Strategic intent

VHSMIC Strategic Intent Document - June 2008 (PDF File 668 KB)

Together we are:

Accelerating service transformations by:

focusing on variation as a lever for spreading best practice
championing new service models
building an evidence base of best buys
contributing to getting the infrastructure right.

Working to reduce the barriers by:

encouraging, supporting and advocating for innovation
developing system capacity for innovation and sustainability
enhancing communication avenues
modifying paradigms.

Advocating for a balance in workforce supply and demand by:

working collaboratively with the department’s workforce and nurse policy branches to test options for role substitution
managing absenteeism
increasing workforce efficiency.

Contributing to getting the infrastructure right by:

maximising the efficiency of infrastructure expenditure.

How we do it:

We focus our efforts on a small set of projects.

Work on each project continues for an agreed time to deliver an agreed set of outputs. If proven to add value to the system, these projects are then transferred to operational management and the Council’s involvement ends. This frees up resources to focus on the next set of projects, and prevents the Council accumulating tasks and losing focus.

In addition to regular reports to the Council of Board Chairs, the Management Innovation Council has developed an annual reporting mechanism. This accountability is structured around a process aimed at gaining feedback from the system on our performance.

The Management Innovation Council is not:

a funding body
a research program
a substitute for line management
a bureaucracy
a rubber stamp
a work unit of the department
in competition with any departmental or industry body.

top