CanberraHealth ServicesStrategic Plan2020–2023health.act.gov.auOur visionCreatingexceptionalhealth caretogether.AcknowledgementIn developing and pursuing our strategic priorities, CanberraHealth Services acknowledges the Traditional Custodians ofthe land on which we live and work, the Ngunnawal Peoples.We pay respects to Elders past and present whose ancestralland it is upon which we provide care to our community.Canberra Health Services Strategic Plan 2020–2022 2“We are proud of our role as the national capital’s major healthservice provider. We provide world class services in some areasand this plan will help us build on these successes to becomebetter known as a state of the art, specialist provider.”Dr Maya Latimer, Clinical Haematology“Our Strategic Plan has been informed through reviewof current performance and consideration of emergingtrends in healthcare. It enables us to identify importantopportunities on which to focus our improvement efforts.”Amanda Boers, Quality Safety Innovation and Improvement“Our vision and values encompass what is requiredfor great teamwork. We have the privilege oflooking after the health of the community throughthe Pathology testing, we do. Our Strategic Planprovides us with a clear pathway to deliver on ourvision of creating exceptional health care together.”ACT Pathology Staff“Consumers value safe, high quality, health care that isresponsive to the needs of consumers, carers and our families.This includes access to timely care, being treated with dignity,respect, and encouraged and supported to be active in ourcare. We value health services that encourage and supportconsumers, carers and families to take part in improving thedelivery of care, improving safety and quality of care, policydevelopment, implementation and evaluation, research, andthe design of facilities and services. We value Canberra HealthServices commitment to working with consumers and carersto deliver safe, high quality care to Canberra and the region”Darlene Cox, Executive Director, Health Care Consumers AssociationCanberra Health Services Strategic Plan 2020–2022 3Strategy overviewWe will work in partnerships totackle barriers to health care.Providing inclusive, culturallyappropriate, psychologicallysafe, and respectful services.We will create the environment toattract, recruit, develop and retainthe highest calibre talent. A cultureof open and honest communication,in a supportive environment, willsupport our people to be their bestand grow professionally.A great placeto workWe will improve the experienceof our consumers by listening,engaging and designing modelsof care that deliver the higheststandards of safety and qualityin a timely way.Personalhealth servicesA partner to improvepeople’s healthWe will assume our role as aspecialist provider of tertiaryhealth services that are appropriatefor our catchment populationacross ACT and NSW. We will beleaders in key areas of research,education and clinical excellence.A leadingspecialist providerOur strategic prioritiesOur visionCreating exceptional health care togetherOur enablersAnalytics Technology Governance and Partnershipsdecision makingSustainabilitySafe Effective Well-led Accessible Personal ConnectedConsumersCanberra Health Services Strategic Plan 2020–2022 4This is Canberra Health Services’ (CHS) Strategic Plan for the next three years. It setsa clear path forward for the organisation to deliver against our vision of Creatingexceptional health care together for our consumers, their families, and carers.CHS is part of a broad system of healthcare across the Australian Capital Territoryand New South Wales. So, we developed this plan in consultation with a widerange of partners, including consumer organisations, other service providers, anduniversities. There has also been extensive engagement within our organisation,involving every division.CHS was formed following the division of ACT Health into two separate organisations from 1 October 2018. This was donewith the aim of enabling our organisation to have a clear focus on operational effectiveness and efficiency, and to improveaccountability for health service delivery. The change provided us with clarity of purpose, which is defined and will beoperationalised through this document; our first, three-year strategic plan.CHS works in partnership with the ACT Health Directorate, which has a system steward role for the ACT health system as awhole. This includes driving collaboration across the system with responsibility for outcomes, including the health of the ACTpopulation. On the interaction of policy advice and operation of the publicly owned clinical service system, both the ACTHealth Directorate and CHS work together to provide sound advice to Ministers.BackgroundIntroductionServices providedCanberra Health Services provides a range of publiclyfunded acute, sub-acute, primary and community-basedhealth services to people in the Australian Capital Territoryand surrounding Southern New South Wales region.These services are provided through:• Canberra Hospital—a modern 600-bed tertiary hospitalproviding trauma services and most major medical andsurgical sub-specialty services• University of Canberra Hospital—a specialist centre forrehabilitation, recovery and research with 140 inpatientbeds, 75 day-bed places and additional outpatient services• Community health centres—six centres providing arange of general and specialist health services to peopleof all ages• Walk-in Centres—four centres providing free treatmentfor minor illness and injury, with a fifth to open by theend of 2020• Community based health services—ranging from earlychildhood services, youth and women’s health to dentalhealth, mental health and alcohol and drug services.Our Vision, Role and ValuesOur people in CHS defined an aspirational vision for the future:Creating exceptional health care together.We defined our role to be a health service that is trusted by ourcommunity and our values:• Reliable: We always do what we say• Progressive: We embrace innovation• Respectful: We value everyone• Kind: We make everyone feel welcome and safe.This plan sets a clear path forward tosupport our vision, role, and values.Canberra Health Services Strategic Plan 2020–2022 5In 2018, CHS provided services for a catchment of just over 420,000 people living inthe ACT as well as a further 200,000 people from the surrounding NSW area.The people we serveACT catchment NSW catchmentPopulationLife expectancyAge profileAboriginal andTorres Strait Islander Peoples~420,000~6,500This is expectedto grow to around470,000 by 2026indicatinga growth rateof ~11.5%.1.5%of population.81.4Years~18%of the populationis aged 14 and younger~13%of the populationis aged over 6585.2YearsMale FemalePopulationLife expectancyAge profileAboriginal andTorres Strait Islander Peoples~230,000~7,000This is expectedto grow to around247,000 by 2026indicatinga growth rateof ~7%.3%of population.79.2Years~17.5%of the populationis aged 14 and younger~21%of the populationis aged over 6584.5YearsMale FemaleCanberra Health Services Strategic Plan 2020–2022 6In developing our strategic plan, we reviewed our current performance, andconsidered emerging trends influencing the future of health care. This allowedus to identify important opportunities and challenges to focus on.Context for changeChallengesSimilar to other health services worldwide, we facechallenges in how we provide services and ultimatelyachieve our vision of Creating exceptional health caretogether. These can be summarised as follows:WorkforceWe are experiencing challenges affecting our ability toattract, recruit and retain high quality talent. Additionally, wehave identified a need to improve our workplace culture anddecrease occupational violence.Infrastructure/assetsWe continuously experience challenges in providingthe requisite services to our catchment with ageinginfrastructure and assets.DataWe use many systems which are fragmented and attimes make it hard for our people to do their jobs, anddo them well.InequityPeople in our community experience health inequity dueto barriers in access to health services for under-served andlower health status cohorts.Demand, capacity and financial sustainabilityWe are experiencing higher demand for services as a resultof population growth, ageing and increasing incidence ofchronic conditions. This is driving our cost base. Capacitypressures and heightened consumer demand have led tochallenges providing timely care. We are also experiencingchallenges discharging or transferring our consumers to thenext appropriate care setting.OpportunitiesThere are also important opportunities that CHS is wellplaced to embrace. These can be summarised as follows:Our teamCapitalise and build on our people’s commitment andexpertise.Infrastructure assetsInvesting in infrastructure and health assets allows formodernisation across our sites and the ability to use currentspaces in innovative ways.DataImproved data and information provides an opportunityto optimise clinical services, operational performance, andpersonal health care approaches.Integration of careBetter integration of a person’s care throughout their healthcare experience.ResearchA robust research portfolio with strong academic andindustry partnerships.TechnologyThe use of modern technology to connect and visualisehealth care data improves clinician-clinician and consumerclinician communication and information sharing, as wellas enabling more efficient workflows that improve theexperience of our workforce and our consumers.Canberra Health Services Strategic Plan 2020–2022 7Exceptional careWe worked with our partners to define what our vision of creating exceptionalhealth care together means.Our strategic planOur Priorities and EnablersWe will realise ourvision by relentlesslyimplementing ourStrategic Prioritiesand engagingthe Enablers thatsupport them.Well-ledOur leadership, management andgovernance assure the delivery ofhigh-quality care, supports learningand innovation, and promotes an openand fair culture.ConnectedWe work collaboratively with partnersto better connect and integratecare, to improve the health of ourcommunities.PersonalOur services treat people withcompassion, kindness, dignity andrespect. They are responsive tomeet the needs of patients, familiesand carers.AccessibleOur services are inclusive and availableto all people when they are needed.EffectiveOur care, treatment and support isbased on evidence and achieves thebest possible outcomes.SafePeople feel safe and are protectedfrom avoidable harm.VisionRoleValuesCanberra Health Services Strategic Plan 2020–2022 8CHS will better serve our consumers by improving thetimeliness of our care—across acute, sub-acute andcommunity settings—by working better together as a team,with clear accountabilities at all levels of the organisation.We will strengthen how we work with partners to improvepathways for consumers into, across, and out of the system.Our care experience will be delivered to the higheststandards of safety and quality.We are committed to ensuring people are partners intheir own care. We commit to co-designing any new caremodels with consumers, carers and community partners,and promoting autonomy and self-care in our approach toservice redesign.By 2023, we will deliver timely carethrough our acute, sub-acute andcommunity environments, underpinnedby the highest standards of care.Our strategic priorities1 Personal health servicesWe will improve the experience of our consumers by listening, engaging anddesigning models of care that deliver the highest standards of safety and qualityin a timely way.Our initiatives:People-centred careCare that is safe, improves outcomes and minimisesdependence on the health system.Timely care and patient flowImprove flow in, through and out of CHS.Innovation and improvementDeliver continuous innovation and improvement throughestablishing a centre of exceptional care.Co-design and engagementin care decisionsEnsure and grow structures for ongoing, meaningfulengagement with consumers, families, carers and theirrepresentative organisations.Canberra Health Services Strategic Plan 2020–2022 9Our people are the key to achieving our Vision. An engagedworkforce drives better patient outcomes, increasedenjoyment and meaning in our work, and helps to attractthe best people—and keep them. We will strengthen ourexisting environment and planning structure to attract,recruit and retain the highest calibre talent. We willcreate a culture that fosters open, honest communicationthroughout the organisation. We will invest in the supportand development of our team members at all levels fromstudents to senior practitioners, to enable them to developcapability, grow professionally and deliver best practice.By 2023, we will have a positiveworkplace environment by enhancingour culture, improving our attractionand retention, capability, safety andcross unit collaboration. We will haveprocesses that ensure the system worksfor our people—not the other wayaround.Our strategic priorities2 A great place to workWe will create the environment to attract, recruit, develop and retain the highestcalibre talent. A culture of open and honest communication, in a supportiveenvironment, will support our people to be their best and grow professionally.Our initiatives:Culture and leadershipDevelop a positive workplace culture through buildingleadership capability and engaging the workforce—toensure all team members are able to do enjoyable andmeaningful work.Attraction, recruitment and retentionPlan strategically for future workforce needs andenhance employee attraction and retention.Safety and reduction inoccupational violenceEnhance our existing culture and supporting strategiesto improve workplace health and safety with a focus onpreventing and minimising occupational violence.Workforce capability developmentInvest in training and development programs to enableall team members to advance their capabilities for thefuture, while creating a reputation as a great learningorganisation.CollaborationEnable greater teamwork, communication andknowledge sharing through unit, team andinterdisciplinary learning and collaboration.Canberra Health Services Strategic Plan 2020–2022 10We will strengthen our role as a specialist provider of tertiaryhealth services that are appropriate for our catchmentpopulation across the ACT and NSW. We will excel in keyareas of clinical service delivery.We will provide clinical leadership, training and support toreferring hospitals in our networks, and ensure people fromour catchment have access to the right specialist care, inthe right place, at the right time. We will also develop closerworking relationships with our universities and surroundingregional hospitals as well as with the specialist providers werefer on to. We will increase our focus on research, education,clinical trials and related policy development.By 2023, we will excel in key areas ofclinical care, research and education.Our strategic priorities3 A leading specialist providerWe will assume our role as a specialist provider of tertiary health services thatare appropriate for our catchment population across ACT and NSW. We will beleaders in key areas of research, education and clinical excellence.Our initiatives:Establish the service profileClearly define CHS’ service profile and role delineation inour clinical services plan, so that it aligns to populationsize and CHS capabilities.Strengthen teaching and trainingDeliver an innovative and collaborative educationalenvironment for developing specialist expertise acrossdisciplines, so that team members are inspired to join,contribute to, or return to our service.Grow and embed researchDevelop and implement a research strategy for CHSaligned to the priorities set out within this Strategic Plan,including translating research into practice, engagingpartners and attracting funding.Exemplar in key focus areasTake a leading role in chosen clinical areas, where wecan be a national exemplar.Canberra Health Services Strategic Plan 2020–2022 11CHS has an important role to play in improving the healthof people living in our catchment area. This includesaddressing challenges such as preventing and managingchronic and complex conditions, reducing health inequityand ensuring those with the greatest need can access ourservices. However, this is not something CHS can tacklealone. Much of the health inequity experienced in our regionand beyond is driven by social determinants such as housingsecurity and nutrition.We are committed to working in partnership withconsumers and other organisations to play our part inresolving these issues to help lift the health status of ourcommunities. We will reduce barriers to accessing healthcare by ensuring the services we provide are inclusive,culturally and psychologically safe, meet or exceedrequired standards, and we provide them with compassionand respect.By 2023, we will improve care forthose with chronic illnesses and doour part to reduce health inequity forour community.Our strategic priorities4 A partner to improve people’s healthWe will work in partnerships to tackle barriers to health care. Providing inclusive,culturally appropriate, psychologically safe, and respectful services.Our initiatives:Integrated careProactive connecting and coordinating care, with aparticular focus on mental health and chronic disease.Inclusive healthTailor services to meet the specific needs of under-servedgroups, ensuring that consumers, families and carerscan access the care they need to feel supported andrespected.Committed to Aboriginal andTorres Strait Islander peoplesProactive commitment to self-determination as theguiding principle in the delivery of programs andservices, and working in partnership with Aboriginal andTorres Strait Islander peoples to address matters that areimportant to them.Canberra Health Services Strategic Plan 2020–2022 12Our enablers3. Governance and decisionmakingWe will redesign our governanceprocesses to ensure accountability atall levels within CHS for delivering thisplan. This involves designing a processto evaluate the success of the plan andto embed it across the organisation.We will also continue to work closelywith the ACT Health Directorate andother partners to ensure our respectiveresponsibilities are clearly defined andwe are working in close collaboration.2. TechnologyWe will support exceptional healthcare with a safe, reliable, accessible,intuitive and integrated digital healthenvironment. We will integratetechnology and systems to improveworkflow and care coordination bothwithin and beyond CHS, to bettercapture data and improve the safetyof our care. We will introduce newtechnologies at a safe and sustainablepace, and work with team membersto support effective implementationand use.1. AnalyticsWe will establish the foundationsrequired to become an insight-drivenorganisation—one in which all teammembers have a clear understandingof performance drivers as well asopportunities to improve. This willinclude improving the quality,connectivity and utility of our dataassets. We will build on our capabilitiesin business intelligence and clinicalinformatics to harness information andshare learnings.5. SustainabilityWe are committed to creatinga strategically, environmentally,structurally and financially soundhealth service. We will invest in ourinfrastructure and use our spaces ininnovative ways to meet contemporaryand future requirements. Our actionswill be underpinned by financialdiscipline—which may, at times, meantaking hard decisions. We will focuson minimising waste, maximisingefficiency, and achieving value forinvestment. We will ensure our activityis captured and reported in its entirety,to support appropriate financial flowsfrom the Commonwealth.4. PartnershipsWe are committed to working closelywith our partners to deliver the bestoutcomes for our population, ourconsumers, for our people and ourteams. Successful delivery of our planrequires effective partnerships withother providers and stakeholders, thecommunity, primary care, universitiesand other education institutions,government and the private sector.We will communicate transparentlyand openly with all partners on ourStrategic Priorities, where we needhelp, and where we can help.Canberra Health Services Strategic Plan 2020–2022 13Holding ourselves accountableThis Strategic Plan sets a clear path forward for CHS to deliver on our vision.To ensure the plan generates meaningful change within our organisation, we useour Exceptional Care Strategy, Clinical Governance Framework, and annual CorporatePlans and Division Business Plans to translate our vision into every-day actions.The Exceptional Care Strategy provides guidance foreveryone involved with CHS about the role they play inachieving our collective vision of creating exceptionalhealth care together. The Clinical Governance Frameworkarticulates our governance structures and processes anddefines staff roles and responsibilities to ensure integratedcorporate and clinical governance at CHS. This ensures thesafety of everything we do.The Corporate Plan is the mechanism to step us towardsour vision each year and direct the organisation’s activitieswithin our four strategic priority areas. It identifies keyactions for focusing our efforts and investment. For initiativesthat span multiple years, the Corporate Plan breaks theseinto annual deliverables—so we are clear on what needs tobe achieved each year. And for other initiatives that can bedelivered within a single year, the Corporate Plan is used toprioritise timing.Annual Division Business Plans take the actions from theannual Corporate Plan and identify which CHS teams aregoing to do what. The plans provide a clear line of sight foreach team’s activities through to our vision. It also includeshigh-level details of each division’s business as usualactivities—the important work that teams are doing eachday to provide high-quality health care to the community.Divisional Business Plans also cover key Governmentdeliverables, including election commitments, ParliamentaryAgreement commitments, and funded budget initiatives.An important part of Division Business Plans is eachdivision’s annual budget. This is the funding commitmentprovided by CHS to each division to deliver against its plan.Cascading through these documents are performancemeasures. These measures determine whether we aredelivering the identified initiatives, and more importantly ifthey are having an impact and driving us towards achievingour vision.Canberra Health Services Strategic Plan 2020–2022 14
