Leadership and Governance Sample Clauses

Leadership and Governance. Ensure that Casterton Memorial Hospital Vision, Mission and Values are known, understood and practiced. Adhere to Casterton Memorial Hospital’s Policies and Procedures. Possess the ability to embrace new processes and/or technologies in relation to collection and interpretation of data Positively represent Casterton Memorial Hospital at local and regional health related committees. Positively represent the area as delegated in the NUM absence at relevant CMH committee meetings Provide guidance and mentorship to the team Undertake the role of in charge in the absence of the NUM. Observe and report gaps in resources and service provision with recommendations of appropriate actions to Manager of Nursing Services. Be aware of, and practice within, scope of practice and relevant legislative requirements Ensure that material resources are utilised in a cost effective way. Maintain knowledge and understanding of Clinical Assessment & Referral Tools and documentation requirements as relates to the relevant area. Aim to achieve a good understanding and knowledge of data entry, reporting requirements and systems. Demonstrate an ability to communicate effectively with patients/residents/clients, volunteers, families, visitors, Casterton Memorial Hospital management and staff An ability to maintain and enhance cooperative relationships with general practitioners, allied health practitioners, local government and other relevant agencies.

Leadership and Governance. Instructions: - Each LPHA must include Objective 1.1.1 in the PE51 work plan. - Each LPHA must include at least one additional Objective (1.1.2 through 1.1.5) in the PE51 work plan. 1. Participate in shared learning opportunities or communities of practice focused on governance and public health system-wide planning. (Required) Strategies will include: a. Participation in in-person and remote learning communities. b. Project or work plan implementation in between learning community meetings. c. Engagement of leadership, staff and/or partners in learning community activities, as appropriate. 2. Plan for full implementation of public health modernization across foundational capabilities and programs. Assess and develop models for effective and efficient delivery of public health services Strategies may include: a. Engage with appropriate governing entities to develop business models that support partnership infrastructure. b. Ensure the effective management of organizational change. c. Support the performance of public health functions with strong operational infrastructure, including standardized written policies and procedures that are regularly reviewed and revised. d. Collect, analyze and report data for data-driven decision-making to manage organizational and system activities. e. LPHAs may propose other strategies consistent with Public Health Modernization Manual roles and deliverables. 3. Develop and/or enhance partnerships to build sustainable public health system (e.g., tribes, regional health equity coalitions, CCOs, health systems, early learning hubs Strategies may include: a. Ensure participation of community partners in local public health planning efforts. b. Work with the state and other local and tribal authorities to improve the health of the community. c. LPHAs may propose other strategies consistent with Public Health Modernization Manual roles and deliverables. 4. Implement workforce and leadership development initiatives Strategies may include: a. Establish workforce development strategies that promote the skills and experience needed to perform public health duties and to carry out governmental public health’s mission. b. Commit to the recruitment and hiring of a diverse workforce. Develop an ongoing plan for workforce diversity with goals and metrics to track progress. c. Assess staff competencies; provide training and professional development opportunities. d. LPHAs may propose other strategies consistent with Public Health Moderniz...

Leadership and Governance. Leadership and governance are key to set overall health policy and translate this into health strategies and annual plans that can be resourced and implemented, but are often seriously affected during a prolonged crisis/conflict. The following are some ele- ments to consider:

Leadership and Governance. The Bonus shall include a “Base” level on the above criteria as well as an “Additional Amount” intended to measure and reward exceptional performance in the measures of Return on Equity and Return on Assets, both at nominal levels and in relation to peers.

Leadership and Governance. 1.1 Provides leadership, direction and management of the human, financial and material resources within MHERL in accordance with the policies, philosophies, objectives and goals established through consultation with staff and in accordance with the directions of the East Metropolitan Health Service and other relevant health services. 1.2 Provides advice and consultancy to the Program Manager and Service 3 Co-Directors. 1.3 Accountable for the standard of service, multidisciplinary care and for the coordination of the team. 1.4 Fosters and promotes evidence based care, education, quality improvement and research programs for clients. 1.5 Facilitates the development of relationships with key stakeholders and other providers of care to clients. 1.6 Participates in policy development at a local and national level to reflect Western Australian context. 1.7 Initiates and maintains consumer engagement to inform and enhance service delivery.

Leadership and Governance. Through inspirational leadership, underpinned by good governance, openness and accountability, we will deliver our legacy.

Leadership and Governance. In the area of Leadership and Governance, the GHS and CHAG shall: a. Recognize and adhere to each other’s organizational structures, lines of authority and communication at all levels; b. Jointly prepare composite health plans and programs for the Region, District and Sub-District in support of the achievement of National and local health outcome priorities. These composite health plans shall be in accordance with the MOH planning and budgeting guidelines and cycles; c. Partner to undertake integrated monitoring and evaluation to improve healthcare delivery at all levels of service. In particular the GHS shall: d. Provide stewardship and technical oversight at all levels of Health Care Delivery through the respective Health Management Teams; e. Convene the appropriate fora at respective levels, at which health planning shall be done; f. Organize regional, district and sub-district performance reviews with the involvement of CHAG and other stakeholders including communities; g. Conduct regular supportive supervisory visits to CHAG institutions. In particular CHAG shall: h. Provide proper representation at various fora and meetings of GHS that they may be invited at the various levels; i. Participate in regional, district and sub-district Health Management Teams; j. Participate in regional, district, sub-district performance reviews.

Leadership and Governance. In the table below, list the current members of the school’s proposed leadership team and governing board, including their roles with the school and their current professional affiliation. Do not list members of the applicant team who will not have an official leadership role with the school going forward, such as consultants. Full Name 2 ▇▇. ▇▇▇▇▇ ▇▇▇▇▇▇▇▇ 3 ▇▇. ▇▇▇▇▇▇ ▇▇▇▇ 4 ▇▇▇▇▇▇▇▇ ▇▇▇▇▇ 5 ▇▇▇▇▇ ▇▇▇▇▇▇▇▇ 6 ▇▇▇▇▇▇ ▇▇▇▇▇ 7 8 9 10 11 12 13 14 15 16 17 18 Current Job Title Head of School, I3 Academy Director of Student and Adult Learning, I3 Academy Education Director, ▇▇▇▇ and ▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇▇ Foundation Attorney, Private Practice Vice President of Business Development, ▇▇▇▇▇▇ Bank Founder, Kuumba Community Arts Position with Proposed Head of School Director of Student and Adult Learning Board President Board Member Board Member Board Member 20 Please complete and upload the Enrollment Summary Template illustrating the growth plan for the school. Click here for the template ▇▇▇▇▇://▇▇▇▇▇▇.▇▇▇▇▇▇▇▇▇▇▇.▇▇▇/resp/20289624/7wrgH49c8d/ Describe the rationale for the number of students and grade levels served in year one and the basis for the growth plan included above. We have chosen a K-5 school model in order to provide foundational skills in reading and math beginning in Kindergarten. As a component of the cradle-to-college pipeline a strong Kindergarten program will provide a solid foundation for learning. The K-2 early learning program at I3 Academy continues the work of the early learning pipeline established through strategic partnerships with neighboring early learning facilities. The ▇▇▇▇▇ ▇▇▇▇▇▇▇ Early Learning Center provides a natural pipeline for students attending I3 Academy. I3 will collaborate with the ▇▇▇▇▇▇▇ Center and other neighborhood early childhood providers. At I3, research-based curricula and strong instruction serves to eliminate the student achievement gaps seen across America (i.e., the 30 million word gap) by focusing on building a strong foundation for I3’s youngest students.

Leadership and Governance. The churches of Solomon Islands operate independently according to their own doctrines and governance arrangements. Leadership is attained by some form of recognition embedded in the churches governance systems and structures.