Strategic Plan Progress Progress update January – June 2019

1. Strategic Plan Progress Progress update January – June 2019

2. STRATEGIC PLAN PROGRESS – YEAR 2 Strategic Plan 2017-22 • AV’s five year AV Strategic Plan was approved by the Minister for Ambulance Services in June 2017, following consultation with AV people, partners and the community. • The AV Board approved the 2018-19 Annual Plan supporting delivery of year two of the Strategic Plan. • AV provide biannual updates to the Board on progress against the Strategic Plan.

3. STRATEGIC PLAN PROGRESS – YEAR 2 • Completed the recruitment of 450 paramedics as part of the Victorian Government’s $500 million ambulance investment. • Continued to embed the Best Care Framework across the organisation, and strengthen our clinical governance. • Opened eight new ambulance branches, in Orbost, Traralgon, Diamond Creek, Eltham, Murchison, Preston, Mernda and Tatura. • Developed our first Accessibility Action Plan to ensure we are best placed to engage with and serve people with disability. • Adopted the Victorian Government’s Child Safe Standards, implemented a new Child Safe Policy and supported the introduction of the Working with Children Check for operational staff and volunteers. We achieved: • We responded to 618,125 emergency cases statewide, a 4.4 percent increase on the previous year. • We safely diverted a record 114,589 Triple Zero (000) callers, 15.6 percent of all emergency callers, to a response that did not require an emergency ambulance crew.

4. STRATEGIC PLAN PROGRESS – YEAR 2 • Progressed the GoodSAM program, including expansion to include additional partner agencies and community members. • Deployed four new Ambulance Community Officer teams in regional Victoria, at Chiltern, Halls Gap, Cobden and Rosedale. • Prepared a First Responder Plan to meet the needs of our valued volunteer first and co-responders. • Built closer links between our regional leaders and their local communities through the Better Together program. • Expanded the Emergency Medical Response (EMR) program to all career fire stations across Victoria, with AV staff training 550 fire fighters in advanced first aid and resuscitation, and delivering 7,700 hours of EMR training and accreditation. We achieved: • We received Gold Quill Awards from the International Association of Business Communicators recognising our communication and engagement work for Paramedics TV series, our Better Together program and our recognition of 30 years of Women in Ambulance. • We enabled the registration of more than 4,000 people as first responders through the GoodSAM program.

5. STRATEGIC PLAN PROGRESS – YEAR 2 • Introduced greater access to counselling services for rural and remote paramedics via video counselling with contracted psychologists. • Delivered the first year of our 2018-2020 Diversity and Inclusion Strategy Implementation Plan, to better reflect and champion diversity within our community and workforce. • Expanded the Peer Support Dog Program with an additional 12 support dogs and handlers. • Appointed six Ambulance Community Officers from Culturally and Linguistically Diverse backgrounds through our Multicultural Employment Program. • Piloted the Leadership Mentoring program in partnership with Rotary Victoria, to further develop our high-performing and high-potential leaders. • Completed the final year of our three-year Health and Safety Strategy by focusing on improving our manual handling protocols, our injury management and return-to-work performance. We achieved: • We continued to introduce key health and safety improvements in manual handling, injury management and return to work performance, resulting in an 18 percent reduction in our WorkCover premium.

6. STRATEGIC PLAN PROGRESS – YEAR 2 • Completed an end-to-end review and redesign of our frontline operational services to better meet future community demand, better support our staff, and continue to deliver high-quality patient outcomes. • Embarked on a large scale data and analytics transformation to improve our technology base, upskill our people in data use, and deliver more complex and predictive analytics. • Commenced implementation of a Social and Environmental Responsibility Action Plan to demonstrate our approach to building a socially responsible business. We achieved: • We responded to 83.9 percent of Code 1 emergency calls within 15 minutes, a 2.1 percentage point improvement on the previous year. • We met or exceeded all our patient quality and care measures, such as reducing patient pain, and transporting stroke and trauma patients to the appropriate destination hospitals. • We recorded improved cardiac arrest outcomes, with 33 percent of patients in a shockable rhythm surviving to return home.