The Children, Youth and Women’s Health Service in 2005 and beyond

1. The Children, Youth and Women’s Health Service in 2005 and beyond Heather Gray, Chief Executive

2. Today’s presentation • A quick look back to where we began • Our progress to date • What we have to look forward to • CYWHS Strategic Plan • Questions

3. The Health Reform Objectives – why change? • Quality and safety of health care • Improved community participation • Sustainable and integrated health services • Primary health care • Health inequalities including Aboriginal health • Better systems – population based funding, workforce development, information systems and efficiency The Health Reform provides us with a unique opportunity to deliver better services and improved health to women, children and young people in SA. This is our driving force for change.

4. What have we achieved to date? • Established a Transitional Executive • Created one region • Finalised our Health Service Agreement • Developed communications mechanisms, including a new website • Adopted Human Resources processes and guidelines • Established a process for strategic planning • Determined the priority functions, activities and responsibilities to meet our Constitution • Developed key relationships

5. What have we achieved to date? cont • Developed a draft clinical governance framework which will go to the Safety and Quality Board Subcommittee prior to general consultation • Instituted regular reports to Board on clinical risk • Developed incident management policy across CYWHS • Reviewed function of medical appointments and processes across CYWHS • Initiated review of medical credentialing and privileging process

6. What have we achieved to date?(cont) • Announced new leadership structure • Opened new regional office • Developed partnerships through consultative processes • Youth health forum • Women’s health forum • Regional rural consultations

7. Tasks commenced • In order to provide support for clinical and community services and to improve efficiency and effectiveness of our services we will be: • Integrating service and corporate functions • Establishing a major program for ‘Improving the patient’s journey’ • We will be taking on new roles and functions to reflect our state-wide role: • Women’s Health Action Plan • Child Protection Task Force and Audit • Maternal and Perinatal Framework • We will also be undertaking planning to support key priorities, for example: • An Aboriginal Health Strategy

8. Chief Executive Clinical Governance Advisory Group General Manager Health Care Services Executive Director Corporate Services Executive Director Strategic Development & Management Executive Director Population and Primary Health Care Services Executive Director Clinical Services Executive Director Clinical Governance and Research New Leadership Structure

9. Implementing the Leadership Structure • Steps so far … • Board endorsed new leadership structure – 14 December 2004 • Structure communicated to staff – 15 December 2004 • Structure communicated to external stakeholders and media – 16 December 2004 • Consultation period for staff and Unions – 4 January 2005 • Communication with Department of Health Labour Relations Unit and Office for the Commissioner of Public Employment (OCPE) • Job and person specifications submitted to DoH and OCPE • OCPE approved executive levels for all new leadership positions • All positions advertised in national and state press on 22 January 2005 • Selection panels established and interviewing Feb 21-23

10. Further Development of the Structure • Only the Executive structure has been finalised • Once the new Executive team is in place, the structure for the wider organisation – the configuration of divisions and units, will be determined

11. Benefits of the new structure • Clear leadership for Primary Health Care • Improved integration of primary, secondary and tertiary services • Combined leadership for Primary Health Care and Acute services will promote innovation and integration • Quality and Safety and Clinical Reform are high on the agenda • Strong leadership focus on research

12. Benefits of the new structurecont • Executive Directors have responsibilities linked to priorities including Aboriginal Health and Child Protection • The Strategic Development positions will ensure delivery of the Health Reform within the CYWHS • The Clinical Governance Advisory Group ensures clinicians have a strong voice and key influence without assuming extra management responsibilities

13. What does this mean for our services? • The structure will enable us to respond to our emerging priorities • Aboriginal health • Primary health care and prevention • Sustainable and integrated acute services • Keeping children safe • Addressing health inequalities • Workforce development • Research • Mental Health • The structure will enable us to better meet our vision….

14. The emerging vision guiding our leadership • Key themes … • The health of children, young people and women is improved • Good health is available to everyone – this means that we must have a sustainable, integrated and affordable health system • Health inequalities are exposed and removed • The health system makes a real contribution to improving health • When people do get sick or become injured, patients are safe in our care and our services are responsive and compassionate

15. Our Strategic Plan • As we begin to articulate our vision and priorities, the Board has undertaken considerable work developing a draft Strategic Plan for the CYWHS

16. Our Strategic Plan • Is the highest level planning document for the CYWHS • Will be a strategic response within the context of the climate of health reform, our Constitution and our Health Service Agreements • Sets the parameters for other plans and thus guides health service planning and delivery over four years • Will be the result of a comprehensive planning process involving a broad range of people and groups • Will include high level targets and measures

17. The Strategic Plan sets our • Vision – our aspirations for the people we service and the organisation in which we work • Mission – relates to our purpose • Organisational values and attributes – our values will underpin the way we work to achieve our goals • Goals and objectives – may be drawn from the Government’s Health Reform key objectives and our Constitution • Key strategies or focus areas for action – how the CYWHS will work towards the goal • High level targets will enable us to report against the Strategic Plan and measure our performance

18. How can you become involved in shaping the Strategic Plan? • The draft Strategic Plan will be posted on the Intranets and CYWHS website with opportunity for feedback • CYWHS managers will present an outline of the draft plan at staff meetings and will encourage your feedback • 100 staff will participate in focus groups on 28 February 2005 • Participation in focus groups will be through nominations from Transitional Executive, expressions of interest and random selection • Feedback will be forwarded to the CYWHS Board

19. How can you become involved in shaping the CYWHS? • There are other opportunities for you to be involved in building and shaping our service. Other current work includes: • Aboriginal Health Strategy • Primary Health Care Action Plan • Developing the organisational structure

20. How can you become involved in shaping the CYWHS? (cont) • You can also provide feedback at any time by: • Accessing the CYWHS Internet – www.cywhs.sa.gov.au • Go to Contact Us on main page and click on Enquiries and Feedback. Under this section, you can use the automated form and communicate with the Board Chair and with me. • Emailing me: • Email rossk@wch.sa.gov.au if you would like to communicate an idea, comments or feedback on general or specific issues. • This information will be posted on the Internet.

21. Thank you and questions