EFTA00268579.pdf

CO D 61\1 c_6. TN Tett_ Ect- C.0 c- f R6eeRT`/ rn-te t rr NI•10L-Q‘f\lci SA ft0- .11_7:H r-v&tSTE1 OF fr-1 Crfri A NO GOO SOUkCaS .4 CT, ‘,E f.:- 01 CnAlnP I R P- Th trrEivirTED — - - - , --(- 1 11-9t,g0a. f3,Y Cerl-ML I c:13" T “ ' 1A .f* r.RA'1fO.1 t-te.s")cal ie YE----nR •STReriec'l. etcaLccre.D fot3-1-19, NEfl ',IC - coNrcesmi Kt 7 1Ot1 c )O. c: as, STARTS ;XX)5 L-FhJyeRC t • '-- N Priority SAW Jrj," Hi 2009 Tarts Transport Road amenity at Port Wakefield 0_ Establish Port Wakefield bypass 2 * 2.9 Lead — Australian Government z Growth in freight on road network Continue to give priority to maintainance of the east coast road on Yorke 2 * * 1.5 —5 Peninsula Ct Lead — State Government D- Develop a strategic needs analysis for a bypass at Clam, considering the 3 * 13 needs of Bataldava and Blyth Lead — local government 0 Land . Infrastructure for expansion of intensive animal keeping Investigate the spatial and infrastructure requirements to support the U/way * 1.6 0 expansion of intensive animal keeping and processing (poultry and pigs) at various locations throughout the region Lead — State Government CD Provision of industrial land - Develop industrial estates in Blyth, north of Clare and other regional 2 * * 1.6 CD centres to support the wine and agriculture industries Lead — local government Tourism facilities cn Develop accommodation and recreational facilities to cater for increased 2 * * 1.6 C tourist demand Lead — private sector 03 7,e Information and Communication Technology 0CH — l%1:Cte-1O namt D IrJl ERNE1- Cs Nr.-1 Access to broadband Improve telecommunications to southern Yorke Peninsula through U/way 4.7 'Connecting Yorke Peninsula' project Encourage towns to aggregate demand and develop a hipaness case to 2 * 4.7 support installation of broadband i7V- ead - private sector Health ► ertRenirsic aks- rtiC1C, INC--RestRCCICRE: on;LY Primary health care centres Continue to upgrade hospital facilitiesitsupport the co-located delivery of 2 se' -. * 2.2 primary health care services including general practice. allied health, mental health and Aboriginal health programs Lead - State Government, private sector -C Aged care facilities Provide mole aged tare and residential facilities and services 2 * * 22 to meet the increased number of retirees moving to the region 45 EFTA00268579 s ag Health Education and Training There are 19 health services in the region, located at Port Broughton, Ardrossan, Balaklava, Maitland, Minlaton, Moonta,1haliaroo. Riverton, Jamestown, Orroroo. Peterborough, Laura (Rocky River), Burra, Clare, Eudunda, Snowtown, Hanley Bridge, Yorktown and 13ooferoo Centre. CL The significant numbers of early retired and aged persons in the region is a major issue for the provision of health services. 0 There are some access difficulties to local and metropolitan health facilities due to limited public and community Ct transport. -Ar Housing rand values throughout the region, especially on Yorke Peninsula and around Clare, are rising as a result of interest from retirees and people seeking a different pace of life. This A network of educational facilities including TAFE Regional has seen an increase in housing, if nut permanent residents, Institute campuses in Kadina, Yorketown and Narungga (at in residential developments at Port Vincent marina. Black Point Pearce / Maitland) serves the Yorke Peninsula. 0 Point, Wallaroo marina, Moonta and Marion Bay. Holiday The Mid North has three TAFE campuses located at Clare, homes held by absentee owners arc increasingly becoming Jamestown and Peterborough. There is training in the areas permanent retirement homes in many towns. of tourism and hospitality, primary industry value-adding CD and aquaculture, as well as the aged care and retirement Expansion of Primo by another 200 full time employees industries. -0 (FIE) to 500 people over the next two seals and new poultry CD facilities will increase the demand on housing. TAFE courses are available through distance education. The demand for childcare facilities in the region has increased. UI C Waste Management CD Many of the towns in the region are facing the renewal of solid waste disposal licences. The Central Region Local Government Association is developing a Mid North/Southern Flinders regional waste management strategy. including the potential for a new central solid waste disposal site. The District Council of Copper Coast has a solid waste recscling system and separation plant, which it operates as a joint venture with the private sector. Composting sites are required fur the processing of waste from intensive animal farming and other agricultural sources. 43 EFTA00268580  South Australia's Strategic Plan Summar of Targets South Australia's Strategic Plan, Creating Opportunity, contains 79 targets. They are set out below, with Plan reference numbers (T1.1 etc) In brackets. 9,batain BMWS, PrOntedlY Strategic infrastructure Increase invailmoril in anittgic arnala V Jobs: Belt the Australian menage employment infrastructure Such es tranSPOrt. Pensand <ridgy to %ippon and achieve the targets in growth rate wthrn 10 years. (71.1) South Antratra's Stratzvc Plea (11. t 6) Unemployment: Equal or better me Austratan average within 5 Credit rating: Adhere a AAA credit rating, In Me von other Were, (11.2) mainland Sates. *Inn 0 year.. (71.1/) Youth unemployment Equal or better the Australian avo.ago wthin 5 Parlornione a Lead the nalon in coal anthems= ti yeWs. (71.3) improvement government metes with n 5 yams. (71.1e) Competitive business kiantrin ikdelsicies rating as the least costly In the South Climate: dace to sal up end do business in Australia Australian (KRUG Competitive Aternahves study) and public sector confliwe to kept pie cue positsi tryternationally. — producUvity: (11.4) Economic growth: Exceed the national economic Tough ate Mien Performance Lead Australian governments ie timely and to yeas. (ELS) improvement transparem goverment de " k rig wenn 5 Investment: lAstch er muted Australas retry of business iwestirant as a percentage of the ecd'any In the South years.(71.19) Australian utthn 10 years. (T1.6) pubic sector —quick Total population: ischresi. South Asiterake's population lea 2 Neon atusion-maiong: by 2050. rather then the projected Polailm'ar decline. ("My) Interstate migration: 91thisaintbanalnalltraina Reduce nag loss to Interstate to rem by 2008 with et porathe Slow from 2009 (71.6) Quality of life: Improve Adelaide's quality of Ifs ranking on the Overseas migration: Match Smith Austrela'S share of internsgcnal Wiliam EL Were.% Quaky of Lila males to be n stgrares to Austrdia With the State° share o' the the lop 20 cites In the world within 10 years. averall national populanor ow the next 10 (72.1) years. (TIM Healthy South Increase hadthy we ettPeclency of Sous - Productivity: ' &Mad AUSIMalea Mirage OrOctsCevey growth Australians. Australian: to lead OM neat:a within 10 years. *PSI 10 yews. (71.10) (12.2) Industrial relations: Achieve the lowed number of working days last per theutheryi arnoleyees in Australia with," it Intent mortality: Continue to be the best perforrrine Sole in Australia. (72.3) )en. (TIM) Psychological distress: Equal or taw then the Australian average vain Exports: Treble to valio el South 'Worse's% inset 10 years. (72.4) hcane to 525 blion by 2012, with exporters Smoking: Reduce the percentage se young operant Misted by the work of the industry-led Export smokers by 10% within 10 years. (125) Council *hen was °stable/led in 2004, Industry- Overweight: Reduce the percentage of South Antraleirts Sub agreed societal goals hal will assist in meeting " are or obese by 10% within 10 years. We weld target McluCe $7.5 Odeon by 2019 by C12.6) the food industry in meeting the Food Pan Sport and recreation Exceed the Austraten average S panxiparion target. over 53 blaon natenagy by the nub sped and physical energy weenie 10 years. (72.7) Industry by 2010 further deveksyng our everts Crime rates' I Reduce aims sales to the lowest II Australia d motor vehicles, inueberva the current 20% PCP ! within 10 years. 17 2.8) aeon solos sac revenue growth of he Reed safety: Reduce road latalites by 10% by 2010. with en illearonlei industry end krther consolidatrog 1 ongoing focus on reductions in Sabers end Alelalde n$ thedefence industry capital et %,Uncut inpre. across es modes. (12.9) Auttedia and developing defence indtibeY Greater 'safety at west Adwave the nacionaly agree] target at 40% expeirle. anneals wl also contribute to the redaction in ishry by 2012 (Narcnal 0.12 overall target by aftiming aseteOuS exploration Skidoo/ 2002-2017, Hatenal Cows:atonal and processrg targets. We wi wore to mom Health erd Safety Coreneteon) (1210) than double oft share of national senite eXPetif and inceasn our exeons of Saber* PbEntive 1 Attaining. Sligtpinataltht nanstonned marulachret ( 11.12) Tourism industry: Irrigate ;Site arltarralUre in South AuStraliaS The River Murray: Increase env ronmental 'ass by $00 GL h the teuritrn in<ustry bon $3.4 baton in 2001 10 $5.0 klutrahDarling and nava tributaries by 2005 as bill on b( 200a by intreasIng nailer numbers and a (1st step tavards meow ng Sustaestrilty In the !envy, 0, any and, more inpolenlly, by MarrahDenho basin mth a longcrarm tarsal lucre:see Carnal Spending. (T1.13) to reach 1500 Gib), 2013. (13.1) Sham of overseas Cobble Sosth Aeurame snare of overleaf Energy consumption - Reduce orrery consumption in Sacrament students: students wtho 10 yea's. (11.14) government Millings by 750. whin ID years and bed Minarets and Make Sara Australia a favored !neural Australia n wind and sotto power generation exploratIon: investment destination for private invisetsient by it within 10 years. (73-2) 2010 yea erphrabon expend:ate targeted to Greenhouse ernIselcaM Alder the Kyoto target dunng the feat almost echo to 3100 rrilliOn by 2007, end I CalinilancN cerise (2108-12). 0 .3.3) minerals production to reach 53 baton by 2020. Land blodiversIty: Have live wet-established beeves-My 'mains nth a bather $1 cation myth of minerals I Wing Coble and ptivate lords across the Stole processing by that time. (T1.15) ' by 2010. (13.4 ) 160 EFTA00268581  Oft.RACAN,C, ESTAat-i Sre) I n FRO6T-A.C.Cri..ite CtCrycwt..;Plait N(:fr Fuw& -ss • t s st)e:LS ••• acc 7 Better choices Betteriktalth rt in the home, early intervention and • provide for the needs of an ageing population, by suppo improved recuperation, rehabilitation and respite facilitie s ents and procedures, with • balance the need to centralise complex, expensive or rare treatm telemectcine and community based decentralisation made possible by information technology, care in local, regional and central settings. • deliver high quality care through networked clinical services by the system to achieve system reform. GHR recognises the intentions and attempts made structural reform and government and health 4 , However, this cannot be achieved without fundamental system commitment to it. 4tc The implications are clear. System reform is essential. t and demand pressures. It is not sustain able The health system is under stress, with increasing budge efficiency and equity. into the next generation on grounds of quality of care, sional, committed and passionate workforce Despite this escalating pressure and demand, a profes people working over and above required working staffs South Australia's health services, with many for much longer, despite the support of dedicated hours. The workforce cannot sustain the pressures volunteers and family carers. ity. Unless they are acted upon, the government will lace A- GHR'S proposals address this unsuStainabilagend a commitments. difficulties in achieving its health and social or world-shattering. They are similar to what is The directions proposed in this report are not new rable to Australia. It is not the directions that are happening internationally in health in countries compa controversial; it is the act of implementing them. However, there are real reasons for optimism. Systemic reform of the health industry is not easy. ics of change are much better understood. Though there are no guarantees of success, the dynam istic work will be an advantage and will thwart unreal Knowing the challenges and the difficulty of the expectations. lian public health system. A wide range A Chapter One presents the case for change for the South Austra ant demographic, cultural, economic and signific of factors impact on the health system. These include ing care delivery and technology. There is also increas social changes, and dramatic changes in health the best of the and believing they have the right to community awareness, with consumers expecting ain values of some of these interventions. latest technology and treatments, despite the uncert role of health system. However, there are inequalities. The S. By world standards, Australia has a good moved in this context. The burden of disease has the social determinants of health' are addressed cause pressure on the system and impact on the towards more chronic conditions. All of these factors , safe services. capacity of the system to maintain high quality indicat es that, if the proposed reforms are A. A modelling exercise carried out by GHR to the year 2011 will be a continuing demand for additional There not implemented, the future scenario is bleak. expense of primary carer' reatment of illness wil remain investment in acute hospital services at the early intervention. the dominant focus rather than prevention and EFTA00268582  Better Choices eetterHeaith The South Australian health 'system' is fragmented and uncoordinated. This is exemplified by multiple planning processes, regional boundaries, project funding and governance arrangement s. The case for change provides a blunt message. System reform is the only way to ensure that the next generation of South Australians has a health system that meets its needs. .1( Chapter Two outlines how today's governance arrangements in the South Australian public health system are enshrined in the South Australian Health Commission Act 1976 (SAHC Act) which brought together a range of disparate hospitals and health services under a unified system of governance. Times have changed. Today, one of the primary objectives of health systems around the world is to promote cohesion, ensuring service coordination and integration to best meet population health needs. The challenge for governments is to improve coordination and integration without losing the ability to remain responsive to local and regional communities. The current governance and funding arrangements of the system, which has over 70 separately incorporated health units, present a significant challenge to establishing a coordinated and reoriented system for the future. A population health funding model is recommended, supported by a regional governance structure to promote population health, meet equity objectives and find ways to enhance service coordination and collaboration. ,3 4 / Chapter Three outlines the weaknesses in the curront care delivery system. Apart from the fragmentation and lack of cohesion previously mentioned, the Commonwealth-state funding arrangements provide an additional impediment to establishing a seamless primary health care focused system. „Apic The lack of information technology, telecommunications and appropriate community based resources has also retarded progress* framework is provided to assist in overcoming some of these obstacles to achieving a primary health care focused system that has a commitment to disease prevention, health promotion and early intervention. Key attributes are explored. from consumer and system perspectives. System components and mechanisms for integration, partnerships and coordination are described. Engagement with the Commonwealth and local governments is required to ensure coherence of planning, policy and funding directions to enable an integrated primary health care system to be orovidec. Enabling infrastructure, specifically for information technobgy, telecommunications, capital, research and health futures, is addressed. Chapter Four puts the case that accountable and effective management of public resources is a fundamental responsibility and challenge for government. Accountability and transparency for the quality and safety of health services is a key aspect of health system performance. However, information is typically poorly disseminated and engagement of the community, consumers and clinicians in decision-making processes happens more by chance than by design. A framework is provided that will deliver accountable and transparent governance of the health System, founded on the principles of community, consumer and clinician involvement. Mechanisms and structures are proposed to provide meaningful community involvement in decision making and strong clinical governance. EFTA00268583  BetterChoices BetterHealth 4.12 DHS develop a strategy for coordinating ongoing public information and education across the health system. 4.13 DHS support the development of community capacity to provide independent consumer voices within the health system. Chapter 5: Workforce development 5.1 OHS and health services provide management training and development to ensure effective leadership capacity and creative responses to change. 5.2 DHS establish a statewide health workforce planning group with responsibility for: (I) developing integrated information systems, including human resource systems, that will provide accurate workforce data and information Ac— Off developing a strategic planning process that employs appropriate evidence based methodologies and enables identification of future health workforce requirements (iii) ensuring integration of workforce, service and financial planning >)(, (iv) developing partnerships with universitiesjechnical and further education, nd other key stakeholders, to faciitate implementation of health workforce plans (v) developing a future clinical workforce that reduces demarcations, encourages teamwork, and enhances career opportunities and skills (v) developing a marketing and recruitment capacity for the health system with resources contributed by major public and private employers (vii) developing an approach to regular staff satisfaction/climate surveys to be used by OHS and regional health services with the capacity for statewide tenchmarking. 44- 5.3 OHS develop a comprehensive strategy to attract mature age students from rural areas into health professional education.**. 5.4 The State Government, through OHS and all South Australian universities, approach the Commonwealth Government to seek approval and funding for the introduction of a postgraduate distance education program for generic rural health practitioners. *- 5.6 OHS provide a focus on the development of the Aboriginal health workforce by initially: (i) regulating and formally recognising the role of the Aboriginal health worker vo extending funding for Aboriginal health worker training from an annual cycle to a three- year cycle (ii) increasing the number of clinical placements for Aboriginal nurses (iv) funding statewide cultural awareness training on an ongoing basis to address racism faced by Aboriginal health staff. EFTA00268584  • Investment in SA country health - Agriculture - Agribusiness - General News - Stock ... Page 7 of 11 r e "--r-VCP (1̀)C. DEPLerCiTh -3002 CE OF FUN; im - c_oINNER. rNVCtaleite rket)00L-eNT Actt 11 - 1 Hot-tes -ricker oriLi - ri Calling Dollies with ag backgrounds Investment in SA country health 0 0 0 *18 Jun, 200901:13 PM'* The Budget guaranteed more than $39 million in additional operating funds for country health in South Australia to help meet the increasing demand for healthcare services. Health Minister John Hill said the total operating expenditure budget for Country Health SA in 2009-10 was $630.4m, which is a 7 per cent increase on the last financial year. "We're also investing $51m over four years to fund 160 additional full-time nursing and midwifery positions across the State," he said. Since 2002, 902 doctors have been employed and 2883 nurses. The 2009-10 Capital Program for country SA includes: * $1.6m to upgrade Hammitt House Nursing Home at Port Pine Hospital. .1 * $360,000 for the construction of the Port Pirie GP Plus Health Care Centre. it • $15.6m towards the $36m redevelopment of Ceduna Hospital. • $7m towards the S15m redevelopment of Whyalla Hospital. *.$5.7m to start the $41m redevelopment ofBari Hospital. implementation of * $4.97m for Improving Care for Older Patients in Public Hospital which includes the privacy, fire and safety improvements in a number of country facilities. * $2.1m to replace two BreastScreen SA country mobile units that will incorporate digital mammography technology. Intermediate Care * $900,000 for the provision of new intermediate care mental health facilities within Country Facilities. • $579,000 for the upgrade of Ambulance Stations - Country Volunteer Staffed. • S440,000 for Urology equipment in Mount Gambier. • $75,000 for a new eye surgery machine in Port Lincoln. John Hill Source: htto://www.ministers.sa.gov.au POST A COMMENT Screen name * Email address " f. Remember me? EFTA00268585  ThENIE-r3 ECIQiD in; C, , - Qt.? - H Ci<1 77.1)i•) C.oNSa.--c-60 ?Lc.% r•IrAtz) HC-le S Media Release SA Health Tuesday, 3 August 2010 eA New Chief Executive Officer appointed for Country Health SA ,* SA Health has today announced that Ms Belinda Moyes as been appointed as the new Chief Executive Officer (CEO) of Country Health SA. SA Health's Chief Executive, Dr Tony Sherbon, said Ms Moyes' background as a proven leader in health makes her the ideal choice for this important role. "Ms Moyes brings a wealth of experience and knowledge to this role, and. delighted she is joining Country Health SA," Dr Sherbon said. Previously, Ms Moyes has been the Chief Nurse of Victoria since 2000 and has also chaired the National Nursing and Nursing Education Taskforce for two years from 2004. "In both of these positions, she oversaw very significant changes in the national nursing strategy, as well as significant workforce reforms in Victoria," Dr Sherbon said. "Ms Moyes has also had significant experience in senior operational hospital management, where she was the driving force behind extensive operational reforms." Ms Moyes who will be responsible for policy development and planning across rural South Australia has said that she is excited to be joining Country Health SA. k , "Icountry believe it is really important that pew* all over SA, includiD,g_those in areas, have easy access to a range of health services close to where they live. "I am really looking forward to working with the local communities to build upon the excellent work that has already been done in strengthening the health services for rural, regional and remote South Australia." Ms Moyes begins as CEO on 27 September 2010. For more information Call the SA Health Media Line Gv..air.mvrt of South Avtirz.la Telephone: EFTA00268586 Belinda Moyes - Australia Linlcoulln Page 1 of 2 ot.it\regs rr •); t I.)14/)oLucf-igivri- Belinda Moyes Met Executive Officer at Southern Health LHN Adeltdde tree. AulAvAIL3 Government Ad-rinenaban Join Linkedin and eccoss Belinda full profile. A; a Linkccen mote:. youl Ian 200 =Iron other prolessenee who are sharing conncaons. ekes. and effort:nets And It, Peel You'll also be able xi • Soo who you ant Belinda Mayes Wow in common Viva hilel(Ale • Get kerocktcod lo Belinda Mayes • Coated Belinda Morn directly Bemda Move s's aimless. Current age( Executive Duke el Southern Health LHN Adjunct Profewore Deakin Unkrersl Pau over &tautly. Offeorat Cautery Health SA Local Heath Neteork 0141 NUtitrig AsSeserfOrester fame Po5cy at °teenier* of Human Services. Vetere Proctor of Opera tonaa I Ewalt Heaped Edundon UNSW UNSW Coenettbee 44 weeder., Banda Morn' Experience Clef exacutNeOllint Serthers LIIN wweatenel2-Pan it) nceerea Paiwile.exeNNIIMNI 4 Meat 'WI« Fees Ste Card* Nealltilbe Wield and fictive. Hospel f ACM& Paden« I Da ta Unleerelty Chief Executive Officer Counby Safe SA Local Health Netviali it Ccto • ;Dig- alvienlxv 2012 C2 yearl. 2 normt) AdeikleIett MISS Chief Nursing AdyeedDireclor Nurse Policy Department of Human Services, Victoria .•I•t:rf air- 2010 90 pen) Le*Tetura. wto,s g Director of Operations 3. arm,* mead P.,•32e# eb.1C01.9;03 ‚tr.:art., H...olut lei.1C.4 FeYury If.41- ',bent«2003 (2 yew‚ 10 motes) Belinda Mayes' Sieles & Expertise IsOiCy Yuba* Hearn Goverment Public Po4cy Commonly Erigagemega Poky Ansapis Program Evaluatran Stakeholder Engagement Leadership Devekwort Program Development Governance Reenter, Stall Development Organeadonal Oreelowent Publk Spetgang Workshop Facitabon Reward‚ Emergency Management Sinned* Planning Change lionagemem Beinda Moyes' Ectacaten UNSW Mastiers. Huhn Planning 1P39 - 1995 UNSW Bachelors Degree.HealthAdminotrabon tots - Belinda Mors' Additional Information Groups and Assceogons: Maliaa an, New zwaro SCMCCd d GO\OfOrte PILTIN Contact Belinda for • COMN opporturees • consulate offers • nee ventures • job inatigio: • expense spasm • business deals • reference requests • getting bock in bud. EFTA00268587  Department ofHealth and Ageing - Medical Specialist Outreach Assistance Program Page 1 of 1 DaO - toy-PA:,INIc, be:Ns 6D FL; ND inic,; Home > FIN Consumers > Services > Rural Health Services Rural Health Services Medical Specialist Outreach Assistance Program AC The Medical Specialist Outreach Assistance Program improves access to specialist services in rural and remote Australia. in rural The Medical Specialist Outreach Assistance Program (MSOAP) Improves the access of people living complemen ting outreach specialist services provided and remote Australia to medical specialist services by by state and Northern Territory governments. This is achieved by providing _specialists with financial assistance to cover some of the costs associated as well with delivering outreach services, such as travel, accommodation and consulting room hire costs, other health as for upskilling and/or professional support to local general practitioners, specialists and professionals, such as allied health professiona ls. e success over The delivery and support of outreach medical specialist services has achieved considerabl annually to rural and remote the last four years. The MSOAP provides more than 1,375 specialist services communities. g in 2008- The Government has committed additional funding of $9 million over three years, commencin rural and remote community access to a range of 09, to support the expansion of the MSOAP to improve provide opportunitie s for new and expanded MSOAP medical specialist services. This additional funding will s to obtain treatment. ti•-• services, duce waiting lists for people in rural and remote communitie contact the For more information about the Medical Specialist Outreach Assistance Program please ' ory fundholders. relevant office of the Department of Health and Ageing or the State or or by email. Alternatively, contact the Department's rural health information line on Medical Specialist Outreach Assistance Program - State/Territory office contacts Medical Specialist Outreach Assistance Program - State/Territory fundholder contacts Program/Initiatives Campaigns Publications • 1 Dental Plan Medicare al ff__. ei Measure UD campaign • National Rural and Remote Health Infrastructure Program • P011ev Framework • Guidelines for Participating gOtrometrigc • Visiting Optometrists Scheme Page tea reosehed: 01 Apnl, 2308 EFTA00268588 • implementing the 10 Year Local >kr Health Service Plans pugi" Nos ttlE Countiv Health SA has "The local community has %rMr Humphrys said the ;lc- In February 2011 the Minister been working for some time Taskgroups have considered released (our of the 33 plans now on their 10 Year Local the recommendations in the outlining strategic directions Taskgroups to prioritise Health Service Plans which 10 year plans and are working for Whyaila, Port Lincoln, end implement the provide the strategic long with key stakeholders to Mount Gambier and the recommendations of term vision for their health outline how the priority Rivedand. the 10 Year Local Health services," Mr Humphrys said. services can be implemented. i he 29 reienining plans Se v:ce flans. "Each Taskgroup has reviewed "The Taskgroup will draft a of finalisec end the directions outlined in 1-3 year Implementation plan The Taskgroups have elegised in the cominc the plans for their areas to which will give consideration been created according to geographical area and determine the priorities and to aspects such as Aboriginal will cover: timing for new or enhanced health, aged care and mental Visit www.countryheaithsa. health services: health; and what actions sa.gov.au/planningservices Eyre, Flinders Ranges and and resources are required :i;,.