The New South Wales Institute of Psychiatry

Transcription

1 The New South Wales Institute of Psychiatry STRATEGIC PLAN

2 VISION A World class workforce for NSW and beyond that supports journeys of recovery and better mental health through partnerships across individuals, families, carers, practitioners and communities. MISSION Through quality education and training enable improvements to the mental health and wellbeing of people in NSW and beyond and the lives of those who work with them.

3 Welcome This plan sets out the strategic direction of the NSW Institute of Psychiatry (NSWIOP) for In setting its course for the future, NSWIOP is building on strong foundations, having played an important role in NSW mental health for 50 years. Since its establishment in 1964, NSWIOP has been a part of the professional development of hundreds of health practitioners. Members, staff and graduates of NSWIOP programs include world-leading mental health practitioners. This plan builds on the strength of NSWIOP s past success, and responds to our current context which includes policy directions for mental health reform, greater integration of mental health into the broader health sector, growing pressure on government to manage scarce resources and rapid advances in technology. Over the next two years, NSWIOP will integrate into the structure of the NSW Health and Education Training Institute (HETI). This creates great opportunities for NSWIOP to increase its partnership across the broader health sector. Providing high quality training, education and resources on mental health for all health sector workers will improve the services that are provided to consumers and enhance the ability of physical and mental health services to be provided holistically. NSWIOP continue to focus on training needs at a system-wide level and will partner with other education and training providers to provide NSW with the very best mental health education, training and resources. 3

4 Our Values We are a values-led organisation. We believe strongly that as important as what we do is how we do it. We share CORE values with the whole of the NSW health sector: Collaboration Openness Respect Empowerment We have also adopted public sector-wide and other pertinent values: Integrity Accountability Innovation Empathy We are directed by these values in the way we work to achieve our vision. This means we: treat all according to the CORE principles strive to behave with integrity, empathy, equality and accountability develop through innovation and creativity flourish through meaningful and relevant communication 4

5 Strategic Goals In working towards our vision, NSWIOP will focus on four key strategic goals in the three years from This plan sets out the strategic initiatives that we intend to take to work towards each of those goals. In developing these initiatives, we have considered what is important from different perspectives financial, stakeholder, people and processes and systems. THEME GOAL PARTNERSHIP 1. Working in consistent partnerships across health and related sectors to improve education and training GOVERNANCE 2. Clear and transparent frameworks for how we plan, operate and manage resources INNOVATION 3. Leading mental health education and adapting to the needs of consumers, the health workforce and the NSW community INTEGRATION 4. Working together as one, with well-connected teams and a whole-of- NSWIOP approach to our work. 5

6 PARTNERSHIP Working in partnerships across the health and related sectors to improve education and training for better mental health. Perspective Goal KPI Financial Maximise resource synergies with HETI to optimise delivery of MH education & training Partner with peak and training bodies as appropriate for prioritised delivery Cost of service - education programs Partnership arrangements Develop partnerships with universities as appropriate for prioritised delivery Stakeholder Develop a stakeholder engagement strategy to maximise synergies with NSWIOP and the mental health education and training sector Develop community partnerships that enhance capacity to deliver and evaluate programs that support recovery oriented service delivery with the consumer at the centre Ensure education and training assists NSW Health to deliver on its commitment to Closing the Gap for Aboriginal and Torres Strait Islander people People Promote learning and career pathways for our staff to facilitate mobility across NSW Health and the NSW public sector Ensure all staff development plans contribute to the achievement of increased capabilities Promote shared understanding across NSWIOP of the policy directions for the MH Sector Stakeholder strategy developed Number programs with active community involvement in delivery and evaluation Number courses and training initiatives with relevant content Staff retention at NSWIOP Contents of staff development plans Results from State surveys Processes to embed policies Systems and processes Draw on the current Higher Education Provider status of NSWIOP to support an application from HETI to become the Higher Education Provider for NSW Health Integrate/adopt the most effective systems and processes of NSWIOP and HETI as NSWIOP transitions to HETI Ensure systems and processes capture and communicate information about policy & strategic directions in mental health Performance against transition plan objectives Performance against agreed priorities in MH Strategic Plan 6

7 GOVERNANCE Clear and transparent frameworks for how we plan, operate and manage resources. Perspective Goal KPI Financial Refine & embed the financial modelling processes used across the NSWIOP Consider commercial opportunities in management of NSWIOP s intellectual property Develop an interim business model to support NSWIOP s program delivery during transition Financial stability and operating results Increase in revenue Improved reporting Continue to strengthen the financial and performance reporting against funded programs Stakeholder Enhance trust and accountability through timely and accurate reporting to governance bodies Improve participant input in evaluation of programs Maintain effective representation by external partners in key internal governance mechanisms People Undertake workforce planning and capability alignment that supports NSWIOP to achieve its education and training goals Focus on improving employee attraction, productivity and retention Reporting on time and to standard for external bodies Participant input in all program evaluations External partner involvement in Members and Academic Board Results from State surveys Workforce development initiatives Systems and processes Capitalise on talent development at NSWIOP to support innovation Ensure all systems for workforce development include contracted staff as well as permanent staff Develop staff management structure to support excellence in education and training Maintain accreditation with TEQSA and relevant professional colleges prior to and beyond NSWIOP transitioning to HETI Develop and work to a transparent governance framework Develop an intellectual property framework for the management of intellectual property and copyright Develop and embed an Information Security Management System (ICMS) Accreditation status with TEQSA/Colleges Performance against Academic Board requirements 7

8 INNOVATION Leading mental health education and adapting to the needs of consumers, the health workforce and the new community. Perspective Goal KPI Financial Increase revenue streams with new or changed educational and training programs Invest in innovative technologies or strategies for improved education and training Develop workload measures to inform costs of new education programs Stakeholders Develop a Higher Education and Research Strategic Plan with key stakeholders Develop a Training and Community Education Strategic Plan with key stakeholders Revenue whilst in transition Investment in new technologies Workload measurements in place Strategic plans developed Evidence of curricula development being informed by partnerships Through effective partnerships across health and education sectors, improve responsiveness of education and training to changes in consumer experience for the mental health workforce requirements People Develop the individual, team and organisational potential for innovation Identify development opportunities for required skill development in education and training Assess impact of processes to support innovation Review work group coverage Systems and Processes Develop work groups to support innovation Develop a technology roadmap for the delivery of education and training Strengthen systems and processes for the delivery of online education and training (content, assessment and evaluation) Develop/strengthen systems and processes for the management of student data Delivery of NSWIOP education according to best practice & agreed application of technology 8

9 INTEGRATION Working together as one, with well connected teams and a whole-of-nswiop approach to our work. Perspective Goal KPI Financial Align the NSWIOP financial and human resources with the developing new Masters frameworks Progress against agreed efficiency targets Engage staff in agreed business efficiency activities to reduce duplication and contain costs Continue to increase integration of corporate and academic functions to improve educational and training outputs Stakeholder Effective communication between staff, Members, Audit and Risk Committee and the Academic Board Identify and build connections between NSWIOP and HETI educational processes Consistent communication with internal and external stakeholders about NSWIOP education and training directions People Engage all NSWIOP people in a shared vision for success Build a positive culture through a values led organisation, empowering all employees to achieve their individual objectives as well as the educational goals of the organisation Survey satisfaction with communication NSWIOP/HETI synergies in strategic plan for higher education and training Clearly identifiable key messages regarding education and training directions Improving results for staff engagement from State survey results Review planning Systems and Processes Ensure cascading or linked work plans across NSWIOP Embed a performance driven culture supported by effective performance management Develop a change oriented approach for the NSWIOP Drive best practice delivery in education and training through effective academic governance Performance Development Reviews for all staff Policies and procedures to support academic governance 9

10 10

11 Produced by The New South Wales Institute of Psychiatry The New South Wales Institute of Psychiatry reserves the right to make alterations to any information contained within this publication without notice.

12 New South Wales Institute of Psychiatry Cumberland Hospital Campus 5 Fleet Street North Parramatta NSW 2151 T (02) F (02) E institute@nswiop.nsw.edu.au nsw-institute-of-psychiatry nswiopeducation