Strategic Overview. SHAs/Area Offices maintain a strategic overview of service development in the context of the wider health economy and prison service area, including on a national basis, for example the High Secure estate.
Strategic Overview. During the last year we have focussed on supporting the generation of code for typical real-time embedded control software. To this end we have evolved a multi-tasking approach which is conceptually similar to that of the Ada tasking model. Tasks are modelled by an extension to Event-B, called Tasking Machines. Tasking Machines are an extension of the existing Event-B Machine component. In implementations such as Ada, tasks share the resources and have mutually exclusive access to shared state through the use of a protection mechanism. An Event-B machine can also be viewed as an abstraction of a shared resource, and the mechanism protecting it. We use existing Event-B machines with minimal extensions (called Shared Machines) to represent shared resources. For real-time control, periodic and one-shot activation is currently supported; and it is planned to support triggered tasks in the near future. Tasks have priorities to ensure appropriate responsiveness of the control software. For the DEPLOY project, it was regarded as sufficient to support construction of programs with a fixed number of tasks and a fixed number of shared variables – no dynamic creation of processes or objects has been accommodated. Our main goal this year has been to devise an approach for, and provide tool support for, code generation (initially to Ada). In accord with the resources available during the year it was decided to limit the provision of tool support to that of a demonstrator tool. The tool is a proof-of-concept only, and lacks the productivity enhancements expected in a more mature tool. Nevertheless much insight has been gained in undertaking this work; it lays a foundation for future research, and will be useful since it will allow interested parties to explore the approach.
Strategic Overview. We are continuing to embed our aims for access, student success and progression within our overarching institutional strategies. Our 2015-2020 Corporate Plan places our commitment to social mobility at its core alongside our ambition for our students and our commitment to providing excellent teaching, rich interactive and collaborative learning and multiple opportunities for students to access employment related experiences and to connect professionally. Since our last access agreement we have embedded the new academic framework and, following a strategic review of student facing services across the student lifecycle, we have fully implemented a new structure for professional services, grouping those functions which support students under the leadership of our Deputy Vice Chancellor (Academic). We have completed the integration of functions to create a holistic student support service provided through our student Hubs which connect students quickly and seamlessly to the support they need. Launched in January 2015, our three Hubs (one on each campus) provide students with highly visible and accessible first line support backed by access to expert advice through a single point of contact. We have now launched our learning and teaching strategy and our employability and student success strategy, both of which place the success and progression of widening participation students at their heart. Our personal tutoring system has been reviewed and revised to better support staff delivering this key function and a review of our support for students with disabilities is currently underway. These strategic and structural changes are facilitating the development of a coherent evaluation framework across the student lifecycle alongside further improvements in our data identification, collection and analysis capabilities and the increased agility of student facing services to respond to this evidence base. This access agreement outlines the strategic direction taken by the University of East London to impact rapidly on student success and progression whilst maintaining our commitment, and further increasing our efforts, to reach potential students from under- represented groups and in areas with lower than expected rates of progression to HE.
Strategic Overview. After you select a battle you are shown the current strategic situation at your area of the front. The screen offers you two options: Combat briefing – jump to the combat orders screen which shows your mission objectives for the battle, intelligence data on activities of the enemy etc. Back – go back to select battles for the current campaign. Combat briefing This screen describes the battle you are about to fight. You see the general mission briefing as well as specific objectives you have to reach. Each combat objective is illustrated by an individual schematic map show- ing the expected disposition of the main forces, suggested directions for attack and key locations (capturing or destroying them can be of critical importance for the success of the battle). The tactical map changes depending on which task you have se- lected by clicking on the respective icon. Difficulty level Before each battle starts the player may determine the level of real- ism for the mission, and accordingly, how difficult it will be to complete combat tasks. The level of difficulty is determined by two factors:
Strategic Overview
