nathalia district hospital district... · needs to change and what needs to be removed. ... hourly...

NATHALIA DISTRICT HOSPITAL

Strategic Plan 2013-2015 April 2013

April 2013

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Table of Contents

Table of Contents .................................................................................................................................. 2

Introduction ........................................................................................................................................... 3

Background ............................................................................................................................................ 3

Link to State Government’s Policy Direction and Priorities ............................................................ 3

Key Achievements ................................................................................................................................. 4

Service Environment ............................................................................................................................. 5

Our Services ....................................................................................................................................... 5

Our Partners ....................................................................................................................................... 5

Forecasts ............................................................................................................................................ 6

Population Changes ........................................................................................................................... 6

Population Needs .............................................................................................................................. 6

Population Characteristics ................................................................................................................ 6

Issues and Challenges ........................................................................................................................... 7

Issues and Challenges ........................................................................................................................... 7

Our Vision ............................................................................................................................................... 9

Our Mission .......................................................................................................................................... 10

Our Organisational Values .................................................................................................................. 10

Strategic Direction Action Plan ........................................................................................................... 11

Action Plan ............................................................................................................................................ 12

Strategic Area One: Building Governance Structires to Support Board Members ......................12

Strategic Area Two: Creating a Positive Culture which Supports Innovation and Excellence... 124

Strategic Area Three: Working with Consumers and Partnersto Deliver Person Centred Care.. 16

Strategic Area Four: Valuing and Developing our Workforce ....................................................... 18

Strategic Area Five: Safety, Quality and Risk Management in Delivered Care and Service........20

Strategic Area Six: Sustainability of Service Delivery .................................................................. 222

Monitoring ......................................................................................................................................... 244

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Introduction

This strategic plan for Nathalia District Hospital (NDH) is an interim plan which is building on the planning undertaken for the 2009-2012 Strategic Plan, as the organisation works towards meeting the requirements for the ASQCHC National Standards, ACHS EQuIP National and the Common Community Care Standards; all of which are to be introduced in the next 12 months. The new Nathalia District Hospital vision, mission and values statements have been developed with input from the Nathalia District Hospital Board of Management, Senior Staff and key external stakeholders. The next phase is to instil the new values to staff groups and targeted stakeholders/ community groups. This will then lead the way for the health service to develop its strategic direction, strategies and actions that will need to be undertaken over the next five years to address the critical issues and challenges facing Nathalia District Hospital. The strategic direction covers five key areas: Values of the Organisation, Consumer Participation, Risk Management, Quality of Service Delivery, Board and Staff Development. These areas will be the strategic focus for the organisation in trying to meet community needs. The organisation’s vision, mission and values have been updated to reflect the way forward. Successful implementation of this plan over the next two years will require regular review and evaluation by the Board, staff and stakeholders to determine what is working, what needs to change and what needs to be removed. This process is outlined at the conclusion of the Strategic Plan.

Background

Link to State Government’s Policy Direction and Priorities This plan has been developed to support a range of Victorian Government policies including Victorian Health Priorities Framework 2012 – 2022: Rural and Regional Health Plan and the Hume Region Health & Aged Care Plan 2013 - 2018. In particular the plan supports the focus of the Victorian Health Priorities Framework to meet its key objectives. The plan connects with the Department of Health key objectives:

Building a responsive and adaptable rural health service that meets the needs of our local community;

Reinforce an area based approach to service delivery;

Support greater collaboration between service providers;

Drive, support and enable the systematic use of clinical guidelines to ensure rural people receive appropriate and timely care in the most appropriate setting;

Strengthen service partnerships;

Support rural based teaching, training and professional development;

Maximise the use of telemedicine;

Strengthen clinical leadership opportunities. The plan links with several Department of Health policies including Rural Directions for a Better State of Health and Care in Your Community as well as the Health and Wellbeing Framework.

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Key Achievements

New Clinical Programs

Advanced Care Planning Initiative

Smith & Nephew Wound Management Project

Hourly Rounding Falls Management Initiative

Commencement of a visiting Geriatrician

Appointment of a Director of Medical Services

Commencement of the Nathalia Medical Clinic

New Facilities

Further development of the resident’s garden

Created optometry/audiology consulting rooms

Hospital redevelopment completed November 2009

Expansion of the community gym program

Education Initiatives Scoping for the Department of Health Remote Operator X-ray Services Participation in M2M program

Development of the RIPERN nurse initiative

Appointment of a General Practitioner Registrar for a further 12 months Appointment of a Graduate Nurse for a further 12 months Seniors Expo Participation in the Small Rural Health Service Clinical Supervision Project Other Achieved accreditation with Australian Council on HealthCare Standards and the Aged Care Standards and Accreditation Agency

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Service Environment

Our Services Nathalia District Hospital provides bed based services including:

acute care (6 beds);

residential aged care (20 beds – high level);

palliative care. Non bed based services include:

district nursing services;

allied health;

community health prevention and promotion programs;

counselling services;

women’s health;

men’s health program;

podiatry;

radiology;

pathology;

audiology;

optometry. We service a catchment area within the Moira Shire that includes Nathalia and smaller townships and districts of Waaia, Barmah, Kotupna, Bearii, Picola, Yielima and Yalca.

Our Partners Our key partners include:

Goulburn Valley Health (corporate services);

Moira Healthcare Alliance stakeholders including Moira Shire Council, Numurkah District Health Service, Yarrawonga District Health Service and Cobram District Health Service;

Department of Health;

Goulburn Valley Primary Care Partnership;

Hume Medicare Local;

M2 M partnership across northern Victoria;

Bogong GP Training;

Melbourne University School of Rural Health.

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Forecasts

Recognising the continuing impact of changes in population demographics and service needs in Nathalia District Hospital’s catchment is a focus for this strategic plan.

Population Change

Population for the Moira Shire is forecast to increase from 26,811 (in 2006) to 32, 398 (by 2016). The Nathalia – Rural West population is forecast to increase from 3590 (in 2006) to 3788 (by 2016) which represents an increase of 198 or . 5.5%.

Population Needs The Moira Shire is among the twenty most disadvantaged local government areas (LGA) in Regional Victoria (SEIFA).1 The SEIFA index of disadvantage is 965.5 for Moira Shire (ranked 18th most disadvantaged out of 25 regional LGAs) and 965.4 for Nathalia – Rural West area. (New SEIFA Index figures are due to be released at the end of March 2013). Ongoing issues due to economic and environment factors impact on the capacity to meet the needs of the community. Higher levels of disadvantage – indicate that people are poorer, more socially disadvantaged and relatively sicker2, and face access issues such as transportation and an inability to pay for services. The increase in those ageing within Nathalia and surrounding districts will impact on the demand for aged care services including home based and bed based support.

Population Characteristics Nathalia age groups, in comparison to average total persons in Australia, indicate that Nathalia has nearly twice the national average for persons aged 65 years and over, but also above the national average for children 14 years and under:

Age Group

% of total persons in

Nathalia

% of total persons in

Australia

0-4 years 5.9% 6.6%

5-14 years 13.5% 12.7%

15-24 years 10.5% 13.3%

25-54 years 32.8% 41.8%

55-64 years 13.7% 11.6%

65 years and over 23.6% 14%

1 Moira Shire Community Profile 2011 2 Australian Bureau of Statistics, Socioeconomic Indexes for Areas (SEIFA), 2006 3 World Health Organisation, Australian Institute of Health and Welfare

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Issues and Challenges

Nathalia District Hospital recognises that there are a number of issues and challenges that will need to be attempted to be address over the next three to five years. The critical issues are:

For Service Delivery

Managing to service an ageing population that is twice the level for persons aged over 65 years in comparison to Australian average;

Mental health needs are increasing due to: o drought/long term climate change; o drug and alcohol use; o migration;

Poor overall service in the Goulburn Valley area to address basic mental health issues;

Understanding community expectations and meeting their needs.

For Our Human Resources

Effectively managing the workforce given:

o Ability to attract, recruit and retain appropriately skilled staff/visiting medical officers;

o Ageing of existing workforce/loss of knowledge;

o Adapting to the needs of a younger workforce.

For Our Relationships/Partnerships

Maintaining and strengthening relationships with key stakeholders/political connections.

For Sustainability/Compliance

Meeting legislative/compliance requirements/having resources to manage risks;

Maintaining Accreditation status across acute, aged care, community and Nathalia Medical Clinic;

Meeting clinical guidelines. The key challenges facing Nathalia District Hospital are:

For Service Delivery

Increasing levels of low socio-economic status throughout Nathalia District Hospital catchment area and this in turn can lead to increasing levels of need including access to affordable/free services (at present 80% of clients are bulk billed);

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Demographic changes such as: o Experiencing greater transient population as people stay in Nathalia due to

its close proximity to Shepparton’s casual employment opportunities; o People are moving to Nathalia due to ability to access more affordable

housing; o Ageing population; o Retirement of many farmers

Rural isolation issues i.e. transportation, access to services, emergency retrieval;

Educating community about what services NDH can deliver effectively.

Ensuring aged care beds are kept occupied by forward planning;

Availability of General Practitioners to after hours on call;

Developing our nursing workforce to assist in after hours cover;

Outgrowing of the current space.

For Our Human Resources

Maintaining strong ethos within NDH;

Supporting and increasing the team environment;

Maintaining staff morale;

Succession planning and attracting appropriate Board of Management members.

For Our Relationships/Partnerships

Maintaining relationships with Goulburn Valley Health to ensure they remain capable of providing support services to NDH

Acknowledging changes to traditional partnerships and the nature of the services they will provide i.e. Ambulance Victoria.

For Sustainability/Compliance/Difficulties Facing NDH

Large increases in energy costs

Water quality and its cost

A down turn in the local economy could lead to: o Decreasing business support from local businesses; o Potential decline in population as families, individuals move elsewhere; o Higher levels of mental health issues as drought/downturn causes loss of

family home/income;

Ongoing rigidity/inflexibility of reporting structures;

Economies of scale difficult i.e. bulk billing, bulk buying;

Government policy changes – State and Commonwealth;

Sustainable environmental footprint;

Undertaking data collection/documentation is at the same level as for larger health services yet NDH has fewer resources to complete requirements.

For Infrastructure/Technology

Maintaining technology infrastructure which is cost efficient.

Maximising the use of telehealth

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Our Vision

Our vision for the future means that we will be:

Attracting an invigorated well skilled workforce;

Delivering health care that is meeting community needs;

Working with our partners to deliver responsive and accessible services in a range of ways.

Indicators of success in achieving this vision will be:

Delivering streamlined services that complement each other with safety nets so people do not fall through the gaps;

Having dynamic and innovative leadership and staff teams;

Being rewarded for innovative approaches and be prepared to be a standout willing to manage risks;

Stakeholders recognising that we are an integral part to their partnerships;

Continuing to be valued by a supportive community.

Leading our community towards better health

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Our Mission

Our Organisational Values:

Nathalia District Hospital is committed to:

Integrity: We engage others in a respectful, fair and ethical manner, fulfilling our commitments as professionals. We ensure the highest degree of dignity, equity, honesty and kindness.

Accountability: We ensure quality patient care and use of resources appropriately in an open and transparent manner.

Collaboration: We work as a team and in partnership with our staff, our community and other health care providers..

Knowledge: We create opportunities for education and health promotion.

Excellence: We are committed to achieving our goals and improving quality of care by delivering efficient, safe, person centred, innovative, knowledge based healthcare.

Working collaboratively to provide quality health and well-being services to our community

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Strategic Direction

Strategic Area One

Building Governance

Structures to Support Our

Board Members

Strategic Area Two

Creating a Positive Culture which Supports Innovation and

Excellence

Strategic Area Three

Working with Consumers and

Partners to Deliver Person Centred

Care

Strategic Area Four

Valuing and Developing our

Workforce

Strategic Area Five

Safety, Quality and Risk

Management in Delivered Care

and Services

Strategic Area Six

Sustainability of Service Delivery

and Environment

Goal: To ensure the governance structure and performance of the Board of Management is effective and efficient

Promote growth and knowledge of all Board members;

Provide mentorship and nurturing of new Board members;

Be proactive to attract new Board members.

Goal: To promote the newly developed vision, mission and values of NDH to:

Provide client centred care

Ensure there exists a skilled workforce which can meet the changing needs of our community;

Deliver appropriate services by working towards common goals in partnership with all stakeholders.

Goal: Develop processes for involving consumers and partners in:

The governance and planning processes cross the organisation;

Partnering with other health provides to strengthen service delivery.

Drive person centred care as the preferred model of care.

Goal: To have a mix of skilled staff to meet the needs and demands of consumers by:

Maximising the efficiency and effectiveness of our existing workforce, including our volunteers;

Strengthen team focus to maintain high motivation;

Maintain our professional image in the community.

Goal: To provide quality evidence based care for all consumers by:

Ensuring all care delivered has a client centred approach;

Prioritise areas where quality of care is to be monitored;

Strengthen the process for reporting incidents, complaints and outcomes of care.

Goal: To remain viable, relevant and reliable in order to service the community and its needs now and into the future by:

Increasing capacity to meet the needs of community and government requirements

Enhancing the health service reputation;

Reducing the environmental footprint.

Strategies:

Clearly define the role and responsibilities of each Board member;

Review terms of reference to all Board appointed committees;

Develop an orientation package that meets the individual Board member’s needs;

Have a succession plan in place.

Strategies:

Provide education to Board, staff and community to the organisation’s values;

Promote these values throughout the organisation;

Monitor progress towards achieving organisational values;

Evaluate the effectiveness of promoting a positive workplace culture.

Strategies:

Establish governance structures to facilitate partnerships with consumers and carers;

Develop good partnerships with local government and other health providers;

Promote open communication with all staff and health service partners;

Develop care strategies which are person centred in residential, acute and community care.

Strategies:

Develop an understanding of changing workforce needs in order to respond accordingly;

Support staff to gain and keep current qualifications needed to sustain service requirements;

Reward and recognise excellence;

Update process for medical credentialing;

Actively recruit medical staff by participating in rural medical training programs.

Strategies:

Safety and quality of care is internally and externally evaluated;

Training for safety and quality;

Effectively manage discharge planning;

Provide residential aged care services which best meet community needs;

Incidents and complaints are responded to in a timely and appropriate manner.

Strategies:

Increase service and system adaptability;

Improve and sustain financial viability;

Continue to provide good governance, accountability and practice;

Increase focus on managing the environmental footprint.

Maintain physical structure and equipment

Support the provision of low cost affordable housing within our community

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Action Plan

The following pages detail the rationale for the key strategic areas, the way in which each will deliver benefits, key strategies and actions to achieve.

Strategic Area One: Building Governance Structures to Support Our Board Members Goal: To ensure the governance structure and performance of the Board of

Management is effective and efficient by:

Promoting growth and knowledge of all Board members;

Providing mentorship and nurturing for new Board members. Performance Measures:

Board of Management self evaluation shows an increased understanding of their role and responsibilities;

There is an increase in satisfaction with the Board of Management orientation process;

There is a reduction in the number of Board vacancies which exist.

Strategies Actions Responsibility By When

1.1

Clearly define the role and responsibility of each Board member;

1.1.1 Develop a position description for each role within the Board of Management, including their role in quality, safety and risk management.

Board of Management

1.1.2 Define Board member roles and portfolios so new Board members are clear of their legal responsibilities under legislation.

Board of Management

1.1.3 Identify a process for Board members to evaluate their own performance and that of other Board members.

Board of Management

1.1.4 Undertake succession planning for key roles including Board of Management membership.

Board of Management

1.1.5 Develop a plan to attract new members to the Board.

Board of Management

1.2 Review terms of reference to all Board appointed committees;

1.2.1 Identify all meetings which require Board member attendance.

Board of Management

1.2.2 Review the terms of reference for all committees to ensure they meet the purpose of the meetings.

CEO

1.2.3 Evaluate compliance to the terms of reference.

Quality Team

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1.3 Develop an orientation package that meets the individual Board member’s needs;

1.3.1 Identify what the needs of new Board members are.

Board of Management

1.3.2 Develop a package that meets the identified needs of new Board members.

Quality Team

1.3.3 Evaluate the effectiveness of the new package.

Quality Team

1.4 Have a succession plan in place.

1.4.1 With other Board members, develop and activate a succession plan;

Board of Management

1.4.2 Action the succession plan as required.

CEO

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Strategic Area Two: Creating a Positive Culture which Supports Innovation and Excellence

Goal: To promote the newly developed vision, mission and values statements of Nathalia District Hospital to:

Provide client centred care; Ensure there exists a skilled workforce which can meet the changing

needs of our community; Deliver appropriate services by working towards common goals in

partnership with all stakeholders. Performance Measures:

A good understanding of the organisation’s vision, mission and values is shown by staff through the annual staff satisfaction survey.


2.1

Provide education to the Board, staff and community on the organisation’s values;

2.1.1 Develop an education program which targets the stakeholders on the new vision, mission and values of the organisation.

DON

2.1.2 Aim to have the education program is attended by as many Board members, staff and volunteers as possible.

DON

2.1.3 Alter the orientation program for Board, staff and volunteers to include the new vision, mission and value statements.

Board of Management

2.2 Promote these values throughout the organisation;

2.2.1 Develop an organisational approach to embed the vision, mission and values into all services delivered.

CEO

2.2.2 Identify pictorial images suitable to promote the organisation’s values.

DON

2.2.3 Have a formal launch of the pictorial display of the organisation’s values.

Board of Management

2.2.4 Commission a plaque to replace the past Mission statement displayed in the foyer of the health service.

DON

2.2.5 Alter all letter heads to replace the old mission statements with the new vision statement.

DON

2.2.6 Develop a new Board and staff Code of Conduct which better reflects the new vision, mission and values statements.

Board of Management

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2.3 Monitor progress towards achieving organisational values;

2.3.1 Develop KPIs to identify Board and staff knowledge of the updated vision, mission and value statements.

Quality team

2.3.2 Monitor achievement of the KPIs and report these back to the Board.

Quality Team

2.4 Evaluate the effectiveness of promoting a positive workplace culture;

2.4.1 Evaluate feedback through Board and staff satisfaction surveys to determine the effectiveness of the promotion implemented.

Quality Team

2.4.2 Spot audit documentation to ensure letter heads and policy documents have updated vision, mission and value statements.

Quality Team

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Strategic Area Three: Working with Consumers and Partners to Deliver Person Centred Care Goal: Develop processes for involving consumers in the governance and planning

processes whilst, at the same time, partnering with other health provides to strengthen service delivery

Performance Measures:

A good understanding of person centred care is shown by staff through the annual staff satisfaction survey.

Patients and residents identify satisfaction in services delivered because they have good input into planning and delivery of their care.

Policies, procedures and clinical guidelines are referenced to evidence based practice.


3.1

Establish governance structures to facilitate partnerships with consumers and carers;

3.1.1 Develop an overarching governance and policy framework that sets out how consumers and carers are involved in governance processes.

DON

3.1.2 Explore ways to effectively engage the community to develop a Community Consultation Plan and the next Nathalia District Hospital Strategic Plan which will guide our future.

DON

3.1.3 Invite and lobby consumers be a voice to drive client centred care initiatives.

DON

3.1.4 Continue to utilise existing local media to regularly inform the community.

DON

3.1.5 Participate in existing local events/activities to engage the community.

DON

3.1.6 Continue encouragement of community involvement in maintenance of Community Arts Program.

DON

3.2 Develop good partnerships with local government and other health providers;

3.2.1 Collaborate with identified key partners to support the implementation of the Victorian Health & Wellbeing Plan 2011-2015.

CEO

3.2.2 Expand and develop activities that establish, maintain and use partnerships to improve care.

DON

3.2.3 Ensure partnerships are reflective of the diverse backgrounds of our consumers.

DON

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3.3 Promote open communication with all staff and health service partners;

3.3.1 Develop a communication strategy as part of the consumer participation policy.

CEO

3.3.2 Progressively implement online information about service referral processes.

DON

3.4 Develop care strategies which are person centred in residential, acute and community care.

3.4.1 Ensure all care delivered is evidence based;

DON

3.4.2 Encourage consumers to set goals to ensure their care is safe and appropriate to meet their needs;

DON

3.4.3 Make changes to structures and processes across all care delivered to ensure care is patient centred with optimal health outcomes.

DON

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Strategic Area Four: Valuing and Developing our Workforce Goal: To have a mix of skilled staff to meet needs and demands of consumers to:

Maximise the efficiency and effectiveness of our existing workforce, including our volunteers;

Strengthening a team focus to maintain high level of motivation;

Maintain our professional image in the community.


Staff vacancies remain low with sufficiently skilled staff filling current positions;

Staff satisfaction with the current education program remains high;

Board of Management recognise and reward excellence at Annual General Meetings.


4.1

Develop an understanding of changing workforce needs in order to respond accordingly;

4.1.1 Review the capacity of the health service to meet its current and emerging roles.

CEO

4.1.2 Develop an “All of Workforce Plan” which assists to address any identified skills shortages/gaps.

HR/DON

4.1.3 Invest in staff development for high priority areas, particularly addressing clinical skills development.

HR/DON

4.2 Support staff to gain and keep current qualifications needed to sustain service requirements;

4.2.1 Provide ongoing skills training for all staff in areas of need.

ADON

4.2.2 Establish regional support networks to enhance workforce knowledge and skills.

ADON

4.2.3 Encourage excellence in clinical skills by the development of robust clinical competency structures.

ADON

4.2.4 Ensure the performance review system identifies each individual clinician’s opportunities for improvement.

ADON

4.3

Reward and recognise excellence;

4.3.1 Refine staff recognition strategy/ processes i.e. staff awards to maintain staff morale/motivation.

DON

4.3.2 Review staff incentives. DON

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4.4 Update process for medical credentialing;

4.4.1 Review the medical credentialing process to ensure it meets current evidence based practice.

DMS

4.4.2 Ensure the current system evaluates individual medical officer performance at least annually.

DMS

4.5 Actively recruit medical staff by participating in rural medical training programs

4.5,1 Foster partnerships with the M2M program, Bogong GP training and Melbourne University School of Rural Health

DMS

4.5.2 Where time permits, accept students and Registrars at Nathalia Medical Clinic

DMS

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Strategic Area Five: Safety and Quality and Risk Management in Delivered Care and Services Goal: To provide quality evidence based care for all consumers by:

Ensuring all care delivered has a client centred approach;

Prioritising areas where quality of care is to be monitored;

Strengthening the process for reporting incidents, complaints and outcomes of care.


Successful accreditation for Residential Aged Care under the Aged Care Standards and Accreditation Agency;

Successful accreditation by the Australian Council on Healthcare Standards for EQuIP National and the National Standards;

Successful accreditation for Home and Community Standards under the Common Community Care Standards;

Successful accreditation for the Nathalia Medical Clinic under AGPAL.


5.1 Safety and quality of care is internally and externally evaluated;

5.1.1 Identify priority areas to monitor quality of care.

Quality Team

5.1.2 Evaluate client satisfaction with outcomes of care to ensure staff are working towards delivering patient centred care.

Quality Team

5.1.3 Gain feedback from patients that the care delivered in patient centred.

Quality Team

5.1.4 Ensure there is a clear audit system in place to monitor and evaluate quality of care.

Quality Team

5.1.5 Regularly report safety and quality indicators to the Board of Management.

DON

5.2 Training for safety and quality;

5.2.1 Implement a training program for all Board members and staff to increase awareness and understanding of the importance of safety in healthcare.

DON

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5.2.2 Implement a training program for all Board members and staff to increase awareness and understanding of the importance of quality in healthcare.

DON

5.2.3 Implement a training program for all Board members and staff to increase awareness and understanding of the importance of how risk is managed and mitigated in health care.

DON

5.3 Effectively manage discharge planning;

5.3.1 Develop and implement new discharge protocols and procedures which are based on the patient centred care model.

ADON

5.3.2 Improve referral systems to community services on discharge.

ADON

5.3.3 Develop a discharge package for clients to ensure they are able to understand and better manage their condition post discharge.

ADON

5.4 Provide residential aged care services which best meet community needs;

5.4.1 Improve access to information about our residential aged care services.

NUM

5.4.2 Provide services which promote a smooth transition from community to residential aged care by effective partnerships.

NUM

5.5 Incidents and complaints are responded to in a timely and appropriate manner

5.5.1 Rigorously investigate and respond to all incidents in a timely manner.

CEO

5.5.2 Use recommendations from the investigations to review and improve policies and services.

Board of Management

5.5.3 Ensure both senior staff and Board members understand the principles behind open disclosure.

CEO

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Strategic Area Six: Sustainability of Service Delivery Goal: To remain viable, relevant and reliable in order to service the community and

its needs now and into the future by:

Increasing capacity to meet the needs of the community and government requirements;

Enhancing the health service reputation; Reducing environmental footprint.


Finish each financial year with a small surplus;

Reduce the carbon footprint annually through innovative processes;

Monitor and maintain client satisfaction with the current buildings and equipment.

Objectives Suggested Strategies Responsibility By When

6.1

Increase service and system adaptability;

6.1.1 Continue to explore innovative models of service relevant for NDH.

ADON

6.1.2 Work with external partners to keep residential aged care and TCP beds at full occupancy.

ADON

6.2 Improve and sustain financial viability;

6.2.1 Review funding streams to ensure maximising use of commonwealth, state and private funding.

CFO

6.2.2 Build organisational governance to strengthen performance compliance, financial capabilities and public accountability.

CFO

6.2.3 Continue to negotiate for better funding outcomes.

CEO

6.3 Continue to provide good governance, accountability and practice;

6.3.1 Continue to strengthen accountability for decision making and achievement of outcomes through regular reporting processes including external auditing.

CEO

6.3.2 Ensure continue to review performance/benchmarking approach and ensure Board of Management regularly updated.

CEO

6.3.3 Maintain capacity to monitor, analyse and evaluation risk and quality compliance.

Quality Team

6.4

Increase focus on managing the environmental footprint;

6.4.1 Review the Environmental Policy and Plan for NDH to improve on energy saving initiatives, waste reduction, reuse and recycle.

DON

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Objectives Suggested Strategies Responsibility By When

6.4.2 Monitor implementation of Environmental Plan.

DON

6.4.3 Explore viable options of renewable energy for the health service

CEO

6.5

Continue to develop and maintain the physical structure and equipment.

6.5.1 Develop an equipment replacement program based on age and usefulness of equipment

DON

6.5.2 Develop an ongoing maintenance and repair program designed to maintain the building and surrounding gardens.

DON

6.6 Support the provision of low cost affordable housing within our community

6.6.1 Explore options to upgrade and repair the Peter Prentice flats

BOM

6.6.2 Seek funding to support the upgrade

CFO

6.6.3 Work towards completion of the redevelopment of the Peter Prentice units

CFO

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Monitoring

Nathalia District Hospital recognises that the strategic planning completed to date is only the first phase and that ongoing monitoring and annualised review processes are required. Monitoring incorporates tracking of key performance measures, timelines and the achievement of targets. To continue planning each year the following steps will be completed:

Review State and National priorities, directions, legislative requirements, policies and funding arrangements

Reflect on Current State of Service

Environmental

Scanning

Strategy

Formulation

Implementation Planning

Review and update strategies annually to reflect changing environment/needs

Monitor progress quarterly and communicate outcomes to interested stakeholders

Undertake SWOT analysis

Communicate Progress of Achievement to interested stakeholders

Create, drop and retain actions and develop new Action Plans annually

nathalia district hospital district... · needs to change and what needs to be removed. ... hourly...

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