Strategic Overview Sample Clauses

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.
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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 

Related to Strategic Overview

  • Project Overview The Statement of Work (SOW) documents the Project Scope, methodology, roles and responsibilities, implementation Stages, and deliverables for the implementation of Tyler products. The Project goals are to offer City of Xxxxx Creek, GA the opportunity to make the City more accessible and responsive to external and internal customer needs and more efficient in its operations through:  Streamlining, automating, and integrating business processes and practices  Providing tools to produce and access information in a real‐time environment  Enabling and empowering users to become more efficient, productive and responsive  Successfully overcoming current challenges and meeting future goals

  • LOT OVERVIEW This Contract encompasses the Lots listed in Appendix D – Contractor and Reseller Information. The following descriptions, as applicable, delineate the scope of the awarded Lots.

  • Program Overview A. Goals of the Choice Neighborhoods Program. The Choice Neighborhoods Program employs a comprehensive approach to neighborhood transformation. The program transforms neighborhoods of concentrated poverty into mixed-income neighborhoods of long-term viability by revitalizing severely distressed public and/or assisted housing; improving access to economic opportunities; and investing and leveraging investments in well-functioning services, effective schools and education programs, public assets, public transportation, and improved access to jobs. Choice Neighborhoods ensures that current residents benefit from this transformation by preserving affordable housing in the neighborhood or providing the choice to move to affordable housing in another neighborhood of opportunity. The purpose of this grant is to implement a Transformation Plan that has been developed through a local planning process and furthers the goals of the Choice Neighborhoods Program. The core goals of Choice Neighborhoods are:

  • 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:

  • Project Development a. Collaborate with COUNTY and project clients to identify requirements and develop a project Scope Statement.

  • Overview (a) The Employer is committed to maintaining a stable and skilled workforce, recognising its contribution to the operation of the Employer. As such, full time direct and ongoing employment is a guiding principle of this Agreement.

  • Strategic Planning Facilitate the effective alignment of IT requirements/ Information Resource Management (IRM) plans with strategic business plans and program initiatives. Management Improvements: Development and implementation of improved systems and business practices to optimize productivity and service delivery operations (e.g., analysis, and implementation of improvements in the flow of IT work and program processes and tool utilization, including business system analysis, identification of requirements for streamlining, re-engineering, or re-structuring internal systems/business processes for improvement, determination of IT solution alternatives, benchmarking).

  • 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.

  • Agreement Overview This SLA operates in conjunction with, and does not supersede or replace any part of, the Agreement. It outlines the information technology service levels that we will provide to you to ensure the availability of the application services that you have requested us to provide. All other support services are documented in the Support Call Process.

  • Performance Management 17.1 The Contractor will appoint a suitable Account Manager to liaise with the Authority’s Strategic Contract Manager. Any/all changes to the terms and conditions of the Agreement will be agreed in writing between the Authority’s Strategic Contract Manager and the Contractor’s appointed representative.

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