GUIDE TO PLANNING PROCESSES - nnswlhd.health.nsw.gov.au · and health service delivery for their local District, to ensure compliance with PD 2009_039 Risk Management Enterprise-Wide

GUIDE TO PLANNING PROCESSES

NORTHERN NEW SOUTH WALES LOCAL HEALTH DISTRICT

For further information please contact:

Planning and Performance

Northern NSW Local Health District

31 Uralba Street

Lismore NSW 2480

Correspondence

P.O. Box 498

LISMORE NSW 2480

Phone: (02) 6620 2949

Fax: (02) 6622 2151

March 2013

We wish to acknowledge the input gained from the Hunter New England STRATEGIC DIRECTIONS 2006-2010,

HNE Health’s Approach to Planning, November 2007 has assisted in the production of this document.

CONTENTS

1. Introduction .................................................................................................................................... 1

2. Background ..................................................................................................................................... 1

3. Planning Hierarchy .......................................................................................................................... 3

4. Planning Approval Process ............................................................................................................ 10

5. Planning Process ........................................................................................................................... 11

6. Appendix 1 – NNSW LHD Clinical and Community Consultation Structure .................................. 19

7. Appendix 2 Reporting Format Template....................................................................................... 20

NNSW LHD GUIDE TO PLANNING PROCESSES – ENDORSED MARCH 2013 1

1. INTRODUCTION

This document describes the Northern NSW Local Health Districts (NNSW LHD) approach to planning

processes and aims to:

• Define and differentiate between the types and levels of planning activities undertaken

across NNSW LHD

• Describe the planning approval and reporting processes

• Describe the planning process and cycles for the development of strategic clinical/corporate

services plans and operational plans

• Identify the supports and resources available to assist with planning processes across the

District

• Through the planning and approval processes describe the role of the:

o Health Services Development Committee (HSDC)

o NNSW LHD Executive and Board in the approval planning processes and responsibilities

of individual members.

2. BACKGROUND

NNSW LHD operates within the NSW Performance Framework released to LHDs in September 2011.

The Framework sets out performance outcomes that LHDs are expected to achieve across all health

services, within individual wards/units, facilities and for the LHD as a whole.

Legislated functions of the LHD Boards under the Health Services Act 1997 (NSW) are factored into

NNSW LHD planning processes to ensure: the development of strategic plans; processes are in place

to seek the views of providers and consumers of health services; inclusion of community and

clinicians in the planning of health services; advice is supplied to providers and consumers of health

services about policies, plans and initiatives for the provision of health services; relevant information

is gathered from other LHDs and specialty networks to inform the planning and delivery of best

practice health services.

The LHD and Board have the responsibility and accountability for managing all aspects of hospital

and health service delivery for their local District, to ensure compliance with PD 2009_039 Risk

Management Enterprise-Wide Policy and Framework NSW, and that risks specified in the Strategic

Risk Register are treated as priority in health service planning processes.

As indicated in this Guide, the NNSW LHD Board plays a key role in ensuring the development and

implementation of health service planning, the delivery of quality and safe health services and

monitoring of performance.

The NSW Government provides direction to the public sector through the State Plan “NSW 2021”

released in September 2011. The actions and strategies required to achieve the priorities outlined in

the State Plan cascade down through the NNSW LHD Strategic Plan to:

• An over-arching Health Care Services Plan

• Clinical Service Plans for various programs, services and facilities

• Annual Business Plans and Performance Agreements that identify initiatives based on our

Strategic Directions

• Corporate Service Plans for the LHD service enablers such as Workforce, Information

Management and Technology, Telehealth, Education and Training, Research, Patient

Transport and other support services.

These Plans provide the overall strategic framework for the provision and development of health

services across the NNSW LHD. The figure below details the strategic planning framework.


FIGURE 1: PLANNING HIERARCHY

NSW STATE PLAN “NSW 2021”

NNSW LHD Strategic Plan

The Strategic Plan presents

NNSW LHDs vision, purpose and

values, and the strategic

directions and initiatives to be

implemented over the next 5

years.

Clinical Services Plans

Clinical Services Plans are

strategic plans that present the

directions and development of

specific clinical services across

the LHD.

Corporate Services Plans

Corporate Services Plans are

plans for those services that

support the delivery of clinical

services, e.g. Workforce,

Information Management.

Annual Business Plans and

Performance Agreements

As both the Strategic Plan and the

Health Care Services Plan have

been developed to cover 5 years,

an annual Business Plan has been

developed to identify specific

initiatives that will be implemented

to achieve targets detailed in the

LHDs Service Agreement and other

relevant Agreements and Plans.

NNSW LHD Health Care

Services Plan

The HCSP is a strategic planning

document that identifies the

priorities and key directions of

NNSW LHD for a 5-10 year period.


3. PLANNING HIERARCHY

PLAN TYPE DEFINITION TIMEFRAME RESPONSIBILITIES MAIN COMPONENTS

LHD Strategic Plan

The NNSW LHD

Strategic Plan is

available on

NNSW LHD

internet and

intranet websites.

The NNSW LHD Strategic Plan is the LHDs

over-arching strategic document and

presents NNSW LHDs vision, purpose and

values, and the strategic directions and

initiatives to be implemented over the

next 5 years.

The Strategic Plan ensures our managers,

staff and key stakeholders share a

common understanding of:

- The LHDs vision, purpose, and

strategic directions, and how these

align with the State priorities and

NSW Health’s strategic directions

- Selected/high level measures of

performance and expected standards

of performance

- The strategies to be implemented to

achieve NNSW LHD strategic

objectives

- Responsibilities and timeframes for

implementing strategic initiatives.

5 years

The NNSW LHD

Board through the

Executive is

responsible for the

development,

implementation and

monitoring of the

LHDs Strategic Plan.

The Strategic Plan is

endorsed by the

NNSW LHD HSDC.

Development of the

Strategic Plan is

facilitated by the

NNSW LHD Planning

and Performance

Unit.

• NSW 2021-A Plan to Make NSW Number One

• NNSW LHD vision, goals, strategic directions for the supply

and delivery of health services

• Current pressures and future challenges

• Strategic Objectives detailed in the NSW State Plan are

used as a basis to formulate Organisation specific Strategic

Objectives through consultation and endorsement by

NNSW LHD Executive and Board:

o Protect the health of our community and make

promoting better health a part of everything we do

o Continually improve the quality of and access to a

comprehensive range of integrated health services in

partnership with key external partners

o Develop a skilled and motivated workforce in a culture

based on our core values

o Ensure effective stewardship and leadership through

strong corporate and clinical governance

o Embed research and education as an integral element

of clinical services

o Work in partnership to improve Child Wellbeing Health

and Safety

o Work with the Aboriginal community and partners to

improve the health of Indigenous Australians

o Maintain the LHDs counter-disaster and bio-

preparedness system

o Involve the community in decision making.

• NNSW LHD Strategic Planning Process.



Health Care

Services Plan

When endorsed

the LHD Health

Care Services Plan

will be available on

NNSW LHD Health

Intranet site.

The NNSW LHD Health Care Services Plan

(HCSP) is our highest level clinical service

planning document. It articulates priorities

and future directions for clinical service

development and delivery across the

NNSW LHD over the next 5 years.

Development of the HCSP involves a

comprehensive needs analysis process to

inform future service development and

investment across the NNSW LHD based

on sound evidence and locally identified

need. It involves the gathering and

analysing of a broad range of data, reports

and information from service providers

and the community to identify health and

wellbeing priorities.

The HCSP provides future directions for

LHD health services, from inpatient,

ambulatory and outpatient services,

population health, primary and

community health services, clinical

support services, teaching and research

delivered through LHD-wide clinical

services, clinical streams, geographic

networks, inpatient facilities and

community based services.

The HCSP is intended to cascade down

through the organisation to inform clinical

planning processes including Clinical

Service Plans, Clinical Programs and

Implementation Plans.

5 years The NNSW LHD

Board and Executive

are responsible for

development,

implementation and

monitoring of the

HCSP.

Development of the

HCSP is led and

facilitated by the

Planning and

Performance Unit.

The HCSP is endorsed

by the NNSW LHD

Board and Executive.

• Scope of the HCSP

• Planning, Policy and Performance Context

o Changing Policy and Performance Environment

• Vision, Purpose, Values and Principles

• Governance and Service Structure

• Planning Methodology and Consultation Engagement

• Strategic Objectives and Priorities

• Current Pressures and Future Challenges

• NNSW LHD and the People it Serves

o Description of NNSW LHD current services and key

partnerships

o Population profile, changing demography, burden of

disease and emerging health needs

o Current supply and projected future demand for health

services by residents and non-residents

o Role Delineation

• Integration of service priorities identified in current Clinical

Service Plans

• Key Issues and Strategic Responses

o Key Findings

o Recommendations for future planning that establishes

clinical service priorities for future equitable and

sustainable service development and delivery within

finite resources

o Strategic Priorities.



Clinical Services

Plans - Strategic

Endorsed Clinical

Services Plans are

only available on

NNSW LHD

Intranet site.

Clinical Services Plans are strategic plans

that present the directions and

development of specific clinical services

across NNSW LHD.

Clinical Services Plans are developed for

clinical streams (e.g. Oral Health, Renal,

Cancer, Mental Health and Drug and

Alcohol) or geographical clinical service

networks (e.g. Richmond Clarence and

Tweed Byron Health Service Groups).

Clinical Service Plans developed for

facilities/services inform capital solutions

for the LHD (discussed below).

5 years Management of the

services concerned

are responsible for

the development of

Clinical Services

Plans.

An Executive and/or

Board Sponsor is

appointed by the

Executive/Board to

lead each planning

process.

Development of

strategic LHD-wide

Clinical Services Plans

are either led and

managed, or

supported and

supervised by the

Planning and

Performance Unit.

Clinical Service Plans

are endorsed by the

NNSW LHD HSDC,

Executive and Board.

The main components are similar to those on the HCSP.

Clinical Service

Plans - Specific

Facilities/Services

Clinical Service Plans are developed for

facilities/services that are scheduled to

have a major capital redevelopment or

refurbishment and are also developed to

inform Master Planning.

Clinical Service Plans present information

5-10 years These Plans are

developed by the

Planning and

Performance Unit

with the assistance of

the local Health

Service Manager and

In most cases the NSW Ministry of Health will have a

recommended plan format to follow. The main components are

similar to those in the HCSP and Clinical Service Plans including:

• Key findings and recommendations for future planning:

o Planned Services

o Profile of proposed services

o Role Delineation Levels



on current service provision, service

needs/gaps and identify future community

needs for health services.

Clinical Service Plans inform capital

solutions and are integrated with Capital

Works Plans (discussed below).

a Steering Committee

made up of relevant

clinical and

community

stakeholders.

The planning process

is led and managed

by the Planning and

Performance Unit

and a Consultant may

be engaged to

develop the Plan.

o Current and proposed beds

o Current and proposed staffing levels.

Corporate

Services Plans

Corporate Services

Plans are internal

documents and

are only available

on NNSW LHD

Intranet site.

Corporate Services Plans are strategic

plans that present the directions and

development of specific corporate

services.

Corporate Services Plans are developed

for NNSW LHD corporate services such as

Workforce, Asset Management and

Information Management, and follow the

same process used in developing Clinical

Services Plans.

5 years Management of the

services concerned

are responsible for

the development of

Corporate Services

Plans.

An Executive and/or

Board Sponsor is

appointed by the

Executive/Board to

lead each planning

process.

Development of

Corporate Services

Plans is managed by

the services

concerned with

support and advice

from the Planning

and Performance

Corporate Services Plans outline the future directions for a

service.

Relevant corporate governance frameworks are to be included

in corporate service planning to ensure compliance with the

new National Accreditation Scheme.



Unit.

Corporate Services

Plans are endorsed

by the NNSW LHD

HSDC, Executive and

Board.

NNSW LHD

Business Plan

Business Plans ensure our managers, staff

and key stakeholders share a common

understanding of:

• The service’s strategic objectives and

how these align with the LHDs

strategic directions

• The actions and initiatives to be

implemented to achieve their

strategic objectives

• Our measures of performance and

expected standards of performance

• Responsibilities for implementing

actions and initiatives

• Timeframes and resources.

Annual NNSW LHD Executive

has primary

responsibility for the

development of the

NNSW LHD Business

Plan.

Support for

development of the

annual LHD-wide

Business Plan and

monitoring of

performance is

provided by the

Planning and

Performance Unit.

Includes the Services vision, purpose, values, focus areas,

strategic objectives.

The Business Plan identifies:

• Performance measures for each of the strategic objectives

• Performance targets – goals to achieve for each of the

measures, intended to motivate and improve performance

• Initiatives to be implemented over the next 12 months to

improve performance, reach targets and achieve the

strategic objectives

• Responsibilities and timeframes identified for each

initiative to ensure the initiative is implemented in a timely

manner.

Capital Works

Plans

The process of facility planning involves

four stages: (1) Service Procurement Plan;

(2) Project Definition Plan; (3) Project

Implementation; and, (4) Post Occupancy

Evaluation.

Service Procurement Plans (SPPs) identify

the preferred option to meet the

recognised services gap; the strategy for

the preferred option; and, the indicative

cost estimates (including recurrent costs)

for the preferred option.

Up to 6

months

5-6 months

Capital Works in

collaboration with

the facility/service

management are

responsible for

completing these

plans.

Support and advice

are provided by the

Planning and

Performance Unit.

NSW Ministry of Health has developed a web-based manual and

templates relating to the process of facility planning and to be

used to complete Service Procurement and Project Definition

Plans.



The SPP examines all feasible options for

resolving the service delivery issues that

have prompted consideration of the

project. Such options may include capital

solutions e.g. build a new building,

refurbish an existing building or

investment in capital for equipment, and

non-capital solutions e.g. provide a new

service, relocate existing service(s),

change the manner in which a service is

delivered, or amalgamate with an existing

service.

Project Definition Plans (PDPs) consist of

but are not limited to the development of

a project definition of the preferred option

– design brief, service model, operational

policies, site planning, room sizes,

equipment requirements, project budget

details, program recurrent budget,

construction method, procurement

method and risk analysis, functional

relationships, staff resources and concept

plans.

Framework Plans

to address:

Significant Health

Issues

Organisational

Issues

LHD-wide

Services/ Service

Models

Framework Plans are developed:

• For significant strategic health issues

(e.g. adult obesity, health inequity)

that cut across a number of clinical

services i.e. issues that need to be

addressed/managed by multiple

service networks/streams. The

frameworks aim to develop integrated

multidisciplinary service models for

NNSW LHD to manage identified

priority issues.

To be

determined

during

framework

development.

Identified

experts/service

provider/s is

responsible for the

development of a

Framework Plan.

Framework Plans are

developed with

support and advice

from the Planning

and Performance

Framework Plans to address significant health issues:


• Issue/Risk Definition including background to the significant

strategic, priority health issue

• Current service profile - to identify current investment in

services that address the priority issue

• Framework scope, aims and target groups

• Key stakeholders – includes an overview of how both

internal and external key stakeholders will be consulted in

the framework’s development

• Recommended service model to ensure the right services



Framework Plans

addressing

significant health

issues and LHD-

wide

Services/Service

Models are

available on

NNSW LHD

Internet and

Intranet sites.

Framework Plans

addressing

organisational

issues are only

available on

NNSW LHD

Intranet site.

• To describe NNSW LHDs approach to

addressing /managing corporate

organisational issues such as Quality

and Risk Management across every

level of the organisation. These

frameworks ensure there is an

agreed, shared approach across the

LHD about how we manage issues.

All Framework Plans may include an

implementation plan with clearly defined

strategies, responsibilities and timeframes

for implementation of the services

approach/model.

Unit.

are in the right places including identifying opportunities

for re-allocation of resources

• Implementation (action) plan to achieve proposed service

model – actions, timeframes, responsibilities, milestones.

Framework Plans to address corporate organisational issues or

LHD-wide services/service models:


• Issue/Risk Definition including background to the

organisational issue

• Framework scope and objectives to be achieved in

implementing the framework

• The LHDs Approach - includes a detailed description of the

recommended approach/model to be adopted across the

LHD

• Implementation (action) plan to achieve proposed

approach/service model – actions, timeframes,

responsibilities, milestones.

Project/Program

Plans

Project or Program Plans can be clinical or

corporate plans that are developed for

time-limited, specific-purpose activities

and involve identifying the actions that

need to be taken to achieve

project/program goals.

Determined by

project

duration/

funding

period.

The Executive

Sponsor and

Project/Program

Team have

responsibility for the

development of the

project/program

plan.

• Executive Summary

• Introduction and background to project or program

• Implementation/Action Plan (to include actions,

timeframes, responsibilities, milestones).

Implementation

Plans

Generally Implementation Plans are

developed in response to a policy directive

by NSW Ministry of Health. These plans

identify the action needed to be taken to

implement a policy directive,

operationalize a strategic plan, or clinical

program.

Based on the

policy

directive.

The service/s

responsible for

implementation are

responsible for the

development of the

Implementation Plan.

• Executive Summary

• Introduction and background to project or program

• Implementation/Action Plan (to include actions,

timeframes, responsibilities, milestones).


Plan Scope, Steering

Committee TOR and

consultation process

endorsed by Health

Services Development

Committee


Committee TOR and

consultation process

endorsed by Executive

High Level Plans and Plans

which inform Master

Planning and Facility

Development


Committee TOR and

Consultation Plan

endorsed by Board

Planning and

Performance Unit,

Board, Executive or

Service initiates planning

process


Committee TOR and

detailed Consultation Plan

endorsed by Steering

Committee

4. PLANNING APPROVAL PROCESS


5. PLANNING PROCESS

The following table outlines the consultation guidelines for the development of a range of plans in NNSW LHD by the Planning and Performance Unit. For

other services these procedures are a guide only. Refer to section 3 of this document regarding Planning Hierarchy and types of Plans.

ACTIVITY RESPONSIBLE LEVEL OF PARTICIPATION

1. Scope of Plan and Terms of Reference (TOR) for Steering Committee

• Plans are prioritised by HSDC prior to the beginning of each financial year

• Additional Plans may be required during the planning period and include requests from NSW MoH

• All Plans are registered with:

o Community and Clinical Engagement Manager

o Aboriginal Health Unit

o Telehealth Unit

o Workforce Change and Sustainability Service

o Nursing and Midwifery Directorate

• A detailed Scoping Paper, TOR for Steering Committee and Consultation Plan are developed in consultation with

key stakeholders:

o Scope of Plan, TOR and Consultation Process are endorsed by NNSW LHD HSDC

o Scope of Plan, TOR and Consultation Process are endorsed by NNSW LHD Executive

o Scope of Plan, TOR and detailed Consultation Plan are endorsed by Steering Committee.

Service/Stream

Manager

Planning and

Performance Unit

Involve/inform

2. Steering Committee Role

A Steering Committee is formed following endorsement of TOR by NNSW LHD Executive and/or Board. The role of

the Steering Committee is to oversee the development of a plan and to ensure the plan will be developed in

consultation with key stakeholders so that services will meet the needs of the defined community and the NNSW

LHD.

Planning and

Performance Unit

Involve/inform



For local service plans, representation may include:

• Executive Director (Chair) or delegate

• Management and staff of related service

• Senior Clinicians

• Clinical Stream Managers

• Relevant sections of Clinical and Community Consultation Structure

• Hospital Auxiliary member

• Aboriginal community member

• General Practice

• Medicare Local representative

• Consumer/Carer representative

• Others: Determined by the type of plan.

For LHD-wide/Strategic Plans representation may include:

• Board member/Chief Executive/Executive Director (Chair)

• Relevant sections of Clinical and Community Consultation Structure

• Management and staff of related service

• Senior Clinicians

• Clinical Stream Managers\Clinicians

• Aboriginal community\or Aboriginal Health Council

• Nursing Directorate


• Medicare Local representative


Planning and

Performance Unit

Involve/inform



• Others: Determined by the type of plan

• For some planning processes an EOI through the local media may be required.

3. Consultation Plan

• A Consultation Plan is developed for all plans and endorsed by the Steering Committee at the beginning of the

planning process

• The Consultation Plan incorporates advice from the Aboriginal Health Unit, Community and Clinical Engagement,

Nursing and Midwifery, Workforce Change and Sustainability Service, Telehealth and HSDC

• A registration number is provided for all plans registered with the Aboriginal Health Unit and an Aboriginal

Health Impact Statement (AHIS) completed at the end of the process.

Planning and

Performance Unit

Inform/consult

4. Consultation

This occurs before a draft plan is developed. The consultation process seeks to develop key issues and to present to

participants the framework for the development of the plan which includes demographic data and relevant plans and

documents. Advice from Aboriginal Health and Community and Clinical Engagement Units is incorporated in the

Consultation Plan. The Consultation Plan is reviewed and endorsed by the Steering Committee.

The consultation process may include the following depending on the type of plan being developed:

• Steering Committee

• Service and Stream Managers

• Capital Works Manager

• Clinicians and other staff

• Relevant sections of Clinical and Community Consultation Structure (see Appendix 1)

• Aboriginal Medical Service


Planning and

Performance Unit

Inform/involve



• Medicare Local

• Aboriginal community member


• Community groups/NGOs

• Individuals\groups with an interest e.g.: Hospital Auxiliary member.

Consultation methods may include:

• Face to face meetings with stakeholders

• Expert reference groups

• Flyers with response option or electronic survey e.g. survey monkey

• Focus groups

• Targeted consultations e.g. Steering Committee, NGOs, Local Government

• Public meetings

• Presentations to key groups

• Workshops

• Media e.g. Newspaper articles

• Website development

• Electronic Surveys.



5. Feedback

• Develop draft Plan incorporating feedback where appropriate

• Develop a Consultation Action Plan detailing how feedback is to be treated, with justification if excluded

• Circulate draft Plan and Consultation Action Plan to Steering Committee for comment

• Update Plan and Consultation Action Plan

• Present revised draft Plan and Consultation Action Plan to Steering Committee

• Incorporate feedback from Steering Committee

• Circulate revised draft Plan to Steering Committee

• Steering Committee signs off on releasing draft Plan for broad consultation.

Planning and

Performance Unit

Inform/consult

6. Consultation methods

Presentation of revised draft Plan may include:

• Steering Committee

• Individuals\groups with an interest.

Planning and

Performance Unit

Inform/consult



7. Circulation for broad consultation

• Draft Plan uploaded to NNSW LHD intranet

• Broad consultation notice with direct link to site via email to all staff in NNSW LHD1

• HSDC

• Executive Medical Staff Council

• District Clinical Council

• LHD Allied Health Council

• External members of consultation groups

• Steering Committee members notified

• Clinical Engagement Advisory Council (CEAC) through Community and Clinical Engagement Manager

• Aboriginal Health Unit for distribution to partner organisations

• Health funded NGOs (if applicable)

• Other external participants in consultation.

Planning and

Performance Unit

Inform/consult

8. Feedback

• Incorporate feedback and revise draft Plan

• Update Consultation Action Plan

• Develop a consultation report and incorporate in draft Plan

• Circulate draft Plan and Consultation Action Plan to Steering Committee

• Steering Committee signs off on draft Plan.

Planning and

Performance Unit

Inform/consult

1 External members to be offered option of requesting hard copy of draft Plan



9. Health Services Development Committee

The role of the HSDC is to review Service and Strategic Plans to ensure appropriate community and stakeholder

involvement and input into the planning process and that plans have been developed to meet the priority health

needs of the population.

• Provide a Brief, draft TOR for Steering Committee and Scoping document outlining the proposed consultation

process to HSDC for comment and endorsement

• Steering Committee membership to include HSDC member/s

• Circulate final draft Plan, completed AHIS and Consultation Report to HSDC members

• Discussion on final draft Plan included in HSDC agenda

• Incorporate feedback where appropriate

• Update draft Plan.

Planning and

Performance Unit

Inform/consult

10. NNSW LHD Executive and Board Endorsement

• Circulate Brief, final draft Plan, completed planning checklist, AHIS and Consultation Report to NNSW LHD

Executive for review and endorsement

• Circulate Brief, final draft Plan, completed planning checklist, AHIS and Consultation Report to NNSW LHD Board

for review and endorsement.

Planning and

Performance Unit

Inform/consult

11. Follow-up Action

• Final draft Plan forwarded to NSW MoH for feedback where appropriate

• Where NSW MoH provides a response to the draft Plan a Treatment Plan is developed and draft Plan is revised

where appropriate

• Chair Steering Committee and/or Executive Member review changes

• Significant changes are referred back to NNSW LHD Executive

• Endorsed Plan published on NNSW LHD intranet and all NNSW LHD staff notified via email

Planning and

Performance Unit

Inform/consult



• Consider and implement feedback from consultation into related planning activities and report on any changes

to HSDC

• Final Plan included on Plans Register with 12 month reporting cycle

• Final Plan forwarded NNSW LHD Chief Executive/Executive

• Final Plan forwarded to Service/Stream Managers if appropriate

• Final Plan forwarded to NSW MoH if appropriate.

12. Reporting on Implementation of Plans

• Implementation of Plans is monitored by reporting on the measures included in the Plan

• A performance report is prepared by the responsible Manager and reviewed by HSDC annually

• The Planning and Performance Unit provides advice on reporting measures, and monitoring and reviewing

performance.

Service/Stream

Manager

HSDC

Manage and coordinate

Monitor


6. APPENDIX 1 – NNSW LHD CLINICAL AND COMMUNITY CONSULTATION STRUCTURE

NNSW LHD has established formal structures for community and clinical participation (see diagram below).

NORTHERN NSW LOCAL HEALTH DISTRICT

CLINICAL AND COMMUNITY CONSULTATION

STRUCTURE

GOVERNANCE

Oversee governance activities.

Chaired by Board Members

COMMUNITY & STAKEHOLDERS

Advice on engagement with

Community and Stakeholders

• Health Care Quality Committee

• Medical & Dental Appointments

Committee

• Finance & Performance

Committee

• Audit & Risk Committee

• Health Services Development

Committee

• District Clinical Council-advice to Board

and Chief Executive

• Hospital Clinical Councils-advice to Board

and relevant Executive and Hospital

Management

• Lismore, Ballina & Casino

• Richmond Smaller Hospitals

• Tweed Byron

• Clarence Valley

• Executive Medical Staff Council-advise on

medical matters to Board & Chief

Executive

• Medical Staff Councils-advise on medical

matters at local Hospital level

• Community Engagement Advisory

Council-advise on community

engagement activities and processes

• Ngayundi Aboriginal Health Council-

advice relating to Aboriginal health

• Non-Government Forum- for Health

funded NGOs

• Aboriginal Health Partnership-with

Aboriginal Medical Services

• Additional specific processes and

structures are under development for:

• Mental Health

• Carers


7. APPENDIX 2 REPORTING FORMAT TEMPLATE

The template below is used to as a reporting tool to inform HSDC on progress of specific measures to address strategies in the plan being reported on.

PLAN: (Title of Plan)

NSW Health Plan/Framework: Date:

Report Date: (Date of report and number of implementation report)

Prepared by: (Name and contact details)

STRATEGY/ RECOMMENDATION STATUS COMMENT

Key for Status:

A Achieved

PA Partially Achieved – on track

NA1 Not Achieved and strategy is no longer relevant

NA2 Not Achieved – strategy required enhancement monies in order to be implemented

NA3 Not Achieved – explanation to be provided outlining strategies to address non-achievement.

The Report is to respond on progress of those strategies which were due for completion within the timeframe of the reporting cycle.

(The Planning and Performance Unit maintains a Register of Plans to ensure that the planning and consultation processes are monitored and reported on

annually).

Documents

GUIDE TO PLANNING PROCESSES - nnswlhd.health.nsw.gov.au · and health service delivery for their local District, to ensure compliance with PD 2009_039 Risk Management Enterprise-Wide