Your SlideShare is downloading. ×

QHSSP Strategy Planning

237
views

Published on


0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
237
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
6
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Strategy Planning & Business Excellence Manager’s Guide The QHSSP Planning Cycle QHSSP Strategy Map The QHSSP Planning Cycle starts with the QHSSP Strategy Map, a tool that defines our strategic direction and objectives. The QHSSP Strategy Map contains a number of statements that encapsulate our vision and future direction. To provide balance and to allow links between information and consequences to be readily evident, the statements are grouped into four key result areas. QHSSP uses the same key result areas that were developed for the implementation of the Shared Service Initiative. Although the SSI has now been ‘mainstreamed’ (incorporate into standard business), the result areas continue to meet the SSP’s needs. The key result areas are:
  • 2. • Customers • Improvement • Capability • Benefits Within these key result areas, QHSSP’s objectives and strategies are built upon the foundations of the Queensland Health and Corporate Services Division values and incorporate both the Shared Service Initiative’s strategic direction and the strategic directions outlined in the Queensland Health Strategic Plan 2007-12. Business Excellence Framework – Focus Groups Note: detailed information on the Business Excellence Framework – Focus Groups will be included following the finalisation of the process for the QHSSP in March 2009. Staff and Client Surveys QHSSP conducts regular staff and client satisfaction surveys. Comprehensive staff satisfaction surveys are conducted annually using the Queensland Public Agency Staff Survey (QPASS) tool, which provides an indication of our overall organisational climate. Pulse surveys are conducted on an ad hoc basis throughout the year to enable more responsive engagement with staff around key issues. Client and Customer Satisfaction Pulse Surveys are conducted for each QHSSP Service throughout the calendar year. Each pulse survey contains three core questions around satisfaction with staff, satisfaction with services and changes in service levels over the preceding survey period. Each Service then also asks a few questions about key issues pertinent to service delivery at the time, for instance implementation of new systems and processes. In addition to collecting quantitative information, comments are invited from staff and clients through all survey processes. These comments are communicated back to staff and clients, feedback on progress of significant issues is provided through various publications and comments are included in the development of pre-reading materials for the BEF Focus Group activities. In this way, client and staff feedback feeds directly into the planning process for QHSSP. Organisational Self-Assessment Report Note: detailed information on the Organisational Self-Assessment Report will be included following the finalisation of the process for the QHSSP in March 2009. Business Improvement Opportunities – the Business Improvement Register Note: detailed information on the Business Improvement Opportunities – the Business Improvement Register will be included following the finalisation of the process for the QHSSP in March 2009.
  • 3. Operational Plans The Service Operational plans are developed each June and identify the specific service strategies and initiatives required to achieve the strategic objectives outlined on the QHSSP Strategy Map. Operational Plans form the basis for Service activity during each financial year. They are also the foundation of Performance Agreements between each Director and the Executive Director QHSSP. As has been outlined, Operational Plans are developed based on the business improvement opportunities identified through BEF focus groups, staff surveys, client surveys and day-to-day business. Once Operational Plans have been developed, each Director, in consultation with the Executive Director and Business Improvement Service, will determine whether a detailed Project Plan needs to be developed for service improvements, service expansions and/or or new business initiatives. A Communication Strategy will be prepared to support each project plan. Operational Plans are reviewed and updated quarterly. Project Plans and Benefits Identification Note: detailed information on Project Planning and Benefits Identification will be included following the conclusion of a benefits management pilot in Supply Services in early 2009.
  • 4. Business Framework The diagram below depicts how all the activities outlined above contribute to the Business Framework of QHSSP. Monitoring and Review Scorecard Reports A scorecard report is one that draws information from a variety of sources and consolidates it into a single document for ease of understanding and communication. A balanced scorecard is where this information is grouped under the key result areas. Anecdotally, many people associate scorecards with financial performance and reporting. QHSSP has taken a different approach. Our Scorecard measures focus on quality, improvement and outcomes – there is not a single dollar sign on the Scorecard report! QHSSP has two main scorecard reports: • Internal Scorecard Report; and • Client Scorecard Report
  • 5. Internal Scorecard Reports Internal Scorecard Reports are produced and published monthly at the State-wide (QHSSP), Service and Hub level. The measures included in the Internal Scorecard Reports are outlined in the diagram above and detailed in the Internal Scorecard Data Dictionary (see Support Tools). Client Scorecard Reports Client Scorecard Reports are produced and published monthly at the State-wide (QHSSP), Service and Business Area level. Most Client Scorecards include a Rework Rate, Client Satisfaction Score and a number of other performance indicators agreed between QHSSP and client representatives in the Corporate Services Division. Note: detailed information on Post Implementation Reviews and Benefits Reviews will be included following the conclusion of a benefits management pilot in Supply Services in early 2009.
  • 6. Expectations and Responsibilities Executive Director of QHSSP The Executive Director of QHSSP has the responsibility for all services provided by QHSSP to Queensland Health. The Executive Director is expected to: • clearly articulate the SSP’s strategic direction, which informs the development of the QHSSP Strategy Map; • review the QHSSP Internal Scorecard Report and Service Internal Management Scorecard Reports each month and discuss results with Directors and the Executive Management Team; • provide leadership during the implementation and review of the Strategy Map and Internal Scorecard; • provide leadership during the development and implementation of QHSSP’s planning frameworks; and • endorse and sponsor projects with state-wide or budget implications. Directors Directors are expected to: • develop and monitor Operational Plans and Business Improvement Initiatives for their Service; • prepare Project Plans as required for business improvement initiatives identified in Operational Plans; • ensure all staff within their area of responsibility understand their obligations and expectations during the implementation of strategic initiatives. • review their Internal and Client Scorecard Reports each month; • provide informative comment on the scorecard results and trends; • ensure accuracy of data collection for their Scorecard report; and • actively participate in the review and refinement of the Strategy Map and Internal Scorecard. Hub, Service and Regional Managers Hub, Service and Regional Managers are expected to: • contribute to the development and monitoring of Operational Plans and Business Improvement Initiatives for their Service; • prepare Project Plans as required for business improvement initiatives identified in Operational Plans; • ensure all staff within their area of responsibility understand how the work they do contributes to achieving the organisation’s strategic objectives • review the Internal and Client Scorecard Reports for their Service each month; and • provide informative comment on the scorecard results and trends as required;
  • 7. Business Improvement Services Business Improvement Services are expected to: • provide support and guidance throughout Operational planning and during identification of Business Improvement initiatives for all services; • develop and implement models to support the standardised QHSSP best practice approach to Project, Benefit and Risk Management • develop and manage processes that support the use of the Australian Business Excellence Framework across the QHSSP • develop, review & distribute Internal and Client scorecards to support measured reporting of QHSSP service-wide performance • distribute regular communication to all QHSSP staff reiterating the strategic objectives and mission of the organisation Support Tools Supporting Documents: • QHSSP Strategy Map • QHSSP Internal Scorecard • QHSSP Internal Scorecard Reports • QHSSP Internal Scorecard Data Dictionary • QHSSP Client Scorecard Reports • QHSSP Client Scorecard Data Dictionary • QHSSP Service Operational Plans • QHSSP Performance Governance Framework • QHSSP Planning Governance Framework Templates: • Project Plan template • Operational Plan template • Communication Strategy template