Strategic Case Clause Samples
The 'Strategic Case' clause defines the justification and rationale for undertaking a particular project or initiative within a contract. It typically outlines the project's alignment with organizational goals, the expected benefits, and the reasons why the project is necessary at this time. For example, it may reference market opportunities, compliance requirements, or anticipated efficiencies. The core function of this clause is to ensure all parties have a shared understanding of the project's purpose and value, thereby providing a clear foundation for decision-making and prioritization throughout the contract's lifecycle.
Strategic Case. Across Scotland, the NHS is facing significant challenges that demand a reshaping of services to be more sustainable, make better use of technology and to tackle and reduce inequalities. The global COVID-19 pandemic has not only served to amplify these challenges but has also presented some important opportunities like increased utilisation of Near Me consulting, teams working remotely from home and significant moves forward in the use of digital technologies. It has accelerated our shared acceptance of new and different ways of doing some things that is also now supporting more sustainability. In NHS Highland, we face the dual pressures of the remoteness and rurality of some of our communities, such as Caithness, as well as a higher proportion of older people than other parts of Scotland. The purpose of this Initial Agreement (IA) is to clearly demonstrate a strategic case for changes to the provision of adult health and social care services in Caithness. To support the preparation of the document, population and service projections were carried out including a capacity modelling exercise. The GP contract offers further opportunities to reshape some elements of service delivery, as does greater use of technology to deliver more care at home or in a homely setting. The IA is the first of three documents which are required to be prepared as part of the Scottish Capital Investment Manual (SCIM) business case process. Once it has been approved by the Scottish Government Capital Investment Group (CIG) the project would progress to Outline Business Case (OBC) and Full Business Case (FBC). This document details our thinking in terms of the most important issues that shape our strategic priorities and how these align nationally and across NHS Highland. The co-production of options and public consultation carried out in 2018 was one of the most extensive and comprehensive ever carried out by NHS Highland, and arguably, by any public- sector organisation in Scotland. Through that process, there was support for better collaboration with partners and ongoing community involvement, to improve the impact of combined resources and investment. The vision for the redesign of services and investment in Caithness fits with the ‘Place Principle’ as first published by the Scottish Government in April 2019. This proposal embraces the themes detailed in the principle around working collaboratively, in and from the two new hubs, and working with communities to make best use of r...
Strategic Case. Why is UK support required? Background and Problem Statement
1. Africa’s disease burden and health outcomes have notably improved over the past decade, including impressive reductions to nearly halve under-five mortality between 1990 and 2013. The maternal death rate has also declined by 48% during the same period.2 However, health systems in most countries remain weak, characterised by gaps in financing, skills and the health workforce, low availability of medical products, vaccines and equipment and unequal distribution and access to health services. Disease burdens also remain high: more than 90% of the estimated 300-500 million annual malaria cases are in Africa, mainly in children under five years of age. HIV/AIDS continues to affect the continent, which has 11% of the world's population but 60% of the people with HIV/AIDS.3 An infectious disease outbreak is reported every 3 to 4 days in Africa, these are often animal in origin defining the need for a ‘One Health’ approach, which recognises the connection between human, animal and plant health.
2. The weaknesses in national public health systems were exposed by the Ebola Virus Disease epidemic in West Africa; the worst in history in terms of magnitude, geographical scope and duration. The outbreak began in Guinea in late 2013, after which the disease spread rapidly to Sierra Leone and Liberia. The WHO designated the outbreak a public health emergency of international concern in August 2014. By the end of 2014, in addition to Guinea, Sierra Leone and Liberia, cases had also been reported in Nigeria, Senegal, Mali, Spain and the United States. Without interventions or changes in community behaviours, the US Centres for Disease Control and Prevention (CDC) predicted that Sierra Leone and Liberia would face up to 1.4 million cases of Ebola by January 2015.4
3. The response effort was a success in controlling the spread of infections. As a result of concerted action by international partners (including the UK) and African governments, these cataclysmic predictions did not become a reality: 24,802 cases were reported in Sierra Leone and Liberia, with a further 3,814 cases in Guinea.5 In addition, a potential fourth country outbreak was averted. However, despite these successes, immense suffering and fear were experienced by communities, national health systems were brought to a halt, and hard-won social and economic gains were reversed. The World Bank estimates that the Ebola outbreak cost the economies of ...
Strategic Case