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| WA Health Service Plan | |
|---|---|
| Name | WA Health Service Plan |
| Type | Strategic health plan |
| Jurisdiction | Western Australia |
| Minister | Mark McGowan |
| Responsible agency | WA Department of Health |
| Published | 2019–2025 (rolling) |
| Website | (see WA Department of Health) |
WA Health Service Plan is a statewide strategic framework for delivering public health services across Western Australia. The plan sets priorities for hospital networks, primary care, mental health, and Aboriginal health, aligning with statewide policies, statewide workforce planning, and capital investment programs. It is used by health authorities, regional health services, hospital administrations, and allied health organisations to coordinate service delivery across metropolitan and rural regions.
The plan was developed by the WA Department of Health in consultation with stakeholders including metropolitan health networks such as North Metropolitan Health Service, South Metropolitan Health Service, and East Metropolitan Health Service, together with regional entities like WA Country Health Service, local government bodies, and peak bodies such as the Australian Medical Association (WA branch) and the Nurses and Midwives' Association of Western Australia. Development drew on national frameworks including the National Health Reform Agreement, the Commonwealth-State Health Agreement, and evidence from reviews such as the Lyon Review and health system reports by the Productivity Commission. It was informed by Aboriginal health strategies like the Closing the Gap framework and engagements with representative organisations including the Aboriginal Health Council of Western Australia and regional Aboriginal Medical Services such as Derbarl Yerrigan Health Service. Peer jurisdictions referenced during development included New South Wales Health, Victoria Department of Health, and international examples such as the NHS England long-term plan.
The plan articulates objectives linked to system sustainability, workforce capability, and patient outcomes, aligning with targets drawn from the Australian Institute of Health and Welfare and the World Health Organization guidance. Strategic priorities emphasize acute care capacity in tertiary centres like Sir Charles Gairdner Hospital and Royal Perth Hospital, expansion of community and primary services through general practice networks including General Practice New South Wales analogues, strengthening mental health services referenced against models such as the Royal Commission into Mental Health in Australia recommendations, and improving Aboriginal and Torres Strait Islander health outcomes per Closing the Gap targets. Other priorities include elective surgery waitlist management as benchmarked by the Australian Commission on Safety and Quality in Health Care, emergency department flow influenced by international protocols like the Manchester Triage System, and integrated digital health platforms inspired by My Health Record.
Care models promoted include hub-and-spoke networks linking tertiary hospitals (e.g., Fiona Stanley Hospital), secondary hospitals (e.g., Bunbury Hospital), and community clinics coordinated with Aboriginal Community Controlled Health Organisations such as Yorgum. The plan endorses multidisciplinary approaches involving specialists from colleges like the Royal Australasian College of Physicians, the Royal Australasian College of Surgeons, and allied health professionals affiliated with bodies such as the Australasian Society of Clinical Immunology and Allergy. It supports expansion of telehealth modalities aligned with initiatives from Australian Digital Health Agency and partnerships with tertiary education institutions including University of Western Australia and Curtin University for training, research collaboration with institutes like the Telethon Kids Institute, and evidence-based pathways promoted by the Royal Australian College of General Practitioners.
Implementation governance is vested in the WA Department of Health and regional boards such as the North, South, and East Metropolitan Health Service boards, with oversight mechanisms referencing audit and performance frameworks used by the Auditor-General of Western Australia. The plan specifies roles for ministerial oversight comparable to responsibilities outlined in the Health Services Act 2016 (WA), coordination with statutory authorities like the St John Ambulance Australia (WA) and emergency management agencies including WA Police Force for surge responses. Implementation uses program management offices, clinical governance structures modelled on guidance from the Australian Commission on Safety and Quality in Health Care, and accountability to parliamentary committees such as the Parliament of Western Australia health standing committee.
Funding mixes state appropriations from the Treasurer of Western Australia, Commonwealth contributions under agreements with the Commonwealth of Australia, and targeted capital funding for projects like expansions at Royal Perth Hospital or development at Fiona Stanley Hospital. Resource allocation is informed by activity-based funding models referenced to the Independent Hospital Pricing Authority methodologies, workforce funding initiatives tied to university training quotas at Murdoch University and postgraduate placements accredited by the Australian Medical Council, and capital planning that coordinates with agencies such as the WA Treasury and project delivery bodies like the Infrastructure WA.
Performance metrics include elective surgery wait times, emergency department length of stay, hospital-acquired complication rates benchmarked against the Australian Institute of Health and Welfare datasets, and Aboriginal health indicators aligned with Closing the Gap targets. Outcome reporting uses clinical quality indicators promoted by the Australian Commission on Safety and Quality in Health Care and publicly reported dashboards similar to those issued by NSW Health and Victorian Department of Health. Independent review and audit involve agencies such as the Auditor-General of Western Australia and academic evaluation partners including Curtin University School of Public Health.
Stakeholder engagement processes involved health consumer groups such as Health Consumers' Council WA, professional associations including the Australian Medical Association (WA), Aboriginal representative bodies like the Aboriginal Health Council of Western Australia, and regional councils including the Shire of Broome. Community impact considerations addressed rural and remote service access exemplified in towns such as Karratha, Kalgoorlie, and Broome, responses to demographic shifts documented by the Australian Bureau of Statistics, and alignment with national reform agendas such as the National Aboriginal and Torres Strait Islander Health Plan. Continuous engagement mechanisms include advisory panels, public consultations, and partnerships with research institutes including the Harry Perkins Institute of Medical Research.
Category:Health planning in Western Australia