Strategic Measures Sample Clauses

Strategic Measures. The College will spend 25% of its higher fee income on Access, Success and Progression measures. The College has allocated the largest percentage of its Access and Participation Fund (55%) to bursaries primarily in order to both attract and retain students from low participation neighbourhoods (POLAR4 Q1), The College’s current performance is significantly below expectations on this indicator and it believes that this financial support, coupled with increased outreach activities that focus on the funding of college degree-level study, will help break down concerns amongst many potential students on the financial risk of pursuing and continuing on an HE qualification. Financial support has been identified as being attractive to students from a widening participation background as it will offer immediate cash for course materials, travel and other personal or financial matters which can impact on attendance and continuation. This is an effective measure because it supports the addressing of any financial risk around Access for this target group, and supports their Success as it makes continuation more likely. As noted below, it is not primarily a useful tool for promoting Access alone however and must be cast as a way to mitigate perceived risk on-programme. An allocation of 20% of the Access and Participation Fund has been made to outreach (15%) and progression (5%) activities. This is to support the College’s Marketing and School’s liaison functions and further improve the advice and guidance given to HE students, including full time mature students, wishing to progress on to postgraduate study or professional employment. The additional funding will support the cost of delivering additional events, increasing staffing at events, producing information for applicants and providing support in the College Group for students applying to HE, further HE study and seeking employment. These are effective Access measures because internal and external outreach is crucial in engaging with our target groups. These are effective Progression measures because support on-programme with progression is the obvious first step whilst the College begins to collect, and reflect on, data. 25% of the Access and Participation Fund has been allocated to non-financial strategies to increase success in order to help students who encounter either personal circumstances or academic challenges to complete their programme. As a further education college, our HE offer targets students with...
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Related to Strategic Measures

  • General Measures (a) Evidence of family violence may be required and can be in the form an agreed document issued by the Police Service, a Court, a registered health practitioner, a Family Violence Support Service, district nurse, maternal and health care nurse or Lawyer. A signed statutory declaration can also be offered as evidence.

  • Interim Measures 6.1 The Parties acknowledge that the British Columbia Claims Task Force made the following recommendation concerning interim measures:

  • Other Measures 1. A Contracting Party may not require that an enterprise of that Contracting Party that is an investment under this Agreement appoint to senior management positions individuals of any particular nationality.

  • Safeguard Measures 1. The Parties note the multilateral negotiations pursuant to Article X of GATS on the question of emergency safeguard measures based on the principle of non- discrimination. Upon the conclusion of such multilateral negotiations, the Parties shall conduct a review for the purpose of discussing appropriate amendments to this Agreement so as to incorporate the results of such multilateral negotiations.

  • Prudential Measures 1. Notwithstanding any other provisions of this Agreement, a Party shall not be prevented from taking measures relating to financial services for prudential reasons, including for the protection of investors, depositors, policy holders or persons to whom a fiduciary duty is owed by an enterprise supplying financial services, or to ensure the integrity and stability of its financial system. 2. Where measures mentioned in paragraph 1 do not conform to the provisions of this Agreement, they shall not be used as a means of avoiding the Party's commitments or obligations under this Agreement.

  • Protective Measures We have implemented and will maintain appropriate technical and organisational measures in relation to the Services taking into account the state of the art, the costs of implementation, and the nature, scope, context and purposes of Processing, as well as the likelihood and severity of risk to the rights and freedoms of data subjects. This includes measures relating to the physical security of Our facilities used to deliver them, measures to control access rights to Our assets and relevant networks, and processes for testing these measures. In accordance with Our obligations under applicable law, We may undertake digital forensic investigations in relation to the use of the Services and Subscriptions. You are responsible for using, and ensuring that your Users use, the controls and advice provided by the Services correctly and consistently.

  • Strategic Context This Agreement is informed by a wider strategic context related to the delivery of safe, quality, financially sustainable and accountable healthcare for all Western Australians. The delivery of health services within the following strategic context is the mutual responsibility of both Parties, whether with reference to supporting information and guidelines or mandatory policy requirements.

  • Performance Measures and Metrics This section outlines the performance measures and metrics upon which service under this SLA will be assessed. Shared Service Centers and Customers will negotiate the performance metric, frequency, customer and provider service responsibilities associated with each performance measure. Measurements of the Port of Seattle activities are critical to improving services and are the basis for cost recovery for services provided. The Port of Seattle and The Northwest Seaport Alliance have identified activities critical to meeting The NWSA’s business requirements and have agreed upon how these activities will be assessed.

  • Metrics The DISTRICT and PARTNER will partake in monthly coordination meetings at mutually agreed upon times and dates to discuss the progress of the program Scope of Work. DISTRICT and PARTNER will also mutually establish criteria and process for ongoing program assessment/evaluation such as, but not limited to the DISTRICT’s assessment metrics and other state metrics [(Measures of Academic Progress – English, SBAC – 11th grade, Redesignation Rates, mutually developed rubric score/s, student attendance, and Social Emotional Learning (SEL) data)]. The DISTRICT and PARTNER will also engage in annual review of program content to ensure standards alignment that comply with DISTRICT approved coursework. The PARTNER will provide their impact data based upon these metrics.

  • STRATEGIC PLAN (1) Within ninety (90) days, the Board shall adopt, implement, and thereafter ensure Bank adherence to a written strategic plan for the Bank covering at least a three-year period. The strategic plan shall establish objectives for the Bank's overall risk profile, earnings performance, growth, balance sheet mix, off-balance sheet activities, liability structure, capital adequacy, reduction in the volume of nonperforming assets, product line development and market segments that the Bank intends to promote or develop, together with strategies to achieve those objectives and, at a minimum, include:

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