Key Financial and Service Performance Reporting Part A: Strategic Priorities Priority Action Deliverables Outcomes coordination and model developed and pilot Cochlear review Developing a system that is integration. clinic established. undertaken and strategic responsive to needs people’s directions document endorsed. First Eye and Ear and Australian ACO monthly clinic In partnership with other local providers College of Optometry (ACO) operating from off-site partnership clinic apply existing service capability joint clinic operationalised. November 2012. established by October 2013. frameworks to maximise the use of available resources across the catchment. Develop opportunities for greater private sector collaboration, Cochlear outreach service Use existing service Improving every Victorian’s capability frameworks, patient health status and pathways and clinical Clinical thresholds for experiences guidelines to support better referral and discharge from health outcomes. eye outpatient services Identify service users who are agreed, defined and Clinical thresholds for all vulnerable to poor health, and develop implemented. new referrals implemented. interventions that improve their Aboriginal Ear Health Discharge thresholds in outcomes relative to other groups, for Community Outreach Project development and example, Aboriginal people and people completed. All project implementation in 2013-14. affected by mental illness. initiatives implemented. flexibility to meet service Expanding service, requirements, and be workforce and system Nursing Nursing Plan developed to capacity accountable for supporting Professional include competencies for all the professional Development Plan nurses. education process. Build workforce capability and implemented. launched in March 2013. Staff Identify opportunities to can complete, track and Mandatory training address workforce gaps by monitor training courses procedures documented and optimising workforce required for their roles. linked to roles and capability and capacity, competencies. and exploring alternative Online learning system workforce models. Identify opportunities for CMBS Billing system Developed MBS Manual Increasing the system’s efficiency and better implemented to financial sustainability and and appointed MBS value service delivery. accommodate increased productivity Coordinator to implement number of CMBS clinics. MBS clinics. that redevelopment project can proceed to next stage. An industry working group has been formed and a draft set of financial Examine and reduce indicators developed to variation in administrative enable benchmarking with overheads. other health services. Redevelopment Business Case revised and submitted to Treasury. Financial indicators established to enable benchmarking with other health services to inform efficiency strategies in regard to administrative overheads. Updated Redevelopment Business Case submitted. Confirmation
Key Financial and Service Performance Reporting Part A: Strategic Priorities Priority Action Deliverables Outcomes Developing a system that is responsive to people’s needs In partnership with other local providers apply existing service capability frameworks to maximise the use of available resources across the catchment. Develop opportunities for greater private sector collaboration, coordination and integration. Eye and Ear and Australian College of Optometry (ACO) joint clinic operationalised. Cochlear outreach service model developed and pilot clinic established. ACO monthly clinic operating from November 2012. Cochlear review undertaken and strategic directions document endorsed. First off-site partnership clinic established by October 2013. Improving every Victorian’s health status and experiences Identify service users who are vulnerable to poor health, and develop interventions that improve their outcomes relative to other groups, for example, Aboriginal people and people affected by mental illness. Use existing service capability frameworks, patient pathways and clinical guidelines to support better health outcomes. Aboriginal Ear Health Community Outreach Project completed. Clinical thresholds for referral and discharge from eye outpatient services agreed, defined and implemented. All project initiatives implemented. Clinical thresholds for all new referrals implemented. Discharge thresholds in development and implementation in 2013-14. Expanding service, workforce and system capacity Build workforce capability and flexibility to meet service requirements, and be accountable for supporting the professional education process. Nursing Professional Development Plan implemented. Nursing Plan developed to include competencies for all nurses. Identify opportunities to address workforce gaps by optimising workforce capability and capacity, and exploring alternative workforce models. Mandatory training procedures documented and linked to roles and competencies. Online learning system launched in March 2013. Staff can complete, track and monitor training courses required for their roles. Increasing the system’s financial sustainability and productivity Identify opportunities for efficiency and better value service delivery. CMBS Billing system implemented to accommodate increased number of CMBS clinics. Developed MBS Manual and appointed MBS Coordinator to implement MBS clinics. Examine and reduce variation in administrative overheads. Redevelopment Business Case revised and submitted to Treasury. Financial indicators established to enable benchmarking with other health services to inform efficiency strategies in regard to administrative overheads. Updated Redevelopment Business Case submitted. Confirmation that redevelopment project can proceed to next stage. An industry working group has been formed and a draft set of financial indicators developed to enable benchmarking with other health services.
257020_Annual_Report_2013_Word.docx