A MESSAGE FROM THE PRESIDENT AND GROUP CHIEF EXECUTIVE
The Epworth HealthCare Board of Management is responsible for overseeing the strategy and direction of Epworth and ensuring the group commits to this strategy as efficiently as possible.
The Epworth HealthCare 2013–2017 Strategic Plan has been developed by the organisation to set the direction and framework for the next five years. The plan clearly sets out our objectives so that patients, doctors, staff, visitors, donors and other stakeholders can understand what we are striving to achieve.
The plan builds on the focus and achievements of the 2007–2012 Strategic Plan. Over the past five years there has been considerable effort from staff and doctors across Epworth to deliver quality care for our patients, improve patient satisfaction, increase engagement with staff and doctors, build a sustainable financial foundation, develop a core function of clinical education and research and expand the supporting infrastructure and technology on which to build the future of Epworth. These have enabled the development of a strong and confident plan for the next five year period and position the organisation to lead the way in healthcare service, reach and capability and deliver excellence in patient treatment and outcomes.
From the foundation of operational and financial sustainability achieved through the 2007–2012 Epworth HealthCare Strategic Plan, the 2013–2017 Epworth Strategic Plan has been developed to position Epworth as the pre-eminent provider of quality healthcare for our patients through the integration of clinical practice with education and research and identifies four Strategic Priority Areas which are underpinned by five Core Enablers.
We hope you are excited by the direction and goals of Epworth. The 2013–2017 Strategic Plan will move Epworth into new horizons in healthcare delivery and discovery, providing a strong framework for the next five years and beyond.
Janet Latchford President Epworth HealthCare Board of Management
Alan R Kinkade Group Chief Executive Epworth HealthCare
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EPWORTH STRATEGIC PLAN HEALTHCARE 2013–2017
Epworth aims to be the pre-eminent provider of quality healthcare for our patients through the integration of clinical practice with education and research.
The 2013–2017 Strategic Plan positions Epworth to Lead the Way in Healthcare Service, Reach and Capability and deliver excellence in patient treatment and outcomes.
This will be through the strategic priority areas:• Delivering excellence in patient care and clinical services• Enabling our staff and doctors to be their best and give their best• Driving innovation through education and research• Growing reach in services and care.
It will be enabled through:• Sustained financial performance• Progressing infrastructure, facilities and equipment• Productive information and communication technologies• Robust governance and risk management• Strong brand and business development.
This plan will be implemented and monitored through the annual operational planning and reporting process. An annual review of achievements against this plan will be undertaken by the Board of Management and Executive.
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Epworth’s values are reflected in our strategy and intention to be the pre-eminent provider of quality healthcare for our patients through the integration of clinical practice with education and research.
We pride ourselves on communicating our values and delivering on them in a real and meaningful way.
• Respect • Excellence • Community
• Compassion • Integrity • Accountability
EPWORTH’S VALUES
Sustainedfinancial
performance
Progressive infrastructure, facilities and equipment
Productive information and communication
technologies
Robust governance,
and risk management
Strong brand and business development
Delivering excellence in
patient care and clinical services
Enabling our staff and doctors to be their best and give
their best
Growing reach in services and care
Driving innovation through education
and research
COREENABLERS
How we deliver
STRATEGIC PRIORITY
AREAS
Prime areas of
focus
STRATEGIC INTENT
Our constantpurpose
To be the pre-eminent provider of quality healthcare for our patients through the integration of clinical practice with education and research.
EPWORTH STRATEGIC PLAN HEALTHCARE 2013–2017
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STRATEGIC PRIORITY AREAS:
Enabling our staff and doctors to be their best and give their bestGOALS:
• To be recognised by current and potential staff and doctors as an Employer of Choice
• To be the preferred partner of leading medical specialists
• To attract and retain highly capable staff with the right people in the right jobs
• To develop and maintain an organisational culture of success and accountability with a focus on quality, safety and customer service
WHAT THIS MEANS FOR EPWORTH:
• Providing a working environment which enables staff to consistently perform at their best
• Understanding and supporting the professional development of our staff
• Providing opportunities for current and prospective medical specialists to build their practices and engage with Epworth
• Attracting and retaining the highest quality staff and doctors to care for our patients
HOW WE WILL MEASURE OUR SUCCESS:
• Employee engagement surveys and response
• Doctor satisfaction surveys and response
• Tracking and reporting on HR key performance indicators
STRATEGIC PRIORITY AREAS:
Delivering excellence in patient care and clinical servicesGOALS:
• To create a total experience of quality and safe care for our patients
• To deliver a consistently high level of service and value for our patients
• To provide clinical services which meet our current and future patients’ needs
• To instil a clinical culture based on evidence and commitment to enhanced patient outcomes
WHAT THIS MEANS FOR EPWORTH:
• Providing a higher quality of care for our patients
• Being responsive to the needs and expectations of our patients and their families
• Planning clinical services to provide the latest and most comprehensive range of diagnostics, treatment and care for our patients
• Increasing connections with our communities
• Delivering on all operational performance indicators
HOW WE WILL MEASURE OUR SUCCESS:
• Patient satisfaction surveys and response
• Consumer Participation Committee activity and delivery
• Clinical indicator reporting and analysis
• Annual clinical audit process and reporting
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STRATEGIC PRIORITY AREAS:
Growing reach in services and careGOALS:
• To develop services and partnerships which enable Epworth to provide a more comprehensive range of clinical treatments and patient care both within the hospital setting and in the community
• To deliver strategically planned growth opportunities which meet increased patient needs and market demand into new regions and/or services
• To pursue growth opportunities that enable Epworth to develop its teaching and research capabilities
WHAT THIS MEANS FOR EPWORTH:
• Understanding the health sector and the current and future needs of the population
• Pursuing growth opportunities which provide long term community health benefit
• Reviewing service delivery to improve and extend the range and quality of services provided by Epworth
HOW WE WILL MEASURE OUR SUCCESS:
• Market participation rates
• Patient satisfaction surveys and response
• Commitment to growth opportunities which deliver increased value to Epworth
STRATEGIC PRIORITY AREAS:
Driving innovation through education and researchGOALS:
• To establish a highly regarded Clinical School in partnership with key universities to offer quality, multidisciplinary clinical education
• To develop effective clinical education through different learning modalities including clinical simulation and online learning which support knowledge and skills development to improve patient care and safety
• To build a culture of high quality research across Epworth which translates findings into improved outcomes for our patients
• To collaborate and extend research opportunities through productive relationships with established research institutions
WHAT THIS MEANS FOR EPWORTH:
• Delivering a clinical environment which supports the active learning of undergraduate and postgraduate students and effectively links their academic studies with clinical practice
• Providing training facilities to promote multidisciplinary team based learning
• Building a culture of clinical research which identifies opportunities and encourages participation from our doctors and staff
• Collaborating with medical research institutes, universities and research groups to link basic and clinical research
• Supporting education and research that advances the treatment, care and outcomes for our patients
HOW WE WILL MEASURE OUR SUCCESS:
• Student and university evaluation and feedback
• Approval and monitoring of research activities through Human Research Ethics Committee
• Delivery of individual and collaborative research projects
• Quality indicators and patient outcomes
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CORE ENABLERS:
The achievement of the Strategic Priority Areas is dependent on the focus and success of the articulated core enablers as outlined below.
Sustained financial performanceGOALS:
• To achieve operational and capital budgets through the wise stewardship of resources which will enable funds to be reinvested into the business and support the delivery of quality healthcare services
• To meet the criteria set by the Australian Charities and Not For Profits Commission which ensures Epworth retains its Not For Profit status
• To maintain productive relationships enabling effective negotiations with all funding bodies
• To optimise fundraising opportunities through Epworth Medical Foundation
Progressive infrastructure, facilities and equipmentGOALS:
• To develop and implement an infrastructure renewal plan which will ensure existing facilities are maintained at a level which meets customer expectations
• To progress the Brownfield developments to increase capacity in line with demand and customer expectations
• To initiate a sustainability plan which responds to regulatory needs and community expectations
• To develop a clinical equipment strategy which links to Epworth’s model of care
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Strong brand and business development GOALS:
• To effectively manage and build Epworth’s brand which strengthens recognition and value in existing markets and establishes it in new and developing markets
• To increase and manage Epworth’s profile and reputation through all forms of media
• To extend Epworth’s online and digital strategy and presence to grow Epworth’s links with its communities
• To improve relationships with medical specialists through effective and targeted business development and promotion of their practice to other health professionals
• To increase loyalty and support from general practitioners through the provision of accredited education programs and informative communications
Productive information and communication technologiesGOALS:
• To develop and implement a clear Information and Communication Technology (ICT) program which enables improved patient care and experience, robust business operations and provides the capability to respond to future developments
• To deliver integrated systems which facilitate efficient clinical and business practices
• To progressively implement systems which support an electronic medical record of each patient’s episodes and interactions with Epworth
• To pursue digital and online communications to better link patients, doctors and staff with Epworth
Robust governance and risk managementGOALS:
• To achieve full accreditation under the National Standards of the Australian Commission on Safety and Quality in Healthcare
• To establish a culture of accountability and reporting through multidisciplinary standardised clinical audits
• To establish a balanced scorecard methodology and reporting covering clinical, operational and strategic key performance indicators
• To develop and implement a comprehensive risk management framework
