Version 2 Revised 10 October 2014

Transcription

1 Version 2 Revised 10 October 2014

2 Introduction WA Health, our Western Australian public health system, provides safe, high quality health service delivery to nearly 2.3 million Western Australians. We serve our entire community, regardless of income, physical location or health status. WA Health is made up of more than 37,000 people and we handle every aspect of health service delivery at hundreds of sites across our State. The WA Health Operational Plan (Operational Plan) offers a succinct and high-level picture of the work we do each day to assist all Western Australians to achieve healthier, longer and better quality lives. With a commitment to our leadership values (care, respect, excellence, integrity and teamwork), we will strive to deliver the priorities and meet the milestones for the coming year. Our mission to improve, promote and protect the health of Western Australians is supported by the four Strategic Intent Pillars and the priorities within the Operational Plan are grouped under each of these pillars: 1. Caring for individuals and the community 2. Caring for those who need it most 3. Making best use of funds and resources 4. Supporting our team The Operational Plan does not aim to provide exhaustive coverage of the work underway across WA Health, rather it is structured to provide a portfolio-based approach to map out the key priority areas; define the deliverables to be achieved by identifying specific milestones; and show the link between the deliverables and the key priority areas whilst maintaining a high-level oversight of the planned program of work. WA Health continues to work hard to meet the challenges of a growing and ageing population, increasing complexity of disease, new medical technology and budget constraints. The Operational Plan provides a foundation for each Health Service and Division within WA Health to develop localised operational plans that detail priorities specific to each work area. This umbrella approach to planning ensures that everyone in WA Health is working towards the same goals. The milestones listed in this Operational Plan are subject to a comprehensive quarterly and annual reporting process to monitor progress and achievement. This accountability process acts not only as a catalyst to continually improve our health service, but also to benchmark WA Health services against other jurisdictions. The Operational Plan is a working document and may be revised each quarter to reflect updated priorities or new initiatives. As changes are made, the updated Operational Plan will be available on

3 1. Caring for individuals and the community Strategic Area Key Priority Area Priority Indicator Milestone Responsible Officer 1.1 Health Service Delivery Activity Based Management COAG National Partnership Agreement (NPA) Safety and quality Delivery of purchased activity (weighted activity as per ABF) Targets associated with the COAG National Partnership Agreement (NPA) on improving public hospital services Implementation of initiatives outlined in the WA Health Strategic Plan for Safety and Quality in Health Care (year 2: 2014/15) Implementation of the National Safety and Quality Health Service Standards. * Key priority areas 1.1.1, and will apply to Fiona Stanley Hospital once operational. a) Purchased inpatient activity levels are delivered within ±1% variance thresholds as applied under the 2014/15 Performance Management Framework. b) Purchased emergency department activity levels are delivered within ±1% variance thresholds as applied under the 2014/15 Performance Management Framework. c) Purchased outpatient activity levels are delivered within ±1% variance thresholds as applied under the 2014/15 Performance Management Framework. a) National Emergency Access Target (NEAT) of 85% of all patients departing ED within 4 hours is achieved. b) National Elective Surgery Target (NEST) of 100% Category 1 patients treated within 30 days is achieved. c) National Elective Surgery Target (NEST) of 95% Category 2 patients treated within 90 days is achieved. d) National Elective Surgery Target (NEST) of 98.5% Category 3 patients treated within 365 days is achieved. e) Sub-acute care targets are met. a) Compliance with the Australian Open Disclosure Framework is achieved by 30 June b) Complete implementation and roll out of Datix Complaints Module by 30 June c) Complete implementation and roll out of the clinical audit review system by 30 June d) Participation in the Premium Payments Program is achieved by 30 June a) National Safety and Quality Health Service Standards for services are met. b) ACHS accreditation for services undergoing mid-cycle or organisation-wide surveys in 2014/15 is achieved. Chief Executives Chief Executive, FSHC* Chief Executives Chief Executive, FSHC* Chief Executives Chief Executive, FSHC*

4 1.2 Primary Health Care 1.3 Public Health Improve primary care service planning and delivery WA Health Immunisation Strategy Oral health Mental health Mental Health Services Plan State public health legislation reform Health Promotion Strategic Framework Engagement with the GP and primary care sector to enhance service planning and delivery Progress implementation of the WA Health Immunisation Strategy Development of a State Oral Health Plan for WA in line with the National Oral Health Plan Implement a computerised patient management system Work with service providers to establish and monitor links between inpatient and community mental health clinics Support the Mental Health Commission in the development and implementation of a 10-year Mental Health Services Plan for WA Tobacco Products Control Act Implementation of the Health Promotion Strategic Framework Development of the Health Promotion Strategic Framework a) Continue consultation and engagement with Primary Care stakeholders in WA and deliver a Primary Care Forum by November b) Develop the WA Primary Care Strategy and implementation plan by July a) Increase vaccination coverage in nominated local government areas where immunisation coverage is >5% below the national average ( low coverage areas ) compared to the baseline. b) Achieve vaccination coverage of >90% for Aboriginal children aged months, months and 60<63 months for the period. c) Achieve vaccination coverage of >90% for all children aged 60<63 months for the period. Chief Medical Officer Executive Director, PHCS a) The State Oral Health Plan is completed by 30 June Executive Director, Public Health & Ambulatory Care, a) The implementation of a computerised patient management system NMHS in the School Dental Service is completed by March a) Agreement to a Statewide approach is achieved by October Executive Director, b) A project plan is developed by January OMH c) All policy and programs are developed, including systems for monitoring, evaluation and reporting, by June a) Implementation of the 10-year Mental Health Services Plan for WA is commenced by January a) The mandatory review of the operation and effectiveness of the Tobacco Products Control Act 2006 is commenced by 31 July a) Deliver the policies and programs to progress the six priority areas outlined in the Health Promotion Strategic Framework (eating for better health, a more active WA, maintaining a healthy weight, making smoking history, reducing harmful alcohol use, creating safer communities, and putting policy into practice) by 30 June a) A plan for the development of the Health Promotion Strategic Framework is completed 30 June Executive Director, PHCS

5 2. Caring for those who need it most Strategic Area Key Priority Area Priority Indicator Milestone Responsible Officer 2.1 Community Health Commonwealth and State Government aged and continuing care strategies Access to services for regional communities Home and Community Care (HACC) dementia awareness and capacity building in partnership with Alzheimer s Australia WA (AAWA) Implementation of Dementia in Acute Care Strategy and alignment with planned inclusion of dementia into National Safety and Quality Standards Implementation of primary health care service reforms. a) Develop a community sector dementia awareness strategy by February b) Develop a capacity building program for Regional Assessment Services by February c) Commence an evaluation process by February d) Develop a capacity building and partnership program with enrolled community care providers by June a) Translate recommendations from delirium and dementia models of care into a performance framework for public hospitals by September b) Link the hospital performance framework to National Quality and Safety Standards by January c) Commence the hospital engagement process by October d) Adopt the NSQHS Standards clinician handbook for improving safety and providing high quality care for people with cognitive impairment in acute care by February a) Increase the delivery of primary healthcare occasions of service by telehealth by 20% by June b) Improve access to child health and school health programs with an increase of three (3) Child Health FTE and five (5) School Health FTE by June c) Complete the tender for development of primary health demonstration site in Pingelly by January d) Complete infrastructure redevelopment planning for Cunderdin by June e) Continue the rollout of the Emergency Telehealth System (ETS) for the Wheatbelt, Midwest, Great Southern, Goldfields and the South West with 85% (of 70 sites) completed by June f) lmprove the access and provision of antenatal care in the Wheatbelt and central Great Southern with a 10% increase in occasions of service by June g) Improve co-ordination of care available to consumers in the Wheatbelt and central Great Southern for complex chronic conditions (diabetes, chronic heart failure and COPD) by increased access through the health navigator program with a 20% increase in referrals by June Operational Director, IHSR Chief Executive, WACHS

6 Provide high quality residential care. a) Complete a Residential Care Accreditation Assessment across 10 MPS and Small Hospital Aged Care Accredited sites with 100% of sites meeting the National Residential Care Accreditation Standards (28 outcomes) by June Incorporate aged-friendly principles and practice into service delivery. a) Complete delivery of 120 Aged Care education and training programs by June Cancer services Implementation of the WA Cancer Plan a) Continue delivery of 22 existing initiatives in Chief Medical Officer b) Development of 27 new initiatives by June Aboriginal Health WA Aboriginal Health and Wellbeing Framework Development of the WA Aboriginal Health and Wellbeing Framework. a) Complete the WA Aboriginal Health and Wellbeing Framework by March Chief Medical Officer Director, Aboriginal Health Our footprints - A Traveller s Guide to the COAG Implementation Process in WA Deliver approved programs from the Footprints for Better Health project. a) Support the D Arcy Holman Review of the effectiveness and efficiency of Aboriginal Health Programs by December Chief Executive, WACHS 2.3 Mental Health Mental Health Bill Develop an implementation plan for the Mental Health Bill a) Develop a business case for resources for Mental Health Bill implementation by December Executive Director, OMH b) Bill implementation preparation projects (on infrastructure, education, complaints, compliance, IT and processes ) are fully implemented by 30 June Stokes Report: Review of the admission or referral to and the discharge and transfer practices of public mental health facilities/service in WA Implement recommendations from the Stokes Report. a) Complete implementation of governance processes for the 107 recommendations by 30 June 2015.

7 3. Making the best use of funds and resources Strategic Area Key Priority Area Priority Indicator Milestone Responsible Officer 3.1 Reconfiguration and Transition SMHS reconfiguration and transition NMHS reconfiguration and transition CAHS reconfiguration and transition WACHS reconfiguration and transition Transition of services to Fiona Stanley Hospital Services are successfully reconfigured across SMHS Development of transition plans for the Midland Health Campus Development of transition plans for the QEII Mental Health Unit Scoping for the redevelopment of Osborne Park Hospital Delivery of transition program for the Perth Children s Hospital Development of transition plans for the new Busselton Health Campus Implementation of the Southern Inland Health Initiative. a) Planned services for FSH Transition Phase 1 are successfully transitioned to FSH and operational by 4 October b) Planned services for FSH Transition Phases 2a and 2b are successfully transitioned to FSH and operational by 2 December c) Planned services for FSH Transition Phase 3 are successfully transitioned to FSH and operational by 7 February d) Planned services for FSH Transition Phase 4 are successfully transitioned to FSH and operational by April a) Successful reconfiguration of services with bed capacity of 450 at Royal Perth Hospital and 300 at Fremantle Hospital achieved by April a) Finalise Annual Notice and present to St John of God Health Care by February b) The SDH/MPH patient transfer agreement is completed by end of June c) Planning for the decommissioning of Swan District Hospital is finalised by end of June a) Practical completion of the QEIIMC Mental Health Unit is achieved by end of March b) Operational commissioning and service commencement is achieved by end of June a) Initial business case for the expansion of OPH is completed and submitted by end of June a) Delivery of PCH transition projects is in line with program milestones to achieve opening by end of a) Transition plans for Busselton Health Campus are completed by September a) All SIHI business cases will be signed off and progress will be made against all streams during in line with overall project goals and milestones. Chief Executive, SMHS Chief Executive, FSHC Chief Executive, NMHS Chief Executive, CAHS Chief Executive, WACHS

8 3.1.5 Department of Health reconfiguration and transition Implementation of clear governance and accountability arrangements. a) Cabinet consideration and approval of revised governance model for WA Health is achieved by September b) Redesign of Department of Health structure completed by November c) Commence implementation of new Department of Health structure by March Deputy Director General d) Legislation to replace Hospitals and Health Services Act 1927 is developed in preparation to be introduced to Parliament by April Implementation of a performance monitoring and management strategy. a) Monthly production of the Health Service Performance Report is delivered from August b) Monthly performance review meetings with Health Service CEs are commenced by August c) Consideration of the Health Service Performance Report by SHEF on a monthly basis is commenced by August Finance WA Health budget Managing the WA Health budget. a) Review of the process for budget setting and resource allocation across the system to be developed and implemented by April Executive Director, RP b) Budget parameters as indicated in Service Agreements for each health service are achieved. c) Budget parameters as indicated in budget allocations issued to non-health Service budget-holders are achieved. Chief Executives Executive Directors Activity Based Funding Delivery of services in line with the State Price. a) Plans to transition the cost of hospital services to the approved State price for are prepared and submitted by NMHS, CAHS and WACHS to the Director General by 31 July Chief Executive, NMHS Chief Executive, CAHS Chief Executive, WACHS Procurement reform Strategic Procurement Reform Plan for WA Health. a) The Strategic Procurement Reform Plan is completed and delivered to the Transition and Reconfiguration Steering Committee by September Chief Procurement Officer 3.3 Information and Communication Technology ICT implementation and commissioning Delivery of infrastructure and clinical applications to support FSH Planning for the delivery of infrastructure and clinical applications to support PCH. a) ICT infrastructure and clinical applications at FSH are fully operational 1 month prior to opening. a) Planning for the provision and implementation of applications and infrastructure at PCH is completed by June Chief Information Officer Implementation of webpas in the South West region. a) The roll-out of webpas at Busselton Health Campus and across the South West region is completed by June 2015.

9 3.4 Capital Projects ICT strategy Major capital projects Planning for the delivery of ICT requirements to support Midland Health Campus Implementation of a new Laboratory Information System (LIS) Development of WA Health ICT strategy Commissioning of Fiona Stanley Hospital and the State Rehabilitation Service Construction of the Perth Children s Hospital Construction of the Midland Health Campus. a) Independent audit of ICT requirements for the Midland Health Campus is completed by 31 December a) The tender documentation for the replacement LIS is completed and the procurement process commenced prior to 31 July Chief Executive, NMHS a) ICT strategy is developed and approved by November Deputy Director b) Implementation of new ICT governance framework and processes to ensure ICT investment is aligned to the ICT strategy and whole of health priorities by November a) The State Rehabilitation Service is fully commissioned by October b) FSH is fully commissioned by April a) The construction of PCH is progressing on time and on budget to achieve opening in November a) The construction of MHC is progressing on time and on budget to achieve opening by November WACHS redevelopment projects. a) The construction and commissioning of Busselton Health Campus is completed on time and on budget by December b) The redevelopment of Carnarvon Health Campus is on time and on budget to achieve completion by November c) The redevelopment of Kalgoorlie Health campus is on time and on budget to achieve completion by December d) The capital work projects of the Southern Inland Health Initiative are progressing on time and on budget, with the Business Cases for Streams 2, 3 and 4 approved by Cabinet by July 2014 and works commencing by June e) The Karratha Health Campus development site works are progressing on time and on budget for construction to commence in late General Executive Director, ICT and Corporate Network Services Chief Executive, FSHC Chief Executive, CAHS Chief Executive, NMHS Chief Executive, WACHS

10 4. Supporting our team Strategic Area Key Priority Area Priority Indicator Milestone Responsible Officer 4.1 Workforce 4.2 Leadership Workforce plan and framework Reconfiguration activity Leave management Aboriginal workforce Aboriginal cultural learning Leadership development Delivery of a 10-year workforce plan. a) Development of a system-wide 10-year workforce plan is completed by end of June Development of workforce transition plans for all NMHS reconfiguration projects including Midland Health Campus, NMHS Mental Health and SCGH/OPH Delivery of workforce requirements for the SMHS reconfiguration plan Implementation of leave management plans Implementation of the WA Health Aboriginal Workforce Strategy Aboriginal people employed in WA Health Implementation of the WA Health Aboriginal Cultural Learning Framework Implementation of the Aboriginal Health Impact Statement and Declaration for WA Health Delivery of leadership programs across WA Health. a) Draft workforce transition and service reconfiguration plans for the MHC are completed by 30 June a) The workforce for FSH and reconfigured SMHS services is successfully provisioned in line with FSH phased opening. a) All staff with excess leave must have an approved leave management plan. a) Recruitment pathways for Aboriginal people to enter a career in WA Health are implemented. b) Tertiary and Aboriginal Registered Training Organisation access and support program is implemented. c) Aboriginal Careers in WA Health Guide is completed. a) Increase by 100 the number of Aboriginal people employed in WA Health in a) The tender process for the procurement of a WA Health Cultural e-learning package is completed by July b) Implementation plan and pilot program for the WA Health Cultural e-learning package is completed by March a) Implementation plan for the Aboriginal Health Impact Statement and Declaration for WA Health is completed by September b) Training package to support the implementation of the Aboriginal Health Impact Statement and Declaration for WA Health is completed by October a) Complete the Graduate Development Program with 17 Graduate Officers by February 2015; and commence the 2015 Graduate Development Program by March b) Complete the Emerging Leaders Program with 20 mid-to-senior level managers by February c) Complete the Leading Collaboration Program with 30 participants by March Executive Director, RP Chief Executive, NMHS Chief Executive, SMHS Chief Executive, FSH Chief Executives Executive Directors Chief Medical Officer Director, Aboriginal Health Operational Director, IHSR

11 d) Complete the Coaching for Change and Development Program with 16 mid-to-senior level managers by March e) Complete four Executive Development workshops with 30 executives per workshop by June Delivery of system-wide medical leadership programs. a) Complete delivery of the 2014 Medical Service Improvement Program with 27 participants by November b) Complete delivery of the Consultant Development Program with 25 participants by June Implement the WA Health Aboriginal Leadership Strategy. a) Review of Aboriginal leadership training opportunities for WA Health is completed by June Chief Medical Officer Director, Aboriginal Health Chief Executives 4.3 Training and Research Staff education and training Support the training and education of staff in financial management / ABM. a) Deliver ABF/M training, education and support to 75% of Tier 4 staff and above by end of June 2015.

12 Footnotes Chief Executives includes: Chief Executive, North Metropolitan Health Service Chief Executive, South Metropolitan Health Service Chief Executive, Child and Adolescent health Service Chief Executive, WA Country Health Service denotes inclusion of Chief Executives (above), plus: Chief Executive, Fiona Stanley Hospital Commissioning Executive Directors includes: Executive Director, Public Health and Clinical Services Division Executive Director, Resourcing and Performance Division Executive Director, Office of Patient Safety and Clinical Quality Executive Director, Office of Mental Health Executive Director, ICT and Corporate Network Services denotes inclusion of Executive Directors (above), plus: Deputy Director General Director, Office of the Director General Director, Industrial Relations Operational Director, Innovation and Health System Reform Chief Medical Officer Chief Psychiatrist

13 Table of Acronyms AAWA Alzheimer s Australia WA NEAT National Emergency Access Target ABF Activity Based Funding NEST National Elective Surgery Target ABM Activity Based Management NMHS North Metropolitan Health Service ACHS Australian Council on Healthcare Standards NPA National Partnership Agreement CAHS Child and Adolescent Health Service NSQHS National Safety and Quality Health Service CE Chief Executive OMH Office of Mental Health COAG Council Of Australian Governments OPH Osborne Park Hospital ETS Emergency Telehealth System PCH Perth Children s Hospital FH Fremantle Hospital PHCS Public Health and Clinical Services (Division) FSH Fiona Stanley Hospital QEIIMC Queen Elizabeth II Medical Centre FSHC Fiona Stanley Hospital Commissioning RPH Royal Perth Hospital FTE Full Time Equivalent RP Resourcing and Performance (Division) GP General Practitioner SCGH Sir Charles Gairdner Hospital HACC Home and Community Care SDH Swan District Hospital ICT Information and Communication Technology SHEF State Health Executive Forum IHSR Innovation and Health System Reform SIHI Southern Inland Health Initiative LIS Laboratory Information System SMHS South Metropolitan Health Service MHC Midland Health Campus WA Western Australia MPH Midland Public Hospital WACHS WA Country Health Service