RFDS WA 2024 - 2028 Strategy, Above and Beyond

RFDS WA Strategy 2024 – 2028 A healthy future for regional Western Australia

DEDICATION Our 2024 - 2028 Strategy is dedicated to Western Australians.

Those who know red dirt, who breathe sea air and who harvest golden paddocks.

Everything we have done and will do is for you.

Royal Flying Doctor Service Western Australia

Steve Retrieved from Leonora 2022.

4 to 5x

HEALTH IS NOT EQUAL IN WESTERN AUSTRALIA A growing body of evidence makes it clear that country communities are more likely to experience poor health compared with people in metropolitan areas.

The RFDS WA Strategy 2024-2028 strives to make a practical and positive difference to the health of people living and working in regional Western Australia.

more likely to die from suicide or self-inflicted injuries

13x

more likely to die prematurely from diabetes

Kununurra

4 to 5x

Halls Creek

Kimberley South Hedland

4x

more likely to present to an Emergency Department for mental health-related conditions

Pilbara

8 people

Leonora

38%

Royal Flying Doctor Service WA, FY2022-23 Retrieval Data *Comparative data benchmarked against the Australian average unless stated otherwise.

1 in 4

adults have high blood pressure

Meekatharra

Goldfields– Esperance

of adults are obese, the highest rate in WA

WA Primary Health Alliance (WAPHA). Country WA PHN Needs Assessment 2022–2024.

50%

Carnarvon

4.2x

Public Health Information Development Unit (PHIDU) Torrens University Australia. Social Health Atlases, Maps, Population Health Areas 2023.

of adults at high risk of long-term harm from alcohol consumption

less full-time GPs compared to the WA average

more likely to die from respiratory illness (e.g. pneumonia, COVID-19, cancers)

Data taken from:

50%

Derby

more likely to die from suicide or selfinflicted injuries

Almost

Bunbury

32%

per week require aeromedical retrieval for acute mental and behavioural disorders

More than

1 in 3

RFDS patients are Aboriginal people

of RFDS retrievals are due to cardiovascular disease (e.g. heart attack or stroke)

Great Southern

& 16%

are children less than 16 years 5

Sheylena With Primary Health Care Nurse Lisa at the RFDS Yakanarra Clinic.

FOCUS AREAS

PART

RS

2.

The Royal Flying Doctor Service of Western Australia’s sights are on a healthy future for people in regional WA in our 2024-2028 Strategy.

HI

PS

EXPANDING SERVICES FOR A BIGGER COMMUNITY IMPACT

Our five Focus Areas commit us to rolling up our sleeves in partnership with the WA Country Health Service (WACHS), Commonwealth Government, St John WA and the many organisations and supporters with whom we work to provide the finest care to the furthest corners of WA.

1.

3.

EXCELLENCE IN AEROMEDICAL SERVICES

The RFDS will remain true to its heritage, focusing on innovation, safety, curiosity and a strong sense of community to drive us towards our 100-year anniversary in 2028.

A SUSTAINABLE AND HIGHQUALITY WORKFORCE

PATIENTS AND COMMUNITIES SAF ET ENHANCE OUR TECHNOLOGY AND SYSTEMS

V

At the core of this Strategy are three key principles: innovation, partnership, and safety. Every decision and action will be made and evaluated according to these principles.

4.

N

5.

BUILD A SUSTAINABLE ORGANISATION

IO

Y

This Strategy will deliver benefits including more everyday health care services in remote communities, research translated into practice for the benefit of patients, greater advocacy on key issues affecting regional Western Australians, new innovations in our flagship aeromedical service, and our first environmental sustainability plan.

NE

AT

STRATEGY SNAPSHOT

IN

7

N

O

Archie Retrieved by the RFDS multiple times from Kununurra.

Raised over $300 selling rocks at the local markets.

GOALS

PURPOSE

OBJECTIVES

INITIATIVES

WHERE WE WILL FOCUS

WHY IT MATTERS

WHAT WE WILL DO

HOW WE WILL GET THERE

FOCUS AREA

Annual statistics prove the demand for aeromedical services continues to grow, with more than 10,000 patient retrievals in 2023.

Protect and strengthen our flagship aeromedical service in WA.

• Purchase new aircraft to replace assets and expand the fleet.

1:

EXCELLENCE IN AEROMEDICAL SERVICES

• Plan and build the RFDS Operations Centre of the future.

• Optimise the RFDS Fortescue Heli-Med Service for the benefit of WA patients.

As WA’s primary aeromedical service, we are committed to being there whenever patients and the WA Health network need us.

Strengthen relationships and collaborations with service partners.

We must continuously improve our flagship aeromedical service through greater efficiency, technology and strong connections throughout the WA Health network to maintain excellence.

• Manage a smooth transition into a new contract with WACHS that is in the best interests of patients, provides value for money for Western Australians and sustains the RFDS as a leader in aeromedical care.

• Establish a strategy to engage and collaborate with stakeholders across the health system.

Improve how we measure our performance and identify trends, opportunities and areas for improvement.

• Implement new performance measures, dashboards and reporting.

• Evaluate the impact of the Rio Tinto LifeFlight Jets to demonstrate the value of this innovation in our fleet.

• Evaluate the RFDS Fortescue HeliMed Service to assess its impact and plan for the future.

9

Levina Patient at the RFDS Yakanarra Clinic.

GOALS

PURPOSE

OBJECTIVES

INITIATIVES

WHERE WE WILL FOCUS

WHY IT MATTERS

WHAT WE WILL DO

HOW WE WILL GET THERE

FOCUS AREA

Research from around Australia, including RFDS’s Best for the Bush research reports, highlight something we already know through our everyday work: it’s not easy to access comprehensive primary health care in the bush.

Scale up our ‘profit for purpose’ commercial services to increase our impact where it’s needed and direct those profits back into meeting the needs of regional communities.

• Develop a commercial/resource sector value proposition.

Expand meaningful primary health care to help people manage their health within their communities; including preventative health care and health promotion.

• Set up, scale and expand primary health care services.

Establish a research arm for the RFDS to better understand need, shape our service and boost our impact.

• Develop multidisciplinary research capabilities.

Be an advocate for health issues affecting people in regional WA.

• Establish an advocacy program.

2:

EXPAND SERVICES FOR A BIGGER COMMUNITY IMPACT

The reports show a significant portion of RFDS retrievals are for preventable illnesses, indicating patients have found it difficult to get the health care they need before their condition becomes an emergency.

As an organisation whose overarching mission is to provide the finest care to the furthest corner, we must play a role in improving health equity for the communities we serve.

11

• Establish a GP Clinic in Kalgoorlie in a University Department of Rural Health partnership with Curtin University and WACHS.

Beth Retrieval Nurse in Kalgoorlie.

GOALS

PURPOSE

OBJECTIVES

INITIATIVES

WHERE WE WILL FOCUS

WHY IT MATTERS

WHAT WE WILL DO

HOW WE WILL GET THERE

FOCUS AREA

Our organisation relies on dedicated people with an incredibly unique combination of expertise and experience.

Optimise how we use the extensive skills and capabilities of the RFDS team to help us achieve our potential.

• A clear framework of competencies that covers every role at the RFDS.

A positive, productive and inclusive workplace culture that enhances workforce satisfaction, engagement and overall performance.

• Deliver culture transformation initiatives and track our progress.

Define how the organisation is unique, what it stands for and the reasons why our people are proud to work here.

This will help attract top talent and foster engagement, loyalty and retention.

• Develop an Employee Value Proposition.

New and improved employment pathways and opportunities, including for emerging leaders, graduates and people based in regional WA.

• Create new partnerships with universities and other education and training institutions.

3:

A SUSTAINABLE AND HIGH QUALITY WORKFORCE

We must ensure our people have the capability to succeed if we are to provide the finest care to the communities we serve.

• Enhance a ‘grow our own’ approach to providing strong career pathways and professional development opportunities for existing employees.

• Explore potential options for a shared workforce in consultation with our key partners.

• Enhance employment pathways and recruitment campaigns.

• Develop formal trainee, apprenticeship and graduate programs.

13

Dr Jig With a patient in an RFDS aircraft.

GOALS

PURPOSE

OBJECTIVES

INITIATIVES

WHERE WE WILL FOCUS

WHY IT MATTERS

WHAT WE WILL DO

HOW WE WILL GET THERE

FOCUS AREA

Our organisation relies on effective performance to deliver safe and cost-effective care.

Push ahead with our Digital Innovation Strategy.

• Prioritise and deliver Digital Innovation Strategy to meet strategic and contractual expectations.

Track our own performance to strengthen decision-making.

• Boost strategic execution and reporting capabilities.

Make further improvements to governance to achieve greater transparency and efficiency.

• Refresh corporate governance, organisational and performance management systems.

4:

ENHANCE OUR TECHNOLOGY AND SYSTEMS

For our teams to do the best job they can, they need access to modern tools and systems.

Improving technology and systems will unlock opportunities for our people and services to succeed and grow.

15

Bella Retrieved from Brookton in 2022.

6

GOALS

PURPOSE

OBJECTIVES

INITIATIVES

WHERE WE WILL FOCUS

WHY IT MATTERS

WHAT WE WILL DO

HOW WE WILL GET THERE

FOCUS AREA

Building and embedding sustainability throughout our organisation is critically important to ensure continued growth to our 100-year anniversary and beyond.

Work with the WA community to expand our fundraising, philanthropy and partnerships.

• Enhance existing partnerships and develop new ones.

5:

BUILD A SUSTAINABLE ORGANISATION

• Expand and enhance fundraising campaigns.

• Implement a Donor Stewardship Strategy.

This includes sustainability in funding, community support, the environment, and our network and fleet.

A strategic approach to environmental sustainability.

• Establish a strategy to achieve net zero operations.

Ensure our network and aircraft fleet are fit-for-purpose.

• Develop an aircraft replacement plan.

• Establish a facilities and assets development plan.

17

MAKING IT HAPPEN PHASE 1: SHAPE January 2024 to June 2025 The first phase is focused on the 1 to 18 month period - laying the foundations for success. This involves reviewing, stabilising and enhancing what we are already doing well, and ensuring the organisation is in the best position to achieve its goals.

PHASE 2: SCALE July 2025 to December 2026 The second phase is focused on building on the foundations of Phase 1. This includes expanding and enhancing our services in collaboration with our partners and communities we serve.

PHASE 3: SUSTAIN January 2026 and beyond The final phase is focused on embedding new strategic initiatives into RFDS services across WA.

WACHS Allied Health team members Jemma and Angela, with patient Mary and RFDS Nurse Lisa.

This Strategy is a dynamic plan for the next five years at the RFDS in WA. We will continue to evolve and adapt with the needs of the communities we serve, and will provide regular updates and opportunities to refresh the timeline alongside the priorities of WA.

FOCUS AREA 1.EXCELLENCE IN AEROMEDICAL SERVICES

PHASE 1: SHAPE 1–18 months

PHASE 2: SCALE 18–36 months

WA Health system engagement/collaboration strategy Evaluation of rotary wing service Aeromedical optimisation program Future coordination centre operation model

2. EXPAND SERVICE AND IMPACT

Commercial sector growth Grow primary health care Systematisation and sustainable partnerships Research capability RFDS advocacy program Kalgoorlie GP Clinic

3. FOSTER A SUSTAINABLE AND HIGH-QUALITY WORKFORCE

Establish Skills and Competency Framework Our culture initiative Our talent initiative Employee Value Proposition Innovative employee opportunity pathways Enable workforce sharing

4. ENHANCE OUR TECHNOLOGY AND SYSTEMS

5. BUILD A SUSTAINABLE ORGANISATION

Digital Innovation Strategy Governance and Management Systems Implementation of the Digital Innovation Strategy Enhance fundraising and community engagement Environmental Sustainability Strategy Fleet, property and network development Set outcomes-based evaluation and reporting

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The Royal Flying Doctor Service in Western Australia respects and acknowledges the Traditional Owners of the lands upon which we work, live and fly.

We acknowledge their continuing connection to the land, sea and skies of Western Australia.

(08) 9417 6300 | 3 Eagle Drive, Jandakot WA 6164 © Royal Flying Doctor Service (Western Operations). All rights reserved. ABN: 29 067 077 696.

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