strategic plan 2012-2016 - mnclhd · >65yrs 32.4% >55yrs 38.7% >65yrs 42.2% aboriginal...

Mid North Coast

Local Health District

Strategic Plan 2012-2016

July 2012

Reviewed January 2014

Mid North Coast Strategic Plan 2012-2016

Released July 2012

Reviewed January 2014

Further copies are available from:

Mid North Coast Local Health District Head Office PO Box 126 PORT MACQUARIE NSW 2444

http://mnclhd.health.nsw.gov.au/blog/2012/09/05/mnclhd-strategic-plan-2012-2016/

Mid North Coast Local Health District Strategic Plan 2012-2016

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A Message from the Chair of the Board

The Governing Board is delighted to present the Mid North Coast Local Health District’s Strategic Plan 2012 – 2016.

We are extremely proud of our District and look forward to working closely with our communities and staff to achieve the Strategic Directions outlined in this Plan. The Governing Board is confident our Strategic Plan provides an excellent framework within which to further develop quality and safe health services for the communities we serve.

The Mid North Coast Local Health District’s (MNCLHD) Governing Board has worked to establish the Governance structure for the District in line with legislative and NSW Ministry of Health requirements. In doing so we have placed a strong emphasis on clinician and community engagement, and on ensuring our patients (and their carers and families) are at the centre of every decision we make.

The development of this Strategic Plan has been informed by consultations with the Governing Board, the MNCLHD’s Community Reference Group, Senior Executive Team, clinicians, managers and staff from across the District.

Our Vision: Quality and Excellence in Regional Healthcare

is underpinned by

Our CORE Values: Collaboration, Openness, Respect and Empowerment

The Governing Board, through the articulation and application of these CORE Values, will do all we can to build an organisational culture of tolerance and respect, as we work together to realise our vision of Quality and Excellence in Regional Health Care.

Introducing the Mid North Coast Local Health District (MNCLHD)

The MNCLHD covers a geographic area from Red Rock near Woolgoolga in the north to Passionfruit Creek in the south, and extending west to the Great Dividing Range where it shares a border with the Hunter New England Local Health District. It includes the Local Government Areas of Bellingen, Coffs Harbour, Nambucca, Kempsey and Port Macquarie-Hastings.

The Mid North Coast has one of the fastest growing and ageing populations within NSW. In 2012, we had some 3,000 staff providing a diverse range of services to a population of around 215,000.


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Several of our population demographics are significantly different to State averages and present challenges for us in meeting current demand for health services. Future projections indicate that these challenges will persist.

State MNCLHD

Population growth 0.8% 1.35%

Over 65s population 14% 19%

Projected population growth

(2006 to 2016)

>55yrs 27.0%

>65yrs 32.4%

>55yrs 38.7%

>65yrs 42.2%

Aboriginal population 2.2% 4.3%

Socio-economic disadvantage 1003 Range 901 – 976

Over the next five years, MNCLHD will need to ensure planning and service provision is aligned to meeting the needs of our ageing and diverse population, whilst enhancing our out of hospital services.

Closer affiliations with our teaching partners will improve the supply of appropriately skilled and trained staff, and reduce our reliance on temporary, high cost labour.

Ensuring our hospitals and services are appropriately networked to meet our population needs whilst making the best use of our available resources to support our communities in clinically safe environments is at the forefront of our thinking. We aim to assure the future relevance and viability of our facilities and continue to provide appropriate services as close as possible to where people live.

Information about the health services we provide is available at:

www.health.nsw.gov.au/mnclhd/

The Governing Board understands there are services which are best accessed in major metropolitan tertiary facilities and we will make every effort to support those members of our communities and their carers who do need to travel to access the health services they need whether it be within or external to the District.

We thank all the clinicians, managers and staff who have given their time to ensure our first Strategic Plan provides the very best, relevant and achievable blue print for the future, as we work to support the health and wellbeing of our communities and staff.

We are committed to reviewing the Plan annually and invite your comments and recommendations for the Board’s future consideration. Your feedback can be emailed to:

[email protected]

Warren Grimshaw AM Chair – Governing Board Mid North Coast Local Health District

mailto:[email protected]


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Mid North Coast Local Health District STRATEGIC DIRECTIONS 2012-2016

Vis

ion

Quality and Excellence in Regional Healthcare

Pri

ori

ty

Are

as

Community

Population Health

Service Access and

Patient Flow

Safety and Quality

Finance and

Management

People and Culture

St

rate

gic

Pri

ori

ties

Empower communities to engage as partners in health

Cooperate, collaborate and communicate with our partners

Improve health literacy in the community

Develop policies and programs to promote health across the lifespan

Close the gap

Provide comprehensive and coordinated care across all settings

Ensure current and future services best meet needs

Regional Reform Agenda

Ensure our focus is always on the patient

Provide effective, efficient, contemporary and acceptable services

Promote strategies to improve the patient experience

Focus on patient outcomes

Ensure clinical service provision is evidenced based and consistent with best practice

Improve equitable access to quality healthcare

Manage organisational risk

Use resources wisely

Promote and advocate for equity in funding

Work towards an effective transition to ABM

Ensure robust governance mechanisms are in place

Maximise and manage our capital share

Leadership in demonstrating better models of care

Promote an environment of mutual respect

Foster a culture of research, innovation and learning

Increase clinician engagement

Support the well-being of our staff

Foster a culture of leadership and development of our staff

Recruit and retain the staff we need

Collaboration Openness Respect Empowerment

CO

RE

Va

lues


5

PRIORITY AREA: COMMUNITY

Strategic Priorities Strategic Initiatives

Empower communities to engage as partners in health

Involve patients and carers in decisions about their health

Develop ways to communicate and engage with, and receive feedback from, communities about local health issues and service planning and in decisions that affect them

Build trust and relationships with local communities

Develop a communication strategy that keeps the community regularly and appropriately informed

Cooperate, collaborate and communicate with our partners

Coordinate and provide appropriate services in collaboration with government, non-government and community organisations

Work to identify and improve communication with partner organisations, e.g. Medicare Locals, Private sector and AMSs

Enhance partnerships with tertiary education institutions Improve health literacy in the community

Collaborate with other government and non-government organisations to develop and deliver health literacy programs

Increase community access to local health information


6

PRIORITY AREA: POPULATION HEALTH


Develop policies and programs to promote health across the lifespan

Develop and deliver programs that focus on child and family health

Develop and implement Strategic Plan to address needs of our aging populations

In alignment with state and national directions develop and deliver programs that focus on healthy ageing

Develop programs to improve health outcomes for vulnerable groups

Further develop chronic disease programs to improve management and health outcomes

Support and promote healthy environments Close the Gap

Improve Aboriginal Health by embedding Close the Gap, cultural respect and other initiatives across the District

Improve collaboration and partnerships with Aboriginal organisations and services across the LHD

Develop a targeted communication strategy with Aboriginal communities

Implement the Aboriginal Family Health Program

Increase Aboriginal employment to 4.3 per cent to match the District population

Develop targeted prevention programs for Aboriginal people e.g. smoking, physical activity

Implement key public health initiatives in partnership with Aboriginal communities

Develop and implement integrated models of chronic care for Aboriginal people

Improve the identification of Aboriginal and Torres Strait Islander people

Improve Aboriginal health data, and data management and reporting Provide comprehensive and coordinated care across all settings

Develop innovative ambulatory models of care

Use technology to enhance service delivery and outcomes

Ensure care planning considers the patient journey across the continuum of care

Ensure integrated, coordinated care and discharge planning are core to patient management Ensure current and future services best meet needs

Assess the needs of communities and ensure that the right services are provided in the right place

Develop a mechanism to identify future needs and reconfigure service requirements

Work with health related transport providers to improve transport options

Enhance the provision of outreach services across the District

Increase investment in alternative models (to hospital based services) of service delivery

Further develop a Network approach to service provision by encouraging collaboration and networking between all facilities within the District and Networks to enhance physical resources and services


7

PRIORITY AREA: SERVICE ACCESS AND PATIENT FLOW


Ensure our focus is always on the patient

Develop an organisational culture of patient centeredness

Develop and implement programs to support carers

Provide effective, efficient, contemporary, acceptable and appropriate services

Provide emergency care without delay (including National Emergency Access Target (NEAT))

Shorten waiting times for non-emergency care (including National Elective Surgery Targets (NEST))

Respond appropriately to advances in clinical technology

Improve medication use and safety

Improve access to allied health services

Expedite the transfer of acutely ill patients to the most appropriate facility in a timely manner

Develop and implement a strategy to reduce unplanned readmissions and potentially preventable hospital admissions

Improve the patient experience

Review the outcomes of patient and staff satisfaction surveys and develop action plans to address issues identified

Develop strategies to improve manager and clinician communication with patients and carers

Develop models of care for subacute patients

Recognise the role of the carer and implement strategies to assist their role

Improve nutritional care in inpatient settings

Improve IT infrastructure and continue implementation of electronic medical record

Focus on patient outcomes

Support services to develop relevant key performance indicators to measure patient outcomes

Take appropriate action in response to adverse outcomes

Develop adequate data systems to record and respond to patient outcomes


8

PRIORITY AREA: SAFETY AND QUALITY


Ensure clinical service provision is evidenced based and consistent with best practice

Develop, implement and monitor agreed models of best practice care

Maintain accreditation for the District

Reduce inappropriate variation in clinical practice

Continue and support local clinical improvement programs

Maintain and strengthen formal relationships with the Four Pillars (Bureau of Health Information, Agency for Clinical Innovation, Clinical Excellence Commission, Health Education and Training Institute)

Improve access to quality healthcare

Clarify the role and role delineation for MNCLHD services

Identify groups that have difficulty accessing health services and address barriers to access

Develop strategies to enhance infection prevention and control program

Monitor, measure and provide feedback on services provided and access to these services

Ensure facilities are well maintained and appropriate to support the services delivered Manage organisational risk

Embed the Enterprise-wide Risk Management Framework throughout the organisation

Service access and patient flow

Improve accesses to and expand mental health services


9

PRIORITY AREA: FINANCE AND MANAGEMENT


Use resources wisely

Set timely budgets and communicate outcomes

Critically evaluate outcomes of investment

Allocate resources based on population needs and in alignment with the Service Agreement

Improve transparency in financial management

Develop a District Environmental Sustainability Plan Promote and advocate for equity in funding

Advocate for an equitable share of funding for teaching and research

Work towards equity in resource allocation within the District

Communicate to the community our financial challenges and how we are tracking, ensuring that services not funded by Activity Based Management get a fair budget allocation

Lead the implementation of new models of care and work towards an effective transition to Activity Based Management

Develop and implement an Activity Based Management Plan that includes education and consultation with key stakeholders e.g. clinicians

Ensure robust governance mechanisms are in place

Align governance structures and processes to fulfil statutory obligations and ensure compliance with the NSW Ministry of Health Performance Framework

Ensure the right information is provided to the right person at the right time to inform appropriate and timely decision making

Maximise and manage our capital share

Complete master planning for all sites

Develop a District Asset Strategic Plan

Continue planning of redevelopment of Kempsey District Hospital

Advocate that capital share meets the need of the District

Maximise opportunities of new capital projects Use resources wisely

Continue to develop IT Strategic Plan


10

PRIORITY AREA: PEOPLE AND CULTURE


Promote an environment of mutual respect

Articulate organisational values and mandate behaviours that uphold the values

Engage in strategies that promote the LHD services and facilities to the community - e.g. hospital open days

Implement ‘Your Say’ (staff satisfaction survey) action plans Increase clinician engagement

Establish mechanisms for sharing information and engaging clinicians in decisions around services and service delivery

Provide appropriate support for clinicians for clinical supervision, education and training Ensure a safe and healthy environment

Foster shared accountability between managers and staff to promote staff safety and wellbeing

Support and promote professional development and ensure equity of access

Become a learning organisation to optimise the capability and capacity of our staff

Develop senior and middle management capabilities

Implement strategies to support career development and succession planning

Provide appropriate support for staff injured at work Recruit, retain and develop the staff we need

Action recruitment and retention strategies to meet organisational requirements

Develop and implement a workforce strategic plan in line with clinical service requirements

Collaborate with tertiary education providers to ensure that we have the workforce we need

Develop systems for credentialing, assessing professional competencies and providing clinical supervision

Engage with and recognise the value of volunteers Foster a culture of research and innovation

Develop and support a culture of research and innovation

Publish outcomes of clinical initiatives and research

Foster partnerships with local tertiary educational institutions to improve staff access to educational and research opportunities


11

2012/13 Measuring Performance

Our performance measures and targets are consistent with the Tier 1 and Tier 2 measures and targets in the District’s Service Agreement with the NSW Ministry of Health.

Performance Measures 2012/13 Targets

Tie

r 1

Pe

rfo

rman

ce M

ea

su

res

Will

gen

era

te a

perf

orm

ance c

oncern

when

the

Hea

lth

Serv

ice’s

perf

orm

ance

is o

uts

ide t

he t

ole

rance t

hre

shold

for

the a

pp

lica

ble

re

port

ing p

erio

d

Number Staphylococcus aureus bloodstream infections (SA-BSI) (per 10,000 occupied bed days)

2

Per cent Transfer of Care Time from Ambulance to ED < 30 minutes 90

Per cent ED patients admitted, referred or discharged within 4 hours of presentation: all patients

69 Jul-Dec 76 Jan-Jun

Number Category 1 overdue elective surgery patients 0



Per cent Category 1 elective surgery patients admitted within clinically appropriate time

96 Jul-Dec 100 Jan-Jun


90 Jul–Dec 93 Jan-Jun


92 Jul–Dec 95 Jan-Jun

Per cent Activity against purchased volume (%):

Acute Inpatient Services (Cost weighted Separations)

Acute Inpatient Services (NWAU)

Emergency Department Services (Cost weighted Attendances)

Emergency Department Services (NWAU)

42,140 40,579 92,476 10,376

Expenditure matched to budget (General Fund):

Per cent Year to Date

Per cent June projection

On budget or Favourable


Revenue Matched to budget (General Fund):

Per cent Year to Date

Per cent June projection



Number Recurrent Trade Creditors > 45 days correct and ready for payment

0

Small Business Creditors >30 days from receipt of a correctly rendered invoice

0

Tie

r 2

Pe

rfo

rman

ce M

ea

su

res

Will

gen

era

te a

perf

orm

ance c

oncern

when

the

Hea

lth

Serv

ice’s

perf

orm

ance is o

uts

ide

the

to

lera

nce

thre

shold

for

more

tha

n o

ne r

eport

ing

peri

od

Number ICU Central Line Associated Bloodstream (CLAB) Infections (number)

0

Number Incorrect procedures: Operating Theatre - resulting in death or major loss of function

0

Per cent Mental Health: Unplanned readmission within 28 days 13

Number Presentations staying in ED >24 hours 0

Number Mental Health: Presentations staying in ED >24 hours 0

Per cent Mental Health: Acute Post-Discharge Community Care follow-up within seven days

70

Number Mental Health ambulatory (provider) contacts 67,463

Per cent Public Dental Weighted Occasions of Service against Target TBA

Number Connecting Care Program: people currently enrolled 1,491

Per cent centre-based children’s service sites adopting the Children’s Healthy Eating and Physical Activity Program in Early Childhood to agreed standard

TBA

Per cent primary school sites adopting the Children’s Healthy Eating and Physical Activity Program in Primary School to agreed standard

TBA

Number children 7-13 years who enrol in the Targeted Family Healthy Eating and Physical Activity Program (Number)

60

Per cent children 7-13 years who complete the Targeted Family Healthy Eating and Physical Activity Program (%)

85


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2013/14 Measuring Performance Our performance measures and targets are consistent with the Tier 1 and Tier 2 measures and targets in the District’s Service Agreement with the NSW Ministry of Health.

Performance Measures 2012/13 Targets

Tie

r 1

Pe

rfo

rman

ce M

ea

su

res

Will

gen

era

te a

perf

orm

ance c

oncern

when

the

Hea

lth

Serv

ice’s

perf

orm

ance is

outs

ide th

e to

lera

nce thre

shold

for

the a

pp

lica

ble

repo

rtin

g p

eri

od

Number Staphylococcus aureus bloodstream infections (SA-BSI) (per 10,000 occupied bed days)

2

Per cent Transfer of Care Time from Ambulance to ED < 30 minutes 90

National Emergency Access Target (NEAT) - Per cent ED patients admitted, referred or discharged within 4 hours of presentation: all patients

71 Jul – Dec 81 Jan - Jun

National Elective Surgery Target (NEST) – Per cent Elective Surgery Patients Treated on Time Category 1 Category 2 Category 3

100

93 Jul – Dec 97 Jan – Jun 95 Jul – Dec 97 Jan – Jun

National Elective Surgery Target (NEST) – Average overdue waiting time (days) Category 1 Category 2 Category 3

0 at 31 Dec 20 at 31 Dec 65 at 31 Dec

Per cent Activity against purchased volume (%):

Acute Inpatient Services (NWAU)

Emergency Department Services (NWAU)

Sub and Non-Acute Inpatient Services (NWAU)

Non Admitted Patient Services – Tier 2 Clinic (NWAU)

48,143 10,454 2,759 4,461

Per cent against purchased volume %: Mental Health

Mental Health Inpatient Activity: Acute Inpatients (NWAU)

Mental Health Inpatient Activity: Non Acute Inpatients (NWAU)

3,281 832

Expenditure matched to budget (General Fund): Year to date (%) June projection (%)



Revenue Matched to budget (General Fund): Year to date (%) June projection (%)



Tie

r 2

Pe

rfo

rman

ce M

ea

su

res

Will

gen

era

te a

perf

orm

ance c

oncern

when

the

Health S

erv

ice’s

perf

orm

an

ce is o

uts

ide t

he

tole

rance thre

shold

for

more

tha

n o

ne r

eport

ing

perio

d

Number Recurrent Trade Creditors > 45 days correct and ready for payment ($) 0

Small Business Creditors >30 days from receipt of a correctly rendered invoice (%) 0

Number ICU Central Line Associated Bloodstream (CLAB) Infections (number) 0

Number Incorrect procedures: Operating Theatre - resulting in death or major loss of function

0

Mental Health: Acute readmission within 28 days (%) 13

Mental Health: Acute Post Discharge Community Care – follow up within seven days (%)

70

Presentations staying in ED>24 hours (number) 0

Mental Health: Presentations staying in ED >24 hours 0

Connecting Care Program: people currently enrolled 1972

Public dental baseline Dental Weighted Activity Units (DWAUs, % of Baseline target) 100

Per cent centre-based children’s service sites adopting the Children’s Healthy Eating and Physical Activity Program in Early Childhood to agreed standard

>50

Per cent primary school sites adopting the Children’s Healthy Eating and Physical Activity Program in Primary School to agreed standard

>50

Number children 7-13 years who enrol in the Targeted Family Healthy Eating and Physical Activity Program (Number)

180

Per cent children 7-13 years who complete the Targeted Family Healthy Eating and Physical Activity Program (%)

85

strategic plan 2012-2016 - mnclhd · >65yrs 32.4% >55yrs 38.7% >65yrs 42.2% aboriginal...

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