Date of Last Review: April 2017 Page 1 of 7 Date Next Review: April 2020 Effective: 26 April 2017 Strategy, Planning and Service Development Policy 1. Purpose This policy documents the WA Country Health Service (WACHS) approach to developing integrated strategic, operational and clinical services plans, including monitoring and evaluation requirements. The policy aims to demonstrate the governance and linkage between high level WACHS wide strategy development and levels of planning and service development (Figure 1). Figure 1: Cycle of Strategy, Planning and Service Development Source: Adapted from World Bank 2004 & 2010, Planning, Monitoring and Evaluation: Methods, Tools and Approaches; and Managing in an Activity Based Funding Environment, WA Department of Health, 2012 2. Context This policy contributes to and is informed by State and Commonwealth government strategy, policy and evidence. It aligns WACHS planning processes, with the Department of Health’s (as System Manager) Strategic Intent, the WA Clinical Services Framework as the overarching clinical services planning document, and government priorities. STRATEGY Vision, Purpose or Mission, Values, Strategic Directions & Priorities PLANNING Operational Plans Service/Clinical Plans Work Plans IMPLEMENTATION PLANNING Detailed design of Programs & Services. Monitoring & Evaluation Plans SERVICE DEVELOPMENT & DELIVERY Monitor Performance regular & ongoing EVALUATION (Point in time e.g. process, impacts & outcomes)
Transcript
Date of Last Review: April 2017 Page 1 of 7 Date Next Review: April 2020
Effective: 26 April 2017
Strategy, Planning and Service Development Policy
1. Purpose
This policy documents the WA Country Health Service (WACHS) approach to developing integrated strategic, operational and clinical services plans, including monitoring and evaluation requirements. The policy aims to demonstrate the governance and linkage between high level WACHS wide strategy development and levels of planning and service development (Figure 1). Figure 1: Cycle of Strategy, Planning and Service Development
Source: Adapted from World Bank 2004 & 2010, Planning, Monitoring and Evaluation: Methods, Tools and Approaches; and Managing in an Activity Based Funding Environment, WA Department of Health, 2012
2. Context This policy contributes to and is informed by State and Commonwealth government strategy, policy and evidence. It aligns WACHS planning processes, with the Department of Health’s (as System Manager) Strategic Intent, the WA Clinical Services Framework as the overarching clinical services planning document, and government priorities.
STRATEGY Vision, Purpose or Mission, Values,
Strategic Directions & Priorities
PLANNINGOperational Plans
Service/Clinical Plans Work Plans
IMPLEMENTATION PLANNING
Detailed design of Programs & Services. Monitoring &
Evaluation Plans
SERVICE DEVELOPMENT &
DELIVERYMonitor Performanceregular & ongoing
EVALUATION(Point in time e.g.
process, impacts & outcomes)
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3. Framework Strategy, planning and service development cascade from and are aligned to the high level strategic plans, policies and frameworks and followed by implementation delivery, monitoring and evaluation. Figure 2: Levels and Governance of Strategy, Planning and Service Development
Consum
er, Carer and other Stakeholder Engagem
ent and Consultation
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4. Policy Statement WACHS has an integrated approach to strategy, planning and service development: • WACHS’ strategic vision, purpose, directions, values and priorities are cascaded
through all levels of planning (strategic, operational, and clinical/health service plans and clinical strategy documents) and across WACHS central office, regions and services.
• Risk identification and management is applied to all levels of strategy development, planning, implementation, monitoring and evaluation, including consideration of completing an Aboriginal Impact Statement.
• Benchmarking, monitoring and evaluation frameworks and plans relative to the scale and scope of projects or programs are to be developed in the early, pre-implementation stages of design of new services, projects and programs.
• Ethics approval is to be considered in the planning of the evaluation through the WACHS Human Research Ethics Committee.
• Operational planning, monitoring and reporting occur within the annual financial and performance cycle of government, WA Health and WACHS (Appendix 1).
5. Key Principles
WACHS strategy, planning, and service development key principles include:
• focus on delivery of safe, sustainable, high quality services that provide value for money
• involvement of consumers, communities and partners • are client or patient focused • enable safe, accessible services closer to home where possible • ensure culturally appropriate and secure services • seek to achieve improvement in the health of the population • determine contemporary workforce models matched to health service need. • include use of modern, innovative technologies.
Refer to the WACHS Health Services Planning and Service Reform, Principles and Practice, 2012 for more information.
6. Governance
• The Strategy and Service Development Sub-committee of the WACHS Executive has overall responsibility for this policy, its implementation and review.
• The Strategy and Service Development Sub-committee facilitates appropriate linkages with other relevant groups such as those responsible for business performance and improvement, corporate and clinical risk identification, research and ethics.
• The WACHS Executive, relevant Sub-committees and Regional Executives are responsible for effective planning, along with delivering, monitoring and evaluating their implementation.
• The WACHS-wide Strategic plan is to be endorsed by the Board Chair and Chief Executive Officer (CEO) prior to publication.
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• The Strategic Plan is operationalised through the WACHS-wide Operational plan with mid-term reviews provided to the Executive and Board.
• The implementation of the WACHS-wide Strategic Plan through the Operational Plan is monitored through existing monitoring and reporting mechanisms including:
Quarterly Health Service Performance Review reports Internal quarterly performance dashboards WACHS Executive Performance Agreements Board and Executive sub-Committees.
Section Three outlines the governance of strategy, planning and service development.
7. Definitions Most organisations have three to four levels of planning. The definitions below support this policy.
7.1 WACHS Wide Strategic Planning A systematic process to set priorities, focus energy and resources and strengthen operations. The output is a strategic plan that describes a three to five year outlook with key priorities identified. 7.2 WACHS Wide Operational Planning The Operational planning process identifies the objectives and measurable achievable set of initiatives/projects1 to achieve the Strategic Plan. The output of the process is a one to two year WACHS wide Operational Plan. WACHS wide operational plans inform the annual budget development and support ad hoc funding opportunities. 7.3 Other levels of Operational or Action Planning In WACHS, Regional or WACHS wide Program plans (operational, action, implementation or work) are also developed to support the achievement of the WACHS Strategic Plan and its strategic goals and priorities, plus other key emerging issues. Action, implementation and work plans detail: what and where (scope, stages); how (tasks, activities, actions); who (accountabilities, responsibilities, governance); and when (milestones to achieve the key deliverables, timeframes). 7.4 Clinical or Health Service Strategies or Plans Service strategy documents and plans (for example, the WACHS Stroke or Cancer Strategy) document the strategic directions (goals) and priorities. They describe the contemporary, innovative service delivery and workforce models and technology that will meet the health needs of the population and the projected increases in activity and population, in line with the CSF, endorsed policies and academic literature and evidence.
1 Initiatives / projects may occur over multiple years with key deliverables for the following financial year.
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7.5 Service Capability Frameworks Capability frameworks (for example the Emergency Care Capability Framework) document in more detail the capabilities, resources and technology required to deliver the services at the different CSF or other role delineation levels.
8. Roles and Responsibilities
See sections three and four. All Staff are required to work within policies and guidelines to make sure that WACHS is a safe, equitable and positive place to be.
9. Compliance Failure to comply with this policy may constitute a breach of the WA Health Code of Conduct (Code). The Code is part of the Employment Policy Framework issued pursuant to section 26 of the Health Services Act 2016 (HSA) and is binding on all WACHS staff which for this purpose includes trainees, students, volunteers, researchers, contractors for service (including all visiting health professionals and agency staff) and persons delivering training or education within WACHS. WACHS staff are reminded that compliance with all policies is mandatory.
10. Evaluation • This policy is to be reviewed every three years (or as required). • The WACHS Strategic plan is to be reviewed at least every three years to ensure
it has currency and remains relevant. • The WACHS Operational Plans are to be reviewed annually. • Clinical service plans or other clinical strategy documents are to be reviewed every
three years (or as required) by the relevant region, program area or the WACHS Planning and Evaluation team.
• Evaluation of programs, services and projects will occur in accordance with the relevant Monitoring and Evaluation Framework or Plan.
11. Standards
National Safety and Quality Health Care Standard Standard 2 - 2.2.1; 2.5.1; 2.8.2; 2.9.1 EQuIPNational Standards Standard 11 - 11.5.1, 11.7.1 Standard 15 - 15.1.1; 15.1.3, 15.2.1; 15.2.2, 15.21.1
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13. References WACHS Authorisations Schedule 2016 WACHS Health Services Planning and Service Reform, Principles and Practice, 2012 WACHS Research or Quality Improvement
14. Related WA Health Policies WA Clinical Services Framework 2014 - 2024 Health Service Provider Boards - Governance Policy WA Aboriginal Health and Wellbeing Framework 2015 - 2030 WA Health Aboriginal Workforce Strategy 2014-2024
15. WA Health Policy Framework Clinical Services Planning and Programs Framework Purchasing and Resource Allocation Policy Framework
This document can be made available in alternative formats on request for a person with a disability
Contact: Manager Planning and Evaluation (N.Bineham) Directorate: Strategy and Reform TRIM Record # ED-CO-14-91514
Version: 2.00 Date Published: 2 May 2017 Copyright to this material is vested in the State of Western Australia unless otherwise indicated. Apart from any fair dealing for the purposes of private study, research, criticism or review, as permitted under the provisions of the Copyright Act 1968, no part may be reproduced or re-used for any purposes whatsoever without written permission of the State of Western Australia.
