Memorandum of understanding. Keyport, Washington, (January 11, 2007) - Left, Rear Adm. Richard Houk, commander, 13 Coastguard District, and Rear Adm. William French, commander, Navy Region Northwest, signs a Memorandum of Understanding with the Washington State Veterans Affairs. The agreement, signed by 32 organizations is to ensure all service members returning from combat zones can take advantage of benefits available to them.
A memorandum of understanding (MoU) is describing a bilateral or multilateral agreement between two or more parties. It expresses a convergence of will between the parties, indicating an intended common line of action. It is often used in cases where parties either do not imply a legal commitment or in situations where the parties cannot create a legally enforceable agreement. It is a more formal alternative to a gentlemen's agreement. In private law[edit] In private U.S. law, MoU is a common synonym for a letter of intent. Inside a company or government agency[edit] Advantages[edit] Strength_in_numbers_a_guide_to_building_community_coalitions_aug03. 1. Creating and Maintaining Partnerships.
This story is adapted with permission from AHEC/Community Partners' Healthy Communities Newsletter, Mar. -Apr. 2002 issue. Some coalitions are born of a crisis. Others, like EQUAL (the East Quabbin Alliance), in Barre, Massachusetts, are created by a desire to make long-term improvements in a community. Coalitions can be complex community organisms, and it is often hard to pinpoint an exact moment of creation. While there wasn't a single burning issue that got EQUAL going, many people in the area had shared concerns, and were eager to work together for change. EQUAL's roots can be traced to the local Barre Family Health Center that it eventually helped save (more on this below). These discussions stimulated interest in developing a community health coalition, and a core group of residents came together to form EQUAL.
"I was resistant to getting involved at first," says Sue Coles, a member of Equal's steering committee, "because I didn't want to be part of a bureaucratic boondoggle. " Table of Contents. Toolkit. The United States does not have a commonplace method by which localities can set priorities and implement improvements. Other countries authorize the County Council, Primary Care Trust, or public health offices to assess the community situation, set priorities, engage in debates among advocates, defend the interests of the vulnerable, and act responsibly in the public interest.
In the US, local governments have very limited authority to control payments, services, or patterns of care. Individual state governments have some of these authorities, but they are generally too large to engineer local reform. No other authority usually exists. Therefore, most localities in the US will need to develop voluntary coalitions to guide change in their own sites. Some can build on organizations or coalitions already in place; others will build from the beginning. Convening competing voluntary organizations is a fragile model on which to build governance.
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