Business Life Insurance procurement System - Developing a Strategic Plan to Maximise Performance

Transcription

1 Corporate BUSINESS PLAN 2015/2016 All of the Strategic Objectives, Actions and Performance Indicators which are in the Congress Strategic Plan are outlined in bold throughout the plan. 1

2 STRATEGIC OBJECTIVE 1: QUALITY SERVICE PROVISION STRATEGIC ACTIONS BUSINESS PLAN ACTIVITIES PERFORMANCE INDICATORS TIME FRAME Focus on the most relevant services, issues, actions and opportunities to address social determinants of health Deliver programs and services in ways that maximise their impact in addressing social determinants and meet nkpis, NTAHKPIs and OSR reporting criteria including agreed targets Ensure access to all programs and services is maximised and differentially addresses those most in need Establishment and commencement of the Alukura Midwifery Group Practice Improve access to health checks including STI screening in 15 to 25 olds Report on National and NT KPIs and the OSR Develop and report on access according to need March 2016 The Alukura MGP is established AHCs for 15 to 25 olds have achieved at least 40% STI screening for 15 to 25 old at least 50% Improve the 2 PAP smear coverage rate for Alice Springs and maintain current coverage or better in remote clinics Reduce the prevalence of anaemia in children under 5 and ensure more effective treatment Maintain the funding for the ASAHGP Achieve a PAP smear coverage rate of 50% Reduction in Anaemia prevalence across all clinics Proportion of children with anaemia who have completed a full course of treatment Funding maintained and service continues July

3 Provide clinical services in a timely way Introduce a hybrid appointment system (walk ins and pre-bookings) to Ingkintja, SEWB and remote clinics Centralise and computerise the transport services currently provided by separate clinics within the ASHSD. Improved role delineation and better coordination of the Aboriginal Liaison Officers so they better meet the needs of all services and programs within the ASHSD. Investigate and implement coordinated case management approach to high needs clients Lead the development of research in strategic priority areas that will improve the quality of services and programs and/or action on the key social determinants of Aboriginal health Services and programs are delivered to a high standard, with a strong evidence base and in a planned and evaluable manner using a CQI framework Average Waiting times are below 30 minutes for walk ins with <10% of patients waiting more than 1 hour across all services. Average waiting times are below 10 minutes for appointments with <2% waiting more than 1 hour Hybrid appointment system introduced Transport service centralised and computerised Report on recommendations made to Aboriginal Liaison Officer role and coordination Report on Case Management services Maintain Register of Research Projects that addresses these areas Report on compliance with implemention of approved research projects Evidence conained in the OSR, nkpi, AHNTKPI and section level operational plan reports that are available on the intranet 3

4 Promote Healthy Public Policy on the key social determinants of Aboriginal health including access to primary health care, early childhood and educational attainment, Aboriginal employment, ATODs and food. Plan the development of or opportunistically respond to funding opportunities for new services and programs to maximise the ability of Congress to promote Aboriginal health improvement Seek funding to establish an Abecedarian Educational Day Care Centre in Alice Springs Explore the feasibility of establishing a satellite clinic based on the Institute for Urban Indigenous Health model Seek to extend the ANFPP into remote communities Report on Indicators that have not met agreed targets as well as indicators that are above target All policies and procedures are current and endorsed Summary report on Extreme and High Risk Incidents and complaints and remedial action Report on engagement in collaborative action to addess SDH Report on published papers and submissions Report on media coverage Report on new services and programs planned and developed Funding achieved and centre established Report on feasibility of establishing a satellite clinic Program extended into additional remote communities in Central Australia March

5 Review service delivery models to maximise cultural appropriateness and best practice (as demonstrated through CQI and evaluations) Determine criteria to assess whether to provide services, partner, or advocate. Seek funding to develop SEWB services in remote communities serviced by Congress Review the chronic disease (including cancer) early detection and management systems to maximise their effectiveness and ensure culturally appropriate access and outcomes Fully implement the SEWB review recommendations Redefine and re-orient the Tobacco Action and Healthy Lifestyle Program to include both health promotion and intensive support for individuals to change behaviour. Complete an independent review of male health services and programs Implement the agreed recommendations of the Alukura review Assess client satisfaction with services and programs including through an annual survey Review and integrate Congress youth services Develop criteria to assess whether to provide services, partner or advocate Funding achieved and report on additional services developed Increase the proportion of patients being managed on multidisciplinary care plans, including Mental Health Care Plans to meet agreed target Increase the proportion of patients having the appropriate blood tests Increase the proportion of patient having Adult health checks Report on implementation of the review Report on the re-development of the Tobacco Action Healthy Lifestyle Program Review completed October 2015 Report on implementation of the Alukura review Report on client satisfaction Report on integration and review of youth services Criteria developed and approved by the board 5

6 Develop strategies to increase number and range of Aboriginal staff, and to provide educational support STRATEGIC OBJECTIVE 2: DEVELOP ABORIGINAL CAPACITY AND PROVIDE OPPORTUNITY Increase percentage of Aboriginal Employees Proportion of Aboriginal staff per Division and per salary level Proportion of all staff that are Aboriginal (Target 60% by 2018) Proportion of Aboriginal staff at level 8 or higher 6 Proportion of middle and executive management positions that are Aboriginal (Target 40%) Reduced Aboriginal staff turnover Increase the number of Traineeships and Cadetships offered by Congress with appropriate career paths and employment Number of Trainees Number of Cadets opportunities Establish Congress Mentoring program Report on progress April 2016 Maintain Aboriginal Health Practitioner education program (Cert IV) Number of enrollments for period Number of course completions for Increase the number and average tenure of Aboriginal Health Practitioners especially from local communities period Turnover of AHPs is <10% Increase the number of AHPs employed across Congress (including remote and town) by 25%

7 Develop innovative recruitment strategies that focus on potential Aboriginal applicants Develop an AHP career path within Congress to level 5 and level 6 positions Increase representation of Aboriginal people in the recruitment process AHP career path developed March 2016 Increase number of applications from Aboriginal people by 10% Number of Aboriginal applicants per position Career Pathways map developed Report on development September 2015 Commencement of Aboriginal Advisory Group Training provided to selection panel members Aboriginal staff advisory group established and meeting regularly Congress staff cultural orientation training program developed in-house and running 6 times a Number of staff completed training Number of meetings Number of sessions run Develop a structured approach and schedule for community engagement by CEO and Board STRATEGIC OBJECTIVE 3: ENGAGE THE COMMUNITY Maintain the regular visit to remote communities in which Congress provides health services by CEO and Directors Hold some board meetings in remote communities each Hold community events on strategic health issues in which the CEO and board have a presence Report on number of visits to remote communities by CEO and Directors Report on number of board meetings held in remote communities Number of community engagement activties undertaken Number and range of particpants in engagement activties 7

8 Develop a specific Communications Plan for the community for key messages (e.g. wellness, health, coming to the clinic, this is why we do this etc.) Maintain the regular communique s to members following board meetings Utilise social media through a Congress Facebook page and twitter account Maintain media profile of the CEO and Directors on key health issues Establish a working group coordinated by the Communications Officer to develop the plan Report on proportion of board meetings after which a Communique was sent out to all members Report on establishment of these accounts and activities Report on media activity Plan developed Feedback from community regarding communication actitvities October 2015 Implement efficient, best practice HR, Finance & IT, corporate services STRATEGIC OBJECTIVE 4: STRENGTHEN OUR INTERNAL FOUNDATION Develop Professional Development plans for all staff Identify and collect reliable engagement and recruitment data Professional development plans in place and report on % of Professional Devlopment reviews undertaken Conduct an annual all staff engagement survey Feburary 2016,, after February Streamline recruitment processes & implement better practice Conduct exit interviews for > 70% of exiting staff Time from recruitment request to offer made to be < 8 weeks Proportion of positions unfilled for more than 8 weeks 8

9 Revise/develop HR policies & procedures to reflect better practice, and implement Retention of competent, high quality staff in a workplace in which staff undertake meaningful work and feel valued and respected Complete remuneration review salary reviews and classification under the new EA Maintain sound financial management Revise/develop Finance policies & procedures to reflect better practice, and in alignment with new finance system Ensure compliance with all funding contracts Develop an IT strategic plan that defines the technology needs and direction of Congress for the next 5 s All HR policies and procedures revised and endorsed Report on staff turnover by profession for permanent positions (2 or more s) Report on staff absenteeism, disputation and workers compensation claims Report on analysis of exit interview data Required committees established and remuneration review completed and implemented. Appropriate budget developed Solvency ratio >1.2 and < 1.6 at all times All Finance related policies and procedures revised and approved Program and services reporting and acquittals on time Plan developed with proposed budget January 2016 December 2016 in accordance with the compliance register October

10 Achieve ISO accreditation Implement Risk Framework Under the direction of the Management review committee support by the Quality and Risk Officer implement all of the actions needed to achieve ISO accreditation Implement and maintain compliance with WH&S requirements ISO accreditation achieved and maintained Report on WH&S compliance Summary report on Extreme and High Risk Incidents and complaints and remedial action Risk Management Framework, policies & procedures implemented organisation-wide Internal audits demonstrate compliance with risk processes Summary report on Extreme and High Risk Incidents and complaints and remedial action Reduce fixed costs (e.g. cost of building leases) Rationalise the existing leases held by Congress. Report on financial saving due to rationalisation of leases Strengthen capability and capacity of middle managers Manager specific induction program, management development required for all people leaders. Professional Development Plans in place for middle managers and a review Procedure implemented Manager specific induction process developed March 2016 February 2016 % of managers have PD reviews in place 10

11 Develop business cases for new opportunities, e.g. pharmacy Develop a corporate engagement strategy with the business community and Aboriginal community businesses to attract philanthropy and sponsorship Maximise Medicare revenue Develop a plan to own facilities STRATEGIC OBJECTIVE 5: BUILD A SUSTAINABLE INCOME STREAM Establish a Congress owned pharmacy Explore the feasibility of establishing a separate legal entity that could provide for profit medical services including: After Hours, Pathology services, Day procedure facility, Sleep study facility Explore the opportunity for bulk purchasing of goods to reduce cost e.g. medical, surgical, fuel and office supplies Engage a consultant to develop a corporate engagement strategy Enhance utilisation and generation of Medicare income and other potential revenue streams to support strategic direction of Congress. Develop a business case for the acquisition of Congress owned property Pharmacy established Report on revenue generated as a percentage of total income Report on development of new forprofit services Report on outcomes March 2016 Consutlant engaged and strategy developed Medicare revenue target is to increase total Medicare income by 10% especially through better utilisation of Enhanced Primary care items Enhanced allied health billing Percent of revenue from new sources Efficiencies identified Facility Plan Developed and Actioned March