Common use of Performance Framework Clause in Contracts

Performance Framework. Service Agreements are a central component of the NSW Health Performance Framework, which documents how the Ministry monitors and assesses the performance of public sector health services to achieve expected service levels, financial performance, governance and other requirements. The performance of a Health Service is assessed on whether the organisation is meeting the strategic objectives for NSW Health and government, the Premier’s priorities and performance against key performance indicators. The availability and implementation of governance structures and processes, and whether there has been a significant critical incident or sentinel event also influences the assessment. The Framework sets out performance improvement approaches, responses to performance concerns and management processes that support the achievement of outcomes in accordance with NSW Health and government policies and priorities. Performance concerns will be raised with the Organisation for focused discussion at performance review meetings in line with the NSW Health Performance Framework available at: xxxx://xxx.xxxxxx.xxx.xxx.xx/Xxxxxxxxxxx/Xxxxx/xxxxxxxxxx.xxxx Schedule A: Strategies and Priorities The delivery of NSW Health strategies and priorities is the responsibility of the Ministry, NSW Health Services and Support Organisations. These are to be reflected in the strategic, operational and business plans of these entities. NSW Government Priorities The NSW Government has outlined their priorities for their third term:  Building a strong economy  Providing high-quality education  Creating well connected communities  Providing world class customer service  Tackling longstanding social challenges NSW Health will contribute to the NSW Government’s priorities in a number of ways:  Our focus and commitment to put the patient at the centre of all that we do will continue and be expanded.  We will continue to deliver new and improved health infrastructure and digital solutions that connect communities and improve quality of life for people in rural, regional and metropolitan areas.  We will help develop solutions to tackle longstanding social challenges including intergenerational disadvantage, suicide and indigenous disadvantage. NSW Health staff will continue to work together to deliver a sustainable health system that delivers outcomes that matter to patients and community, is personalised, invests in wellness and is digitally enabled. Election Commitments NSW Health is responsible for the delivery of 50 election commitments over the period to March 2023. The Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations. Minister’s Priority 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. NSW State Health Plan: Towards 2021 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 NSW Health Strategic Priorities 2019-20 Value based healthcare Value based healthcare (VBHC) is a framework for organising health systems around the concept of value. In NSW value based healthcare means continually striving to deliver care that improves:  The health outcomes that matter to patients  The experience of receiving care  The experience of providing care  The effectiveness and efficiency of care VBHC builds on our long-held emphasis on safety and quality by increasing the focus on delivering health outcomes and the experience of receiving care as defined from the patient perspective; systematically measuring outcomes (rather than outputs) and using insights to further inform resource allocation decisions; and a more integrated approach across the full cycle of care. Improving patient experience Consistent with NSW Government priorities to improve customers experience for NSW residents, NSW Health is committed to enhancing patients and their carer’s experience of care. A structured approach to patient experience that supports a cohesive, strategic and measurable approach is being progressed. An audit in 2018 of initiatives underway across the NSW Health system identified 260 initiatives across districts, networks and pillar organisations to enhance the patient experience. In 2019-20, the Ministry of Health will work closely with Health Services and Support Organisations to progress the strategic approach to improving patient experience across the NSW public health system.

Performance Framework. Service Agreements are a central component components of the NSW Health Performance Framework, which documents how the Ministry monitors and assesses the performance of public sector health services to achieve the expected service levels, financial performance, governance and other requirements. The performance of a Health Service is assessed on in terms of whether the organisation is meeting the strategic objectives for NSW Health and governmentGovernment, the Premier’s priorities and performance against key performance indicators. The priorities, the availability and implementation of governance structures and processes, performance against targets and whether there has been a significant critical incident or sentinel event also influences the assessmentevent. The Framework also sets out the performance improvement approaches, responses to performance concerns and management processes that support the achievement of these outcomes in accordance with NSW Health and government policies Government policy and priorities. Performance concerns will be raised with the Organisation for focused discussion at performance review meetings in line with the NSW Health Performance Framework available at: xxxx://xxx.xxxxxx.xxx.xxx.xx/Xxxxxxxxxxx/Xxxxx/xxxxxxxxxx.xxxx Schedule A: Strategies and Priorities The delivery of NSW Health strategies Strategies and priorities is the responsibility of the Ministry, NSW Health Services and Support Organisations. These Priorities are to be reflected in the strategic, operational and business plans of these 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 NSW: Making it Happen outlines NSW Government Health’s State Priorities, including 12 Premier’s Priorities The NSW Government has outlined their priorities for their third term:  Building a strong economy  Providing high-quality education  Creating well connected communities  Providing world class customer service  Tackling longstanding social challenges NSW Health will contribute to that together define the NSW Government’s vision for a stronger, healthier and safer NSW. As delivery of both Premier’s and State priorities in a number of ways:  Our focus and commitment to put is the patient at the centre responsibility of all that we do will continue and be expanded.  We will continue to deliver new and improved health infrastructure and digital solutions that connect communities and improve quality of life for people in ruralNSW Government Agencies, regional and metropolitan areas.  We will help develop solutions to tackle longstanding social challenges including intergenerational disadvantage, suicide and indigenous disadvantage. NSW Health staff will continue to all entities work together to deliver a sustainable health system that delivers outcomes that matter to patients ensure successful delivery, in both lead and community, is personalised, invests in wellness and is digitally enabledpartnering agency capacities. Election Commitments NSW Health is responsible for the delivery of 50 102 election commitments over the period to March 20232019. The Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations. Organisations – see also xxxx://xxxxxxxxxxx.xxxx.xxxxxx-xxxxx.xxx/sites/default/files/pdf/2015-2016_Budget_Papers_- _Election_Commitments_2015-19.pdf Minister’s Priority 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. NSW - Making it Happen NSW State Health Plan: Towards 2021 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 NSW Health Strategic Priorities 20192018-20 Value based healthcare Value based healthcare (VBHC) is 19 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 for organising health systems 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 concept deliverables which will enable transparency in monitoring results. This will provide the system and stakeholders with an overview of valuesystem priorities, and transparency and clarity on where strategic effort will be focused each year, while also delivering business as usual. In NSW value based healthcare means continually striving Local Priorities Under the Health Services Xxx 0000, Boards have the function of ensuring that strategic plans to guide the delivery of services are developed for the District or Network and for approving these plans. Local Health Districts and Specialty Health Networks are responsible for developing the following Plans with Board oversight:  Strategic Plan  Clinical Services 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 care that improves:  The health outcomes that matter to patients  The experience of receiving care  The experience of providing care  The effectiveness and efficiency of care VBHC builds on our long-held emphasis on safety and quality by increasing the focus on delivering health outcomes and the experience of receiving care as defined from the patient perspective; systematically measuring outcomes (rather than outputs) and using insights to further inform resource allocation decisions; and a more integrated approach across the full cycle of care. Improving patient experience Consistent with NSW Government priorities to improve customers experience for NSW residents, and NSW Health is committed to enhancing patients priorities, and meet the needs of their carerrespective populations. The District’s experience of care. A structured approach to patient experience that supports a cohesive, strategic and measurable approach is being progressed. An audit in 2018 of initiatives underway across the NSW Health system identified 260 initiatives across districts, networks and pillar organisations to enhance the patient experience. In 2019-20, the Ministry of Health will work closely with Health Services and Support Organisations to progress the strategic approach to improving patient experience across the NSW public health system.local priorities for 2018/19 are as follows:

Performance Framework. Service Agreements are a central component of the NSW Health Performance Framework, which documents how the Ministry monitors and assesses the performance of public sector health services to achieve expected service levels, financial performance, governance and other requirements. The performance of a Health Service is assessed on whether the organisation is meeting the strategic objectives for NSW Health and government, the Premier’s priorities and performance against key performance indicators. The availability and implementation of governance structures and processes, and whether there has been a significant critical incident or sentinel event also influences the assessment. The Framework sets out performance improvement approaches, responses to performance concerns and management processes that support the achievement of outcomes in accordance with NSW Health and government policies and priorities. Performance concerns will be raised with the Organisation for focused discussion at performance review meetings in line with the NSW Health Performance Framework available at: xxxx://xxx.xxxxxx.xxx.xxx.xx/Xxxxxxxxxxx/Xxxxx/xxxxxxxxxx.xxxx Schedule A: Strategies and Priorities The delivery of NSW Health strategies and priorities is the responsibility of the Ministry, NSW Health Services and Support Organisations. These are to be reflected in the strategic, operational and business plans of these entities. NSW Government Priorities The NSW Government has outlined their priorities for their third term:  Building a strong economy  Providing high-quality education  Creating well connected communities  Providing world class customer service  Tackling longstanding social challenges NSW Health will contribute to the NSW Government’s priorities in a number of ways:  Our focus and commitment to put the patient at the centre of all that we do will continue and be expanded.  We will continue to deliver new and improved health infrastructure and digital solutions that connect communities and improve quality of life for people in rural, regional and metropolitan areas.  We will help develop solutions to tackle longstanding social challenges including intergenerational disadvantage, suicide and indigenous disadvantage. NSW Health staff will continue to work together to deliver a sustainable health system that delivers outcomes that matter to patients and community, is personalised, invests in wellness and is digitally enabled. Election Commitments NSW Health is responsible for the delivery of 50 election commitments over the period to March 2023. The Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations. Minister’s Priority 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. NSW State Health Plan: Towards 2021 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 NSW Health Strategic Priorities 2019-20 Value based healthcare Value based healthcare (VBHC) is a framework for organising health systems around the concept of value. In NSW value based healthcare means continually striving to deliver care that improves:  The health outcomes that matter to patients  The experience of receiving care  The experience of providing care  The effectiveness and efficiency of care VBHC builds on our long-held emphasis on safety and quality by increasing the focus on delivering health outcomes and the experience of receiving care as defined from the patient perspective; systematically measuring outcomes (rather than outputs) and using insights to further inform resource allocation decisions; and a more integrated approach across the full cycle of care. Improving patient experience Consistent with NSW Government priorities to improve customers experience for NSW residents, NSW Health is committed to enhancing patients and their carer’s experience of care. A structured approach to patient experience that supports a cohesive, strategic and measurable approach is being progressed. An audit in 2018 of initiatives underway across the NSW Health system identified 260 initiatives across districts, networks and pillar organisations to enhance the patient experience. In 2019-20, the Ministry of Health will work closely with Health Services and Support Organisations to progress the strategic approach to improving patient experience across the NSW public health system.. Local Priorities Under the Health Services Xxx 0000, Boards have the function of ensuring that Districts and Networks develop strategic plans to guide the delivery of services, and for approving these plans. The Organisation is responsible for developing the following plans with Board oversight:  Strategic Plan  Clinical Services Plans  Safety and Quality Account and subsequent Safety and Quality Plan  Workforce Plan  Corporate Governance Plan  Asset Strategic Plan It is recognised that the Organisation will implement local priorities to meet the needs of their respective populations. The Organisation’s local priorities for 2019/20 are as follows:

Performance Framework. Service Agreements are a central component components of the NSW Health Performance Framework, which documents how the Ministry monitors and assesses the performance of public sector health services to achieve the expected service levels, financial performance, governance and other requirements. The performance of a Health Service is assessed on in terms of whether the organisation is meeting the strategic objectives for NSW Health and governmentGovernment, the Premier’s priorities and performance against key performance indicators. The priorities, the availability and implementation of governance structures and processes, and performance against targets, whether there has been a significant critical incident or sentinel event also influences the assessmentevent. The Framework also sets out the performance improvement approaches, responses to performance concerns and management processes that support the achievement of these outcomes in accordance with NSW Health and government policies Government policy and priorities. Performance concerns will be raised with the Organisation for focused discussion at performance review meetings in line with the NSW Health Performance Framework available at: xxxx://xxx.xxxxxx.xxx.xxx.xx/Xxxxxxxxxxx/Xxxxx/xxxxxxxxxx.xxxx Schedule A: Strategies and Priorities The delivery of NSW Health strategies Strategies and priorities is the responsibility of the Ministry, NSW Health Services and Support Organisations. These Priorities are to be reflected in the strategic, strategic and operational and business plans of these the Ministry and NSW Health Services and Support Services. Delivery of the Strategies and Priorities is the mutual responsibility of all entities. NSW: Making it Happen NSW: Making it Happen outlines NSW Government Health’s State Priorities, including 12 Premier’s Priorities The NSW Government has outlined their priorities for their third term:  Building a strong economy  Providing high-quality education  Creating well connected communities  Providing world class customer service  Tackling longstanding social challenges NSW Health will contribute to that together define the NSW Government’s vision for a stronger, healthier and safer NSW. As delivery of both Premier’s and State priorities in a number of ways:  Our focus and commitment to put is the patient at the centre responsibility of all that we do will continue and be expanded.  We will continue to deliver new and improved health infrastructure and digital solutions that connect communities and improve quality of life for people in ruralNSW Government Agencies, regional and metropolitan areas.  We will help develop solutions to tackle longstanding social challenges including intergenerational disadvantage, suicide and indigenous disadvantage. NSW Health staff will continue to all entities work together to deliver a sustainable health system that delivers outcomes that matter to patients ensure successful delivery, in both lead and community, is personalised, invests in wellness and is digitally enabledpartnering agency capacities. Election Commitments To be led by the Ministry, NSW Health is responsible for the delivery of 50 102 election commitments over the period to March 2023. The Ministry 2019 with the critical support of Health will lead the delivery of these commitments with support from Health Services and Support OrganisationsServices – see also xxxx://xxxxxxxxxxx.xxxx.xxxxxx-xxxxx.xxx/sites/default/files/pdf/2015-2016_Budget_Papers_- _Election_Commitments_2015-19.pdf NSW State Health Plan: Towards 2021 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. Minister’s Priority 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 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. NSW State Health Plan: Towards 2021 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 - Making it Happen NSW Health Strategic Priorities 2019-20 Shared priorities The Leading Better Value based healthcare Value based healthcare (VBHC) is a framework for organising Care Program will create shared priorities across the NSW health systems around system so that the concept of value. In NSW value based healthcare means continually striving system works together to deliver care that improves:  The improve health outcomes that matter outcomes, to patients  The experience of receiving care  The experience of providing care  The effectiveness and efficiency of care VBHC builds on our long-held emphasis on safety and quality by increasing the focus on delivering health outcomes and improve the experience of receiving care as defined from the patient perspective; systematically measuring outcomes (rather than outputs) and using insights to further inform resource allocation decisions; provide efficient and a more integrated approach across the full cycle of effective care. Improving patient experience Consistent with NSW Government priorities to improve customers experience for NSW residents, NSW Health is committed to enhancing patients and their carer’s experience The main components of carethis approach include the following. A structured approach to patient experience that supports a cohesive, strategic and measurable approach is being progressed. An audit in 2018 of initiatives underway across the NSW Health system identified 260 initiatives across districts, networks and pillar organisations to enhance the patient experience. In 2019-20, the  The Ministry of Health will work closely 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. Local Priorities Under the Health Services Xxx 0000, Boards have the function of ensuring that strategic plans to guide the delivery of services are developed for the District or Network and Support Organisations 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 progress the strategic approach to improving patient experience across deliver the NSW public health system.Government and NSW Health priorities, and meet the needs of their respective populations. The Network’s local priorities for 2017/18 are as follows:

Performance Framework. Service Agreements are a central component components of the NSW Health Performance Framework, which documents how the Ministry monitors and assesses the performance of public sector health services to achieve the expected service levels, financial performance, governance and other requirements. The performance of a Health Service is assessed on in terms of whether the organisation is meeting the strategic objectives for NSW Health and governmentGovernment, the Premier’s priorities and performance against key performance indicators. The priorities, the availability and implementation of governance structures and processes, performance against targets and whether there has been a significant critical incident or sentinel event also influences the assessmentevent. The Framework also sets out the performance improvement approaches, responses to performance concerns and management processes that support the achievement of these outcomes in accordance with NSW Health and government policies Government policy and priorities. Performance concerns will be raised with the Organisation for focused discussion at performance review meetings in line with the NSW Health Performance Framework available at: xxxx://xxx.xxxxxx.xxx.xxx.xx/Xxxxxxxxxxx/Xxxxx/xxxxxxxxxx.xxxx Schedule A: Strategies and Priorities The delivery of NSW Health strategies Strategies and priorities is the responsibility of the Ministry, NSW Health Services and Support Organisations. These Priorities are to be reflected in the strategic, operational and business plans of these 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 NSW: Making it Happen outlines NSW Government Health’s State Priorities, including 12 Premier’s Priorities The NSW Government has outlined their priorities for their third term:  Building a strong economy  Providing high-quality education  Creating well connected communities  Providing world class customer service  Tackling longstanding social challenges NSW Health will contribute to that together define the NSW Government’s vision for a stronger, healthier and safer NSW. As delivery of both Premier’s and State priorities in a number of ways:  Our focus and commitment to put is the patient at the centre responsibility of all that we do will continue and be expanded.  We will continue to deliver new and improved health infrastructure and digital solutions that connect communities and improve quality of life for people in ruralNSW Government Agencies, regional and metropolitan areas.  We will help develop solutions to tackle longstanding social challenges including intergenerational disadvantage, suicide and indigenous disadvantage. NSW Health staff will continue to all entities work together to deliver a sustainable health system that delivers outcomes that matter to patients ensure successful delivery, in both lead and community, is personalised, invests in wellness and is digitally enabledpartnering agency capacities. Election Commitments NSW Health is responsible for the delivery of 50 102 election commitments over the period to March 20232019. The Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations. Organisations – see also xxxx://xxxxxxxxxxx.xxxx.xxxxxx-xxxxx.xxx/sites/default/files/pdf/2015-2016_Budget_Papers_- _Election_Commitments_2015-19.pdf Minister’s Priority 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. NSW - Making it Happen NSW State Health Plan: Towards 2021 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 NSW Health Strategic Priorities 20192018-20 Value based healthcare Value based healthcare 19 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. Local Priorities Under the Health Services Xxx 0000, Boards have the function of ensuring that strategic plans to guide the delivery of services are developed for the District or Network and for approving these plans. Local Health Districts and Specialty Health Networks are responsible for developing the following Plans with Board oversight:  Strategic Plan  Clinical Services 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: NBMLHD Strategic Plan 2018-2023 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. Nepean Hospital and Community Based Services –Penrith Redevelopment, Stages 1 and 2. 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. Joint Initiatives with Nepean Blue Mountains Primary Health Network  Regional Mental Health and Suicide Prevention Plan – NBMLHD is working with Nepean Blue Mountains Primary Health Network (VBHCNBM 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 framework two year project to write, implement and review the Plan.  Healthcare Homes and Healthcare Neighbourhoods – NBM PHN is a pilot site for organising health systems around the concept introduction of valueHealthcare Homes for the management of people in the community living with chronic conditions. In NSW value based healthcare means continually striving to deliver care that improves:  The health outcomes that matter to patients  The experience of receiving care  The experience of providing care  The effectiveness and efficiency of care VBHC builds on our long-held emphasis on safety and quality by increasing the focus on delivering health outcomes and the experience of receiving care as defined from the patient perspective; systematically measuring outcomes (rather than outputs) and using insights to further inform resource allocation decisions; and a more integrated approach across the full cycle of care. Improving patient experience Consistent with NSW Government priorities to improve customers experience for NSW residents, NSW Health is committed to enhancing patients and their carer’s experience of care. A structured approach to patient experience that supports a cohesive, strategic and measurable approach is being progressed. An audit in 2018 of initiatives underway across the NSW Health system identified 260 initiatives across districts, networks and pillar organisations to enhance the patient experience. In 2019-20, the Ministry of Health NBMLHD will work closely with the PHN to establish Healthcare Neighbourhoods, using the principles of Integrated Care and building on the work undertaken with Health Services Pathways to better care for this cohort in the community and Support Organisations to progress the strategic approach to improving patient experience across the NSW public health systemas a key hospital avoidance strategy.

Performance Framework. Service Agreements are a central component components of the NSW Health Performance Framework, which documents how the Ministry monitors and assesses the performance of public sector health services to achieve the expected service levels, financial performance, governance and other requirements. The performance of a Health Service is assessed on in terms of whether the organisation is meeting the strategic objectives for NSW Health and governmentGovernment, the Premier’s priorities and performance against key performance indicators. The priorities, the availability and implementation of governance structures and processes, performance against targets and whether there has been a significant critical incident or sentinel event also influences the assessmentevent. The Framework also sets out the performance improvement approaches, responses to performance concerns and management processes that support the achievement of these outcomes in accordance with NSW Health and government policies Government policy and priorities. Performance concerns will be raised with the Organisation for focused discussion at performance review meetings in line with the NSW Health Performance Framework available at: xxxx://xxx.xxxxxx.xxx.xxx.xx/Xxxxxxxxxxx/Xxxxx/xxxxxxxxxx.xxxx Schedule A: Strategies and Priorities The delivery of NSW Health strategies Strategies and priorities is the responsibility of the Ministry, NSW Health Services and Support Organisations. These Priorities are to be reflected in the strategic, operational and business plans of these 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 NSW: Making it Happen outlines NSW Government Health’s State Priorities, including 12 Premier’s Priorities The NSW Government has outlined their priorities for their third term:  Building a strong economy  Providing high-quality education  Creating well connected communities  Providing world class customer service  Tackling longstanding social challenges NSW Health will contribute to that together define the NSW Government’s vision for a stronger, healthier and safer NSW. As delivery of both Premier’s and State priorities in a number of ways:  Our focus and commitment to put is the patient at the centre responsibility of all that we do will continue and be expanded.  We will continue to deliver new and improved health infrastructure and digital solutions that connect communities and improve quality of life for people in ruralNSW Government Agencies, regional and metropolitan areas.  We will help develop solutions to tackle longstanding social challenges including intergenerational disadvantage, suicide and indigenous disadvantage. NSW Health staff will continue to all entities work together to deliver a sustainable health system that delivers outcomes that matter to patients ensure successful delivery, in both lead and community, is personalised, invests in wellness and is digitally enabledpartnering agency capacities. Election Commitments NSW Health is responsible for the delivery of 50 102 election commitments over the period to March 20232019. The Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations. Organisations – see also xxxx://xxxxxxxxxxx.xxxx.xxxxxx-xxxxx.xxx/sites/default/files/pdf/2015-2016_Budget_Papers_- _Election_Commitments_2015-19.pdf Minister’s Priority 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. NSW - Making it Happen NSW State Health Plan: Towards 2021 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 NSW Health Strategic Priorities 20192018-20 Value based healthcare Value based healthcare (VBHC) is 19 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 for organising health systems 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 concept deliverables which will enable transparency in monitoring results. This will provide the system and stakeholders with an overview of valuesystem priorities, and transparency and clarity on where strategic effort will be focused each year, while also delivering business as usual. In NSW value based healthcare means continually striving Local Priorities Under the Health Services Xxx 0000, Boards have the function of ensuring that strategic plans to guide the delivery of services are developed for the District or Network and for approving these plans. Local Health Districts and Specialty Health Networks are responsible for developing the following Plans with Board oversight:  Strategic Plan  Clinical Services 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 care that improvesthe 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:  The health outcomes that matter 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  The experience of receiving care Innovation and Research: o Building on research capacity across the District  The experience of providing care People and Cultural Strategies: o Aboriginal and Women Leadership initiatives  The effectiveness and efficiency of care VBHC builds on our long-held emphasis on safety and quality by increasing the 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 delivering health outcomes the ongoing development and implementation of programs to support the experience of receiving care as defined from the patient perspective; systematically measuring outcomes (rather than outputs) and using insights to further inform resource allocation decisions; and a more integrated approach LBVC initiative across the full cycle District.  Data quality improvement projects Schedule B: Services and Networks Services 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 careSubsidies in respect of services recognised under Schedule 3 of the Health Services Xxx 0000. Improving patient experience Consistent with NSW Note that annual Service Agreements are to be in place between the Organisation and AHOs.  Non-Government priorities to improve customers experience Organisations (NGOs) for NSW residentswhich the Commissioning Agency is the Organisation, NSW Health noting that NGOs for which the Commissioning Agency is committed to enhancing patients and their carer’s experience of care. A structured approach to patient experience that supports a cohesive, strategic and measurable approach is being progressed. An audit in 2018 of initiatives underway across the NSW Health system identified 260 initiatives across districts, networks and pillar organisations to enhance the patient experience. In 2019-20, the Ministry of Health will work closely are included in NSW Health Annual Reports.  Primary Health Networks with Health Services and Support Organisations to progress which the strategic approach to improving patient experience across the NSW public health systemOrganisation has a relationship.

Performance Framework. Service Agreements are a central component components of the NSW Health Performance Framework, which documents how the Ministry monitors and assesses the performance of public sector health services to achieve the expected service levels, financial performance, governance and other requirements. The performance of a Health Service is assessed on in terms of whether the organisation is meeting the strategic objectives for NSW Health and governmentGovernment, the Premier’s priorities and performance against key performance indicators. The priorities, the availability and implementation of governance structures and processes, performance against targets and whether there has been a significant critical incident or sentinel event also influences the assessmentevent. The Framework also sets out the performance improvement approaches, responses to performance concerns and management processes that support the achievement of these outcomes in accordance with NSW Health and government policies Government policy and priorities. Performance concerns will be raised with the Organisation for focused discussion at performance review meetings in line with the NSW Health Performance Framework available at: xxxx://xxx.xxxxxx.xxx.xxx.xx/Xxxxxxxxxxx/Xxxxx/xxxxxxxxxx.xxxx Schedule A: Strategies and Priorities The delivery of NSW Health strategies Strategies and priorities is the responsibility of the Ministry, NSW Health Services and Support Organisations. These Priorities are to be reflected in the strategic, operational and business plans of these 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 NSW: Making it Happen outlines NSW Government Health’s State Priorities, including 12 Premier’s Priorities The NSW Government has outlined their priorities for their third term:  Building a strong economy  Providing high-quality education  Creating well connected communities  Providing world class customer service  Tackling longstanding social challenges NSW Health will contribute to that together define the NSW Government’s vision for a stronger, healthier and safer NSW. As delivery of both Premier’s and State priorities in a number of ways:  Our focus and commitment to put is the patient at the centre responsibility of all that we do will continue and be expanded.  We will continue to deliver new and improved health infrastructure and digital solutions that connect communities and improve quality of life for people in ruralNSW Government Agencies, regional and metropolitan areas.  We will help develop solutions to tackle longstanding social challenges including intergenerational disadvantage, suicide and indigenous disadvantage. NSW Health staff will continue to all entities work together to deliver a sustainable health system that delivers outcomes that matter to patients ensure successful delivery, in both lead and community, is personalised, invests in wellness and is digitally enabledpartnering agency capacities. Election Commitments NSW Health is responsible for the delivery of 50 102 election commitments over the period to March 20232019. The Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations. Organisations – see also xxxx://xxxxxxxxxxx.xxxx.xxxxxx-xxxxx.xxx/sites/default/files/pdf/2015-2016_Budget_Papers_- _Election_Commitments_2015-19.pdf Minister’s Priority 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. NSW - Making it Happen NSW State Health Plan: Towards 2021 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 NSW Health Strategic Priorities 20192018-20 Value based healthcare Value based healthcare (VBHC) is 19 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 for organising health systems 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 concept deliverables which will enable transparency in monitoring results. This will provide the system and stakeholders with an overview of valuesystem priorities, and transparency and clarity on where strategic effort will be focused each year, while also delivering business as usual. In NSW value based healthcare means continually striving Local Priorities Under the Health Services Xxx 0000, Boards have the function of ensuring that strategic plans to guide the delivery of services are developed for the District or Network and for approving these plans. Local Health Districts and Specialty Health Networks are responsible for developing the following Plans with Board oversight:  Strategic Plan  Clinical Services 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 that improvesand 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:  The health 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 that matter to achieved for patients  The experience of receiving care  The experience of providing care  The effectiveness and efficiency of care VBHC builds on our long-held emphasis on safety and quality by increasing the focus on delivering health outcomes and the experience of receiving care as defined from the patient perspective; systematically measuring outcomes (rather than outputs) and using insights to further inform resource allocation decisions; and Building a more integrated approach across the full cycle of care. Improving patient experience Consistent with NSW Government priorities to improve customers experience for NSW residentsDistrict wide Palliative Care service, NSW Health is committed to enhancing patients and their carer’s experience of care. A structured approach to patient experience that supports a cohesive, strategic and measurable approach is being progressed. An audit in 2018 of initiatives underway across the NSW Health system identified 260 initiatives across districts, networks and pillar organisations to enhance the patient experienceprovision 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. In 2019A multi-20focal 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 Ministry of 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 will work closely and Royal North Shore Hospital  Redesigning and solidifying the pathways and support for patients with Health Services heart failure, increasing collaboration between all health care providers to optimise medication and Support Organisations to progress the strategic approach to improving patient experience across the NSW public health systemimprove outcomes for patients.

Performance Framework. Service Agreements are a central component components of the NSW Health Performance Framework, which documents how the Ministry monitors and assesses the performance of public sector health services to achieve the expected service levels, financial performance, governance and other requirements. The performance of a Health Service is assessed on in terms of whether the organisation is meeting the strategic objectives for NSW Health and governmentGovernment, the Premier’s priorities and performance against key performance indicators. The priorities, the availability and implementation of governance structures and processes, performance against targets and whether there has been a significant critical incident or sentinel event also influences the assessmentevent. The Framework also sets out the performance improvement approaches, responses to performance concerns and management processes that support the achievement of these outcomes in accordance with NSW Health and government policies Government policy and priorities. Performance concerns will be raised with the Organisation for focused discussion at performance review meetings in line with the NSW Health Performance Framework available at: xxxx://xxx.xxxxxx.xxx.xxx.xx/Xxxxxxxxxxx/Xxxxx/xxxxxxxxxx.xxxx Schedule A: Strategies and Priorities The delivery of NSW Health strategies Strategies and priorities is the responsibility of the Ministry, NSW Health Services and Support Organisations. These Priorities are to be reflected in the strategic, operational and business plans of these 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 NSW: Making it Happen outlines NSW Government Health’s State Priorities, including 12 Premier’s Priorities The NSW Government has outlined their priorities for their third term:  Building a strong economy  Providing high-quality education  Creating well connected communities  Providing world class customer service  Tackling longstanding social challenges NSW Health will contribute to that together define the NSW Government’s vision for a stronger, healthier and safer NSW. As delivery of both Premier’s and State priorities in a number of ways:  Our focus and commitment to put is the patient at the centre responsibility of all that we do will continue and be expanded.  We will continue to deliver new and improved health infrastructure and digital solutions that connect communities and improve quality of life for people in ruralNSW Government Agencies, regional and metropolitan areas.  We will help develop solutions to tackle longstanding social challenges including intergenerational disadvantage, suicide and indigenous disadvantage. NSW Health staff will continue to all entities work together to deliver a sustainable health system that delivers outcomes that matter to patients ensure successful delivery, in both lead and community, is personalised, invests in wellness and is digitally enabledpartnering agency capacities. Election Commitments NSW Health is responsible for the delivery of 50 102 election commitments over the period to March 20232019. The Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations. Organisations – see also xxxx://xxxxxxxxxxx.xxxx.xxxxxx-xxxxx.xxx/sites/default/files/pdf/2015-2016_Budget_Papers_- _Election_Commitments_2015-19.pdf Minister’s Priority 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. NSW - Making it Happen NSW State Health Plan: Towards 2021 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 NSW Health Strategic Priorities 20192018-20 Value based healthcare Value based healthcare (VBHC) is 19 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 for organising health systems 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 concept deliverables which will enable transparency in monitoring results. This will provide the system and stakeholders with an overview of value. In NSW value based healthcare means continually striving to deliver care that improves:  The health outcomes that matter to patients  The experience of receiving care  The experience of providing care  The effectiveness system priorities, and efficiency of care VBHC builds transparency and clarity on our long-held emphasis on safety and quality by increasing the focus on where strategic effort will be focused each year, while also delivering health outcomes and the experience of receiving care business as defined from the patient perspective; systematically measuring outcomes (rather than outputs) and using insights to further inform resource allocation decisions; and a more integrated approach across the full cycle of care. Improving patient experience Consistent with NSW Government priorities to improve customers experience for NSW residents, NSW Health is committed to enhancing patients and their carer’s experience of care. A structured approach to patient experience that supports a cohesive, strategic and measurable approach is being progressed. An audit in 2018 of initiatives underway across the NSW Health system identified 260 initiatives across districts, networks and pillar organisations to enhance the patient experience. In 2019-20, the Ministry of Health will work closely with Health Services and Support Organisations to progress the strategic approach to improving patient experience across the NSW public health systemusual.

Performance Framework. Service Agreements are a central component components of the NSW Health Performance Framework, which documents how the Ministry monitors and assesses the performance of public sector health services to achieve the expected service levels, financial performance, governance and other requirements. The performance of a Health Service is assessed on in terms of whether the organisation is meeting the strategic objectives for NSW Health and governmentGovernment, the Premier’s priorities and performance against key performance indicators. The priorities, the availability and implementation of governance structures and processes, performance against targets and whether there has been a significant critical incident or sentinel event also influences the assessmentevent. The Framework also sets out the performance improvement approaches, responses to performance concerns and management processes that support the achievement of these outcomes in accordance with NSW Health and government policies Government policy and priorities. Performance concerns will be raised with the Organisation for focused discussion at performance review meetings in line with the NSW Health Performance Framework available at: xxxx://xxx.xxxxxx.xxx.xxx.xx/Xxxxxxxxxxx/Xxxxx/xxxxxxxxxx.xxxx Schedule A: Strategies and Priorities The delivery of NSW Health strategies Strategies and priorities is the responsibility of the Ministry, NSW Health Services and Support Organisations. These Priorities are to be reflected in the strategic, operational and business plans of these 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 NSW: Making it Happen outlines NSW Government Health’s State Priorities, including 12 Premier’s Priorities The NSW Government has outlined their priorities for their third term:  Building a strong economy  Providing high-quality education  Creating well connected communities  Providing world class customer service  Tackling longstanding social challenges NSW Health will contribute to that together define the NSW Government’s vision for a stronger, healthier and safer NSW. As delivery of both Premier’s and State priorities in a number of ways:  Our focus and commitment to put is the patient at the centre responsibility of all that we do will continue and be expanded.  We will continue to deliver new and improved health infrastructure and digital solutions that connect communities and improve quality of life for people in ruralNSW Government Agencies, regional and metropolitan areas.  We will help develop solutions to tackle longstanding social challenges including intergenerational disadvantage, suicide and indigenous disadvantage. NSW Health staff will continue to all entities work together to deliver a sustainable health system that delivers outcomes that matter to patients ensure successful delivery, in both lead and community, is personalised, invests in wellness and is digitally enabledpartnering agency capacities. Election Commitments NSW Health is responsible for the delivery of 50 102 election commitments over the period to March 20232019. The Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations. Organisations – see also xxxx://xxxxxxxxxxx.xxxx.xxxxxx-xxxxx.xxx/sites/default/files/pdf/2015-2016_Budget_Papers_- _Election_Commitments_2015-19.pdf Minister’s Priority 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. NSW - Making it Happen NSW State Health Plan: Towards 2021 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 NSW Health Strategic Priorities 20192018-20 Value based healthcare Value based healthcare (VBHC) is 19 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 for organising health systems 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 concept deliverables which will enable transparency in monitoring results. This will provide the system and stakeholders with an overview of valuesystem priorities, and transparency and clarity on where strategic effort will be focused each year, while also delivering business as usual. In NSW value based healthcare means continually striving Local Priorities Under the Health Services Xxx 0000, Boards have the function of ensuring that strategic plans to guide the delivery of services are developed for the District or Network and for approving these plans. Local Health Districts and Specialty Health Networks are responsible for developing the following Plans with Board oversight:  Strategic Plan  Clinical Services 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 care that improvesthe 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:  The health outcomes that matter Focus on Wellness: Improve access to patients  The experience of receiving care  The experience of providing care  The effectiveness and efficiency of care VBHC builds on our long-held emphasis on safety and quality Care in the Community by increasing the focus on delivering health outcomes and the experience of receiving care as defined from the patient perspective; systematically measuring outcomes (rather than outputs) and using insights to further inform resource allocation decisions; and a more integrated applying an Integrated Care approach across the full cycle District  Invest in our People: Implement clinical networks for paediatric and primary care  Aspire to Excellence: Implementation of care. Improving patient experience Consistent research and innovation capacity building strategies within MLHD  Together in Partnership: • Increase the number of clinical placements and traineeships within MLHD by partnering with NSW Government priorities education providers to improve customers experience for NSW residents, NSW Health is committed to enhancing patients and their carer’s experience develop our future workforce • Delivering care in new ways with models of care. A structured approach to patient experience that supports a cohesive, strategic and measurable approach is being progressed. An audit care focused on: o Hospital in 2018 the Home o Rapid Assessment Clinic o Increasing usage of initiatives underway across the NSW Health system identified 260 initiatives across districts, networks and pillar organisations to enhance the patient experience. In 2019-20, the Ministry of Health will work closely with Health Services and Support Organisations to progress the strategic approach to improving patient experience across the NSW public health system.smaller hospitals

Performance Framework. Service Agreements are a central component of the NSW Health Performance Framework, which documents how the Ministry monitors and assesses the performance of public sector health services to achieve expected service levels, financial performance, governance and other requirements. The performance of a Health Service is assessed on whether the organisation is meeting the strategic objectives for NSW Health and government, the Premier’s priorities and performance against key performance indicators. The availability and implementation of governance structures and processes, and whether there has been a significant critical incident or sentinel event also influences the assessment. The Framework sets out performance improvement approaches, responses to performance concerns and management processes that support the achievement of outcomes in accordance with NSW Health and government policies and priorities. Performance concerns will be raised with the Organisation for focused discussion at performance review meetings in line with the NSW Health Performance Framework available at: xxxx://xxx.xxxxxx.xxx.xxx.xx/Xxxxxxxxxxx/Xxxxx/xxxxxxxxxx.xxxx Schedule A: Strategies and Priorities The delivery of NSW Health strategies and priorities is the responsibility of the Ministry, NSW Health Services and Support Organisations. These are to be reflected in the strategic, operational and business plans of these entities. NSW Government Priorities The NSW Government has outlined their priorities for their third term:  Building a strong economy  Providing high-quality education  Creating well connected communities  Providing world class customer service  Tackling longstanding social challenges NSW Health will contribute to the NSW Government’s priorities in a number of ways:  Our focus and commitment to put the patient at the centre of all that we do will continue and be expanded.  We will continue to deliver new and improved health infrastructure and digital solutions that connect communities and improve quality of life for people in rural, regional and metropolitan areas.  We will help develop solutions to tackle longstanding social challenges including intergenerational disadvantage, suicide and indigenous disadvantage. NSW Health staff will continue to work together to deliver a sustainable health system that delivers outcomes that matter to patients and community, is personalised, invests in wellness and is digitally enabled. Election Commitments NSW Health is responsible for the delivery of 50 election commitments over the period to March 2023. The Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations. Minister’s Priority 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. NSW State Health Plan: Towards 2021 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 NSW Health Strategic Priorities 2019-20 Value based healthcare Value based healthcare (VBHC) is a framework for organising health systems around the concept of value. In NSW value based healthcare means continually striving to deliver care that improves:  The health outcomes that matter to patients  The experience of receiving care  The experience of providing care  The effectiveness and efficiency of care VBHC builds on our long-held emphasis on safety and quality by increasing the focus on delivering health outcomes and the experience of receiving care as defined from the patient perspective; systematically measuring outcomes (rather than outputs) and using insights to further inform resource allocation decisions; and a more integrated approach across the full cycle of care. Improving patient experience Consistent with NSW Government priorities to improve customers experience for NSW residents, NSW Health is committed to enhancing patients and their carer’s experience of care. A structured approach to patient experience that supports a cohesive, strategic and measurable approach is being progressed. An audit in 2018 of initiatives underway across the NSW Health system identified 260 initiatives across districts, networks and pillar organisations to enhance the patient experience. In 2019-20, the Ministry of Health will work closely with Health Services and Support Organisations to progress the strategic approach to improving patient experience across the NSW public health system.. Local Priorities Under the Health Services Xxx 0000, Boards have the function of ensuring that Districts and Networks develop strategic plans to guide the delivery of services, and for approving these plans. The Organisation is responsible for developing the following plans with Board oversight:  Strategic Plan  Clinical Services Plans  Safety and Quality Account and subsequent Safety and Quality Plan  Corporate Governance Plan  Asset Strategic Plan It is recognised that the Organisation will implement local priorities to meet the needs of their respective populations. The Organisation’s local priorities for 2019/20 are as follows:  Workforce Plan

Performance Framework. Service Agreements are a central component components of the NSW Health Performance Framework, which documents how the Ministry monitors and assesses the performance of public sector health services to achieve the expected service levels, financial performance, governance and other requirements. The performance of a Health Service is assessed on in terms of whether the organisation is meeting the strategic objectives for NSW Health and governmentGovernment, the Premier’s priorities and performance against key performance indicators. The priorities, the availability and implementation of governance structures and processes, performance against targets and whether there has been a significant critical incident or sentinel event also influences the assessmentevent. The Framework also sets out the performance improvement approaches, responses to performance concerns and management processes that support the achievement of these outcomes in accordance with NSW Health and government policies Government policy and priorities. Performance concerns will be raised with the Organisation for focused discussion at performance review meetings in line with the NSW Health Performance Framework available at: xxxx://xxx.xxxxxx.xxx.xxx.xx/Xxxxxxxxxxx/Xxxxx/xxxxxxxxxx.xxxx Schedule A: Strategies and Priorities The delivery of NSW Health strategies Strategies and priorities is the responsibility of the Ministry, NSW Health Services and Support Organisations. These Priorities are to be reflected in the strategic, operational and business plans of these 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 NSW: Making it Happen outlines NSW Government Health’s State Priorities, including 12 Premier’s Priorities The NSW Government has outlined their priorities for their third term:  Building a strong economy  Providing high-quality education  Creating well connected communities  Providing world class customer service  Tackling longstanding social challenges NSW Health will contribute to that together define the NSW Government’s vision for a stronger, healthier and safer NSW. As delivery of both Premier’s and State priorities in a number of ways:  Our focus and commitment to put is the patient at the centre responsibility of all that we do will continue and be expanded.  We will continue to deliver new and improved health infrastructure and digital solutions that connect communities and improve quality of life for people in ruralNSW Government Agencies, regional and metropolitan areas.  We will help develop solutions to tackle longstanding social challenges including intergenerational disadvantage, suicide and indigenous disadvantage. NSW Health staff will continue to all entities work together to deliver a sustainable health system that delivers outcomes that matter to patients ensure successful delivery, in both lead and community, is personalised, invests in wellness and is digitally enabledpartnering agency capacities. Election Commitments NSW Health is responsible for the delivery of 50 102 election commitments over the period to March 20232019. The Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations. Organisations – see also xxxx://xxxxxxxxxxx.xxxx.xxxxxx-xxxxx.xxx/sites/default/files/pdf/2015-2016_Budget_Papers_- _Election_Commitments_2015-19.pdf Minister’s Priority 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. NSW - Making it Happen NSW State Health Plan: Towards 2021 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 NSW Health Strategic Priorities 20192018-20 Value based healthcare Value based healthcare (VBHC) is 19 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 for organising health systems 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 concept deliverables which will enable transparency in monitoring results. This will provide the system and stakeholders with an overview of valuesystem priorities, and transparency and clarity on where strategic effort will be focused each year, while also delivering business as usual. In NSW value based healthcare means continually striving Local Priorities Under the Health Services Xxx 0000, Boards have the function of ensuring that strategic plans to guide the delivery of services are developed for the District or Network and for approving these plans. Local Health Districts and Specialty Health Networks are responsible for developing the following Plans with Board oversight:  Strategic Plan  Clinical Services 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 care that improvesthe 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:  The health outcomes that matter 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  The experience of receiving care Innovation and Research: o Building on research capacity across the District  The experience of providing care People and Cultural Strategies: o Aboriginal and Women Leadership initiatives  The effectiveness and efficiency of care VBHC builds on our long-held emphasis on safety and quality by increasing the 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 delivering health outcomes the ongoing development and implementation of programs to support the experience of receiving care as defined from the patient perspective; systematically measuring outcomes (rather than outputs) and using insights to further inform resource allocation decisions; and a more integrated approach LBVC initiative across the full cycle of careDistrict. Improving patient experience Consistent with NSW Government priorities to improve customers experience for NSW residents, NSW Health is committed to enhancing patients and their carer’s experience of care. A structured approach to patient experience that supports a cohesive, strategic and measurable approach is being progressed. An audit in 2018 of initiatives underway across the NSW Health system identified 260 initiatives across districts, networks and pillar organisations to enhance the patient experience. In 2019-20, the Ministry of Health will work closely with Health Services and Support Organisations to progress the strategic approach to improving patient experience across the NSW public health system. Data quality improvement projects

Performance Framework. Service Agreements are a central component components of the NSW Health Performance Framework, which documents how the Ministry monitors and assesses the performance of public sector health services to achieve the expected service levels, financial performance, governance and other requirements. The performance of a Health Service is assessed on in terms of whether the organisation is meeting the strategic objectives for NSW Health and governmentGovernment, the Premier’s priorities and performance against key performance indicators. The priorities, the availability and implementation of governance structures and processes, performance against targets and whether there has been a significant critical incident or sentinel event also influences the assessmentevent. The Framework also sets out the performance improvement approaches, responses to performance concerns and management processes that support the achievement of these outcomes in accordance with NSW Health and government policies Government policy and priorities. Performance concerns will be raised with the Organisation for focused discussion at performance review meetings in line with the NSW Health Performance Framework available at: xxxx://xxx.xxxxxx.xxx.xxx.xx/Xxxxxxxxxxx/Xxxxx/xxxxxxxxxx.xxxx Schedule A: Strategies and Priorities The delivery of NSW Health strategies Strategies and priorities is the responsibility of the Ministry, NSW Health Services and Support Organisations. These Priorities are to be reflected in the strategic, operational and business plans of these 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 NSW: Making it Happen outlines NSW Government Health’s State Priorities, including 12 Premier’s Priorities The NSW Government has outlined their priorities for their third term:  Building a strong economy  Providing high-quality education  Creating well connected communities  Providing world class customer service  Tackling longstanding social challenges NSW Health will contribute to that together define the NSW Government’s vision for a stronger, healthier and safer NSW. As delivery of both Premier’s and State priorities in a number of ways:  Our focus and commitment to put is the patient at the centre responsibility of all that we do will continue and be expanded.  We will continue to deliver new and improved health infrastructure and digital solutions that connect communities and improve quality of life for people in ruralNSW Government Agencies, regional and metropolitan areas.  We will help develop solutions to tackle longstanding social challenges including intergenerational disadvantage, suicide and indigenous disadvantage. NSW Health staff will continue to all entities work together to deliver a sustainable health system that delivers outcomes that matter to patients ensure successful delivery, in both lead and community, is personalised, invests in wellness and is digitally enabledpartnering agency capacities. Election Commitments NSW Health is responsible for the delivery of 50 102 election commitments over the period to March 20232019. The Ministry of Health will lead the delivery of these commitments with support from Health Services and Support Organisations. Organisations – see also xxxx://xxxxxxxxxxx.xxxx.xxxxxx-xxxxx.xxx/sites/default/files/pdf/2015-2016_Budget_Papers_- _Election_Commitments_2015-19.pdf Minister’s Priority 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. NSW - Making it Happen NSW State Health Plan: Towards 2021 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 NSW Health Strategic Priorities 20192018-20 Value based healthcare Value based healthcare (VBHC) is 19 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 for organising health systems 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 concept deliverables which will enable transparency in monitoring results. This will provide the system and stakeholders with an overview of valuesystem priorities, and transparency and clarity on where strategic effort will be focused each year, while also delivering business as usual. In NSW value based healthcare means continually striving Local Priorities Under the Health Services Xxx 0000, Boards have the function of ensuring that strategic plans to guide the delivery of services are developed for the District or Network and for approving these plans. Local Health Districts and Specialty Health Networks are responsible for developing the following Plans with Board oversight:  Strategic Plan  Clinical Services 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: Strategic Priority 1: provide individualised care that improves:  The health outcomes that matter to patients  The experience of receiving care  The experience of providing care  The effectiveness it effective, appropriate and efficiency of care VBHC builds on our long-held emphasis on safety and quality by increasing the focus on delivering health outcomes and the experience of receiving care as defined from the patient perspective; systematically measuring outcomes (rather than outputs) and using insights to further inform resource allocation decisions; and a more integrated approach across the full cycle of care. Improving patient experience Consistent with NSW Government priorities to improve customers experience for NSW residents, NSW Health is committed to enhancing patients and their carer’s experience of care. A structured approach to patient experience that supports a cohesive, strategic and measurable approach is being progressed. An audit in 2018 of initiatives underway across the NSW Health system identified 260 initiatives across districts, networks and pillar organisations to enhance the patient experience. In 2019-20, the Ministry of Health will work closely with Health Services and Support Organisations to progress the strategic approach to improving patient experience across the NSW public health system.safe