Our strategic plan at a glance

Our Strategic Plan 2021-2023 broadly outlines our priorities for action for the next two years. It is firmly grounded on our strengths and provides overarching approaches and priorities that allow for flexibility in the face of change.

We have selected these priorities to create the greatest impact – transforming healthcare as we work towards recovery from natural disasters and coexisting with the pandemic.

  • One coordinated regional health system that provides exceptional care, promotes healthy choices, and supports resilient communities.

  • Supporting primary care in our region to be consumer-centred, accessible, equitable, safe and high quality, comprehensive, population oriented, and coordinated across all parts of the health system.

  • We build trusted and meaningful relationships   |   We respect and include diverse voices   |   We act with integrity   |    We embrace change with purpose

    • Putting consumers front and centre in all that we do
    • Supporting general practice as the cornerstone of primary care
    • Commissioning services for those most at risk of poor health outcomes
    • Partnering to integrate services and systems
  • Our strategic plan highlights six priorities that enable us to achieve our vision while adapting to new challenges and opportunities. Our priorities consolidate and build on past activities and drive our work in emerging areas of critical importance.

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Disaster preparedness and response

The South Eastern region of NSW experienced prolonged drought followed by unprecedented, widespread and catastrophic bushfire damage from November 2019 through to March 2020. The fires were followed by the global COVID-19 pandemic.

In response to these events, we will develop an Action Plan: Disaster and Preparedness Response informed by the external evaluation of our response to the recent disasters. The plan will include five broad areas of focus: disaster planning, role clarification, relationships and partnerships, workforce wellbeing and resilience, and communication and information systems.

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Aboriginal health

Our region is home to over 25,800 Aboriginal people on the lands of the Yuin, Dharawal, Ngunnawal/Ngambri and Ngarigo Nations. 

Our Action Plan will focus on how we can contribute to ‘Closing the Gap’ in health outcomes for Aboriginal people and their communities. We will continue to work in partnership with the ACCHOs in our region to co-design and commission services. We will strengthen our consultation and engagement, increase our profile of Aboriginal identified staff, and broaden Aboriginal input and representation on our governance structures. We will launch our Innovate Reconciliation Action Plan and establish an Aboriginal Health Council.

Aboriginal health

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Mental health and suicide prevention

There are high rates of mental and behavioural disorders, and psychological distress in our region, with a greater burden borne by Aboriginal people and people living in rural areas.

We will complete a detailed review of our overall mental health and suicide prevention work to date, reflect on our commissioned services, our role in supporting general practice and peer workers and our collaborations with the LHDs, ACCHOs and other stakeholders. Our planned response will align with identified needs and be embedded within our South Eastern NSW Regional Mental Health and Suicide Prevention Plan 2018-2023.

Priority for action: Mental health and suicide prevention

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Digital health adoption

The COVID-19 pandemic accelerated the uptake of telehealth among providers and consumers. 97% of GPs now provide care consultations via telephone or video compared to 15% before the pandemic. Most of our commissioned services provided online or telehealth services as an alternative to face-to-face services.

We will develop an Action Plan that will focus on the human and social aspects of embedding digital health into usual care practices for both providers and consumers. We will work to overcome barriers, so the digital divide does not further disadvantage consumers with limited access to technology.

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Social determinants of health

Social determinants such as access to housing, education and employment, social supports, as well as postcode, strongly influence health. While directly addressing these factors may be outside of the scope of our PHN, there are primary care based approaches that can alleviate the impact of the social determinants of health.

We have begun a trial of social prescribing that enables providers to refer consumers to a range of existing community services to overcome social isolation and barriers to accessing health services, and ultimately reduce inequity in our society.

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Agile and resilient organisation

The ability to operate successfully within a rapidly changing environment is a prerequisite for organisational sustainability and effectively meeting our region’s needs. Agility and resilience enable timely and appropriate responses to a dynamic external environment.

We will develop an Action Plan: An Agile and Resilient Organisation. We will continue to strengthen our governance and invest in our people, digital systems, and data capability to ensure that COORDINARE continues to be agile, efficient, and a high-performing organisation.

Download a copy of our Strategic Plan 2021-2023.

 

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