STRATEGIC PLAN 2019-2022

MISSION STATEMENT East Health Service will improve our community’s health and quality of life through strong partnerships and by responding to changing needs.

VISION STATEMENT To be leaders in rural health care.

eghs.net.au CONTENTS ACHIEVEMENTS LOCATION EGHS is located in Ararat Rural City, a Victorian Local Government Area of around 4,200 square kilometres in size BOARD AUTHORISATION OF STRATEGIC PLAN 02 Since the release of the East which is located just over two hours’ drive from , or 198 kilometres in distance. ACHIEVEMENTS 02 Grampians Health Service The regional catchment of East Grampians Health Service includes Central Goldfields Shire, Northern Grampians VALUE STATEMENTS 04 2015-2018 Strategic Plan, Shire, Pyrenees Shire, and for a limited range of services the City of . COLLABORATIVE PARTNERS 04 there have been many HEALTH CARE ENVIRONMENT/CONTEXT 04 Data from Annual Report 2017 - 2018 OPPORTUNITIES 05 significant developments and EGHS STRATEGIC GOALS 06 achievements at EGHS. STRATEGIC PLAN IMPLEMENTATION FRAMEWORK 07 These include the strengthening of the education precinct, including partnering with Australian Catholic University to deliver BOARD AUTHORISATION Diploma in Nursing (enrolled nursing) on campus at EGHS, and supporting local GPs OF STRATEGIC PLAN to undergo training in obstetrics and The Health Service’s 11,200 people live within A diverse workforce anaesthetics. Service capacity has also been catchment area covers the catchment area from over increased in dialysis chairs and an increased The release of the Victorian 4,230 sq kms (ref. Ararat Rural City) 14 dierent countries Government Health 2040 signalled a range and number of surgeries. focus by the Victorian Government on EGHS has refurbished the Urgent Care Centre and Inpatient Unit at Ararat. Clinical long term plans for a sustainable Governance and Risk Management reporting Victorian Healthcare system, with to the Board has been improved. Financial literacy training has been provided to the specific key challenges to be addressed. Board members. These activities have helped to ensure good governance of the Ararat Rural City faces issues in health that are health service. synonymous with rural and regional Victorian areas, The comprehensive needs analysis and including an ageing population, lower socioeconomic 86 babies born 4,436 Urgent Care 16,230 Community Nursing status and higher burden of disease. service planning project undertaken by consultant Biruu Health provided clear in 2017-2018 presentations occasions of service Workforce planning to ensure we can provide the directions for EGHS over the next 10 years service in the future is crucially important. (2011-2021). The information has been reviewed and refreshed for the 2019-22 This strategic plan takes into account the financial strategic plan. This process undertook analysis of EGHS internal and external sustainability of the health service. contexts, consulted with key stakeholders The East Grampians Health Service 2019-22 both within and external to the service and interrogated data from numerous Strategic Plan prioritises community services which data sources. enables EGHS to achieve sustainable and improved health against the Health 2040 Plan for the Ararat This report provides valuable information 5,421 total 2,215 operations 6,897 Dental treatments Rural City community. and guidance on actions to be taken to admissions conducted (2,282 people seen) maintain EGHS financial and service The Board endorses this Strategic Plan and EGHS’ improvement, largely in the community, commitment to achieve the stated goals. for 2019-2022. The strategic plan for 2019-2022 will build on the achievements from the last planning period, taking EGHS into the future with a clear vision to meet the needs of the community it serves.

25,831 Community Health 28,770 Aged Care Number of sta Nancy Panter occasions of service bed days upskilled 72 Chair of EGHS Board

02 EGHS Strategic Plan 2019-2022 EGHS Strategic Plan 2019-2022 03 CONTENTS ACHIEVEMENTS LOCATION EGHS is located in Ararat Rural City, a Victorian Local Government Area of around 4,200 square kilometres in size BOARD AUTHORISATION OF STRATEGIC PLAN 02 Since the release of the East which is located just over two hours’ drive from Melbourne, or 198 kilometres in distance. ACHIEVEMENTS 02 Grampians Health Service The regional catchment of East Grampians Health Service includes Central Goldfields Shire, Northern Grampians VALUE STATEMENTS 04 2015-2018 Strategic Plan, Shire, Pyrenees Shire, and for a limited range of services the . COLLABORATIVE PARTNERS 04 there have been many HEALTH CARE ENVIRONMENT/CONTEXT 04 Data from Annual Report 2017 - 2018 OPPORTUNITIES 05 significant developments and EGHS STRATEGIC GOALS 06 achievements at EGHS. STRATEGIC PLAN IMPLEMENTATION FRAMEWORK 07 These include the strengthening of the education precinct, including partnering with Australian Catholic University to deliver BOARD AUTHORISATION Diploma in Nursing (enrolled nursing) on campus at EGHS, and supporting local GPs OF STRATEGIC PLAN to undergo training in obstetrics and The Health Service’s 11,200 people live within A diverse workforce anaesthetics. Service capacity has also been catchment area covers the catchment area from over increased in dialysis chairs and an increased The release of the Victorian 4,230 sq kms (ref. Ararat Rural City) 14 dierent countries Government Health 2040 signalled a range and number of surgeries. focus by the Victorian Government on EGHS has refurbished the Urgent Care Centre and Inpatient Unit at Ararat. Clinical long term plans for a sustainable Governance and Risk Management reporting Victorian Healthcare system, with to the Board has been improved. Financial literacy training has been provided to the specific key challenges to be addressed. Board members. These activities have helped to ensure good governance of the Ararat Rural City faces issues in health that are health service. synonymous with rural and regional Victorian areas, The comprehensive needs analysis and including an ageing population, lower socioeconomic 86 babies born 4,436 Urgent Care 16,230 Community Nursing status and higher burden of disease. service planning project undertaken by consultant Biruu Health provided clear in 2017-2018 presentations occasions of service Workforce planning to ensure we can provide the directions for EGHS over the next 10 years service in the future is crucially important. (2011-2021). The information has been reviewed and refreshed for the 2019-22 This strategic plan takes into account the financial strategic plan. This process undertook analysis of EGHS internal and external sustainability of the health service. contexts, consulted with key stakeholders The East Grampians Health Service 2019-22 both within and external to the service and interrogated data from numerous Strategic Plan prioritises community services which data sources. enables EGHS to achieve sustainable and improved health against the Health 2040 Plan for the Ararat This report provides valuable information 5,421 total 2,215 operations 6,897 Dental treatments Rural City community. and guidance on actions to be taken to admissions conducted (2,282 people seen) maintain EGHS financial and service The Board endorses this Strategic Plan and EGHS’ improvement, largely in the community, commitment to achieve the stated goals. for 2019-2022. The strategic plan for 2019-2022 will build on the achievements from the last planning period, taking EGHS into the future with a clear vision to meet the needs of the community it serves.

25,831 Community Health 28,770 Aged Care Number of sta Nancy Panter occasions of service bed days upskilled 72 Chair of EGHS Board

02 EGHS Strategic Plan 2019-2022 EGHS Strategic Plan 2019-2022 03 VALUE STATEMENTS COLLABORATIVE OPPORTUNITIES PARTNERS The EGHS strategic plan mirrors the Victorian Government Health 2040; Excellence in health care for a community is not achieved in isolation. Advancing Health, Access and Care Guidelines which has identified INTEGRITY We value integrity, honesty and respect To be leaders in rural health care, and opportunities that are significant to regional and rural health over the in all relationships improve the health of our community, we will need to collaborate broadly and next ten years, as shown below. often with other agencies and key stakeholders within the Ararat BETTER HEALTH community and more broadly with the • A system geared to prevention as much as treatment EXCELLENCE region and state. • Everyone understands their own health risks We value excellence as the appropriate Partnerships between services are • Illness is detected and managed early standard for all services and practices critical to the success of working toward • Healthy neighbourhoods and communities encourage healthy lifestyle the promotion of health, wellbeing and service delivery. Successful partnerships BETTER ACCESS strengthen the capacity of the health COMMUNITY • Care is always there when people need it service and broadens the reach to We respect the dignity and rights of engage more consumers and achieve • More access to care in the home and community our community and acknowledge their shared objectives with stakeholders. • People are connected to the full range of care and support they need beliefs, regardless of their cultural, • There is fair access to care spiritual or socioeconomic background Effective partnerships can achieve the following benefits: BETTER CARE • More effective service delivery • Target zero avoidable harm WORKING TOGETHER • More efficient resourcing • Healthcare that focuses on outcomes We value equally all people who • Shared policy development make a contribution to EGHS to achieve • People are active partners in care • Shared systems/pathway development shared goals • Care fits together around people’s needs • Social and community development aimed at strengthening community These goals apply to all residents of the Rural , as they do to all other areas of rural and regional action . In addition, Ararat has an ageing population with poor health against state figures, as shown below. This LEARNING CULTURE table gives a snapshot of Ararat’s health status. Although these statistics are comparisons with metropolitan Victoria, We strive to continually learn and Ararat also tends to have poor results when compared Victoria-wide and rural Victorian statistics. Of particular develop through education, training, concern are overweight and obesity rates, and the suggestion of reduced health protective behaviours, such as blood mentoring and by teaching others HEALTH CARE glucose and cholesterol checks. These have implications for public health and health promotion in Ararat. ENVIRONMENT / CONTEXT

The Biruu Health East Grampians Health FACTOR ARARAT REGIONAL VIC Service Needs Analysis and Clinical VIC AVERAGE Service Plan, along with the Burden of Disease, Victorian Government Health High Blood Cholesterol 34.9% 34.1% 33.4% 2040 policy documents provide direction for EGHS to meet the needs of its High Blood Pressure 25.9% 28.0% 25.9% catchment population, while remaining financially sustainable. Current Smokers 22.1% 15.5% 13.1% These directions were discussed and determined at a Board and Executive Pre Obese 36.6% - 31.2% planning day, and led to development of the key strategies and goals that define Obese Category 1 14.6% - 12.4% the future direction for EGHS. (BMI 30-35) East Grampians Health Service has Obese Category 2 6.2% - 3.9% consulted with its regional partners to (BMI 35-40) ensure that the directions are in line with key services that support the local Obese Category 3 1.5% - 2.4% community. These partners were (BMI 40+) provided with a draft of the Goals and Objects and given an opportunity to Source: Grampians Pyrenees Primary Care Partnership Population Health and Wellbeing Profile December 2016 respond and help shape the direction. All comments were considered and where appropriate included in the final plan. 04 EGHS Strategic Plan 2019-2022 EGHS Strategic Plan 2019-2022 05 VALUE STATEMENTS COLLABORATIVE OPPORTUNITIES PARTNERS The EGHS strategic plan mirrors the Victorian Government Health 2040; Excellence in health care for a community is not achieved in isolation. Advancing Health, Access and Care Guidelines which has identified INTEGRITY We value integrity, honesty and respect To be leaders in rural health care, and opportunities that are significant to regional and rural health over the in all relationships improve the health of our community, we will need to collaborate broadly and next ten years, as shown below. often with other agencies and key stakeholders within the Ararat BETTER HEALTH community and more broadly with the • A system geared to prevention as much as treatment EXCELLENCE region and state. • Everyone understands their own health risks We value excellence as the appropriate Partnerships between services are • Illness is detected and managed early standard for all services and practices critical to the success of working toward • Healthy neighbourhoods and communities encourage healthy lifestyle the promotion of health, wellbeing and service delivery. Successful partnerships BETTER ACCESS strengthen the capacity of the health COMMUNITY • Care is always there when people need it service and broadens the reach to We respect the dignity and rights of engage more consumers and achieve • More access to care in the home and community our community and acknowledge their shared objectives with stakeholders. • People are connected to the full range of care and support they need beliefs, regardless of their cultural, • There is fair access to care spiritual or socioeconomic background Effective partnerships can achieve the following benefits: BETTER CARE • More effective service delivery • Target zero avoidable harm WORKING TOGETHER • More efficient resourcing • Healthcare that focuses on outcomes We value equally all people who • Shared policy development make a contribution to EGHS to achieve • People are active partners in care • Shared systems/pathway development shared goals • Care fits together around people’s needs • Social and community development aimed at strengthening community These goals apply to all residents of the , as they do to all other areas of rural and regional action Victoria. In addition, Ararat has an ageing population with poor health against state figures, as shown below. This LEARNING CULTURE table gives a snapshot of Ararat’s health status. Although these statistics are comparisons with metropolitan Victoria, We strive to continually learn and Ararat also tends to have poor results when compared Victoria-wide and rural Victorian statistics. Of particular develop through education, training, concern are overweight and obesity rates, and the suggestion of reduced health protective behaviours, such as blood mentoring and by teaching others HEALTH CARE glucose and cholesterol checks. These have implications for public health and health promotion in Ararat. ENVIRONMENT / CONTEXT

The Biruu Health East Grampians Health FACTOR ARARAT REGIONAL VIC Service Needs Analysis and Clinical VIC AVERAGE Service Plan, along with the Burden of Disease, Victorian Government Health High Blood Cholesterol 34.9% 34.1% 33.4% 2040 policy documents provide direction for EGHS to meet the needs of its High Blood Pressure 25.9% 28.0% 25.9% catchment population, while remaining financially sustainable. Current Smokers 22.1% 15.5% 13.1% These directions were discussed and determined at a Board and Executive Pre Obese 36.6% - 31.2% planning day, and led to development of the key strategies and goals that define Obese Category 1 14.6% - 12.4% the future direction for EGHS. (BMI 30-35) East Grampians Health Service has Obese Category 2 6.2% - 3.9% consulted with its regional partners to (BMI 35-40) ensure that the directions are in line with key services that support the local Obese Category 3 1.5% - 2.4% community. These partners were (BMI 40+) provided with a draft of the Goals and Objects and given an opportunity to Source: Grampians Pyrenees Primary Care Partnership Population Health and Wellbeing Profile December 2016 respond and help shape the direction. All comments were considered and where appropriate included in the final plan. 04 EGHS Strategic Plan 2019-2022 EGHS Strategic Plan 2019-2022 05 EGHS STRATEGIC GOALS STRATEGIC PLAN IMPLEMENTATION FRAMEWORK To address the challenges faced by The East Grampians Health Service Strategic Plan 2019-2022 is EGHS, we have based our strategic underpinned by the Strategic Plan Implementation Framework which goals on the priorities detailed in will be reported to the East Grampians Health Service Board monthly. the Victorian Government Document; Health 2040 Advancing This framework is an implementation and Health, Access and Care detailing reporting framework that ensures the Strategic Plan is meaningful and priorities for rural and regional achievable, with defined and measurable Victoria. actions for all staff of EGHS. As shown in the flow chart below, the work of EGHS is governed by EGHS governance policies which defines key actions, timelines, measures and requirements to meet EGHS’ goals and strategies for 2019-2022. GOAL GOAL GOAL The monthly reporting process starts at the unit level, this report informs the divisional reports, which inform the 01 02 03 Board reports. This gives an accurate organisation wide picture of progress towards meeting the It gives the Board a brief yet meaningful snapshot of EGHS’ EGHS strategic plan. progress towards its strategic plan implementation. BETTER HEALTH BETTER ACCESS BETTER CARE

Strategic Objective 1 Strategic Objective 1 Strategic Objective 1 EGHS will promote healthy EGHS will work with its EGHS will collaborate with its eating, improved mental consumers and health care consumers and community to health and wellbeing and an partners to ensure streamlined develop customer needs plan increase in physical activity and coordinated equitable access to health care that Strategic Objective 2 Strategic Objective 2 meets the need of the EGHS will pursue the integration EGHS BOARD BOARD EGHS will drive preventative community of care between services with the dental health and active goal of delivering seamless care health and wellbeing Strategic Objective 2 that reduces duplication and EGHS MONTHLY programs for school children EGHS will engage with supports the flow of care for CLINICAL BOARD CEO in the Local Government Area consumers and community consumers GOVERNANCE STRATEGIC PLAN REPORT stakeholders to define, then POLICIES Strategic Objective 3 deliver information about the Strategic Objective 3 EGHS will reduce avoidable services provided taking into To ensure sustainable workforce hospital admissions by account the health literacy of and service delivery EGHS will working with our community invest in the development of its DIRECTORS the community ACTION PLAN and health partners to identify staff through targeted education the areas of chronic disease Strategic Objective 3 for midwifery, urgent care, allied most in need To support the Urgent Care health and aged care. We will Department and Obstetric also focus on the provision of MONTHLY Services EGHS will explore the programs that support succession STATUS MANAGERS use of technology to ensure planning to future proof the loss ACTION BY MANAGERS UPDATE that there is equitable access to of key personnel expert advice and treatment

06 EGHS Strategic Plan 2019-2022 EGHS Strategic Plan 2019-2022 07 EGHS STRATEGIC GOALS STRATEGIC PLAN IMPLEMENTATION FRAMEWORK To address the challenges faced by The East Grampians Health Service Strategic Plan 2019-2022 is EGHS, we have based our strategic underpinned by the Strategic Plan Implementation Framework which goals on the priorities detailed in will be reported to the East Grampians Health Service Board monthly. the Victorian Government Document; Health 2040 Advancing This framework is an implementation and Health, Access and Care detailing reporting framework that ensures the Strategic Plan is meaningful and priorities for rural and regional achievable, with defined and measurable Victoria. actions for all staff of EGHS. As shown in the flow chart below, the work of EGHS is governed by EGHS governance policies which defines key actions, timelines, measures and requirements to meet EGHS’ goals and strategies for 2019-2022. GOAL GOAL GOAL The monthly reporting process starts at the unit level, this report informs the divisional reports, which inform the 01 02 03 Board reports. This gives an accurate organisation wide picture of progress towards meeting the It gives the Board a brief yet meaningful snapshot of EGHS’ EGHS strategic plan. progress towards its strategic plan implementation. BETTER HEALTH BETTER ACCESS BETTER CARE

Strategic Objective 1 Strategic Objective 1 Strategic Objective 1 EGHS will promote healthy EGHS will work with its EGHS will collaborate with its eating, improved mental consumers and health care consumers and community to health and wellbeing and an partners to ensure streamlined develop customer needs plan increase in physical activity and coordinated equitable access to health care that Strategic Objective 2 Strategic Objective 2 meets the need of the EGHS will pursue the integration EGHS BOARD BOARD EGHS will drive preventative community of care between services with the dental health and active goal of delivering seamless care health and wellbeing Strategic Objective 2 that reduces duplication and EGHS MONTHLY programs for school children EGHS will engage with supports the flow of care for CLINICAL BOARD CEO in the Local Government Area consumers and community consumers GOVERNANCE STRATEGIC PLAN REPORT stakeholders to define, then POLICIES Strategic Objective 3 deliver information about the Strategic Objective 3 EGHS will reduce avoidable services provided taking into To ensure sustainable workforce hospital admissions by account the health literacy of and service delivery EGHS will working with our community invest in the development of its DIRECTORS the community ACTION PLAN and health partners to identify staff through targeted education the areas of chronic disease Strategic Objective 3 for midwifery, urgent care, allied most in need To support the Urgent Care health and aged care. We will Department and Obstetric also focus on the provision of MONTHLY Services EGHS will explore the programs that support succession STATUS MANAGERS use of technology to ensure planning to future proof the loss ACTION BY MANAGERS UPDATE that there is equitable access to of key personnel expert advice and treatment

06 EGHS Strategic Plan 2019-2022 EGHS Strategic Plan 2019-2022 07 EAST GRAMPIANS 70 LOWE STREET HEALTH CARE HEALTH SERVICE Aged Care Facility Delacombe Way, Willaura 3379 P: 03 5354 1600 PO Box 155 70 Lowe Street, Ararat 3377 P: 03 5352 9323 Girdlestone Street, PARKLAND HOUSE Ararat 3377 GARDEN VIEW COURT Delacombe Way, Willaura 3379 Lowe Street, Ararat 3377 P: 03 5354 1613 P: 03 5352 9300 P: 03 5352 9324 COMMUNITY HEALTH CENTRE F: 03 5352 9333 PATRICIA HINCHEY CENTRE Girdlestone Street, Ararat 3377 E: [email protected] Girdlestone Street, Ararat 3377 P: 03 5352 9327 www.eghs.net.au P: 03 5352 9326 HEALTHY @ HOME Girdlestone Street, Ararat 3377 P: 03 5352 9328

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