West Moreton Hospital and Health Service
West Moreton
Hospital and
Health Service
Corporate
Communications
and ePixel Images.
©The State of
Queensland (West
Moreton Hospital
and Health
Service)
Our strategic plan
2017 – 2021
Our challenge
Our response
i19
years
h42%
84TH/87
51%
33%
The life expectancy of our
Indigenous community
members is 19 years less
than our non-Indigenous
community
Sedentary lifestyles
mean our obesity rates
are 42% higher than the
rest of Queensland
We are currently ranked
fourth-worst out of 87
regions in Australia for heartrelated hospital admissions
Our population
is expected to
grow 51%
by 2026
One in three of our
community who needs
public healthcare
currently leaves West
Moreton to receive it
Partner with the
people we care
for and their
families
Work with other
organisations to
improve the health
of the community
Transform
healthcare with
technology and
evidence
Grow our
services and
facilities with
the community
Deliver more
care closer to
home
Who we are...
Our vision
Our purpose
Our principles
(The future we want to create)
(What we are here to do)
Quality care and wellbeing
provided locally for
our community.
To inspire, partner with and
contribute to health and wellbeing
for our local communities.
We strive to be leaders in clinical
care, integration, prevention,
education and research.
Our community and
people come first
}} Be part of the community and put people
at the centre of everything we do
}} Support staff to be their best
and value everyone's contributions
}} Provide care that is evidence-based,
equitable, safe and sustainable
(How we make decisions)
We are bold
and innovative
We aim for sustainability
and impact
}} Continually improve the quality, outcomes and cost
of care, challenging the status quo and pursuing
ongoing education, research and training.
}} Make daily decisions that reflect our vision, purpose,
values and strategy and consider our broader
environment and context
}} Embrace and deliver innovative approaches to
our service models, partnerships, workforce and
technology to best serve our community
}} Value and actively develop partnerships to best meet
the current and future needs of our community
Where we're going...
Person-centred care
Our
priorities
Our
enablers
June 2017
Listen to, involve and empower our patients,
consumers and their families in everything we do.
## Quality and safety
Continuously improving our standard of
care to eliminate avoidable patient harm.
Caring for our teams
Inspire a workplace where staff, volunteers and
partners can thrive, contributions are valued and
performance excels.
## Integrated governance
Working together so our processes and systems enable high
performance with integrity, accountability and transparency.
## Technology
Adopting new technologies that help
us integrate and enhance care.
Interconnected care
Excellent care
Advocate, champion and grow the local health
network and our own services to deliver truly
integrated care.
## Health and business intelligence
Using data intelligently so we
can make informed decisions.
## Capital planning
Ensuring our capital assets meet the
goals and objectives of our HHS.
Continue to transform our service models to set new
standards for excellence, deliver a range of complex
clinical services and care closer to home through a focus
on innovation, research and education.
## Workforce planning
Engaging a workforce that meets the current
and future needs of our health service.
## Financial sustainability
Planning to ensure that our
HHS thrives into the future.
West Moreton Hospital and Health Service Strategic Plan 2017 – 2021
West Moreton Hospital and Health Service Strategic Plan | Where we're going...
Person-centred care
Caring for our teams
Interconnected care
Excellent care
Listen to, involve and empower
our patients, consumers and their
families in everything we do.
Inspire a workplace where staff, volunteers and
partners can thrive, contributions are valued and
performance excels.
}} Deliver care closer to home
}} Improve our care environments
(in both existing and new facilities) to promote
supportive and family-friendly care
}} Adopt seamless, integrated approaches
}} Live and breathe our values in everything that we do
}} Strengthen clarity of roles, accountability and authority and adopt
transparent, consistent approaches to governance and leadership
}} Develop interdisciplinary opportunities and partnerships for innovative
practice and professional development across WMHHS
}} Implement a progressive WMHHS People Plan that drives a culture of
excellence, wellbeing, learning, leadership and capability
}} Partner with other healthcare providers to provide external training and
continuing professional development
}} Develop our organisational culture to engage and enable staff to
perform and be recognised as a desired place to work in the health
sector
}} Adopt innovative people processes, practices and systems and provide
'customer service excellence' to each area of WMHHS so that line
managers can resolve people-related matters quickly and effectively
}} Adopt an inclusive cycle of planning and decision-making that is
consistent with our values and principles
}} Work with staff to explore emerging/innovative ways to track our
people's sentiment, engagement and performance
}} Partner and collaborate efficiently and effectively with
healthcare providers and other partners to plan and deliver
services
}} Apply a population health approach to deliver care in the
community where possible and reduce acute hospital
admissions (e.g. aged care, mental health services)
}} Explore the feasibility and value of public-private partnerships
to meet community health needs and demand
}} Work with health providers and other partners in the ongoing
improvement and use of integrated care pathways (including
the implementation of Clinical Prioritisation Criteria) to
improve timely access to appropriate services
}} Work with diverse cultural communities to identify delivery
mechanisms to meet their needs
}} Partner with primary care providers to improve awareness of
and access to locally available healthcare services
}} Implement Digital Hospital for Ipswich Hospital
}} Invest in our infrastructure and capability to deliver more and higher
complexity services that meet the needs of our growing community
}} Understand and work to reduce the causes, prevalence and impact of
lifestyle-related chronic disease
}} Implement evidence-based contemporary service models
}} Build a reputation for excellence by leveraging the training and capability of
our state-wide services
}} Work towards the development of research and innovation capabilities/
structures that enable excellence in the care of patients with chronic lifestylerelated conditions
}} Strengthen and promote opportunities for research across WMHHS
}} Leverage available and emerging technology to deliver care in the community
(e.g. 'MeCare', telehealth/health in the home)
}} Targeted growth of services to meet demand
}} Expand community-based mental health service models to increase access in
rural facilities
}} Pursue opportunities to provide system leadership
Our measures
of success
££ Increase in self-sufficiency (services delivered
for West Moreton residents in WMHHS)
££ Increase in services delivered in the home (e.g.
through telehealth, hospital-in-the-home (HITH),
hospital-in-the-nursing-home (HINTH))
££ Measurable improvements in patient feedback
(complaints and compliments)
££ Reduced length of stay
££ Improved treatment participation
££ Reductions in morbidity and mortality
££ Fewer healthcare-acquired admissions
££ Zero preventable serious safety events caused
during care
££ Progress against Close the Gap targets (eg life
expectancy)
££ Meet and exceed the expectations in relation to
value for money
££ Community care plan for diverse cultural
communities
££ Improved Working for Queensland Survey Results:
»» Values – leadership
»» Agency engagement
»» Organisational leadership
»» Safety assurance indicators and targets achieved or exceeded
££ Evidence of a healthy culture
»» Staff recruitment and retention
»» Workcover/Sick leave
»» Opportunities for recognition/celebration
»» Positive staff sentiment
»» A diverse and inclusive workforce
££ Services increased in rural facilities and community provision
££ Reduction in potentially preventable hospitalisations
££ Improvements to and use of integrated care pathways
££ Increased provision of the right care, at the right time, in the right
place
££ Increased direct admissions from rural hospitals/General
Practitioners (GPs) to Ipswich Hospital
££ Increased awareness and use of local services
££ Increased awareness and use of services by multicultural
communities
££ Reduced acute care admissions for non-acute conditions
££ Reduced Emergency Department presentations for mental
health conditions
££ Increased GP satisfaction with admission, referral and
discharge data and processes
££ Accurate health records available at the point of care
££ Key partner and other stakeholder satisfaction
££ Effective transition to a Digital Hospital
££ Decrease in obesity rates and other lifestyle-related conditions in our community
££ Increase in our Clinical Services Capability Framework/increased tertiary service
delivery
££ Increase in self-sufficiency: number of patients domiciled in West Moreton
seeking treatment increased
££ Improved quality, outcomes of care and value for money
££ Increase in delivery of evidence-based contemporary service models
(co-designed with patient/consumer and other stakeholder input)
££ Improvement on survey results (from baseline) for external reputation and
stakeholder engagement
££ Performance against recognised clinical benchmarks
££ Interest and investment secured to pursue opportunities for WMHHS Research
Institute of Excellence
££ Increase in research grants applied for by our people
££ Uptake of technology-enabled care
££ Increased self-sufficiency and Clinical Services Capability Framework (e.g. for
paediatric services)
££ Investment in and uptake of community-based mental health service models
££ Prison Health Service system governance within WMHHS
Alignment with
Advancing Health
2026 directions
EE Promoting wellbeing
EE Delivering healthcare
EE Promoting wellbeing
EE Delivering healthcare
EE Connecting healthcare
EE Promoting wellbeing
EE Pursuing innovation
Delivering quality frontline services
EE Providing responsive and integrated
government services
EE Supporting disadvantaged Queenslanders
Creating jobs and a diverse economy
EE Ensuring safe, productive and fair workplaces
Delivering quality frontline services
EE Strengthening our public health system
EE Providing responsive and integrated government services
Delivering quality frontline services
EE Strengthening our public health system
EE Achieving better [health-related] education and training outcomes
Building safe, caring and connected communities
EE Building regions
Creating jobs and a diverse economy
EE Stimulating economic growth and innovation
Our priorities
Our strategies
}} Acknowledge and address the needs of our
diverse community through care planning
}} Close the Gap in health outcomes and life
expectancy for our Indigenous population
}} Use emerging technology to increase access to
care, streamline the patient/consumer journey
and improve health literacy
}} Provide safe, reliable services that are valued
by patients and the community
Alignment with
Queensland
Government
objectives for the
community
June 2017
Delivering quality frontline services
EE Achieving better [health-related] education and training
outcomes
EE Strengthening our public health system
Advocate, champion and grow the local
health network and our own services to
deliver truly integrated care.
Continue to transform our service models to set new
standards for excellence, deliver a range of complex
clinical services and care closer to home through a
focus on innovation, research and education.
West Moreton Hospital and Health Service Strategic Plan 2017 – 2021