strategic plan - path to excellence: 2012-16...introduction we are pleased to present the west...

West Moreton Hospital and Health Service

Strategic PlanPath to Excellence: 2012–16

WMS.0037.0008.00078EXHIBIT 1240

path to excellence | 2012–16W

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IntroductionWe are pleased to present the West Moreton Hospital and Health Service Strategic Plan, Path to Excellence: 2012–16; our first strategic plan as a newly formed entity. Our strategic plan sets out an ambitious program of work to deliver on a vision of becoming a trusted partner in healthcare excellence.

This plan will be monitored and reviewed based on our progress against targets, and an ongoing assessment of the changing environment we operate in. Our objective was to create an inspirational and relevant plan that is distinguished both by its focus and its power to assist our leaders and staff in making tough decisions when faced with competing priorities. We realise that achieving our vision will require us to be diligent and determined about our purpose, always with a focus on the people we serve.

West Moreton Hospital and Health Service (WMHHS) is a health-care community dedicated to improving the health of the population served. This plan was informed and shaped by key clinicians, and partners, with six interrelated Strategic Directions that make up our renewed focus:

h Revitalise Services

h Strengthen Safety and Quality

h Innovate and Redesign

h Enable Our People

h Build Sustainable Services and Infrastructure

h Achieve Financial Health.

The Strategic Directions set out within this plan are aligned with the Statement of Government’s objectives for the community and the Statement of Government Health priorities. They provide a local road map for our organisation and are a critical first step in positioning WMHHS to plan and respond to be sustainable into the future.

WMHHS is not immune to the challenges being faced across many health services, including large increases in demand for and expenditure on healthcare, continuing inequities in health outcomes and access to services, unacceptable variation in safety and quality outcomes, workforce challenges and system inefficiencies.

In a local community where the population is growing rapidly the challenge is to ensure that our health system is both effective and efficient and that we are providing highly reliable, people-focussed care, and getting the best value for every health dollar spent.

The Board and the Executive are committed to ensuring a more transparent and accountable health system, better emergency care, faster elective surgery and access to specialist outpatients – a system that is safe and responsive to the health needs of our local community. We can only achieve this ‘care guarantee’ through close working relationships with our Medicare Local and other partners; strong, mutually respectful partnerships with our clinicians, staff and patients; and effective engagement with our community and consumers.

Together, we will continue to enhance the health outcomes of our community in partnership, each and every day.

Warmest regards

Dr Mary Corbett Chair West Moreton Hospital and Health Board

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3path to excellence | 2012–16

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Our roleOn 1 July 2012, Queensland Health (QH) through the Hospital and Health Boards Act 2011 established 17 new statutory bodies to be known as Hospital and Health Services (HHS).

The West Moreton Hospital and Health Service (WMHHS) has a long history of providing health services to the communities of Ipswich, Boonah, Esk, Laidley and more recently Gatton.

With a budget of almost $400 million and with approximately 2500 full time equivalents (FTE) the health service is one of the largest employers in the region.

The WMHHS is situated to the west of Brisbane and extends from Ipswich in the east, to Boonah in the south, north to Esk and west to Gatton. The WMHHS comprises of five local government areas of Scenic Rim Regional Council, including Boonah, Lockyer Valley Regional Council, covering Laidley and Gatton, Somerset Regional Council, including Esk and Ipswich City Council.

Population

The WMHHS services a population of approximately 250,000 people which is forecast to increase to over 380,000 by 2021 (an increase of 52 per cent). In the 2006 census, 13.4 per cent of the population were born overseas, 5 per cent speak a language other than English at home and 3.6 per cent are Indigenous Australians – which is 11.3 per cent of Queensland’s total indigenous population. There was 32.6 per cent of the population in the most disadvantaged quintile.

The HHS’s demographics are diverse and include metropolitan and small rural community settings.

Services

The HHS delivers health services across the continuum of care: preventative and primary health care services, ambulatory services, acute care, sub and non-acute aged care, oral health and mental health.

Major facilities and health services:

h Boonah Hospital h Esk Hospital h Gatton Hospital

h Ipswich Hospital h Laidley Hospital h The Park Centre for Mental Health

The HHS provides hospital, community and school based primary oral health care services and a range of secondary and specialist care services in 18 fixed clinics and 12 mobile dental clinics across the region.

The HHS provides a large hospital-based forensic and rehabilitation mental health service (The Park – Centre for Mental Health) and community mental health services for all age groups.

Sub-acute services include palliative, aged care, transitional and rehabilitation, mental health, alcohol, tobacco and other drugs services, child and indigenous health.

As part of the QH transition to the System Manager, responsibilities for Offender Health have been realigned to the relevant HSS depending on geographical location. For WMHHS, this includes Brisbane Women’s, Wolston and Brisbane Correctional facilities and the Women’s Farm.over

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Our challenges and opportunitiesKey challenges include:

h Financial pressures – deliver services within a nationally efficient price with increasing community expectations of the scope of services provided by the public health sector

h Meeting community and service expectations to provide care within clinically recommended timeframes – for example patients attending emergency and outpatient departments

h Population pressures – significant population growth and the projected age structure of WMHHS

h Burden of disease – rates of burden of disease for Aboriginal and Torres Strait Islander people(s), low socioeconomic backgrounds and some culturally and linguistically diverse groups are higher than the general Queensland population

h Workforce challenges – ongoing difficulties recruiting and retaining clinical workforce, requirements for clinical workforce to rapidly adapt to changing models of care and acquire the necessary skills and knowledge.

However, there are some key opportunities that WMHHS needs to embrace, including:

h Patient and consumer-focussed service delivery – new technologies and changing models of services delivery will enhance capacity to tailor health services to consumers needs

h Technologies including ehealth and telehealth – new opportunities to deliver more effective health services and improve health outcomes

h Improved workforce capacity and productivity – opportunities to develop partnerships with private and non-government sectors

h New clinical service delivery models – building on new technologies, improved workforce training, including new classifications and scopes of practice to meet consumer expectations.

Budget Highlights

The Queensland Government has allocated $60.5 million to continue work on the $122 million Ipswich Hospital expansion to deliver 84 beds and an expanded emergency department. A further $3.4 million has been provided to West Moreton Hospital and Health Service for minor capital projects and health technology equipment, and $770,000 to continue with the $9.7 million development of an 18-bed community care unit in Gailes.

The Australian Government has allocated $3.1 million funding to continue work on the $6.7 million Ipswich Hospital emergency department paediatric expansion which is due for completion in 2014.

West Moreton HHS will also receive $2.5 million worth of vital medical equipment upgrades and improvements over the next two years.

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Our strategy

Vision: what is our aspiration for the future?Your trusted partner in healthcare excellence.

Mission: what is our purpose?Providing better health, better care and better value.

QH Values: define the acceptable standards which govern the behaviour of individuals within WMHHS

In consultation with staff, West Moreton Hospital and Health Service as a new entity, will develop a revised set of values that are meaningful to our teams and support the achievement of our vision. This will occur through the consultation process for this Plan.

h Caring for people We will show due regard for the contribution and diversity of all staff and treat all patients and consumers, carers and their families with professionalism and respect.

h Leadership We will exercise leadership in the delivery of health services and in the broader health system by communicating vision, aligning strategy with delivering outcomes, taking responsibility, supporting appropriate governance and demonstrating commitment and consideration for people.

h Partnership Working collaboratively and respectfully with other service providers and partners is fundamental to our success.

h Accountability, efficiency and effectiveness We will measure and communicate our performance to the community and governments. We will use this information to inform ways to improve our services and manage public resources effectively, efficiently and economically.

h Innovation We value creativity. We are open to new ideas and different approaches and seek to continually improve our services through our contributions to, and support of, evidence, innovation and research.


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WMS.0037.0008.00083EXHIBIT 1240

Strategy map

Your Trusted Partner in Healthcare Excellence

Value for patients, partners and the community

Timely access to care and services

Enhanced partnerships in healthcare delivery

Equity in access and outcomes

Trust and confidence in care

Leading to our vision of...

To develop and efficiently utilise

our resources

We will enable our people

Revitalise Services Strengthen Safety and Quality

Build strategic partnerships and pursue opportunities to collaborate

Create a high performance culture of service excellence

Improve equitable and timely access and reduce waiting times

Implement Whole of Government plans and priorities

Optimise patient safety through the national safety and quality health service standards

Deliver individualised, highly reliable care

Enable Our People Build Sustainable Services and Infrastructure

Achieve Financial Health

Become an employer of choice

Optimise current and develop new physical

infrastructure

Develop a culture of mutual respect, trust

and innovation

Enhance communication effectiveness and

accountability through devolving decision making

Streamline systems to achieve operational

efficiencies

Build financial stewardship

Maximise revenuesProvide information and

technology solutions that support operational goals

Anticipate demand and plan for growth in

health services

Innovation and Redesign

Identify, promote and implement evidence based

solutions to address key health needs

Encourage innovation and facilitate the spread and

uptake of new ideas

Redesign services to ensure right care, right place

and right time

Aligned with WMHHS mission

and values

With a focus on innovation and

redesign

To deliver quality and

timely services providing our

‘care guarantee’

MissionProviding better health, better care and better value.

caring for people leadership

partnership

accountability, efficiency and effectivenessinnovation

Bringing value to our patients,

partners and the community

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WMS.0037.0008.00084EXHIBIT 1240

Str

ateg

yM

easu

re s

ourc

e1. Revitalise Services

1.1.

B

uild

str

ateg

ic p

artn

ersh

ips

and

purs

ue o

ppor

tuni

ties

to c

olla

bora

te

1.1.

1.

Wor

k w

ith

part

ners

to d

evel

op s

ervi

ce a

gree

men

ts a

nd p

roto

cols

for s

hare

d he

alth

care

del

iver

yN

o. o

f eff

ecti

ve p

artn

ersh

ip a

gree

men

ts

1.1.

2.

Dev

elop

, im

plem

ent a

nd c

onti

nuou

sly

impr

ove

the

‘Clin

icia

n an

d W

orkf

orce

Eng

agem

ent S

trat

egy’

(inc

ludi

ng a

Clin

icia

n A

dvis

ory

Coun

cil)

Ass

essm

ent o

f pro

duct

ive

wor

kfor

ce

enga

gem

ent K

PIs

1.1.

3.

Dev

elop

, im

plem

ent a

nd c

onti

nuou

sly

impr

ove

the

‘Con

sum

er a

nd C

omm

unit

y En

gage

men

t Str

ateg

y’A

sses

smen

t of p

rodu

ctiv

e co

mm

unit

y en

gage

men

t KPI

s

1.2.

Im

prov

e eq

uita

ble

and

tim

ely

acce

ss a

nd re

duce

wai

ting

tim

es

1.2.

1.

Emer

genc

y ac

cess

rede

sign

pro

gram

1.2.

2.

Elec

tive

sur

gery

acc

ess

rede

sign

pro

gram

1.2.

3.

Spec

ialis

t Out

pati

ent r

edes

ign

prog

ram

Nat

iona

l acc

ess

targ

ets

(Nat

iona

l Em

erge

ncy

Acc

ess

Targ

et, N

atio

nal

Elec

tive

Sur

gery

Tar

get,

Out

pati

ent

Dep

artm

ent)

1.3.

Im

plem

ent W

hole

of G

over

nmen

t pla

ns a

nd p

rior

itie

s (C

losi

ng th

e G

ap, M

enta

l Hea

lth

and

Alc

ohol

and

Oth

er D

rugs

, Chr

onic

D

isea

se S

trat

egy)

1.3.

1.

Cond

uct p

erfo

rman

ce g

ap a

sses

smen

t and

dev

elop

act

ion

plan

s ar

ound

KPI

s fo

r key

ser

vice

are

asA

nnua

lised

pla

n to

del

iver

on

KPIs

2. Strengthen Safety and Quality

2.1.

Cr

eate

a h

igh

perf

orm

ance

cul

ture

of s

ervi

ce e

xcel

lenc

e

2.1.

1.

Impl

emen

t tra

inin

g pr

ogra

ms

to im

prov

e te

amw

ork

and

cust

omer

ser

vice

ski

llsCu

lture

Clim

ate

asse

ssm

ent

2.1.

2.

Str

engt

hen

repo

rtin

g an

d sy

stem

atic

mon

itori

ng to

ens

ure

opti

mal

det

ecti

on o

f ris

ks a

nd e

rror

sS

afet

y an

d Q

ualit

y KP

Is

2.2.

O

ptim

ise

pati

ent s

afet

y th

roug

h th

e im

plem

enta

tion

of N

atio

nal S

afet

y an

d Q

ualit

y H

ealt

h S

ervi

ce s

tand

ards

2.2.

1.

Impl

emen

t and

eva

luat

e th

e as

sura

nce

fram

ewor

k to

ens

ure

sust

aine

d co

mpl

ianc

e an

d co

ntin

uous

impr

ovem

ent

Nat

iona

l Qua

lity

and

Saf

ety

Sta

ndar

ds

2.3.

D

eliv

er in

divi

dual

ised

hig

hly

relia

ble

care

2.3.

1.

Iden

tify

bes

t val

ue s

olut

ions

for o

ur s

ervi

ces

Pati

ent c

entr

ed c

are

self

asse

ssm

ent s

urve

y

2.3.

2.

Max

imis

e th

e us

e of

tech

nolo

gy to

con

nect

car

e%

Ear

ly D

isch

arge

Sum

mar

ies

rece

ived

by

Gen

eral

Pra

ctit

ione

rs

2.3.

3.

Impl

emen

t an

inte

grat

ed c

linic

al g

over

nanc

e fr

amew

ork

Fram

ewor

k ev

alua

ted

3. Innovation and Redesign

3.1.

En

cour

age

inno

vati

on a

nd fa

cilit

ate

the

spre

ad a

nd u

ptak

e of

new

idea

s

3.1.

1.

Act

ivel

y en

gage

clin

icia

ns to

ach

ieve

inno

vati

ve m

odel

s of

car

eN

umbe

r of s

taff

idea

s im

plem

ente

d

3.2.

Re

desi

gn s

ervi

ces

to e

nsur

e ri

ght c

are,

righ

t pla

ce a

nd ri

ght t

ime

3.2.

1.

Act

ivat

e re

desi

gn p

rogr

am o

f wor

ks fo

r eac

h D

ivis

ion

Num

ber o

f new

mod

els

of c

are

/ in

itia

tive

s im

plem

ente

d

3.3.

Id

enti

fy, p

rom

ote

and

impl

emen

t evi

denc

e ba

sed

solu

tion

s to

add

ress

key

hea

lth

need

s

3.3.

1.

Dev

elop

bes

t pra

ctic

e Cl

inic

al S

ervi

ces

Plan

s to

20

16Pl

an re

fere

nced

and

evi

denc

ed to

na

tion

al a

nd in

tern

atio

nal b

est p

ract

ice


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Str

ateg

yM

easu

re s

ourc

e

4. Enable Our People4.

1.

Bec

ome

an e

mpl

oyer

of c

hoic

e

4.1.

1.

Dev

elop

a w

orkf

orce

str

ateg

y th

at m

eets

mod

els

of c

are

and

incl

udes

ser

vice

flex

ibili

ty a

nd c

onte

mpo

rary

recr

uitm

ent t

ools

Ann

ual w

orkf

orce

pla

n de

velo

ped

4.1.

2.

Dev

elop

eff

ecti

ve c

omm

unic

atio

ns m

arke

ting

incl

udin

g w

eb a

nd s

ocia

l med

iaLe

ngth

of v

acan

cies

onc

e ad

vert

ised

4.1.

3.

Enco

urag

e st

aff p

rofe

ssio

nal g

row

thRe

-em

ploy

men

t rat

e

4.2.

D

evel

op a

cul

ture

of m

utua

l res

pect

, tru

st a

nd in

nova

tion

4.2.

1.

Defi

ne le

ader

ship

cul

ture

that

refle

cts

WM

HH

S vi

sion

for t

he fu

ture

Cultu

ral C

limat

e A

sses

smen

t

4.2.

2.

Rew

ard

inno

vati

on, r

esea

rch

and

serv

ice

exce

llenc

eN

o. o

f res

earc

h pa

rtne

rshi

ps

4.3.

En

hanc

e co

mm

unic

atio

n ef

fect

iven

ess

and

acco

unta

bilit

y th

roug

h de

volv

ing

deci

sion

mak

ing

4.3.

1.

Dev

elop

a fr

amew

ork

for s

afe

devo

luti

on o

f dec

isio

n m

akin

g in

clud

ing

cont

inuo

us fe

edba

ck lo

ops

Cultu

re C

limat

e as

sess

men

t

4.3.

2.

Gov

erna

nce

Fram

ewor

k en

sure

s lin

e of

sig

ht b

etw

een

deci

sion

mak

ing

poin

ts a

nd v

isio

n, m

issi

on a

nd v

alue

s fo

r clin

ical

lead

ers

Nat

iona

l qua

lity

and

safe

ty

stan

dard

s m

et

4.3.

3.

Prog

ress

ive

impl

emen

tati

on o

f an

orga

nisa

tion

al s

truc

ture

and

cul

ture

to fa

cilit

ate

fron

t lin

e de

cisi

on m

akin

gB

udge

t int

egri

ty m

aint

aine

d

5. Build Sustainable Services and Infrastructure

5.1.

O

ptim

ise

curr

ent a

nd d

evel

op n

ew p

hysi

cal i

nfra

stru

ctur

e

5.1.

1.

Expl

ore

oppo

rtun

itie

s fo

r par

tner

ship

s in

the

use

of in

fras

truc

ture

and

equ

ipm

ent

No

of s

ervi

ces

prov

ided

in

non

Que

ensl

and

Hea

lth

site

s

5.1.

2.

Dev

elop

Str

ateg

ic In

fras

truc

ture

Pla

n to

202

6 ba

sed

on h

ealt

h se

rvic

e pl

anni

ngPl

an e

ndor

sed

5.2.

Pr

ovid

e in

form

atio

n an

d te

chno

logy

sol

utio

ns th

at s

uppo

rt o

pera

tion

al g

oals

5.2.

1.

Impl

emen

t pro

cess

and

sys

tem

cha

nges

to m

aint

ain

perf

orm

ance

wit

hin

the

cont

ext o

f nat

iona

l hea

lth

refo

rm a

nd A

ctiv

ity

Bas

ed F

undi

ngA

chie

vem

ent o

f ben

chm

arks

5.2.

2.

Supp

ort p

lann

ing,

man

agem

ent a

nd re

port

ing

by p

rovi

ding

acc

ess

to a

ccur

ate,

tim

ely

and

com

plet

e in

form

atio

nD

ashb

oard

ava

ilabi

lity

5.3.

A

ntic

ipat

e de

man

d an

d pl

an fo

r gro

wth

in h

ealt

h se

rvic

es

5.3.

1.

Dev

elop

Hea

lth

Ser

vice

s Pl

an to

202

6H

ealt

h S

ervi

ce P

lan

endo

rsed

5.3.

2.

Impl

emen

t dem

and

man

agem

ent m

odel

s as

par

t of C

linic

al S

ervi

ces

Plan

that

info

rms

annu

al P

urch

asin

g A

gree

men

t5%

incr

ease

in W

eigh

ted

Act

ivit

y U

nit

targ

et p

er a

nnum

6. Achieve Financial Health

6.1.

B

uild

fina

ncia

l ste

war

dshi

p

6.1.

1.

Dev

elop

and

impl

emen

t an

educ

atio

n an

d tr

aini

ng p

rogr

am to

enh

ance

the

capa

bilit

y an

d ca

paci

ty o

f dec

isio

n m

aker

s%

dec

reas

e ris

k pr

ofile

($)

6.1.

2.

Revi

ew a

nd im

plem

ent a

n en

hanc

ed g

over

nanc

e, ri

sk m

anag

emen

t and

fina

ncia

l rep

orti

ng fr

amew

ork

Impr

ovem

ent i

n Ri

sk A

ctio

n Pl

an s

core

s (s

elf a

sses

smen

t) a

nnua

lly

Bal

ance

bud

get

6.2.

Max

imis

e re

venu

es

6.2.

1.

Max

imis

e O

wn

Sou

rce

Reve

nue

Reve

nue

targ

et a

chie

ved

/ ex

ceed

ed

6.2.

2.

Iden

tify

inno

vati

ve m

odel

s to

gen

erat

e ne

w s

ourc

es o

f rev

enue

6.2.

3.

Cons

ider

str

ateg

ic in

vest

men

t pla

nnin

gA

nnua

l sur

plus

for r

einv

estm

ent

6.3.

S

trea

mlin

e sy

stem

s to

ach

ieve

ope

rati

onal

effi

cien

cies

6.3.

1.

Max

imis

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WMS.0037.0008.00086EXHIBIT 1240

Revision and Approval HistoryVersion No Modified by Comments and changes Date0.1 L.Hardy, ED PSP Addition of Relationship Map 10/09/2012

0.2 A.Hampson Addition of comments from DPC 21/09/2012

1.1 A.Hampson Addition of comments from feedback from Chair and stakeholder survey

26/09/2012

2.0 M.Corbett Reviewed and endorsed by WMHHB 28/09/2012

Relationship between Commonwealth, State and HHS

West Moreton Hospital and Health Service Strategic Directions

Revitalise services Strengthen Safety and Quality Innovate and redesign

Build sustainable services and infrastructure

Enable our people Achieve financial health

Statement of Government Health Priorities

Revitalising services for patients

Reforming Queensland’s Health System

Focusing resources on frontline services

Restoring accountability and confidence in the

health system

National Health Reform

Helping patients receive more seamless care across sectors of the health system

Improving the quality of care patients receive through higher performance standards, unprecedented levels of

transparency and improved engagement of local clinicians

Providing a secure funding base for health and hospitals into the future

Statement of the Government’s objectives for the community

We will grow a four pillar community

We will lower the cost of living

We will invest in better infrastructure and use

better planning

We will revitalise front line services

We will restore accountability in

government


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strategic plan - path to excellence: 2012-16...introduction we are pleased to present the west...

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