Local Priorities Clause Samples

Local Priorities. Under the Health Care Act 2008, the Governing Board must ensure that strategic plans to guide the delivery of services are developed for the LHN and for approving these plans. The LHN is required to work collaboratively with their Governing Board to develop the following plans: • Strategic Plan • Clinical Services Plan/Health and Wellbeing Strategy • Safety and Quality Account • Workforce Plan, including an education and training strategy • Corporate Governance Plan • Clinical, consumer and community engagement strategies • Annual Report It is acknowledged that the LHN will implement local priorities to deliver the SA Government and SA Health priorities, and meet the needs of their respective populations.

Local Priorities. Under the Health Services ▇▇▇ ▇▇▇▇, Boards have the function of ensuring that Districts and Networks develop strategic plans to guide the delivery of services, and for approving these plans. The Organisation is responsible for developing the following plans with Board oversight: • Strategic Plan • Clinical Services Plans • Safety and Quality Account and subsequent Safety and Quality Plan • Workforce Plan • Corporate Governance Plan • Asset Strategic Plan It is recognised that the Organisation will implement local priorities to meet the needs of their respective populations. The Organisation’s local priorities for 2021-2022 are as follows: Strategic and local priorities 2021–22 Service Agreement 8 Strategic and local priorities 2021–22 Service Agreement 9

Local Priorities. Under the Health Services ▇▇▇ ▇▇▇▇, Boards have the function of ensuring that Districts and Networks develop strategic plans to guide the delivery of services, and for approving these plans. The Organisation is responsible for developing the following plans with Board oversight:  Strategic Plan  Clinical Services Plans  Safety and Quality Account and subsequent Safety and Quality Plan  Workforce Plan  Corporate Governance Plan  Asset Strategic Plan It is recognised that the Organisation will implement local priorities to meet the needs of their respective populations. The Organisation’s local priorities for 2019/20 are as follows: • Vigorously pursuing Premier's priorities including reducing childhood obesity, Emergency Treatment Performance and Elective Surgery Access Performance; • Ongoing clinician engagement and participation in supporting the delivery of quality health services, ensuring sound clinical governance and promoting shared leadership; • Enhancing integrated community based services to keep people healthy and out of hospital; • Continue to implement Mental Health service reforms in response to the 'Review of seclusion, restraint and observation of consumers with a mental illness in NSW Health facilities' recommendations; • Continuing commitment to closing the life expectancy between Aboriginal and non• Aboriginal people and further implementing the Northern NSW Integrated Aboriginal Health and Wellbeing Plan; • Delivering capital infrastructure projects on time and on budget. This will include engaging workforce and community in consultations about Tweed Valley Hospital, Grafton Base Hospital and Ballina District Hospital capital programs; • Enhancing the reach and scope of Integrated Care and Leading Better Value Care initiatives across NNSW LHD; • Continue to invest in the strong functional relationships with North Coast Primary Health Network, Aboriginal Medical services and our other service partners to deliver services that meet the needs of our communities.

Local Priorities. First time buyers with a Local Connection in the Borough and who would be eligible to be placed on the Council’s Housing Needs Register

Local Priorities. The priority resource concerns identified by the NRCS local working group include: • Soil Erosion, Soil Quality Degradation, & Soil Health • Water Quantity and Quality • Upland and Aquatic Wildlife and Their Habitat • Degraded Plant Condition • Air Quality & Inefficient Energy • Forest Health & Wildfire Risk • Livestock Production Limitations The project will fulfil the community's needs by providing conservation planning and administrative staff to assist local NRCS with their workload. Local NRCS has been chronically understaffed, and this trend is continuing. A new soil conservationist was recently hired, starting on July 1, 2023, to fill an existing vacancy. At the same time, another local soil conservationist accepted a new position in Connecticut and will be leaving yet another unfilled position. The NRCS hiring process has not been quick or efficient lately and we seek provide continuity of services to our customers through these transitions. As mentioned above, we intend to review areas where we could further improve upon our ability and desire to reduce barriers to program participation, thereby directly upholding our mission to encourage conservation and wise use of natural resources. This funding will allow us to hire a consultant to assist with the development and/or implementation of board succession plans that are inclusive and provide opportunities for new, diverse voices to participate in mentorship or board development opportunities. The District develops its Long Range Plan in close partnership with NRCS and seeks input from other partners including Farm Service Agency, Oregon State University Extension, Wy'East Resource & Conservation Development Council, Area Watershed Councils, and producer groups. Our LRP is currently undergoing updates and revisions and includes emerging opportunities such as DEI and climate change as areas to focus on. We anticipate using the DEI work completed through this grant to further update our LRP to ensure we are building the right partnerships, conducting effective outreach and education to reach new and historically underserved producers, and ultimately enrolling them in NRCS programs.

Local Priorities. Under the Health Services ▇▇▇ ▇▇▇▇, Boards have the function of ensuring that strategic plans to guide the delivery of services are developed for the District or Network and for approving these plans. Local Health Districts and Specialty Health Networks are responsible for developing the following Plans with Board oversight:  Strategic Plan  Clinical Services Plans  Safety and Quality Account and subsequent Safety and Quality Plan  Workforce Plan  Corporate Governance Plan  Asset Strategic Plan It is recognised that each District and Network will implement local priorities to deliver the NSW Government and NSW Health priorities, and meet the needs of their respective populations. The Network’s local priorities for 2018/19 are as follows:

Local Priorities. Under the Health Services ▇▇▇ ▇▇▇▇, Boards have the function of ensuring that Districts and Networks develop strategic plans to guide the delivery of services, and for approving these plans. The Organisation is responsible for developing the following plans with Board oversight:  Strategic Plan  Clinical Services Plans  Safety and Quality Account and subsequent Safety and Quality Plan  Workforce Plan  Corporate Governance Plan  Asset Strategic Plan It is recognised that the Organisation will implement local priorities to meet the needs of their respective populations. The Organisation’s local priorities for 2019/20 are as follows: o Redesign culturally safe models of care to enhance access to appropriate health care options and wellbeing programmes for Aboriginal and ▇▇▇▇▇▇ ▇▇▇▇▇▇ Islander people and vulnerable populations. o Develop a Primary Health Workforce Plan, led by the NSW Rural Doctors Network together with the Murrumbidgee Primary Health Network and community stakeholders.

Local Priorities. Under the Health Services ▇▇▇ ▇▇▇▇, Boards have the function of ensuring that Districts and Networks develop strategic plans to guide the delivery of services, and for approving these plans. The Organisation is responsible for developing the following plans with Board oversight: • Strategic Plan • Clinical Services Plans • Safety and Quality Account and subsequent Safety and Quality Plan • Workforce Plan • Corporate Governance Plan • Asset Strategic Plan It is recognised that the Organisation will implement local priorities to meet the needs of their respective populations. The Organisation’s local priorities for 2021-2022 are as follows: 1. Keeping people healthy through prevention and health promotion 2. People can access care in out of hospital settings to manage their health and wellbeing 3. People receive timely emergency care 4. People receive high-quality, safe care in our hospitals 5. Our people and systems are continuously improving to deliver the best health outcomes and experiences

Local Priorities. Under the Health Services ▇▇▇ ▇▇▇▇, Boards have the function of ensuring that Districts and Networks develop strategic plans to guide the delivery of services, and for approving these plans. The Organisation is responsible for developing the following plans with Board oversight:  Strategic Plan  Clinical Services Plans  Safety and Quality Account and subsequent Safety and Quality Plan  Workforce Plan  Corporate Governance Plan  Asset Strategic Plan It is recognised that the Organisation will implement local priorities to meet the needs of their respective populations. The Organisation’s local priorities for 2019/20 are as follows: NSLHD will continue to focus on delivering high quality, timely care for the patients of the district. This includes building on the improvements in Emergency Treatment Performance, as well as continuing to deliver elective surgery in clinically appropriate times, both of which have seen increased performance in the previous year despite growing demand for services. NSLHD will also advance its focus on the patient experience. Patient experience is the complete journey through a service (inpatient, outpatient or community) from when the patient/consumer is referred or engaged in a service to when they leave. This includes patient reported satisfaction with the level of information provided, ease of access (parking, way-finding, wait times at clinics/appointments), empathy and connection with staff, cleanliness of facilities and if they felt safe during their care. 2019/20 will also see an upgrade in the capacity of Ryde’s Intensive Care Unit, which will enable the unit to better support patients in the hospital as well as the network of Intensive Care Units across the district. NSLHD also continues to be committed to deliver a more integrated experience of care to patients and providers in our region. Improving integration is a core strategy to achieve better value, outcomes and experience, for the patients of NSLHD and our local partners. Support for our priority populations of older people and people with chronic and complex conditions will emerge through developing new models of care with consumers, carers, and clinicians from across the local health economy. NSLHD is also working to support providers from across the health system to work seamlessly as a team through developing the required information and communication enablers. Embedding the right organisational processes and culture will provide the foundations to plan...