Our Mission in Action

Transcription

1 Our Mission in Action Strategic Plan Hospitality Healing Stewardship Respect Continuing the Mission of the Sisters of the Little Company of Mary Hospitality Healing Stewardship Respect Continuing the Mission of the Sisters of the Little Company of Mary

2 Welcome from our Chair Calvary believes that Australian society is best served by a single healthcare system where the public and private sectors play complementary roles in delivering high quality, responsive and compassionate hospital, community and aged care services. Executive Summary Over the past five years Calvary has been on a journey of recovery and foundation building. I am pleased to say we are now in a strong position and looking at a brighter future. That s come about thanks to great people, a lot of hard work and good leadership. It means we can invest in upgrading facilities and services to deliver on our Mission of providing the best possible care for our patients/residents/clients. Calvary now has sufficient scale and operates in multiple health sectors which puts us in a prime position to help transform the care industry. That said, health care in Australia faces challenges and uncertainty due to our ageing population and the introduction of inevitable reforms. As an organisation, we need to be ready to take up opportunities by being aware, flexible, and willing to explore different paths. Moreover, at Calvary we see that any sustainable model of integrated care needs the ability to capture and, more importantly, share information across all facets of the continuum of care. together public, private and voluntary providers in the segments (acute hospitals, retirement, aged care and home based care) that make up a health network in a community. Precisely because people are at the centre of all that Calvary does, we will actively engage in a much deeper way with other participants in the pursuit of achieving improved care, through better coordination of services. We envisage that the beneficiaries of this improved care will be the increasing numbers of older people with multiple chronic diseases, and those at end of life. We believe this plan is consistent with the spirit shown by the Sisters of the Little Company of Mary. The Sisters who founded the Australian ministry adapted to change and took on new challenges as they arose. John Watkins Chairman Little Company of Mary Health Care Limited Technology holds the greatest potential for increased productivity and improved safety and the availability of cost effective, affordable technology and its integration into care is crucial in facilitating connected, coordinated and ultimately integrated care of high quality. In Calvary will invest in technology to assist in building a high reliability culture that puts the person at the centre, it will leverage the unique service offering that Calvary has, bringing

3 Strategic aims for 2016 and beyond Person Centred Care: Put the person and family at the centre of care in all settings, continuing to focus on palliative and end of life care. Sustain: Sustain the ability of hospitals, aged care facilities and community care services to provide quality and compassionate care in the communities we currently serve. Improve: Improve the current delivery system in order to promote effective, equitable, quality care and ensure safety. Grow, Integrate and Innovate: Grow, integrate and innovate within our circle of competence within the environment we operate.

4 Mission, Vision and Values Our Mission We bring the healing ministry of Jesus to those who are sick, dying and in need through being for others : in the Spirit of Mary standing by her Son on Calvary; through the provision of quality, responsive and compassionate health, community and aged care services; based on Gospel values; and in celebration of the rich heritage and story of the Sisters of the Little Company of Mary. Our Vision As a Catholic Health, Community and Aged Care provider, to excel, and to be recognised, as a continuing source of healing, hope and nurturing to the people and communities we serve. Our Values Our Values are visible in how we act and treat each other. We are stewards of the rich heritage of care and compassion of the Little Company of Mary. We are guided by these values: Hospitality Healing Stewardship Respect Hospitality demonstrates our response to the desire to be welcomed, to feel wanted and to belong. It is our responsibility to extend hospitality to all who come into contact with our Services by promoting connectedness, listening and responding openly. Healing demonstrates our desire to respond to the whole person by caring for their spiritual, psychological and physical wellbeing. It is our responsibility to value and consider the whole person, and to promote healing through reconnecting, reconciling and building relationships. Stewardship recognises that as individuals and as a community all we have has been given to us as a gift. It is our responsibility to manage these precious resources effectively now and for the future. We are responsible for: striving for excellence, developing personal talents, material possessions, our environment, and handing on the tradition of the Sisters of the Little Company of Mary. Respect recognises the value and dignity of every person who is associated with our Services. It is our responsibility to care for all with whom we come into contact with justice and compassion no matter what the circumstances, and we are prepared to stand up for what we believe and challenge behaviour that is contrary to our values.

5 Current Services Calvary is a charitable Catholic not-for-profit organisation providing aged and community care, acute and sub-acute health care, specialist palliative care and comprehensive care for people in the final year of their life. Calvary s operations are structured under four streams, namely: Community Care A unique feature of Calvary s reach with a deep range of service offered in both homes and the community. This stream provides the linkages and facilitates options for people. Community Care is considered a growth sector with opportunity for expansion. Private Hospitals Providing a wide range of acute health services creating strength and presence in the communities we serve, there is an opportunity to view our private hospitals as integral providers in a person s care journey. Public Hospitals Calvary s Public Hospitals are key facilities that provide a wide range of acute and sub-acute services giving Calvary scale, size and influence. They are also at the forefront of innovation and research. Retirement Communities Calvary believes there is opportunity to expand in the regions we serve, as this advances our vision of integrated care, which focuses on wellness services across both retirement and aged care. Artist s impression of the new Calvary Bruce Private Hospital due to open in 2017.

6 External Environment Considerations There are a number of external environmental factors taken into consideration in developing this strategic plan. These include: Ageing population and acuity of services required Technological advancements in health care Consumer Directed Care (CDC) giving consumers choice and placing Calvary in a larger pool of providers competition risk Changing funding models impacting Community Care and Retirement Communities Public health funding constraints The movement to outcomes based health funding models Private hospital sector funders move to for profit models from mutual and associated. This is a change in business objectives from stakeholder to shareholders Availability of skilled labour in the communities we serve The diverse communities that we serve and labour pool that we draw from

7 Strategic Overview, Aims and Goals Mission in Action Love is at the heart of compassionate care: being with the vulnerable, accompanying those facing some of the most challenging moments of life, kindling hope, seeking justice, opening one s heart to others in deeds and in action. Our mission grows out of the strong and rich heritage of the Sisters of the Little Company of Mary, women who grasped the spirit of Calvary, the outpoured, unmeasured love of the Cross. They learned how to hold an aching heart, heal the sick, tend the dying and nurture the soul. Calvary continues this mission of being for others. In the words of Pope Benedict XVI, in Deus Caritas Est (2005) Calvary s programme is: the programme of the Good Samaritan, the programme of Jesus - is a heart which sees. This heart sees where love is needed and acts accordingly. We strive to be technically proficient and to deliver the best health care possible. And we strive for more; as Pope Benedict XVI said: We are dealing with human beings, and human beings always need something more than technically proper care. They need humanity. They need heartfelt concern. In Evangelii Gaudium [187], Pope Francis developed this theme, reminding the Church: Each individual Christian and every community is called to be an instrument of God for the liberation and promotion of the poor, and for enabling them to be fully a part of society. This demands that we be docile and attentive to the cry of the poor and to come to their aid. Calvary s heartfelt concern is expressed in multiple ways: in the quality of our presence and the depth of caring, in our professionalism, reliability and resourcefulness, in our solidarity and in our respect for each individual we encounter, whatever their circumstances, no matter how marginalised, vulnerable or ill they may perceive them to be, in our choices, and in our actions. This strategy, an expression of our mission intent for , is a plan of action, a plan to put the people whom we are called to care for, front and centre, now and into the future. This strategy is our mission put in action.

8 Strategic Aims and Goals Calvary is a complex organisation operating in various sectors within health care. Simply put, all our actions are linked to the four strategic aims and resultant goals outlined here. This guides the discernment of our actions and investments and challenges us to think about what is important and thereby provide balance. In our plans have a strong theme of growth, innovation and integration. However it is important that Calvary remain balanced in its focus and decision making, so as to assure the delivery of our mission long into the future. Aim 1: Person and Family Centred Care Put the person and family at the centre of care in all settings, continuing to focus on palliative and end of life care. Goals Be the thought leader in palliative and end of life care, influencing how the sector thinks about and approaches this. Engage those we care for and their families in shared decision-making respecting the values, needs and preferences of the individuals. Promote a culture that embraces, expects and rewards the delivery of person and family centred care. Actions Continue to drive the palliative and end of life care strategy. Publically promote Calvary s approach to end of life care. New engagement tools developed and deployed. Develop tools and resources from best evidence to inform decision making. Develop and implement person centred service delivery culture programs. Aim 2: Sustain Sustain the ability of hospitals, aged care facilities and community care services to provide quality and compassionate care in the communities we serve. Goals Renew and grow in a sustainable way at a group level. Develop, attract and retain the capability for today and the future, leveraging on size and systems. Actions Create a Calvary group service development plan. Calvary shared services developed and implemented. Invest in leadership capability and formation. Calvary Leadership Capability Framework implementation.

9 Aim 3: Improve Improve the delivery system in order to promote effective, equitable, quality care and ensure safety. Goals Build confidence that we are delivering our services in line with our mission and our Catholic identity. Leverage size and influence with Catholic health providers, as well as suppliers and funders. Delivery of highly reliable, compassionate care in every instance. Create pathways to recruit, develop, integrate and engage excellent staff and clinicians. Actions Engage in setting industry standards for ethical training and implement within Calvary. Introduce a new framework for mission development, monitoring, evaluation and learning. Maximise relationship management; framework developed. Staff and clinician engagement in high reliability concepts and initiatives. Staff and clinician engagement model developed and deployed. Aim 4: Grow, integrate, innovate Grow, integrate and innovate within our circle of competence within the environment we operate. Goals Develop close linkages between streams and develop the one Calvary. Leverage economies of scale and investments in core systems and technology. Influence government better to serve the communities where Calvary is present and within Calvary s areas of expertise and competence. Focus capital investment building a stronger presence in the communities where we serve. Invest in complementary, new lines of business to enhance the care we can offer. Invest in research and establish Calvary as a thought leader in integrated care. Accelerated investment in a fully implemented integrated system - a digital environment putting the people we serve in the centre. Actively explore growth opportunities for quality aged, palliative and end of life, hospital and community care services. Actions External marketing and internal communications plan developed and deployed. Develop blueprints for Calvary systems to enable rapid transition and scalability necessary for growth. Investment in specific capability in: lobbying, government influence and advocacy. Leverage networks and build alliances. Growth plan developed and implemented by region. Service development plan developed and implemented. Invest in validation of integrated care pilots and demonstrators using recognised research models. Engage the whole health and social care structure of the community through the use of alliance. Initially connect, then coordinate and eventually integrate care. Seek out and qualify acquisition/merger/alliance targets and pursue.

10 Implementing the Strategy The strategic objectives of Calvary for build on those of the previous period, while recognising the wide range of care settings and services offered and the changing models of care. Palliative and End of Life Care remains a key focus area, true to our mission and identity. Given the organisation has achieved year on year financial stability, the strategy for this next era of Calvary has a theme of growth, expansion and integration whilst staying focused on the foundations and deepening the culture, leadership and clinical engagement bonded by our quest for high reliability in all that we do. Growth, Expansion and Integration Palliative and End of Life Care will continue to be a key focus area with the development of enhanced offerings and coverage. We will aim to be a leading advocate and provide professional expertise in the area. The existing business streams will continue as core business, but with a continuing strong focus on integration of our services to improve outcomes for our patients/residents/clients and to achieve better value for money for our funders. Service integration will continue as a key focus area. Consistent with our commitment to service integration we will continue with our current geographical focus on NSW, Victoria, South Australia and Tasmania, unless compelling reasons emerge to expand that focus. We will explore new lines of business as opportunities arise although any development is likely to be related to our current business lines, our current geographical focus, fit within our financial limitations and will be assessed using our discernment model. We will continue to grow the business to address gaps in our service offerings, to improve our sustainability, to maintain our competitive position and to achieve scale economies. Growth will be both organic and by acquisition. There is a need to develop a new service offering for community based care to enable it to better contribute to the overall integration of our services and, if possible, to improve financial performance. Delivering services in line with our mission and our Catholic identity We will continue to identify and articulate mission related outcomes to be achieved over the next five years. These will be aligned with, serve and be integrated into this whole of Calvary strategy. We will build a new framework through which we can identify that Calvary not only demonstrates its Catholicity but it is truly developing as a ministry of the church continuing the mission of the Sisters of the Little Company of Mary. This new framework will encompass the following focus areas: Ethical integrity (issues and practice) Pastoral services (innovations, quality, reach, achievements) Spiritual focus (sustaining the spiritual dimension for people served, staff, the organisation) Person-centred care (including feedback from people/families/staff) Preference for the poor and vulnerable Community engagement Discernment and making of (business and other) choices Relationship with the Church Formation (of executives, staff, casuals, doctors, volunteers, etc.) Organisational culture, accountability and leadership (alignment with who Calvary is and why it is; including the charism, symbol, ritual, spirituality, stories)

11 A High Reliability Culture The organisation will develop a confidence and the ability to lead reliability improvement by addressing the implications of unwanted variability in the delivery of safe and reliable health care. To achieve this, the organisation will strive to develop its understanding of the science of reliability and the application of a reliability index to classify improvement strategies and predict their success. To achieve this vision, we will continue to place great emphasis on organisational culture and leadership this will be a key focus area for the organisation. We will also develop our capability to work with and influence governments towards more effective service delivery in our areas of expertise. Increased clinical engagement and technology holds the greatest potential for increased productivity and improved safety. Calvary will invest in technology and its integration into care which is crucial in facilitating connected, then coordinated and ultimately integrated care of high quality. Initially Calvary will concentrate on improving the person centred journey to achieve better outcomes focusing on the optimisation of best practice length of stay for selected cohorts. Improving a person s experience will require in-depth analysis of feedback data and a review of survey methodology so as to achieve alignment with Standard 2 of the ACSQHC whilst improving models of care by examining options to determine best practice evidence based models appropriate for each service or stream. This includes the exploration and investigation of resource allocation not limited to staffing and supports. The Role of Clinical Information and Communications Technology From a clinical perspective, the outcome expected is to achieve a single view of the person. That means every clinician involved in the patients care has a full understanding of the person s complete care needs and medical history. That suggests that corporate systems are in place to: effectively support the delivery of clinical care and to improve the person s experience and outcomes. allow clinicians to do their job rather than chase results or spend time locating information. provide information at the point of care. Not only will clinicians bring their own device (BYOD) to access information, an individual, their families and carers will also have access to a range of applications and information. The objectives are expressed in terms of the following initiatives: 1. Digital transformation will fundamentally change our business models because it demands greater flexibility, immediacy and transparency in interactions between health organisation, practitioners and patients/residents/clients thereby reducing the duplication and cost in administrative systems. 2. Deliver a core set of high quality information to all levels of the organisation. 3. Build an ICT infrastructure that is available and responsive and supports the requirements of the clinical and corporate systems. 4. Adopt a coordinated, portfolio approach to the management of ICT to ensure the maximum benefit is gained from Calvary s investment. 5. Use of ICT as an enabler for both clinicians and those we serve. By 2020 we plan to have implemented the core clinical and corporate systems across Calvary to support people s journeys through the health system and to provide the corporate systems and management information needed to manage services efficiently.

12 Hospitality Healing Stewardship Respect Little Company of Mary Health Care Ltd ABN