Village Connect is a philosophy of sustainable and connected principles and ethics adapted from permaculture that helps guide the SWHHS on the efforts and resourcing that is required to be invested for various initiatives.  It ensures that as a health organisation we are considering how we are doing and what we are implementing under a balanced approach that is new within the health ecosystem.  Village Connect ensures that we stay connected with our patients, communities, environment and staff as Shoulder2shoulder we can.  This transition stream therefore looks at the following backlog items.

  • Village Green for staff environments – builds on the existing program and enhances and embeds it within staff culture and organisation planning
  • Village Green for aged care – adapts the same urban design principles within our aged care environments to increase social interaction to keep our aged residents active socially included and connected through the built environments within our facilities.
  • Staff Revitalisation Zones- research would indicate that environments purposefully set up that create an environment for staff to destress, mellow and relax for short periods, decreases workplace stress, increases psychological happiness and increases workforce satisfaction.
  • Staff Wellness including a staff app. – dedicated programs targeted for staff that addresses health and wellbeing have shown through research to have a significant impact on health and wellbeing of the workforce but also on staff satisfaction and ultimately patient satisfaction and safety.
  • Staff that are connected and have a sense of social inclusion and belonging are shown to have increased workforce outputs and engagement with their organisation.  The development and implementation of an app that cant connect and provide an environment for staff to connect and access information without being at work will provide the opportunity and platform.

The SWHHS through its transformation agenda has identified the transformation backlog to be undertaken over the next 3-6 months and the allocation of initiatives to relevant precincts based on their readiness to change and the current socio-economic settings, urgency of requirement, willingness of staff, and organisational readiness.

These are:

  • Charleville to undertake detailed agile methodology to implement an integrated primary care model based on either the Canterbury Health model or the current Health Care home model. This area was chosen based on that SWHHS is the predominant provider of health care services, we have some imperatives through

the CHO report to improve, we have a presence and support from the WQPHN,

there are limited private providers of any primary and allied health care.  There are two Aboriginal Medical Services that we can work collaboratively with to value add to their services.

  • Roma Precinct to develop and implement a transformation project for Healthy Communities. This precinct was chosen due to the size of the area and because there were several motivated and enthusiastic senior leaders that as a collective indicated that they would be willing to take this forward.  Healthy Communities is to ensure that we can map a patient’s journey through the ecosystem and remove bottlenecks to care, and ensure that a patient gets the right care by the right organisation/clinician in a timely manner.  Due to the new Roma Hospital coming on line in 2020 it was also felt that the area was appropriate in examining its processes in line with new models of care, reduction in physical beds and the number of NGO’s and a single council covering the region.
  • St George Precinct was chosen to develop and embed the village connect stream as it is moving to a precinct model in the first deliverable of this organisation design phase and this Village Connect ethics and principles applied to the precinct to enhance service deliver, collective staffing models, new ways of delivering coordinated services is a prime opportunity for this precinct.

Download Here (PDF, 2.34mb)