COMMUNITY Latrobe Community Health Service is part of the fabric of the communities in which it operates, with expertise in: • prevention & community development • assessment & support planning • medicine and nursing • rehabilitation & sub-acute services • daily living & psychosocial support OUR VALUES • Providing Excellent Customer Service • Always providing a Personal Best • Creating a Successful Environment • Acting with the Utmost Integrity OUR PRIORITIES LCHS is one of Australia’s most rapidly developing health services: • that grows its people, its technology and infrastructure, • to offer more services to those who need them, • along with a greater ability for people to look after their own health, • using a variety of fee-free and fee-based models. WHY WE ARE NEEDED Regional communities are disadvantaged in healthcare. Statistics show that regional communities have reduced access to health services and health information. As a result their health and well-being measures are below the Australian average. Latrobe Community Health Service exists to overcome this disadvantage. We are one of Victoria’s leading regional health services. We are a not-for-profit organisation committed to our clients. Our goal is to lift health standards by providing local services affordable by all. Strategic Plan 2012 - 2017 www.lchs.com.au 1800 242 696 Better health, Better lifestyles, Stronger communities LATROBE COMMUNITY HEALTH SERVICE LTD 81-87 BUCKLEY ST, MORWELL 3840 ABN 74 136 502 022
Transcript
community
Latrobe Community Health Service is part of the fabric of the communities in which it operates, with expertise in:
• prevention & community development• assessment & support planning• medicine and nursing• rehabilitation & sub-acute services• daily living & psychosocial support
our values
• Providing Excellent customer service • Always providing a Personal Best• Creating a successful environment• Acting with the utmost integrity
our Priorities
LCHS is one of Australia’s most rapidly developing health services:
• that grows its people, its technology and infrastructure,• to offer more services to those who need them,• along with a greater ability for people to look after their own health,• using a variety of fee-free and fee-based models.
Why We are needed
Regional communities are disadvantaged in healthcare. Statistics show that regional communities have reduced access to health services and health information. As a result their health and well-being measures are below the Australian average. Latrobe Community Health Service exists to overcome this disadvantage. We are one of Victoria’s leading regional health services. We are a not-for-profit organisation committed to our clients. Our goal is to lift health standards by providing local services affordable by all.
strategic Plan 2012 - 2017rationale:1. Investment in our people is essential because (i) satisfied staff correlate with satisfied clients/users, (ii) skilled staff get better outcomes using strengths-based
approaches and contribute to fewer adverse events, and (iii) stability creates a consistent user experience, less error and lower costs, and improved organisational culture and capacity.
2. We can shift from being merely transactional and accountability-driven to making better informed decisions about who to target and how to deliver our service if we better use three readily available sources of information: (i) enterprise (and, in future, social) data that is integrated and standardised; (ii) asking customers and clients what they think (before and after receiving services); and (iii) gauging the satisfaction of third parties with our activities.
Goal 4: lchs uses its resources for maximum imPact, effectiveness and efficiency
Goal outcomes strateGic activities
Our success measures are l Capture meaningful outcomes by embedding data gathering in service used to improve our processes, including reviewing and procuring IT systems performance and gain l Use service performance and outcome data to improve service design/quality of care support from funders and l Aggregate and analyse outcome data in a way which enables LCHS success partners stories to be told to funder/client/community stakeholders l Provide feedback to funders about LCHS performance and exemplars that are tied to agreements/policy/expectations
Our resources are used l Facilitate the streamlining of Gippsland services, which includes partnering optimally in conjunction with with complementary services, or those with limited but valuable service offerings those of our partners l Review and develop those stakeholder and partnership relationships by which �LCHS may form productive alliances in service planning and resource sharing (including financial, infrastructure, people and IP)
l Develop an attraction model which assures LCHS of a pipeline of potential staff, especially in hard-to-recruit roles l Develop methods of recruiting staff who are optimal fit to LCHS roles and culture l Ensure that highly capable staff are available for key roles and retain them l Enhance conditions for genuine client centric practice l Offer development opportunities that enable all staff to achieve basic competence and as many staff as possible to operate with leading practice l Recognition l Remuneration
We have the people we need
Our people do a superb job
Our people are satisfied
A dynamic and growth minded LCHS workforce is skilled, motivated and stable
LCHS uSES itS RESOuRCES fOR mAximum imPACt, EffECtiVEnESS And EffiCiEnCy
Goal outcomes strateGic activities
We are increasingly able to l Advocate for flexible funding and resources to address known needs direct resources flexibly from l Investigate broader mix of funding sources that can be applied to LCHS a variety of sources service models/total support methodologies l Create business models and incentives for smaller providers to outsource ‘back of house’ functions to LCHS We are perceived as a l Identify those services which require improvement in delivery or presentation provider for all, not just for to appeal to mainstream health service users those who are disadvantaged l Adjust our service offers and marketing to appeal to mainstream health service users l Use the GP Clinic as a doorway into other LCHS universal services l Engage staff in broadening their perceptions of LCHS’ target groups
Communities work with us, l Actively work with communities for which investment in health services support and welcome our represents a positive impact on socio-economic disadvantaged investment l Consistently gauge community feedback about our intentions and results
We expand our operations l Develop growth plan for LCHS based on guiding policy criteria, including into new markets methods by which new opportunities can be quickly but rigorously evaluated l Consolidate existing services and develop growth strategies for those that meet our guiding policy criteria, divesting those which don’t l Transfer our clinical skills and methodologies to new/adjacent markets l Build systems and workforces that enable distributed support to be provided to non-Gippsland regions, including access to integrated client information
We contribute to research and l Develop a research and evaluation program based on LCHS user/operational evaluation that is aligned to data within those service areas where funders emphasise evidence-based approaches our business development objectives
rationale:1. Growth is important, because size offers protection and creates a strong presence in the eyes of partners/funders2. Efficiencies of scale increase competitiveness and release profitability which can be applied to unfunded activity3. Comprehensiveness is vital because breadth creates greater reach into under served or un-served areas4. Users with multiple needs benefit from a single-source provider/coordinator
Goal 5: lchs increases its scoPe and scale to assure lonG-term reinvestment into the community
LCHS inCREASES itS SCOPE And SCALE tO ASSuRE LOng-tERm REinVEStmEnt intO tHE COmmunity
latroBe community health service ltd 81-87 BUCKLEY ST, MORWELL 3840 aBn 74 136 502 022
Goal outcomes strateGic activities
people connect More populations with l Consolidate existing services and develop growth strategies for those whereto services when specific health needs increased community need is identifiedand where they benefit from LCHS service l Transfer our clinical skills and methodologies to customer/client groups who canneed them models benefit
l Build systems and workforces that enable distributed support to be provided to non-Gippsland regions, including access to integrated client information l Facilitate the streamlining of Gippsland services, which includes partnering with complementary services, or those with limited but valuable service offerings
Gaps in service are met l Investigate feasibility of potential services, as dictated by local conditions/ with high quality services business realities, with an emphasis on partnership/consortium approaches l Implement new LCHS services
People access our l Reduce waitlists services with maximum l Trial and establish virtual clinics convenience and l Develop model for centralised call service with regional coverage minimum delay l Provide mobile services to isolated rural communities l Create client ‘portal’ (app) enabling booking appointments, reminders, obtaining test results, referral alerts
People know what l Use non-health services (eg, schools, institutions, local government, clubs services we offer and how community services) to direct clients to LCHS they are relevant to their l Coordinate marketing efforts across services based on targeted populations with needs overarching needs
rationale:1. Rural and regional communities should have access to services of the same quality as found anywhere2. Health care delivery is complex and fragmented, and seamless access and coordinated delivery should be enhanced3. Patients are increasingly well-informed and are expected (and expect) to engage in service planning/design4. Payers/funders are putting more emphasis on health economics when making decisions
Goal 2: PeoPle connect to services when and where they need them
Goal outcomes strateGic activities
more people look Children practice healthy l Conduct and facilitate health promotion in schools and pre-schoolsafter their own behaviours that make it l Conduct joint projects with schools run from LCHS siteshealth more likely that they l Make LCHS site services as relevant and attractive to under-18s as possible engage with health in a way which encourages them to attend with parents/family members services as adults
People can self-manage l Provide individualised packages of active support that enable people chronic conditions and with high needs to live at home remain independent for longer
People actively recognise l Conduct health assessments in a wide variety of community settings and act on their state of l Make available on-line a thorough repository of health information health (and health risks) l Extend the capacity for greater numbers of people to use digital self-monitoring in a convenient and l Build active health promotion into all LCHS programs welcoming environment
rationale:1. A person’s health is strongly related to their self-management and feelings of self-efficacy2. The best way to capture motivational effort is to work from within a person’s natural environments3. Increasing needs for treatment can’t be paid for at today’s levels of dependence4. Investments in many areas of early intervention offer dramatic return
Goal 1: more PeoPle look after their own health
rationale:1. Complex needs demand sophisticated aggregation of services2. Such clients require deeply personalised, integrated natural supports that combine managed and self-directed approaches3. Most support services are rationed and therefore unwittingly set up an adversarial eligibility relationship with their clients4. Clients don’t know what they don’t know, so can’t easily ‘ask’ for comprehensive services5. Staff (of LCHS and of other providers) don’t always know to whom and how they can refer clients6. The way that funding streams are sourced and combined should be invisible to the client7. Service silos create gaps (leading to poor outcomes) and overlaps (leading to waste)
Goal 3: those with multiPle needs Get holistic suPPort
Goal outcomes strateGic activities
those with Existing clients have a l Join logically associated programs (‘vertically integrate’) to meet multiple needsmultiple needs seamless experience and put the client at the centreget holistic across more than one l Trial different levels of client guiding: ‘concierge’ and ‘case manager at thesupport service area door’ (CMAD) model for clients presenting with specific, prioritised conditions
l Develop LCHS business processes that enable holistic support (eg, IT systems to manage client/family/advisor relationships and client activity/interaction)
Holistic support becomes l Develop business models for providing holistic support in ways that are viable and a possibility for more effective clients who need it l Develop methodologies for holistic support in ways that balance active and passive supports
l Continue to enhance holistic support to clients already receiving support within similar (‘wraparound’) models, with an emphasis on self-management
l Identify areas where holistic support is highly desired and appropriate and where clients are receiving support from less appropriate service mixes
This vision will be realised when three goals are achieved...
These goals can be delivered by an organisation that...
This mission requires achievement of two enabling goals...
our missionLCHS is a rapidly developing health service that has grown its people, its technology and
infrastructure to offer more services to those who need them, along with a greater ability for people to look after their own health using a variety of fee-free and fee-based models
Goal 4LCHS uses its resources for maximum impact,
effectiveness and efficiency
Goal 5LCHS increases its scope and scale to assure longterm reinvestment into the communitiy
Goal 1More people look after
their own health
Goal 2People connect to services
when and where they need them
Goal 3Those with multiple needs get
holistic support
our strategy at a glance
1 3
2
latroBe community health service ltd 81-87 BUCKLEY ST, MORWELL 3840 aBn 74 136 502 022
we know we have succeeded on goals 1-3 when:1. More people are looking after their own health
(as measured by numbers of people reached by our health promotion messaging, in-home supports, and digital health information and monitoring);
2. People can connect to services when and where they need them (as measured by the numbers of people able to access the services most relevant to them, in the shortest time possible);
3. Those with multiple needs get comprehensive (“total”) support (as measured by the numbers of people who receive many types of support in an integrated way and are therefore enabled to live comfortably and productively)
our guiding policy is that we deliver a service when:• We can invest resources into a community responding
to a clear area of need;• We can provide the best available, as supported by
evidence;• We offer easiest possible access by both actively
reaching out, as well as attracting people to us;• We conceive of multiple needs/conditions as
connected/linked;• Clients’ satisfaction and positive experience are
designed into all aspects of service provision;• Standalone profitability is achieved where feasible.
Goal outcomes strateGic activities
people connect More populations with l Consolidate existing services and develop growth strategies for those whereto services when specific health needs increased community need is identifiedand where they benefit from LCHS service l Transfer our clinical skills and methodologies to customer/client groups who canneed them models benefit
l Build systems and workforces that enable distributed support to be provided to non-Gippsland regions, including access to integrated client information l Facilitate the streamlining of Gippsland services, which includes partnering with complementary services, or those with limited but valuable service offerings
Gaps in service are met l Investigate feasibility of potential services, as dictated by local conditions/ with high quality services business realities, with an emphasis on partnership/consortium approaches l Implement new LCHS services
People access our l Reduce waitlists services with maximum l Trial and establish virtual clinics convenience and l Develop model for centralised call service with regional coverage minimum delay l Provide mobile services to isolated rural communities l Create client ‘portal’ (app) enabling booking appointments, reminders, obtaining test results, referral alerts
People know what l Use non-health services (eg, schools, institutions, local government, clubs services we offer and how community services) to direct clients to LCHS they are relevant to their l Coordinate marketing efforts across services based on targeted populations with needs overarching needs
rationale:1. Rural and regional communities should have access to services of the same quality as found anywhere2. Health care delivery is complex and fragmented, and seamless access and coordinated delivery should be enhanced3. Patients are increasingly well-informed and are expected (and expect) to engage in service planning/design4. Payers/funders are putting more emphasis on health economics when making decisions
Goal 2: PeoPle connect to services when and where they need them
Goal outcomes strateGic activities
more people look Children practice healthy l Conduct and facilitate health promotion in schools and pre-schoolsafter their own behaviours that make it l Conduct joint projects with schools run from LCHS siteshealth more likely that they l Make LCHS site services as relevant and attractive to under-18s as possible engage with health in a way which encourages them to attend with parents/family members services as adults
People can self-manage l Provide individualised packages of active support that enable people chronic conditions and with high needs to live at home remain independent for longer
People actively recognise l Conduct health assessments in a wide variety of community settings and act on their state of l Make available on-line a thorough repository of health information health (and health risks) l Extend the capacity for greater numbers of people to use digital self-monitoring in a convenient and l Build active health promotion into all LCHS programs welcoming environment
rationale:1. A person’s health is strongly related to their self-management and feelings of self-efficacy2. The best way to capture motivational effort is to work from within a person’s natural environments3. Increasing needs for treatment can’t be paid for at today’s levels of dependence4. Investments in many areas of early intervention offer dramatic return
Goal 1: more PeoPle look after their own health
rationale:1. Complex needs demand sophisticated aggregation of services2. Such clients require deeply personalised, integrated natural supports that combine managed and self-directed approaches3. Most support services are rationed and therefore unwittingly set up an adversarial eligibility relationship with their clients4. Clients don’t know what they don’t know, so can’t easily ‘ask’ for comprehensive services5. Staff (of LCHS and of other providers) don’t always know to whom and how they can refer clients6. The way that funding streams are sourced and combined should be invisible to the client7. Service silos create gaps (leading to poor outcomes) and overlaps (leading to waste)
Goal 3: those with multiPle needs Get holistic suPPort
Goal outcomes strateGic activities
those with Existing clients have a l Join logically associated programs (‘vertically integrate’) to meet multiple needsmultiple needs seamless experience and put the client at the centreget holistic across more than one l Trial different levels of client guiding: ‘concierge’ and ‘case manager at thesupport service area door’ (CMAD) model for clients presenting with specific, prioritised conditions
l Develop LCHS business processes that enable holistic support (eg, IT systems to manage client/family/advisor relationships and client activity/interaction)
Holistic support becomes l Develop business models for providing holistic support in ways that are viable and a possibility for more effective clients who need it l Develop methodologies for holistic support in ways that balance active and passive supports
l Continue to enhance holistic support to clients already receiving support within similar (‘wraparound’) models, with an emphasis on self-management
l Identify areas where holistic support is highly desired and appropriate and where clients are receiving support from less appropriate service mixes
This vision will be realised when three goals are achieved...
These goals can be delivered by an organisation that...
This mission requires achievement of two enabling goals...
our missionLCHS is a rapidly developing health service that has grown its people, its technology and
infrastructure to offer more services to those who need them, along with a greater ability for people to look after their own health using a variety of fee-free and fee-based models
Goal 4LCHS uses its resources for maximum impact,
effectiveness and efficiency
Goal 5LCHS increases its scope and scale to assure longterm reinvestment into the communitiy
Goal 1More people look after
their own health
Goal 2People connect to services
when and where they need them
Goal 3Those with multiple needs get
holistic support
our strategy at a glance
1 3
2
latroBe community health service ltd 81-87 BUCKLEY ST, MORWELL 3840 aBn 74 136 502 022
we know we have succeeded on goals 1-3 when:1. More people are looking after their own health
(as measured by numbers of people reached by our health promotion messaging, in-home supports, and digital health information and monitoring);
2. People can connect to services when and where they need them (as measured by the numbers of people able to access the services most relevant to them, in the shortest time possible);
3. Those with multiple needs get comprehensive (“total”) support (as measured by the numbers of people who receive many types of support in an integrated way and are therefore enabled to live comfortably and productively)
our guiding policy is that we deliver a service when:• We can invest resources into a community responding
to a clear area of need;• We can provide the best available, as supported by
evidence;• We offer easiest possible access by both actively
reaching out, as well as attracting people to us;• We conceive of multiple needs/conditions as
connected/linked;• Clients’ satisfaction and positive experience are
designed into all aspects of service provision;• Standalone profitability is achieved where feasible.
community
Latrobe Community Health Service is part of the fabric of the communities in which it operates, with expertise in:
• prevention & community development• assessment & support planning• medicine and nursing• rehabilitation & sub-acute services• daily living & psychosocial support
our values
• Providing Excellent customer service • Always providing a Personal Best• Creating a successful environment• Acting with the utmost integrity
our Priorities
LCHS is one of Australia’s most rapidly developing health services:
• that grows its people, its technology and infrastructure,• to offer more services to those who need them,• along with a greater ability for people to look after their own health,• using a variety of fee-free and fee-based models.
Why We are needed
Regional communities are disadvantaged in healthcare. Statistics show that regional communities have reduced access to health services and health information. As a result their health and well-being measures are below the Australian average. Latrobe Community Health Service exists to overcome this disadvantage. We are one of Victoria’s leading regional health services. We are a not-for-profit organisation committed to our clients. Our goal is to lift health standards by providing local services affordable by all.
strategic Plan 2012 - 2017rationale:1. Investment in our people is essential because (i) satisfied staff correlate with satisfied clients/users, (ii) skilled staff get better outcomes using strengths-based
approaches and contribute to fewer adverse events, and (iii) stability creates a consistent user experience, less error and lower costs, and improved organisational culture and capacity.
2. We can shift from being merely transactional and accountability-driven to making better informed decisions about who to target and how to deliver our service if we better use three readily available sources of information: (i) enterprise (and, in future, social) data that is integrated and standardised; (ii) asking customers and clients what they think (before and after receiving services); and (iii) gauging the satisfaction of third parties with our activities.
Goal 4: lchs uses its resources for maximum imPact, effectiveness and efficiency
Goal outcomes strateGic activities
Our success measures are l Capture meaningful outcomes by embedding data gathering in service used to improve our processes, including reviewing and procuring IT systems performance and gain l Use service performance and outcome data to improve service design/quality of care support from funders and l Aggregate and analyse outcome data in a way which enables LCHS success partners stories to be told to funder/client/community stakeholders l Provide feedback to funders about LCHS performance and exemplars that are tied to agreements/policy/expectations
Our resources are used l Facilitate the streamlining of Gippsland services, which includes partnering optimally in conjunction with with complementary services, or those with limited but valuable service offerings those of our partners l Review and develop those stakeholder and partnership relationships by which �LCHS may form productive alliances in service planning and resource sharing (including financial, infrastructure, people and IP)
l Develop an attraction model which assures LCHS of a pipeline of potential staff, especially in hard-to-recruit roles l Develop methods of recruiting staff who are optimal fit to LCHS roles and culture l Ensure that highly capable staff are available for key roles and retain them l Enhance conditions for genuine client centric practice l Offer development opportunities that enable all staff to achieve basic competence and as many staff as possible to operate with leading practice l Recognition l Remuneration
We have the people we need
Our people do a superb job
Our people are satisfied
A dynamic and growth minded LCHS workforce is skilled, motivated and stable
LCHS uSES itS RESOuRCES fOR mAximum imPACt, EffECtiVEnESS And EffiCiEnCy
Goal outcomes strateGic activities
We are increasingly able to l Advocate for flexible funding and resources to address known needs direct resources flexibly from l Investigate broader mix of funding sources that can be applied to LCHS a variety of sources service models/total support methodologies l Create business models and incentives for smaller providers to outsource ‘back of house’ functions to LCHS We are perceived as a l Identify those services which require improvement in delivery or presentation provider for all, not just for to appeal to mainstream health service users those who are disadvantaged l Adjust our service offers and marketing to appeal to mainstream health service users l Use the GP Clinic as a doorway into other LCHS universal services l Engage staff in broadening their perceptions of LCHS’ target groups
Communities work with us, l Actively work with communities for which investment in health services support and welcome our represents a positive impact on socio-economic disadvantaged investment l Consistently gauge community feedback about our intentions and results
We expand our operations l Develop growth plan for LCHS based on guiding policy criteria, including into new markets methods by which new opportunities can be quickly but rigorously evaluated l Consolidate existing services and develop growth strategies for those that meet our guiding policy criteria, divesting those which don’t l Transfer our clinical skills and methodologies to new/adjacent markets l Build systems and workforces that enable distributed support to be provided to non-Gippsland regions, including access to integrated client information
We contribute to research and l Develop a research and evaluation program based on LCHS user/operational evaluation that is aligned to data within those service areas where funders emphasise evidence-based approaches our business development objectives
rationale:1. Growth is important, because size offers protection and creates a strong presence in the eyes of partners/funders2. Efficiencies of scale increase competitiveness and release profitability which can be applied to unfunded activity3. Comprehensiveness is vital because breadth creates greater reach into under served or un-served areas4. Users with multiple needs benefit from a single-source provider/coordinator
Goal 5: lchs increases its scoPe and scale to assure lonG-term reinvestment into the community
LCHS inCREASES itS SCOPE And SCALE tO ASSuRE LOng-tERm REinVEStmEnt intO tHE COmmunity
