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RespectWe listen and learn

from each other

EngagementWe work together

to involve our communities

HonestyWe are true to

ourselves and others

CaringWe treat people with kindness and look after

each other

InnovationWe make

things happen

We own our actions and behaviours

Accountability

Our

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Pathways to better health for our North West communities

Strategic Plan 2017–2021About usNorth West Hospital and Health Service delivers health services to the communities of North West Queensland, serving a population of around 32,000 people, across one regional hospital, two multipurpose health services, three remote hospitals, four primary health clinics and five community health centres.

Our opportunities • Working with each of our communities to design health care specific

to their needs

• Enhancing Information and Communication Technologies infrastructure – through Telehealth, Teledental, Telepharmacy and TeleCare (Palliative Care)

• Focusing on primary health care and prevention to reduce the burden of disease in the North West

• Increasing capacity in Renal, Cancer Care, Orthopaedics and Neonatal Services to enable patients to access services closer to home

• Attracting skilled and culturally capable staff who enjoy the challenges of rural and remote health provision

Responding to risk • Inability to improve healthcare outcomes due to fragmented funding

arrangements and insufficient organisational capacity – establish and monitor formal partnership agreements such as the Lower Gulf Strategy

• Risk of patient harm due to failure of clinical governance systems or human error – Clinical Governance Framework in place with regular review of Risk Management system

• Inability to provide services due to severe weather events or during a pandemic – disaster management and pandemic plans in place

• Failure of ICT infrastructure – regular review of maintenance schedule and formalisation of agreement with eHealth Queensland for monitoring and management of non-enterprise ICT

• Inability to sustain service delivery due to failure to recruit and retain staff – recruitment and retention strategy in place, and tracking of vacancies and recruitment processes

Our alignment with the Queensland Government’s health strategy and objectives for the communityThe North West Hospital and Health Service Strategic Plan acknowledges the 10-year strategy for Queensland’s health system1, the Government’s objectives for the community2, and the Minister for Health and Minister for Ambulance Services’ responsibilities as outlined in the Ministerial Charter Letter3.

The North West Hospital and Health Service contributes to the Queensland Government’s objectives to Give all our children a great start and Keep Queenslanders healthy by:

• Strengthening our public health system

• Providing responsive and integrated government services

• Supporting disadvantaged Queenslanders

• Improving health outcomes.

As part of achieving these objectives, we will respect, protect and promote human rights in our decision making.

Our visionTo be Queensland’s leading Hospital and Health Service delivering excellence in remote healthcare to our patients.

Our purposeTo embrace change, to forge close partnerships, and to work closely with our communities to improve the health of people across North West Queensland.

1 My Health, Queensland’s Future: Advancing health 20262 Our Future State: Advancing Queensland’s Priorities3 Ministerial Charter Letter dated 27 February 2018

Revised June 2020

Strategic Plan 2017–2021

Pathways to better health for our North West communities

Our principlesSafe delivery of high quality hospital and health services

Strong partnerships with other health providers to improve health care for our communities

Highly skilled and committed staff who drive quality patient care

A culture that embraces innovation, technology and research

An accountable and flexible Hospital and Health Service that leads change

Objectives

To provide our patients with high quality health care which is well-coordinated, efficient and sustainable.

In accordance with privacy provisions, work with our health partners and local communities to ensure our people can access the health services they need.

To support our staff and develop their skills so they can perform at their best.

To support new thinking and fresh ideas that help us achieve our vision.

To effectively meet the Government’s requirements through good governance.

Strategies

a. Continue to tailor our health systems to the specific needs of our communities

b. Build on partnerships with our local communities, and other health care providers to create a seamless system of care for our patients in their communities

c. Monitor, report and continuously improve the quality and safety of our health care

d. Continue to meet or exceed national healthcare standards

e. Work with our communities to promote healthy living and a healthy future

f. Deliver health services that are culturally appropriate

g. Work with the District Disaster Management Group and Local District Disaster Management Groups to formulate COVID-19 Tier 1–5 Plans

a. Continue to support and partner with local and Indigenous health services

b. Work with other health services and share patient information

c. Continue to focus on primary health care and the region’s top three priority areas to further address chronic disease and injury

d. Navigate each person’s health experience in a way that they and their family better understand

e. Maintain partnerships with Mental Health service providers across the region to reduce suicide rates

a. Develop, support and train our staff to ensure the North West Hospital and Health Service becomes an employer of choice and a safe place to work

b. Grow and develop our own staff

c. Communicate with, reward and respect our staff

d. Encourage high standards of leadership and behaviours

e. Support a culture of respect and care between our workforce and our community

f. Promote and support effective workplace health and safety culture

g. Further increase the proportion of Aboriginal and Torres Strait Islander people in our workforce

a. Develop new service models through technology and innovation

b. Support and undertake appropriate research that positively works for our region

c. Be a responsible partner in research activities which fit with our strategic plan

d. Adopt information technology and systems that support best practice and the delivery of seamless health care

e. Encourage and recognise the gaining of post-graduate qualifications

a. Make the most of our current resources and assets while positioning NWHHS for new infrastructure to meet the service demand needs of the region

b. Maintain a sustainable financial position

c. Regularly monitor performance against this plan

Performance Indicators

• Maintain accreditation with Australian Council on Healthcare Standards

• Reduce Discharge Against Medical Advice to less than 3% of patients seen

• Reduce Potential Preventable Hospitalisations by 15%

• Activation of the COVID-19 Pandemic Response Plans within 24 hours of trigger event

• General Practitioners will receive discharge summaries for at least 80% of patients within two days of patients leaving hospital

• Increase patient satisfaction by 5%

• Increase staff feeling safe, valued and supported by at least 10% across all three indicators

• Increase Aboriginal and Torres Strait Islander workforce to 15% of total workforce

• Increase TeleHealth Services by 5%

• At least five (5) clinical or process innovations implemented

• Sustainable funding achieved to deliver community healthcare needs

• 100% of building and infrastructure condition assessments completed on time

• Progression of NWHHS State Health Asset and Infrastructure Planning (SHAIP) priority projects

• 85% of Consumer Advisory Networks and Groups, health consumer representatives and key community members believe the NWHHS is trustworthy and respectable

Revised June 2020