Wollondilly Health Alliance Strategic Plan

Transcription

1 Wollondilly Health Alliance Strategic Plan Page 0

2 Document Control Version Who Date Action 0.1 P Blanton WHA Project Manager 0.2 J Duggan Director Community Health 0.3 Wollondilly Health Alliance 06 June 2016 Draft document completed for review by Working Group 13 June 2016 Updated - for review by WHA 30 June 2016 Updated for final review by WHA 0.4 Branding Workshop 27 July 2016 Updated to include business priorities and clearly define WHA customers 0.5 Wollondilly Health 17 August 2016 Addition of governance Alliance 0.6 P Blanton WHA Project Manager framework 31 October 2016 Actions added Page 1

3 EXECUTIVE SUMMARY The Wollondilly Health Alliance, formed in 2014, is a partnership approach between the Wollondilly Shire Council, South Western Sydney Primary Health Network and South Western Sydney Local Health District, to provide governance over the development and implementation of an integrated service model designed to improve care for people in Wollondilly. According to New South Wales (NSW) Health, integrated care involves the provision of seamless, effective and efficient care that reflects the whole of a person s health needs; from prevention through to end of life, across both physical and mental health, and in partnership with the individual, their carers and family 1. Despite Wollondilly residents rating their health as excellent, very good, or good, the rates of people who are overweight, obese, consume alcohol at harmful levels and smoke during pregnancy is greater than the NSW average. There are also higher rates of intentional self-harm, coronary heart disease and lung cancer. The ultimate aim of the Wollondilly Health Alliance is to proactively address these ongoing health issues and work towards creating a better serviced and healthier Wollondilly community through capacity building; in terms of articulating community needs, service availability, coordinated care and preventative health and selfmanagement. The Wollondilly Health Alliance key role is to support and coordinate service providers and organisations to achieve this. A key approach of the Wollondilly Health Alliance is developing a model that grows the traditional medical model of care to one that also considers the social influences in an individual s life. To date, a range of suggested areas for action and development have been selected for implementation using this approach and underpinned by the core integrated care elements in line with the issues identified by the people of Wollondilly to inform service delivery. There is a strong focus on sustainability and transferring successful models to the rest of South Western Sydney, and potentially NSW, once identified as effective in improving the efficiency and effectiveness of care. Ongoing community and service provider input will be vital for further implementation of specific strategies and solutions to address the range of population issues across Wollondilly. The Wollondilly Health Alliance commitment to an integrated system that encompasses both health and social factors also requires advocating for other government departments and agencies to join the Wollondilly Health Alliance in the future. 1 NSW Health (2015) Integrated Care. Accessed Page 2

4 CONTENTS EXECUTIVE SUMMARY... 2 OUR VISION... 4 BUSINESS PRIORITIES... 4 UNDERSTANDING WOLLONDILLY... 5 The People... 5 The Place... 5 The Health... 6 THE WOLLONDILLY HEALTH ALLIANCE... 7 Governance... 8 KEY DRIVERS OF THE STRATEGY... 9 Community Ownership Innovation Sound Partnerships Timely Quality of Care PRIORITIES DELIVERING THE STRATEGY Implementation Monitoring Measuring success ACTION PLAN Actions and Activities Planning Horizon Page 3

5 OUR VISION We believe in coming together for the benefit of our community s health and wellbeing. The vision for the Wollondilly Health Alliance is a community that: Is healthier Finds it easier and quicker to access services Has access to the highest quality of health services in NSW Has a say in the development and provision of health services that affect them BUSINESS PRIORITIES The Wollondilly Health Alliance key role is to support and coordinate service providers and organisations to achieve a better serviced and healthier community. The business priorities that support this are: 1. Facilitate a coordinated service delivery to proactively address the ongoing health issues facing Wollondilly. 2. Build the capacity among the Alliance and external partners to create a better serviced and healthier Wollondilly community. 3. Develop new and innovative ways to connect the community to our customers services to drive preventative health and wellbeing in Wollondilly. Page 4

6 UNDERSTANDING WOLLONDILLY The People The 2015 estimated resident population for Wollondilly is approximately 48, Wollondilly is the smallest local government area within South Western Sydney and has the lowest population density, at 17.2 people per km². Two thirds of the population live in urban centres and one third live in rural areas and small settlements. The Wollondilly population is continuing to grow. There is an expected increase of 22% or 10,281 people from 2016 to 2031, with a significant growth in persons aged 70+. Taking in to consideration the development proposals identified for the Wollondilly, there is also potential for more growth than existing forecasts identify. The Place The Wollondilly Shire is located on the south western fringes of the Sydney metropolitan area. The Wollondilly Shire encompasses a land area of 2,561 square kilometres, of which approximately 90% is national park, bushland, water catchment or rural land. Figure 1: Map of Wollondilly 3 2 Australian Bureau of Statistics (2015) Regional Population Growth, Australia (3218.0). Compiled and presented by profile.id. Available at: 3 Wollondilly Shire Council Geographic Information System. Page 5

7 The largest towns are Picton and Tahmoor. The rest of the population is dispersed among a large number of small townships and rural localities. The rural area is used primarily for agricultural purposes including market gardens, dairy farms and grazing. There is also a local coal mining industry. Major communication links include the Hume Highway and the Main Southern Railway. Given its small and scattered population and semi-rural characteristics, public transport services in Wollondilly are limited. Non-electric train services link with Campbelltown and the city network and with the Southern Highlands and Goulburn, while bus services link the larger towns with each other and with Camden. The Health The community of Wollondilly is more likely to rate their health as excellent, very good, or good, when compared with the rest of NSW. Wollondilly also has: Fewer people reporting they are experiencing high and very high psychological distress More people who receive the flu vaccine More women who receive breast cancer screening on time However, the Wollondilly community has: Higher rates of people reporting they are overweight or obese Lower levels of adequate physical activity and fruit consumption Higher levels of alcohol consumption Higher rates of smoking during pregnancy Higher rates of coronary heart disease Higher rates of lung cancer Higher rates of intentional self-harm, particularly in females 4 4 Centre for Epidemiology and Evidence. HealthStats NSW. Sydney: NSW Ministry of Health. Available at: Page 6

8 THE WOLLONDILLY HEALTH ALLIANCE The Wollondilly Health Alliance is an initiative of the NSW Health Integrated Care Strategy and was formed as a partnership between the Wollondilly Shire Council, South Western Sydney Local Health District and South Western Sydney Primary Health Network, to provide governance over the development and implementation of a service model designed to improve care for people in Wollondilly. The Wollondilly Health Alliance key purpose is to support agencies and service providers improve and maintain Wollondilly s health and wellbeing. Its primary role is mechanical, i.e. connecting service providers with the community members who need them. The WHA is also a facilitator of health and wellbeing, which runs in the background; this is done through innovative and sustainable partnerships that are active, collaborative and supportive. In addition to the three member agencies, General Practitioners, Non-Government Organisations and Private Enterprise Organisations are considered to be the core customers of the Alliance. The WHA aims to provide its customers insights and information about how to service, improve and deliver a healthier Wollondilly community. Local consumers and carers are essential stakeholders which ultimately benefit from the improved service provision. Figure 2: Wollondilly Health Alliance Customers and Key Stakeholders Page 7

9 Governance Currently, there is a Wollondilly Health Alliance Steering Group that is responsible for ensuring appropriate management of the Alliance project components including: Ensure Alliance Project is aligned with integrated care Provide direction for strategic issues and risks Ensure Alliance Project plan is delivered within agreed budget and timeframe Monitor and seek sources of funding to ensure Alliance sustainability Ensure timely and effective communication to stakeholders Monitor and evaluate the Alliance Project and its achievements against the project plan Provide advice and guidance on business issues and constraints facing the project Monitor the objectives set out in the Memorandum of Understanding In an effort to facilitate change, there are two working groups designed to operationalise suggested areas for action. These working groups are responsible for leading service planning and model of care work in relation to integrated care process priorities in the Wollondilly catchment. Both groups have a key role in providing specialist input, strategic advice and recommendations on the design and planning of processes and activities to the Wollondilly Health Alliance. In addition, there are several sub-groups that comprise stakeholders who are at the forefront of service delivery who provide expert advice and deliver on initiatives. This has proven pivotal in driving initiatives forward. Figure 3: Wollondilly Health Alliance Governance Page 8

10 KEY DRIVERS OF THE STRATEGY Despite the multiple available definitions and the diverse priorities of the three key member agencies and Alliance customers, the Wollondilly Health Alliance supports the concept of integrated care as more than a medical model of care, but a model that also takes in to account the social influences in an individual s life 5. The following integrated care core elements are being used to shape the way services are delivered in Wollondilly: Core Element Description for Wollondilly Populationbased planning Care process Health promotion & self-care Producing community awareness, participation and trust; Founded on a comprehensive health needs assessment; Developed within the framework of the Wollondilly Council s Community Engagement policy; Reflecting whole of population planning; Linking secondary and primary care for people in need of integrated care. A single point of access; Holistic care assessment and management that includes carers and family; Multidisciplinary health and social care teams working with general practitioners; Care planning driven by the needs and choices of the patient; An appropriate balance of high touch and high tech services; Using standardised best practice care pathways. Health promotion strategies with a focus on improving selfefficacy, self-management, health literacy, primary prevention and health coaching to support behaviour change. Wider network of providers Ensuring a responsive provider network is available 24/7; A focus on coordinated care transitions, particularly hospital to home and specialist care; Improved communication between care providers, patients, carers and families. Monitoring & quality improvement All participants in care with access to shared care records; Commitment to measuring and responding to care participant experiences and outcomes; Robust quality improvement processes. 5 Summit Community Care (2012). Available at: Page 9

11 In addition, the following are key drivers for implementation: Community Ownership Public voice and community engagement is one of the most important levers to achieve a continuously improving health system. Local community ownership is evident through a comprehensive health needs assessment informed by residents, which recognises a range of gaps and issues prevalent in Wollondilly, used to inform service priorities. Innovation The Wollondilly Health Alliance combines redesign methodology, community development and community participation approaches to develop innovative approaches of integrated care designed around community needs. Current local initiatives are embedded in innovative and practical models of care such as the use of telehealth, which aims to bring teams of health care professionals and decision makers together via virtual platforms to create better health services by collaboratively working on priority needs. Sound Partnerships At the centre of the Wollondilly Health Alliance approach are partnerships: engaging the community in designing and planning innovative models of integrated care, working with service providers to implement these models by realigning current services and promoting improved access to the limited resources available in Wollondilly, and evaluating the approaches in partnership with customers and key stakeholders. The Wollondilly Health Alliance provides a platform for partnership to form a common purpose, providing continuity of service between organisations across a shared client base in the Wollondilly community. Timely Quality of Care The Wollondilly Health Alliance assists the whole of system approach via the following: Patients receive specialist care more quickly. Patients are treated at the most appropriate clinical location; patients are treated at home or in the community rather than in hospitals. Patients are actively managed in the community to ensure hospital admissions are avoided and only take place if clinically necessary. Telehealth approaches are utilised to limit face-to-face hospital admissions. Primary health care engages clinicians in identifying, implementing and evaluating models of care and strategies to achieve change and innovation. Information for preventative health is promoted in the community in an effort to support consumers to modify behavioural risk factors and increase health promoting lifestyle behaviours. Page 10

12 PRIORITIES The prime focus for the Wollondilly Health Alliance is: Capacity building to improve coordinated care Health service availability & coordination Preventative health & wellbeing In selecting the key areas for implementation, the Wollondilly Health Alliance reviewed the gaps and issues identified in the Wollondilly Health Needs Assessment in line with the core integrated care elements. The following priorities were identified: Access to General Practitioners Access to Services Health Service Planning Increased Community Awareness Preventative Health Sharing Health Information Specialist/Diagnostic Services Taking in to consideration how integrated care is defined by the Wollondilly Health Alliance, wellbeing is also identified as a key priority. Wellbeing is a dynamic state in which an individual is able to develop their potential, work productively and creatively, build strong and positive relationships with others, and contribute to their community. It is enhanced when an individual is able to fulfil their personal and social goals and achieve a sense of purpose. The Wollondilly Health Alliance has adopted the Five Ways to Wellbeing 6 as the key framework for embedding wellbeing across Wollondilly. 6 New Economics Foundation (n.d.) Five Ways to Wellbeing. Available at: Page 11

13 DELIVERING THE STRATEGY Implementation To date, suggested areas for action and development have been selected for implementation within the integrated care elements of Care Process and Health Promotion & Self-Care. Projects have been implemented through a phased approach as consultation and research is completed to inform the project scope. Priority Access to General Practitioners Access to Services Health Service Planning Increased Community Awareness Preventative Health Sharing Health Information Specialist/ Diagnostic Services Wellbeing Initiatives Advocates for afterhours General Practice, including consultation with consumers and service providers to identify the needs of residents and level of demand to support increased business hours. Home telemonitoring devices provided to local residents with chronic disease to enable daily monitoring of vitals and support from clinicians including appropriate escalation, without the patient having to leave their home. The development of a Social Planning Strategy which outlines how decision-makers, agencies and communities can work together to address community needs and build stronger, healthier and socially sustainable communities. Enhanced hours for the Dilly Wanderer to provide health information and opportunities to partake in healthy living activities, including: free walking groups and tai-chi focussing on physical activity and social connectedness; and information sessions regarding childhood development provided to families. Implementation of a community development project aimed at healthy eating, active living and fostering local partnerships. Secure messaging delivery initiative to improve information sharing between General Practice and specialists. Development of a Wollondilly Health Alliance website for providing a wide range of information about healthy living, including a selection of local health events and a service directory to inform the community of available services in Wollondilly. Video consultation equipment installed at Tahmoor Community Health Centre and four Wollondilly General Practices to enable specialist consultations, reducing the need for the patient to travel. Implementation of initiatives in partnership with key service providers for improving the wellbeing of residents in Wollondilly. Page 12

14 Monitoring The current pilot projects have been in place for a maximum of 12 months, with several projects in place for only half this time. There are two dedicated project officers to monitor each project in terms of timeframe, costs, outcomes and success. Additionally, since the inception of the Wollondilly Health Alliance, workshops have been undertaken every six months as a method to ensure ongoing mapping of activities against the identified health priorities and the Health Needs Assessment. This has resulted in increased membership for the working groups / steering committee and the continuous roll-out of initiatives across Wollondilly. Measuring success Since commencement of the WHA, the results have demonstrated: Better targeting of services for patients with chronic and complex conditions in accordance with need Better coordination of care across the health system to improve patient experience Patients involved in their care The most well established initiatives include the telemonitoring project and Dilly Wanderer Enhancement. In an effort to measure success, the following has been undertaken: 1. A retrospective qualitative and quantitative analysis was undertaken for patients on home telemonitoring. This project has demonstrated a preliminary model for engaging and empowering communities for self-management. It provides a platform for co-designing health service delivery across primary and secondary care. 2. Evaluation has been undertaken for programs delivered through the Dilly Wanderer via a satisfaction / client experience interview. Overall, the programs have met majority of participants expectations, including impact on the participant s confidence in making changes to their lifestyle, applying learnings at home, enhancing knowledge and meeting new people. 3. Consultation with Wollondilly residents has also recently been undertaken to discuss health and primary care services; capturing information on patient experiences and accessibility since the inception of the Wollondilly Health Alliance. Ongoing measures and evaluation are essential to determining the success of the initiatives being implemented. Currently, a dashboard to identify specific performance indicators is being developed in addition to the implementation of patient reported outcome measures (relating to cancer care in the first instance), to support this process. Page 13

15 ACTION PLAN Actions and Activities Priority Strategies Proposed Actions Better understand challenges and issues for GPs in succession planning and in recruiting new GPs Access to General Practitioners Support retention of existing GP workforce Grow the GP workforce and number of practices in line with population growth Explore how existing practice positions are marketed and identify opportunities for improvement Ensure there are opportunities for professional support, training and links to leading practice research and mentoring so that GPs do not feel isolated or marginalised in coming to Wollondilly Evaluate student placements and undertake exit interviews with trainees to identify issues and initiatives to attract trainees back to Wollondilly once their training is complete Undertake detailed planning for establishment of an Integrated Primary & Community Care (IPCC) Centre in Wollondilly Develop IPCC as centre of excellence with reputation for quality that will attract good staff Explore the economic barriers, other obstacles and lifestyle issues impeding attraction of more GPs to Wollondilly Provide subsidised accommodation for medical centres in areas of new development through VPAs, such as in Appin Consider ways of helping GPs with business establishment and support, for instance shared support staff, back of office resources Develop links to attract students from Wollongong University as well as UWS Recognise and promote attractions associated not only with day to day work but also with Wollondilly lifestyle, both for practitioners and their families Market locational advantages of Wollondilly, including proximity to beaches of Wollongong Identify what incentives are available through government programs to attract GPs to periurban areas Page 13

16 Priority Strategies Proposed Actions Explore opportunities for incentives with subsidised housing and assistance with HECs debts for doctors Improve awareness and utilisation of the SMS Medical Deputising Service within Wollondilly through marketing initiatives Access to Services Improve access to afterhours medical services in Wollondilly Improve availability of and access to allied health practitioners within Wollondilly Consider ways to encourage pharmacies to open later hours Increase awareness of what services are available for afterhours assistance Consider in establishment of an IPCC centre in Wollondilly the provision of an extended hours urgent care centre to provide care for injuries and medical conditions manageable in primary care and other types of ambulatory services which residents currently might seek from a hospital emergency department Encourage allied health workers to provide mobile sessional services in different locations around the Shire, using the Council s community development bus, the Dilly Wanderer Better market the availability of local allied health services, for instance by using the Dilly Wanderer as a means of community information Improve communication, awareness of services and sharing of information among allied health practitioners and with GPs, through regular networking events and online and social media opportunities Reduce costs of practice establishment, for instance through access to subsidised or shared office accommodation. This might include seeking accommodation in GP practices and in community health centre. GPs evaluate student placements and undertake exit interviews with trainees to identify issues and initiatives to attract trainees back to Wollondilly once their training is complete Develop links to attract students from Wollongong University as well as Western Sydney University Recognise and promote attractions associated not only with day to day work but also with Wollondilly lifestyle, both for practitioners and their families Page 14

17 Priority Strategies Proposed Actions Market locational advantages of Wollondilly, including proximity to beaches of Wollongong, and ensure there is a supply of attractive and affordable housing available for key workers Increased Community Awareness Increase staffing and resources for community health services to be delivered within Wollondilly Explore ways of delivering community health services in Wollondilly through outreach models that take services to people Improve access to mental health services for Wollondilly residents Improve information and awareness about available health services Advocate for Wollondilly to have staffing levels and resources for community health commensurate with its population size and what has been achieved for other local government areas within the SWSLHD Pursue establishment of an IPCC centre in Wollondilly to meet growing needs for community health services in line with population growth Provide more community health services for Wollondilly residents from Tahmoor Community Health Centre, rather than servicing Wollondilly from Rosemeadow or Narellan Consider outreach models to provide community health services to local communities within Wollondilly Promote awareness of local community health services through marketing strategies Implement a hand held electronic medical record filing system for community health workers to extend the hours they can operate away from an office base in Campbelltown Advocate for more resources for community mental health staff across the SWSLHD in order to increase staffing in Wollondilly Pursue establishment of an IPCC centre in Wollondilly to meet growing needs for community mental health services in line with population growth Encourage development of local support groups for residents with mental health issues Work to develop a central one stop shop as a single port of call for information about health services in Wollondilly, based on the Services NSW model Use Council s New Resident Information Pack as a vehicle for distributing information about health services in Wollondilly Update the mental health services website Page 15

18 Priority Strategies Proposed Actions Implement web based care pathways and health information tools that enable providers, patients and the community to access the right service at the right time in the right place Identify this as an issue to be addressed through the Wollondilly Community Strategic Plan Health Service Planning Advocate for Wollondilly to be recognised as a service planning and funding unit in its own right, rather than being part of the Macarthur sub-district Grow both new staff and health services and sustain existing staff and health services through the coming period of rapid population growth In funding agreements for Macarthur wide funded services, advocate for contract specifications regarding the allocation of resources to Wollondilly and the establishment of services within Wollondilly, rather than residents having to travel out of the Shire Include Key Performance Indicators for outcomes and deliverables in these funding agreements to ensure service specifications are implemented Test reality against perceptions regarding the inequitable distribution of resources within Macarthur, and undertake further research to better understand who is missing out and what demand for these services is Consider the implications of and point at which the Macarthur region should be broken into smaller LGA catchments for the purposes of health service planning and provision Improve awareness of services/staff who work in Wollondilly on an outreach basis from Campbelltown, through Council and community health information strategies Pursue funding for establishment of an IPCC centre in Wollondilly to meet growing needs for a range of primary health and ambulatory specialist services in line with population growth Determine location of an IPCC centre, having regard to accessibility and population density as well as growth projections and VPA opportunities Consider the population catchments required to ensure service and economic viability of the first stage of an IPCC centre and the timeframe/ staging for full development Consider how private sector service development should be encouraged to integrate with public sector services, and the types of intervention in the market that might be required in order to ensure to an IPCC attracts the right people at the right time Consider how to support GPs and other health service providers to cope with growth in the interim until new practices and the IPCC are established Page 16

19 Priority Strategies Proposed Actions Through Council s Community Strategic Plan, integrate planning for health, education, transport, housing with Council s strategic planning process Consider how the development industry can help develop health infrastructure through VPAs Preventative Health In areas of new development in Wollondilly, promote built environments that support health outcomes Improve knowledge and understanding of health issues and good health among residents of Wollondilly Develop and promote programs to address high levels of obesity and overweight Ensure Healthy Urban Development principles are adopted and implemented in new development, through VPA and development approval requirements of Council Ensure early introduction of Healthy Urban Development initiatives to activate and establish health behaviours early Commit to the vision of a healthy Wilton New Town which considers all determinants of health and wellbeing in the planning and delivery of Wilton New Town. Develop a Vision for health and health services in Wollondilly that sets targets regarding community aspirations for good health Ensure Wollondilly gets an equitable share of resources to implement existing health education and health promotion programs, including programs in schools Utilise the Dilly Wanderer to reach young children and parents with messages about health promotion Increase the skills and knowledge required to self-manage health issues and encourage people to develop self-managed health plans to promote their health Promote a Whole of Government approach to the creation of healthy communities Explore development of an interactive social media and web facilitated Healthy Wollondilly Community to enhance preventative health, health promotion and healthy lifestyles Ensure Wollondilly receives an equitable share of resources for programs at the local level for obesity and overweight Continue to deliver health education initiatives in schools to address these issues, including selfesteem and healthy lifestyle programs Do more to tackle these issues with parents, not just school programs Page 17

20 Priority Strategies Proposed Actions Integrate strategies related to obesity and overweight with other types of health issues Encourage developers to plan neighbourhoods and provide facilities, particularly in new release areas, that encourage physical activity, in line with the principles of the Healthy Urban Development Checklist (NSW Health 2009). Include infrastructure for physical activity within VPA requirements. Sharing Health Information Specialist/ Diagnostic Services Develop and promote programs to address drug health and smoking Promote the introduction of electronic patient records across public and community sectors that integrate with GP patient record systems Improve access to medical specialists and diagnostic services within Wollondilly in line with population growth Ensure Wollondilly receives an equitable share of resources for programs at the local level for drug health and smoking Continue to deliver health education initiatives in schools to address these issues, including selfesteem and healthy lifestyle programs Do more to tackle these issues with parents, not just school programs Advocate to ensure that Wollondilly is on the development schedule and is represented in the early roll out of tools and technologies being implemented now Undertake a readiness assessment to ensure Wollondilly services can grab opportunities associated with new Commonwealth / State initiatives as they become available. Improve use of Telemedicine to access specialists in cases where appropriate Promote understanding and use of technologies for self-monitoring and management of patient s own condition e.g. blood sugar, blood pressure Implement care pathways specifically tailored to improve access to medical specialists for Wollondilly residents Test current referral pathways to see if GPs are referring to the most accessible specialists Work to change regulatory guidelines / barriers re proximity for funding for diagnostic equipment Encourage specialists to share office space in multi-disciplinary clinics Page 18

21 Priority Strategies Proposed Actions Encourage GPs and specialists to share information about training and accreditation opportunities Pursue establishment of IPCC centre in Wollondilly to provide critical mass for specialists and diagnostic services Wellbeing Develop and promote programs to address recreational, employment and training needs of young people Increase awareness of health services and health promotion activities / programs relating to wellbeing Scope opportunities that promote wellbeing Launch a Major Wellbeing Campaign Better promote volunteering opportunities for the Wollondilly community Wellbeing in Schools Advocate for Wollondilly to receive an equitable share of resources for programs and services for young people Advocate for improvements to public transport services within Wollondilly and to the surrounding area Enhance sport, leisure and recreation opportunities for young people at the local level, including opportunities linked to the natural environment and rural lifestyle of Wollondilly Identify the service gaps and promote to such organisations in an effort to get needed services to Wollondilly Ensure innovative locations for fitness equipment to address the needs of different population groups. Explore opportunities to promote wellbeing at community events through engagement and practical activities i.e. IlluminARTe, DamFEST, Australia Day, Steam Festival, Seniors Week, Youth Week, International Day. Undertake effective engagement to create buy in with the community and local organisations Implement a Volunteering coordination program in Wollondilly that aims to increase available volunteering opportunities and the number of volunteers in Wollondilly. Align major campaign with supporting schools in implementing wellbeing programs Page 19

22 Planning Horizon There is a strong focus on sustainability and transferring successful models to the rest of SWSLHD, and potentially NSW, once identified as effective in improving the efficiency and effectiveness of care. This includes the community s ability to partake in preventative health and self-management. In reference to the identified health priorities and the Health Needs Assessment, there are a range of future initiatives that can be implemented across Wollondilly in line with general practice and public health models. Further opportunities will emerge as a result of the unprecedented growth being experienced in Wollondilly. Additionally, only two of five core integrated care principles have been addressed to date, with capacity to shift the focus to the other principles: Population Based Planning Wider Network of Providers Monitoring & Quality Improvement In regards to the Wollondilly Health Alliance as an entity, work has commenced to consider implementing a similar alliance contracting arrangement and appropriate governance framework to ensure sustainability in to the future. Within this includes the inclusion of other key departments and agencies. The Wollondilly Health Alliance is committed to an integrated system that encompasses both health and social factors. This requires advocating for other government departments and agencies to join the Wollondilly Health Alliance, including the Department of Education, Family and Community Services and Transport NSW, to demonstrate willingness to work across the system and all levels of government. Ongoing community and service provider input is also vital to determine specific strategies and solutions to be implemented to address the different population issues. This will include the development of a communication strategy plan and further stakeholder engagement activities. This approach will assist to ensure community, consumer, client and patient participation is maximised through an extensive community engagement strategy to provide integrated care to better meet community health needs and issues in to the future. Page 22