SMHS Strategic Plan 2017–2020

In July 2016 South Metropolitan Health Service (SMHS) became a statutory authority under the governance of the SMHS Board.

The development of the inaugural South Metropolitan Health Service Strategic Plan 2017-2020 (4MB) provides a focus for our service delivery and decision making for the next 3 years. 

Our 5 strategic priorities are:

  • Excellence in the delivery of safe, high quality clinical care.
  • Provide a great patient experience.
  • Engage, develop and provide opportunities for our workforce.
  • Strengthen relationships with our community and partners.
  • Achieve a productive and innovative organisation which is financially sustainable.
Excellence in the delivery of safe, high quality clinical care

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  • Provide consistent high quality care through the use of endorsed service models and minimisation of variation in care.
  • Constantly strive for the highest level of safe care aiming towards a zero harm patient safety culture.
  • Generate a culture of continuous improvement where research, innovation and redesign is encouraged and celebrated.
Provide a great patient experience

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  • Place the patient and their family at the centre of the decision making process.
  • Ensure equity of access to care with a focus on minority groups and the provision of culturally sensitive care.
  • Ensure patients and their family are effectively and transparently communicated with throughout their journey.
  • Provide exceptional customer service, which is flexible and responsive, to ensure the optimal patient and family experience.
Engage, develop and provide opportunities for our workforce

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  • Create an environment of respect and empowerment within a culture of accountability, trust and transparency.
  • Develop a culture that maintains a highly engaged and satisfied workforce.
  • Create a safe workplace and promote health and wellbeing.
  • Identify, develop and embed Aboriginal employment opportunities and career planning at all levels.
Strengthen relationships with our community and partners

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  • Engage with the community to better define and deliver the services required to meet their health and wellbeing needs.
  • Optimise existing partnerships and explore new opportunities for innovative alliances both within and outside of health care.
Achieve a productive and innovative organisation which is financially sustainable

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  • Optimise the efficient use of our people and physical resources.
  • Empower staff to improve productivity and quality and ensure they have the required skills and tools to understand their business.
  • Realise and maintain a sustainable financial position.