2013-14 statement of priorities - better health...

Department of Health

2013-14 Statement of Priorities

Agreement between Minister for Health and Albury Wodonga Health

Albury Wodonga Health

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Contents Background 3 Policy directions 3

Part A: Strategic overview 5 Mission statement 5 Service profile 5 Strategic planning 5 Strategic priorities 6

Part B: Performance priorities 8 Financial performance 8 Access performance 8 Service performance 9

Part C: Activity and funding 10

Part D 11

Accountability and funding requirements 12

Signature 12


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Background

Statements of Priorities (SoP) are key accountability agreements between Victorian public health services and the Minister for Health. The annual agreements facilitate delivery of or substantial progress towards the key shared objectives of financial viability, improved access and quality of service provision. The content and process for preparation and agreement of the annual Statement of Priorities is consistent with sections 65ZFA and 65ZFB of the Health Services Act 1988 (Vic).

Statements of Priorities are consistent with the public health services’ strategic plans and aligned to government policy directions and priorities.

A Statement of Priorities consists of four parts:

Part A provides an overview of the service profile, strategic priorities and deliverables the health service will achieve in the year ahead.

Part B lists the key financial, access and service performance priorities and agreed targets.

Part C lists funding and associated activity.

Part D forms the service agreement between each health service and the state of Victoria for the purposes of the National Health Reform Agreement (NHRA).

The mechanisms used by the Department of Health to formally monitor health service performance against the Statement of Priorities are outlined in the Victorian Health Service Performance Monitoring Framework 2013-14 Business Rules.

Policy directions

The Victorian Health Priorities Framework 2012–2022 (VHPF) sets out the following 5 key outcomes the health system should strive to achieve by 2022:

People are as healthy as they can be (optimal health status)

People are managing their own health better

People enjoy the best possible health care service outcomes

Care is clinically effective and cost-effective and delivered in the most clinically effective and cost-effective service settings

The health system is highly productive and health services are cost-effective and affordable

It also articulates seven priorities which reflect the Government’s policy ambition to build a strong health system for all Victorians. The focus is on:

developing a system that is responsive to people’s needs

improving every Victorian’s health status and experiences

expanding service, workforce and system capacity

increasing the system’s financial sustainability and productivity

implementing continuous improvements and innovation

increasing accountability and transparency

making better use of e-health and communications technology

These priorities are fundamental to Part A of the SoP and require address by health services.


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Government commitments

Victoria has long been a leader in driving efficient health services. The Government’s commitment to quality and efficiency will build an affordable health system for the long term ensuring that Victoria is well placed to address future challenges associated with a growing and ageing population, and greater rates of chronic and complex health conditions. In this context, the department will work with service partners to build a health system that is integrated and responsive to the changing needs of the community. Specific commitments made by the Government in 2013-14 relate to:

Growing essential hospital services including capacity for critical care and elective surgery across the system

Implementing mental health reforms, supporting mental health initiatives and growing mental health services

Boosting alcohol and drug services, including alcohol prevention programs and specific alcohol and drug awareness campaigns

Improving cardiovascular disease health outcomes and reducing readmission and disease progression rates through better management and support for people with chronic heart failure

Training our future health workforce by providing additional clinical training positions for undergraduates, postgraduates and rural GP proceduralists

Establishing a Health Innovation and Improvement Fund to support improvements in efficiency, quality, safety and patient centred care

Implementing an infection prevention and control strategy to improve patient outcomes and reduce the cost burden of health associated infections in Victorian public health services

Improving health outcomes for Aboriginal Victorians through the provision of culturally appropriate service options

Increasing support for older people and younger people with a disability through the Home and Community Care (HACC) program to assist them to remain in their home

Meeting the needs of refugees and asylum seekers through the provision of timely intervention and preventative care in primary care settings in high settlement areas of Victoria

Improving health literacy about maternity care through the development of consumer information and piloting of a statewide parenting kit

Increasing the availability of information for senior Victorians to support them to live independently in their own home for longer

Boosting community health services, particularly in growth areas

Reducing preventable disease in support of Victoria’s Healthy Together Community Strategy and via various public health initiatives

Supporting telehealth projects that will improve co-ordination and care for patients, and support the delivery of care closer to where people live

Supporting additional health capital projects and infrastructure improvements including the Werribee Mercy Hospital Mental Health expansion, The Waurn Ponds Community Hospital and Northern Hospital expansion


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Part A: Strategic overview Mission statement Our mission is to deliver quality healthcare services in unique models of partnership to improve our regions’ health.

Our Values The application of our values to AWH are essential in achieving our wider goals and objectives. They describe the ethos of the organization which underpins our ability to deliver improvements in service. They reflect a commitment by the organization to create an environment that is inclusive, professional, rewarding and fair. Our values are:

Ethical: Both in our clinical endeavour and our business practices we will be just in all our dealings.

Teamwork: Esprit de corps, harmony, partnership and unity are valued.

Respect: Appreciation of the worth of others and regard for their contribution is inherent.

Trust: Confidence that all are doing their best, honestly and positively.

Accountability: Understanding that all bear a personal responsibility to our community.

Compassion: Consideration, empathy and humanity are given freely to our patients and staff alike.

Equity: Fairness, integrity and justice are apparent in our actions.

Patient and Client Focused: Our purpose is to serve our patients and clients in order to achieve the Vision and Purpose of Albury Wodonga Health.

Service profile

Albury Wodonga Health (AWH) was established under the Health Services Act 1988 (Vic) on 1 July 2009. It operates from two major campuses; one at Wodonga, previously the Wodonga Regional Health Service, and the other at Albury, previously the Albury Base Hospital. It is the first cross jurisdictional Health Service to be established in Australia and is one of six regional health services in rural and regional Victoria. AWH is the most significant regional health service provider between Sydney and Melbourne. It is responsible for meeting the healthcare needs of its local community as well as the more complex or specialist health service needs of the wider population of the regional area covering north east Victoria and southern NSW. Including its local and regional population, together with a super speciality referral population it services upwards of 240,000. AWH’s initial responsibility is the provision of a comprehensive range of services to the cross border region that includes acute care and sub-acute care, but excludes acute mental health and community health services in NSW which will transition in July 2014. In addition, AWH provides community health services from the Wodonga campus, dental services from the Gateway Community Health Centre and mental health services from a range of sites including Beechworth and Wangaratta following integration of the mental health services in North East Victoria in December 2012. In 2013-14 the Endoscopy and Minor Surgery Centre and the refurbished Emergency Department on the Wodonga campus and the PET/CT scanner, Paediatric Day Treatment Centre on the Albury campus will commence operation. Short stay units will be established on both campuses supporting the Emergency Department.

Strategic planning

Albury Wodonga Health service strategic plan (2010 – 2015) can be read at http://www.awh.org.au/news/images/Full_Strategic_Plan_-_Draft_31-3-10_(2).doc


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Strategic priorities The Victorian Government’s priorities and policy directions are outlined in the Victorian Health Priorities Framework 2012-2022.

In 2013-14 Albury Wodonga Health Service will contribute to the achievement of these priorities by:

Priority Action Deliverable

Developing a system that is responsive to people’s needs

Implement formal advance care planning structures and processes that provide patients with opportunities to develop, review and have their expressed preference for future treatment and care enacted.

Develop opportunities for greater private sector collaboration, coordination and integration

AWH will convene a multi-disciplinary committee including the Community Advisory Committee and clinical staff to develop policies to guide clinical practice

Agreements will be in place with the private cancer service providers to provide the conditions to apply in the operations of the Albury Wodonga Regional Cancer Centre

Improving every Victorian’s health status and experiences

Improve thirty-day unplanned readmission rates

Consider new models of care and more coordinated services to respond to the specific needs of people with priority clinical conditions

Contribute to the provision of additional dental services to achieve the targets, milestones and objectives of the National Partnership on Treating More Public Dental Patients

AWH will identify causes of unplanned readmissions and develop policies and protocols for the reduction of unplanned readmissions

AWH will develop a specific service plan for the development of services for patients with diabetes and commence implementation of the plan

AWH will develop dental health service initiatives to reconfigure service delivery so as to meet the targets required under the Commonwealth State Agreement

Expanding service, workforce and system capacity

Implement the Credentialing and Scope of Practice policy and ‘Partnering for Performance’ framework for senior clinicians

AWH will introduce ‘Partnering for Performance’ commencing with the workshop for clinical leaders held in July 2013

Increasing the system’s financial sustainability and productivity

Reduce variation in health service administration costs

Identify opportunities for efficiency and better value service delivery

AWH will benchmark staffing levels against two peer regional health services and review further opportunities for continuing administrative efficiencies

AWH will, following the completion of the ‘feasibility of outsourcing of Support Services’ review, consider identified options to reduce the cost of non-clinical services


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Priority Action Deliverable

Implementing continuous improvements and innovation

Develop and implement improvement strategies that optimise access, patient flow, system coordination and the quality and safety of hospital services

AWH will implement ‘short stay’ capacity at both the Albury and Wodonga campuses and evaluate the consequences

AWH will implement Elective Surgery Information System reporting

AWH will establish multidisciplinary oversight of the reduction in “longest wait” patients in accord with Department targets

Increasing accountability & transparency

Prepare for commencement of proposed new mental health legislation in 2014

Prepare for National Safety and Quality Health Service Standards, as applicable

Increased transparency and accountability in reporting of accurate and relevant information about the organisations performance

The North East and Border Mental Health Service Governance Committee will provide oversight of the implementation of Mental Health Legislative changes

AWH will undergo mid-term survey in November 2013 and implement recommendations as required

AWH will complete the AWH/Hume Regional Health Alliance Patient Administration System scoping and feasibility study.

Improving utilisation of e-health and communications technology.

Maximise the use of health ICT infrastructure

Trial, implement and evaluate strategies that use e-health as an enabler of better patient care

AWH will introduce an electronic rostering/payroll system to the Wodonga Campus during 2013-14

AWH will extend the ‘Order Entry’ capacity of the ‘Electronic Medical Record’ project during 2013-14


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Part B: Performance priorities Financial performance

Key performance indicator Target

Operating result

Annual operating result ($m) $0

WIES (1) activity performance

Percentage of WIES (public & private) performance to target 100

Cash management

Creditors < 60 days

Debtors < 60 days

Access performance


Emergency care

Percentage of ambulance transfers within 40 minutes 90

NEAT - Percentage of emergency presentations to physically leave the emergency department for admission to hospital, be referred to another hospital for treatment, or be discharged within four hours (July – December 2013) 75

NEAT - Percentage of emergency presentations to physically leave the emergency department for admission to hospital, be referred to another hospital for treatment, or be discharged within four hours (January – June 2014) 81

Number of patients with a length of stay in the emergency department greater than 24 hours 0

Percentage of Triage Category 1 emergency patients seen immediately 100

Percentage of Triage Category 1 to 5 emergency patients seen within clinically recommended times 80

(1) WIES is a Weighted Inlier Equivalent Separation.


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Service performance


Critical care

ICU Number of days below agreed minimum operating capacity (1) 0

Quality and safety

Health service accreditation Full compliance

Residential aged care accreditation Full compliance

Cleaning standards Full compliance

Health care worker immunisation - influenza 75

Hospital acquired infection surveillance No outliers

Hand Hygiene (rate) 70

SAB rate per occupied bed days (2) < 2/10,000

Victorian Patient Satisfaction Monitor: (3) (OCI) (July to December 2013) 73

Consumer Participation Indicator (4) (July to December 2013) 75

Victorian Hospital Experience Measurement Instrument (5)

(January to June 2014) Full compliance

People Matter Survey Full compliance

Maternity

Percentage of women offered prearranged postnatal home care 100

Mental Health

28 day readmission rate 14

Post-discharge follow up rate 75

Seclusion rate per occupied bed days < 15/1,000

(1) The agreed minimum operating capacity is 5 ICU equivalents (2) SAB is staphylococcus aureus bacteraemia (3) The target for the Victorian Patient Satisfaction Monitor is the Overall Care Index (OCI) which comprises six categories. (4) The Consumer Participation Indicator is a category of the Victorian Patient Satisfaction Monitor. (5) The Victorian Health Experience Measurement Instrument (VHEMI) will succeed the VPSM as the instrument for measuring patient

experience.


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Part C: Activity and funding


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Part D


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2013-14 statement of priorities - better health...

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