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. 2010 In 2008, the main focus of Innovation Support was on external research contract support. However, with the establishment of the new CIO and the TTO the focus in 2009 will be more evenly spread over Contracts and Innovation Support and Technology Transfer Support. The aim will be to continue to provide excellence in external research contract writing support and innovation (and thereby to continue to grow the external research contract base). Simultaneously, the TTO will aim to increase the levels of invention disclosures, and IP protection through patenting and third stream revenue generation, through licensing of University technological innovations. The key strategic innovation goals for 2010 are as follows: ⮚ Human Capital Development and education about research and innovation; ⮚ Building the shared cost contract research base by developing the external research culture with government and industry in a ‘triple helix model’; ⮚ Knowledge generation and intellectual property creation and exploitation through invention disclosure, innovation protection through patenting and technology transfer through licensing; ⮚ Knowledge transfer infrastructure development through the establishment of the CIO and TTO; ⮚ Building enabling environments to address the ‘innovation chasm’, between researchers, the internal innovation support structures, and external users of technological innovation.
Strategic Goals. The UNM–LA strategic plan is centered on the following six goals: Goal 1 – Develop and maintain strong ties with constituents and stakeholders leading to greater participation in higher education within our region and resulting in economic development. Goal 2 – Communicate and demonstrate how our mission, vision, and values are ensuring excellence in UNM–LA programs, services, and opportunities to underscore our position as a premier educational institution. Goal 3 – Staff UNM–LA sufficiently to sustain high instructional standards, enable realistic workloads in providing support services, and create an environment that encourages excellence. Goal 4 – Increase enrollment for the purpose of creating a vibrant campus community and sustainable programs and services. Goal 5 – Create and manage new revenue streams to complement state funding, stabilize support for recurring costs, and enable investments in our educational infrastructure. Goal 6 – Review and revise the strategic and implementation plans each quarter to ensure they serve as the framework for decision-making and continue to serve the UNM–LA community.
Strategic Goals. The goal of this pharmacy led team-based care initiative is to provide primary care practices with an interprofessional quality improvement learning opportunity with the aim of improving the management of hypertension and diabetes using Ambulatory Blood Pressure Monitoring (ABPM) or professional continuous glucose monitoring (proCGM), respectively. Participating practices will work on one of these two areas over a two-year time-period with the expectation of increased growth/utilization over time by the number of patients, providers, and sites (as applicable to practice site/system of care). Ambulatory Blood Pressure Monitoring (ABPM): The United States Preventive Services Task Force recommends that primary care clinicians use blood pressure measurements outside of the clinical setting for diagnostic confirmation of hypertension prior to initiating medications. ABPM is useful to evaluate for white coat effect, white coat hypertension, and masked hypertension, and allows for measurement while patients are awake and asleep, which can be valuable for risk assessment. Moreover, obtaining a more complete understanding of ambulatory BP readings taken throughout the day can better guide drug therapy, and may preempt the need for emergency care. Involving the patient in the process may improve patient adherence to medication and management. Professional Use of Continuous Glucose Monitoring (proCGM): The American Diabetes Association and the American Association of Clinical Endocrinologists support the use of continuous glucose monitoring in conjunction with insulin therapy to improve glycemic control, reduce hypoglycemia and lower diabetes costs. Measuring A1C has long been considered a gold standard for evaluating diabetes control, but time in range (TIR) and other CGM metrics have been gradually incorporated into the Standards of Care as complementary measures to A1C. The ADA 2022 standards of care recommend evaluating glucose management using a 14-day assessment from CGM because Time in Range, Time below Range, and Time above Range are additionally informative to medical decision-making. These metrics can also help patients with day-to-day diabetes management. Professional use of CGM, which means it is used intermittently under the direction of a health care professional, can be especially important for patients who cannot afford a personal device. Studies have shown that the additional data obtained can achieve reductions in A1C, lessen glycemic variability, d...
Strategic Goals. The UNM–LA strategic plan is centered on the following six goals:
Strategic Goals. The Board of Governors of Nunavut Arctic College has established four strategic goals in line with this Mandate.
Strategic Goals. Strategic Goal 1: Strengthen Health Care H Strategic Goal 2: Advance Scientific Knowledge and Innovation H Strategic Goal 3: Advance the Health, Safety, and Well-Being of the American People H Strategic Goal 4: Ensure Efficiency, Transparency, Accountability, and Effectiveness of HHS Programs M DHHS IT Goals: Goal 1: IT Workforce Aim—Acquire, deploy, and sustain a technology- enabled workforce L Goal 2: Cybersecurity and Privacy Aim—Protect critical systems and data M Goal 3: Shared Services Aim—Optimize ability to accomplish mission by sharing business systems and services H Goal 4: Interoperability and Usability Aim—Promote usability, interoperability, data sharing, and integration H Goal 5: IT Management Aim—Mature IT management and governance to improve stewardship of IT investments and acquisition M
Strategic Goals. X. LEAD THE REGION’S ONE-STOP CAREER CENTER SYSTEM WHICH: Aligns education, employment and training services Reinforces retraining and retention of the current workforce Provides valued services and dependable results for business and the workforce Embeds the principles of continuous quality improvement
Strategic Goals. Driving Improved performance • Current SAAs include performance, monitoring, explanatory and developmental indicators - Performance Indicator means a measure of HSP performance for which a Performance Target is set.
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
