Transcription
Strategic Plan2020-2023 1
Gateway Health acknowledgesthe Traditional Owners of thisland on which we stand and payour respect to the Elders, past,present and future, for they holdthe memories, the traditions andthe culture of all Aboriginal andTorres Strait Islander peoples.Gateway Health acknowledgesand recognises people fromdifferent nationalities, culturesand identities. We are committedto providing an inclusive serviceand work environment whereindividuals feel safe, accepted,affirmed and celebrated.ContentsAbout us. 4Our history. 4Our role in the community. 4Our people. 4Our communities. 6Strategic Plan. 8Overview. 8Developing the strategy . 8Implementing the strategy . 8Our values and principles. 10Our aspirations. 12Our enablers. 14Measuring success. 19Organisational health indicators. 19Community health and wellbeing indicators. 19Sustainable development goals. 20Strategic context. 22Aligning health and wellbeing outcomes at a global level. 22Prevention and health promotion foundations. 23The size and scale of community health organisations are changing. 24A changing region, shaping future demand. 25A complex health and community care environment. 25Demand for flexible and agile models of care. 25Pressures on workforce. 26Changing funding structures impacting organisational sustainability. 26Climate change adaptation, crisis and community recovery. 27Advances in technology are changing the way we deliver services. 272
ForewordWe commend Gateway Health’s Strategic Plan2020-2023 to you. The plan recognises and buildson achievements and learnings from the 2017-2020Strategic Plan, and draws upon the knowledge andpriorities outlined in Gateway Health’s Service Plan2019-2029.Achievement of these aspirations will be informedand shaped by the ever-changing environment inwhich we operate. A comprehensive overview ofthe external context that informs both the designand implementation of Gateway Health’s strategicdirection is included as an appendix to the plan.The aspirations outlined in this plan are informedby the thoughts, ideas and experiences of ourstaff, clients, stakeholders and Board. An extensiveconsultation process was undertaken to generate,shape and test the key aspirations and enablers thatunderpin the plan. We would like to acknowledgeand thank our staff who contributed to surveys andworkshops, clients and community members whoparticipated in focus groups, and representativesfrom a range of organisations who participated ininterviews. Their wisdom, experience and hopes forthe future of our organisation and the communitieswe serve lie at the heart of this plan.With this context in mind, Gateway Health’s StrategicPlan 2020-2023 draws on four key enablers. Theseenablers support our capacity and capability toachieve the strategic aspirations outlined in this plan: Trust throughout the community THAT positionsus as a first-choice provider in the care andsupport of the communities we serve Diverse, inclusive and empowered people andteams THAT drive excellence in our service Evidenced-informed service design THATguides our practice and responds to client andcommunity needA project control group (PCG), made up of staffrepresentatives from across the organisationwas established to guide and inform the planningprocess. The PCG provided advice on approaches toengagement and participation and played an activerole in the co-ordination of client and communityconsultation forums. We thank each and everymember for her/his energy, openness and thoughtfulreflection. Staff input has been essential in keepingthe planning process true to its co-design intentions. Financial and operational strength THAT enablesgrowth and provides agilityOver the next three years Gateway Health seeks todeliver:We look forward to working with our clients, staffand partners over the next three years to deliver onour commitment to the aspirations and enablers wehave outlined in this plan. accessible services that engage the communitieswe serve and create a positive client experience service models that adapt, thrive and respondto meet the outcomes sought by clients and thecommunity leadership that enables and strengthens our staffand the communities we serve collaborations that connect and streamlineservices to deliver individual and populationhealth outcomes.Our goal as an organisation is to improve thehealth and wellbeing of communities and todeliver outcomes that matter to our clients. Ourcommitment and connection to the communities inwhich we work will assist us in contributing to healthysocial and economic environments that enable peopleto live well.Leigh Rhode,Chief Executive OfficerCatherine Upcher,Board Chair 3
About usOur historyOur role in the communityGateway Health is a not-for-profit company limitedby guarantee and a registered Community HealthService under the Health Services Act 1998 (VIC).The service as we know it today, was formed throughthe merger in 2014 of Gateway Community Healthin Wodonga and Ovens and King Community HealthService in Wangaratta, and is built on the stronghistory and deep connection to the communities ithas served for many years.Gateway Health is a values-based organisation,striving to continually provide high-quality servicesthat create a positive client experience and enablepeople to live well. Underpinned by a focus onhealth promotion and prevention, Gateway Healthprovides primary health services to people of all agesexperiencing diverse health and wellbeing needs.Today the organisation employs over 350 staffproviding a range of primary health and welfareservices across the Ovens Murray region in NorthEast Victoria and parts of Southern New SouthWales.Services are focused on the provision of primaryhealth and welfare services to people at highestrisk of poor health outcomes, and are deliveredthrough a mix of centre-based services in Wodonga,Wangaratta and Myrtleford, and outreach services torural communities across the region.Our peopleGateway Health is a significant employer in theregion, with over 350 staff from a diverse range ofbackgrounds, qualifications and experience. Staffand clients are supported by a network of up to 80volunteers at any one time.Gateway Health recognises that staff and volunteersare the organisation’s greatest asset, and arecritical in representing and delivering on theorganisation’s values and aspirations. This recognitionunderpins Gateway Health’s commitment to creatinga workforce that reflects the diversity of thecommunity it serves.The 2020-2023 Strategic Plan will be operationalisedthrough the quality, professionalism and passionof Gateway Health’s staff and volunteers.Gateway Health’s culture of service is built on andstrengthened by their commitment and a sharedbelief in serving the community.4 Services are provided across the life span, fromchildhood, to becoming a parent, adulthood andolder age. The suite of services provided has grownto include medical practices; allied health; alcoholand other drug services; generalist counselling;family violence programs; gamblers help services;Indigenous programs; aged care services includingassessment; disability services; headspace, youthservices; regional bush fire response; parenting andfamily support programs; refugee health; and sexualhealth clinics. Many of these services operate at theinterface between acute care, aged care and primaryhealth care to ensure seamless transition of carebetween healthcare providers.Gateway Health collaborates at many levels withother sectors such as justice, education, housing andemployment to support individual client care, andto address the determinants of health at a broadersystems level. The organisation seeks to strengthenthis role by building on its existing services andpromoting leadership and transformation across thesector.Gateway Health is committed to delivering positiveclient and population health outcomes with afocus on early intervention, prevention and healthpromotion. This focus is supported and put intoaction through a well-established health promotionprogram that works in partnership with communities,local government, and a range of public andprivate entities to implement interventions aimed atstrengthening the systems and environments thatsupport the health and wellbeing of individuals andcommunities.
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Our communitiesThe organisation serves a culturally diverse, growingand aging population of over 170,000 people acrossthe 15 local government areas (LGAs) that make upits primary catchment in Victoria.While the region’s population is mainly concentratedin the rural cities of Wodonga and Wangaratta, manypeople live in smaller townships in the hills and valleysof the surrounding region.Gateway Health also draws on a wider catchmentthat includes parts of Southern NSW for the deliveryof programs directly funded by NSW Health, such asthe refugee health program, and as a result of clientchoice in the unique Albury-Wodonga cross-borderenvironment.The communities in North East Victoria and SouthernNSW are changing. Originally founded on agriculture,manufacturing, and tourism, many parts of theregion have been impacted by long standing drought,and more recently flood and bushfire.Some regional centres, such as Wodonga, haveseen strong population growth while others haveor are expected to decline. This change has seenan increasing number of young families, often fromdiverse cultural backgrounds, coming into regionalcentres, such as Wodonga, and is countered byan aging population within many smaller rural andregional towns, such as Benalla. The changes indemography and a shifting local economy towardsincreased tourism and health and other serviceindustries, are influencing, shaping and informingcommunity needs and preferences, and thus theassociated services required.The Gateway Health region53,500 km2of area coveredby GatewayHealth6 6%of the totalpopulation receiveGateway Healthservices.(twice thestate average)
nsfieldVictoria2031 future projections22,000(13%) estimatedpopulationgrowth16,00026%(51%) estimatedincrease of peopleaged over 65estimatedpopulation growthin the Wodongaregion 7
Strategic PlanOverviewGateway Health’s 2020-2023 Strategic Plan has beendeveloped in close collaboration with Board, staff,community, and partners from across the region.It outlines the future that Gateway Health strivesfor, the organisation’s role in delivering on this, andthe outcomes and areas of development that theorganisation will focus on over the next three years.The plan is aligned to and complements theorganisation’s 10-year Service Plan 2019-2029,which maps out the changing demographic, socialand political landscape in the region, and thepriorities for Gateway Health in responding to andmeeting the needs of the community.Developing the strategyGateway Health’s Strategic Plan 2020-2023 has beendeveloped using the principles outlined in GatewayHealth’s Strategic Planning Model 2018.Stakeholder engagement has sought to engageand listen to staff, clients and community partnersin line with the International Association forPublic Participation (IAP2) framework. A range ofconsultative forums, surveys and focus groups wereused to generate and test concepts underpinning theplan. The planning process was conducted in stages,generally following the appreciative inquiry processof discover, dream, design and deliver.Implementing the strategyThe strategic plan and 10-year service plan willsupport Gateway Health to continually evolve andlearn and will inform annual operational planning.Progress on annual operational plans will be reportedon a quarterly basis to the Board and annually tothe community using the measures outlined in theMeasuring Success section of this plan.These principles include a commitment to:As outlined in Gateway Health’s Strategic PlanningModel 2018, the Strategic Plan 2020-2023 will:1.Focusing on building on Gateway Health’sstrengths inform revision of the organisation’s RiskAppetite Statement and Financial Strategy2.Listening to the voices of Gateway Health’s staff,clients and community partners 3.Engaging with key stakeholders in keeping withthe IAP2 Frameworkbe reviewed on an annual basis taking intoaccount progress against deliverables andchanges to the operating environment.4.Informing and being informed by othercomponents of Gateway Health’s StrategicPlatform, including the Service Plan, FinancialStrategy, Risk and Quality FrameworksKey features of the external operating environmentthat have influenced and informed developmentof Gateway Health’s Strategic Plan 2020-2023 aredescribed in the strategic context appendix to thisplan.While this document captures factors that aremost relevant at this point in time, it is important torecognise that the external environment will inevitablychange over the lifecycle of the strategic plan.Accordingly, the strategic context referencedocument will be reviewed and updated as part ofthe annual strategic plan review process.The plan is structured around five core elements.8
Our visionOur purposeOur valuesand beliefsOur aspirationsOur enablersThe future we strive towardsThe part we play in creating that futureThe values and beliefs that guide our decisionsand inform our behavioursThe future we aspire for in our communityThe areas we will focus on over t he next threeyears to deliver on our vision and purposeOur visionPeople living wellOur vision is for people to live wellacross their lifespan.Our purposeTo provide care and services that connectthe community and strengthen individual andpopulation health and wellbeing.Gateway Health serves all people, and is committed toimproving individual and population health outcomes.We will do this by providing health care and supportto individuals and communities in times of need,and by actively working with our partnersto address the social and environmentaldeterminants of health. 9
Our values and principlesValues reflect the way we interact,connect and work with every client,with partners, with volunteers andwith one another.Principles shape the way we planand design our services andbusiness systems.Together they underpinorganisational culture,strategy and the way wedeliver our services.We INNOVATEWe CAREOur valuesWe WORKTOGETHERWe ACHIEVEWe LEARNOur principles10 We ADVOCATE forfair and equitableaccess to healthcare and wellbeingservices for all.We RESPECT thestrength of individualsand the community,and their capacityto recover fromadversity.We ACTIVELYLISTEN and workalongside thecommunity andeach other todesign and deliverbetter solutions.We BELIEVE alearning culture iscritical to enhancingthe wellbeing ofstaff, clients and thecommunity.We RECOGNISEthe importance ofadaptability andresponsiveness toenable us to deliver onour commitment to thecommunity.We CONTRIBUTE tocreation of a connectedand integrated healthand community caresystem to achieve thebest outcomes for ourclients and community.
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Our aspirationsThese aspirations reflect a collective set of outcomes that we will commit to delivering over the next three yearsand beyond.1. Accessible services THAT engagethe communities we serve andcreate a positive client experienceService models will be informed by and designedwith the community. Access to our services will beprioritised to address health disparities. We will berecognised, valued and trusted as a diverse andinclusive service.Evidence-informed and sustainable models of carewill focus on client outcomes and quickly respond intimes of need. Models of care will welcome, engageand ensure the safety and wellbeing of clients and thecommunities we serve.This will be delivered through:This will be delivered through: services that are equitable, accessible andtrusted across the community models of care that are adaptive, responsive,person-centred and place-based established and regular mechanisms andchannels that actively engage and connect theorganisation with the communities we serve service model design and improvement thatis evidence-informed and shaped by clientexperience and input continued investment in understandingour changing community, their needs, andexperiences being recognised, trusted and positioned as acritical service provider during challenging timesin the communities we serve innovative use of technology and alternativeservice delivery models tailored to the uniqueneeds of our rural communities integrated service models that enable clients tonavigate between services, and provide seamlesstransition of care between providersinnovative and sustainable services that canquickly adapt and deliver in an environment ofongoing changes in health policy, advances inhealth technology, and increasing frequency ofpublic health and climate change events proactive equity, diversity and inclusion standardsand practices that are recognised and valued byour staff, volunteers, clients and community.service delivery models that embed businesscontinuity processes and assist the organisationto be prepared and ready in times of disruption leading transformation in community healthsettings through the collection, assessment, anddissemination of data and evidence-informedpractice. 12 2. Service models THAT adapt, thriveand respond to meet the outcomessought by clients and the community
3. Leadership THAT enables andstrengthens our staff and thecommunities we serveGateway Health will be recognised as a centre ofexcellence in rural and regional community health andwellbeing. This means the organisation is known for:leadership and innovation in transforming communityhealth care and services; strong governance, quality,safety and evaluation capabilities; and a committed,skilled workforce that advocates for and supportsclients and the community.This will be delivered through: effective stakeholder engagement withgovernment and partner organisations thatpositions the organisation for funding andpartnership opportunities, and as a respectedvoice for input on policy issues strengthened governance, quality and safety,and evaluation capabilities that demonstrateexcellence in leading the provision of communityhealth services empowering and embedding leadership attitudesand behaviours at every level of the organisation enhancing advocacy practice, structures andcapability across the organisation to supportbetter outcomes for individuals and communities demonstrated understanding of the impact ourwork has on clients and the extent of our positiveinfluence on population health improvement.4. Collaboration THAT connects andstreamlines services to deliver individualand population health outcomesRegional models of care and a connected servicesystem will enable people in the community to beinformed and proactive in accessing, receiving andnavigating the health care system. A strong andshared understanding of health inequities across theregion will inform population health initiatives.This will be delivered through: established and meaningful partnerships thatresult in improved population health outcomes a “no wrong door” model of service delivery thatprovides collaborative and connected servicesacross the organisation to enhance individualclient and family health outcomes an integrated service planning process inplace with partners, that enables a sharing ofresources, knowledge and infrastructure development of a regional data and evidencebase, that will inform and strengthen servicesystem design and population health initiatives toaddress health inequity embedded and sustainable social procurementpractices for tender and supplier contracts,driving positive outcomes for business and forpurpose causes in the communities we serve positioning Gateway Health with government as alead agency for peoples’ health and wellbeing a connected, end-to-end client experiencethrough multiple care and support pathwaystailored to individual client needs. 13
Our enablersThese enablers outline focus areas for the next three years.1. Trust throughout the community THAT positions us as a first-choice provider in the careand support of the communities we serveWe will be recognised by clients and the community,partners, and funders as a trusted leader andprovider of high-quality services, best practicemodels of care and partnerships. We will be engagedby government and other key stakeholders as afirst-choice provider for the care and support ofcommunities across the region.Examples of strategic actions we will deliverover the next three years: Invest in and develop our marketing andcommunications strategy to inform thecommunities we serve, our partners,fellow health and wellbeing professionals,and government as to our role, reach andimpact. Build on existing regional partnershipsand channels, as well as explore newrelationships, to enhance collaboration, andimprove referral and community supportnetworks. Strengthen our advocacy approach,through clearly defining our scope,resources, and capacity to be strategic inour focus and the outcomes we seek forclients, and the communities we serve.We will deliver on this through: 14 investment and growth in our brand recognitionacross the communities we serve, community,partners, and governmentbeing a trusted voice for the community to knowwhere and how they can reach us and whatwe offer; for partners so that we complementrather than compete; and for government, so wecan meaningfully advocate on behalf of clientsand the communities we serve being recognised as an equitable, culturallysafe, accessible and inclusive community healthservice that removes the many barriers to carefor clients and the communities we serve positioning ourselves as a desired partner andcollaborator for the health and wellbeing of theregion.
2. Diverse, inclusive and empowered people and teams THAT drive excellence in our serviceWe will have a diverse, inclusive, and empoweredworkforce, enabled by a culture of learning,collaboration and safety, with a continuousinvestment in capability and capacity.We will deliver on this through: investing in the culture, capability and capacity ofthe organisation both now and into the future providing the environment and opportunity forpeer-based connection and shared learning demonstrating our commitment to equity,diversity and inclusion through organisationalculture and behaviours positioning ourselves as an employer ofchoice in the region, not in competition but byconstructive collaboration with partners andother organisations defining, communicating and promoting clearcareer pathways growing our own workforce pool and leadersacross the organisation.Examples of strategic actions we will deliverover the next three years: Build on our workforce plan and peopleworking well model. Embed a regionalmodel of resourcing, and approach toinvestment in our staff capability andcapacity. Develop and embed a disability actionplan, ensuring the safety and wellbeingfor staff and clients living with adisability across all our services andspaces. Achieve and maintain Rainbow Tickaccreditation with the active involvementand advice of LGBTIQA people andcommunities, demonstrating our activecommitment to diversity and inclusion. Progressively take our ReconciliationAction Plan (Reflect) to the next levelsof commitment, focusing on our pledgeto listen and to hear the many voicesof Aboriginal and Torres Strait Islanderpeoples in working together to improvehealth and wellbeing outcomes. Establish state-wide networks andrelationships to share learnings, providestaff development opportunities andgrow our workforce. Develop and deliver innovative projectsthat will seek to better engage andsupport diverse cultural representationthroughout our workforce and in ourworkplaces. 15
3. Evidenced-informed service design THAT guides our practice and responds to clientand community needWe will be a learning organisation that demonstratesexcellence in how we apply data and evidenceinformed practice to the way we work. Our staffwill be encouraged and supported to participate inresearch and evaluation initiatives that add to thebody of knowledge about effective community healthpractice.We will deliver on this through: incorporating client and community feedback andexperience into the development of evidenceinformed practice, service design and qualityimprovement building our capability to gather and analysemeaningful community health and wellbeingindicators and to understand the impact of theservices we provide on individual and communityhealth and wellbeing investing in the capability of our staff andsupporting technology to capture, analyse anddisseminate data and evidence to drive effectiveoperational and service planning, evaluation andquality improvement 16 pursuing, with partners, a regional approachto planning and evidence-informed practice,sharing learnings, resources, and assets tobe collectively focused on population healthoutcomes.Examples of strategic actions we will deliverover the next three years: Investing in an organisation-wideapproach to the collection, analysis anddissemination of data that supportsservice delivery and planning. Developing regional partnerships thatsupport the creation and disseminationof regional data and indicator sets thatcan guide collective advocacy, regionalservice and workforce planning, andresearch priorities. Creating an outcomes assessmentframework that helps evaluateour progress and impact, andcommunicates our work to community,sector, and government stakeholders.
4. Financial and operational strength THAT enables growth and provides agilityWe will be a financially, environmentally andoperationally strong organisation, prepared for,and flexible to meet existing and future needs of thecommunity, region, and health care system.We will deliver on this through: building the capacity, capability, andinfrastructure to meet future demand andsupport organisational growth being financially strong and resilient in a changingfunding landscape putting in place an agile, flexible and fit-forpurpose operating model, tailored to thecommunities we serve and ready in times ofcommunity crisis having reliable and user-friendly technology thatenables staff to deliver across different modesand places and to effectively reach and supportthe communities we serve having meaningful and measurable climateadaptation and environmental strategies linkedwherever possible with Municipal Public Healthand Wellbeing plans having robust business continuity plans inplace that enable the organisation to maintainessential services to the community in the face ofenvironmental and public health disasters.Examples of strategic actions we will deliverover the next three years: Investment in new operating systems thatenable strong business management. Explore, test and develop alternativefunding streams that could supportorganisational and community outcomes. Develop and embed an organisationalenvironmental sustainability strategy. 17
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Measuring successGateway Health is a learning organisation and is committed to implementing and monitoring this strategic planin partnership with the Board, staff, and community. To do this, Gateway Health will use a range of indicators toevaluate progress and performance through regular reports to Board and community and an annual review ofthis strategic plan. These indicators will include the measurement and assessment of our organisational health,as well the health and wellbeing of the communities we serve.Organisational health indicatorsThese indicators assess the status of our operationsand organisation.Examples of these include: Financial reporti
Gateway Health's Strategic Plan 2020-2023 has been developed using the principles outlined in Gateway Health's Strategic Planning Model 2018. These principles include a commitment to: 1. Focusing on building on Gateway Health's strengths 2. Listening to the voices of Gateway Health's staff, clients and community partners 3.
