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Strategic Plan

What we do

 

The Woomelang District Bush Nursing Centre offers the following services and programmes to the community:

 Nurse led Clinics (including Community Health Nurse, Home Nursing, Immunisation, attending community Aged Care package clients)

 

 Visiting Maternal & Child Health

 

 Telehealth coordination, delivery and professional support during appointments if required

 

 Adult Emergency Response Care, Remote Area Nurse Emergency/trauma stabilisation

 

 Palliative Care / Medicine

 

 Allied health services onsite – Podiatry, Exercise physiology and Rural Outreach mental health support, other allied health, directed to the closest practitioner - (including Dietetics, Diabetes Educator, Occupational therapy, Physiotherapy)

 

 Mental Health and Wellbeing services – face to face or some use telehealth

 

 Health information, health promotion, resources, literacy and referral (including Pharmacy Depot, Pathology Collection, Disability aids, Continence Care/Information, Breast Screen bookings)

 

 Transport support (including Community Bus, Volunteer Driver and Client transport to medical appointments)

 

 Community Groups (including Men’s Shed, Woomelang Walkers, Crafty Ladies, and Garden Club)

 

 General Practice/GP predominantly telehealth by phone or referral for an appointment

Current Strategic Directions

 

STRATEGIC DIRECTION 1:

Safety & Quality

GOAL: Providing the highest quality and safest care to clients and a safe service environment for all

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Strategic Objectives:

A. Provide education to support adherence to all governance frameworks

  • Centre Manager to support staff, Board of Management and all sub-committee members in their understanding of the National Safety and Quality Health Service Standards (National Standards), the assessment and accreditation process and their responsibilities to both the National Standards and clients

  • Participate in National Standards audits to enable accreditation

  • Understand all National Standards policies and procedures required to support safe service delivery

B. WDBNC staff, Board of Management, sub-committee members and volunteers understand the importance of safety and quality

     - Provide orientation for all staff, Board of Management, committee members and volunteers in the National Safety and Quality Health Service Standards with particular reference to Standards 1 and 2

 C. Identify opportunities for, and participate in, safety and quality improvement activities 

     - Drawing on National Standards 1 and 2 establish beneficial relationships with other providers in order to optimise service delivery to the client

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STRATEGIC DIRECTION 2:

Maintain & Strengthen Organisational Governance & Viability

GOAL: To maintain flexibility and respond dynamically to the changing environment

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Strategic Objectives:

A. Manage the administrative and compliance burden experienced by the WDBNC staff and Board of Management

  • Investigate funding for the provision of additional hours required to meet the compliance workload

  • Investigate opportunities for strategic alliances (e.g. other Bush Nursing Centres or Health Services) to support the more efficient delivery of compliance requirements

B. Explore partnerships to enable corporate and clinical good governance and risk management

   -Continue to nurture and explore partnerships to enable corporate good governance and risk management

C. Secure and retain appropriately qualified staff who are sensitive to the full diversity of the client community

    -Proactively identify staffing ‘gaps’ and recruit accordingly

   - Develop an ‘Induction to Diversity at WDBNC’ brief for new and existing staff (include community specific ATSI, CALD, socio-economic and organisational cultural advice)

   - Undertake induction as required

D. Provide transparent and accountable financial management to ensure viability

      -Treasurer and Administration roles are skilled and supported in fulfilling financial management and reporting responsibilities 

   -Board of Management is enabled in understanding all financial management responsibilities

E. Maintain and enhance facilities and capital works

   - Maintain existing Centre assets through scheduled cataloguing and review of assets

   - Explore opportunities to value add on existing assets including through opportunities for alternative use.

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STRATEGIC DIRECTION 3:

Deliver Holistic, Inclusive & Adaptive Health & Wellbeing Services

GOAL: To achieve a health service that reflects a holistic approach to health and wellbeing for all

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Strategic Objectives:

​A. Comprehensive promotion of WDBNC services and supports to increase client awareness of, and engagement with, the Centre

   - Review diversity of WDBNC communities and develop a multifaceted (in both methods and messaging) promotion plan to reach all identified cohorts

   - Implement WDBNC promotion plan, evaluate, review and evolve

    - Revise and increase promotion of ‘Welcome to WDBNC’ pack to WDBNC communities. Include information about the Centre, membership benefits, services offered, and how to influence Centre service / program delivery

B. Increase client participation in their health and wellbeing literacy

   -Using health service data and community feedback identify key health and wellbeing literacy target areas. Locate / create literacy resources suitable to the target audience(s)

   -Provide health promotion and education sessions regarding identified key health and wellbeing target areas with a focus on modifiable risk factors and significant health warning signs to increase health literacy

C. Increase awareness and use of Telehealth

   - Promote breadth of telehealth services available at WDBNC – including models of delivery (i.e. with or without staff support, video / phone-based) and the range of services and support available via telehealth

D. Respond to client / community requests for health and wellbeing services to meet identified needs. Partner with other services to assist in delivery as required

   -Create opportunities for clients and communities to inform the delivery of WDBNC services (to better meet their health and wellbeing needs) through the development and promotion of information collection systems to gather accurate and thorough client data (such as requests, surveys, OFIs)

   - Strengthen a framework to support clients as partners in their care, enabling them to express their health needs, communicate their health expectations and co-design options for assistance

   - Drawing on identified service gaps explore partnerships with other service providers that might close this gap, achieving the best possible outcomes for our communities

E. Adapt to the changing needs of the community and environmental challenges and opportunities to create responsive and high viability ‘client driven’ service growth

   - Uphold a commitment to be responsive to unexpected events (e.g. Covid 19)

   - Continue to explore environmental opportunities which align with the Centre’s strengths to create high viability services including: Aged Care support and packages, NDIS support and package, movement to RIPEN status for all RNs, some after-hours service provision, a ‘Grey Nomad’ / travelling tourist health check program / telehealth service

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