Performance Against Strategic Goals Strategic Goals
Strategies
Achievements in 2006-07
Attract and retain skilled people of the highest calibre
Professional Development Opportunities
Staff Education and Training Plan developed and approved
Innovative HR Practices
Establishment of HR Working Group to review Best Practice and identify gaps
Staff Consultation
Extensive staff consultation during development of HR Plan and review of organisational communication. Participation in public sector People Matter Survey 2007.
Actively and positively engage with the community
Establish positive working relationships with community groups
•• Attendance by CEO at over 20 local forums •• Membership of Rochester Community House Committee •• Production and distribution of Community Newsletter
Increased opportunities for community input to Public consultation invitation re Primary Care Development Plan REDHS planning Marketing the health service
Development of a new logo and professional image for REDHS
Professional Management of Volunteers
•• Development of Volunteer Orientation Package •• Documented volunteer coordination and value through organisational restructure
Service Delivery that is responsive to changing needs
Recruitment of Key Personnel for Primary Care development
Successful recruitment of Director of Primary Care Development, two social workers and a Health Promotion Officer
Build flexibility into new facilities
Incorporated multi-purpose rooms in plans. Provision throughout new facilities for wireless internet access and multi-purpose communication devices
Integrated clientfocused care and client satisfaction
Develop service linkages and collaborative arrangements with other providers
Developed MOU with Echuca Regional Health and Kyabram District Health Services Health Promotion programs
Monitor client satisfaction with service access / quality of care
Consistently high levels of satisfaction recorded in Victorian Patient Satisfaction Monitor. Excellent feedback from Aged Care and District Nursing Service Satisfaction Surveys
Ongoing participation with Campaspe PCP
Review of PCP arrangements - involvement in programs such as "Kids Go for your Life' , "Healthy Community" and Integrated Chronic Disease Management.
Develop a culture of financial accountability
•• Use of cost centre based budgets developed from the bottom up •• REDHS representative on DHS Financial Management Information System Implementation Committee •• Benchmarking of finances with other similar sized organisations
Provision of skills, tools and processes for managers to manage budgets
Skills audit of management level staff undertaken and identification of training providers for management development program
Develop effective financial reporting systems
Regular payroll reports to Department Managers for key expense areas
Demonstrate efficient use of resources
Benchmarking of finances with other similar sized organisations and development of trended data demonstrating SRHS allocation and growth.
Organisation-wide approach to OHS
•• Review of Board sub-committee structure and establishment of Risk Management Committee and organisation-wide Risk Management Plan developed and endorsed. •• Review of emergency procedures – desktop audits conducted •• Establishment of two OHS committee working groups - Legislation and Compliance and Management Systems
Publish our successes
Regular press releases and monthly page in local newspaper, reintroduction of Staff Newsletter, Quality Times newsletter, additional information in REDHS Annual Report
Compliance with all statutory requirements
Accreditation status maintained. Aged Care facilities compliant with all outcomes.
Electronic improvement management and incident reporting system
Introduction of "Go For Gold" Program to encourage staff initiation of improvement projects.Use of additional reporting features of Incident Reporting database
Participation in benchmarking
Benchmarking of Human Resources information and , Aged Care Performance Indicators and People Matter Survey
Organisational structure and reporting review
New organisational framework and provision of clear reporting structure
Succession Planning
Internal appointments of CEO, Quality Coordinator, Redevelopment Project Officer.
Board Education Program and Performance Review
Attendance at DHS Board Governance training and implementation of Board Education program. Completion of Board Performance survey and establishment of Board Effectiveness working group
Responsible and sustainable use of financial resources
Continuous Improvement is embedded in the work culture
United, focussed and proactive leadership at all levels
redhs annual report 2007 page 10