Strategic Direction. A description of the school’s strategic direction including a proposal for goals for the following contract period; and (3)
Strategic Direction. Working closely with the client, we will ensure the vision and mission statements align with the strategic direction for Sauk County that emerges from the Discovery phase. In addition, we will help craft a set of guiding principles that embodies the goals and objectives of the planning process. This step provides a framework that both points to recommended actions and establishes priorities among available alternatives.
Strategic Direction. 1.9.2.1 The parties are committed to achieving the following strategic directions, namely: • Strengthening primary health care • Enhancing hospital care • Reforming mental health care • Improving the health of Aboriginal people
Strategic Direction. This Attachment may require the Governance Committee to provide certain strategic direction to Operator.
Strategic Direction. That the THA ensures that its strategic direction is consistent with the Government’s strategic direction during the 1997/98 transitional year.
Strategic Direction. 13.1 Subject to the statutory responsibilities of the Chief Constable of the West Midlands Police for designation of Sandwell MBC and accreditation of individuals, the following clauses apply.
Strategic Direction. 1.7.1. To achieve the strategic direction of the Corporation, the operating philosophy is to deliver quality and competitive services required by customers.
Strategic Direction. 1.1 Our Strategic Vision “Improving people’s lives in St.Helens together by tackling the challenge of cost and demand” The vision of the newly formed St.Helens People’s Board is simply to improve the lives of people in St.Helens. To do this however, we recognise as a Borough we are in challenging times in relation to the demands on health, social care and communities and the costs these demands incur. Public sector organisations have over the past few years seen a decrease in their budgets in real terms but with increasing demands on services. Only by improving outcomes for our residents will we start to see reductions in the demand pressures and manage costs more effectively. Our public, private and third sector organisations within the Borough will work together to effectively manage current demands and pressures, by being honest and working with our residents to come up with innovative solutions to problems. By ensuring we have effective prevention and early action we will deliver on the ‘triple dividend’ by helping people to stay well and live healthy lives, thus reducing demand for costly services and creating conditions for a prosperous economy. Whilst the focus in this plan is on people and populations, we know that where people live and work impacts on their health and social outcomes and therefore this plan will work in conjunction with the St.Helens Economic Growth Strategy, addressing the infrastructure and economy of the Borough. People who have jobs, good housing, are connected to family, friends and communities feel and stay healthier. The St.Helens People’s Board creates a partnership to collectively achieve the vision of “Improving people’s lives in St.Helens together by tackling the challenge of cost and demand”. It will achieve this through four key objectives for the Borough: o Raising ambition and achieving aspirations o Developing a sustainable health and social care system o Growing the economy o Being connected The ‘People’s Plan’ will deal with issues relating to individuals, lifestyles and local communities which will impact on the services we will commission and deliver within health, social care and community safety. The diagram opposite shows the interplay between the social determinants of health and how communities and relationships impact on health and wellbeing and vice versa. The diagram also illustrates the importance of economic regeneration and place based actions which also have important links with the People’s Board’s...
Strategic Direction. The State Governments’ key priority is to rebalance the South Australian health system in a way that represents the values of the community, delivers the highest standards of safe and quality care and is economically viable for the future. The State Government will use international best practice to develop specific programs that keep people as well as possible and reduce their need to use the existing hospital system by providing increased options for health care provision in the home and community. The Parties will co-ordinate and partner to assist in rebalancing the health system and to achieve the key goals, directions and strategies articulated within the following and to deliver on the SA Government election commitments: • SA Health Strategic Plan 2017 to 2020 • South Australian Health and Wellbeing Strategy 2019-2024 • State Public Health Plan 2019-2024 • SA Mental Health Services Plan The LHN have a responsibility to ensure that the delivery of health care services is consistent with SA Health’s strategic directions and priorities and that these and local priorities are reflected in strategic and operational plans. The South Australian Government, Premier or the Minister for Health and Wellbeing may articulate key priorities and themes.
Strategic Direction. Review and analyze the strategic direction for the Business, recommend changes, implement programs, projects in support of revised strategic direction for the business.
