The Australian Council on Healthcare Standards Strategic Plan 2018-2021
Contents Introduction 4 Foreword 5 Building on success 6 Our Approach 8 Our Vision 9 Our Mission 9 Strategic Goals 10 Goal 1 - Provide industry leading customer service 12 Goal 2 - Inspire individual and organisational performance 14 Goal 3 - Expand and grow our business 16 Goal 4 - Build Strategic alliances and partnerships 18 Goal 5 - Ensure sustainability 20 Goal 6 - Share our knowledge 22
Introduction The Australian Council on Healthcare Standards (ACHS) is now into its fifth decade having celebrated its 40th anniversary in 2014. Since its establishment in 1974, the ACHS has continued to be an independent, not-for-profit organisation dedicated to improving the quality of healthcare. Over the past ten years however it has emerged as a global leader in healthcare standards and accreditation and is expanding this expertise into education, training and consultancy services. The ACHS Strategic Plan 2018-2021 builds on our previous strategic plan through reassessing our environment, designing our future and developing a further three-year program that will ensure ACHS remains a strategic leader in the healthcare industry. The strategic goals also build on our history of excellence and, its tailored approaches to accreditation and organisational improvement. Delivering safe quality healthcare within the demands and pressures of economic and political landscapes presents many challenges for our members. ACHS will position itself to be able to best support its members to meet those challenges and ensure the safety and quality of care stays as the upmost priority. The preparation of the plan has required a significant level of reflection and discussion, both on the challenges to the health sector and the focus and priorities of the ACHS. The ACHS Strategic Plan has been developed by the ACHS Board, Council and Executive through analysis, consultation and debate. Careful consideration has been given to the capacity of the ACHS as a not-for-profit organisation so as to ensure we are not only able to deliver services in an expanding market but exceed our customers expectations. With our sincerest gratitude we would like to thank our staff, our surveyors/assessors our experts and advisors, and importantly our customers for making ACHS successful. Your commitment, insight, and contributions bring our vision and goals to fruition. Prof Len Notaras President Dr Christine Dennis Chief Executive Officer Foreword ACHS has reflected on its achievements against the deliverables in its 2015/18 strategic plan and reconfirmed its vision, mission and values to ensure the organisation is best positioned to achieve its strategic goals over the next three years. ACHS remains committed to improving quality in healthcare. High quality and safe healthcare is our core belief and focus. ACHS will continue to work with its members and the broader healthcare industry in order for all involved in the delivery of healthcare to make this achievable. Our planning framework ensures that our vision and strategic objectives are translated into action. It also ensures our resources are allocated accordingly and that we are constantly aware of emergent opportunities and emergent risks. 4 5
Building on success The Australian Council on Healthcare Standards (ACHS) Board of Directors are pleased to present the key outcomes of the company s Strategic Plan 2015-2018. The Board and ACHS Executive ensured that the strategic plan was a living document. As such an annual statement of deliverables provided the opportunity for the Board and Executive to monitor performance and the achievement of our strategic objectives. The annual statement of deliverables has also been used to report our performance at ACHS Council meetings and, with other key stakeholders. 3. Build strategic alliances Successful joint congress with Australasian College of Health Service Management Contributed to Standards Australia s development of Australian Healthcare Standards (AS 4485 Security in Hospitals and AS 5205 Health Contact Centres) Clinical Indicator Program collaboration with Health Services Research Group, University of Newcastle Delivery of data synchronisation web service to enable Hospital Authority of Hong Kong to transfer accreditation data to ACHS. Strategic Goals 1. Expand our business by creating new products and services and exploring new market opportunities Achievements 2015-2018 Delivering short notice survey methodology in two Queensland Hospital & Health Services Finalised EQuIP6 Aged Care Standards Completed the development of EQuIP6 Haemodialysis & Oral Health Standards ACHS contributed expertise at various national and international health forums Exemplar Program launched in October 2017 4. Inspire an organisational culture of improvement through best practice governance systems and investing in the training and development of our people Finalised the review of the ACHS Constitution (endorsed 22 June 2017) Training register established to capture staff development activities and ensure equitable access Staff attendance at Improvement Academy education and training Focus on staff wellbeing with free flu vaccinations for staff (>60% uptake). Staff survey demonstrated high level of satisfaction and good organisational culture. ACHS General Practice Program (AAGP) launched October 2017 ACHS Improvement Academy continued to expand offerings and reach Increasing engagement to deliver targeted consultancies. 5. Ensure sustainability ACHS delivers strong financial performance Investments in information technology to address risk and improve customer experience. No occurrence of breach of IT systems 2015-2018. 2. Grow and maintain our membership Achieved member retention KPI Confirmed formal collaborations with Korea, Japan and Vietnam Established Annual Development Program and Enrichment Program for Hong Kong Approved as an accreditation provider for Jordan. 6. Share our knowledge Recognising outstanding quality improvement activities through quality awards programs and sharing successes. Australasian Clinical Indicator Report launched September 2017. Expanding education and training nationally and internationally. 6 7
Our Approach Our Vision Our Values On 22 March 2018, Board Directors together with the ACHS Executive were involved in a strategic planning session for both the domestic and international business. The strategic planning session was structured around four key steps; Step 1 was to analyse the environment using SWOT and Risk Analysis methodologies; Step 2 explored who we are in the context of current and future environments and, the direction the company should consider going forward; Step 3 confirmed where we will focus our efforts, and Step 4 ensured agreement regarding what we will deliver and when. Following the review of our achievements in relation to the previous strategic plan and the above planning process, the Board has confirmed the following six (6) strategic directions for 2018-2021. Our vision statement is focused on our core business. We aspire to excellence in all aspects of healthcare and want to inspire others to strive for excellence. Inspiring excellence in healthcare Our Mission Our mission defines what we do and sets the context for our strategic goals. Working together We work with our stakeholders to achieve goals Accountability We take responsibility for our performance Commitment We are committed to fostering an innovative and ouctomes driven culture Adaptability A revised Strategic Plan is an important, living document that helps us plan where we believe we need to be in the future and how we will get there. It focuses our efforts. We have a Strategic Plan and we use it! ACHS provides a partnership approach to continuous improvement tailored to the needs of individual services and health systems using its expertise in standards, accreditation, education and training. Our flexibility enables us to adapt and embrace change Responsiveness We are quick to respond to the needs of our members and the ever changing health landscape Excellence We strive for excellence in everything we do. 8 - Dr Christine Dennis CEO, ACHS 9
ACHS Strategic Goals 2018-2021 1. Provide industry leading customer service To listen and be responsive to our customers needs; tailoring our approaches to organisational maturity and progress against their improvement journeys. 2. Inspire individual and organisational performance Inspire our organisation and our people to always be the best by ensuring our workplace celebrates and fosters creativity and innovation and, by providing strong leadership which creates a values-based organisational environment. Goal 6: Share our knowledge Goal 1: Provide industry leading customer service 3. Expand and grow our business Build our business reach by strategically seeking out new opportunities that foster national and international recognition. 4. Build strategic alliances and partnerships Goal 5: Ensure sustainability Inspire excellence in healthcare Goal 2: Inspire individual and organisational performance Create strong partnerships and alliances that support collaboration and engagement and uphold, develop and build on our vision. 5. Ensure sustainability 10 Deliver an efficient and financially sustainable business model underpinned by high standards of accountability and quality assurance. 6. Share our knowledge Empower our members and stakeholders to deliver quality healthcare by supporting learning and development, using data to create knowledge and, actively seeking new opportunities to share information that drives improvement. Goal 4: Build strategic alliances and partnerships Goal 3: Expand and grow our business 11
Strategic Goal 1 Provide industry leading customer service Strategic Objectives 1. Provide tailored solutions to customer needs. What success look like The ACHS brand is synonymous with trusted, expert advice and customer service. 2. Update the ACHS Accreditation Report structure in recognition of the audience and its utilisation ACHS members provide positive feedback regarding their accreditation reports and the convenience of the Executive Summary for governance reporting requirements. Minimal edits required on survey team reports. Randomised report audits confirm a high standard of report writing. 3. Growing the ACHSI Connect and Support program. Facilitating international visits between partners organisations through Member Connect Organisations and ACHSI surveyors/assessors provide positive feedback regarding the Expert Connect experience such as lessons learned and advice to support new member quality improvement initiatives Organisations provide positive feedback regarding the customer service experience they receive from the ACHSI Support program ACHSI shares lessons learned and international experiences with Australian domestic business (learning through cross exchange of ideas). 12 13
Strategic Goal 2 Inspire individual and organisational performance Strategic Objectives What success look like 1. The Improvement Academy is recognised as a leading provider of quality and safety education in Australia and the Asia- Pacific. The ACHS Improvement Academy delivers education and training beyond the domestic market. The Improvement Academy is emerging as the goto organisation for safety and quality education in the Asia-Pacific region. The Improvement Academy international faculty is established. 2. Review the ACHSI Constitution and Governance Structure ACHSI Constitution is reviewed and reflects contemporaneous corporate governance systems that support a growing international business. 3. Quality practitioners and quality leaders are recognised for their experience and expertise and are supported in their ongoing development. ACHSI reporting is standardised in line with ACHS (where relevant) to enable a one company approach to performance management. In addition to the ACHS Quality Initiatives Awards program, ACHS has established a forum / association or alumni for quality experts / quality leads. Heath care organisations regard ACHS training as a highly desirable criteria when seeking to employ new staff. ACHS celebrates leaders in the field of safety and quality. 4. ACHS staff are supported to grow personally and professionally and, expand their scope of practice. A one company ACHS Development Framework is established that includes informal mentoring, formal coaching arrangements, and a clear Capabilities Matrix. Staff are supported to seek internal development opportunities through rotations and experience in different parts of the business. ACHS uses online learning tools to provide learning pathways and flexible opportunities for staff to learn new skills related to their current roles and/or other professional/personal areas of interest. 14 15
Strategic Goal 3 Expand and grow our business Strategic Objectives What success look like 1. Further develop the ACHS Recognition Program 2. Promote the Certification Program to international customers as a pathway to accreditation Module offerings have been developed and the process for implementing the ACHS Recognition Program has been confirmed. We have successfully negotiated contracts to deliver the ACHS Recognition Program to international organisations. A clear and flexible pathway has been developed for any organisation in relation to their readiness or maturity to embark or continue their quality improvement journey with ACHS. 5. Grow market share in targeted international regions 6. Maintain and grow market share in domestic market ACHSI continues to expand its footprint in international markets. ACHSI achieves its KPI 3.1 Revenue Conversion. ACHS maintains its position as the leading accreditation agency in Australia with innovation in meeting member needs such as the provision of Short Notice Accreditation Assessment and other accreditation products in line with domestic demand and requirements. 3. Formalise and grow ACHS Consulting 4. Review ACHS/ACHSI branding and marketing strategy 16 There is evidence of successful marketing of ACHS Certification program by an increase in signed contracts for provision of this service from international organisations. ACHS continues to grow its consultancy portfolio through internal expertise, contracted or sub contracted providers. Define a suite of consulting and advisory core products such as Commissioning, Clinical Planning, Leadership, and Lean Six Sigma. Our members and key stakeholders demonstrate brand loyalty and value the work of ACHS / ACHSI. Our current and potential members recognise the company as a quality improvement organisation that in addition to standards and accreditation, offers a broader range of services and support. 7. Continue to expand ACHS General Practice Accreditation. 8. Launch ACHS Aged Care EQuIP6 and AAGP in the international markets Growth in memberships created by opportunities with introduction of NSQHSS second edition. ACHS has set a clear 3 and 5-year horizon to achieve improved market share in the General Practice sector. The 3 and 5-year horizons incorporate reassessment of financial viability. Aged Care EQuIP6 and AAGP are launched and attracting significant enquiries. 50% of enquiries are converted to memberships. 17
Strategic Goal 4 Build strategic alliances and partnerships Strategic Objectives What success look like 1. Develop research partnerships that facilitate the production of academic papers / publications. 2. Working collaboratively with strategic partners nationally and internationally to expand the ACHS footprint. ACHS has co-authored academic papers and opinion pieces for publication. Clinical Indicator data has been mined to support further understanding of improvement and change in organisational performance over the past two decades. Strategic partners are identified and are confirmed as a good fit for ACHS alignment of values, mission and strategic objectives. Partnerships are monitored to ensure identification of emergent risk and delivery of consistent quality service experience. Strategic partnerships demonstrate added value to ACHS and our members. 18 19
Strategic Goal 5 Ensure sustainability Strategic Objectives What success look like 1. ACHS delivers an unqualified audit and delivers a projected end of year financial position. 2. The surveyor/assessor workforce model is sustainable, affordable and delivers a highly competent and professional surveyor/ assessor workforce. 3. Assessors have continuous professional development to stay aligned to best practice ACHS is financially strong and sound. ACHS has reviewed its surveyor/assessor workforce model to ensure affordability, sustainability and the ongoing delivery of a high calibre surveyor/assessor workforce. ACHS attracts and retains recognised experts and leaders in quality healthcare. All surveyors/assessors are managed by a standard set of policies and procedures. All assessors have completed mandatory training. ACHS has developed a flexible approach to surveyor/assessor reappointment that recognises a combination of survey experience, professional development, engagement as consultants and/or Improvement Academy faculty. 4. Ensure our business focuses on continuous improvement ACHS has continued to seek new and respond to emergent opportunities. 20 21
Strategic Goal 6 Share our knowledge Strategic Objectives What success look like 1. Continue to grow the Improvement Academy nationally and internationally. The Improvement Academy is recognised as a global leader in continuous quality improvement training and education. 2. Develop a self-service library of quality improvement tools. ACHS has developed a suite of quality improvement tools and workbooks available online to members. These resources are recognised nationally and internationally as supporting organisations and individuals in continuous quality improvement. 3. Be recognised as industry experts. ACHS Board, Council and staff are invited to speak at national and international conferences. ACHS people are approached as opinion leaders and invited to respond to inquiries and reviews. 22 23
The Australian Council on Healthcare Standards 5 Macarthur Street Ultimo NSW 2007 Australia T: +61 2 9281 9955 F: +61 2 9211 9633 www.achs.org.au August 2018