Metro South Hospital and Health Service

Strategic Plan 2019–2023TOGETHER, WE WILL IMPROVE HEALTH AND WELLBEING FOR ALL IN OUR COMMUNIT Y.

Metro South Health is one of the most highly accessed and fast-paced health services in Australia. The community we serve is exceptionally diverse in every way—we live in high rises, suburbs, country towns, farms and remote islands; and we are diverse in cultural background, age and socioeconomic factors.

But diversity is not our challenge; it is our strength and our opportunity. Exceptional health care goes far beyond treatment, and recognises the unique needs of each individual. By becoming a part of our community and building a workforce which reflects our diversity, we can better understand what’s important and make a real difference in people’s lives.

Connections underpin our strategic plan. It’s about connecting every person with care that’s appropriate and safe, and offers the greatest benefit to their ongoing wellbeing. Above all, it’s about forming real connections with our consumers and their families, and recognising that they are an integral part of the healthcare team.

To achieve this, we will look beyond the walls of our hospitals and health centres. We will partner with the broader healthcare community to deliver quality care that is integrated, smart and accessible.

While we are already Australia’s first digital health service and internationally recognised for person-centred care—the foundations are there for us to achieve more.

CHALLENGES

Shaun Drummond Chief Executive

Janine Walker AM Board Chair

> Improve our efficiency to ensure we are able tomeet the demands of the community within the fiscal environment.> Enhance health service capacity by optimising the use of available infrastructure and workforcecapability.> Balance our efforts between addressing current service demands and investing in innovation and preventative initiatives for longer-term benefit.

> Capitalise on our world-leading digital healthcareinnovation to deliver better patient outcomes, enable connected care and improve efficiency.> Provide person-centred healthcare in the community, outside the hospital walls, togetherwith service partners and the community. > Collaborate with and co-design solutions by unlocking the potential of the diverse workforceand broader healthcare community.

CHALLENGES OPPORTUNITIES

Metro South Health Strategic Plan 2019–2023

VISION Health and wellbeing for all in the community. PURPOSE Partnering for high quality, connected, person-centred and sustainable care.

PERSON-CENTRED CAREConsumers will help shape how, when and where we deliver services.

We will partner with and empower consumers and the community to make informed health and lifestyle choices.

We value an organisational culture where people care for each other.

CONNECTING CAREConsumers’ healthcare journeys will be seamless from wellness, through illness, rehabilitation, end of life, and death.

We will partner with consumers, families, carers and other service providers to integrate healthcare.

QUALITY CAREConsumers will receive quality, reliable and evidence-based healthcare focused on improving health outcomes.

We will analyse data and use research to learn, improve and redesign our services. We will be accountable through transparent reporting of care outcomes.

SUSTAINABLE CAREConsumers will be cared for by capable and committed people in facilities that support contemporary models of care.

We will develop structures and systems to enable efficient and effective healthcare, and pursue funding models that incentivises value-based healthcare.We will continue to build an engaged, innovative, highly skilled and customer focused workforce.

1. Provide consumers with control over when, where, and how they access services.2. Provide consumers, families and care providers with access to health pathway information to enhance their understanding of the care options and enable them to direct their own choices.3. Commit to person-centred care, professional and quality practices to improve care and communication between teams, consumers, their families and the community.4. Implement initiatives focused on making systems kinder for consumers.

1. Align clinical streams and operating systems to better enable interaction and collaboration between service areas and partners. 2. Collaborate with service partners to identify and transition care that can be appropriately provided in the community.3. Identify and implement innovative funding and workforce strategies to support partnerships with other care providers.

1. Support innovation and implement evidence-based best practice in health service delivery.

2. Reduce variability and increase consistency in health service delivery.

3. Develop a MSH Research Strategy and a MSH Education Strategy to build capacity in both clinical and non-clinical areas.

4. Strengthen prevention, early intervention and health literacy approaches to improve health and wellbeing.

1. Optimise digital technology to deliver excellent and connected healthcare.2. Manage resources to better connect healthcare and drive excellence in service delivery.3. Invest in the workforce to achieve the best outcomes for staff, consumers, and the community.4. Implement models of service delivery that enable and improve alignment to available infrastructure. 5. Reduce the environmental impact of services by identifying, monitoring and responding to waste reduction and green space opportunities.

1. Improved performance in consumer-reported experience measures

2. Improved performance in consumer-reported outcome measures

3. Achievement of gold standard Planetree person-centred care recognition

4. High consumer, carer and community-reported satisfaction with system-level partnering arrangements

1. All health service plans for clinical streams and facilities are developed via an integrated process and identify service transformation priorities to better connect care

2. Reduction in percentage of outlier bed days in acute care designated beds for specific care types

3. Achievement of own source revenue target

4. High partner-reported satisfaction with service partnering arrangements

1. Improved performance against Safety and Quality Scorecard metrics (aligned to NSQHS standards)

2. MSH Research Strategy and MSH Education Strategy developed and implemented

3. Reduction in Potentially Preventable Hospitalisations as a percentage of all hospital admissions

1. Demonstrated performance against digital health metrics2. Meet service activity Queensland Weighted Activity Unit targets3. Balanced end of financial year operating position 4. Demonstrated performance against workforce capability metrics5. Reduced deficit in hospital beds and bed alternatives compared to need6. Demonstrated performance against environmental sustainability measures

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We support the achievement of the Queensland Government’s objectives for the community, in particular: Keep Queenslanders healthy and Give all our children a great start

Metro South Health recognises the traditional custodians of the land and waters. We pay our respects to the traditional peoples—the Yugambeh, Quandamooka, Jaggera, Ugarapul and Turrbal peoples—and to Elders past, present and yet to come.

metrosouth.health.qld.gov.au