Strategic Plan

Our name
The name of an organisation holds a very important strategic implications. It not only identifies how we are known (as a legal entity), but suggests what we do, how we do it and who we serve.
Since 1998, Divisions of General Practice have been established as locally-based organisations.  However, many Divisions recently have found that their name might no longer accurately portray their business and have therefore elected to make changes that are more relevant.
After careful consideration by the Board of Directors in 2008, we changed our name from the 'Pilbara Division of General Practice' to the 'Pilbara Health Network'.

PILBARA:
Our vast area of operations, some 505,000 square kilometres in the remote north-west of Western Australia.

HEALTH:
Better health through our network of health professionals and support staff in strengthening general practice and primary health care.

NETWORK:
A reflection of the interconnection, communication and potential synergy that occuring through our organisation.
Our Relevance
To continue our work, we must remain relevant to our membership by:
  • Building a sense of ownership and a strong governance framework through review and amendment of our Constitution to ensure it is written in contemporary language and is reflective of our operations.
  • Re-naming our organisation to accurately reflect our purpose to our membership.
  • Broadening our membership to encompass other health organisations and disciplines (eg: nursing, allied health etc) and recognising that it is a team-based approach that will make a difference to the health of people in Pilbara communities.
  • Addressing issues and discussions arising from our Members Surveys.
  • Improving member engagement and ensuring services are relevant and timely.
  • Working to minimise the effects of the vast distances within our region.


Our Health Workforce
We need to continue recognising the importance of our workforce to health outcomes in the region by creating a Workforce Development Unit in collaboration with key stakeholders that seeks to develop methodologies and strategies to address:
  • Recruitment and retention of medical professionals.
  • GP and Registrar training, mentorships, exam preparation, vocational pathways, development of Overseas Trained Doctors, procedural skill development and community residencies/placements.
  • Continuing to seek member engagement and professional advice on key divisional projects.
  • Developing a 'one-stop shop' health intranet that gives our health professionals relevant information that they need in a timely and easy to access manner.


Our Staff 
Staff are a key aspect of our organisation and through them, we will achieve our Mission. We need to attract, nurture and retain our staff through:
  • Considering issues facing staff recruitment in the Pilbara and within the wider workforce whilst developing solutions that address these.
  • Developing a new Staff Certified Agreement that meets both legislative requirements and attractiveness of pay and conditions when marketing to suitable job seekers and retaining our existing staff.
  • Continuing dialog with staff through the staff satisfaction survey to discover the types of issues they face in their work and to create strategies to reduce these.
  • Ensuring we maintain our staff skills and knowledge through appropriate and timely professional development.


Our Pursuit of Excellence

As an organisation, we are proud of our achievements. To effectively market our achievements, we need to target and promote a particular aspect that will allow us to stand out amongst our peers and promote our company through this program.
The Leaping Lizards program will be promoted as evidence of our 'Model of Excellence' through:

  • Continually promoting and tendering for presentation at divisional and other conferences and utilizing the media where appropriate.
  • Continually improving and refining the program based on evaluation.
  • Developing written material (including a resource workbook) that will provide information to others on set up, implementation, evaluation and outcomes.
  • Seeking advice regarding 'ownership' of the brand including copyright and intellectual property.
  • Liasing with other divisions or networks to implement the program within its region to test the Model.
  • Pursuit of ongoing funding through government, corporate or philanthropic organisations.
  • Encouraging involvement and commitment from general practitioners, other health professionals, Indigenous Elders and community.

    		  

     

     
     

     
     
     






     
    		  
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