Common use of Governance Requirements Clause in Contracts

Governance Requirements. Outlines the structures and processes the LHD is to have in place to fulfil its statutory obligations and ensure good corporate and clinical governance, taking account of NSW Health Corporate Governance and Accountability Compendium requirements and its roles and responsibilities as a key member organisation of the wider NSW network of public health system organisations. This Schedule outlines the key strategic priorities for NSW Health in 2016/17. These priorities are to be reflected in the strategic and operational plans of the NSW Ministry of Health, Support Organisations and Health Services comprising NSW Health. Delivery of the strategic priorities is the responsibility of all entities. The NSW Ministry of Health, Pillars and Statewide Services are committed to co-ordinating and partnering with Districts and Networks to:  Deliver NSW: Making it Happen, including the Premier’s and State Priorities.  Achieve the key goals, directions and strategies articulated within the NSW State Health Plan: Towards 2021 and the NSW Rural Health Plan: Towards 2021.  Harmonise the implementation and delivery of key plans and programs across NSW Health.  Support Districts and Networks to deliver optimal and efficient frontline services.  Provide leadership in NSW Health’s contribution to the Reform of the Federation process, review of primary health care and any resulting reforms; and identification of strategies to drive efficiency and sustainability in the health system.  Deliver on NSW Government election commitments. NSW: Making it Happen outlines 30 ‘State Priorities’ including 12 ‘Premier’s Priorities’ that together define the NSW Government’s vision for a stronger, healthier and safer NSW. The priorities on page 12 are to be reflected in the strategic and operational plans of the NSW Ministry of Health, Support Organisations and Health Services comprising NSW Health. As delivery of both Premier’s and State priorities is the responsibility of all NSW Government Agencies, it is expected that all entities will work together to ensure successful delivery of the Making it Happen priorities. This includes contributing to the implementation and delivery of Premier’s and State Priorities, in both lead and partnering agency capacities. NSW Health is responsible for the delivery of 102 election commitments over the period to March 2019. The election commitments comprise a mix of capital, service and research initiatives to build capacity and drive innovation across NSW Health. To be led by the Ministry, the support of Districts, Networks, Pillars and other Health agencies will be critical to delivery of the commitments. Information on the election commitments can be found at The key strategic priorities for NSW Health in 2016/17 are articulated within the ‘Plan on a Page’ on page 13 of this document. These priorities are to be reflected in the strategic and operational plans of the NSW Ministry of Health, Pillars, Support Organisations, Districts and Networks comprising NSW Health. Delivery of the strategic priorities is the mutual responsibility of all entities. 3.1 Embed emerging models of integrated care and care in the community, working with the Commonwealth 3.2 Implement the ‘Living Well’ plan to deliver mental health reform across the system 3.3 Promote choice through the introduction of End of Life care programs 3.4 Protect the vulnerable through transition to the National Disability Insurance Scheme Strategy 1: Support and Develop our Workforce 4.1 Develop the capabilities of our workforce to be agile, nimble and value focused 4.2 Recruit, support and performance manage our workforce 4.3 Build and empower clinician leadership to deliver better value care 4.4 Build engagement of our people and strengthen alignment to our culture 4.5 Drive public sector diversity by increasing women and Aboriginal and Xxxxxx Strait Islander peoples in senior leadership roles 8.1 Refine our purchasing models including Activity Based Funding to drive better value care 8.2 Deliver strong budgets 8.3 Deliver effective regulatory, governance and business support 8.4 Drive reforms to deliver better value care and efficiencies This Schedule relates primarily to services and facilities under governance of, or supported by, the LHD. It also refers to the partnerships, collaborations or other significant relationships the LHD has with other organisations.

Governance Requirements. Outlines the structures and processes the LHD is to have in place to fulfil its statutory obligations and ensure good corporate and clinical governance, taking account of NSW Health Corporate Governance and Accountability Compendium requirements and its roles and responsibilities as a key member organisation of the wider NSW network of public health system organisations. SCHEDULE A: Strategic Priorities‌ This Schedule outlines the key strategic priorities for NSW Health in 2016/17. These priorities are to be reflected in the strategic and operational plans of the NSW Ministry of Health, Support Organisations and Health Services comprising NSW Health. Delivery of the strategic priorities is the responsibility of all entities. The NSW Ministry of Health, Pillars and Statewide Services are committed to co-ordinating and partnering with Districts and Networks to:  • Deliver NSW: Making it Happen, including the Premier’s and State Priorities.  • Achieve the key goals, directions and strategies articulated within the NSW State Health Plan: Towards 2021 and the NSW Rural Health Plan: Towards 2021.  • Harmonise the implementation and delivery of key plans and programs across NSW Health.  • Support Districts and Networks to deliver optimal and efficient frontline services.  • Provide leadership in NSW Health’s contribution to the Reform of the Federation process, review of primary health care and any resulting reforms; and identification of strategies to drive efficiency and sustainability in the health system.  • Deliver on NSW Government election commitments. NSW: Making it Happen outlines 30 ‘State Priorities’ including 12 ‘Premier’s Priorities’ that together define the NSW Government’s vision for a stronger, healthier and safer NSW. The priorities on page 12 are to be reflected in the strategic and operational plans of the NSW Ministry of Health, Support Organisations and Health Services comprising NSW Health. As delivery of both Premier’s and State priorities is the responsibility of all NSW Government Agencies, it is expected that all entities will work together to ensure successful delivery of the Making it Happen priorities. This includes contributing to the implementation and delivery of Premier’s and State Priorities, in both lead and partnering agency capacities. NSW Health is responsible for the delivery of 102 election commitments over the period to March 2019. The election commitments comprise a mix of capital, service and research initiatives to build capacity and drive innovation across NSW Health. To be led by the Ministry, the support of Districts, Networks, Pillars and other Health agencies will be critical to delivery of the commitments. Information on the election commitments can be found at The key strategic priorities for NSW Health in 2016/17 are articulated within the ‘Plan on a Page’ on page 13 of this document. These priorities are to be reflected in the strategic and operational plans of the NSW Ministry of Health, Pillars, Support Organisations, Districts and Networks comprising NSW Health. Delivery of the strategic priorities is the mutual responsibility of all entities. 3.1 Embed emerging models of integrated care and care in the community, working with the Commonwealth 3.2 Implement the ‘Living Well’ plan to deliver mental health reform across the system 3.3 Promote choice through the introduction of End of Life care programs 3.4 Protect the vulnerable through transition to the National Disability Insurance Scheme Strategy 1: Support and Develop our Workforce 4.1 Develop the capabilities of our workforce to be agile, nimble and value focused 4.2 Recruit, support and performance manage our workforce 4.3 Build and empower clinician leadership to deliver better value care 4.4 Build engagement of our people and strengthen alignment to our culture 4.5 Drive public sector diversity by increasing women and Aboriginal and Xxxxxx Strait Islander peoples in senior leadership roles 8.1 Refine our purchasing models including Activity Based Funding to drive better value care 8.2 Deliver strong budgets 8.3 Deliver effective regulatory, governance and business support 8.4 Drive reforms to deliver better value care and efficiencies SCHEDULE B: Services and Facilities‌ This Schedule relates primarily to services and facilities under governance of, or supported by, the LHD. It also refers to the partnerships, collaborations or other significant relationships the LHD has with other organisations.