2011-12 Statement of Prioritiesdocs2.health.vic.gov.au/docs/doc/B71AD21E9A0E8899CA25796D00… · Gippsland Southern Health Service Statement of Priorities 2011–12 Background The

Department of Health

2011–12 Statement of Priorities Agreement between Secretary for Health and Gippsland Southern Health Service

Gippsland Southern Health Service

Statement of Priorities 2011–12

Contents Background 3 Policy directions 3

Part A: Strategic overview 5 Mission statement 5 Service profile 5 Strategic planning 7 Strategic priorities for 2011–12 7

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

Part C: Activity and funding 10

Accountability and funding requirements 11

Signature 11

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Background The Statement of Priorities agreement is being introduced as the formal funding and monitoring agreements between Victorian sub-regional and local health services and the Secretary for Health. The annual agreements will facilitate delivery of or substantial progress towards the key shared objectives of financial viability, improved access and quality of service provision.

The Statement of Priorities agreement should be consistent with the health service’s strategic plans or objectives and aligned to government policy directions and priorities.

A statement of priorities consists of three 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 targets.

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 2011-12 Business Rules.

Policy directions The government is committed to creating a transparent and accountable approach to health service delivery in Victoria, improved health service performance, and system capacity within the current fiscal environment.

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.

In addition, the VHPF articulates a set of principles and seven priorities which will guide the future development and operation of the Victorian health system. In line with this system wide framework, the department has identified the following three key policy initiatives:

• planning for a better health system - through initiatives including a Victorian Health Plan 2022, providing policy and planning directions for a Metropolitan Health Plan2012-2022, Rural and Regional Health Plan 2012-2022, a Health Capital and Resources Plan 2012-2022 and a Victorian Health and Wellbeing Plan 2012-2015; and a whole of government alcohol and other drug strategy to reduce the incidence and impact of drug and alcohol abuse on individuals, families and in the community;

• developing service and system capacity – through initiatives that include growth in hospital operations, including provision additional beds into the health system; establishment of a health infrastructure fund, training and employing more health professionals, supporting implementation of E-health, expansion of community clinical mental health services and enhanced psychiatric disability rehabilitation and support services which will provide better coordination of services and an integrated and comprehensive response for people with complex needs;

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• driving improvement and innovation – including establishment of the Commission for Hospital Improvement and a Health Innovation and Reform Council and provision of a new Mental Illness Research Fund to strengthen and coordinate mental health research in Victoria; and increasing accountability and transparency, including the provision of accurate and relevant information about the state of our hospitals and health system; establishing a hospital performance website that includes reports to the public in real time on hospital emergency data, and increased reporting to the community on the performance of the Victorian health system.

Government commitments To achieve these directions, the government has made a number of specific commitments which include:

• expanding hospital services to treat extra admitted and emergency department patients as well as to meet growth in demand for renal, radiotherapy, chemotherapy and palliative care services and open additional acute, subacute and mental health beds as part of the government’s bed growth commitment

• improving access to elective surgery, address elective surgery waiting times and management by health services of elective surgery waiting lists

• employing patient treatment coordinators who will take on case management roles, to organise and coordinate the patient’s journey through health care and treatment

• investing in additional appointments with a diabetes nurse specialists, with the goal of educating diabetes patients and supporting them to manage their disease

• employing additional outpatient nurse coordinators to provide information and guide patients through the specialist clinic process and improve service delivery

• provision of language services in the public health system for people whose preferred language is not English

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Part A: Strategic overview VISION “Dedicated to Health”

MISSION “We Care for You”

Corporate Objectives - We will develop strategic infrastructure.

- We will participate in Regional and Sub Regional Planning.

- We will undertake workforce planning.

- We will participate in Research and development.

- We will participate in Community Engagement.

- We will provide good Corporate Governance and be Compliant with all Legislative Requirements.

Registered Objects Our Registered Objects are to provide: - Hospital services within the Shire of South Gippsland. - Nursing home and hostel facilities for the frail and aged. - Day care facilities for the physical and psychological wellbeing of clients. - Community health services and preventative health programs. - Liaison and co-operation in establishing a planned and co-ordinated approach to health

services. - Diagnostic services. - Encouragement of the attendance of Visiting Medical Specialists. - Training through college placements and ongoing staff education. - Welfare services. - Community nursing service. - Purchasing and acquisition of property. - Research activity which may enhance care and treatment. - Other activities to provide for the economic, social and recreational wellbeing of residents.

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Service profile

Gippsland Southern Health Service (GSHS) is the major provider of healthcare in the South Gippsland Region. GSHS offers a broad range of services that meets the needs of a diverse and sparsely populated area with many small rural communities. GSHS has two main acute facilities based at Leongatha and Korumburra, and two community health centres provided at Mirboo North and Tarwin Lower, GSHS offers a broad range of acute, sub-acute, ambulatory, community health and both residential and home based aged care. Although GSHS is made up of a number of sites, they all operate as part of the one organisation and therefore the service profile is informed by the geographical nature of the diverse communities as well as the strategic imperatives from the Department of Health. GSHS employs 229 EFT, with a total of 461 staff across all sections of the organisation with a predominantly part-time female workforce. In 2010-2011 GSHS had

• 4,267 separations totalling 12,204 bed days across its inpatient categories. • Achieved 2,608 WIES, 133 WIES above target. • 5,258 emergency presentations • 432 births. • GSHS occupancy rates at its aged care facilities remains at a very high percentage with 100%

achievement for the bed day targets across facilities. • Community Health Services achieved the targeted hours with GSHS Allied Health services

and in particular its HACC services achieving 100% of its target hours across all programs.

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Strategic planning

Health Service strategic plan 2008 – 2012 can be read at http://ghaintranet/gshs/viewresources.asp

Strategic priorities for 2011–12 The Victorian Government’s priorities and policy directions are outlined in the Victorian Health Priorities Framework 2012-2022. The seven priority areas are:

• 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

• Utilising e-health and communications technology.

In 2011-12 Health Service will contribute to the achievement of these priorities by:

Victorian Health Priorities Framework Health Service Strategy Deliverable

Developing a system that is responsive to people’s needs

Develop a strategic plan for 2012 to 2022 to align Victorian health services priorities framework for rural communities with the local government public health policy & directions to meet the demographic needs of the South Gippsland community to 2022.

Undertake and complete strategic plan for GSHS which identifies key priorities and deliverables to align to the Victorian Health Priorities Framework to local care needs by April 2012. Review service provision consistent with state government policy and ensure the resulting roles of Leongatha and Korumburra sites are appropriately aligned by May 2012.

Ensure redevelopment of the Leongatha Site meets the health care needs of the local community as well as environmental sustainability needs and is undertaken in accordance with DOH capital development guidelines and approvals.

Tenders for the agreed design for the Leongatha campus redevelopment finalised by December 2011 Construction commenced on redevelopment by January 2012. Minimise disruption to service provision during redevelopment of Leongatha campus. Ensure identified milestones are met in the capital development stages on budget and on time.

Implementing continuous improvements and innovation

Ensure GSHS meets is accreditation requirements and ensures compliance to continuous improvements principles.

GSHS submits all required accreditation material to ACHS for the next full accreditation review due in mid-2013. GSHS ensures it meets accreditation under the Aged Care Accreditation Agency for; Koorooman House by August 2011 Alchera House by January 2012 Hillside Lodge by January 2012 GSHS submits all required accreditation material to ensure compliance with Stage II diagnostic imaging accreditation requirements by June 2012. Review and development of GSHS Safety and Quality Framework for beyond 2011, in line with Australian Commission on Safety and Quality Framework, and containing achievable performance indicators.

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http://ghaintranet/gshs/viewresources.asp�



Victorian Health Priorities Framework Health Service Strategy Deliverable

Improving every Victorian’s health status and health experience

Develop and implement organisation wide policy to provide a framework for a central intake and treatment process for clients with chronic and complex needs

Develop an integrated intake assessment and treatment model that improves service access for clients with chronic & complex needs by December 2011. Implement centralised intake and assessment model to improve services access by April 2012.

In line with Victoria's Cancer Action Plan improve access to cancer services with strategic goals of the relevant Integrated Cancer Service to improve and increase GSHS services to community.

Develop proposal to implement a new Lymphedema service for patients to South Gippsland clients by December 2011 with the aim to commence service by May 2012..

Expanding service, workforce and system capacity

Develop and maintain an integrated workforce plan, including but not limited to:

• consideration of education and training requirements with support for undergraduate and postgraduate training and ongoing professional development for the existing workforce to meet community needs.

• succession planning to ensure sustainability of the workforce.

Develop comprehensive Workforce Plan that positions GSHS workforce as flexible highly skilled and capable by May 2012.

Increasing accountability and transparency

Review and ensure the health service maintains compliance with the Department’s data integrity Guidelines Review existing risk management framework and system and ensure GSHS risk management processes are in place and are consistent with risk management standards

Data integrity guidelines are reviewed to ensure GSHS remains compliant with DOH requirements by May 2012. Risk management plan is reviewed annually as part of the budget process. Plan is put in place to address identified gaps in risk management system annually.

Utilising e-health and communications technology

Demonstrate that health service ICT activities follow relevant Department policies and are strategically aligned with relevant state and national activity

Review GSHS ICT applications and infrastructure and ensure compliance with DoH policies by February 2012. Review and update GSHS website to ensure it provides clear information for consumers and the broader public by May 2012.

Increasing the system’s financial sustainability and productivity

Undertake appropriate financial management initiatives to, improve service efficiency and maintain financial sustainability Ensure recording and submission of financial data is consistent with the Common Chart of Accounts for Hospitals and actively participate in sector wide benchmarking activities

Report on key outcomes implemented as a result of participation in DH identified reform projects. Participate in Public Sector Residential Aged Care service benchmarking and related business performance improvement activities

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Part B: Performance priorities Financial performance Key performance indicator Target

Operating result

Annual operating result ($m) 0.64

Cash management

Creditors < 60 days

Debtors < 60 days

Service performance Key performance indicator Target

WIES (1) activity performance

Percentage of WIES (public & private) performance to target 98 to 102

Quality and safety

Health service accreditation Full compliance

Residential aged care accreditation Full compliance

Cleaning standards Full compliance

Submission of data to VICNISS (2) Full compliance

Hand Hygiene Program compliance rate 65

Victorian Patient Satisfaction Monitor: (OCI) (3) 73

Consumer Participation Indicator (4) 75

Residential Aged Care Services Organisational Readiness Tool Full compliance

Maternity

Percentage of women with prearranged postnatal home care 100 (1) WIES is a Weighted Inlier Equivalent Separation. (2) VICNISS is the Victorian Hospital Acquired Infection Surveillance System. (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

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Funding type Activity Budget ($'000)Acute inpatient

WIES Public 2,265 $9,952

WIES Private 64 $214

WIES (Public and Private) 2,329 $10,166

Part C: Activity and funding

WIES DVA 133 $600

WIES TAC 4 $14

WIES TOTAL 2,466 $10,781

Total Funding $19,413

Subacute inpatient

GEM Public 689 $382

GEM DVA 48 $32

Palliative Care Public 336 $192

Palliative Care Private 29 $15

NHT 21 $5

Ambulatory

Emergency Services - Non Admitted $1,473

Non VACS Outpatients $1,320

Palliative Care - Community $175

Palliative Care - Unassigned 34 $20

Palliative Care - Other $12

Aged Care

Residential Aged Care 31,097 $1,578

HACC 37,394 $1,815

Aged Care - Other $480

Primary Health

Community Health / Primary Care Programs 3,464 $310

Community Health - Other $80

Other

Drug Services $317

Other specified funding $427



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Documents

2011-12 Statement of Prioritiesdocs2.health.vic.gov.au/docs/doc/B71AD21E9A0E8899CA25796D00… · Gippsland Southern Health Service Statement of Priorities 2011–12 Background The