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S O U T H W E S T H O S P I TA L A N D H E A LT H S E R V I C E
Our Strategic Plan 2018–2022
Our Vision O U R VA L U E S
To be a national leader in the delivery of health services to rural and remote communities
Quality
Compassion
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 Purpose
To provide safe, effective and sustainable rural and remote health services that people trust and value
Accountability
Engagement
Adaptability
O U R S T R AT E G I C O P P O R T U N I T I E S
O U R S T R AT E G I C R I S K S
To think laterally and implement innovative medical, nursing and allied health workforce models that best deliver services to patients in rural and remote areas.
WO R K F O RC E
The capacity and capability of the workforce could limit our ability to meet service needs.
POLICY
Policy changes at Federal / State level are magnified at local levels in rural areas and have the potential to disrupt health service planning and delivery.
FINANCIAL
The changing funding environment may impact on the financial sustainability of the service.
I N F R A S T RU C T U R E
Ageing buildings and equipment constrain the delivery of contemporary models of care.
I N F O R M AT I O N , C O M M U N I C AT I O N & TEC H N O LO G Y (IC T )
Inadequate ICT infrastructure impacts on our ability to keep pace with digital innovations to deliver health services to rural and remote communities.
H E A LT H S TA T U S
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.
SOLE SERVICE P ROV I D E R
Withdrawal of service by other service providers escalates demands on SWHHS to avoid interruption and /or cessation of services in local communities.
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 Fifth National Mental Health and Suicide Prevention Plan (the Fifth Plan) to deliver services differently to better meet patient needs. Use technology and innovations that enable services to be delivered closer to where people live. Partner 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. Ensure effective clinical governance systems are in place to deliver high quality health services as close to home as possible.
OUR PRIORITIES OUR ENABLERS
Our Communities
Our Teams
Our Resources
Our Services
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
South West Hospital and Health Service Strategic Plan 2018 – 2022
Our Communities OUR OBJECTIVES
1. People first
“
2. Develop fit-for-purpose
2. Deliver the ‘Right service,
inequities
3. Embrace safe and healthy
3. Deliver digital innovation
3. Achieve excellence in future
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 Q U OT E
S T R AT E G I C I N I T I AT I V E S
the future workforce
2. Build strong teamwork and leadership
workplaces
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 Q U OT E
• Build and deliver highly reliable local networks of primary, community and secondary care
• Empower our people through a strong culture of continuous learning, continuous improvement, and connectedness
(Healthcare Home Model; Clinical Service Plans)
(University collaborations; Local Research; Workforce Development and Clinician Engagement strategies)
• Position people and local communities at the centre of health planning, design, delivery and improvement (Community and Consumer Engagement; personalised care initiatives)
• Engage with local Indigenous communities to implement strategies to close the gap on health outcomes • Partner to progress healthy communities’ initiatives
HEADLINE MEASURES
• Delivery of initiatives and outcomes towards Closing the Gap in the Service Agreement, Service Delivery Statement and Aboriginal and Torres Strait Islander Health Strategy 2018-2022 • The % target reductions in adults daily smoking, alcohol at risk levels, overweight and obesity • The % increase in cancer screening rates
• Build cultural capability • Design and implement responsive workforce models that optimise scope of practice and enable agile system redesign
Keep Queenslanders healthy
right place, right time’
infrastructure
We know our patients and their families. When the health system is joined up, everyone benefits.” —GP QUOTE
planning and governance
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 Q U OT E
• Optimise funding sources and partner in funding reform for remote and very remote communities
• Integrate local service planning across agencies, service providers and disaster management groups
• Deliver a robust asset and infrastructure plan
• Co-design locally relevant and culturally safe solutions to join up service delivery through strong partnerships
(ICT Investment; Roma Hospital Build; capital asset plans)
• Invest in technology that supports innovation and personalised care (telehealth; telemedicine; mHealth; eReferral; home monitoring models)
(Neighbouring HHS’s, Aboriginal Community Controlled Health Services and PHN collaborations)
• Adopt robust systems for planning, strategy and measuring performance
• Partner to provide leadership in rural and remote healthcare education and training
• Model environmentally and socially responsible behaviour across all activities
• Sustainably increase scope of clinical service capability based on current and future population health needs
• Clinician attraction, retention, engagement and experience measures
• Achievement of annual balanced budget
• Increase of local partnership agreements each year and achievement of milestones
• Implementation of patient information system/s that are accessible by clinicians and service providers at the point of care
• Care on time regardless of location – next available primary care appointment; elective surgery; outpatient department; medical imaging; pathology
• Increase workforce diversity levels in line with state-wide targets • Number of innovative models of care / service delivery initiatives implemented
• Achievement of performance measures and timeframes in the Consumer and Community Engagement Strategy 2018-2022
ALIGNMENT WITH GOVERNMENT OBJECTIVES
Our Services 1. Strengthen local collaborative partnerships
3. Close the gap on health
1. Design, attract and retain
Our Resources 1. Be fiscally responsible
2. No preventable harm
CONSUMER AND PA R T N E R VO I C E
Our Teams
• Infrastructure plan implemented
• The % decrease Discharge Against Medical Advice with specific reduction for Indigenous peoples, and Potentially Preventable Hospitalisations KPIs • A reduction in the proportion of people required to travel for services
Be a responsive Government
Keep communities safe Be a responsive Government
Version: Final, 28 May 2018
South West Hospital and Health Service Strategic Plan 2018 – 2022
Be a responsive Government
Keep Queenslanders healthy Be a responsive Government
