Building for a brighter future - GHA Central

Overview: At a glance
The Business Plan 2005/06 is a vital document which outlines the goals, progress and activity of the Group. It is closely monitored to ensure our goals
are reached and that future planning is put in place. Further detail can be found in the Year in Review section on pages 4-6.
Please refer to the Glossary on page 75 for abbreviations.
CONTINUUM
OF CARE
Key Result Areas
To provide a customer-focused, coordinated
and integrated approach in the delivery of
healthcare services
Strategies
1. Continue to develop innovative clinical programs
to assist with demand management
2. Continue involvement with Primary Care
Partnership and Better Health in Gippsland
project
3. Increase focus and coordination of population
health and health promotion
4. Monitor effectiveness of continuing care
into community
5. Participate in collaborative health care programs
LEADERSHIP AND
MANAGEMENT
To provide efficient and effective governance
and management that is reflective of the
organisation’s vision, mission and values
as outlined in the Business Plan resulting in
guidance, motivation and empowerment of staff
to manage decisions that directly affect their work
1. Improve access to policy and procedure
process across WGHG via LAN
2. Review management of aged care services
3. Develop strategic direction for 2006-2010
4. Continue capital development program
HUMAN RESOURCE
MANAGEMENT
To implement processes and planning that
ensure necessary staff who provide sustainable
high employee performance whilst recognising
the absolute necessity of providing a customer
focused service
1. Continue to build recruitment and retention
of staff support systems and services
2. Further strengthen learning culture at WGHG
3. Increase focus on education for general staff
4. Continue to ascertain customer and staff
satisfaction
Outcomes
1. Additional 75 WIES allocated and Elective
Surgery Access Coordinator appointed to
manage elective surgery waiting list; Podiatry
and District Nursing services clinic opened in
Trafalgar; Regional Director of Medical Services
appointed to assist with credentialling and
workforce planning and education
2. Executive staff on steering committees
for Working Parties for Better Health in
Gippsland Project and Gippsland Health
Services Partnership
3. Strategic Plan Brief for population health
planning developed
4. Continuum of Care upgraded from moderate
achievement to extensive achievement in
ACHS periodic review; Emergency patients
screened for falls risk and follow up; stroke
patients followed up in community by stroke
team; developing cardiac continuity of care
model; eight community kitchen programs
established across Baw Baw Shire; continuing
care into community focused in reviewed
Vision, Mission and Values Statement and
key strategic directions
5. Participated in Gippsland Regional Integrated
Cancer Services, Regional Palliative Care
consortia, regional Sub-acute Care project,
Better Health in Gippsland project, Health
Services Management Innovation Council,
Credentialling and Privileging Reference
Committee; Greater South Eastern Consortium
for Basic Physicians Training; awarded meals
on Wheels tender for Baw Baw Shire to July
2009; continuation of Aboriginal Best Start
Program
1. Help cards developed to assist staff to access
policies and procedures on the LAN; working
party continuing to develop strategies
2. Baw Baw Aged Care Service Plan completed
and launched in December 2005; WGHG
involved in Baw Baw Integrated Planning
Network to implement recommendations
3. Population health based strategic plan
develop in conjunction with LRH, CGHS
and BRHS
4. Midwifery and Gynaecology Unit completed,
HDU to be completed July 2006; Community
Health and Community Mental Health project
commenced in February; additional funding
received and expressions of interest called for
tenders for the Community Rehabilitation
Centre; WLS extension and installation of
Central Batch Washing system completed;
$125,000 funding received from DHS to
upgrade image intensifier
1. Staff support systems in place; strategies
implemented to manage anaesthetist vacancy;
additional training undertaken by Peer
Support Team; ongoing professional
development of Level C Obstetricians;
excellent staff participation in hospital ball,
Murray to Moyne Cycle Relay and Global
Corporate Challenge
2. Successful submission for development of
Clinical Studies Centre; Medical Education
Officer re-appointed to assist Hospital
Medical Officers
3. Eight WLS staff undertaking Certificate IV
in Front Line Management
4. Organisation Climate Survey conducted in
November; My Work Plan implemented
across Group; DHS Victorian Patient
Satisfaction Monitor completed
The health environment continues to change. At the Board planning day held in February, the Board adopted
the Group’s strategic direction for 2006/2007. The strategic direction incorporates the following three key
strategies:
● providing appropriate services to our community
● maintaining and developing infrastructure; and
● sustaining and strengthening our workforce.
Progress will be reported to the BOD in accordance with the Australian Council on Healthcare Standards
accreditation functions of Clinical, Support and Corporate. These changes will be reflected in our corporate
business plan for the 2006/2007 year.
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