The South West Hospital and Health Board (the Board) is responsible for providing health services to the people of South West Queensland through the South West Hospital and Health Service (SWHHS). The Queensland Government influences the Board’s strategic intent through its various strategic objectives and via the service agreement between the Board and the Department of Health

OUR ENABLERS

OUR PR IOR I T I ES

Quality and Safety Service Delivery Outcomes Technology and Business Intelligence Capital and Asset Management Financial Capacity Consumer and Community Engagement Clinician Engagement Workforce Capability Cultural Capability Research Capacity

Our Communities Our Teams Our Resources Our Services

Quality Accountability Integrity Compassion Adaptability Engagement ReliabilityOUR VALUES

OUR STRATEG IC R ISKS OUR STRATEG IC OPPORTUN IT I ES

To think laterally and implement innovative medical, nursing and allied health workforce models that best deliver services to patients in rural and remote areas.

Focus on the health needs of all patients (and consumers) by fostering integrated care models across the HHS in partnership with other health service providers.

Capitalise on the potential of the Mental Health Plan to deliver services differently to better meet patient needs.

Use technology and innovation that enable services to be delivered closer to where people live.

Partner, in meaningful ways, with the Western Queensland Primary Care Collaborative (PHN), Aboriginal Health Services, general practitioners and other health service providers and local governments to enhance the services available to communities in the South West.

The capacity and capability of the workforce is insufficient to meet service needs.

Policy changes at Federal / State level are magnified at local levels in rural areas.

The changing funding environment may impact on the financial sustainability of the service.

Ageing buildings and equipment constrain the delivery of contemporary models of care.

Lack of adequate ICT infrastructure to deliver health services in rural and remote communities.

Low levels of health literacy and the burden of disease across a dispersed population, especially in Aboriginal and Torres Strait Islander and other vulnerable population groups, contribute to poor outcomes.

The provider of last resort in most rural communities, means that when temporarily funded agencies do not or cease to provide services, SWHHS is the provider of last resort.

WORKFORCE

POL I CY

F INANC IAL

INFRASTRUCTURE

ICT

HEALTH STATUS

DEFAULT PROV IDER

S O U T H W E S T H O S P I T A L A N D H E A L T H S E R V I C E

Our Strategic Plan 2 0 1 8 – 2 0 2 2

South West Hospital and Health Service Strategic Plan 2018 – 2022

Our Purpose To provide safe, effective and sustainable rural health services that people trust and value Our Vision To be a national leader in the delivery of health

services to rural and remote communities

South West Hospital and Health Service Strategic Plan 2018 – 2022

Version: Draft: Board 29 January 2018

CORE PRIORITIES

CONSUMER AND PARTNER VOICE

STRATEGIC INIT IATIVES

HEADLINE MEASURES

1.Peoplefirst2. No preventable harm3. Close the gap on health

inequalities

AL IGNMENT WITH GOVERNMENT POL ICY

1. Design, attract and retain the future workforce

2. Build strong teamwork and leadership

3. Embrace safe workplaces

1. Sustainable funding2. Fit-for-purpose infrastructure 3. Information connectivity

1. Strong partnerships locally2. Right service, right place,

right time3. Good governance

• Build and deliver highly reliable local networks of primary, community, and secondary care

(Healthcare Home Model; Hub and Spoke service network (incl. Specialist Services Model); Clinical Governance Strategy; High risk population service plans)

• Position people and local communities at the centre of health planning, design, delivery and improvement

(Community and Consumer Engagement)

• Engage with local Indigenous communities to implement strategies to close the gap on health outcomes

• Empower our people through a strong culture of continuous learning and improvement

(University collaborations; Local Research; Workforce Development and Clinician Engagement strategies)

• Build cultural capability

• Implement innovative and responsive workforce models that optimise scope of practice

(Models of Care)

• Optimise funding sources and partner in funding reform for remote and very remote communities

• Deliver a robust asset and infrastructure plan

(ICT Investment; Roma Hospital Build; capital asset plans)

• Invest in technology that supports innovation and personalised care

(telehealth; telemedicine; mHealth; eReferral; home monitoring models)

• Unify local service planning across agencies and service providers

• Co-design locally relevant and culturally safe solutions to join up service delivery through strong partnerships

(ACCHS and PHN collaborations; HOPE program expansion)

• Adopt robust systems for planning, strategy, and measuring performance

• Self sufficiency (74% to 80%)

• % target reductions in daily smoking (14% to 10%); alcohol at risk levels; and overweight or obese (58% to 55%)

• Validated measures of consumer engagement

• % improvement in close the gap targets in South West

• Clinician attraction, retention, engagement and experience measures

• Workforce diversity targets reflect the local communities served

• No. of innovative models of care / service delivery

• Achievement of annual balanced budget

• Patient record accessible by clinicians at the point of care and across settings

• % infrastructure plan implemented

• % Partnership agreement KPIs met

• Care on time regardless of location – next available primary care appt; elective surgery; OPD; MI; Pathology

• % decrease Discharge Against Medical Advice with specific reduction for Indigenous peoples, and Potentially Preventable Hospitalisations KPIs

Promoting wellbeing

Supporting disadvantaged Queenslanders

Ensuring safe, productive and fair workplaces

Achieving better education and training outcomes

Pursuing innovation

Strengthening our public health system

Stimulating economic growth and innovation

Pursuing innovation

Strengthening our public health system

Stimulating economic growth and innovation

I felt I had a voice – not just about my symptoms, but about who I am and what is important to me.”— PAT I E N T QU OT E

I take great pride in my work, and I enjoy learning together and feeling valued for my contribution.”— S TA F F M E M B E R QU OT E

We know our patients and their families. When the health system is joined up, everyone benefits.”— G P QU OT E

Working with each other means we can achieve more together than we could in isolation.”— K E Y PA R T N E R A G E N C Y QU OT E

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