Traduction de «Correspondance stratégique » (Français → Anglais) :

business continuity planning director | corporate strategist | business continuity strategy director | strategic planning manager

Definition: Anaesthetic areas of skin often have boundaries that make it clear that they are associated with the patient's ideas about bodily functions, rather than medical knowledge. There may be differential loss between the sensory modalities which cannot be due to a neurological lesion. Sensory loss may be accompanied by complaints of paraesthesia. Loss of vision and hearing are rarely total in dissociative disorders. | Psychogenic deafness

business intelligence analyst | business intelligence consultant | business intelligence manager | business intelligence managers

build a marketing strategy plan for destination management | build a strategic marketing plan to manage destinations | build a strategic marketing plan for destination management | create a business framework for a tourist destination

comparative figures [ corresponding figures ]

endemic conditions associated with environmental iodine deficiency either directly or as a consequence of maternal iodine deficiency. Some of the conditions have no current hypothyroidism but are the consequence of inadequate thyroid hormone secretion in the developing fetus. Environmental goitrogens may be associated.

3. Notes the closer links between the objectives of the European Semester process and the programming of the ESI Funds for 2014-2020, and especially the systematic references to CSRs and National Reform Programmes (NRPs) in the programming exercise; takes note of the study entitled ‘Strategic Coherence of Cohesion Policy: Comparison of the 2007-2013 and the 2014-2020 Programming Periods’, which shows that CSRs are taken into consideration to a very limited extent in Partnership Agreements and Operational Programmes; considers that cohesion policy investments could play a very important role in supporting structural reforms and the fulf ...[+++]ilment of the EU’s strategic goals by following up the relevant CSRs and NRPs; calls for steps to be taken to ensure complementarity and synergies between the ESI Funds, the European Fund for Strategic Investments (EFSI) and the other EU-subsidised programmes and initiatives, together with national public investments and private financial instruments, in order to obtain maximum added value and synergy by exploiting the full potential of such investments;

6. Points out that closer coordination of local actors could help strengthen rural economies, especially in the most vulnerable regions, including the mountain regions, and in the most distant among them, such as the outermost regions; emphasises that territories could benefit from a better organisation with a view to identifying the full potential their resources (including latent resources) offer, in the interests of all the actors linked by a relationship of interdependence and solidarity (i.e. those involved in the agriculture sector, handicrafts and craftsmanship, tourism, heritage, and including producer’s organisations, associations and chambers of commerce, etc); notes that the purpose of this ...[+++]strategic coordination is to tap resources by incorporating and going beyond a sectoral or single- industry approach and instead call for the employment of territorial approaches which generate new revenue at territorial level through the marketing of sets of complementary goods and services which reflect the specific characteristics of each territory; stipulates in this regard that this territorial governance shall back firmly the creation, development and improvement of work to promote farm and food products covered by existing quality schemes based on defence of intellectual property, and at the same time as promoting high quality services (which do not benefit from official European recognition), with enhanced mutual promotion of farm produce and services, and all parties demonstrating solidarity so that all goods and services from their own local area are promoted;

In “The Cuts Behind the Curtain”, I argue that there have been three waves of cutbacks or evaluations of programs: the 2007 through 2010 strategic review, the 2010 operating budget freeze, and the 2011 strategic and operating review, which is the $4 billion to $8 billion that the government is now considering cutting from expenditures.

They also establish four long-term strategic objectives for the period from 2011 to 2020, which reflect those adopted under the overarching "ET 2020" strategic framework, namely: