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Local Priorities Sample Clauses

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 PlansSafety and Quality Account and subsequent Safety and Quality PlanWorkforce 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:
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 StrategySafety 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 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 PlansSafety and Quality Account and subsequent Safety and Quality PlanWorkforce 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:  Elective Surgery – 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; 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  Strength the Mental Health Peer workforce  Embed co-design principles in the development of local PlansLeading 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 and Peer Workforce  Strategies to reduce unplanned readmissions  Embed MNCLHD Aboriginal Cultural Safety and Security Framework throughout the LHD  Continue to 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 mobi...
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 ConditionAir 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 PlansSafety and Quality Account and subsequent Safety and Quality PlanWorkforce Plan  Corporate Governance Plan It is recognised that the Organisation will implement local priorities to meet the needs of their respective populations. The JH and FMHN Board has identified three strategic areas for current focus. These are:  Contestability o Transition of health centres to private operators and the future interface between private operators and the Network to support optimal service delivery o Monitoring health service delivery in the contestable market  Aboriginal Justice and Health o Mechanisms for interface with government and non-government health agencies o Interface with Justice SectorAged Care and Community Re-integration o Establishing healthcare systems and facilities to meet the needs of the current population and address the future increases in aged custodial and forensic patients o Interfacing with partner agencies to facilitate release planning for high risk patient cohorts including ageing patients The Strategic Plan 2018-2022 outlines the key strategic directions, outcomes and priority populations for the Network through to 2022. For 2019/20 the Network has identified the following local priorities:  Forensic mental health planning and patient flow o The Network is committed to finalising with NSW Health a state-wide Forensic Mental Health Plan to improve access, infrastructure and patient flow. o The average length of stay in the maximum security Forensic Hospital is between 5 and 10 years. Progress through the Forensic Mental Health Service is dependent on long-term recovery and legal orders by the Mental Health Tribunal (the Tribunal). o The estimated average waiting period for a bed in the Forensic Hospital is two years. As of March 2019, 25 forensic patients awaited admission to the Forensic Hospital (19 had Tribunal orders for transfer). o Patients discharged from the Forensic Hospital are typically transferred into 3 medium secure mental health facilities operated by Local Health Districts at Cumberland, Morisset and Bloomfield Hospitals. As of March 2019, 6 forensic patients in the Forensic Hospital awaited admis...
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. 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 College Strategic Aims and Objectives Impact and/or Contribution towards National, Regi...
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 PlansSafety and Quality Account and subsequent Safety and Quality PlanWorkforce 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 10 Strategic and local priorities 2021–22 Service Agreement 11 Strategic and local priorities 2021–22 Service Agreement 12
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 PlansSafety and Quality Account and subsequent Safety and Quality PlanWorkforce 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 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 are responsible for developing the following Plans with Board oversight:  Strategic Plan  Clinical Services PlansSafety and Quality Account and subsequent Safety and Quality PlanWorkforce 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 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 PlansSafety and Quality Account and subsequent Safety and Quality PlanWorkforce 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 Xxxxxx Xxxxxx 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.