THE VISION Sample Clauses

THE VISION. 5.1. To establish a framework for the determination of the application through collaborative working. To ensure that appropriate consultation with statutory bodies and the local community takes place and that the development delivers a high quality of design and public realm in accordance with national and local policy objectives. 5.2. The agreed vision is to deliver [XXX] for Epsom and ▇▇▇▇▇ that is [XXXX] (e.g. a well-integrated scheme providing new residential accommodation to the borough) which achieves the highest standards of environmental and architectural design. The scheme should serve as an example that can be built upon in the development of proposals for further improvements in line with the council’s priorities. (CAN DELETE OR SIMPLIFY)

THE VISION. 2.1 The Cwm Taf social services and wellbeing Partnership have adopted a common vision for integrated health and social care services for older people “Supporting people to live independent, healthy and fulfilled lives” which will be achieved by providing health and social care services that are: • Integrated, joined up and seamless. • Focused on prevention, self-management and reablement. • Responsive and locally delivered in the right place, at the right time and by the right person. • Safe, sustainable and cost effective.

THE VISION. Looking ahead to see Gwaii Haanas in the year 2010 and beyond ... As the pounding seas of Pacific winter storms subside, a sense of renewal stirs in Gwaii Haanas. Eagles cruise the rain-drenched shorelines, watching, waiting. River otters patrol the beaches and coves. The Kaaw fishers know that the ▇▇▇▇▇▇▇ are coming. Overnight, in sheltered bays and beaches lining the shore of a large inlet, the water turns milky green with ▇▇▇▇▇▇▇ spawn. A tribe of sea lions arrives to feast, wary of a pod of orcas circling offshore. Flocks of gulls, excited by the opportunity, create a frenzy of activity on the water. Below the surface, all manner of sea life congregates to share the bounty. As the days grow longer, flocks of migrating birds pass through on their journeys along the coast. A raven watches an old man and his grandchild walking down the beach. Seabirds come in from the Pacific by the thousands, making ready their nests in the forest floor, tree tops, and rocky promontories. All of the bird colonies have expanded and grown dramatically since control measures on raccoons and rats were initiated. Birders from around the globe come to witness the spectacle. At night, a sailboat drifts by as people on deck listen with bated breath to the call of parent murrelets beckoning their young to the sea. As day breaks, a falcon swoops, knocking a murrelet out of its flight; the guests watch with mixed emotion as the raptor retrieves its prey. With the coming of summer, visitors from all over the world begin to arrive. Each one of them shares the sensation of being the first person to set foot here. Advance information provides the visitor with the necessary knowledge to respect the land. In this way, the need for more direct management controls is reduced. At a year round cultural camp, people of all ages immerse themselves in the cultural and natural heritage of Gwaii Haanas. Among their activities is a trip in a Haida canoe to a nearby village site. Along the way they stop to jig cod, which are once again plentiful. As evening falls, dinner is followed by song and stories passed down through countless generations. A drum beat resonates with the spiritual power of the earth, awakening a personal connection to the natural world. At Windy Bay, a party of three kayakers is greeted by the Watchmen. Outside the longhouse, the kayakers describe a pod of killer whales they encountered off the point to a group of students on a six week field course in Gwaii Haanas. After tea a...

THE VISION. This vision is that of a creative, innovative, prosperous, outward-looking metropolis integrated into an international network of larger cities. It is also that of a city that is democratic, welcoming, united and inclusive, and that preserves and develops its resources, thus preparing for the future. Montréal must assume its role as economic engine and creator of wealth for all of Québec, in a spirit of sustainable development. To do so, it must rely on the strength of its businesses, focus on its achievements and assets in the knowledge economy, facilitate business access to venture capital and, above all, pursue efforts to participate fully in the government’s strategy for full employment. Montréal, a city of knowledge and a cultural metropolis, must mobilize residents, institutions and socioeconomic partners to promote training, develop talent, ensure the availability of a qualified labour force in growth industries, and innovate using the ingenuity of all Quebecers. Montréal already enjoys an enviable international reputation and stature that it must reinforce by developing its many assets, concentrating on the creative capacities of its cultural representatives, and drawing on the numerous players and networks that make up the driving force for international action. Montréal must provide its citizens with exceptional quality of life as well as a peaceful and safe urban environment. It must fight poverty and social exclusion, while ensuring that everyone —regardless of sex, race or age—plays a role, finds their place and contributes to the building of the new City. Finally, Montréal must be an efficient city with suitable, modern infrastructures, an abundant supply of housing suited to the needs of families, well-developed and accessible local services, and a cutting edge urban transport system. T hese are the main objectives that the City and the Government have set for Montréal and on which they plan to focus their energy and resources. The implementation of this vision should realistically lead to a job creation rate of 50,000 jobs a year in Montréal in the years ahead. With its major investment plans and its promotion and strengthening of cooperation, the City Contract represents an essential contribution toward the realization of this job creation objective.

THE VISION. 2.1. The Council’s Vision is to support the development objectives for the continued operation of Queen Alexandra Hospital and to deliver a development to satisfactorily achieve the fundamental principles for sustainability and good design (being fit for purpose, durable and brings delight), and the ten characteristics of well-designed places contained within the National Design Guide (October 2019) as well as over 9 'greens' out of the 12 based on the Buildings for Life 12's (2015) 'traffic light' system (or that of any subsequent amendment to the aforementioned national design 'tools'). The aforementioned (incl. the Council's guidance within the NPPF, Manual for Streets1 and 2 and relevant case law) would be used by the local planning authority in assessing the design quality of planning applications for proposals. 2.2. The Developers Vision for the development is to ensure the site supports a positive experience for patients and their visitors having to attend hospital and to provide a modern fit-for-purpose emergency department to address patient safety and capacity constraints with the existing provision and thereby ensure the hospital continues to serve the local population effectively.

THE VISION. The focus of the Council shall be children and their caregivers--parents, relatives or other individuals. With that focus, we believe that: ! Families can be productive, self-reliant, nurturing and accountable. ! Communities can encourage and support family stability and hold families accountable. Therefore, we will provide leadership to empower families in ▇▇▇▇▇ County and ▇▇▇▇▇▇ an environment where: ! All families can have adequate food, clothing, shelter and healthcare. ! All children can live in a home environment that is supportive, non-violent, and free of drug and alcohol abuse. ! Marriage relationships can be strengthened, and fathers can be an active part of the family. ! All children can live in neighborhoods that are safe, secure and supportive. ! Families can have opportunities for jobs that provide adequate income to meet their basic needs. ! All children can be in school every school day ready to learn. The ▇▇▇▇▇ County Family Council will strive to attain the following among the agencies and institutions that serve children and families: Program Development: Involve families in planning new programs that are responsive to the needs of children and families, and reduce or eliminate programs that are not responsive to the needs of children and families. Accessibility: Make services available in homes and neighborhoods. Coordination: Develop a system for joint planning, coordination of service delivery, and collaboration among all agencies and institutions serving children and families. Cross Training: Establish cross training of personnel among all organizations serving children and families.

THE VISION. Sinn Féin is absolutely committed to a shared and better future for everyone; one which is shaped by the people of this island together. All citizens must be cherished, respected, and protected in a new national constitutional democracy. Future governance arrangements should be shaped and made by people, from all traditions and backgrounds, who share this island as their home. The Good Friday Agreement gave all citizens the opportunity to decide their future together. Underpinned by the principles of equal treatment, parity of esteem and mutual respect, the Agreement provides a political framework for peaceful coexistence and pathway to constitutional change in a divided society. The right to free political thought. The right to freedom and expression of religion. The right to pursue democratic national and political aspirations. The right to seek constitutional change by peaceful and legitimate means. The right to freely choose one’s place of residence. The right to equal opportunity in all social and economic activity, regardless of class, creed, disability, gender, or ethnicity. The right to freedom from sectarian harassment; and, The right of women to full and equal political participation. Our changed political and societal landscape has increasingly focussed the public discourse on the agreed process for dealing with the constitutional question, under the Good Friday Agreement (1998) provisions. This must be linked to an agreed process for bringing about reconciliation. Such a process should seek to engage with questions of the past, deal with challenges of living together in the present and seek to unlock the potential of living together as equals in a new future. Some are genuinely anxious, apprehensive, and have concerns about political and constitutional change. That needs to be openly acknowledged and affirmed. Continuing to make progress also means that we also must continue to engage, listen, and act in the interests of all sections of our people. That is why Sinn Féin is absolutely committed to accommodating the Orange tradition and British identity in a new Ireland. Together, as a society, we must seek to engage with the challenges of the past and yet look to the future with common cause. To that end this document presents refreshed proposals and recommendations to engage with the specific challenges of tackling sectarianism and promoting reconciliation.

THE VISION. The ▇▇▇▇▇▇ Valley Forest Partnership has a shared vision: