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:
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 2021-2022 are as follows: Strategic and local priorities 2021–22 Service Agreement 10 Strategic and local priorities 2021–22 Service Agreement 11 Strategic and local priorities 2021–22 Service Agreement 12
Local Priorities. Under the Health Care Act 2008, the Governing Board must ensure that strategic plans to guide the delivery of services are developed for the LHN and for approving these plans. The LHN is required to work collaboratively with their Governing Board to develop the following plans: • Strategic Plan • Clinical Services Plan/Health and Wellbeing Strategy • Safety and Quality Account • Workforce Plan, including an education and training strategy • Corporate Governance Plan • Clinical, consumer and community engagement strategies • Annual Report It is acknowledged that the LHN will implement local priorities to deliver the SA Government and SA Health priorities, and meet the needs of their respective populations.
Local Priorities. Under the Health Services Xxx 0000, Boards have the function of ensuring that strategic plans to guide the delivery of services are developed for the District or Network and for approving these plans. Local Health Districts and Specialty Health Networks oversighted by their Boards have responsibility for developing the following Plans: Strategic Plan Clinical Services Plans Safety and Quality Account and subsequent Safety and Quality Plan Workforce Plan Corporate Governance Plan 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. JH&FMHN Board Priorities 2018/19 The JH&FMHN Board has identified three strategic areas as a current focus. Known as the “3Cs”, these are: Community integration, Contestability, and Court diversion. There is work underway to progress policies and initiatives within these priority areas with inclusion of women’s and young people’s issues within the 0X xxxxxx. Xxxxxxxxx integration - the Board's focus on community integration activities attempts to reduce recidivism by connecting released patients / inmates / detainees with ongoing healthcare upon return to the community. Contestability - The Board has indicated its support for the Network to operate in the contestable environment to ensure benchmarking is achieved. Should the correctional centre and its health services become subject to market testing, the Board is supportive of the Network bidding competitively in partnership with or against the private proponents. Court diversion - The Board supports current and future programs undertaken by the Network whereby health staff work with the magistrate and the judicial system to divert offenders into community based care rather than receiving a custodial sentence, where this is appropriate. The Board and Network staff also aim to work actively with staff of the NSW Ministry of Health in the development and evolution of the Statewide Forensic Mental Health Strategic Plan. JH&FMHN Specific Priorities for 2018/19 The Strategic Plan 2018-2022 outlines the key strategic directions, outcomes and priority populations for the Network over the coming five years. For 2018/19 the Network has identified the following local priorities: Responding to the unprecedented increase in the adult custodial population and the impact on Network resources, clinical activity, funding and capacity. There ha...
Local Priorities. The priority resource concerns identified by the NRCS local working group include: • Soil Erosion, Soil Quality Degradation, & Soil Health • Water Quantity and Quality • Upland and Aquatic Wildlife and Their Habitat • Degraded Plant Condition • Air Quality & Inefficient Energy • Forest Health & Wildfire Risk • Livestock Production Limitations The project will fulfil the community's needs by providing conservation planning and administrative staff to assist local NRCS with their workload. Local NRCS has been chronically understaffed, and this trend is continuing. A new soil conservationist was recently hired, starting on July 1, 2023, to fill an existing vacancy. At the same time, another local soil conservationist accepted a new position in Connecticut and will be leaving yet another unfilled position. The NRCS hiring process has not been quick or efficient lately and we seek provide continuity of services to our customers through these transitions. As mentioned above, we intend to review areas where we could further improve upon our ability and desire to reduce barriers to program participation, thereby directly upholding our mission to encourage conservation and wise use of natural resources. This funding will allow us to hire a consultant to assist with the development and/or implementation of board succession plans that are inclusive and provide opportunities for new, diverse voices to participate in mentorship or board development opportunities. The District develops its Long Range Plan in close partnership with NRCS and seeks input from other partners including Farm Service Agency, Oregon State University Extension, Wy'East Resource & Conservation Development Council, Area Watershed Councils, and producer groups. Our LRP is currently undergoing updates and revisions and includes emerging opportunities such as DEI and climate change as areas to focus on. We anticipate using the DEI work completed through this grant to further update our LRP to ensure we are building the right partnerships, conducting effective outreach and education to reach new and historically underserved producers, and ultimately enrolling them in NRCS programs.
Local Priorities. Under the Health Services Xxx 0000, Boards have the function of ensuring that Districts and Networks develop strategic plans to guide the delivery of services, and for approving these plans. The Organisation is responsible for developing the following plans with Board oversight: Strategic Plan Clinical Services 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: • Vigorously pursuing Premier's priorities including reducing childhood obesity, Emergency Treatment Performance and Elective Surgery Access Performance; • Ongoing clinician engagement and participation in supporting the delivery of quality health services, ensuring sound clinical governance and promoting shared leadership; • Enhancing integrated community based services to keep people healthy and out of hospital; • Continue to implement Mental Health service reforms in response to the 'Review of seclusion, restraint and observation of consumers with a mental illness in NSW Health facilities' recommendations; • Continuing commitment to closing the life expectancy between Aboriginal and non• Aboriginal people and further implementing the Northern NSW Integrated Aboriginal Health and Wellbeing Plan; • Delivering capital infrastructure projects on time and on budget. This will include engaging workforce and community in consultations about Tweed Valley Hospital, Grafton Base Hospital and Ballina District Hospital capital programs; • Enhancing the reach and scope of Integrated Care and Leading Better Value Care initiatives across NNSW LHD; • Continue to invest in the strong functional relationships with North Coast Primary Health Network, Aboriginal Medical services and our other service partners to deliver services that meet the needs of our communities.
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: Focus on Wellness: o Redesign culturally safe models of care to enhance access to appropriate health care options and wellbeing programmes for Aboriginal and Xxxxxx Xxxxxx Islander people and vulnerable populations. Invest in our People: o Develop a Primary Health Workforce Plan, led by the NSW Rural Doctors Network together with the Murrumbidgee Primary Health Network and community stakeholders.
Local Priorities. The TAC shall develop Local Priorities for approval by the HCD Advisory Committee to establish goals that are in alignment with the Five Year Consolidated Plan. The Local Priorities Plan will be reviewed and modified as appropriate on an annual basis by the HCD Advisory Committee.
Local Priorities. 1. First time buyers with a Local Connection in the Borough and who would be eligible to be placed on the Council’s Housing Needs Register
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 Strategic 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: Maintenance of overall performance of SLHD: SLHD will continue to achieve Performance Level 0 in accordance with the NSW Ministry of Health Performance Framework throughout 2019/20.
