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
- 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
- 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
- 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
- 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
- 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.