Our Priorities. Taking orders for the Services from Contracting Bodies in respect of the relevant Lot(s); Conforming to the Charging Structure; Undertaking any billing requirements; Undertaking to meet all Contracting Body requirements;
Our Priorities. The SA identifies the top crime and anti- social behaviour categories across Lancashire as: Violence against the person Domestic abuse Child sexual exploitation (CSE) Anti-social behaviour (ASB) Road safety The main contributory factors in the commission of crime and for increased risk of victimisation are: Alcohol use / misuse Drug use / misuse Previous offending The SA has also identified deprivation, social inequality and poor mental health as determinants that influence offending and vulnerability. The key threats from serious and organised crime are the distribution and supply of drugs, violence between groups and exploitation of vulnerable people. The SA district and unitary profiles provide a breakdown of local threats and issues and demonstrate the geographic and demographic diversity of Lancashire. Local variations must, therefore, be considered in all approaches tackling crime and ASB.
Our Priorities. 2.2. Contracting Authorities’ key priorities are to support visibility and control of fleet whole life costs and to influence efficiencies through:
Our Priorities. 11.2.1 We are seeking submissions that support our local priorities. Torbay Council’s mission is to be a Council that supports, enables and empowers its residents, communities and partnerships.
Our Priorities. 1. Each Indigenous learner will set personalized learning goals that reflect a holistic growth mindset. Evidence: Indigenous learners will self assess their learning through reflection and culturally responsive protocols.
Our Priorities. Youth Employment The Issue Addressing youth employment is our second priority for Glasgow. Despite significant investment in a range of existing programmes, many of which are innovative and highly effective, youth unemployment within the city remains disproportionately high. To ensure that we build on the efforts and investments made over the last years, it is essential that we continue to prioritise this area of activity. This will ensure that the city and its young people are well placed and equipped with the skills and experience to compete in the current labour market and to emerge stronger from the current recession. The unemployment rate for young people is higher than for any other age group. Claimant youth unemployment (16-24) in Glasgow increased from 3,585 in November 2007 to 6,710 in April 2012. The April 2012 rate of 8.1%, was above both the Scottish (6.7%) and UK figures (6.3%). The numbers of young people who have been unemployed for 12 months or more doubled between 2010 and 2012. In addition, despite significant recent progress, Glasgow continues to have a disproportionate number of young people who leave school with no positive destination, approximately 11%. Youth unemployment is also disproportionately concentrated in the city’s most deprived neighbourhoods. For example, in Parkhead/Dalmarnock, the Claimant Count rate for young people is eight times that for Newlands & Xxxxxxxx. Tackling worklessness will continue to be a major challenge for the city particularly in the context of a constricted labour market in which skills, experience and qualifications are of increasing importance and critical factors for entering the labour market. A recent study by Oxford Economics9 estimated that the total number of jobs in the city is not expected to regain its 2008 peak in the short to medium term and that furthermore the shortfall in demand could be as high as 10,000 jobs per year. The experience of the 1980’s and its impact on youth unemployment (often leading to generational unemployment) indicates that if we are to avoid the same outcomes, then we must endeavour to prioritise youth unemployment, improve transitions from school and maximise opportunities for training and development for our young people. Considerable activity has been undertaken in recent years around youth employment – this is set out in more detail in Appendix 12b. Much of our recent focus has been to try to simplify the landscape of youth employment activity in Glasgow. Part...
Our Priorities. This section outlines the Partnership’s priority local outcomes, identifies how we are going to deliver those outcomes and provides details of the indicators and targets that we will use to track our progress.
Our Priorities. Crown Commercial Service (CCS) key priorities are to support visibility of Standby and Portable Generators products and services whole life costs and to influence efficiencies through: - Offering valued solutions to meet customers individual requirements; - Build and increase capacity of high quality products and services; - Provide greater opportunity for aggregation; and - Develop a dynamic commercial model for access to products and services.
