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 Xxx 0000, 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 oversighted by their Boards have responsibility for developing the following Plans:  Strategic Plan  Clinical Services Plans  Safety and Quality Account and subsequent Safety and Quality Plan  Workforce Plan  Corporate Governance 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. JH&FMHN Board Priorities 2018/19 The JH&FMHN Board has identified three strategic areas as a current focus. Known as the “3Cs”, these are: Community integration, Contestability, and Court diversion. There is work underway to progress policies and initiatives within these priority areas with inclusion of women’s and young people’s issues within the 0X xxxxxx.  Xxxxxxxxx integration - the Board's focus on community integration activities attempts to reduce recidivism by connecting released patients / inmates / detainees with ongoing healthcare upon return to the community.  Contestability - The Board has indicated its support for the Network to operate in the contestable environment to ensure benchmarking is achieved. Should the correctional centre and its health services become subject to market testing, the Board is supportive of the Network bidding competitively in partnership with or against the private proponents.  Court diversion - The Board supports current and future programs undertaken by the Network whereby health staff work with the magistrate and the judicial system to divert offenders into community based care rather than receiving a custodial sentence, where this is appropriate. The Board and Network staff also aim to work actively with staff of the NSW Ministry of Health in the development and evolution of the Statewide Forensic Mental Health Strategic Plan. JH&FMHN Specific Priorities for 2018/19 The Strategic Plan 2018-2022 outlines the key strategic directions, outcomes and priority populations for the Network over the coming five years. For 2018/19 the Network has identified the following local priorities:  Responding to the unprecedented increase in the adult custodial population and the impact on Network resources, clinical activity, funding and capacity. There ha...

Local Priorities. 1. 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. In the year ahead, ACL Essex will contribute to addressing a core set of challenges faced within Greater Essex: • 123,000 Essex residents live in the 20% most deprived neighbourhoods in the country with too many residents unable to benefit from economic growth and prosperity, now also facing rising costs of living. • There are too many residents who are under-employed with low skills and poor connectivity to employment and training opportunities. • Our economy is not yet fit for the future, with structural problems such as poor productivity, a mismatch between business need and resident skills and low levels of innovation in the economy. • The county suffers from insufficient new affordable housing, with pockets of extremely poor housing impacting the physical and mental health of our residents. • Our town centres and businesses have suffered during Covid and are now facing increasing costs, so need support to adapt and recover. • 15% of greenhouse gases in Essex stem from housing. Non-net zero carbon housing continues to be developed in Essex and will continue to do so until at least 2025. College Strategic Aims and Objectives Impact and/or Contribution towards National, Regional and Local Priorities for Learning and Skills Aim/Objective 1: Deliver courses that improve the mathematics, English and digital skills of adults in Essex To increase the number of adults who participate in maths, English and ESOL in order for them to increase their chances of better employment opportunities. Maths and English competencies are a national, regional and local need, as highlighted by the Essex LSIP skills priorities. For example, 49% of working age adults have numeracy skills expected of primary school children. There are currently 3,296 enrolments on maths, English and ESOL courses and we anticipate increasing these numbers by 10% (to 3,626) next academic year with further growth targeted in the following years. We will work with community partners to achieve these aims.

Local Priorities. In the year ahead, ACL Essex will contribute to addressing a core set of challenges faced within Greater Essex: • 123,000 Essex residents live in the 20% most deprived neighbourhoods in the country with too many residents unable to benefit from economic growth and prosperity, now also facing rising costs of living. • There are too many residents who are under-employed with low skills and poor connectivity to employment and training opportunities. • Our economy is not yet fit for the future, with structural problems such as poor productivity, a mismatch between business need and resident skills and low levels of innovation in the economy. • The county suffers from insufficient new affordable housing, with pockets of extremely poor housing impacting the physical and mental health of our residents. • Our town centres and businesses have suffered during Covid and are now facing increasing costs, so need support to adapt and recover. • 15% of greenhouse gases in Essex stem from housing. Non-net zero carbon housing continues to be developed in Essex and will continue to do so until at least 2025. • Early Years sector in Essex is facing significant challenges with sufficiency of places and workforce recruitment and retention. • Multiply in Essex believes that maths is more than numbers and equations – it is a key to unlocking potential in various aspects of everyday life. Multiply in Essex aims to empower Essex residents aged 19 and over with essential number skills to improve their personal and professional lives • ACL are part of the countywide campaigns to inspire a love of learning in Essex, supporting children, young people, parents and carers to further develop valuable skills in literacy “Year of Reading”, numeracy “Year of Numbers” and beyond. Evaluation 2023 Objective 1 College Strategic Aims and Objectives Impact and/or Contribution towards National, Regional and Local Priorities for Learning and Skills Aim/Objective 1: Deliver courses that improve the mathematics, English and digital skills of adults in Essex ACL Essex aimed to increase the number of adults who participate in maths, English and ESOL by 10% from 3,296 to 3,626. EVALUATION: An increase of 24% has been achieved with current enrolments of 4,106. The breakdown of enrolments as at 6th June 2024 can be seen below. • English 674 • ESOL 1526 • Maths 952 • Total accredited enrolments: 3152 • Multiply 954 • Total including Multiply: 4106 Evaluation 2023 Objective 2 College Strategic Aims and Obje...

Local Priorities. The TAC shall develop Local Priorities for approval by the HCD Advisory Committee to establish goals that are in alignment with the Five Year Consolidated Plan. The Local Priorities Plan will be reviewed and modified as appropriate on an annual basis by the HCD Advisory Committee.

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 Xxx 0000, 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. Following the release and implementation of Murrumbidgee Local Health District’s new Strategic Plan 2021-2026 in June 2021, the Organisation’s local priorities for 2021-2022 are as follows: • Holistic Health and Wellbeing o Provide in-reach multidisciplinary care in residential aged care facilities, providing access to care that older people require in their place of residence (Org goal) o Use patient and consumer reported measures to improve health outcomes and service provision (Org goal) o Enhance Integrated Hospital in the Home (Org goal) • Lifting Health Outcomes o Provide holistic care for people with mental illness and work towards zero suicides (Org goal) o Deliver a paediatric service for Aboriginal children and families with primary care (Org goal) o Collaborate with consumers and communities to co-design and deliver culturally appropriate, safe and accessible services • Locally Led Reform o Integration of care in the community for patients with COPD and heart failure (Collaborative Commissioning) o Surgical services improvements (transformation) o Wagga Wagga Base Hospital non-admitted Models of Care (transformation) o Commissioning for better value (transformation) o Strategic procurement (transformation) o Reduce our environmental impact; in infrastructure, waste, procurement and service delivery. • Workforce at its best o Increase staff engagement and culture (Org goal) o Enhance staff capability and confidence (Org goal) o Developing our ability to be culturally responsive (Org goal) o Develop a technology enabled workforce to deliver care (transformation) o Enhance attraction and governance strategies for recruitment and retention of rural workforce (transformation) Strategies and local priorities 2021–22 Service Agreement 8 4. NSW health services and networks

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