Strategic Alignment. The Parties understand the Company’s financial strength and, consequently, its ability to provide employment to Bargaining Unit employees under terms and conditions that will fulfill the Union’s mission, require that it succeed in the competitive market. The parties further understand that the Company must invest in the represented workforce, and that the cultivation of employee skills, productivity and dedication are fundamental to the Company’s success.
Strategic Alignment. Not Applicable.
Strategic Alignment. Municipal and Provincial Policy Framework, National and International Recognition The existing planning policy and regulatory framework related to the Cootes to Escarpment EcoPark System vision in this area includes Provincial Plans, Municipal Master Plans, Zoning Bylaws and Minister’s Zoning Order (Parkway Belt Land Use regulation), the Royal Botanical Gardens Act, the Conservation Authorities Act, and others. Many natural areas in the region are classified through the Niagara Escarpment Parks and Open Space System (NEPOSS) and are required to conform to the Niagara Escarpment Plan. It is not the intent of the EcoPark System to obtain any regulatory powers over the lands of the partner agencies or private landowners. The Cootes to Escarpment EcoPark System Heritage Lands Management Plans (completed in 2019) note how these policies and regulatory frameworks compliment opportunities within the EcoPark System. The plans will be used as guides for partner agencies to protect the natural system and provide a variety of recreational opportunities on their properties within the Cootes to Escarpment EcoPark System (Figure 1). As this area continues to attract new residents, greenspace that provides ecosystem services, protects biodiversity, and supports human physical and mental health becomes increasingly important. The role of urban greenspace is also of global importance and has been recognized by the United Nations Sustainable Development Goals (e.g., 3, 11 and 15) on sustainable communities along with the need to support citizen health and wellbeing through sustainable cities (IUCN #NatureForAll). Canada’s federal and provincial governments support the protection of ecosystems, landscapes, and biodiversity. The landmark Canada Nature Fund enables community action including efforts to protect 30% of lands and marine areas by 2030. Increasing focus is being directed to how urbanized areas such as the Greater Toronto-Xxxxxxxx Area can help with resilience to climate change and other stressors. There is an opportunity for the EcoPark System to greatly benefit Canadians and become an internationally renowned success story. Partner agencies are actively seeking special recognition and/or legislation from the governments of Ontario and/or Canada, as appropriate, to designate a specific geographic area as the Cootes to Escarpment EcoPark System or to recognize the significance of the natural and cultural heritage within the Cootes to Escarpment EcoPark System.
Strategic Alignment. Goal Project Response Rank Comments Scale: H – High, M- Medium, L – Low, N/A – Not Applicable NC / Division / Branch Strategic Goals: CDC Strategic Goals: Strategic Priority #1: Improve health security at home and around the world M Strategic Priority #2: Better prevent the leading causes of illness, injury, disability, and death. H Strategic Priority #3: Strengthen public health and healthcare collaboration. H
Strategic Alignment. Leadership – This position will be responsible for ensuring that the team is equipped to deliver strategic goals of the organisation by managing, coaching and supporting direct reports. • Deliver Results – This position will be required to contribute to the organisational strategic planning process by planning, setting and monitoring clear targets for the team plan and ensuring that projects are linked to the goals of the organisations strategic plan.
Strategic Alignment. 5.1 DIT and UKEF have overlapping roles where together they deliver against HMG’s wider trade and exports objectives. In doing so, the two departments will use the Principles of Collaboration to align their work against shared objectives as identified by SoS and the two departments’ strategies, as outlined in their respective strategic documents. Shared objectives should be reflected in the performance objectives of key individuals in both departments. DIT and UKEF will be flexible and responsive to evolving priorities regarding international trade, as set out by the SoS. DIT and UKEF both recognise that government finance is an integral part of government’s offer to exporters, and that exporters need broad support, of which government finance is one part.
Strategic Alignment. What and why • The scale of public sector funding available to fund skills within the city region is massive (the Y&H Regional Skills Partnership has estimated circa £2.4bn for Y&H in 2007/08, including RDA, LSC, JCP, HEFCE and GOYH, and excluding most LA and all employer contributions), and yet, as described above, there are persistent higher level skills gaps reported within our key economic drivers. If left unresolved this issue could limit the full economic potential of the city region. • Strategic alignment is necessary to ensure that the focus of national, regional and local skills policies and plans becomes more closely attuned to Leeds city region priorities as this is the spatial level at which the labour market functions, in terms of the demand for and supply of higher level skills (levels 3/4+) within specific CRDP growth sectors, eg Financial and Business Services. • It is considered that the Leeds city region partnership’s pursuit of alignment to date has been made more difficult by the trajectory of skills system which is to increasingly focus on lower level skills (eg level 2), accompanied by reductions around the flexibility of funds (e.g. ESF rules) and the availability of discretionary funding (e.g. it is understood that the LID fund £9-10m in Y&H finished in April 2008). • Moreover, the current planning arrangements of our key agencies have made alignment problematic. The current Y&H LSC focus on regional and sub regional planning has become less relevant as a tool because it does not map onto the functional economy of the city region. For example, within its 2008/09 statement of need, the LSC WY has prioritised links with the Leeds city region ‘skills theme’ for 2008/09. • This position is welcomed; however, due to the mismatch between the LSC and its current spatial focus and the functional economy of the city region this intent cannot deliver a practical mechanism for securing better alignment around Leeds city region priorities. For example, while the Leeds city region spatial area covers a significant area of North Yorkshire, there is no equivalent prioritisation of Leeds city region links within the LSC NY 2008/09 statement of need, these current arrangements limit the development of actions that address city region- wide skills issues. How to be delivered (the help needed from government) We therefore wish to request the following from government: Skills Ask 1.1 Recognition from DIUS of the city region approach in tackling higher ...
Strategic Alignment. The alignment of Information Technology with the overall business is called strategic alignment and is used to establish a competitive advantage through investments in IT (O’Donnell, 2004; Xxx Xxxxxxxxxx, 2004). Xxxxxxxxx & Xxxxxxxxxxx (1993) developed the Strategic Alignment Model (XXX), a model explaining the relationship between business strategies and IT strategies. As can be seen in Figure 1, the Strategic Alignment Model is based on two dimensions. The first one, strategic fit, states that the IT strategy should be expressed in terms of an external domain, where the company is located in the IT marketplace, and an internal domain, how the IT infrastructure should be organised within the company (Van Grembergen, 2004). External and internal domains are of equal importance but IT strategy is still usually seen by managers as an internal aspect of the firm, since IT has always been seen as a support function rather than an essential component of the company (Henderson & Venkatraman, 1993). The second dimension is functional integration, which is divided into strategic integration and operational integration. Strategic integration covers the external components in terms of the relationship between business strategy and IT strategy, which can serve as a strategic advantage. Operational integration reflects the internal link between organisational/IT infrastructure and processes.
Strategic Alignment. The recently approved Downtown Specific Plan addresses a possible path forward to a sustainable recovery and economic revitalization of the Rivertown Business Community with implementation over the next 5 to 10 years. What CAF promotes here with the implementation of the Event Center over the next two years would be the much needed catalyst to the City’s plan. APPROVALS Signatures Obtained Description of accountability Xxxxx Xxxxxxxx - President, CAF Accountable City Official Xxx Xxxxx Treasurer/Finance Director, CAF Xxxxxxxxxxxx and agrees to the stated Business Objectives, Risks and Contingencies, Benefits and Measurable Objectives in this proposal. Acknowledges and agrees to the stated Business Objectives, Proposed solution costs, Risks/Contingencies, and Impact of proposal and alternatives to the business. Agrees with the completed review checklist above.
Strategic Alignment. With the prior written consent of Spirit (which shall not be unreasonably withheld), Boeing may assign any Order, in whole or in part, to a third party who is under an obligation to supply Boeing with components, kits, assemblies or systems that require Products. At the time of such assignment, Boeing will require that its assignee expressly assume all obligations and perform all duties owed to Spirit under the assigned Order; provided, however, that no such assignment or assumption shall relieve Boeing of any of its obligations under this Agreement, the SBP or the assigned Order. Promptly after any such assignment, Boeing will notify Spirit of the assignment and its effective date. 787 GTA between Boeing and Spirit Conformed GTA BCA-65520-0032, May 12, 2011 Confidential portions of this exhibit have been omitted pursuant to a request for confidential treatment filed separately with the Securities and Exchange Commission. Omissions are designated by the symbol [*****].
