieve transformational, not incremental, performance improvement,” which are: • Economic recovery and growth; • Employment; • Early years; • Safe and stronger communities, and reducing offending; • Health inequalities and physical activity; and • Outcomes for older people There is a strong and direct relationship between these priorities and the Dundee Outcomes which were shaped to merge national and local priorities and thereby ensure that in meeting the needs of Dundee and its people, the Partnership is making a significant contribution to the economic and social success of Scotland.
Strategic Priorities. 6.1 It is agreed that the following matters comprise the strategic priorities with a cross boundary issue between the two authorities. Housing Market Areas (HMA)
Strategic Priorities. (a) Metric: Calculated based on performance of enumerated goals proposed by the Board of Directors of Parent annually (to be determined post-performance by the Board of Directors of Parent).
