Cunningham Centre Strategy and Performance Plan using a Balanced Score Card approach

Transcription

1 Cunningham Strategy and Performance Plan using a Balanced Score Card approach

2 Cunningham Strategy and Performance Plan The Cunningham s Strategy and Performance Plan clearly outlines the initiatives implemented to achieve the strategies and objectives identified in the Cunningham s Strategy Map This flexible and practical plan uses a balanced score card approach that supports the Cunningham s values, principles and organisational goals and focuses the and its activity on meeting them. This plan cascades from the Darling Downs Hospital and Service Strategic Plan and Strategy Map and directly links with the Division of Allied s Operational Plan This plan is built on four main perspectives as listed below. It includes reference to internal processes, financial, human and physical resource requirements. Measures have been developed through a balanced score card to monitor and continually improve on systems and processes integral to the Quality Management System. The Strategy and Performance Plan includes the Cunningham strategy map, business plan and balanced score card. The plan is dynamic and flexible and is updated as changes and improvements occur. The Cunningham is AS/NZS ISO 9001:2008 certified as well as being a registered training organisation. We pride ourselves in delivering high quality targeted education and training products and services to the health workforce. Cunningham perspectives and strategies based on the balanced scorecard approach 1. Clients: Deliver quality education, training and support products and services to ensure dedicated and trained staff 2. Sustainable resources: Maximise the effectiveness of the Cunningham to ensure sustainable resources. 3. Improving products and processes: Improve clarity of processes and continually improve products 4. Developing our workforce: Develop committed skilled staff Vision: To be trusted to deliver excellence in rural and regional healthcare To be respected and renowned at a national level To possess a high capacity to deliver a range of solutions for clients To have staff motivated and skilled and having a shared vision Purpose To develop the competence and capability of the health workforce; evidenced by positive health care outcomes. Values Caring We deliver care, we care for each other and we care about the service we provide Doing the right thing We respect the people we serve and try our best. We treat each other respectfully and we respect the law and standards. Openness to learning and change We continually review practice and the services we provide Being safe, effective and efficient We will measure and own our performance and use this information to inform ways to improve our services. We will manage public resources effectively, efficiently and economically Being open and transparent We work for the public and we will keep our patients, clients, staff, stakeholders and community informed. Cunningham Strategy and Performance Plan Page 2 of 12

3 Principles Integrity and impartiality; accountability and transparency; delivering quality education; supporting people in their roles Website For more information visit our website Cunningham teams The Cunningham has dedicated interdisciplinary teams to provide high quality education, training and support services. Our teams include: o Clinical Education and Training Allied Education and Training Medical Education and Training Nursing Education and Training o o Accredited (Registered Training Organisation) and Organisational Education and Training Business and Client Services Finance, admin and HR Data management Marketing, multimedia and instructional design Cunningham Strategy and Performance Plan Page 3 of 12

4 Budget The Cunningham budget and split across the program areas for the financial year is as follows: Full year budget $ Directorate 1,471,486 Allied Education and Training 1,716,263 Medical Education and Training 5,119,232 Nursing Education and Training 807,341 Accredited and Organisational Training 1,741,243 Cunningham TOTAL 10,855,565 Cunningham products and services The Cunningham delivers a wide range of education and training products and services through various delivery modes. These include face to face workshops and in-services, online and elearning, video, teleconference, webinar, Webex and work books. Team Allied Education and Training Course details Advanced Supervision Allied Assistants' Forum Allied Professional Enhancement Program Delegation Facilitating Learning in the Workplace Online Supervision Training Peer Group Supervision Student Supervision Skills Supervisee Workshop Supervisor Workshop Tele-education: What makes it effective? X-ray Operator Training and Assessment Cunningham Strategy and Performance Plan Page 4 of 12

5 Team Course details Accredited and Organisational Training Certificate II in Support Services (HLT21212 ) Certificate III in Sterilisation Services (HLT31112 ) Vocational Graduate Certificate in care Simulation (30791QLD) Sterilisation Services Workshop Sterilisation Services Upgrade Medical Education and Training Rural Generalist Anaesthetics Introductory Program Clinical Rural Skills Enhancement (CRuSE) Rural Generalist Obstetrics and Gynaecology Introductory Program Rural Generalist Clinical Forum Rural Generalist Trainee Workshop Toward Excellence in Rural Generalist Practice Nursing Education and Training Advanced Clinical Skills for Rural and Remote Nursing Clinical Assessors' Update Clinical Assessors' Workshop Immunisation Program Registered Nurse (Drugs and Poisons) Regulation 1996 course Immunisation Update for Nurses Immunisation Workshop Professional and Clinical Skills Program for Rural Nursing Professional Education Program for Enrolled Nurses Rural and Isolated Practice (Scheduled Medicines) Registered Nurse course Rural and Remote Trauma Aboriginal and Torres Strait Islander Maternal and Child Workforce Development Professional and Clinical Skills for Rural Nursing - Graduate Program Cunningham Strategy and Performance Plan Page 5 of 12

6 Cunningham Strategy Map Cunningham Strategy and Performance Plan Page 6 of 12

7 Cunningham Business Plan Mission: To develop the competence and capability of the health workforce; evidenced by positive healthcare outcomes Vision: To be trusted to deliver excellence in rural and regional healthcare Strategic themes: Deliver quality education; Ensure sustainable resources; Improve clarity of processes; Develop committed skilled staff Business Plan Clients (DDHHS employees) Resources (Financial) Objectives Measures Targets Initiatives Strategic theme: Deliver quality education, training and support to ensure dedicated trained staff C1 Contribute to a values based culture % of DDHHS staff completing Cultural Practice 75% Developing an online program C2 Continually improve on education delivery Orientation training package: User acceptance deemed positive 75% Developing an online Orientation training package % participants rate program/activity as good or higher 75% Developed a CC centralised evaluation tool and monitoring process Client intention to implement changes/ improvements in workplace post training activity 75% C3 Align program offerings to service delivery requirements Completion of work allocated to Cunningham from the Education and Training Sub-Committee A Workforce Committee is being implemented by DDHHS C4 Improve access to education and training programs % activities available via blended delivery mode 50% All teams working towards a more blended approach to delivery of products C5 Ensure programs are evidence based, flexible and culturally safe % of programs and activities updated annually 80% All teams update products annually. To improve on this process, a product planning cycle is being implemented for all CC products and services C6 Improve competence and confidence of health workforce % of clients reporting improved competence post training activity 75% Developed a CC centralised evaluation tool and monitoring process % of clients reporting improved confidence post training activity 75% Strategic theme: Ensure sustainable resources R1 Balanced operating position % variance of YTD operating position being 10% Teams report on financial position each balanced or surplus month budgeted vs actual expenditure % variance for actual v budgeted FTE 5% R2 Identify funding opportunities Number of funding opportunities sought 2 Actively seek funding opportunities R3 Maximise revenue % revenue target met Revenue tracked against budgeted revenue projections each month R4 Optimise asset use Asset register monitored and updated quarterly Business support officers responsible for maintaining the asset register R5 Optimise education and training % of products using elearning technology 50% All teams working towards using an technologies elearning approach where possible Cunningham Strategy and Performance Plan Page 7 of 12

8 Business Plan Internal processes Workforce capacity and capability (Cunningham employees) Objectives Measures Targets Initiatives Strategic theme: Improve clarity of processes IP1 Build positive and productive relationships Quarterly reporting to key stakeholder groups Teams have responsibility to update key stakeholders Quarterly meetings held with Darling Downs Nurse Ed partners IP2 Promote CC products and services through proactive marketing IP3 Client records management and data quality maintained IP4 Maintain RTO and AS/NZS ISO 9000:2008 status Meetings attended to ensure CC Nursing staff are kept current with DDHHS nursing activities Quarterly meetings held with auspice partners Quarterly meetings with auspice partners included in the Agreement MOUs/agreements renegotiated prior to expiry date Register of contracts, MOUs and agreements monitored monthly Complaints resolved within 30 calendar days 80% All complaints forwarded to Director for delegation as required 3 marketing activities each quarter (eg: Spotlight, screen saver, ealert, newsletters) % of course files reviewed within 3 weeks of course completion % QSIRs completed within 6 weeks of submission to Quality Gp 3 or > Marketing activities employed to increase website hits Course files reviewed in a timely manner to ensure client focus QSIRs completed to continually improve and correct non-conformances in a timely manner Progress towards completing improvement Work towards ISO Audit in March 2015 opportunities identified in ISO Audit Results and awards issued 21 days post completion Results and awards issued in a timely manner to ensure client focus Strategic theme: Develop committed skilled staff WF1 Encourage innovation and targeted % CC staff participating in research and innovation 25% All staff encouraged to participate in research activities research and innovation activities WF2 Ensure staff flexibility and skills mix % of CC staff offered professional development Funding budgeted to support staff to attend opportunities through PAD prof devt WF3 Encourage and support staff health CC sick leave <3.5% Sick leave monitored and well-being % CC staff completing mandatory training 90% Staff reminded to remain current WF4 Professional development opportunities encouraged % CC staff completing Cultural Practice Program 90% Staff required to complete CPP % CC staff with a current PAD 95% Staff required to complete PAD DDHHS dashboard measures reported monthly Develop a metric to measure once Education and Training subcommittee begins delegating work to Cunningham Cunningham Strategy and Performance Plan Page 8 of 12

9 Monitoring and reporting Balanced score card The Cunningham s Balanced Score Card is used to assist with aligning our business activities to the vision and strategy of the organisation. Quarterly reporting on the score card using the perspectives of clients, resources, internal processes and our workforce ensures that we have a balanced view of the s performance. The score card is continually being refined. As targets are reached, the metric is reviewed to refocus or improve on it. The example following is the Cunningham Balanced Score Card as for the quarter July, August, September Evaluation The Cunningham has invested resources in the development of an evaluation tool that seeks client feedback on our products and services. Key questions are included in the evaluation questionnaires seeking client feedback on the standard of the activity, whether confidence and/or competence was improved and whether changes will be implemented in practice as a result. The results provide a good barometer for client opinion on our products and services. The evaluation results are included along with revenue variance and a number of metrics in the dashboard report and in the balanced score card. The balanced score card is submitted to the Director of the Cunningham and the Executive Director of Allied on a quarterly basis. The dashboard report is submitted to the Darling Downs Hospital and Service on a monthly basis. Monitoring contracts and risk Cunningham contracts, memoranda of understanding and agreements are monitored monthly to ensure they meet all requirements including expiry or continuation within approved time limits. Cunningham also completes risk analysis and risk reporting on an annual basis or as required by Darling Downs Hospital and Service. All Team Managers submit a monthly team report at the Management Team Forum. These reports are filed on the shared server for all staff to view. Statement of commitment I agree to implement the strategies and objectives as outlined in this document to achieve the outcomes of the Cunningham Strategy and Performance Plan Dr Ansmarie Van Erp Director Cunningham 18 March 2015 Cunningham Strategy and Performance Plan Page 9 of 12

10 Cunningham Balanced Score Card Objective C1 C2 Contribute to a values based culture Continually improve on education delivery Performance measure % of DDHHS staff completing Cultural Practice Orientation training package: User acceptance deemed positive % participants rate program/activity as good or higher Target Team responsible Initiative 75% A&O 75% B&CS 75% CET Allied Stoplight report Jul-Sep % 99% CET Medical COMMENTS Part A Qn 1 Eval tool CET Nursing 99% C3 C4 Align program offerings to service delivery requirements Improve access to education and training programs Client intention to implement changes/ improvements in workplace post training activity Completion of work allocated to Cunningham from the Training and Education Sub- Committee % activities available via blended delivery mode A&O 75% CET - Allied finalised this qtr 96% CET Medical 91% CET Nursing 89% A&O Cunningham 50% CET Allied finalised this qtr Not required for this quarter Progs delivered in 1 mode only Part A Qn 2 Eval tool KEEP Metric to be refined once the Education and Training subcommittee work commences Follow up evidence on benefits of blended delivery modes CET Nursing 38% A&O Clients C5 C6 Ensure programs are evidence based, flexible and culturally safe Improve competence and confidence of health workforce % of programs and activities updated annually % of clients reporting improved competence post training activity rated as good or higher % of clients reporting improved confidence post training activity rated as good or higher 80% CET Allied CET Nursing CET Medical A&O 75% CET Allied 97% CET Nursing 96% 75% CET Medical 95% A&O finalised this qtr CET Allied 94% CET Nursing 92% CET Medical 95% A&O finalised this qtr Part A Qn 3 Eval tool Part A Qn 4 Eval tool Cunningham Strategy and Performance Plan Page 10 of 12

11 Objective R1 Balanced operating position Performance measure % variance of YTD operating position being balanced or surplus Target Team responsible 10% Cunningham Initiative Stoplight report Jul-Sep 2014 In surplus COMMENTS % variance for actual v budgeted FTE 5% Cunningham 9% FTE: Act 48; Bud 53.27; Var 6.27 R2 Identify funding opportunities Number of funding opportunities sought 2 Cunningham Grants etc. R3 Maximise revenue % revenue target met Cunningham 196% Revenue: Act $185,222; Bud $94,282; Var $89,756 R4 Optimise asset use Asset register monitored and updated quarterly B&CS 33% Asset register currently being updated Resources R5 Optimise education and training technologies % of products using elearning technology 50% CET Allied CET Nursing CET Medical 60% offered offered A&O 70% elearning refers to any product online, or using technology - mobile devices etc IP1 Build positive and productive relationships Quarterly reporting to key stakeholder groups Quarterly meetings held with Darling Downs Nurse Ed partners CET Medical CET Nursing Quarterly meetings held with auspice partners A&O CET Nursing MOUs/agreements renegotiated prior to expiry date Cunningham 90% Complaints resolved within 30 calendar days 80% Cunningham 1 complaint resolved in 3 days IP2 Promote Cunningham products and services through proactive marketing 3 marketing activities each quarter (eg: Spotlight, screen saver, ealert, newsletters) 3 or > B&CS marketing activities implemented Internal processes IP3 IP4 Client records management and data quality maintained Maintain Registered Training Organisation % of course files reviewed within 3 weeks of course completion % QSIRs completed within 6 weeks of submission to Quality Gp A&O Quality Group 60% 90% Medical and Allied course files completed, Nursing to do Cunningham Strategy and Performance Plan Page 11 of 12

12 Objective and AS/NZS ISO 9001:2008 status Performance measure Progress towards completing improvement opportunities identified in ISO Audit Target Team responsible Cunningham Initiative Stoplight report Jul-Sep % COMMENTS Short term metric to ensure on track for 3-4 Mar 2015 Results and awards issued 21 days post completion A&O 90% Due to nursing workload not all folders received in timely manner for issuance of awards WF1 Encourage innovation and targeted research % CC staff participating in research and innovation activities 25% Cunningham 25% QSIRs indicate activity in this area WF2 Ensure staff flexibility and skills mix % of CC staff offered professional development opportunities through PAD Cunningham Workforce WF3 WF4 Encourage and support staff health and wellbeing Professional development opportunities encouraged CC sick leave < 3.5% B&CS % CC staff completing mandatory training % CC staff completing Cult Practice Prog % CC staff with a current PAD 90% Cunningham 90% Cunningham 95% Cunningham 2.5% 88% 87% 83% Average for the quarter 19 measures DDHHS dashboard measures - reported monthly Keep on BSC - too early to monitor //ends// Cunningham Strategy and Performance Plan Page 12 of 12