Strategies and Priorities. 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 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. 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 Organisations – 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 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 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 NSW Health. Performance against delivery of the priorities will be monitored in line with the NSW Health Performance Framework. • Districts and Networks will determine implementation plans reflective of their local circumstances. The Pillars, as required, will support Districts and 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 priorities, and meet the needs of their respective populations. The District’s local priorities for 2017/18 are as follows:
Appears in 2 contracts
Samples: Service Agreement, Service Agreement
Strategies and Priorities. 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 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. 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 Organisations 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 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 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 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 NSW Health. Performance against delivery of the priorities will be monitored in line with the NSW Health Performance Framework. • Districts and Networks will determine implementation plans reflective of their local circumstances. The Pillars, as required, will support Districts and 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 The JH&FMHN Board has identified three strategic areas as a current focus, with work underway to progress policies and initiatives within these priority areas. Known as the “3Cs”, these are: Community integration - the Board's focus on community integration activities attempts to reduce recidivism by connecting released patients / inmates 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 acknowledged that each District achieved. Should the correctional centre and its health services become subject to market testing, the Board is supportive of the Network bidding competitively 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 will implement local priorities staff also aim to deliver work actively with staff of the NSW Government Ministry of Health in the development and NSW evolution of the Statewide Forensic Mental Health Strategic Plan. 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. The adult custodial population has grown by 17% in the past two years. This growth is accompanied by increases to: o Clinical activity (15% in each of the previous financial years, and meet a more than 10% increase in the current financial year to December 2016) o NSW inmates on remand or new to custody (currently one third, with the population projected to increase from +13,000 to +14,000 by December 2017) o Assault rates over the past 2 years (37%, or 24% if adjusted per 1,000 inmates) o NSW Government funding ($3.8B) for the Justice Cluster to increase correctional centre capacity over the next four years by around 7,000 beds. This is not inclusive of the cost in delivering health services to these new and expanded facilities and planned bed increases. Supporting due consideration needs of their respective populations. The District’s local priorities for 2017/18 are JH&FMHN patients as follows:part of Corrective Services NSW reforms and strategic commissioning initiatives announced by Government.
Appears in 1 contract
Samples: Service Agreement
Strategies and Priorities. 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 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. 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 Organisations – 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 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 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 NSW Health. Performance against delivery of the priorities will be monitored in line with the NSW Health Performance Framework. • Districts and Networks will determine implementation plans reflective of their local circumstances. The Pillars, as required, will support Districts and 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 priorities, and meet the needs of their respective populations. The District’s local priorities for 2017/18 are as follows:: Vigorously pursuing activity targets. NNSW LHDs continued commitment to providing quality care will be demonstrated through improving Emergency Treatment Performance, Elective Surgery Access Performance and reducing the waitlist for medical scopes; Enhancing integrated community based services to keep people healthy and out of hospital, particularly people with complex and chronic conditions; Implementing local mental health service reforms and clinical redesign including implementing the NNSW LHD Mental Health Strategic Plan 2017-2022 and Eating Disorders Service and Workforce Development Plan, and commissioning of the Older Persons Mental Health Unit in Lismore; Continuing NNSW LHD commitment to closing the life expectancy between Aboriginal and non-Aboriginal people and further implementing the Northern NSW Integrated Aboriginal Health and Wellbeing Plan 2015-2020. Improving the identification and support of Aboriginal people with chronic disease and strengthening the NNSW LHD Aboriginal workforce will also be priorities in 2017/18; Delivering capital infrastructure projects on time and on budget; Collaborative approaches in regional planning so that health infrastructure and services for Northern NSW communities are coordinated and integrated; NNSW LHD will enhance its functional relationship with North Coast Primary Health Network to progress Integrated Care, Aboriginal Health, Mental Health, Drug and Alcohol, Immunisation and Health Literacy initiatives; Ongoing clinician engagement and participation in supporting the delivery of quality health services, ensuring sound clinical governance and promoting shared leadership; Implementing locally Leading Better Value Care initiatives; and Reviewing and reinvigorating the NNSW LHD Clinical Governance Framework.
Appears in 1 contract
Samples: Service Agreement
Strategies and Priorities. 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 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. 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 Organisations – 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 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 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 NSW Health. Performance against delivery of the priorities will be monitored in line with the NSW Health Performance Framework. • Districts and Networks will determine implementation plans reflective of their local circumstances. The Pillars, as required, will support Districts and 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 priorities, and meet the needs of their respective populations. The District’s local priorities for 2017/18 are as follows:: Extending the operating hours and resourcing of the Royal North Shore Hospital paediatrics short stay unit, in response to unprecedented growth. This will improve ETP for paediatric patients. Opening a minor procedure Ambulatory Care Services for gynaecological procedures currently performed as day admissions and improving the patient care experience. Increasing the volume of Kidney Transplant Services in response to expected increases in donations. Developing an Acute Surgical Unit, staffed with upper gastrointestinal, colorectal and breast/endocrine surgeons, which will enable faster treatment of patients, improve ETP and reduce dependency on the more expensive on-call system. Transitioning patients currently cared for under the Community Care Supports Program and not eligible for support under the National Disability Insurance Scheme, to public hospital. Extending the provision of Endovascular Clot Retrieval procedures for stroke patients to provide a 24 hours / 7 days a week services within a 24 month timeframe. NSLHD is focused on developing enablers for integrated care. Investment will be made in developing a service directory, developing analytics to engage the primary care system, extending the use of the e-referral system and ongoing support for key ICT systems, with the aim to provide value across NSW. NSLHD will also continue to work with the Agency for Clinical Innovation (ACI) on multiple Leading Better Value Care (LBVC) programs in 2017-18. The district is planning on implementing all eight LBVC programs and will deploy significant resources to facilitate embedding these initiatives within its facilities.
Appears in 1 contract
Samples: Service Agreement
Strategies and Priorities. 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 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. 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 Organisations – 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- xxxx://xxx.xxxxxx.xxx.xxx.xx/statehealthplan/Publications/NSW-state-health-plan-towards- 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 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 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 NSW Health. Performance against delivery of the priorities will be monitored in line with the NSW Health Performance Framework. • Districts and Networks will determine implementation plans reflective of their local circumstances. The Pillars, as required, will support Districts and 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 0000Act 1997, 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 priorities, and meet the needs of their respective populations. The District’s local priorities for 2017/18 are as follows:: Delivery of the NBMLHD Strategic plan for the next five years to support the implementation of the Nepean Blue Mountains Local Health District Healthcare Services Plan 2012-2022 and the Nepean Hospital Redevelopment. Planning is well underway for the major $550 million Nepean Hospital and Community Based Services - Penrith Redevelopment with the Local Health District set to experience some major challenges over the coming year. We recognise that the numerous changes will see the need for additional support for our staff in managing expectations, while keeping focus on maintaining a safe and high performing health care service.
Appears in 1 contract
Samples: Service Agreement
Strategies and Priorities. 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 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. 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 Organisations – 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 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 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 NSW Health. Performance against delivery of the priorities will be monitored in line with the NSW Health Performance Framework. • Districts and Networks will determine implementation plans reflective of their local circumstances. The Pillars, as required, will support Districts and 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 priorities, and meet the needs of their respective populations. The District’s local priorities for 2017/18 are as follows:: Campbelltown development (including Cardiac Catheter Lab) Bankstown Cardiac Catheter Lab Diabetes Services Reanl Services Interventional Neuro-Radiology Intensive Care Bed Leading Better Value Care
Appears in 1 contract
Samples: Service Agreement
Strategies and Priorities. NSW Health Strategies and Priorities are to be reflected in the strategic and 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. To be led by the Ministry, NSW Health is responsible for the delivery of 102 election commitments over the period to March 2019 2019. The Ministry of Health will lead the delivery of these commitments with the critical support of from Health Services and Support Organisations – 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 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 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 Leading Better Value Care Program will create shared 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 system so that Health Strategic Priorities 2018-19 outlines builds on and complements the system works together NSW State Health Plan: Towards 2021 and aligns to improve health outcomes, to improve the experience of care NSW State and provide efficient and effective carePremier’s Priorities. The main components of this approach include outlined in the following. • The Ministry of Health will continue plan reframes the Ministry’s role as system administrator, purchaser and manager and will articulate the priorities 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. Performance against delivery This will provide the system and stakeholders with an overview of the priorities will be monitored in line with the NSW Health Performance Framework. • Districts and Networks will determine implementation plans reflective of their local circumstances. The Pillars, as required, will support Districts and 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 system priorities, and meet the needs of their respective populations. The District’s local priorities for 2017/18 are transparency and clarity on where strategic effort will be focused each year, while also delivering business as follows:usual.
Appears in 1 contract
Samples: Performance Agreement
Strategies and Priorities. 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 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. 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 Organisations – 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 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 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 NSW Health. Performance against delivery of the priorities will be monitored in line with the NSW Health Performance Framework. • Districts and Networks will determine implementation plans reflective of their local circumstances. The Pillars, as required, will support Districts and 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 priorities, and meet the needs of their respective populations. The District’s local priorities for 2017/18 are as follows:: South Eastern Sydney Local Health District (SESLHD) is in the third year of its Journey to Excellence, which is underpinned by the SESLHD Roadmap to Excellence 2014-17 and which aims to improve the health of our population while delivering safe and effective health care in a patient-centred manner. The SESLHD Roadmap to Excellence 2014-17 identifies eleven key priority areas for action in order to meet this aim, under three dimensions: Improving the quality of care we provide Increasing the role of primary care Accelerating our programs to improve safety in all health care environments Improving the way we deliver emergency care Person centred health and care services Improving our approach supporting and treating people who have multiple and chronic illnesses Improving the health of the population Reduce rates of obesity Reduce rates of diabetes Reduce levels of communicable diseases Improve immunisation rates Reduce tobacco use Value and Sustainability Securing added value and financial stability of the health services we provide
Appears in 1 contract
Samples: Service Agreement
Strategies and Priorities. 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 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. 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 Organisations – 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 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 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 NSW Health. Performance against delivery of the priorities will be monitored in line with the NSW Health Performance Framework. • Districts and Networks will determine implementation plans reflective of their local circumstances. The Pillars, as required, will support Districts and 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 priorities, and meet the needs of their respective populations. The District’s local priorities for 2017/18 are as follows:: Delivery of the NBMLHD Strategic plan for the next five years to support the implementation of the Nepean Blue Mountains Local Health District Healthcare Services Plan 2012-2022 and the Nepean Hospital Redevelopment. Planning is well underway for the major $550 million Nepean Hospital and Community Based Services - Penrith Redevelopment with the Local Health District set to experience some major challenges over the coming year. We recognise that the numerous changes will see the need for additional support for our staff in managing expectations, while keeping focus on maintaining a safe and high performing health care service.
Appears in 1 contract
Samples: Service Agreement
