Strategic Plan 2021-2025 - Excellent health care, every time - WA Health
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Strategic Plan 2021–2025 Excellent health care, every time
Contents
Artwork: Wetj (Emu)
Dreaming. 'Wetj is a spirit
bird, keeper of the Lore.' Male
wetj hatches the eggs and
minds the young.
SMHS has been granted
Acknowledgement of Country and People................ 3 permission from the artist to
reproduce this artwork.
Message from the Board Chair
and Chief Executive ................................................. 4
Who we are at a glance............................................ 8
Snapshot of the SMHS community......................... 10
SMHS workforce.................................................... 10
Snapshot of the care given during 2019–2020........ 11
Our values and behaviours..................................... 12
Our vision............................................................... 16
Our priorities........................................................... 18
Key areas of focus in 2021..................................... 20
Monitoring our performance................................... 30
Acknowledgement of Country and People
South Metropolitan Health Service respectfully acknowledges the Noongar people both
past and present, the traditional owners of the land on which we work. We affirm our
commitment to reconciliation through strengthening partnerships and continuing to work
with Aboriginal peoples.
3 3
Message from the Board Chair
and Chief Executive
On behalf of the South Metropolitan Our new strategic plan covers a five
Health Service (SMHS), we are extremely year period, however we will re-evaluate
proud to deliver our refreshed strategic the priorities annually, allowing us the
plan for January 2021–December 2025. flexibility to be responsive to emerging
Our vision over the next five years is to opportunities in the health sector and
continue to strengthen our reputation challenging us to continuously discuss
in the delivery of safe, high quality clinical and assess how we are performing as a
care and achieve our vision of “excellent Health Service Provider.
“
health care, every time”.
The strategic plan supports SMHS’
Five key strategic priorities have served responsibilities under the Sustainable We would like to
to anchor our organisation since the Health Review to prioritise the delivery
acknowledge the unwavering
launch of our inaugural strategic plan in of patient-centred, high quality and
2017. These strategic pillars will continue financially sustainable health care. dedication of the SMHS
to guide us over the next five years as
We have thoughtfully selected our workforce, without whom we
we further strengthen our engagement
with patients, families, staff and the
significant priority areas for the first could not deliver our vision.”
year of this plan which are focussed on
community we serve to design and
transformational change through major
improve the delivery of our services. Adjunct Associate Professor
projects that will sustain the growing Robyn Collins, Board Chair
SMHS population. and Paul Forden, Chief Executive
4
5
In this plan we aim to: government, industry and the strategic objectives over the next
Commonwealth to make the health five years will be the momentum for
Continue to deliver the safest care journey more transparent and significant change that will positively
and highest quality clinical care easy to navigate for patients. position us for the future.
possible by implementing area-
Invest in digital transformation We would like to acknowledge the
wide safety improvement programs
technologies that will significantly unwavering dedication of the SMHS
that aim towards zero harm of our
change how we work, workforce, without whom we could not
patients.
communicate and provide efficient deliver our objectives and achieve our
Invest in our people through a services.
variety of organisational programs vision of “excellent health care,
Establish revolutionary research every time”.
that will build the capabilities of the
and development opportunities in
workforce, encourage a positive We call upon each person reading this
partnership with our patients that
and sustainable workforce culture plan to identify a role you can take on to
will enable us to drive outcomes
and lead us towards being a help ensure its success.
that positively impact on the care
fearless organisation that is open
we provide.
and engaging.
Connect with consumers across As a result of SMHS’ responsible Adjunct Associate
the SMHS catchment area by financial management, we have Professor Robyn Collins
providing opportunities for active effectively managed our finances and Board Chair
engagement and involvement are now on a sustainable trajectory
in our health services to drive that allows the flexibility to invest in
service improvements and hold us these future strategic initiatives that Paul Forden
accountable. are integrated, future-focussed and Chief Executive
Pursue partnerships with high evidence-based and most importantly,
performing international hospitals, provide the best possible outcome for
the broader WA public health the communities we serve.
system, general practice and
Now that we have established a solid
primary health sectors, private
foundation for our health service, our
providers, consumers, local
6
“ A ground breaking study
has found pre-screening of
patients’ blood is improving
post-surgery outcomes and
reducing hospital admission
costs..”
FSH clinicians, in collaboration with researchers from the University of Western
Australia, examined for the first time both the clinical and economic impacts of
pre-screening clinics to determine if patients awaiting surgery had anaemia or
low iron stores.
7
Perth
Como
RINP
Who we are FSH
FH Fremantle
at a glance Murdoch
SMHS provides hospital and community-based services Garden Island
to quarter of WA’s population within nine local
government areas as well as WA Country Health Service
Rockingham
patients from Great Southern, South West, Southern RGH
Wheatbelt and Goldfields. We also provide community
services to the broader metropolitan area.
SMHS provides clinical care at:
Fiona Stanley Hospital (FSH)
Fremantle Hospital (FH) Mandurah
PHC
Murray District Hospital (MDH)
Peel Health Campus (PHC)
Rockingham General Hospital (RGH) Pinjarra
MDH
Rottnest Island Nursing Post (RINP)
Community health services
Dwellingup
Lake Clifton
Nanga Brook
Preston Beach
Scale
10 5 0 10km
8 Great Southern South West Goldfields Southern Wheatbelt
We offer a range of highly Our community services
specialised multi-disciplinary include:
services including:
subacute services
medical rehabilitation
surgical health promotion
emergency public health services.
cancer care
Among the range of highly specialist
intensive and high dependency
clinical and support services, our
care
network of hospitals and community-
mental health, alcohol and based health services work closely with
other drug services, including our community partners including GPs,
community mental health local government, population health
obstetric and neonatal services and community providers to
paediatrics enhance the recovery and rehabilitation
radiology. outcomes of our patients and clients.
We also provide the following
superspecialist services:
adult burns
hyperbaric
statewide rehabilitation centre
heart, lung and renal transplants
bone marrow transplants
haemophilia and haemostasis.
Community services provides allied
health therapy for patients at home.
The rehabilitation in home service
facilitates early supported discharge
from hospitals for patients.
9
Snapshot of the SMHS
SMHS community workforce
SMHS catchment
has an estimated population of:
Life expectancy 22%
male
in the SMHS catchment is
657,827 people, 82.5 years
9,277
staff employed
25%
for males and
of
or
WA’s population 86.3for females
years
78%
female
Aboriginal
7,661
people account for Age profile of
workforce:
1.3%
of the SMHS population base
due tochronic conditions
deaths,
could have potentially been prevented
413
10Snapshot of the care given during 2019–2020
Our emergency departments treated in excess of Our surgical teams performed The baby boom continued
204,000 patients.
more
than37,000 elective
with
more than 5,500
and 14,700 babies born during
the year.
emergency surgeries.
71 of these deliveries
were multiple births.
More than 42,000
emergency patients were children
aged between 0 and 15 years. 149 patients had their lives
changed by receiving a transplant:
Our intensive care teams treated
155,000
More than
more than 3,000 patients.
people attended in excess of
614,000 9 13
outpatient appointments. heart transplants lung transplants
In excess of
122,000 More than 162,000 36 91
occasions of care were provided people were discharged from our kidney bone marrow
via telehealth or telephone. hospitals during the year. transplants transplants.
11Our values and behaviours
Care Integrity
We provide compassionate care to the patient, their carers We are accountable for our actions and always act with
and family. Caring for patients starts with caring for our professionalism.
staff.
Ngwidam
Kaaradj
Ngalak accountable ngaalang warn wer kalyakoorl yaka-l
Ngalak yoongi karadjiny patient-ak, baalabiny wer moort. doora kartaga.
Karadjiny patientak moolyak kaaradjiny ngaalang staff
We demonstrate INTEGRITY when we:
We demonstrate CARE when we:
act honestly, truthfully and transparently
provide an environment that empowers the patient, are accountable and take responsibility for our
their carers and family to openly and freely contribute actions and decisions
to their care and treatment recognise when we get it wrong and disclose it as
talk with, listen and respond to the patient, carers early as possible
and family are consistent, fair and equitable in our interactions
show empathy and understanding to patients, their and decision making
carers and family and the situation they are dealing consider how our individual actions and decisions will
with in a non-judgmental manner impact on others and the health service.
focus on the patient and staff experience.
12Respect Excellence
We welcome diversity and treat each other with dignity. We embrace opportunities to learn and continuously
improve.
Kaaratj
Beli-beli
Ngalak wandjoo goordawi wer noordo yennar warma-al
kaaratj. Ngalak barang wilyan kaadadj wer kalyakoorl kwobabiny.
We demonstrate RESPECT when we: We demonstrate EXCELLENCE when we:
embrace cultural and professional diversity in our give our absolute best as individuals and teams in
interactions and decisions everything we do
acknowledge and appreciate the service and care support opportunities for teaching, training, research
being delivered and innovation
appreciate the opinions, contribution, experience and actively seek new ideas and approaches and share
knowledge of all staff them across the service
communicate with honesty and openness, share accept challenges and work proactively to deliver
information and are responsive with feedback improvements
listen to different points of view and incorporate when consistently meet safety and quality standards
and where appropriate, and provide feedback when make effective and efficient use of available
we cannot. resources.
13care integrity
kaaradj ngwidam
Teamwork
We recognise the importance of teams and together
work collaboratively and in partnership.
skrb
Yaka-dandjoo
Ngalak kaadadj yardi of teams wer dandjoo yaka
banga.
We demonstrate TEAMWORK when we:
mengambil berat 诚信
work across boundaries to develop
relationships, partnerships and share
information
listen to the views of others to reach agreement
are aware of our own individual behaviour and
how it impacts on others
communicate clearly and respectfully with each
other
support and encourage others to develop
knowledge, skills and behaviours
compassione یزوسلد
actively participate and seek information on our
health service and its performance.
14teamwork yaka -dandjoo
integritet menghormati 团队合作
یراک قالخا respect kecemerlangan
sincero kaaratj excellence beli-beli
rispetto xuất sắc
ندرک کرد tôn trọng pengetahuan
مارتحا cooperazione 15Our vision
Excellent health care, every time
To be an excellent health service where we focus on our patients’ journey and experience, staff members’
engagement, clinical and financial performance.
This will be achieved through our five strategic priorities:
Excellence in the
Provide a great patient
delivery of safe, high
experience.
quality clinical care.
Excellent
health care,
Achieve a productive and Engage, develop and
innovative organisation every time provide opportunities for
which is environmentally our workforce.
and financially sustainable.
Strengthen relationships with
our community and partners.
16Excellence in the delivery of safe, high quality clinical care.
SMHS provides consistent high quality care through the use of endorsed service models and by minimising
variations in care. We consistently strive for the highest level of safe care aiming towards a zero harm patient safety
culture. SMHS aims to generate a culture of continuous improvement where research, innovation and redesign are
encouraged and celebrated.
Provide a great patient experience.
SMHS places the patient and their family at the centre of the decision making process. We ensure equity of access
to care with a focus on minority groups and the provision of culturally sensitive care. We ensure patients and their
families are effectively and transparently communicated with throughout their journey. We aim to provide exceptional
customer service, which is flexible and responsive, to ensure the best possible experience for patients and our
communities.
Engage, develop and provide opportunities for our workforce.
SMHS aims to create an environment of respect and empowerment within a culture of accountability, trust and
transparency. SMHS focuses on developing a culture that maintains a highly engaged and satisfied workforce as
well as creating a safe workplace that promotes health and wellbeing. A key component of this priority is identifying,
developing and embedding Aboriginal employment opportunities and career planning at all levels.
Strengthen relationships with our community and partners.
By engaging with the community, SMHS can better define and deliver health services required to appropriately meet
the health and wellbeing needs of the local population. SMHS aims to optimise existing partnerships and explore
new opportunities for innovative alliances both within and outside of health care.
Achieve a productive and innovative organisation which is environmentally
and financially sustainable.
SMHS strives to optimise the efficient use of our people and physical resources, including maintaining a sustainable
financial position. We empower our staff to improve productivity and quality, ensuring that they have the required
skills and tools to understand their business.
17 Fremantle Hospital Pharmacy’s focus is the safe and
effective use of medicine, providing both inpatient and
outpatient services to patients.
Our priorities
SMHS has developed a strategic plan
that provides a vision for five years but
as a rolling plan, enables us to consider
the priorities and actions each year to
continue to successfully deliver projects
that have a transformational impact on the
communities we serve.
The key goals listed have been identified
by the SMHS Board and Executive team
as actions that will be undertaken by our
organisation over the next five years in
addition to business as usual objectives.
Some will be key areas of focus in 2021
and others will be explored in 2021 and
undertaken in future years.
Each year, this rolling strategic plan and
those strategic projects within the plan will
be reviewed and critically evaluated on their
impact, relevance and currency. This will
ensure that SMHS has an up-to-date plan
for the coming years based on a current
analysis of the needs of our population,
environment and opportunities. A
fundamental review of the SMHS strategic
plan will occur after five years, in 2026.
18The current strategic priorities and goals identified for 2021‒25 are:
Achieve a productive
Strengthen and innovative
Excellence in the Engage, develop and relationships with organisation which is
delivery of safe, high Provide a great patient provide opportunities our community and environmentally and
quality clinical care experience for our workforce partners financially sustainable
Implement a clinical Implement a community Rollout SMHS Explore and develop Reduce the impact the
excellence unit membership scheme leadership development twinning opportunities organisation has on the
program environment
Empower our people Deliver an outpatient Implement an equity, Strengthen engagement Establish a research
to be innovative in our reform program diversity and inclusion with GPs and primary and development
safety improvement plan care biobank
and continuous
improvement program
Implement a Educate patients to Develop an Collaborate with Develop / enhance
deteriorating patient improve outcomes for organisational schools to support information to decision
command centre surgery development framework career pathways for makers
that leads us towards local high school
being an open and students
engaging organisation
Establish a single Build business
point for referrals to partnerships with the
community subacute industry sector
care
Develop a professional Develop robust
Partner with key role diversification plan corporate professional
stakeholders to improve relationships and
community access to collaborations with
acute mental health tertiary institutions
services 19Key areas of focus in 2021
Below are our specific goals for 2021 and the planned actions we will undertake.l
Excellence in the delivery of safe, high quality clinical care.
Action:
Implement a clinical
The effective delivery of health services is In collaboration with senior clinicians,
excellence unit
premised on a motivated and engaged we will develop agreed data sets and
clinical workforce. The implementation audit capability to monitor specialty and
of a clinical excellence unit means that clinician performance with the aim of
we can proactively and positively engage minimising patient harm and reducing
our senior clinicians to identify excellence unwarranted variations in health care. In
and opportunities for improvement which early 2021, we will begin by recruiting
feed into the senior medical practitioner staff to the Clinical Excellence Unit with
performance review process and five a view to having the unit fully operational
yearly re-credentialing cycle. by the third quarter of 2021.
Action:
Empower our people
to be innovative in our With clinical governance now well care, health care associated infections
established across SMHS, we will and preventable deaths. In 2021, we
safety improvement
move our focus to implementing further will develop a clear roadmap including
and continuous quality proactive area-wide safety improvement identification of key focus areas for
improvement program and quality improvement programs to the Safety Improvement and Quality
build staff skills and capability, thereby Improvement programs.
reducing patient harm, variation in
20 Fiona Stanley Hospital’s Family Birthing Centre welcomed babies
and families back to celebrate the centre’s first birthday.
There were 189 babies born in the centre in its first year.
Provide a great patient experience
Action:
Implement a community
Creating the ability for members of the across SMHS leading to increased
membership scheme
public across the SMHS’ catchment collaboration around priority issues and
to engage in a SMHS community a shared commitment to improving
membership scheme will provide community health. In 2021, we will
opportunities for active engagement and review how other organisations engage
design in our health service. their consumers, and develop a terms of
reference for the membership group with
A membership scheme will allow the
a view to seeking expressions of interest
community to be part of the conversation
to join the group from the community by
regarding the delivery of health services
the end of 2021.
21Provide a great patient experience
Action:
Deliver an outpatient
SMHS will transform the outpatient operational process improvements;
reform program
health care experience by delivering innovation promotion and adoption;
reform that improves access to specialist continuous data quality improvement
services and provides our patients and ensuring clear program reporting
with greater choice in how they attend and accountability. This will lead to
outpatient appointments. The outpatient a reduction in wait times and the
reform program will develop and enact number of referrals waiting longer than
a suite of activities with key areas of recommended for a first attended
focus to include: pioneering the use appointment across SMHS sites.
of digital technologies to improve
service quality and deliver efficiencies;
Action:
Educate patients to
Ensuring our patients have appropriate (e.g. smoking cessation, reducing alcohol
improve outcomes for
informed expectations of physical, social consumption, increasing exercise,
surgery and psychological impacts from their managing any co morbidities) leading
surgery, including robust integration and to a reduction in hospital acquired
review of the Goals of Patient Care at all complication rates and a reduction in
stages of the patient journey, will deliver patient length of stay.
better patient outcomes.
The LifeFit-SurgFit program with
The LifeFit-SurgFit program will optimise preoperative, intraoperative and post-
and prepare patients for surgery by operative pathways for general surgery
supporting and addressing lifestyle patients will be implemented in the first
improvements with the patient half of 2021.
22“ In 2021 our efforts will
be on progressing the
substantial programs of work
to enact our vision of “Excellent
health care, every time”..”
Rockingham General Hospital’s experienced and friendly
midwives and obstetric care team provide the highest level of care.
23Engage, develop and provide opportunities for our workforce.
Action:
Rollout SMHS leadership
Having a workforce supported by and sustainable leadership culture for the
development program
effective leadership can positively future.
influence patient and healthcare
In 2021 we will extend the ‘Care to Lead’
organisational outcomes.
program to include people leaders at all
In 2020, SMHS launched the ‘Care to levels, ensuring we continue to develop
Lead’ pilot program designed to develop the leadership capability of our workforce
our frontline and emerging operational in higher and executive leadership roles.
leaders as the foundation for a positive
Action:
Implement an equity,
The development of the SMHS Equity, staff experience a sense of belonging
diversity and inclusion
Diversity and Inclusion Plan 2020-2023 is and inclusion in the work environment.
plan an integral part of SMHS’ commitment to In 2021, we will focus on increasing
diversifying, recognising and encouraging the number of vocational training that
inclusivity. The plan aims to increase SMHS participates in, targeting diversity
diversity and inclusivity in the workplace groups such as cadetships, traineeship,
by increasing the representation of graduate and other employment based
people from different backgrounds at training pathways and programs.
all levels across SMHS and ensuring all
24Engage, develop and provide opportunities for our workforce.
Action:
Develop an
An organisational development excellent patient care. We can do this by
organisational
framework is key to transformation developing and aligning the behaviours
development framework across SMHS. It allows us to assess our and performance of our people.
that leads us towards organisational culture, identify agents
In 2021, we will complete cultural
being an open and for change and design optimisation
benchmarking and work towards
engaging organisation programs that will build a positive culture
developing a two-year culture
and one that supports our workforce to
optimisation roadmap of people
be fearless; that is, open and engaging.
engagement and culture-based initiatives
It is essential that we effectively lead that drive performance effectiveness
and manage change, innovate and work across SMHS.
towards transformation in the delivery of
25Strengthen relationships with our community and partners.
Action:
Explore and develop
As a major health care provider in care professionals gain insight from
twinning opportunities
Western Australia, SMHS contributes knowledgeable and experienced health
to sharing clinical excellence expertise care professionals to explore methods of
and practice and leading innovative improving diagnosis, treatment and care
models of care. Developing a sustainable to our patients. By the end of 2021, we
international twinning partnership and will secure a twinning partnership with a
strategic alliance with one of the top distinguished global hospital and develop
global hospitals will mean our health a program that ensures mutual benefit.
Action:
Strengthen
There are opportunities to improve formal chronic disease and mental health, GP
engagement with
communication with GP practices, education and shared care including
GPs, non-government non-government organisations, acute co-designing GP education sessions in
organisations and and primary care services to identify partnership with key stakeholders.
primary care opportunities to improve the quality of
referrals, access to clinical support and
advice, and supporting the management
of care in the community, including
shared care. We will begin by identifying
initiatives across the key focus areas of
26Strengthen relationships with our community and partners.
Action:
Collaborate with schools
Providing our next generation with In early 2021, we will have a plan
to support career
opportunities to gain insight into health detailing SMHS-wide workplace
pathways for local high care careers will create a pathway to experience programs and initiatives such
school students transition local high school students from as innovation-focused virtual tours, a
school to work. SMHS job fair, health care influencer
sessions, buddy up programs, volunteer
Introducing structured work placements
programs and ‘a day in the life’, which
through initiatives such as the Get
aim to attract the next generation of
Real Experience and Try Program
health care employees.
(GREaT), will encourage enrolments
in health specific and non-degree
courses, such as Support Services and
Assistant in Nursing, that will support
future workforce planning and address
professional workforce shortages.
27 Fiona Stanley Hospital Intensive Care Unit
“ Seeing patients recover
after a long stay, overcome
a critical illness and take
ownership of their care is
very rewarding .”
28Achieve a productive and innovative organisation which is
environmentally and financially sustainable.
Action:
Reduce the impact the
SMHS is committed to global efforts sustainability via a stakeholder
organisation has on the
to reduce the impact the health engagement and communications plan,
environment. care sector has on the environment. drive implementation of initiatives by
Following the development of the establishing functional Site Sustainability
SMHS Environmental Sustainability Interest Groups, develop a Green
Framework, our focus now shifts to Ambassador program and participate
embedding and operationalising the as an active contributor to state and
Framework. In 2021, SMHS will foster national environmental sustainability
cultural change around environmental forums.
Action:
Establish a research and
development biobank. SMHS will be exploring opportunities contribute to improving their clinical care
to develop a biorepository platform and to sign up and become involved in
to collect and store specimens and research projects.
materials that will assist our passionate
In 2021, we will explore opportunities
research community to drive system-
to facilitate collaboration with key
wide change and develop revolutionary
partners that can enable access for
outcomes that will positively impact the
SMHS researchers to the use of “open
community. SMHS aims to cultivate a
specimen” platforms.
positive perception of a biorepository
which sees all patients motivated to
29Monitoring our
performance
The strategic plan is a living document as we
operate in a changing environment. Regular
review and monitoring is necessary as it allows
for the identification and evaluation of internal
and external factors impacting on our strategic
priorities.
Accountability of implementation and
delivering the strategic plan lies with the Chief
Executive supported by the executive group.
Demonstrated success towards achievement
of the strategic priorities will be closely tracked
and evaluated by the Board on a quarterly
basis.
Successfully delivering our strategic priorities
and goals will mean we are ensuring our
community is receiving the best possible health
care which is changing the lives of our patients,
and our staff feel supported, engaged and
proud to be a part of our agency.
Fiona Stanley Hospital’s theatres.
3031
South Metropolitan Health Service
Fiona Stanley Hospital, Administration Building,
Second Floor, 14 Barry Marshall Parade, Murdoch WA 6150
Postal address: Locked Bag 100 Palmyra DC WA 6961
southmetropolitan.health.wa.gov.au
Produced by South Metropolitan Health Service
This document can be made available in alternative formats on request.
© State of Western Australia, South Metropolitan Health Service 2020
Copyright to this material is vested in the State of Western Australia unless otherwise indicated. Apart from any fair dealing for the purposes of private study, research, criticism or review, as permitted under the provisions of the Copyright Act 1968,
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