VISION AND GOALS. The purpose of this MOU, according to 20 CFR §678.500, is to describe the relationship between the WDB and the One Stop System Partners under WIOA. This MOU defines the coordination of resources between partners for appropriate services and activities, ensures that the needs of workers, youth and individuals with barriers to employment, including individuals with disabilities, are provided access to services while providing effective delivery of workforce services that will enable partners to integrate the current service delivery system, resulting in a seamless and comprehensive array of job matching, education, support services, job training and other workforce development services. This MOU contains the duration of the MOU, procedures for amending it, and process for review and conflict resolution. The Mission Statement of the WDB is: “To build economic success through workforce development partnerships.” The Vision of the WDB is: “To promote the well-being of citizens of Yavapai County by developing and maintaining a quality workforce. Serving as the focal point of local and regional workforce investment initiatives, we support local and regional economic growth by linking workforce development with economic development.” ARIZONA@WORK Yavapai County and workforce partners focus equally on the needs of job seekers and employers for skilled labor with industry-recognized credentials. This innovative network collaborates to create an accessible and integrated service delivery system to produce a pipeline of skilled workers to meet current and future labor demands.
VISION AND GOALS. After public scoping, the Service developed a vision for the Program. A vision describes what will be different in the future as a result of the CCP and the essence of what the Service is trying to do for these refuges and its partners. The vision is a future-oriented statement designed to be achieved through refuge management by the end of the 15-year CCP planning horizon. Vision Statement Since our Nation’s beginning, great flocks of wildfowl⎯ducks, geese and water birds⎯provided sights and sounds, food and feather. These wings of migration not only inspired hunters but some of our greatest artists, photographers, and poets. In the 1930s, much of the United States, including North Dakota, was gripped by a devastating drought and depression. Hot winds that dried crops also dried wetlands. Wildfowl numbers plummeted, and the skies grew quiet. Americans took this crisis and saw opportunity and a great partnership was formed. Conservation leaders, the state of North Dakota, the federal government, and private landowners laid the foundation for what would become the North Dakota Limited-interest Program. This Program addressed both wildlife conservation and economic needs. The Works Progress/Program Administration and Civilian Conservation Corp brought jobs to the communities building dams and other structures to create water areas that now provide habitat and sanctuary for waterfowl and other migratory birds. Through cooperation with the current refuge landowners and other conservation partners, the Program will realize its full potential. It will become a premier example of private land partnerships promoting fish and wildlife conservation, supporting other conservation programs while continuing to serve as sanctuaries for international migratory birds. Goals The Service also developed a set of goals for the Program based on the Improvement Act and information gathered during CCP planning. Five goals were identified.
VISION AND GOALS. The development of a vision statement, goals, and policies is an important initial step in the planning process. These guiding statements will continue to be refined throughout plan development. This task includes the development of goals and policies for the Comprehensive Plan. These statements set the framework for the City of Xxxxxxxx’x Comprehensive Plan because they are intended to be referenced again and again, over the years, to determine if zoning tools, development standards, development applications, funding applications, land use plan amendments and other actions and decisions are consistent with the City’s long-term vision. The outcome of the planning process can lead to updates to the zoning ordinance, subdivision regulations, funding applications, or City initiatives. It is important that the goals and policies of the plan support follow-up implementation measures. Vision, goals, and policies should be practical for use by City of Xxxxxxxx staff, officials, developers and the public. The SRF team will review the 1997 vision statement, goals, policies, and recommendations to identify completed goals and areas for future growth. Based on the information gathered in prior tasks, combined with our review of the current plan’s goals and policies, we will prepare a draft vision statement and draft goals and policies for the Comprehensive Plan Update. We suggest that the initial version remains a work in progress throughout the development of the draft plan, to ensure that public input, future land use decisions, and plan strategies are reflected in the final wording of these guiding principles. This task also provides an opportunity to identify the issues and opportunities experienced by community members and stakeholders to provide an understanding of where the City if now and where the City can go.
VISION AND GOALS. This chapter will describe the vision and summarize guiding principles, provide an illustrative plan, and 3D imagery that tell the story of the vision for the evolution of the Plan Area.
