Common use of Local Priorities Clause in Contracts

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. 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– reducing wait times for patients awaiting surgery  Emergency Care – improving the flow of patients through the Emergency Departments  Programs to support people with chronic conditions, children who are above a healthy weight and people experiencing frailty  Palliative Care enhancement and end of life Advanced Care Directives  Enhanced Dental services for children  Close the Gap targeted strategies to; • Ongoing clinician engagement reduce low birth weight babies, reduce smoking during pregnancy and overall tobacco usage amongst the Aboriginal population  Improve access to Cardiology services locally  Enhance access to paediatric and maternity services  Improve the capture and use of Patient reported experience measures (PREMs) and Patient Reported Outcomes Measures (PROMs)  Community Engagement - Promote and support Consumer Representation and participation in supporting  Strength 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 Peer workforce  Embed co-design principles in response to the 'Review development 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 local Plans  Leading Better Value Care – continued focus on the ongoing development and implementation of programs to support the LBVC initiative across the District.  Implementing targeted strategies, to reduce discharge against medical advice, failure to attend for Aboriginal people  Mental health seclusion and restraint - strengthening quality, culture, and leadership to drive changes in seclusion and restraint practices informed by consumers through co- design initiatives across NNSW LHD; • and Peer Workforce  Strategies to reduce unplanned readmissions  Embed MNCLHD Aboriginal Cultural Safety and Security Framework throughout the LHD  Continue to invest build on the Indigenous Health Accord Partnership  Bowraville Integrated Care delivered in collaboration with local partners  Secondary and Tertiary Level Child and Family Health Services through partnership with Tresillian delivering a mobile service to vulnerable population across the strong functional relationships MNCLHD  Strengthening Mental Health, Alcohol and Other Drug services through local partnership meetings such as IMPACT  Sustainable access to Primary Care including peak season planning with North Coast Primary key partners  Building on research capacity across the District  Embed new models of care for the newly expanded Port Macquarie Base Hospital Mental Health Network, Aboriginal Medical services and our other service partners to deliver services that meet the needs of our communities.Unit  Managing Infrastructure Investments: