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The Future –Our Vision, Aspirations and CommitmentsOur aim is to continue to build on our reputation as a qualitycommunity hospital and to provide timely access to anappropriate range of services within the hospital environmentand in the community setting.With the development of new facilities, services and modelsof care, the hospital will increase the range and acuity ofservices it offers.The development of an onsite education precinct willestablish the hospital as a credible provider of medicalstudent training. Following this, work will commence onproviding junior medical officer placements (includinginternship) and postgraduate medical training with morededicated specialist training places.Werribee Mercy Hospital will continue developing its existingtraining and development programs to meet the future needsof its workforce.It will maintain its high profile in the local community and willhave processes in place to ensure consumers have input intoservice design and delivery.Alternative models of care will be developed to acknowledgeskill shortages in specific areas without compromise tothe quality of care provided. These will be developed incollaboration with our service partners in primary, secondaryand tertiary care.In order to provide consistently high quality healthcare thehospital will need to develop and maintain its workforce ina climate that is likely to see a reduction in the availability ofqualified healthcare professionals.The role of future healthcare workers will be vastly differentto that which we have today. The hospital will respond tothe changing needs of its workforce to establish itself asemployer of first choice.As with health services universally, Werribee Mercy Hospitalwill face challenges to sustainability involving cost, qualityand consumer trust.The hospital will develop improved competency assuranceprocesses to meet the expectations of the empoweredconsumer. Such processes will be consistent andtransparent and, as a minimum, meet the emergingstandards for audit and assurance programs and theprinciples of open disclosure.Developments in IT will enhance performance in this area.It will also enable the hospital to develop a communicationframework that provides clear, consistent and timely transferof information to all of its consumers.All of these enhancements come at a cost and a significantissue for Werribee Mercy Hospital in the future will be thefunding of these initiatives. The hospital will demonstrateprudence in its management of costs and will continue toseek government investment in the delivery of its master planand service plan.Long Term Plan 2009-20195

Key PrioritiesThe next 10 years will bring many challengesfor Werribee Mercy Hospital. To meet these, wehave established a number of key priorities.Most importantly the hospital will continue toprovide high quality, outcome focused care forits community.A key focus in the coming years will be to increasethe range and acuity of services to meet thechanging needs of the community. The hospitalwill also review its models of care in order toreduce the reliance on inpatient care and providecare in a community setting wherever possible.The hospital has a master plan that outlines thedevelopment required to meet future demand.Coupled with the service plan detailing howfuture services will be delivered, it provides asound planning platform for future development.Werribee Mercy Hospital’s priorities for thefuture are:1. Develop the model of care to respond to theincreasing demand for healthcare services atthe hospital and in the surrounding catchmentarea.2. Establish the hospital as the employer offirst choice for healthcare professionals andensure that it is able to recruit and retain highcalibre people.6Werribee Mercy Hospital3. Implement the master plan to developand expand hospital facilities to meet theanticipated demand for services outlined inthe hospital’s service plan.4. Develop the clinician model of service whichprovides the optimum balance of senior andjunior medical staff.5. Increase the acuity and range of servicesprovided at the hospital.6. Optimise research, teaching and trainingthrough affiliation with universities and thedevelopment of an education precinct.7. Implement best practice in managing people,teams, resources and systems ensuringcompassion and respect for all people atall times.8. Develop and maintain communitypartnerships to engage consumers inservice design and delivery.9. Develop an education precinct andgraduate medical student training programin association with the University of NotreDame.10. Develop partnerships with tertiary/majormetropolitan hospitals to provide referralpathways and clinical and professional links.

Developing Strategic PartnershipsA key element to future delivery of health services will bethe need to develop strategic partnerships with a range ofproviders, private and public.One of the major issues affecting the long term viabilityof our service will be the issue of funding. With growth inhealth expenditure increasing, more effort will need to bemade to ensure common and complementary approaches tohealthcare provision.The development of common policy and funding platformsthat promote public and private services working togetheras equal partners in healthcare provision is required. Thehospital will work closely with the government and securepartners to improve service co-ordination and advocate forpolicy change.Werribee Mercy Hospital will also prepare itself to respondto changes in public policy and be in a position to effectivelyadvocate for an appropriate funding and policy framework forits services.Future focus will be on the development of collaborativemodels of care based on healthcare outcomes. Suchinitiatives will not only provide innovative and more sustainablemodels of care, they will be essential in attracting andretaining a future workforce. The hospital will also need tobuild on its current local alliances and to develop frameworksaimed at improving the wellbeing of those we serve.As systems are reviewed we need to advocate that thosemost at risk are not unjustly disadvantaged. Such allianceshave already commenced with integrated cancer servicesand palliative care consortia. Models of care involvinggeneral practitioners have been developed and will requirefurther enhancement. Partnerships between the hospital’sHospital Acute Readmission Program, Royal District NursingService and Community Health have been developed toensure timely care in the most appropriate setting (“righttime, right place”).Finally, to be sustainable in the healthcare industry wecannot rely simply on government funding. Increased focuswill need to be placed on the development of revenueopportunities or the development of private partnerships.Where there are limited opportunities for such venturesalternative funding mechanisms with the government willneed to be advocated and negotiated.Long Term Plan 2009-20197

Developing Strategic Partnerships –Operational Priorities D evelop collaborative models of care thatensure patients have access to the mostappropriate service for their particular need Maintain relations with like institutions andbenchmark services accordingly Ensure representation on local, national andinternational peak bodies Plan and develop services in our region inresponse to community needs Maintain close relations with state andcommonwealth funding and policy bodiesto influence health service direction andoutcomes Support new models of service delivery anddevelop new services such as super clinics,maternity and child psychiatric services, andwell women’s services Develop relationships with non-governmentprofessional advocacy groups within areas ofservice provision Develop strong partnerships with local councilsand community organisations to improveservices to women and disadvantaged groupsin the region Further develop relationships with thosewith culturally and linguistically diverserequirements to ensure we continue torespond to their healthcare needs in anappropriate and sensitive way8Werribee Mercy Hospital

Research, Education and DevelopmentWerribee Mercy Hospital aims to achieve excellence in alltypes of development and research undertaken.The hospital will articulate a research and developmentagenda that outlines key areas of research in all specialties.This research will be supported and opportunities will besupplied for employees to achieve outcomes.Research will be supported and acknowledged as asignificant component of clinical work and considered inworkforce planning initiatives. This will include assistingin fundamental, curiosity driven work that improves theknowledge of health issues through to applied researchwhich can result in treatment and clinical advancement.The development of an education precinct inassociation with the University of Notre Dame in 2010and the inauguration of a graduate medical student trainingprogram will establish the hospital as a highly regardedtraining organisation.Structured learning programs will be in place in all areasof specialty, built on the emphasis that they promoteindependent learning, team interaction and assist withrecruitment and retention objectives.Education programs will be available both internallyand externally and the hospital will actively embraceopportunities presented by Mercy Health Training Institute,Mercy Health’s registered training organisation.There is a need for ongoing research and developmentin new and alternative treatment options and how healthservices can put research and development into practice.To achieve this, advances in technology will need to befostered, including the provision of access to electronicinformation through the hospital’s library.The continued development of strategic alliances betweenprofessionals and academic agencies will complement workin research, education and development.Finally, as we advance technology to support WerribeeMercy Hospital in the provision of high quality healthservices, we will also need to upskill employees in ITplatforms and the changes in jobs and processes thatwill arise.Research and research findings will be used to advance careand services to our clients. The hospital will also ensure thatlearning experiences are actively promoted and supported.Long Term Plan 2009-20199

Research, Education andDevelopment – Operational Priorities Develop a research program that builds on thehospital’s strengths and addresses deficits inservice provision Foster links with universities and develop aneducation precinct in association with theUniversity of Notre Dame Commission a graduate medical school trainingprogram in conjunction with the Universityof Notre Dame. This will raise the profileof Werribee Mercy Hospital as a teachinghospital and aid in future medical workforcerecruitment. Develop relationships and opportunitieswith other service providers for collaborativeresearch projects Provide opportunities for employees to developand strategic partnerships in teaching andlearning with other health services locally,nationally and internationally Provide employee development opportunitiesto support all employees in being proficientin principles and practices of teaching andeducation Provide training to employees which enablesthem to embrace and support an expandingcultural diversity Increase the use of smart technologies to makelearning, education and development moreeffective for employees, students and trainees Develop ongoing and regular multidisciplinarymedical case presentations to encouragea culture of learning and innovation withinWerribee Mercy Hospital and across itsdevelopmentcatchment areaand development opportunitiesWerribee Mercy HospitalTraining Institute Seek opportunities to improve collaborationtheir research capabilities and promote service Ensure all employees have access to training10 Maximise the benefit of access to Mercy Health Continuous improvement in treatment,efficiency and outcomesClinical placement program student.

Management and ResourcesThe population in Werribee Mercy Hospital’s main catchmentarea is forecast to experience above average growth inall age groups during the next decade, with an estimatedgrowth rate in excess of 27 per cent (metropolitan Melbourneaveraging 7.1 per cent).Continuing pressure on services will require the hospitalto deploy resources in the most appropriate manner, at themost appropriate time and in the most appropriate place.To achieve this, the hospital will need to have effectivemanagement structures in place and policies and systemsthat ensure the effective, efficient and economic deliveryof care.Processes will need to ensure the devolution of resourcesto the most appropriate level so that clinical areas of thehospital can take responsibility for implementing the strategicdirections of this plan.Our people will be engaged in improving our servicesand ensure that our policies and practices are consistentwith our mission and values.Systems and processes for managing services andmonitoring compliance need to be standardised and userfriendly for greater understanding of expenses and serviceoutcomes.Robust processes will need to be in place to regularly andconsistently evaluate models of care and determine theirappropriateness and efficiency and implement changeswhere appropriate.Processes to predict changes in demand or service provisionwill need to be refined so that service provision is maintainedand developed in a planned and considered manner.Finally, where possible, shared management infrastructureshould be fostered to reduce costs and provide foreconomies of scale.There will need to be transparent processes in place andinformation will be available to demonstrate quality servicedelivery for employees and consumers.Long Term Plan 2009-201911

Management and Resources –Operational Priorities P rovide strong leadership and a culture ofemployee empowerment Develop a transparent management frameworkthat promotes clinical involvement in decisionmaking Implement modern systems that supportclinical practice and effective health servicemanagement Ensure all areas of the hospital participate inlong term and annual business planning andevaluation, and that employee performanceobjectives are aligned with these plans Where possible participate in organisational,divisional and departmental benchmarkingexercises Maintain strong links with the state governmentand other funding bodies Maintain a focus on effective financial andclinical management Improve contract management Maintain quality accreditation with thenational body Implement modern and user friendly financialand operational management systems Maintain effective and accurate clinical costinginformation and work with the state and otherlike services in managing costs12Werribee Mercy Hospital Identify and, where appropriate, developsupplementary funding streams Ensure effective communication withinthe hospital Ensure effective working relations exist acrossthe service and that there are clear lines ofaccountability and responsibility Develop strategies to limit the risk of increasingdemand for various services Develop forecasting processes and use theseto predict and manage demand Ensure activity is matched to requirementsincluding services, training, development andresearch Ensure efficiency and market competitivenessin terms of value for money and qualityof service Ensure effective clinical governance processesare in place Ensure robust risk management and riskavoidance processes are in place withparticular emphasis on preventing andeffectively managing clinical risks Further develop robust methods of competencyassurance to ensure the organisation is able todetermine and manage its ability to provide thequality, range and type of services required

Community Partnerships –Keeping Close to Our CommunityMercy Health is committed to social accountability.As Werribee Mercy Hospital is a community hospital,services must reflect the community’s needs. The hospitalwill therefore develop closer and more numerous links withthe wider community.Stakeholder relationships will remain a central focus ofservice delivery and strategies to improve these will continueto be refined and developed in line with organisational valuesand strategic objectives.The hospital will continue to welcome communityrepresentation on its Community Advisory Committeeand will actively consult with the community on mattersof importance.Strategic partnerships with local communities will beenhanced. Where required they will be established to reflectour overall priorities and the directions of our services.Other methods to obtain feedback from community groupswill be implemented. This will increase liaison with localcommunities and feedback will be sought on perceivedneeds and important health issues affecting services. Thiswill enable us to consider community perspectives whenplanning and delivering innovations of care delivery.The hospital will foster and collaborate with the healthindust

Werribee Mercy Hospital is a large community hospital managed by Mercy Health, a Catholic provider founded by the Sisters of Mercy. Our mission is to follow Jesus Christ in His mission of mercy through the delivery of health, aged care and community services. Our vision is to build an enduring capacity and passion to serve those with special needs.