Hunter New England Local Health District Strategic Plan : Towards 2015 July 2012

Ministry of Health NSW Health Plan (3-5 years) Local Health District HNE Health Strategic Plan/s (3-5 years) HNE Health Operational Plan (12 Months) Network/Portfolio Operational Plan (12 Months) 90 Day Action Plan Network Portfolio Individual Service/Facility Operational Plan (12 Months) Individual Performance Development Review (PDR) State Government Service Facility State Plan (10 year horizon) State Plan (10 year horizon) HNE Health Planning and Accountability Framework Service Agreement March 2012

Our Vision: Healthy People – Now and into the future Our Goals: Keeping people healthy and in the community Providing world class clinical services with timely access and effective infrastructure STRATEGIC PRIORITIES Community (The people we serve)  Deliver disease prevention, early intervention and health promotion across the lifespan  Support a healthy start to life  Empower communities to engage as partners in health  Close the Gap between Aboriginal and non-Aboriginal health inequality  Partner with communities to reduce health disadvantage CORE VALUES: Collaboration Openness Respect Empowerment Service (The service we provide)  Improve equity of access and service delivery  Cooperate, collaborate and communicate with our partners to best meet agreed health needs  Develop a culture of service and person-centred care that includes needs of families and carers  Sustain effective clinical networking Safety and Quality (Excellence – every patient, every time)  Provide a quality health service experience  Deliver safe, evidence-based, effective and appropriate healthcare  Provide strong corporate and clinical governance Resources (Managing our services well)  Make the most effective use of the finite resources available and ensure that costs are kept under control to promote sustainability Positioning for the future (Proactively preparing and forecasting)  Plan and invest for future health needs  Encourage multidisciplinary innovation, education and research  Embrace opportunities that will lead to greater sustainability Our staff and workplace culture (Supporting and encouraging our staff)  Attract, develop and retain competent, capable staff with the right cultural fit  Be ethical and accountable for demonstrating our shared (CORE) values  Ensure a safe working environment

Strategic Priorities : Improve equity of access and service delivery Strategic Initiatives Provide patient care as close to home as possible Provide emergency care without delay (e.g. National Emergency Access Target (NEAT)) Shorten waiting times for non-emergency care (e.g. National Elective Surgery Targets (NEST)) Streamline patient flow processes Improve access to emergency mental health care in emergency departments Decrease dependence on hospital-based mental health care and improve access to respite care and crisis mental health care

Measures Aligned to the Service Agreement’s Tier 1 and Tier 2 Measures Tier 1 measures – will generate a performance concern when performance is outside the tolerance threshold for the reporting period Tier 2 measures - will generate a performance concern when performance is outside the tolerance threshold for more than one reporting period

Strategic initiatives related to renal stream Enhance the capacity of individuals …. to manage and make decisions about their own health. Provide patient care as close as possible to home Close the gap Maximise telehealth opportunities Better utilise health pathways Strengthen chronic disease management in collaboration with primary care providers Reduce inappropriate clinical variation, manage appropriate use of resources and improve patient experience Evaluate new models of care and service delivery for the efficiency and effectiveness Sustain critical services in district health services