Strategic Direction. A description of the school’s strategic direction including a proposal for goals for the following contract period; and
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. 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. 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 Commitments: • SA Health Strategic Plan 2017 to 2020 • South Australian Health and Wellbeing Strategy 2019-2024 • State Public Health Plan 2019-2024
Strategic Direction. 1.1 Our Strategic Vision
Strategic Direction. Parent hereby confirms its intention to become a specialty pharmaceutical company primarily focused on the PRC. Parent confirms that its SCV-07 Phase II development spending of oral mucositis (“OM”) is expected to conclude after the phase 2b OM trials is complete and that in the event of a lack of success of Parent in its SCV-07 Phase II trial, as may be reasonably determined by Parent, no further U.S. based research and development shall be pursued by Parent during Parent’s fiscal years 2011 and 2012. However, if the SCV-07 Phase II trial is successful and the SCV-07 asset demonstrates strategic value to Parent or its Subsidiaries, as may be reasonably determined by Parent, Parent shall pursue further development through a self-funding model where no further material funding from Parent will be required. Furthermore, Parent intends that such SCV-07 asset will be available also for PRC-based development.
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. The Strategic Direction is the supervisory body for the strategy of the Project and a decision- making body of the Consortium which shall report and be accountable to the General Assembly. In addition to the rules described in Section 6.2, the following rules apply:
Strategic Direction. The ETSAP Contracting Parties core aim is to carry out significantly advanced energy systems modelling through cooperative activities. The primary areas of focus are on i) improving ETSAP modelling tools in order to respond to the increased complexity and ambition in energy and climate policy, ii) growing the number of ETSAP tool users through training and capacity building in energy systems modelling iii) supporting the independent activities of Contracting Parties, iv) facilitating tool users to offer their capabilities independently to national and international organizations in building energy models, compiling scenarios and conducting analyses and v) collaborating with non- IEA member countries, building on recent positive engagements with China and Kazahkstan. The requirement for a path towards a very different energy system is dictated by the needs for economic sustainability, for energy security, and for social safety together with the critical issues related to climate change and environmental protection. In this context, decision makers need robust policy analyses that encompass the relevant global, regional national and local factors with increasing detail. In order to assess the contribution of new technological options, the key technologies need to be identified and the policies that can bring them to the market should be defined. Therefore analytical tools that examine the integrated energy system operation, including environment and economics are essential in increasing the evidence base underpinning these policies. The tools developed by ETSAP to date cover some of the most important issues needed in this analysis. They - incorporate environmental impact issues through the accounting of pollutant emissions, - incorporate climate change issues in the TIMES Integrated Assessment Model (TIAM) and - link the energy systems analysis with macro-economic models (TIMES-MACRO, TIAM- MACRO). - allow for analysis of uncertainties related to future energy sector developments. However new questions and aspects of the future energy system require tools enhancement and further studies. These aspects include: - The integration of variable renewables in the energy system poses new question related to the flexibility of the system operation which should be addressed by enhanced tools. - The coupling of energy system tools and more detailed macro-economic models. This will give the possibility to take into account in the analysis the effects of the energy sys...
Strategic Direction. 3.1 Annual objectives will be discussed by the EAGA Executive Committee at their first meeting for the year
3.2 Objectives will guide development of an annual action plan developed by the EAGA Coordinator with assistance from the Steering Committee
3.3 Strategic planning will occur every 3 years and action planning annually.
