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Department of Health 2012-13 Statement of Priorities Agreement between Minister for Health and Albury Wodonga Health
Department of Health
2012-13 Statement of Priorities
Agreement between Minister for Health and Albury Wodonga Health
Albury Wodonga Health
Statement of Priorities 2012-13 2
Contents Background 3 Policy directions 3
Part A: Strategic overview 5 Our Vision 5 Our Purpose 5 Our Values 5 Service profile 5 Strategic priorities 6
Part B: Performance priorities 8 Financial performance 8 Access performance 8 Service performance 9
Part C: Activity and funding 10
Part D: National ABF funding pool payments 11
Accountability and funding requirements 12
Signature 12
Albury Wodonga Health
Statement of Priorities 2012-13 3
Background Statements of Priorities (SoP) are key accountability agreements between Victorian public health services and the Minister for Health. The annual agreements facilitate delivery of or substantial progress towards the key shared objectives of financial viability, improved access and quality of service provision. The content and process for preparation and agreement of the annual Statement of Priorities is consistent with sections 65ZFA and 65ZFB of the Health Services Act 1988.
Statements of Priorities are consistent with the public health services’ strategic plans and aligned to government policy directions and priorities.
A Statement of Priorities consists of four parts:
• Part A provides an overview of the service profile, strategic priorities and deliverables the health service will achieve in the year ahead.
• Part B lists the key financial, access and service performance priorities and agreed targets.
• Part C lists funding and associated activity.
• Part D outlines the schedule for payments to health services made from the National Health Funding Pool.
The mechanisms used by the Department of Health to formally monitor health service performance against the Statement of Priorities are outlined in the Victorian Health Service Performance Monitoring Framework 2012-13 Business Rules.
Policy directions The Victorian Health Priorities Framework 2012–2022 (VHPF) sets out the following 5 key outcomes the health system should strive to achieve by 2022:
• People are as healthy as they can be (optimal health status)
• People are managing their own health better
• People enjoy the best possible health care service outcomes
• Care is clinically effective and cost-effective and delivered in the most clinically effective and cost-effective service settings
• The health system is highly productive and health services are cost-effective and affordable
In addition, the VHPF articulates a set of principles and seven priorities which will guide the future development and operation of the Victorian health system.
The health and hospital system continues to be under pressure from population growth, an ageing population, increasing prevalence of chronic disease, and the escalating costs of health care technology. In this context, the department, in conjunction with service delivery partners, aims to:
• improve health service performance;
• reform mental health and drug and alcohol services to better meet client needs;
• strengthen prevention and health promotion;
• develop our health service system and organisation;
• respond to an ageing population; and
• enable optimal health outcomes.
In 2012-13 these objectives will inform the department’s work in implementing the Government’s commitment to creating a transparent and accountable approach to health service delivery in Victoria, improved health service performance, and system capacity within a tight fiscal environment.
Albury Wodonga Health
Statement of Priorities 2012-13 4
Government commitments
To reflect the government’s commitment to providing services that work, in a manner that is financially sustainable, the government has made a number of specific commitments to support the health system to continue to deliver health and wellbeing outcomes for all Victorians.
Specific commitments relate to:
• expanding acute hospital-based services to treat more emergency department patients, provide additional outpatient clinical appointments and increase the number of organ transplants;
• maintaining elective surgery capacity;
• investing in health infrastructure to enable and support the effective delivery of health services;
• supporting the Victorian Cancer Agency to undertake vital research into cancer identification and treatment;
• supporting Home and Community Care services that will help keep senior Victorians living independently in the community;
• promoting eye health and vision care through the Vision 2020 initiative;
• establishing the Victorian Innovation, E-health and Communications Technology Fund; and
• supporting a range of mental health initiatives that include expansion of bed capacity and redevelopment of community-based mental health infrastructure.
Albury Wodonga Health
Statement of Priorities 2012-13 5
Part A: Strategic overview Our Vision The vision for Albury Wodonga Health is:
Albury Wodonga Health – The Best of Health
Our Purpose Our purpose is to deliver quality healthcare services in unique models of partnership to improve our regions’ health.
Our Values The application of our values to Albury Wodonga Health (AWH) are essential in achieving our wider goals and objectives. They describe the ethos of the organisation which underpins our ability to deliver improvements in service. They reflect a commitment by the organisation to create an environment that is inclusive, professional, rewarding and fair. Our values are:
• Ethical: Both in our clinical endeavour and our business practices we will be just in all our dealings.
• Teamwork: Esprit de corp, harmony, partnership and unity are valued.
• Respect: Appreciation of the worth of others and regard for their contribution is inherent.
• Trust: Confidence that all are doing their best, honestly and positively.
• Accountability: Understanding that all bear a personal responsibility to our community.
• Compassion: Consideration, empathy and humanity are given freely to our patients and staff alike.
• Equity: Fairness, integrity and justice are apparent in our actions.
• Patient and Client Focused: Our purpose is to serve our patients and clients in order to achieve the Vision and Purpose of Albury Wodonga Health.
Service profile
AWH was established under the Health Services Act 1988 (Vic) on 1 July 2009. It operates from two major campuses; one at Wodonga, previously the Wodonga Regional Health Service, and the other at Albury, previously the Albury Base Hospital. It is the first cross jurisdictional health service to be established in Australia and is one of six regional health services in rural and regional Victoria. AWH is the most significant regional health service provider between Sydney and Melbourne. It is responsible for meeting the healthcare needs of its local community as well as the more complex or specialist health service needs of the wider population of the regional area covering north east Victoria and southern New South Wales (NSW). Including its local and regional population, together with a super speciality referral population it services upwards of 240,000. AWH’s initial responsibility is the provision of a comprehensive range of services to the cross border region that includes acute care and sub-acute care, but excludes acute mental health services in NSW which remain the responsibility of NSW Health for the immediate future. In addition, AWH provides community health services from the Wodonga Campus, dental services from the Gateway Community Health Centre and community based mental health services (MHS) from a range of sites. Broadening of the health service’s responsibilities to include community and mental health in both states will follow over time after consultation with stakeholders.
Strategic planning Albury Wodonga Health service strategic plan is accessible on the AWH website at http://www.awh.org.au/.
Albury Wodonga Health
Statement of Priorities 2012-13 6
Strategic priorities The Victorian Government’s priorities and policy directions are outlined in the Victorian Health Priorities Framework 2012-2022.
In 2012-13 Albury Wodonga Health will contribute to the achievement of these priorities by:
Priority Action Deliverable
Developing a system that is responsive to people’s needs
In partnership with other providers within the local area apply existing service capability frameworks to maximise the use of available resources across the local area.
The establishment of the North East Border MHS within the responsibility of Albury Wodonga Health – 31 March 2013.
Develop and maintain clinical pathways that improve access to all available mental health beds for appropriate out-of-area patients when in the best interest of the consumer and carer(s).
Improving every Victorian’s health status and experiences
Collaborate with key partners such as members of local PCP, the newly formed Medicare Locals, community health services and Aboriginal health service providers to support local implementation of relevant components of the Victorian health and Wellbeing Plan 2011-2015.
Ensure effective communication and partnering efforts with local indigenous health bodies.
Develop strategies to reach goals of participation in the workforce – June 2013.
Expanding service, workforce and system capacity
Develop collaborative approaches to deliver professional education, training and support.
Identify opportunities to address workforce gaps by optimising workforce capability and capacity, and exploring alternative workforce models.
Partnership developed with local tertiary providers to establish simulation laboratory – March 2013. Development of enrolled nurse alternatives in clinical services - December 2012.
Increasing the system’s financial sustainability and productivity
Identify opportunities for efficiency and better value service delivery.
Develop and support alternative arrangements that drive greater financial productivity and sustainability through more efficient purchasing of non-clinical services.
Examine and reduce variation in administrative overheads.
Replace the 20 year old air-conditioning systems at Albury Hospital with new generation equipment – 30 June 2013.
Focus on logistics and tendering through re-organised purchasing and supply service – ongoing.
Benchmark non-clinical overheads against peer health services.
Implementing continuous improvements and innovation
Develop and implement improvement strategies that better support patient flow and the quality and safety of hospital services.
Develop and implement strategies that support service innovation and redesign.
Implement new surgical operation schedule that is in sequence with the surgical on call cycle – October 2012.
Develop dedicated inpatient capacity to support Albury Hospital emergency department (ED) in order to improve key performance indicators with particular focus on patients spending greater than 24 hours in the ED –September 2012.
Albury Wodonga Health
Statement of Priorities 2012-13 7
Priority Action Deliverable
Increasing accountability & transparency
Implement systems that support streamlined approaches to clinical governance at all levels of the organisation.
“Partnering for Performance” will be implemented across all specialities by March 2013.
Expand the involvement of senior medical staff through development of a robust clinical governance approach across the organisation.
Improving utilisation of e-health and communications technology
Trial, implement and evaluate strategies that use ICT as an enabler of better patient are.
The electronic health record will be commissioned across AWH in all clinical areas – May 2013.
Albury Wodonga Health
Statement of Priorities 2012-13 8
Part B: Performance priorities Financial performance
Key performance indicator Target
Operating result
Annual operating result ($m) -2.00
WIES (1) activity performance
Percentage of WIES (public & private) performance to target 100
Cash management
Creditors < 60 days
Debtors < 60 days
Access performance
Key performance indicator Target
Emergency care
Percentage of ambulance transfers within 40 minutes 90
NEAT - Percentage of emergency presentations to physically leave the emergency department for admission to hospital, be referred to another hospital for treatment, or be discharged within four hours (July – December 2012) 70
NEAT - Percentage of emergency presentations to physically leave the emergency department for admission to hospital, be referred to another hospital for treatment, or be discharged within four hours (January - June 2013) 75
Number of patients with a length of stay in the emergency department greater than 24 hours 0
Percentage of Triage Category 1 emergency patients seen immediately 100
Percentage of Triage Category 1 to 5 emergency patients seen within clinically recommended times 80
(1) WIES is a Weighted Inlier Equivalent Separation.
Albury Wodonga Health
Statement of Priorities 2012-13 9
Service performance
Key performance indicator Target
Critical care
Adult ICU minimum operating capacity 5
Quality and safety
Health service accreditation Full compliance
Cleaning standards Full compliance
Hospital acquired infection surveillance No outliers
Hand Hygiene(rate) 70
SAB rate per occupied bed days (1) < 2/10,000
Victorian Patient Satisfaction Monitor: (OCI) (2) 73
Consumer Participation Indicator (3) 75
People Matter Survey Full compliance
Maternity
Percentage of women with prearranged postnatal home care 100
Mental Health
28 day readmission rate 14
Post-discharge follow up rate 75
Seclusion rate per occupied bed days < 20/1,000
(1) SAB is Staphylococcus aureus bacteraemia (2) The target for the Victorian Patient Satisfaction Monitor is the Overall Care Index (OCI) which comprises six categories (3) The Consumer Participation Indicator is a category of the Victorian Patient Satisfaction Monitor
Albury Wodonga Health
Statement of Priorities 2012-13 10
Part C: Activity and funding Funding type Activity Budget ($'000)
Acute Admitted
WIES Public 9,791 $44,099
WIES Private 983 $3,365
WIES (Public and Private) 10,774 $47,463 WIES Renal 435 $1,959
WIES DVA 277 $1,275
WIES TAC 3 $11 WIES TOTAL 11,489 $50,709 Acute non-admitted
Emergency Services $4,599
Specialist Clinics $2,359
SubAcute Admitted
Rehab L2 Public 3,546 $1,986
Rehab L2 Private 605 $314
Rehab L2 DVA 262 $178
Palliative Care Public 730 $421
Palliative Care DVA 29 $20
Subacute non-admitted
Hospital Admission Risk Program (HARP) $570
SACS 11,803 $2,420
SACS DVA 300 $70
Post Acute Care 831 $631
Post Acute Care DVA 13 $12
Palliative Care Community $274
Palliative Care Unassigned $183
Palliative Care Other Non-admitted $24
Aged Care
HACC 17,082 $1,583
Mental Health and Drug Services
Mental Health Inpatient $0
Mental Health Ambulatory 17,900 $5,336
Mental Health Residential 2,920 $1,052
Mental Health Service System Capacity $375
Primary Health
Community Health / Primary Care Programs 5,858 $543
Community Health Other $68
Other
NSW contribution $69,245
Other specified funding $4,308 Total Funding $147,279
Albury Wodonga Health
Statement of Priorities 2012-13 11
Part D: National ABF funding pool payments
Period: 1 July 2012 – 30 June 2013
Estimated
National Weighted Activity Units
Cwlth Funding
Contribution
State Funding
Contribution Total
Activity Based Funding total 15,082 $26,629,839 $32,041,371 $58,671,210
Other Funding Total $6,284,741 $8,181,087 $14,465,828
Total $32,914,580 $40,222,458 $73,137,038
Note: • Activity loadings are included in the Estimated National Weighted Activity Units (i.e. Paediatric,
Indigenous, Remoteness, Intensive Care Unit, Private Patient Service Adjustment, and Private Patient Accommodation Adjustment).
• National ABF funding pool payments relate only to Victorian State contributions and the related Commonwealth contribution.
Albury Wodonga Health
Statement of Priorities 2012-13 13
Albury Wodonga Health
Statement of Priorities 2012-13 14
