Peninsula Health Strategic Plan 2013-2018 Page 1
Peninsula Health Strategic Plan 2013-2018 The Peninsula Health Strategic Plan for 2013-2018 sets out the future directions for Peninsula Health over this five year period. It provides clear strategies to position Peninsula Health as a leader in person centred care and to work with our community and service partners in building a healthy community. The Strategic Plan builds on the direction and successes of the previous 2009-2013 Strategic Plan and is the result of an extensive process of analysis, consultation, engagement and choice in an environment of the rapid and changing developments in health priorities, policy, practice and institutional settings. The Plan has been guided by the policies of the State and Commonwealth Governments. It is informed by and aligns closely with the Victorian Health Priorities Framework 2012 2022: Metropolitan Health Plan, the National Health Care Agreement priorities and those of the National Health Reform agenda. This new plan includes strategies that go beyond five years and lay foundations for high performing and sustainable health services into the future. The Peninsula Health strategic priorities and objectives are values-driven and high-level in nature as they are intended to provide clear direction while being capable of implementation under a variety of policy and funding scenarios. Page 2
Vision Mission and Values In the preparation of this strategic plan the vision, mission and values have been revisited and reaffirmed Our Vision Building on our strong foundations of teamwork and continuous improvement we will be a recognised leader in the provision of person centred care. Our Mission In partnership, building a healthy community Our Values Service Integrity Compassion Respect Excellence We serve our diverse community by providing accessible, responsive and personalised care We are open, honest, just, reasonable and ethical in our relationships We understand the needs of those we serve and respond with care We champion the rights of individuals to be in control of their lives and to be treated as equals We hold ourselves accountable for achieving the best health outcomes for individuals and our community Page 3
Qualitative and Quantitative Data Analysis To inform the Peninsula Health Strategic Plan 2013 2018 qualitative and quantitative data was gathered from a range of activities and sources. In addition to a scan of our environment, applicable policies and the analysis of data from recent Peninsula Health planning initiatives, a number of facilitated workshops, focus groups and consumer surveys were conducted. Our Community told us to: enhance staff training and education on the need for empathy in all our interactions allow time for purposeful communication between staff and patients, clients and carers and families seek out the expertise and skill of carers and families to inform the care to be provided improve our physical environment and amenity and reduce noise communicate simply, honestly, respectfully and directly with our patients and clients seek out opportunities to harness the expertise and experiences of volunteers continue to develop and strengthen our already strong community engagement strategies to put a whole foot in the water... not just a toe engage a younger perspective from within the community with contemporary communication and engagement tools ensure a balanced focus is on the all health and well-being services, and use volunteers more in direct engagement with clients for communication and feedback Our patients told us: Their experience of health care is dependent on a broad range of factors. Key themes were the desire for a range of services and outcomes from their health care including effective treatment delivery by trusted staff, involvement in decisions and respect for patients preferences, empathy and emotional support and involvement of family and friends. Patient survey indicates varied experiences with Peninsula Health. Amongst those areas most frequently scoring at the lower end and contributing to a lower overall care index are: the amount of time given to plan going home adequate explanation about the Hospitals routines and procedures adequate explanation of side-effects of medicines and written information about home management Page 4
Our staff told us of the need to: focus on the development of our workforce, services and partnering with other providers and our community. further build our information and communication technology capability, capacity to support organisational development respond to major trends including the ageing and increasing population, increased complexity, restrained resources, and emerging technologies. Catchment and demographics Key findings from review of our catchment and demographics have informed our planning. Access and Social Isolation There will be a significant rise in the number of older people in both Frankston and Mornington Peninsula local government areas, with an expected doubling of the over 70 population and a three-fold rise in those over 85, by 2026. Transport, social isolation and access to programs and services are therefore key issues. This is particularly relevant on the Mornington Peninsula where the topography is such that many individuals and communities are relatively isolated. 1 Healthy Ageing The highly represented 55 and over age group will move into the older age groups within the next 20 years. A focus on the health needs of this age group is needed, in particular healthy ageing and the management of chronic disease. Chronic Disease The current and future needs of the 25-54 years age group, the largest age group represented in both regions (42.3% Frankston City, 36.6% Mornington Peninsula Shire), require consideration in relation to health and wellbeing through prevention and/or management of chronic disease. In addition, end of life issues for people with life limiting and life threatening illnesses needs to be considered. The projected growth of dementia prevalence is significant in this area and the predicted shortage of community packages and residential care places by 2030 will have an impact on the management and treatment of chronic disease. 1 Source: Australian Bureau of Statistics 2009 Estimated Resident Population Page 5
Growth and Areas Main growth areas include Frankston East, Mornington Peninsula West (Hastings and Surrounds), and Mornington Peninsula East. Disadvantage Areas Disadvantaged areas, whereby the mental, physical and psycho-social health of people tends to be lower than other areas, require a focus on the health and service needs of people in disadvantaged areas: Frankston North Hastings Frankston Central Seaford (East) Karingal (FCC) Rosebud - Rosebud West - McCrae - Boneo - Fingal - Cape Schanck (MPSC) Seaford (West) (FCC) Rye - Tootgarook - St Andrews Beach (MPSC) Carrum Downs (FCC) Baxter - Pearcedale (MPSC) 2 Humanitarian Immigrants The majority of people settling in the area over the last 10 years through the humanitarian stream are locating to Frankston LGA from Sudan, Former Yugoslavia and Afghanistan. 2 2039.0- Information Paper: An introduction to Socio-Economic Indexes for Areas (SEIFA) Page 6
Risk Factors Review of the health of our community informs us of local risk factors, health inequalities, major causes of death, avoidable admissions. 3 The top health risk factors for the southern metropolitan region are: tobacco physical inactivity high blood pressure obesity alcohol poor diet high cholesterol illicit drugs, and intimate partner violence Health Inequalities There are a number of health inequalities impacting on the health and well-being of our community including: overweight and obesity prevalence of cancer & diabetes low incomes early school leavers, participation in community events family violence rates crime rates smoking rates risky alcohol consumption chlamydia prevalence lower breastfeeding rates, and early development vulnerability 3 Source: Victorian Burden of Disease Study, Mortality and morbidity in 2001. Department of Human Services 2006 Page 7
The major causes of death and disability in the catchment are: asthma cancer chronic obstructive pulmonary disease dementia depression, borderline personality & generalized anxiety disorders diabetes hearing loss ischaemic heart disease osteoarthritis road and traffic accidents stroke, and suicide Avoidable admissions The top 10 avoidable admission are: diabetes complications pyelonephritis dental conditions chronic obstructive pulmonary disease angina congestive cardiac failure ear, nose and throat infections convulsions and epilepsy asthma, and iron deficiency anaemia Compared with the Victorian average, the regions admission rate ratios were measurable worse for nutritional deficiencies angina convulsions and epilepsy ear, nose and throat infections, and pyelonephritis Page 8
Enables KNOWLEDGE- FOCUSED PEOPLE FOCUSED Specific system improvements ALIGNMENT OF REFORM PRIORITIES WITH PENINSULA HEALTH GOALS & STRATEGIES OUTCOMES PRINCIPLES REFORM PRIORITIES ALIGNMENT of PENINSULA HEALTH GOALS & STRATEGIES People are as healthy as they can be (optimised health status) Universal access and a focus on those most in need Developing a system that is responsive to people's needs Person centred care is at the core or what we do and shapes our activities, culture and our facilities. We aim to be a leader in person centred care People are managing their own health better People have the best health care service outcomes possible Equitable outcomes across the full continuum of health Person and family-centred Improving every Victorian's health status and health experiences Expanding service, workforce and system capacity Partnering to support the health and wellbeing of our community: Population health planning will be maintained in primary health care and health promotion Our services development will be informed by contemporary evidencedbased service planning Evidence-based decision making Increasing the system's financial sustainability and productivity Capable and engaged workforce Care is clinically appropriate and cost -effective, and delivered in the most clinically appropriate, cost-effective settings Responsibility for care spans the continuum Maximum returns on health system investments Implementing continuous improvements and innovation We will implement strategies to attract and retain a high quality workforce Sustainable use of resources through efficiency and effectiveness Increasing accountability and transparency A culture of education, research and innovation will be fostered. The health system is highly productive and sustainable Continuous improvement and innovation Utilising e-health and communication technology We will strengthen our sustainability to support core activities: We will ensure the maintenance of a sustainable resource base that allows investment in systems & technologies that support delivery of our strategic goals Local and responsive governance We will prioritise safety and quality in everything we do. Page 9
Peninsula Health Strategic Plan 2013 2018 Goal 1. Person centred care Person centred care is at the core of what we do and shapes all of our activities including direct patient care and all support activities. Our culture is one where staff are competent in delivering person centred care in partnership with patients and families. Our facilities are accessible and welcoming. We are recognised for our leadership in person centred care. 2. Service planning - timely and appropriate health care Our services are informed by contemporary, evidence based service planning. Strategy Leadership at all levels will be committed to person centred care. Workforce development plans will underpin person centred practice. Patients, families and consumers will be engaged in the support of person centred care. We will work on service delivery with our partners to support person centred care. We will reshape our physical environment to be welcoming and to support well-being. We will measure, evaluate and report on our performance. We will cater for the needs of our diverse community. Strengthening our service planning framework and capability will be a priority. Service plans will be based on a long term outlook. A strategic clinical service plan for services provided by Peninsula Health to the communities of Frankston and the Mornington Peninsula will be developed to guide and inform service provision across all Peninsula Health sites. Planning for new facilities will be informed by service planning. Service planning will underpin the development and commissioning of the Frankston Hospital Redevelopment Stage 3 which includes 92 additional acute beds and new and expanded Emergency Department. Page 10
Goal 3. Partnering to support the health and well-being of our community We are active in population health planning for our catchment and actively participate in primary health care and health promotion. Strategy Partnerships will be fostered to support holistic care planning and delivery. Systems and processes will be developed to enable holistic, continuums of care and provide tools that assist consumers to navigate through the healthcare system. We will identify and respond to the diverse health needs of the community. We will work with others to promote health and enhance disease prevention. 4. Our Workforce We are able to meet the needs of our community by attracting and retaining and developing the highest quality staff and volunteers that promote person centred care, team work and innovation. We provide excellent education and training to our staff and volunteers which promotes person-centred care. We will seek out opportunities for our staff and that of other health care providers to work together and learn from each other. A common understanding and awareness of local health services will be encouraged. A multi-disciplinary workforce plan will be developed to foster a sustainable workforce capable of achieving our strategic goals. New and innovative possibilities will be considered in the design and utilisation of our workforce. Our staff will be engaged in a culture driven by Peninsula Health s values which are meaningful where aligned behaviour is recognised and rewarded. A safe and collaborative work environment will be maintained where all staff are engaged and empowered to drive innovation and change. A multi-disciplinary approach to education and training will be undertaken across Peninsula Health. Employee development programs will be implemented that balance clinical skills and competencies with capabilities that support personcentred care. The skills and capabilities of our leaders will drive our values-based culture and successfully achieve our strategic goals. Page 11
5. Safety and quality Goal We prioritise patient safety and quality in everything we do. 6. Learning, teaching and research A culture of education, research and innovation is fostered. 7. Strengthen our sustainability to support our core activities We have a sustainable resource base that provides capacity to invest in systems and technologies that support` the delivery of our strategic goals. Strategy We will implement strategies that will reduce risks to our patients across all our services to meet and exceed safety and quality targets. Evidence-based care will be delivered through activities of peer-review, clinical audit, benchmarking and clinical outcomes monitoring. Safety and quality of care delivered will be improved by a targeted reduction in adverse events and near misses. A safe and healthy working environment will be provided for all staff, contractors, and visitors. We will continue to maintain our accreditation status and achieve compliance with National Standards across all services and sites. We will work closely with university and other tertiary partners to increase a focus on education and training of clinical staff and provide opportunities for the future health workforce. The recruitment of clinical staff with research credentials will be promoted. We will explore the establishment of a Research Foundation. To improve the translation of knowledge into improved health outcomes we will integrate clinical services, research and education. Risk will be proactively managed across all our activities We will promote the use and application of information and communication technology to support person centred care. A reinvigorated fundraising and marketing strategy will be developed and implemented to increase fundraising and promote our services. Our revenue base from private practice and other sources will be increased. The use of benchmarking and adoption of best practice will be extended to drive operational efficiencies. Our asset base including building and infrastructure will be consolidated to focus investment that supports core service activities. Page 12