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Updated: 18 June 2012 Page 1
This guide has been developed to help clinicians and other health staff and consumers
understand planning for health services. It provides a comprehensive planning approach
that could be utilised if resources allow. The guide outlines the key steps required however
where there are resourcing or time constraints a modified approach to each component
may be indicated.
There are a range of plans which may be developed to improve the way health services in
SWSLHD be developed, operated and evaluated. The following is a list of plans commonly
developed.
District Corporate/Strategic Plan - provides the strategic direction for all the activities of
the local health district.
Operational Plan - uses 5 year and 10-year health service activity forecasts to
project facility, service, bed, technology, staff and other resources required to meet
population need. It also includes strategies to improve the health status of the local
community.
Service, Clinical and Population Health Plans – seeks health status improvement and
provides a blueprint for what is to be achieved in terms of service developments,
important strategies, health outcomes and resource investment.
Asset Strategic Plan – identifies the health assets such as facilities and equipment
required to meet future service delivery needs.
Capital Plans – including site specific Clinical Services Plans (CSP) are required by the
NSW Government and NSW Ministry of Health for all major capital redevelopments prior
to starting a more detailed facility planning process. The CSP identifies community and
service needs and once endorsed, a Service Procurement Plan (SPP) is required to
identify capital and non-capital options to meet the service and project objectives
identified by CSP. The SPP provide preliminary assessment of costs and benefits. The
Project Development Plan (PDP) which is also required at this stage identifies the
services required for the facility and how they will operate.
High Cost or Specialised Technology Plans - outline the rational development of
technology across the District and consider the purchase of high technology
equipment or specialised services such as MRI, PET or linear accelerators.
Intergovernmental Liaison and Action – where District staff work with senior officers from
other Government Departments to develop joint action plans or agreements, whole of
Government strategies, regional strategies, submissions for funding and to monitor the
outcomes of projects. This can include planning for new urban developments such as
the South West Growth Centre and urban renewal projects.
New Initiative Plans - include submissions, expressions of interest, grant applications,
tender documents, or assisting others to do this.
Business Plan – is a management tool to help determine the decisions required to
develop a service and outlines the objectives, outcomes and strategies required.
The following provides an outline of the steps involved in developing a services plan.
HEALTH SERVICE PLANNING: A GUIDE FOR
HEALTH PROFESSIONALS AND MANAGERS IN SOUTH WESTERN
SYDNEY LOCAL HEALTH DISTRICT