Vision and Objectives Sample Clauses

Vision and Objectives. 5.1. The Partners have agreed to work towards a common vision for Calderdale as follows: 5.2. In pursuit of the vision the Partners have agreed to work towards the following objectives: 5.2.1. Reducing health inequalities across the borough of Calderdale. 5.2.2. Investing in prevention and 'home first', helping people to avoid admission to care homes and hospital beds wherever possible. 5.2.3. Developing a sustainable health and care system for Calderdale. 5.2.4. Integrating services and their supporting workforce to deliver joined up care. 5.2.5. Looking after our workforce and ensuring they are happy and fulfilled at work. 5.2.6. Making best use of Calderdale's resources and getting the most out of the 'Calderdale pound'. 5.2.7. Working in partnership with our localities, communities and citizens.

Vision and Objectives. The vision for the DFG proposal is to create a Shared Home Improvement Agency function inclusive of Disabled Facilities Grant service and integrated Occupational Therapy. The background to the proposed new service is described in Section 1. The objectives of a Shared Home Improvement Agency function are to:  Ensure that all individuals in Hertfordshire who need housing adaptations to support independent living will have access to an appropriate service that is timely, accessible, equitable and fit for purpose to address rising demographic pressures  Deliver a fully standardised service, enhancing operational efficiency, customer satisfaction and improving value for money  Implement robust monitoring arrangements against key performance indicators  Improve service resilience through joined up working, adopting a common methodology and service standards, sharing staff knowledge, skills and expertise  Open up future opportunities to expand into private sector adaptations and align to wider Clinical Commissioning Group activity in order to maximise income generation, efficiency and value and impact of the DFG element of the Better Care Fund. The strategic drivers and benefits are further described in Section 2. High Level Proposals The preferred proposals recommended as a result of this Business Case are to:  Provide a common framework for procuring contractors to deliver adaptations in clients’ homes, and the centralisation of the assessment and administrative functions  Deliver a professional Home Improvement function to meet the needs of the partner Councils and the requirements defined in Housing Grants, Construction and Regeneration Xxx 0000 and the Care Xxx 0000  Ensure ongoing value for money of home improvement services in the Councils which participate in the Shared Service, in order to maximise the housing, health and social care system benefits of the DFG element of the Better Care Fund  Governance of the shared service by a Memorandum of Understanding which will set out the detailed arrangements for the Shared Service. Partners will be required to sign up to the terms and conditions of this document for a set period of time in order to be part of the Shared Service. The scope of the proposed Service is described in Section 5.

Vision and Objectives. To expand power generation, transmission, and distribution infrastructure and address the constraints prevalent in the power sector, Viet Nam approved the National Power Sector Development Master Plan VII (PDMP VII), covering the period 2011-2020, with projections to 2030, on 27 July 2011. The overall aim of the PDMP VII is to meet rapidly growing electricity demand in an economically and environmentally sustainable manner to sustain economic growth.

Vision and Objectives. The Parties desire to create a combined Legacy/OHSU health care system (the “Combined System”) that is composed of their current complementary health systems. The Parties’ primary objectives in pursuing the System Combination are to: • Create a combined organization that is better able to achieve the Parties’ respective missions to improve the health and well-being of people, patients, and the broader community; • Combine and coordinate care and complementary services across the Parties’ locations in Oregon and Washington State to offer high quality and cost-effective delivery of inpatient and outpatient healthcare to the communities they serve; • Build upon the Parties’ complementary strengths in providing care in full range of needs from primary and secondary care, preventive medicine, and public health to tertiary and quaternary services; • Maintain and improve health care access to underserved, vulnerable populations in urban, suburban, and rural locations; • Enhance and expand relationships with physicians and other health care providers to provide fully integrated services across the continuum of care; • Strengthen the long-term financial health of the combined enterprise to enable it to (a) make significant capital improvements as needed from time to time to operate a state-of- the-art health system and to respond to changes in technology, demographics and care management models; and (b) better withstand the high volatility in the health care services industry (due to labor shortages, inflation, dependence on government payors and other factors); • Enhance the current academic footprint of the Combined System in order to (a) expand the education and training opportunities of future health care practitioners; and (b) enhance and expand access to clinical trials, research activities and other innovations across more diverse populations and a broader range of services; • Enhance the ability of the combined Oregon and Washington State-based system to provide high quality care at reasonable cost, and thereby deliver substantial value to patients and payors, by achieving efficiencies, investing in new systems and technologies, and leveraging the best practices of both systems; and • Accelerate the ability of the Combined System to continue to transition to value-based care models.