WORKING IN PARTNERSHIP Sample Clauses

WORKING IN PARTNERSHIP. 38. York Museums Trust has established strong partnerships across the educational and public service sector in York and the region. In the coming years YMT will support the CYC strategic objectives as follows: 39. The importance of cultural tourism to economic development is now widely acknowledged. York Museums Trust’s own economic contribution was demonstrated by the 2011 DC Research report which showed that spending by their visitors equates to nearly 200 full time equivalent jobs in York. In the coming years YMT will invest significant sums to secure and grow their visitor numbers from 660,000 to 900,000. This will secure jobs in York’s economy. 40. YMT programmes will support skills development in the sector and will set up and broker the “On the Job” project which aim to provide opportunities for people working in museums and galleries to become involved in specific real projects being undertaken by other museums. 41. YMT will aim to be a sector leader in delivering excellent customer service and enable other museums to achieve the same through the Museum Development Fund. Opportunities will be offered through the Museum Development Fund for staff from small and independent museums to develop their experience and professional skills by becoming involved in projects being undertaken by other museums. We will double the number of volunteers working with us and devise skills development opportunities to keep engagement high and help us deliver an excellent ‘customer journey. 42. YMT will lead the sector on a regional Front of House development project called “Up Front”, bringing together a project group to devise a training programme for Museums and Gallery staff and volunteers. These initiatives will increase skills and employability within the cultural sector in the city. 43. York Museums Trust’s investment over the course of this plan will focus on developing high-quality public spaces with high social value. As well as direct investments in York Art Gallery, Museum Gardens and York Castle Museum, YMT will work with partners in the city to encourage improvements to the wider public realm, particularly around Exhibition Square and the York Castle area. 44. York Museums Trust has developed an ambition to increase their work internationally. During the next five years they will develop partnerships that will take the collections and work into an international context. YMT are currently exploring a partnership with Bristol Museums and Galleries to develo...

WORKING IN PARTNERSHIP. Please describe the strategic rationale for working in partnership with all Full and Associate Partners named in the application to deliver the goals of the programme. ……..

WORKING IN PARTNERSHIP. CAT recognises the Council’s key priorities identified in its Corporate Plan.  Deliver high quality affordable services  Balance our budget  Good governance  Transform the way we work  Make the most of our assets  Engagement with community  Support the vulnerable  Support rural communities  Effective partnership working  Promote healthier lifestyles and wellbeing  Support improved community health  Deliver a quality living environment  Local regeneration  Council house building  Support business growth  Enable better job prospects  Facilitate improved qualification and skills attainment  First rate leisure facilities  Attractive events programme

WORKING IN PARTNERSHIP. We have existing relationships with a number of schools and colleges, local education providers, education trusts and networks. We have always maintained very strong relationships with other higher education institutions in the region. In particular, we seek to ensure school; college and university resources are targeted appropriately and are not duplicated. We also collaborate with other universities on programmes as part of our aim to encourage geographical mobility of students from under-represented groups. We currently deliver Make Happen, the Essex NCOP program. Our collaborative work extends beyond our access agreement activity and we often work with education organisations and charitable trusts on projects designed to support students’ pre- and post- arrival skills development. We also work with local authorities to deliver collaborative outreach projects, including Essex County Council, Southend Borough Council, Colchester Borough Council and Tendring District Council. We work with our Students’ Union across a number of areas of our outreach activity, and in particular with their volunteering schemes and engagement with local schools. This relationship works particularly well with students volunteering regularly on our arts activity. This partnership provides opportunities for both local school staff and pupils, and for our University students that participate in these activities.

WORKING IN PARTNERSHIP. 15.1 Whist there will be many challenges and risks to both Councils which will require careful consideration and development of agreeable solutions, it is recognised by both Hampshire County Council and the Isle of Wight Council that this will be a partnership approach and that certain elements will necessarily develop during the Term and be concluded in accordance with the Agreement.

WORKING IN PARTNERSHIP. 14.1 Whilst there will be many challenges and risks to both Parties which will require careful consideration and development of agreeable solutions, it is recognised by both Parties that this Agreement sets out the partnership approach and that certain elements will necessarily develop in accordance with this Agreement.

WORKING IN PARTNERSHIP responsibilities of the school

WORKING IN PARTNERSHIP. Please describe the strategic rationale for working in partnership with all Full and Associate Partners named in the application to deliver the goals of the programme. The Barley Supply chain has come together to form the International Barley Hub (IBH) in order to collaboratively drive research priorities that will impact the sustainability of barley production over the course of this century. A key function of IBH is to build capacity in a supply chain that is crucial for the UK economy. Current and future climate threats driving the need for global decarbonization have coaligned actors in the barley supply chain to agree that the best way to achieve sustainable barley is through collaboration and training. The IBH concept has been welcomed by all parts of the supply chain, from plant breeders to multinationals with global brands along side small bespoke local producers. They have barley, and a mission to be sustainable, in common. Despite the IBH infrastructure investment through the Scottish and UK governments, the future people and skills component of the IBH equation has not yet been fully addressed. It is however clear that long term succession planning, supporting cutting edge barley research and technical knowledge in industry, will be key levers for realising the overall IBH vision. BARIToNE will build a diverse and creative network of early career barley scientists, ensuring IBH works effectively by preparing PhD candidates for high quality jobs within the sector and beyond. The industry and academic partners in the IBH have a strongly articulated desire to work together and BARIToNE will provide the common focus to make this happen. Although the individual research projects aim to advance the sustainability of barley production, it is the people who will be our most valuable output. Thirty professional scientists, with a core understanding of the barley supply chain, honed with the critical skills to succeed in future academic or industry careers and a sense of group identity to maintain forged links and networks into their future careers will be BARIToNE’s legacy impact. BARIToNE is led by The Scotch Whisky Research Institute (SWRI) an industry funded research and technology organisation whose Director is also Chairman of the IBH. SWRI, supported by their member distilling companies, has been part of the team moulding the IBH from the beginning. SWRI are an ideal industry lead having expertise in promoting pre- competitive collaborative researc...

WORKING IN PARTNERSHIP. The Commissioner believes that success or failure will be determined by the strength and effectiveness of partnerships across all the sectors. This Commissioning Plan is built on partnership arrangements in contracts, agreed single specifications, joint funding, and working locally to support local initiatives. A large part of the work of the OPCC Commissioning Team is developing shared understandings with partner agencies, in particular local authorities, health, Hampshire Constabulary, the Voluntary Sector and service users and victims. To a large extent decisions, particularly about new grants will be agreed by the Commissioner in consultation with local authorities. For example, regarding the bidding rounds discussed in this paper, the round will close in January 2015 and will be followed by discussions with each local authority/CSP. This is still developing. 2015 sees the beginning of a new Pan Hampshire meeting chaired by the Commissioner with all fourteen Community Safety Partnerships (CSPs) in Hampshire and the Isle of Wight, called the Hampshire and Isle of Wight Community Safety Alliance. This will enable the Commissioner to hear first hand about the issues that most affect the diverse communities in his area. He will also be able to hear about the success of OPCC programmes such as the Commissioning process and the Rural Strategy. CSPs may also want to let the Commissioner know about local priorities and pressures that can be taken into account in future OPCC planning. There is a need for a strategic meeting of the top tier authorities along with the Constabulary, Fire and Rescue, the Voluntary Sector, Users representatives and others. This group, the Hampshire and Isle of Wight Police and Crime Alliance, will operate at a political level and will begin meeting in the New Year. They will provide a strategic framework which can support many of the collaborative commissioning partnerships discussed in this paper.