HSP Strategic Sample Clauses

HSP Strategic. Priorities for 2021-22 The strategic priorities for PathWest for 2021-22 are as follows: • pursue environmental sustainability and reduction of PathWest’s carbon footprint through process changes and alignment with relevant ISO standards [SHR Recommendation 5], • support children in getting the best start, with an upgrade to software used for newborn screening and introducing a Congenital Adrenal Hyperplasia test to the Newborn Bloodspot Screening program [SHR Recommendation 8], • drive funding transparency by further development of the Pricing & Costing Model, with parallel billing commencing in 2021-22 [SHR Recommendation 16], • undertake strategic planning to address capacity issues through upgrade of facilities and consolidation of services including relocations that will provide value-based healthcare to the community [SHR Recommendation 20], • invest in digital healthcare by completing and optimising the new LIS system, improving business analytics to drive process and cost efficiencies, automation/improvement in the CPOE/Registration Process, introduction of RPA/AI to replace manual repetitive non-value add processes, and development of an ICT Roadmap [SHR Recommendations 21 and 22], • drive capability and capacity through the development, implementation and monitoring of the PathWest Strategic Plan, including associated priorities and completing the PathWest organisational structure update [SHR Recommendation 24], • drive innovation through collaboration with key partners by conducting a scoping study for the development of a WA Health Genomics Institute and consolidating the Statewide Biobanking Facility [SHR Recommendation 28], and • ensure that research activities and investment are linked to the priorities of the WA health system and put into practice, through Statewide comprehensive genomics testing to expedite tailored treatment of WA cancer patients [SHR Recommendation 29].
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HSP Strategic. Priorities for 2021-22 The strategic priorities for XXXXX for 2021-22 are as follows: • achieving equity of health service access and health outcomes for country people, • support the implementation of the Equity of Access Policy for country people through the system manager (SHR Recommendation 12), • expansion of a range of specialist and patient transport coordination services from the XXXXX Command Centre, • expansion of the Patient Assisted Travel Scheme (Election Commitment 2021) and delivery of PATS portal, • implementation of Country Ambulance Review key initiatives including Paramedics (Election Commitment), • supporting the ERC initiated XXXXX Cost Drivers Review, • deliver expanded Cancer and Palliative Care services, • deliver outpatient reform and mental health service improvement, • implement the COVID Recovery Plan, and • deliver capital improvement projects including: Kalgoorlie MRI, Xxxxxx Hospital new build (Stage 1), Carnarvon Hospital Residential Aged Care Facility, Derby Community Health new build, Merredin Theatres refurbishment, and key milestones achieved: Bunbury – progress redevelopment and service planning, Geraldton Hospital Redevelopment commence construction works in 2022.
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HSP Strategic. Priorities for 2021-22 The strategic priorities for EMHS for 2021-22 are as follows: • provide safe, outcome focused care through service delivery models that optimise resources and ensure we meet our service demands, • deliver mental health care that is patient centred, delivered through contemporary models of care shaped by consumers’ needs, • apply evidence-based approaches to utilising technology to improve patient outcomes and optimise allocation of healthcare resources, • partner with Aboriginal communities to create a safe and welcoming environment where consumers feel respected and empowered to optimise their health and wellbeing, and • be future focused to deliver innovative and contemporary models of care, to meet future health needs.
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HSP Strategic. Priorities for 2021-22 The strategic priorities for NMHS for 2021-22 are as follows: • build healthy and engaged communities by empowering people to live healthy lives, and to co-design and collaborate to improve services to deliver community centred care, • provide people-centred care through placing consumers’ and their carers’ best interests and experience at the core of service provision, • ensure integration and connection through the building of strong partnerships, • deliver innovative and adaptive models of care, using research, innovation and technology to improve patient outcomes, • invest in people and culture to support an engaged and capable workforce, and • be sustainable and reliable by having a clear focus on reducing harm, waste and unwarranted variation.
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HSP Strategic. Priorities for 2021-22 The strategic priorities for CAHS for 2021-22 are as follows: • support children to meet their optimal social, emotional, and physical potential, with a focus on the first 1,000 days, through the implementation of community based, collaborative, evidence-based models of care including, community hubs [CAHS Strategic Aspiration: First 1000 days; SHR Recommendation 1], • systems and partnerships enable CAHS to identify and target resources toward: the most vulnerable children in our community; those with complex health needs; and those who otherwise fall between the gaps [CAHS Strategic Aspiration: the most vulnerable children], • increase engagement with and improve access for Aboriginal children and families, supported through a strong Aboriginal health capability across CAHS and an increased Aboriginal workforce [CAHS Strategic Aspiration: Aboriginal Health], • systems and partnerships ensure that all consumers experience integrated models of mental health care across a continuum from prevention to recovery, with services that meet current and future needs [CAHS Strategic Aspiration: Mental Health], • support CAHS clinicians, who are leaders in their field, to deliver the best possible health outcomes for children and young people [CAHS Strategic Aspiration: Clinical Excellence], • enhance the use of technology to enable safer, higher quality, integrated care that will provide transparent, real-time information to improve health outcomes for children and young people [CAHS Strategic Aspiration: Technology Enhanced Care], • support respectful and appropriate end of life care and choices, and ensure accessible and compassionate palliative care options, including through delivery of the first children’s hospice [CAHS Strategic Aspiration: the most vulnerable children; SHR Recommendation 9], • support and empower CAHS employees to look after their wellbeing, ensure they are physically and psychologically safe in our workplaces, and are supported to maximise their health and wellbeing [CAHS Strategic Aspiration: Culture and Wellbeing; SHR Recommendation 23], and • support a culture and environment which centres on care for children, young people and families, and value and respect for our people. Provide high-value healthcare, promote teaching and research and collaborate with key support partners [CAHS Strategic Aspiration: Culture and Wellbeing; SHR Recommendation 23].
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HSP Strategic. Priorities for 2021-22 The strategic priorities for the QC for 2021-22 are as follows: • enhance prevention measures to keep people healthy and out of hospital, through continuing to focus on accessing services to support overall health and wellbeing [SHR Recommendation 1], • support respectful and appropriate end of life care and choices by partnering with Palliative Care WA [SHR Recommendation 9], • implement an enhanced model of care in the provision of seamless transition to a disability model of service, • enhance access to clinical services by maintaining strong relationships with outreach tertiary services, ensuring timely follow ups for e-referrals and use of telehealth where appropriate, • promote sustainable practices and encourage an environmentally conscious workplace [SHR Recommendation 5], and • commit to focus on staff wellbeing and health promotion to ensure a stable, engaged, skilled and flexible workforce able to support the model of care required until service closure [SHR Recommendation 6].
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HSP Strategic. Priorities for 2021-22 The strategic priorities for HSS for 2021-22 are as follows: • management of the COVID-19 pandemic to minimise the impact of COVID-19 on the WA community, and supporting the recovery phase, • supporting the implementation of the WA Health Digital Strategy and Sustainable Health Review, including progressing MIRP, HealthNext, HRMIS, My Health Record and the EMR Business Case development, • implementation of the HSS Business Plan (and new Strategic Plan once developed) including the HSS business transformation program to drive better value and improve customer experience, • continuing to build desired culture and workforce engagement, including supporting our people’s health and wellbeing, and • delivering HSS’ core services in line with performance targets and within budget, and managing and minimising other financial risks.
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HSP Strategic. Priorities for 2021-22 The strategic priorities for SMHS for 2021-22 are as follows: [Not available]
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Related to HSP Strategic

  • STRATEGIC PLAN (1) Within ninety (90) days, the Board shall adopt, implement, and thereafter ensure Bank adherence to a written strategic plan for the Bank covering at least a three-year period. The strategic plan shall establish objectives for the Bank's overall risk profile, earnings performance, growth, balance sheet mix, off-balance sheet activities, liability structure, capital adequacy, reduction in the volume of nonperforming assets, product line development and market segments that the Bank intends to promote or develop, together with strategies to achieve those objectives and, at a minimum, include:

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  • Program Management 1.1.01 Implement and operate an Immunization Program as a Responsible Entity

  • Exit Strategy You must have a plan in place to address what will be done in the event of closure or termination of the Services under the Service Agreement. This Exit Strategy may include details on the process that You will employ to cease the Services, arrangements for relevant employees, the continuity of the Services to the Service Users, the handling of records and information in relation to the Services and how the Assets will be dealt with, distributed or transferred. Where the Service Agreement comes to an end for any reason, the Assets (if any) will be distributed as directed by Us. Tasks Activities

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  • Project Development a. Collaborate with COUNTY and project clients to identify requirements and develop a project Scope Statement.

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  • Program Monitoring and Evaluation (c) The Recipient shall prepare, or cause to be prepared, and furnish to the Association not later than six months after the Closing Date, a report of such scope and in such detail as the Association shall reasonably request, on the execution of the Program, the performance by the Recipient and the Association of their respective obligations under the Legal Agreements and the accomplishment of the purposes of the Financing.”

  • Management Team Subject to any approval or consulting rights of the --------------- Joint Operations Committee, Manager shall engage or designate one or more individuals experienced in dental group management and direction, including, but not limited to, an administrator, who will be responsible for the overall administration of the Practice including day-to-day operations and strategic development activities.

  • Supply Chain Monitoring A copy of the supply chain monitoring process, which should include details of the process for monitoring the financial viability of the supply chain (including timing), together with any known risks to supply chain stability and material changes to the supply chain. This should include extracts from Board level meetings, risk registers etc where any of the above items have been discussed. Annex 1 1 Information from Contractors who are not required to submit form AR01 to Companies House

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