Common use of Performance Framework Clause in Contracts

Performance Framework. Service Agreements are central 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 is assessed in terms of whether the organisation is meeting the strategic objectives for NSW Health and Government, the Premier’s priorities, the availability and implementation of governance structures and processes, performance against targets and whether there has been a significant critical incident or sentinel event. The Framework also sets out the performance improvement approaches, responses to performance concerns and management processes that support achievement of these outcomes in accordance with NSW Health and Government policy 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: NSW Health Strategies and Priorities are to be reflected in the strategic, operational and business plans of the Ministry and NSW Health Services and Support Organisations. Delivery of the Strategies and Priorities is the mutual responsibility of all entities. NSW: Making it Happen outlines NSW Health’s State Priorities, including 12 Premier’s Priorities that together define the NSW Government’s vision for a stronger, healthier and safer NSW. As delivery of both Premier’s and State priorities is the responsibility of all NSW Government Agencies, all entities work together to ensure successful delivery, 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 Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations – see also 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, Health Services are to continue to effectively engage with the 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 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. See xxxx://xxx.xxxxxx.xxx.xxx.xx/xxxxxxxxxxxxxxx/Xxxxxxxxxxxx/XXX-xxxxx-xxxxxx-xxxx-xxxxxxx- 2021.pdf The NSW Health Strategic Priorities 2018-19 builds on and complements the NSW State Health Plan: Towards 2021 and aligns with the NSW State and Premier’s Priorities. The approach outlined in the plan frames 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 tight ownership around the deliverables which will enable transparency in monitoring results. This will provide the system and stakeholders with an overview of system priorities, and transparency and clarity on where strategic effort will be focused each year, while also delivering business as usual. 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 Plans  Safety and Quality Account and subsequent Safety and Quality Plan  Workforce 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 District’s local priorities for 2018/19 are as follows:

Performance Framework. Service Agreements are central 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 is assessed in terms of whether the organisation is meeting the strategic objectives for NSW Health and Government, the Premier’s priorities, the availability and implementation of governance structures and processes, performance against targets and whether there has been a significant critical incident or sentinel event. The Framework also sets out the performance improvement approaches, responses to performance concerns and management processes that support achievement of these outcomes in accordance with NSW Health and Government policy 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: NSW Health Strategies and Priorities are to be reflected in the strategic, operational and business plans of the Ministry and NSW Health Services and Support Organisations. Delivery of the Strategies and Priorities is the mutual responsibility of all entities. NSW: Making it Happen outlines NSW Health’s State Priorities, including 12 Premier’s Priorities that together define the NSW Government’s vision for a stronger, healthier and safer NSW. As delivery of both Premier’s and State priorities is the responsibility of all NSW Government Agencies, all entities work together to ensure successful delivery, 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 Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations – see also 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, Health Services are to continue to effectively engage with the 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 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. See xxxx://xxx.xxxxxx.xxx.xxx.xx/xxxxxxxxxxxxxxx/Xxxxxxxxxxxx/XXX-xxxxx-xxxxxx-xxxx-xxxxxxx- 2021.pdf The NSW Health Strategic Priorities 2018-19 builds on and complements the NSW State Health Plan: Towards 2021 and aligns with the NSW State and Premier’s Priorities. The approach outlined in the plan frames 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 tight ownership around the deliverables which will enable transparency in monitoring results. This will provide the system and stakeholders with an overview of system priorities, and transparency and clarity on where strategic effort will be focused each year, while also delivering business as usual. 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 Plans  Safety and Quality Account and subsequent Safety and Quality Plan  Workforce 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 District’s local priorities for 2018/19 are as follows::  Working with Primary Care Partners with a focus on: o Strengthening Mental Health o Sustainable access to Primary Care including peak season planning o Strategies to reduce unplanned readmissions o Indigenous Health Accord Partnership o Nambucca Valley Integrated Care o Tresillian related mobile clinic service for Secondary and Tertiary Level Child and Family Health service development for families experiencing challenges in early parenting period o Programs to support people with chronic conditions, children who are above a healthy weight and people experiencing frailty o Palliative Care enhancement  .Access Performance: o Elective Surgery – reducing wait times for patients awaiting surgery o Emergency Care – improving the flow of patients through the Emergency Departments  Innovation and Research: o Building on research capacity across the District  People and Cultural Strategies: o Aboriginal and Women Leadership initiatives  Managing Infrastructure Investments: o Port Macquarie Base Hospital Mental Health redevelopment o Macksville Hospital redevelopment o Coffs Harbour Health Campus redevelopment  Leading Better Value Care – continued focus on the ongoing development and implementation of programs to support the LBVC initiative across the District.  Data quality improvement projects The Organisation is to maintain up to date information for the public on its website regarding its relevant facilities and services including population health, inpatient services, community health, other non-inpatient services and multipurpose services (where applicable), in accordance with approved Role Delineation levels. The Organisation is also to maintain up to date details of:  Affiliated Health Organisations (AHOs) in receipt of Subsidies in respect of services recognised under Schedule 3 of the Health Services Xxx 0000. Note that annual Service Agreements are to be in place between the Organisation and AHOs.  Non-Government Organisations (NGOs) for which the Commissioning Agency is the Organisation, noting that NGOs for which the Commissioning Agency is the NSW Ministry of Health are included in NSW Health Annual Reports.  Primary Health Networks with which the Organisation has a relationship.

Performance Framework. Service Agreements are central 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 is assessed in terms of whether the organisation is meeting the strategic objectives for NSW Health and Government, the Premier’s priorities, the availability and implementation of governance structures and processes, performance against targets and whether there has been a significant critical incident or sentinel event. The Framework also sets out the performance improvement approaches, responses to performance concerns and management processes that support achievement of these outcomes in accordance with NSW Health and Government policy 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: NSW Health Strategies and Priorities are to be reflected in the strategic, operational and business plans of the Ministry and NSW Health Services and Support Organisations. Delivery of the Strategies and Priorities is the mutual responsibility of all entities. NSW: Making it Happen outlines NSW Health’s State Priorities, including 12 Premier’s Priorities that together define the NSW Government’s vision for a stronger, healthier and safer NSW. As delivery of both Premier’s and State priorities is the responsibility of all NSW Government Agencies, all entities work together to ensure successful delivery, 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 Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations – see also 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, Health Services are to continue to effectively engage with the 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 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. See xxxx://xxx.xxxxxx.xxx.xxx.xx/xxxxxxxxxxxxxxx/Xxxxxxxxxxxx/XXX-xxxxx-xxxxxx-xxxx-xxxxxxx- 2021.pdf The NSW Health Strategic Priorities 2018-19 builds on and complements the NSW State Health Plan: Towards 2021 and aligns with the NSW State and Premier’s Priorities. The approach outlined in the plan frames 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 tight ownership around the deliverables which will enable transparency in monitoring results. This will provide the system and stakeholders with an overview of system priorities, and transparency and clarity on where strategic effort will be focused each year, while also delivering business as usual. 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 Plans  Safety and Quality Account and subsequent Safety and Quality Plan  Workforce 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 District’s local priorities for 2018/19 are as follows:: A major priority for 2018/19 is the successful transition to, and integration, of the Northern Beaches Hospital. NSLHD is working towards a seamless transition so that our patients can continue to receive excellent care and service under the new arrangements. Focus will also be placed on the expansion of Sub-Acute services at Xxxx Xxxx and the opening of the Urgent Care Centre. The District will continue to respond to the needs of our patients across the District. This includes:  Expanding renal dialysis services in response to substantial and sustained growth in demand experienced in the past few years  Creation of a Centre of Excellence for Pancreatic Cancer at Royal North Shore Hospital, expanding the capacity of the service and building on the strong outcomes achieved for patients  Building a District wide Palliative Care service, to enhance the provision of palliative care services for patients in our community The District will continue to invest in integrated care measures that both improve outcomes for patients and reduce preventable demand for expensive acute services. A multi-focal program of initiatives is planned, including:  Employing a screening tool to assist with early identification of patients who are at an increased risk of adverse events due to their frailty  Implementing the Patient Reported Measures (PRMs) with a focus on Better Value Care and Integrated Care  Creating targeted support plans for complex and long term acute patients, integrating complex post-acute care between General Practitioners, Community Health and Royal North Shore Hospital  Redesigning and solidifying the pathways and support for patients with heart failure, increasing collaboration between all health care providers to optimise medication and improve outcomes for patients.

Performance Framework. Service Agreements are central 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 is assessed in terms of whether the organisation is meeting the strategic objectives for NSW Health and Government, the Premier’s priorities, the availability and implementation of governance structures and processes, performance against targets and whether there has been a significant critical incident or sentinel event. The Framework also sets out the performance improvement approaches, responses to performance concerns and management processes that support achievement of these outcomes in accordance with NSW Health and Government policy 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: NSW Health Strategies and Priorities are to be reflected in the strategic, operational and business plans of the Ministry and NSW Health Services and Support Organisations. Delivery of the Strategies and Priorities is the mutual responsibility of all entities. NSW: Making it Happen outlines NSW Health’s State Priorities, including 12 Premier’s Priorities that together define the NSW Government’s vision for a stronger, healthier and safer NSW. As delivery of both Premier’s and State priorities is the responsibility of all NSW Government Agencies, all entities work together to ensure successful delivery, 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 Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations – see also 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, Health Services are to continue to effectively engage with the 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 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. See xxxx://xxx.xxxxxx.xxx.xxx.xx/xxxxxxxxxxxxxxx/Xxxxxxxxxxxx/XXX-xxxxx-xxxxxx-xxxx-xxxxxxx- 2021.pdf The NSW Health Strategic Priorities 2018-19 builds on and complements the NSW State Health Plan: Towards 2021 and aligns with the NSW State and Premier’s Priorities. The approach outlined in the plan frames 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 tight ownership around the deliverables which will enable transparency in monitoring results. This will provide the system and stakeholders with an overview of system priorities, and transparency and clarity on where strategic effort will be focused each year, while also delivering business as usual. 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 Plans  Safety and Quality Account and subsequent Safety and Quality Plan  Workforce 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 District’s local priorities for 2018/19 are as follows::  Focus on Wellness: Improve access to Care in the Community by applying an Integrated Care approach across the District  Invest in our People: Implement clinical networks for paediatric and primary care  Aspire to Excellence: Implementation of research and innovation capacity building strategies within MLHD  Together in Partnership: • Increase the number of clinical placements and traineeships within MLHD by partnering with education providers to develop our future workforce • Delivering care in new ways with models of care focused on: o Hospital in the Home o Rapid Assessment Clinic o Increasing usage of smaller hospitals

Performance Framework. Service Agreements are central 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 is assessed in terms of whether the organisation is meeting the strategic objectives for NSW Health and Government, the Premier’s priorities, the availability and implementation of governance structures and processes, performance against targets and whether there has been a significant critical incident or sentinel event. The Framework also sets out the performance improvement approaches, responses to performance concerns and management processes that support achievement of these outcomes in accordance with NSW Health and Government policy 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: NSW Health Strategies and Priorities are to be reflected in the strategic, operational and business plans of the Ministry and NSW Health Services and Support Organisations. Delivery of the Strategies and Priorities is the mutual responsibility of all entities. NSW: Making it Happen outlines NSW Health’s State Priorities, including 12 Premier’s Priorities that together define the NSW Government’s vision for a stronger, healthier and safer NSW. As delivery of both Premier’s and State priorities is the responsibility of all NSW Government Agencies, all entities work together to ensure successful delivery, 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 Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations – see also 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, Health Services are to continue to effectively engage with the 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 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. See xxxx://xxx.xxxxxx.xxx.xxx.xx/xxxxxxxxxxxxxxx/Xxxxxxxxxxxx/XXX-xxxxx-xxxxxx-xxxx-xxxxxxx- 2021.pdf The NSW Health Strategic Priorities 2018-19 builds on and complements the NSW State Health Plan: Towards 2021 and aligns with the NSW State and Premier’s Priorities. The approach outlined in the plan frames 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 tight ownership around the deliverables which will enable transparency in monitoring results. This will provide the system and stakeholders with an overview of system priorities, and transparency and clarity on where strategic effort will be focused each year, while also delivering business as usual. 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 Plans  Safety and Quality Account and subsequent Safety and Quality Plan  Workforce 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 District’s local priorities for 2018/19 are as follows::  Working with Primary Care Partners with a focus on: o Strengthening Mental Health o Sustainable access to Primary Care including peak season planning o Strategies to reduce unplanned readmissions o Indigenous Health Accord Partnership o Nambucca Valley Integrated Care o Tresillian related mobile clinic service for Secondary and Tertiary Level Child and Family Health service development for families experiencing challenges in early parenting period o Programs to support people with chronic conditions, children who are above a healthy weight and people experiencing frailty o Palliative Care enhancement  .Access Performance: o Elective Surgery – reducing wait times for patients awaiting surgery o Emergency Care – improving the flow of patients through the Emergency Departments  Innovation and Research: o Building on research capacity across the District  People and Cultural Strategies: o Aboriginal and Women Leadership initiatives  Managing Infrastructure Investments: o Port Macquarie Base Hospital Mental Health redevelopment o Macksville Hospital redevelopment o Coffs Harbour Health Campus redevelopment  Leading Better Value Care – continued focus on the ongoing development and implementation of programs to support the LBVC initiative across the District.  Data quality improvement projects

Performance Framework. Service Agreements are central 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 is assessed in terms of whether the organisation is meeting the strategic objectives for NSW Health and Government, the Premier’s priorities, the availability and implementation of governance structures and processes, performance against targets and whether there has been a significant critical incident or sentinel event. The Framework also sets out the performance improvement approaches, responses to performance concerns and management processes that support achievement of these outcomes in accordance with NSW Health and Government policy 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: NSW Health Strategies and Priorities are to be reflected in the strategic, operational and business plans of the Ministry and NSW Health Services and Support Organisations. Delivery of the Strategies and Priorities is the mutual responsibility of all entities. NSW: Making it Happen outlines NSW Health’s State Priorities, including 12 Premier’s Priorities that together define the NSW Government’s vision for a stronger, healthier and safer NSW. As delivery of both Premier’s and State priorities is the responsibility of all NSW Government Agencies, all entities work together to ensure successful delivery, 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 Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations – see also 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, Health Services are to continue to effectively engage with the 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 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. See xxxx://xxx.xxxxxx.xxx.xxx.xx/xxxxxxxxxxxxxxx/Xxxxxxxxxxxx/XXX-xxxxx-xxxxxx-xxxx-xxxxxxx- 2021.pdf The NSW Health Strategic Priorities 2018-19 builds on and complements the NSW State Health Plan: Towards 2021 and aligns with the NSW State and Premier’s Priorities. The approach outlined in the plan frames 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 tight ownership around the deliverables which will enable transparency in monitoring results. This will provide the system and stakeholders with an overview of system priorities, and transparency and clarity on where strategic effort will be focused each year, while also delivering business as usual. 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 Plans  Safety and Quality Account and subsequent Safety and Quality Plan  Workforce 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 District’s local priorities for 2018/19 are as follows:.

Performance Framework. Service Agreements are central 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 is assessed in terms of whether the organisation is meeting the strategic objectives for NSW Health and Government, the Premier’s priorities, the availability and implementation of governance structures and processes, performance against targets and whether there has been a significant critical incident or sentinel event. The Framework also sets out the performance improvement approaches, responses to performance concerns and management processes that support achievement of these outcomes in accordance with NSW Health and Government policy 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: NSW Health Strategies and Priorities are to be reflected in the strategic, operational and business plans of the Ministry and NSW Health Services and Support Organisations. Delivery of the Strategies and Priorities is the mutual responsibility of all entities. NSW: Making it Happen outlines NSW Health’s State Priorities, including 12 Premier’s Priorities that together define the NSW Government’s vision for a stronger, healthier and safer NSW. As delivery of both Premier’s and State priorities is the responsibility of all NSW Government Agencies, all entities work together to ensure successful delivery, 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 Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations – see also 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, Health Services are to continue to effectively engage with the 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 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. See xxxx://xxx.xxxxxx.xxx.xxx.xx/xxxxxxxxxxxxxxx/Xxxxxxxxxxxx/XXX-xxxxx-xxxxxx-xxxx-xxxxxxx- 2021.pdf The NSW Health Strategic Priorities 2018-19 builds on and complements the NSW State Health Plan: Towards 2021 and aligns with the NSW State and Premier’s Priorities. The approach outlined in the plan frames 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 tight ownership around the deliverables which will enable transparency in monitoring results. This will provide the system and stakeholders with an overview of system priorities, and transparency and clarity on where strategic effort will be focused each year, while also delivering business as usual. 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 Plans  Safety and Quality Account and subsequent Safety and Quality Plan  Workforce 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 District’s local priorities for 2018/19 are as follows:: Implementation of the NBMLHD Strategic Plan for the next five years will support the development of the annual District Business Plan, the continued implementation of the Nepean Blue Mountains Local Health District Healthcare Services Plan 2012-2022 and the expanded Nepean Hospital Redevelopment. Planning continues for the major $550 million Nepean Hospital and Community Based Services – Penrith Redevelopment, Stage 1. The announcement of at least $450 million for Stage 2 will enable planning to flow seamlessly from Stage 1 to Stage 2. The delivery of early works in Cancer Care, five of 15 new chemotherapy chairs and a third Linear Accelerator, will add to the major challenges the Local Health District will experience over the coming years. We recognise that the many and varied changes will see the need for additional support for our staff in managing expectations, while keeping focus on maintaining safe and high performing health service.  Regional Mental Health and Suicide Prevention Plan – NBMLHD is working with Nepean Blue Mountains Primary Health Network (NBM PHN) to create and deliver the Nepean Blue Mountains Regional Mental Health and Suicide Prevention Plan. The Plan will cover whole of life service and care delivery to those people who live with mental illness, their families and carers, within NNBMLHD/PHN. The Plan will provide an integrated care model across tertiary, secondary and primary health care to support people with a mental illness from acute exacerbations to sub/non – acute and community care. This is a two year project to write, implement and review the Plan.  Healthcare Homes and Healthcare Neighbourhoods – NBM PHN is a pilot site for the introduction of Healthcare Homes for the management of people in the community living with chronic conditions. NBMLHD will work with the PHN to establish Healthcare Neighbourhoods, using the principles of Integrated Care and building on the work undertaken with Health Pathways to better care for this cohort in the community and as a key hospital avoidance strategy.