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2019-2022 Strategic Plan

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2019-2022 Strategic Plan STRATEGIC PLAN 2019-2022 MISSION STATEMENT East Grampians 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 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 City of Ballarat. 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 dierent 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 City of Ballarat. 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 dierent 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
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