Common use of Performance Framework Clause in Contracts

Performance Framework. Service Agreements are a central component of the NSW Health Performance Framework, which documents how the Ministry monitors and assesses the performance of public sector health services to achieve expected service levels, financial performance, governance and other requirements. The performance of a health service is assessed on whether the Organisation is meeting the strategic objectives for NSW Health and government, the Premier’s Priorities and performance against key performance indicators. The availability and implementation of governance structures and processes, and whether there has been a significant critical incident or sentinel event also influences the assessment. The Framework sets out responses to performance concerns and management processes that support the achievement of outcomes in accordance with NSW Health and government policies and priorities. Performance concerns will be raised with the Organisation for focused discussion at performance review meetings in line with the NSW Health Performance Framework available at: xxxx://xxx.xxxxxx.xxx.xxx.xx/Xxxxxxxxxxx/Xxxxx/xxxxxxxxxx.xxxx 2020–21 Service Agreement: Legislation, governance and performance framework 6 The delivery of NSW Health strategies and priorities is the responsibility of the Ministry of Health, health services and support organisations. These are to be reflected in the strategic, operational and business plans of these entities. 3.1 NSW Premier’s Priorities In June 2019, the NSW Premier set new social priorities to tackle tough community challenges, lift the quality of life for everyone in NSW and put people at the heart of everything the Government does. NSW Health is leading the three priorities for improving the health system: NSW Health staff will continue to work together to deliver a sustainable health system that delivers outcomes that matter to patients and the community, is personalised, invests in wellness and is digitally enabled. 2020–21 Service Agreement: Strategies and local priorities 7 3.2 NSW Health Strategic Priorities 2020-21 2020–21 Service Agreement: Strategies and local priorities 8

Performance Framework. Service Agreements are a central component components of the NSW Health Performance Framework, which documents how the Ministry monitors and assesses the performance of public sector health services to achieve the expected service levels, financial performance, governance and other requirements. The performance of a health service Health Service is assessed on in terms of whether the Organisation organisation is meeting the strategic objectives for NSW Health and governmentGovernment, the Premier’s Priorities and performance against key performance indicators. The priorities, the availability and implementation of governance structures and processes, and performance against targets, whether there has been a significant critical incident or sentinel event also influences the assessmentevent. The Framework also sets out the performance improvement approaches, responses to performance concerns and management processes that support the achievement of these outcomes in accordance with NSW Health and government policies Government policy and priorities. Performance concerns NSW Health Strategies and Priorities are to be reflected in the strategic and operational and business plans of the Ministry and NSW Health Services and Support Services. Delivery of the Strategies and Priorities is the mutual responsibility of all entities. To be led by the Ministry, NSW Health is responsible for the delivery of 102 election commitments over the period to March 2019 with the critical support of Health Services and Support Services – see also The NSW State Health Plan: Towards 2021 provides a strategic framework which brings together NSW Health’s existing plans, programs and policies and sets priorities across the system for the delivery of the right care, in the right place, at the right time. xxxx://xxx.xxxxxx.xxx.xxx.xx/xxxxxxxxxxxxxxx/Xxxxxxxxxxxx/XXX-xxxxx-xxxxxx-xxxx-xxxxxxx- 2021.pdf The NSW Health Strategic Priorities 2017-18 document outlines how we work together to achieve our core objectives. It builds on and complements the NSW State Health Plan: Towards 2021 as well as directly aligning to the NSW State and Premier’s Priorities. The new approach outlined in the plan reframes the Ministry’s role as system manager for NSW Health, strengthens system governance, and establishes a strategic planning framework that:  Embeds a new cross-functional approach to strategic planning and delivery in the Ministry including tighter direction and leadership;  Allows a flexibility about how we go about achieving this in order to encourage innovation and continuous improvement; and  Applies a tight ownership around the deliverables which will enable us to easily and transparently monitor results. This will provide the system and our stakeholders with a meaningful overview of system priorities, and transparency and clarity on where strategic effort will be raised focused each year, while also delivering business as usual. NSW Health will strive for engagement, empathy and excellence to promote a positive and compassionate culture that is shared by managers, front-line clinical and support staff alike. This culture will ensure the delivery of safe, appropriate, high quality care for our patients and communities. To do this, Districts and Networks are to continue to effectively engage with the Organisation community, and ensure that managers at all levels are visible and working collaboratively with staff, patients and carers within their organisation, service or unit. These requirements will form a critical element of the Safety and Quality Account. The Leading Better Value Care Program will create shared priorities across the NSW health system so that the system works together to improve health outcomes, to improve the experience of care and provide efficient and effective care. The main components of this approach include the following.  The Ministry of Health will continue as system administrator, purchaser and manager and will articulate the priorities for focused discussion at performance review meetings NSW Health. Performance against delivery of the priorities will be monitored in line with the NSW Health Performance Framework available at: xxxx://xxx.xxxxxx.xxx.xxx.xx/Xxxxxxxxxxx/Xxxxx/xxxxxxxxxx.xxxx 2020–21 Service Agreement: LegislationFramework.  Districts and Networks will determine implementation plans reflective of their local circumstances. The Pillars, governance as required, will support Districts and performance framework 6 Networks in a flexible and customisable manner, to meet local needs.  The Leading Better Value Care Program initiatives will be evaluated through Evaluation and Monitoring Plans developed by the Agency for Innovation and Clinical Excellence Commission. The primary objective is to assess the impact of the initiatives across the Triple Aim. As some improvement measures are yet to be developed, measurement across the Triple Aim will evolve. 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  Asset Strategic Plan It is acknowledged that each District and Network will implement local priorities to deliver the NSW Government and NSW Health strategies priorities, and priorities is meet the responsibility needs of the Ministry of Health, health services and support organisationstheir respective populations. These are to be reflected in the strategic, operational and business plans of these entities. 3.1 NSW PremierThe Network’s Priorities In June 2019, the NSW Premier set new social priorities to tackle tough community challenges, lift the quality of life for everyone in NSW and put people at the heart of everything the Government does. NSW Health is leading the three local priorities for improving the health system: NSW Health staff will continue to work together to deliver a sustainable health system that delivers outcomes that matter to patients and the community, is personalised, invests in wellness and is digitally enabled. 2020–21 Service Agreement: Strategies and local priorities 7 3.2 NSW Health Strategic Priorities 2020-21 2020–21 Service Agreement: Strategies and local priorities 82017/18 are as follows: