Strategic Intent 2019-2024

• February 2018• Strategic Policy Eco System

• Feedback• Regional workshops and

summaries• Strategic Intent August 2018• Regional Discussion Executive

Conference 2018• Updated July 2019

What we envisaged

VisionBe the health, community and aged care provider of choice, delivering with equity and compassion integrated, seamless, safe and quality care appropriate to the individual and the community’s needs.

Strategic Priorities motivate transformation journey• Entrust, support and equip people to make their best and

most effective contribution to Calvary’s mission to provide ‘healing, hope and nurturing to the people and communities we serve.’

• Anticipate and respond to opportunities that will impact upon the communities that Calvary serves.

• Research and innovation to meet health and social needs now and in the future.

• Upgrade and maintain our facilities, ICT assets, infrastructure, and work environments and pursue innovative enterprise for the benefit of our people and our environment.

• Create opportunities and partnerships to utilize our resources more effectively in the service of others.

Specific Considerations of LCMHC Board –February 2018• Calvary’s Mission should be at the centre and delivery should not be

contingent on revenue.

• An integrated health service offering; with a focus on geographic areas of strength, using Community Care to drive in-home care, with better connections with primary care, added strength in research policy and advocacy; all supported by technology, empowering people in their own environment.

• A large, stable organisation and a preferred provider of End of Life Care. A data rich organisation, with an easy to use IT system, delivering on needs not wants. A focus on the type of person who needs care across the continuum, plus mission on critical areas.

Discussions Executive Conference 2018

Why transform ourselves?

• Ensure that the people and communities we serve are the starting point in everything we do

• Deliver safe and high quality care in the most effective and integrated ways possible

• Wrap holistic care around the individual

• Ensure continuity in their journey

• Reduce their experience of episodic and unconnected transactions which do not seem to contribute to a holistic healing picture

We need

• A common agenda;

• Shared data and measurement;

• Mutually reinforcing activities;

• Open communication; and

• Backbone support to convene and coordinate activities.

Regional Structures – Integration of Aged and Community Care with Hospitals• Strengths of Calvary – organization in every aspect of the health/aged

care market; but a shifting market

• How do we create the Calvary system?

• National – Regional – Local with support from SMEs and consistency

• Regional make-up

• High level architecture

• Communication

Consistency, Standardisation and Effectiveness• Creating the Calvary system – not ad hoc• What is it that we mandate as common? And what is left to regional

decision making and what to local decision making?• Examples:• Governance and strategy: organizational, mission, clinical, corporate• Mechanisms for starting, transitioning, standardizing (services)• Acquisition; commissioning RAC/hospital; building a service; reducing

carbon footprint; models of care; reducing (unplanned) variation; reliability• Reduce wastage, double handling, duplicated effort – increase capacity to

be with people who need our presence and attention• Increase strengths to focus strategically

Primary Care Strategy• Declaration of Alma-Ata (1978)

• Why? Strong, well researched international evidence that effective PC reduces mortality, comorbidity and increases cost effectiveness

• Opportunities – unique Calvary offering can be augmented with effective PC /PHN strategy

• Things we need to think about in developing PC:

1. Structure and models

2. Clinical Governance

3. Funding and business model(s) – in a regional approach

4. Enablers and design

5. Opportunities for vulnerable groups

6. Innovation

7. Dementia – major cause of mortality by 2025

ICT/Digital Strategy – How do we get this right?• We need to develop a and implement a digital vision/strategy across

Calvary. This strategy needs to align and support the business strategy.

• The proposed solutions need to meet the needs and expected user experience of staff, clients/residents, patients, VMOs and ancillary stakeholders. Data analytics is also imperative.

• Without advancements in our digital strategy Calvary will be at a competitive disadvantage .

• In the past there has often been decentralised approach to decision making for ICT and software applications.

IR/ER Strategy• Our employment regulation is complex and includes, but is not limited to, State

and Federal legislation, Modern Awards, Enterprise Agreements, Public Sector Acts and policies and Common Law Contracts.

• Calvary’s policy has historically been one which has made industrial relations a line management responsibility, supported by external specialist service providers such as SIAG.

• This has required local management to manage Enterprise Agreement negotiations without a consistent Calvary wide approach.

• As a result the current approach does not appear to have achieved the business requirements and has introduced avoidable risk to the organisation.

• Should we embark on a more and consistent and national approach to enterprise bargaining and seek consolidation of EAs where appropriate which will support workforce mobility?

Exercise – Strategy Implementation Plan

• Definition – what are we trying to achieve ?

• Stakeholders

• Resources – including constraints

• Risks

• Communication

• Evaluation

• Timeline