Strategic Plan 2014-2018


Part 1        Vision, Mission and Objectives 

1.1           VISION

South Gippsland Hospital will demonstrate excellence in community focused rural healthcare’

1.2           MISSION

  • To deliver the highest quality health care services that are equitable and accessible to all; that
  • Meets the current and changing needs of our community; and
  • Collaborate with our strategic partners to provide innovative models of care that reflect best practice


  • Develop a health service which is responsive to community needs
  • Improving status of our community’s health status and health experiences
  • Expanding our workforce and build system capacity
  • Increase financial sustainability and productivity
  • Implementing improvement and innovation
  • Increase accountability and transparency

1.4          CORE VALUES

Trust : We act with integrity and can rely on each other
Excellence :We do our best at all times and look for ways to improve
Accountability: We accept responsibility for our actions, attitudes and mistakes
Mutual Respect: We treat others the same way that we would like to be treated


Part 2        Strategic Directions

Strategic Priority 1

Developing a health service that is responsive to community needs


Victorian Health Priorities Framework 2012 – 2022 – Rural and Regional Health Plan





Broad Plans
Unique health and health system issues and experiences in rural and regional Victoria

Engaging local communities in the design and management of local health services is an important aspect of good governance.

Supporting people to participate in decision making and community planning helps to build an adaptive and responsive rural and regional health system. It can also build a positive connection between the health service organisation and the community.

Health services need to ensure the care they are providing reflects their capacity to address the population health needs of their community, is clinically appropriate and remains cost-effective.



1.1 Community and stakeholder engagement is embedded in the planning and delivery of safe and appropriate health services. ·       Plan and implement strategies to address key demographic and health determinants

·       Identify partnerships that are representative of the different demographics within the catchment area.

·       Improve overall care planning and co-ordination.

·       Engage with community to plan and develop service provision.

·       Establish mechanism for community consultation and feedback

·       Adopt a population health approach to health service planning through preparation of an up to date health services plan to identify key health needs in the community. Further develop sub- acute services to meet community needs

·       Further develop patient discharge management strategies.

·       Ensure that there is regular communication with existing and potential donors. Actively seek additional philanthropic funding to broaden our base of funding streams

·       Encourage the continued support of the volunteer program in the health service..

1.2 Develop models of care that are responsive to the specific needs of the community, clinically appropriate and cost effective ·       Maintain and further develop acute care and primary health services.

·       Provide healthcare in the most clinically effective and cost effective environment

·       Develop programs which prevent unnecessary admissions through early intervention.

·       Promote the provision of care in the community setting


·       Develop hospital and community health facilities to meet future needs.

·       Maintain current service profile as core activity.

·       Seek to establish most cost effective service delivery through sub regional collaboration.

·       Develop a palliative care model which recognises community need and ensures appropriate sub regional co-operation.

·       Establish programs which are responsive community needs.

·       Develop systems and funding streams to support the growth in community health programs

Strategic Priority 2

Improving our community’s health status and experience


Victorian Health Priorities Framework 2012 – 2022 – Rural and Regional Health Plan

Objectives Strategies Broad Plans
What this means: Ensuring people are as healthy as they can be , they are engaged in their own health care and they enjoy the best health care outcomes/experience possible


Ensuring the roles and responsibilities of health service providers are clearly articulated will help to reduce service duplication and support the delivery of clinically appropriate and cost-effective services across the rural and regional health services system.


2.1 Promote a healthy   community ·       Strengthen partnerships in the health precinct to connect services and client information.

·       Work with regional partners including South Gippsland Shire Council, South Coast Primary Care Partnership (PCP) and regional health services to support health promotion priorities

·       Lead co-operatively with precinct partners to ensure cost effective services are provided.

·       Work with clinicians and patients to ensure that care planning is embedded in care management.

·       Ensure that precinct partners and other sectors are fully aware of scope of service capability.

·       Engage with PCP, South Gippsland Shire and other health service providers to co-ordinate promotional activities

·       Ensure that diversity is recognised and barriers are fully addressed


2.2 Reduce and prevent unnecessary hospital admissions ·       Develop early intervention programs in community setting.

·       Facilitate integrated planning and work processes in the health precinct.

·       Develop and strengthen linkages and relationships to appropriate external health and welfare services.

·       Develop outreach services in the community.

·       Ensure that care co-ordination enables all patients and clients to be supported with comprehensive inter-disciplinary services.


Strategic Priority 3

Expanding service, workforce and system capacity


Victorian Health Priorities Framework 2012 – 2022 – Rural and Regional Health Plan

Objectives Strategies Broad Plans
Approaches to change that will be critical include: focusing on greater utilisation of community and home-based care; maximising the benefits of preventive and early intervention approaches; enabling implementation of innovative workforce strategies, and utilising the capacity that exists within our hospitals.

Engaging local rural people in the delivery of health services, both in clinical and non-clinical roles, is fundamental to the ongoing sustainability of the service system. Enabling local people to access training and development opportunities in their local community helps to build and retain the necessary workforce capacity.

3.1 Address preventative and early intervention approaches to health care ·       Focus on greater utilisation of community and home- based care

·       Implement innovative workforce strategies utilizing existing capacity.

·       Engage with external partners to deliver services in the community.

·       Develop health literacy through development of key programs


3.2 Attract, retain and develop appropriately skilled workforce



·       Encourage the use of the health service as a training facility for all health professionals.



·       Provide appropriate facilities to promote SGH as a centre of educational excellence.

·       Expand scope of work in the health precinct through developing the local healthcare workforce resources

·       Continue to promote, engage and encourage involvement of student and workforce in learning

·       Encourage staff development to meet changing needs

·       Align the requirements of best practice clinical learning environment framework.

Strategic Priority 4

Increased financial sustainability and productivity


Victorian Health Priorities Framework 2012 – 2022 – Rural and Regional Health Plan

Objectives Strategies Broad Plans
Clinically appropriate and cost-effective service configuration extends to the organisation

of services. Configuration must minimise gaps and reduce duplication. Services should

be delivered through a networked system where providers work together.


Evaluate existing service arrangements against key indicators such as clinical safety,

operational sustainability and community viability. Consider alternative service provision

models and service delivery settings where clinically appropriate to improve financial productivity and sustainability.


In rural and regional settings, particularly smaller communities, it may be difficult to get the economies of scale required for efficient delivery of some clinical support and corporate support services such as: linen management; coordination and management of flexible staffing pools; payroll; and food services.

4.1 Develop clinically appropriate and cost effective services ·       Expand primary and acute service efficiency though sub regional collaboration.



·       Engage with sub regional hospital and actively seek opportunities to collaborate.

·       Identify service gaps and duplication where efficiencies can be achieved

·       Evaluate existing service arrangements against key indicators and participate in sub regional collaborative events

4.2 Manage resources to meet evolving needs ·       Optimise resource use. ·       Develop cost effective services in collaboration with precinct partners.

·       Seek efficiencies in corporate support and ancillary services through economies of scale.


4.3 Secure additional funding streams ·       Maintain and acquire alternative and additional main stream funding. ·       Actively promote the health service in the community to seek financial support.

·       Actively seek philanthropic and other sources of funding grants.

·       Work with DH for additional funds for service and capital development.

Strategic Priority 5

Implementing Improvement and innovation


Victorian Health Priorities Framework 2012 – 2022 – Rural and Regional Health Plan

Objectives Strategies Broad Plans
The effective and innovative use of e-health, telehealth and remote monitoring, as part of a coordinated, integrated and sustainable service model will support improved access

and outcomes for rural and regional people. E-health may negate the need for travel away from the local area as expertise and advice may be able to be provided remotely.

5.1 Continue development of the culture of improvement and innovation ·       Explore, evaluate and utilise technological developments

·       identify opportunities for systems and process improvement

·       Adopt systems utilising
e-health, telehealth and remote monitoring where appropriate and cost effective.·       Explore , evaluate and utilise technological developments.·       Encourage staff to suggest system or process improvement·       Expand technological interface within health precinct and sub regional agencies.
5.2. SGH will ensure that Governance accountability maintained. ·       Build upon existing quality framework

·       Ensure appropriate reporting to Board of Management

·       Fully Comply with the National Safety and Quality Health Service Standards

·       Ensure all governance policies and requirements of the BoM are fully developed and reviewed.

Strategic Priority 6

Increasing accountability and transparency


Victorian Health Priorities Framework 2012 – 2022 – Rural and Regional Health Plan

Objectives Strategies Broad Plans
A transparent health system should provide the community with full reports on outcomes and performance. These reports should include accurate and relevant information about the individual hospitals and health service providers and the broader health system, for example, by reporting openly on waiting lists. 6.1 Communicate through open and transparent reporting


·       Provide stakeholders with appropriate information on service outcomes and performance


·       Promote information systems such as Quality of Care Report and Myhospital Website





Website by LM