Download PA-draft-Board-Strategic-Plan-2011-2014-v2

Board Strategic Plan 2011-2014
October 2011
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Preamble
The Paramedics Australasia (PA) Strategic Plan is intended to guide the efforts of those
carrying out the learned society’s business and to provide practitioners and other stakeholders
with an understanding of how PA intends to fulfil its mission and vision. The plan includes
goals, strategic actions and relevant outcome indicators.
The 2008-2011 Strategic Plan placed a focus on organisational change and restructuring
which is now largely complete. That work began many years ago when the decision was
taken that our mission would be to promote the art and science of paramedic practice
nationally to the benefit of the community. Embodied within that broad statement of purpose
is the promotion of awareness of the ethical and professional aspects of paramedic service
delivery in the interests of the public and patient-centred care.
PA thus works to fulfil the professional needs of its members and the development of the
profession. While it provides advice for its members who have any concerns about aspects of
their profession or career it does not act in relation to direct employment matters or cater for
industrial relations in the nature of a union. Recognising that workplace relations can impact
best practice PA liaises within Australia with the National Council of Ambulance Unions,
and will seek similar relationships in the other countries where it operates chapters.
PA has committed itself to play a role in the public debate, to become a source of expertise
on key paramedical services and community health issues, and to set standards for the
practice of the paramedic profession. These basic principles underpin PA activities as it
provides leadership on current and emerging issues and contributes towards effective
strategies in the campaign for better healthcare. As an organisation that aspires to take the
profession into the future, PA will pursue these objectives and establish the wider benefits of
paramedic practice on behalf of practitioners as a self-actualised and empowered profession.
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2011 Strategic Issues
Recent times have seen an unprecedented surge in healthcare-related issues, driven by a
nationalised health reform agenda (in all countries where PA operates chapters) and a focus
on regulatory reform encompassing the health professions. Just as a pilot or sailor responds to
the prevailing wind and weather conditions, so too has PA responded to these developing
issues and devoted resources to the task.
PA’s agenda thus has been driven by ongoing activities to fulfil its core commitments with
adjustments to cater for the realities of the external political and economic climate. It has
focused on healthcare’s regulatory and economic environment, a drive towards best practice
and clinical excellence, the community needs for equitable and accessible paramedic services,
professionalism and education, and the development of a viable and innovative professional
organisation.
Health care policy and delivery: PA will seek to bring about changes in local and national
healthcare and regulatory environments that will enable paramedics to provide care that is in
the best interests of the community. Issues such as paramedic registration, funding and access
to paramedic services are being addressed including the options for extended practice.
Community health: PA continues to support improvements that affect public health, including
the potential roles of paramedic practitioners in preventive interventions and primary
healthcare delivery, effective treatment of chronic conditions, the promotion of healthy
lifestyles and the application of the unique paramedic skills and leadership in disaster
preparedness, traditional emergency response and crisis management.
Quality of care and service delivery: PA is committed to advancing clinical best practices
through greater practitioner participation in research, shared data collection, evidence-based
practice and clinical governance. This commitment includes issues related to health care
quality improvement, patient safety, performance management to ensure the right measures
are included in data collection and health information, and the appropriate adoption of
information technology and extended care models designed to optimise healthcare delivery
from the perspectives of both infrastructure service providers and practitioners.
Patient and practitioner safety: Factors that contribute to the poor OHS standards associated
with paramedic practice will continue to be addressed especially in relation to their potential
impact on patient safety. Increased awareness about contributing factors, greater consistency
in identifying and sharing data on interventions, procedures and/or care processes that are
misused, overused or underused all form part of the quality and safety agenda.
Workforce innovation and reform: PA has worked towards achieving expanded practitioner
collaboration with key bodies such as Health Workforce Australia in exploring and
contributing towards workforce reform and innovation and in identifying a national and
international workforce strategy.
Interprofessional practice: PA has supported greater practitioner participation across the
diverse areas of patient safety and service delivery. PA continues to engage other health
professions and relevant stakeholders in minimising the barriers that restrict interprofessional
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practice and adversely impact patient outcomes by not contributing towards optimal
healthcare delivery.
Professionalism and education: PA continues to address issues that affect the quality of
education and practitioner competency including curriculum guidance and course
accreditation, clinical training and continuing professional development. Paramedics need to
be provided with robust data, resources, and continuing professional development
opportunities available from a variety of sources. PA will continue to support educational
networks and build on the resources in undergraduate and graduate education, research and
professional development including improved clinical supervision.
Organisation development and sustainability: While recognising that short-term events and
circumstances will affect financial performance from year to year, PA is committed to longterm viability that will build the resources needed to assist practitioners at every stage of their
careers. It will continue to invest in human resources, improved infrastructure, better
communications and the development of new services and products to serve its members.
Above all, PA seeks to be a professional organisation of unquestioned integrity whose
corporate governance and operating standards reflect international best practice. It will
develop linkages at national and international levels that will foster an international practice
environment and expert network that monitors and actively promotes evidence-based
practice.
The plan also incorporates two elements. One concerns the business of PA, things like the
Journal of Emergency Primary Health Care and the quarterly Response magazine, the
Paramedic Shop currently managed pro tem (by a 2008 resolution) on behalf of the combined
PA chapter members by the Australian College of Ambulance Professionals (NSW) and our
other endeavours such as the Annual Conference that, along with membership income,
provide the resources to implement PA’s mission.
The other element addresses the professional aspects - developing the capacity to provide
leadership in such areas as paramedic education, safety and quality, advocacy, service
delivery and ethical professionalism. These activities serve as a national resource and play a
key role in advancing the goals of the strategic plan.
This Strategic Plan will continue to implement policies directed toward helping paramedics
help patients. Collectively, the profession can make that happen through PA.
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Strategic plan components
The strategic plan includes the following components:
•
Vision – A statement describing the desired role of Paramedics Australasia.
•
Mission – A statement identifying Paramedics Australasia’s purpose and objectives.
•
Core Values – The underlying principles that guide planning and decision making
•
Goals – The desired outcomes being sought at any time.
•
Strategic Actions – Strategies that underpin current activities.
•
Success Indicators – Key measures used to assess and monitor progress.
The PA Vision
PA will be the peak professional body representing paramedic practitioners in Australasia
promoting the profession and paramedic practice in the public interest.
The PA mission
To benefit the health of the Australasian community through research, promotion and
recognition of professional excellence in paramedic practice by:

Representing the professional needs of its membership base

Influencing policy development in healthcare

Advocating and advising on issues relevant to paramedic practice

Facilitating lifelong learning through nationally coordinated and locally delivered
professional development programs

Providing services that support the business activities and professional development
of paramedic practitioners

Promoting and supporting the extended practice of the profession in the public
interest.
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PA core values
PA is committed to upholding a professional Code of Ethics that embodies:
• Professionalism
• Leadership
• Best practice
• Integrity
• Accountability
Strategic directions and goals
The following are primary goals (currently under review for the next planning period):
1.
2.
3.
4.
PA is recognised regionally and respected as the voice of the profession.
Practitioners support and participate effectively in the governance of PA.
PA engages with practitioners in a manner that reflects its leadership role
The organisation is structured and governed appropriately to support its role in the
region
5. PA develops the necessary resources to effectively conduct its business.
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Goal 1. PA is recognised regionally as the voice of the profession.
Objectives
1.1
develop, maintain and enhance relationships with the health care
community, government and other stakeholders whose missions align with those
of PA
1.2 provide outspoken leadership for the profession
1.3 create an environment in which educational institutions recognise,
promote, and support the goals and values espoused by PA
1.4 document standards on educational accreditation and continuing
competency programs
1.5 provides and/or support continuing professional development programs
through a variety of mechanisms
1.6 develop documented policies, procedures and service standards based on
best practice
1.7 provides the portal for international cooperation and promotes an
international framework for paramedic practice and education.
Key
performance
Indicators
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PA participates actively in stakeholder initiatives, committees, workshops and
other activities that relate to healthcare policy, funding and governance
Educational institutions recognise the role of PA within the national
regulatory framework for education an service delivery
Academic practitioners and researchers generally are members of PA and
actively promote its role
Practitioners demonstrate a good understanding of the purpose, goals and
values of PA
PA adopts and enforces rigorous membership criteria and processes
PA has established comprehensive policies and procedures for practitioner
registration and fitness-to-practice / Scope of Practice / Continuing
Competency / Privacy and Confidentiality / Health and Safety /
Communications / Financial Operations and Audit Compliance.
There is a comprehensive continuing education and competency program
PA policies are current and accessible
PA has a current suite of Standards of Practice / code of ethics
PA has effective internal and external communications programs
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Goal 2. Practitioners actively support and participate in PA activities
Objectives
2.1
PA has a strategy to recruit practitioners through a broad membership
promotion and engagement strategy that is implemented at a local (Chapter) level
and for national / regional (professional) purposes
2.2
PA has a strategy to increase participation in the governance activities of
the society locally (Chapters), nationally and regionally
Key
performance
Indicators
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All component Boards, Committees and Groups are operating in accordance
with constitutional and rule requirements (e.g. SIG rules)
Surveys indicate an appropriately high level of sustained commitment and
reporting performance
Members demonstrate effective participation in the various nomination,
election and SIG processes
Members participating in society affairs show a full appreciation of
governance policies, ethical standards, PA strategies and policy positions
Participating members show a readiness to promote the profession and its
activities through nomination in representational roles and advocacy
Members provide positive feedback and input through communication media
such as website, letters and social media
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Goal 3. PA engages effectively with practitioners and policy makers
Objectives
3.1 PA will establish a strategy for the recruitment of practitioners to
participate in Chapters, Committees, and working groups in the delivery of
services and policies and on-going professional activities e.g. research,
accreditation, CPD, Registration Boards, conduct matters etc.
3.2
PA has a comprehensive and flexible internal and external
communications strategy based on targeted groups and information networks
3.3
PA has a strategy to regularly explore the perceived needs of practitioners
for a range of services to be provided
Key
performance
Indicators
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PA regularly meets with and surveys opinions from practitioners and other
stakeholders including government
PA members/representatives actively participate on national and international
advisory bodies and policy groups
Invitations for engagement and presentations on significant issues
The PA communications strategy provides practitioners with a good
opportunity for interaction which is taken up by members
PA is sought after as the benchmark for advice on professional practice
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Goal 4. PA is structured and governed appropriately.
Objectives
4.1
PA will establish a Chapter structure based on local affinity of interest that
reflects the professional roles and needs of members and the optimal service
delivery options
4.2 PA will provide a national / regional membership, communication,
commercial and administrative structure that underpins the work of the society
Key
performance
Indicators
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Surveys indicate a high level of satisfaction and commitment from members,
volunteers and staff based on the outcomes being realised
Surveys indicating a growth in self esteem and valuation by participants in
PA activities
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Goal 5. PA has the resources to realise its goals.
Objectives
5.1 PA will establish a broad marketing and membership promotion strategy
and framework to recruit membership from eligible practitioners that is
implemented at a Chapter level
5.2 PA will establish an IT and membership administration strategy that caters
for future growth and development
5.3
PA has a human resources strategy that reflects the objectives and
demands placed on the society and which will attract and retain the appropriate
level of professional staff
5.4
PA will develop a long range location and facilities strategy
5.5
PA will establish a variety of related members services that complement
the role of paramedic practice and the objectives of membership recruitment and
retention (e.g. commercial shop, insurance, travel, affinity schemes etc.)
Key
performance
Indicators
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Membership and growth targets are achieved as a proportion of feasible
Appropriate financial and commercial targets are achieved
Recruitment and retention of staff meet the desired standards
There is a facilities plan and target budget provisions
There is an IT plan with contingency provisions
There is a long range financial strategy that ensure viability
Surveys and operating performance of service functions indicate benefits are
appreciated and operations are cost effective (or viable)
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