Great care for Central Queenslanders Strategic Plan 2018-2023 (updated February 2021)

Our vision Our contribution to government objectives Great care for Central Queenslanders Unite and Recover Our mission Safeguarding our health Great people, delivering quality care and improving health Safeguard the health of Queenslanders by keeping our health system pandemic-ready and Our values supporting priority vaccinations to our vulnerable populations. Care Respect We are attentive to individual We will behave with courtesy, Building needs and circumstance dignity and fairness in all we do Drive investment in health infrastructure and hospitals that supports our Integrity Commitment recovery and the wellbeing of We are consistently true, act We will always do the best we can our diverse communities. diligently and lead by example all of the time Growing our regions Help Queensland’s regions grow by attracting clinical expertise and Great care for Central Queenslanders Our Destination 2030: building capacity within our rural strategy will shape the future of healthcare across our region, and remote health network. and support our aim for Central Queenslanders to be amongst the healthiest in the world. The strategy sets out a clear vision Investing in skills Destination for the future and the key milestones for 2020 and 2025 that we Ensuring we have a skilled and will use to measure our progress. Great Care for Central Queenslanders capable workforce delivering Our strategy to deliver Great Care for Central Queenslanders, improve health, and shape the future of healthcare across our region.

Our ambition is simple, Great Care for Central Queenslanders, high‑quality contemporary care. wherever and whenever we deliver it. Our patients and Backing our frontline services consumers will be at the heart of how we design and deliver & supporting jobs services. Our clinical outcomes and our patient and consumer experience Supporting investment in world will be amongst the best in Australia. CQ Health will be the best place in class frontline health services. Queensland for health staff to work and CQ Health will be a great place to learn, research and shape the future of healthcare across our region. In addition to the Government’s objectives for the The full strategy is available on our website: www.health.qld.gov.au/cq community, our strategic objectives support My health, Queensland’s future: Advancing health 2026

Emerald Hospital and the Central Highlands Hospital

The Central Highlands hub for emergency, Regional centre of clinical excellence Reduced travel for our patients maternity, diagnostic and some surgical services Surgery and Support facilities at Blackwater, Cardiovascular and Woorabinda to provide local access to trauma centre Specialist support Work with Mount Morgan and Townsville urgent care, aged care, outpatients and other to Gladstone, Capricorn Coast hospitals to services Women’s and Emerald and support emergency departments, outpatients, community services Rockhampton Cancer care children’s services hospitals Investment in Telehealth technology to and other health services. Sunshine Coast provide local access wherever possible

Capricorn Coast Gladstone Hospital and the Banana region

Comprehensive general hospital for the

Hub for Gladstone and New $42m emergency department Blackwater Mount Morgan Banana regions Local New day surgery centre, new outpatients Provide specialist support outpatient department and to Biloela Hospital clinics improved ward facilities Woorabinda Biloela Hospital and the Banana region Springsure Baralaba Hub for emergency services, maternity, diagnostic and a range of surgical services for Banana Out-of-hospital care Moura Support facilities at Theodore, Moura and Baralaba to provide local access to healthcare Improving health and wellbeing across Local outpatients Delivering home and community High quality community Theodore Investment in Telehealth technology to provide local care, enabling healthy families and based aged care clinics access wherever possible supporting disabilities care Flexible sustainable Mental health delivering connected allied health workforce care with partners Health and Wellbeing strategy Closing the gap in Indigenous health by working with our Indigenous communities right across Central Queensland Improved access to to improve the health of Central oral health services Queenslanders and manage the impacts of chronic disease

Approved by Paul Bell Central Queensland Hospital and Health Board Chair V1.0 29062018 P1768 Updated v4.0 26022021 26 February 2021 Great care for Central Queenslanders Strategic Plan 2018-2023 (updated February 2021) Objective Strategies Performance measures and indicators

Reduce the median wait times for elective surgery by 10%: Deliver planned service improvements to meet • Category 1 one day health needs with the right staff delivering the right • Category 2 two days and services in the right place at the right time • Category 3 patients 10 days Great Care, 99% of patients seen within clinically recommended time frame at 30 June each year for: Great Experience Deliver safe health services closer to home • Outpatient appointment Safe, compassionate • Elective surgery care, delivered to the • Oral health appointment highest standards, close Reduce the life expectancy gap for Central • Scope to home, with consumers Queenslanders Annual reduction in percentage of Severity Assessment Code (SAC) 1 and 2 at the heart of all we do incidents Partner with patients, consumers, community, staff 5% reduction in smoking rate (10,000 Lives CQ project) and clinicians, with an emphasis on communities Reduce patient journeys as we deliver care closer to home of special needs - to deliver one of the best patient To meet our Making Tracks milestones experiences in rural and regional Queensland Use consumer feedback to improve patient experience

Great People, Deliver one of the best staff experiences in Queensland for regional health services Great Place to Work Continual improvement from Pulse and Working for Queensland surveys Great staff working Deliver efficient, innovative and effective end-to-end 150 staff receive leadership development training and support each year in great teams with a recruitment procedures and processes Maintain or improve the workforce separation rate culture of supporting Increase Aboriginal and Torres Strait Islander workforce across all streams to Improve workforce diversity to better reflect the reflect the community and investing in our community and increase the cultural competence people’s future and capability of all staff

Develop the skill and ability of clinical staff to deliver Increased research ready grant applications Great Learning the next generation of clinicians Increased ethics applications and site specific assessment applications Annual increase in the number of education programs developed, delivered and Research Increase research opportunities and the translation or reviewed in partnership with consumers/ community across all streams Great place to learn, of innovative research into action Increased clinical placements in the health service research and shape the Increased simulation opportunities utilised by staff future of healthcare Increase learning opportunities for all staff around Introduce innovative practices in learning and research, linking into the Aboriginal and Torres Strait Islander health, Minister’s Rapid Results program wellbeing and healing

Partner with primary care to reduce non-acute Service Level Agreements established with private health service providers Great Partnerships attendances at hospital facilities to deliver care closer to home Primary Health Network partnerships to reduce non-acute hospital admission Working collaboratively Deliver co-ordinated and supported health services Deliver a full medical program in partnership with Wide Bay Hospital and with our partners to with acute care partners and primary care providers deliver great care and Health Service, CQUniversity (intake 2022) and The University of Queensland (intake 2023) improve the health of Listen to Aboriginal and Torres Strait Islander Central Queenslanders communities to co-design an Aboriginal and Torres Listen to Aboriginal and Torres Strait Islander communities to co-design Strait Islander Health and Wellbeing Strategy culturally appropriate clinical and non-clinical health services

Deliver a budget in the range of break-even to 1% with any surplus to be Sustainable Future Sustainability initiatives delivered in a planned and reinvested structured process Securing the future of Open the Gladstone Hospital Emergency Department and deliver the great healthcare with Gladstone Hospital Specialist Outpatients, Emerald Hospital Emergency efficient, effective, Deliver essential infrastructure projects to meet Department and Perioperative and the 42 bed Residential Drug and Alcohol affordable and community health needs and on time and budget Rehabilitation Centre on time and on budget. sustainable services 5% annual reduction in percentage of medical labour spend on locums

Opportunities Responding to risk To partner with university and health service partners to produce locally To respond to strategic risk, the health service will: trained medical graduates delivering improved recruitment and retention. Failure to meet accredited or industry benchmark quality and safety standards – continue to develop robust systems that measure, evaluate and implement To deliver increased capability in cancer, cardiac and other services to improvements in quality and safety governance and performance. reduce the need for patient travel and support neighbouring health services. Asset and ICT infrastructure to meet Destination 2030 vision - continue to develop To use research, technology and innovation to improve health outcomes and a strategy for service-wide implementation of electronic medical records. Develop increase life expectancy in an area of Queensland impacted by its distance and benchmark project infrastructure delivery. from a tertiary medical facility. Insufficient workforce resources to meet service delivery and business needs - continue to design a Workforce Capability Development Framework and improve all To partner with the healing foundation to optimise healing places identified aspects of the recruitment function. within the health service and its facilities. Failure to meet financial and business unit performance expectations - continue to To use evidence-based strategies to move towards becoming a leader in develop a medium term (5 year) financial model to complement Destination 2030. healthcare environmental sustainability and “green hospital” initiatives. Failure to control the spread of COVID-19 in Central Queensland - closely monitor every new infection and take immediate action to rapidly isolate and test to contain the virus, stop its spread and protect the community.