Future Health Clause Samples

The "Future Health" clause addresses how potential changes in a party's health status may impact their rights or obligations under an agreement. Typically, this clause outlines procedures or consequences if a party experiences a significant health event, such as illness or incapacity, after the contract is signed. For example, it may specify whether benefits, payments, or responsibilities are adjusted if a party's health deteriorates. The core function of this clause is to provide clarity and manage risk by preemptively addressing how unforeseen health developments are handled within the contractual relationship.
Future Health. Strategic Framework The Future Health Strategic Framework is the roadmap for the health system to achieve NSW Health’s vision. Strategic outcomes Key objectives Patients and carers have positive experiences and outcomes that matter: People have more control over their own health, enabling them to make decisions about their care that will achieve the outcomes that matter most to them. 1.1 Partner with patients and communities to make decisions about their own care
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Future Health. Strategic Framework 5
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Future Health. Strategic Framework The Future Health Strategic Framework is the roadmap for the health system to achieve NSW Health’s vision. It will guide the next decade of care in NSW 2022-32, while adapting to and addressing the demands and challenges facing our system. The framework is also a reflection of the aspirations of the community, our patients, workforce and partners in care for how they envisage our health system by 2031. Strategic outcomes Key objectives Patients and carers have positive experiences and outcomes that matter: People have more control over their own health, enabling them to make decisions about their care that will achieve the outcomes that matter most to them. 1.1 Partner with patients and communities to make decisions about their own care
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Future Health. Strategic Framework The Future Health Strategic Framework is the roadmap for the health system to achieve NSW Health’s vision. The framework is a reflection of the aspirations of the community, our patients, workforce and partners in care for how they envisage our future health system. The Strategic Framework and delivery plans will guide the next decade of care in NSW from 2022-32, while adapting to and addressing the demands and challenges facing our system. There will be specific activities for the Ministry of Health, health services and support organisations to deliver as we implement the Future Health strategy, and services should align their strategic, operational and business plans with these Future Health directions. 1.1 Partner with patients and communities to make decisions about their own care 1.2 Bring kindness and compassion into the delivery of personalised and culturally safe care 1.3 Drive greater health literacy and access to information 1.4 Partner with consumers in co-design and implementation of models of care Safe care is delivered across all settings: Safe, high quality reliable care is delivered by us and our partners in a sustainable and personalised way, within our hospitals, in communities, at home and virtually. 2.1 Deliver safe, high quality reliable care for patients in hospital and other settings 2.2 Deliver more services in the home, community and virtual settings 2.3 Connect with partners to deliver integrated care services 2.4 Strengthen equitable outcomes and access for rural, regional and priority populations 2.5 Align infrastructure and service planning around the future care needs People are healthy and well: Investment is made in keeping people healthy to prevent ill health and tackle health inequality in our communities. 3.1 Prevent, prepare for, respond to and recover from pandemic and other threats to population health 3.2 Get the best start in life from conception through to age five 3.3 Make progress towards zero suicides recognising the devastating impact on society 3.4 Support healthy ageing ensuring people can live more years in full health and independently at home 3.5 Close the gap by prioritising care and programs for Aboriginal people 3.6 Support mental health and wellbeing for our whole community 3.7 Partner to address the social determinants of ill health in our communities 3.8 Invest in wellness, prevention and early detection Our staff are engaged and well supported: Staff are supported to deliver safe,...
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Future Health. Strategic Framework The Future Health Strategic Framework is the roadmap for the health system to achieve NSW Health’s vision. Patients and carers have positive 1.1 Partner with patients and communities to make decisions about their own care experiences and outcomes that matter: 1.2 Bring kindness and compassion into the delivery of personalised and culturally People have more control over their own safe care health, enabling them to make decisions 1.3 Drive greater health literacy and access to information about their care that will achieve the 1.4 Partner with consumers in co-design and implementation of models of care outcomes that matter most to them. Investment is made in keeping people healthy to prevent ill health and tackle health inequality in our communities. Staff are supported to deliver safe, reliable person-centred care driving the best outcomes and experiences. 2.1 Deliver safe, high quality reliable care for patients in hospital and other settings
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Future Health. Strategic Framework‌ The Future Health Strategic Framework is the roadmap for the health system to achieve NSW Health’s vision. The framework is a reflection of the aspirations of the community, our patients, workforce and partners in care for how they envisage our future health system. The Strategic Framework and delivery plans will guide the next decade of care in NSW from 2022-32, while adapting to and addressing the demands and challenges facing our system. There will be specific activities for the Ministry of Health, health services and support organisations to deliver as we implement the Future Health strategy, and services should align their strategic, operational and business plans with these Future Health directions. Strategic outcomes Key objectives Patients and carers have positive experiences and outcomes that matter: People have more control over their own health, enabling them to make decisions about their care that will achieve the outcomes that matter most to them. 1.1 Partner with patients and communities to make decisions about their own care
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Related to Future Health

  • Home Health Care This plan covers the following home care services when provided by a certified home healthcare agency: • nursing services; • services of a home health aide; • visits from a social worker; • medical supplies; and • physical, occupational and speech therapy.

  • Behavioral Health Services Behavioral health services include the evaluation, management, and treatment for a mental health or substance use disorder condition. For the purpose of this plan, substance use disorder does not include addiction to or abuse of tobacco and/or caffeine. Mental health or substance use disorders are those that are listed in the most updated volume of either: • the Diagnostic and Statistical Manual of Mental Disorders (DSM) published by the American Psychiatric Association; or • the International Classification of Disease Manual (ICD) published by the World Health Organization. This plan provides parity in benefits for behavioral healthcare services. Please see Section 10 for additional information regarding behavioral healthcare parity. This plan covers behavioral health services if you are inpatient at a general or specialty hospital. See Inpatient Services in Section 3 for additional information. This plan covers services at behavioral health residential treatment facilities, which provide: • clinical treatment; • medication evaluation management; and • 24-hour on site availability of health professional staff, as required by licensing regulations. This plan covers intermediate care services, which are facility-based programs that are: • more intensive than traditional outpatient services; • less intensive than 24-hour inpatient hospital or residential treatment facility services; and • used as a step down from a higher level of care; or • used a step-up from standard care level of care. Intermediate care services include the following: • Partial Hospital Program (PHP) – PHPs are structured and medically supervised day, evening, or nighttime treatment programs providing individualized treatment plans. A PHP typically runs for five hours a day, five days per week. • Intensive Outpatient Program (IOP) – An IOP provides substantial clinical support for patients who are either in transition from a higher level of care or at risk for admission to a higher level of care. An IOP typically runs for three hours per day, three days per week.

  • LOKASI ▇▇▇ KETERANGAN HARTANAH Hartanah tersebut adalah terletak di tingkat 6 Pangsapuri Mesra Ria. Hartanah tersebut adalah pangsapuri kos rendah 3 ▇▇▇▇▇ tidur pertengahan dikenali sebagai ▇▇▇▇▇ Pemaju No. A-06-06, Tingkat No 06, Bangunan No A, Pandan Mesra ▇▇▇ beralamat pos di No. 06-06, Pangsapuri Mesra Ria, ▇▇▇▇▇ ▇▇▇▇ ▇▇▇▇, ▇▇▇▇▇ ▇▇▇▇▇▇ ▇▇▇▇▇, ▇▇▇▇▇ ▇▇▇▇▇▇, ▇▇▇▇▇▇▇▇ ▇▇▇▇▇ ▇▇▇▇▇. (“Hartanah”) Hartanah ini akan dijual keadaan “sepertimana sedia ada” tertakluk kepada satu harga rizab sebanyak RM150,000.00 (RINGGIT MALAYSIA SATU RATUS ▇▇▇ ▇▇▇▇ PULUH RIBU SAHAJA), mengikut kepada Syarat-syarat Jualan di sini dengan cara Penyerahan Hak dari Pemegang Serahhak ▇▇▇ tertakluk kepada Pembeli memperoleh pengesahan / kebenaran yang diperlukan daripada Pemaju ▇▇▇/atau Pemilik Tanah ▇▇▇/atau Pihak Berkuasa Negeri ▇▇▇/atau badan-badan yang relevan (jika ada). Semua penawar yang ingin membuat tawaran adalah dikehendaki membayar deposit sebanyak 10% daripada harga rizab (“deposit pendahuluan”) secara bank draf atau kasyier order dipalang “AKAUN PENERIMA SAHAJA” atas nama HONG ▇▇▇▇▇ BANK BERHAD / ▇▇▇ ▇▇▇ ▇▇▇▇ & ▇▇▇▇ ▇▇▇ MEE @ ▇▇▇▇ NYUIK THAI atau melalui pemindahan perbankan atas talian yang ditentukan oleh pelelong, sekurang-kurangnya SATU (1) HARI BEKERJA SEBELUM TARIKH LELONGAN ▇▇▇ membayar perbezaan di antara deposit pendahuluan ▇▇▇ jumlah bersamaan 10% daripada harga berjaya tawaran sama ada dengan bank draf atau kasyier order dipalang “AKAUN PENERIMA SAHAJA” atas nama ▇▇▇▇ ▇▇▇▇▇ BANK BERHAD / ▇▇▇ ▇▇▇ ▇▇▇▇ & ▇▇▇▇ ▇▇▇ MEE @ ▇▇▇▇ NYUIK THAI atau melalui pemindahan perbankan atas talian dalam masa TIGA (3) HARI BEKERJA sebaik sahaja ketukan tukul oleh Pelelong dibuat. Deposit ▇▇▇▇ ▇▇▇ jumlah perbezaan secara dikumpul dikenali sebagai “deposit”. Hari Bekerja bermaksud hari (tidak termasuk Sabtu, Ahad ▇▇▇ ▇▇▇▇ Umum) di mana Pihak Pemegang Serahhak dibuka untuk perniagaan di Kuala Lumpur Baki harga belian sepenuhnya hendaklah dibayar dalam tempoh sembilan puluh (90) hari dari tarikh jualan lelongan kepada HONG ▇▇▇▇▇ BANK BERHAD. ▇▇▇▇ rujuk Terma & Syarat Dalam Talian Pelelong di ▇▇▇.▇▇▇▇▇▇▇▇▇▇▇▇▇▇▇▇.▇▇▇ untuk ▇▇▇▇-▇▇▇▇ pembayaran deposit. Untuk butir-butir lanjut, ▇▇▇▇ berhubung dengan Tetuan ▇▇▇ ▇▇▇▇ & Co., Peguamcara bagi Pihak Pemegang Serahhak di ▇-▇, ▇▇▇▇▇ ▇▇▇ ▇/▇, ▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇, ▇▇▇▇▇▇ ▇▇▇▇▇▇, ▇▇▇▇▇ ▇▇▇▇▇▇▇▇ ▇▇▇▇, ▇▇▇▇▇▇▇▇. (Ref No.: 51303.23, Tel No.: ▇▇-▇▇▇▇▇▇▇▇, Fax No.: ▇▇-▇▇▇▇▇▇▇▇) atau Pelelong yang tersebut di bawah ini:- Suite C-20-3A, Level 20, Block C, Megan Avenue II, / ▇▇▇▇▇ ▇▇▇▇▇ BIN ▇▇▇▇▇▇ ▇▇, ▇▇▇▇▇ ▇▇▇ ▇▇▇▇ ▇▇▇▇, 50450 Kuala Lumpur. (Pelelong Berlesen) Tel No : ▇▇-▇▇▇▇ ▇▇▇▇ Fax No: ▇▇-▇▇▇▇ ▇▇▇▇ Ruj. Kami: ALIN/HLBB1604/WCC Ruj Bank : ▇▇▇▇▇▇▇▇▇▇ ▇▇▇▇▇ Web: ▇▇▇.▇▇▇▇▇▇▇▇▇▇▇▇▇▇▇▇.▇▇▇ E-mail : ▇▇▇▇▇▇@▇▇▇▇▇▇▇▇▇▇▇▇▇▇▇▇.▇▇▇

  • D5 Health and Safety The Contractor shall promptly notify the Authority of any health and safety hazards which may arise in connection with the performance of its obligations under the Contract. The Authority shall promptly notify the Contractor of any health and safety hazards which may exist or arise at the Authority’s Premises and which may affect the Contractor in the performance of its obligations under the Contract.

  • Work Health and Safety (a) The employer and employee acknowledge their responsibilities under the Work Health and Safety Act 2011 and Work Health and Safety Regulations 2012. (b) Where there is a Work Health and Safety Representative they must be elected and will carry out the tasks associated with the role of Work Health and Safety Representative set out within the Work Health and Safety Act 2011.