Strategic Goals Clause Examples
The Strategic Goals clause defines the overarching objectives and priorities that guide the parties' actions and decisions within the agreement. It typically outlines specific targets, desired outcomes, or key performance indicators that both parties aim to achieve during the course of their collaboration. By clearly articulating these goals, the clause ensures that all parties are aligned in their efforts and provides a framework for measuring progress, ultimately promoting coordinated action and reducing misunderstandings about the partnership's direction.
Strategic Goals. The goal of this statewide program is to help health care practices identify, diagnose, and manage depression, anxiety, and substance use in pregnant and postpartum women (the 12-week period after giving birth but can extend to one-year post-delivery).
Strategic Goals. The unequivocal goal set out in our strategic plan is that by 2015 The University of Manchester will be “the UK’s most accessible research-intensive university by providing international students from educationally deprived backgrounds and home students from traditionally under-represented sections of society with a supportive learning environment in an inclusive and welcoming University community9”. A strategy for widening participation for home students has been developed for the next three years to move towards this goal and is based around the following thematic headings:
i. Contributing to national and regional initiatives: in particular contributing to the Government’s multi-faceted approach to promoting social inclusion that aims for 50% of those under 30 to have benefited from higher education by 2010. Through active partnership with Aimhigher Greater Manchester we are leading on a number of initiatives to meet regional targets for increasing participation in higher education learning. This necessitates work that has a long lead-in time and involves working with parents, teachers, careers guidance workers, family, friends and community leaders to nurture a prevailing culture of participation;
Strategic Goals. The goal of this new statewide program is to help health care practices identify, diagnose, and manage depression, anxiety, and substance use in pregnant and postpartum women (the 12-week period after giving birth). Support prenatal care practices in screening, identification, and management of perinatal depression, anxiety and substance use; Improve prenatal care provider confidence and skills in managing mild-to-moderate cases of perinatal depression, anxiety, and substance use; Improve universal screening rates of eligible pregnant and postpartum patients for perinatal depression, anxiety, and substance use using evidenced-based screening tools Participating Prenatal Care Practices will receive monthly on-site consultation and coaching from a trained Clinical Quality Improvement Facilitator; Data Management Training and Support; In-person professional education presented quarterly by Perinatal Behavioral Health Specialists including Best Practice Sharing; Assumptions: Systems of care will provide practices with IT support needed to effectively capture and report screening rates for perinatal depression, anxiety, and substance use MomsPRN Practices will participate from October 2019 through December 2020 with expectation that practice will participate in October 2019 Orientation Program, and quarterly learning collaborative. Practice QI Team will participate in monthly meetings with Practice QI Facilitator. All Clinical Providers to complete Self-Efficacy Surveys at beginning and end of initiative. (Please see Attachment A). Practices will submit baseline and quarterly reports of Screening Rates as outlined in Attachment B) 3-Month Preparation Period QI Initiative Activities (October – December 2019): Participate in October 2019 Orientation Program; Identify members of the practice quality improvement (QI) team. The team should consist of 3 to 4 staff in different roles and include a practice clinical champion and an IT/EHR staff member; Practice QI team participation in monthly meetings with the practice QI facilitator; Practice QI team attendance and participation at in-person kick-off learning session; Plan and test practice workflows to implement screening for perinatal depression, anxiety and substance use with validated screening tool(s); Test EMR system to determine workflow for documentation of screening results; Submit a baseline report of screening rates for perinatal depression, anxiety, and substance use; Complete baseline clinical provider s...
Strategic Goals. With its highly diverse population and size, the City of Chula Vista faces tremendous barriers to ensuring an accurate count and thus receiving an equitable, fair share of funding and representation. The goals of this communications/outreach plan are to: The goal is to build a Census 2020 outreach campaign targeted to raise Census awareness among all residents using the knowledge, expertise and leadership of community residents.
1. Capture the most complete and accurate count of Chula Vista residents. In 2000, we achieved a self-response rate of 79 percent. In 2010, that rate went down to 72 percent. In 2020, we are aiming for a self-response rate of 80 percent.
2. Conduct equitable, offline research to ensure that every hard-to count population is engaged in the Census count.
3. Develop modern, interactive, crowdsourced maps and resources to educate both stakeholders and the population on what areas of the city are hard to count.
Strategic Goals. The Board of Governors of Nunavut Arctic College has established four strategic goals in line with this Mandate.
Strategic Goals. The key strategic goals (from an ownership perspective) for The Cayman Islands National Museum for the 2004/5 financial year are as follows: • To reorganise the current staff complement, structure and responsibilities by December 2004 • To create the new post of Deputy Director by September 2004, and hire an individual that can further develop and support the Museum’s vision, mission and core values • To continue to strengthen the Board’s role and commitment to the growth of the Museum through the development of various committees during this period • To develop with our partners the second phase of the Maritime Heritage Trail and Shipwreck Preserves during this period – the Shipwreck Preserves • To begin construction of a new Support Facility on the newly leased government land before the end of June 2005
Strategic Goals. Does history indicate that the hospital can help the physician accomplish its mission through strategic planning, investment in equipment, etc.?
Strategic Goals. Mintek’s strategic goals are to:
Strategic Goals. Goal Project Response Rank Comments
Strategic Goals. 1. Asserting the leading role of the Ministry of Emergency Situations in the preparation of the executive authorities and the other state bodies, the Uniform Rescue System and the volunteers for effective, adequate and timely action for disaster protection of the population.
2. Strengthening the administrative capacity of the Ministry of Emergency Situations to fulfil the tasks for protection of the population in the event of disaster and in wartime, in accordance with the tasks arising from the Disaster Protection Act and alignment with Community legislation.
3. Upgrading the level of training of Civil Protection National Service Directorate General personnel for the performance of activities in line with the new realities and commitments assumed arising from the membership of the Republic of Bulgaria in NATO and in the EU and the objective situation in the country.
4. Achievement of a fundamentally new level of planning, organising and conducting of training of the general public through use of new modern methods and forms, including the media.
5. Improving the effectiveness of work with the media, for the purpose of cultivating positive attitudes of involvement and support for the activities of the Ministry of Emergency Situations in addressing its tasks to train the executive authorities and the other state bodies, the Uniform Rescue System and the volunteers in effective, adequate and time action for disaster protection of the population.