2018-22 Strategic Plan - Shaping the future through exceptional care, discovery and learning - Austin Health
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2018–22 Strategic Plan Shaping the future through exceptional care, discovery and learning
Foreword
We are proud to introduce Austin Health’s Strategic
Plan 2018-22. Our plan provides a clear direction for
Austin Health for the next five years and describes
the six strategic priorities and initiatives that we will
pursue to achieve our vision of shaping the future
through exceptional care, discovery and learning. The
plan also identifies a number of core organisational
capabilities that will be strengthened to support the
delivery of our strategy.
There are many significant forces shaping Austin Health and
transforming our delivery of care. Meeting the needs of the patients
and community we serve in an environment of increasing demand and
complexity, rising community expectation and advances in technology,
requires us to think differently about the way we deliver care. Over the
next five years we will deliver a bold new approach to care that we are
confident will result in improved patient outcomes and experiences.
Strong collaboration with our consumers, neighbouring, rural and
regional health services, community providers and government will
be integral as we strive to pursue person-centred, seamless and
integrated care.
These partnerships will result in better outcomes for our consumers by
supporting people to keep healthy and out of hospital.
They will also allow us to focus our specialist resources to strengthen
our role as a provider of tertiary and quaternary care.
The dedication of our staff and their pursuit of excellence is critical to
the success of this Strategic Plan. To support our people to achieve our
bold ambition, we will strengthen our capabilities, our organisational
engagement, our culture of inclusiveness and leadership.
On behalf of the Austin Health Board and Executive team, we would
like to thank our staff, consumers, and our healthcare partners for their
contribution to our plan and the development of our strategic priorities.
We know that ongoing engagement with all of these stakeholders
will be fundamental to delivering the plan, and we are committed to
working together to realise our strategic objectives by 2022.
The Hon. Judith Troeth AM Sue Shilbury
Board Chair Chief Executive Officer
2 Austin Health 2018–22 Strategic Plan
Executive summary 4
Our ambition 6
Our vision and values 7
Our identity 8
Our future 11
Designing our Strategic Plan 14
Our strategic priorities 16
How we will achieve success 25
Implementing our Strategic Plan 26
Shaping the
future through
exceptional care,
discovery and
learning.
Austin Health 2018–22 Strategic Plan 3
Executive summary
Austin Health has been very successful in delivering high quality healthcare, introducing
workforce redesign and building an exceptional learning environment coupled with
world-class research.
The challenges in healthcare are however, Over the next five years, Austin Health will We aim to reinforce our role as an
increasingly complex and will require Austin aim to strengthen its role as a leader in internationally recognised centre of
Health to be more agile, innovative and the delivery of highly-specialised tertiary excellence in research and a health service
function differently over the life of this care in the north-east region of Victoria. that delivers exceptional, consistent
Strategic Plan. The growth of personalised We will support other health services patient care. We will mature our digital
medicine, digital technologies, demand from within our region to ensure their patients capability and review our models of care,
consumers for person-centred care and the have improved access to specialist tertiary linking them to infrastructure and other
increasing health needs of our community, clinical services and expertise. Austin investment priorities.
require us to develop smarter ways to Health is committed to partnering with
Our Strategic Plan 2018-22 sets the
deliver better treatment and care. Having community and other service providers to
roadmap to achieve these goals. Central
a clear view of our future is imperative to ensure more of our patients are cared for in
themes are innovation, specialisation, digital
delivering sustainable healthcare. the community.
transformation and greater connectivity
and collaboration with patients, current and
future partners. The talent and dedication
of our people underpin our successes to
date and remain our most important asset.
4 Austin Health 2018–22 Strategic Plan
To achieve the ambitions set out in this Austin Health is ready to meet the In this document we set out the initiatives
strategy, we must support our workforce to challenges ahead. Throughout the that we will pursue in each priority area.
thrive. Building the capability of our leaders strategic planning process, our staff have Collectively they will reposition Austin
will be central to this, as will leveraging emphasised a need to be bolder in our Health over the next five years.
our existing positive culture across our aspirations for the future and to raise our
Austin Health will concurrently strengthen
workforce of more than 8,500 staff and profile as a leading healthcare organisation.
the key organisational capabilities needed
500 volunteers. Ensuring we have the As part of our Strategic Plan, we articulate a
to deliver the strategy. We also know
right skills and knowledge to adapt to a new vision which reflects our ambition and
that boldness and ambition require
rapidly changing environment is critical. We a statement of organisational values that
an organisation to be sustainable, and
will achieve this by providing our people captures our identity and beliefs.
underpinned by effective governance and
with strong development support while
Our Strategic Plan for 2018-22 will involve sound commercial management. We will
also enhancing our recruitment practices,
concerted action across six interdependent continue to be a health service that listens
planning for critical role succession and the
priority areas. Over the next five years to its people and utilises data to ‘get the
development of talent pipelines.
we will: basics right’.
Austin Health cares for the health needs 1. Partner with consumers to create a Developing the Strategic Plan has involved
of an increasingly diverse community, at distinct approach to care that is reliable, extensive consultation and contribution
almost every life stage. Like all communities safe and puts patients at the centre from across our organisation, community
we are diverse, incorporating relatively 2. Collaborate with local partners to and our health system partners. Strong
advantaged residents and some of improve the lives of people in our engagement with these stakeholders
Victoria’s most disadvantaged residents. community will be fundamental to deliver the plan
3. Transform Austin Health’s digital effectively. Ultimately our success will be
environment measured by the outcomes and experience
4. Advance the research and learning we achieve for each person who entrusts
precinct in Melbourne’s north-east us with their care.
5. Grow our delivery of specialised care in A summary of our Strategic Plan is set out
regional and state-wide services on the next page. Each element of the plan
6. Take our team to the next level with is discussed in more detail on pages 16-24.
the right support and culture.
Our staff have emphasised a need to be bolder
in our aspirations for the future and to raise our
profile as a leading healthcare organisation.
Austin Health 2018–22 Strategic Plan 5
Our ambition
Over the next five years, Austin Health will deliver a bold, new approach to care that delivers
better outcomes and the best experiences for every person through the priority areas and
initiatives set out below.
Strategic
Strategic
priorities
priorities
Austin Health strategic priorities and initiatives
PARTNERSHIPS
PARTNERSHIPS TRANSFORMATION
TRANSFORMATION
Reliable,
Reliable,
safe,
safe,
person-
person- Community
Community integration
integration Digital
Digital
centred
centred
care
care and
and
collaboration
collaboration transformation
transformation
Partner
Partner
withwith
consumers
consumers to create
to createa a Collaborate
Collaborate
withwith
local
local
partners
partners
to to Transform
Transform
Austin
Austin
Health’s
Health’s
digital
digital
distinct
distinct
approach
approach
to care
to care
thatthat
is reliable,
is reliable, improve
improve
thethe
lives
lives
of people
of people
in our
in our environment
environment
safesafe
andand
putsputs
patients
patients
at the
at the
centre
centre community
community
• Ensure
• Ensurewe we
havehave
a single
a single
electronic
electronic
• Design
• Designa person-centred
a person-centredmodelmodel
of of • Develop
• Develop an integrated
an integrated
service
service
planplan viewview
of the
of the
patient
patient
record
record
carecare
withwith
consumers
consumersandand
staff
staff withwith
primary
primary
andand
community
communityhealth
health • Establish
• Establish
a centre
a centre
for health
for health
• Become
• Become the the
safest
safest
health
health
service
service services
services
andand
general
general
practice
practice datadata
analytics
analytics
in Australia
in Australia • Improve
• Improve access
access
to local
to local
hospital
hospital
carecare • Selectively
• Selectively
invest
invest
in new
in new
andand
• Facilities
• Facilities
andand
environment
environment thatthat for people
for people
in Banyule,
in Banyule,
Darebin
Darebin
andand emerging
emerging
technologies
technologies
support
support
our our
model
model
of care
of care Nillumbik
Nillumbik
• Strengthen
• Strengthen our our
IT infrastructure,
IT infrastructure,
• Redesign
• Redesign andand
optimise
optimise
our our • Partner
• Partner to deliver
to deliver
integrated
integrated
carecare
for for services
services
andand
functions
functions
service
service
models
models all patients
all patients
withwith
complex
complex
chronic
chronic
disease
disease
GROWTH
GROWTH
National
National
leader
leader
in in
research
research Innovation
Innovationin in Talented,
Talented,
capable,
capable,
and
and
teaching
teaching specialist
specialist
care
care engaged
engaged
people
people
Advance
Advancethethe
research
research
andand
learning
learning GrowGrow
ourour
delivery
delivery
of specialised
of specialised TakeTake
ourour
teamteam
to the
to the
nextnext
level
level
precinct
precinct
in Melbourne’s
in Melbourne’s
north-east
north-east carecare
in regional
in regional
andand
state-wide
state-wide withwith
thethe
right
right
support
support
andand
culture
culture
services
services
• Develop
• Developour our
research
research
andand
learning
learning • Leverage
• Leverage
our our
positive
positive
culture
culture
precinct
precinct
withwith
our our
university
university
andand • Strengthen
• Strengthen our our
world-leading,
world-leading, through
through
workforce
workforce
engagement
engagement
research
research
partners
partners flagship
flagship
clinical
clinical
services
services
• Build
• Build
leadership
leadership
excellence
excellence
• Grow
• Growthe the
scalescale
andand
impact
impact
of Austin
of Austin • Focus
• Focuson clinical
on clinical
services
services
where
where andand
capability
capability
Health’s
Health’s
translational
translational
andand
health
health we we
cancan
be most
be mosteffective
effective
andand
• Support
• Supportpersonal
personal
growth
growth
andand
service
service
research
research efficient
efficient
development
development of our
of our
people
people
• Embed
• Embed a consistent,
a consistent,
inter-disciplinary
inter-disciplinary • Improve
• Improve access
access
andandcarecare
for rural
for rural
• Value
• Value
diversity
diversity
andandinclusion
inclusion
approach
approachto research
to research
andand
teaching
teaching andand
regional
regional
patients
patients
to bring
to bring
richness
richness
to our
to our
workwork
• Become
• Become the the
health
health
service
service
of choice
of choice • Lead
• Leadthe the
delivery
delivery
of specialist
of specialist
carecare environment
environment
for students
for students for the
for the
north-east
north-eastregion
region
6 Austin Health 2018–22 Strategic Plan
Our vision and values
Our vision
Our vision is “shaping the future through exceptional care, discovery and learning”. Our Strategic Plan is aligned with our vision. Together this
Our aValues
brings clear, strong direction and priorities to boldly differentiate Austin Health.
Our values
Our valuesdefine who we are, and shape our culture and the behaviours, practices and mindsets
of our people. They guide how we work with each other, and with consumers, the community
Our values reflect what is most important to us, what we care about and support us to deliver this Strategic Plan, by driving the qualities
andbehaviours
and our partners.
that we will need individually and collectively to be successful. Our values define who we are, and shape our culture and
the behaviours, practices
Our values reflect what isand mindsets
most of our
important to people.
us, whatThey guideabout
we care how we
andwork withus
support each other, and
to deliver thiswith consumers,
Strategic Plan, the community and
our partners.
by driving the qualities and behaviours that we will need individually and collectively to be successful. Our four
organisational
Our values are
four organisational set out
values are:below:
Our actions show we care We bring our best
We are inclusive and considerate. We are guided by the needs of our
We appreciate one another, patients, bringing commitment,
always listening and interacting integrity and energy to everything
with compassion. we do. We are passionate about
delivering excellence.
Together we achieve We shape the future
Our culture of collaboration means Through research, education and
we work openly with our people, learning we innovate, exploring
our community and beyond to new opportunities that will
achieve great outcomes. change healthcare for the better.
Our values reflect what is most important to us, what we care
about and support us to deliver this Strategic Plan, b
y driving
the qualities and behaviours that we will need individually and
collectively to be successful.
Austin Health 2018–22 Strategic Plan 7
Our identity
Austin Health has a reputation as a leading specialist tertiary and quaternary health service.
It is known for its delivery of high-quality, safe care, a strong record in research and a place
where staff are proud to work.
We are the state-wide provider for a range The embedding of scientific research within Our workforce provides safe,
of specialist services. These include: a clinical environment as recommended high-quality care, and there is evidence of
• Victorian Spinal Cord Service by the 2013 McKeon Strategic Review of our commitment to a continual cycle of
• Victorian Respiratory Support Services Health and Medical Research is exemplified improvement across Austin Health. This is
• Victorian Liver Transplant Unit by the Olivia Newton-John Cancer Research reflected in the outstanding accreditation
Institute, the Florey Institute and the multi- results we achieved in the 2016 National
• Acquired Brain Injury Unit
disciplinary research team in the Intensive Safety and Quality Health Service Standards
• Child Mental Health Inpatient Unit
Care Unit (ICU) at Austin Health. where we ranked among the top health
• State-wide Toxicology Services services in Australia. In addition, the survey
(including the Victorian Poisons The Olivia Newton-John Cancer Research
team highlighted the priority put on great
Information Centre). Institute provides our patients with
patient experience across the organisation.
access to the best possible emerging care
Austin Health is renowned for its specialist though clinical trials, new treatments Austin Health’s success is underpinned by
work in cancer, infectious diseases, obesity, and personalised medicine, including the talent of our staff and also by virtue
sleep medicine, intensive care medicine, immunotherapies and targeted therapies. of the fact that our workforce is highly-
neurology, endocrinology, mental health Specifically, it has led to the development engaged. In the latest state-wide public
and rehabilitation. of the licensing of a brain cancer drug sector employment survey conducted,
Austin Health is an internationally now in global clinical trials, an integrated 95 per cent of staff who responded to the
recognised centre of excellence in translational bowel cancer research survey agreed with the statement ‘My
hospital-based research. We work program and antibody-directed therapy organisation provides high-quality services
with our affiliated research centres and for cancers including colon, breast, brain to the Victorian community’.
partnerships to deliver ground-breaking and melanoma.
In the same survey, 87 per cent of
discoveries that benefit patients worldwide. The relationship with the Florey Institute respondents agreed that Austin Health is
Austin Health has an extensive range of has demonstrated how the intimate link a safe place to work. We care deeply about
research auspiced by Austin LifeSciences between scientists and clinicians providing the health and safety of our staff and it is
(ALS). ALS brings together almost 1,000 care can lead to dramatic improvements an area where we invest significant effort.
researchers and a number of research in the diagnosis and management of
institutes in partnership with University Austin Health has been committed
people experiencing strokes, epilepsy and
of Melbourne, La Trobe University and to improving the lives of patients and
Alzheimer’s disease.
the Mercy Hospital for Women to achieve their families since it was founded by
ongoing excellence in research and better Our ICU research team is dedicated to philanthropist Elizabeth Austin, as a
health outcomes for our local, national and providing and promoting evidence to ‘hospital for the incurables’ in 1882. To
international communities. support and improve patient care and has achieve the best outcomes for patients
an extraordinary record of achievement. in 2018 and beyond we are cognisant
These include: The team is led by Professor Rinaldo of the need for consumers to be active
• The Florey Institute of Neuroscience and Bellomo, who in 2017-18 was recognised partners in the planning and delivery of
Mental Health (The Florey) for the fourth year running as one of the care. We ensure that consumers are given
• Olivia Newton-John Cancer Research Thomson Reuters Highly Cited Researchers. meaningful opportunities to actively engage
Institute The award places him in the top 1 per cent and that their perspectives are valued in the
• Institute for Breathing and Sleep of researchers in the world. planning, service delivery and evaluation of
• Parent-Infant Research Institute our health service.
• Spinal Research Institute
• Austin Medical Research Foundation.
8 Austin Health 2018–22 Strategic Plan
95 per cent of staff who responded to the survey
agreed with the statement ‘My organisation provides
high-quality services to the Victorian community.’
Austin Health 2018–22 Strategic Plan 9
We are proud of our expertise and In 2017 we became the first health service All these strengths – our people, clinical
experience in the development and rollout in Australia to introduce an oncology care, research, innovation, education and
of health technology, albeit we recognise information system into adult cancer our consumer relationships – are the
we still have work to do. healthcare. foundations of this Strategic Plan.
We recently introduced Australia’s first We are world-renowned in clinical teaching
research clinical data warehouse and are and training for doctors, nurses and allied
establishing a Database Analytics Research health professionals. In medicine, we are
and Evaluation Centre in partnership with the largest Victorian provider of training for
the University of Melbourne. The Centre will specialist surgeons and physicians.
enable researchers and clinicians to work
in one system and explore a vast amount
of health data to support research and
improve health outcomes. The partnership
will also provide enhanced training in clinical
We are world-renowned in clinical teaching
and population health informatics across
the healthcare system.
and training for doctors, nurses and allied
health professionals.
10 Austin Health 2018–22 Strategic PlanOur future
The needs of our community are growing and becoming more complex. The community we
care for is increasingly diverse and has growing and more complex healthcare needs.
Our primary catchment of more than In particular: • Technological advancements will change
343,000 people covers three Local • There will be an increasing shift toward the way we deliver care and interact
Government Areas and includes relatively community-based care. with patients.
affluent residents and some of Victoria’s • Personalised medicine will see dramatic • Our service delivery model must change
most disadvantaged residents. Cultural improvements in diagnosis and and new partnerships outside the acute
diversity ranges significantly from only treatment. healthcare system will be fundamental
8.3 per cent of people speaking a language • A whole-of-patient approach will to achieving this.
other than English at home and 0.4 per cent increasingly replace the traditional
of people identifying as Aboriginal or Torres approach of focusing on clinical specialities
Strait Islander in Nillumbik, compared with and single diseases.
41 per cent speaking a language other than
English at home and 1 per cent of residents Austin
being Aboriginal or Torres Strait Islander AustinHealth
Healthcatchment
catchment
in Darebin.
Austin Health’s primary catchment varies significantly Variability in socio-economic status brings variability
in terms of socio-economic disadvantage in population health
This diversity brings differing needs,
expectations and beliefs about health and
healthcare. Our community is also ageing,
and its healthcare needs are becoming 39 th
67 th
79 th
21% 17% 9%
more complex.
Darebin Banyule Nillumbik Darebin Banyule Nillumbik
Our strategic approach for the next
five years reflects this diversity and is Ranking on the Index of Relative Socio-Economic Disadvantage Percentage of people reporting fair or poor health.
(IRSD) out of Victoria’s 79 Local Government Areas.
particularly cognisant of the needs of our
most vulnerable populations. It considers
Austin Health’s catchment is ageing Population over the age of 70
the changes we need to make to continue
to provide high-quality care.
43% 2.2% 10% 13%
70+ age group 0-12 age group 2018 2023
Predicted percentage of all hospital admissions by age group Current and predicted population statistics for the
(by 2026). 70+ age group.
An ageing population brings with it increasingly complex and chronic illness
66% 80% 50% 66% 80%
2003 2014 45-65 60-75 75+
Estimated percentage of patients with complex illness. Percentage of patients with complex illness by age group.
Austin Health 2018–22 Strategic Plan 11Our consumers expect and We need to think differently to Safety and quality remains
need more from us provide better care fundamental to all that we do
At the same time as our community More complex health needs, increasing Despite the rapid change that is taking
is growing and their healthcare needs expectations and advances in technology place, our fundamental commitment to
are becoming more complex, our are challenging the status quo at Austin consistently provide safe, effective care to
relationship with consumers is changing. Health. These changes require us to think every person remains unchanged. Austin
Our consumers are better informed and differently about the future of care. Health is highly regarded for its clinical
increasingly expect greater control over expertise and the safety of its services.
To fulfil our commitment to person-centred
what, how and where they receive care. We also recognise a need to pursue
care, we must develop better ways to
They want to participate in decision making further improvements and to be more
coordinate care and support each patient.
and expect choice and value for money. transparent with the community about
This goes beyond hospital services to
our performance, particularly when things
In response to this, we are continuing include primary health, aged care and
go wrong.
to increasingly focus on person-centred community support services. An integrated
care. Person-centred care is healthcare approach to care will require Austin Health Fulfilling the recommendations and
that is respectful of and responsive to the to re-think its role in many areas of service ambitions of the Targeting Zero Review of
preferences, needs and values of patients delivery and develop new partnerships Safety and Quality Assurance in Victorian
and the community. outside the acute healthcare system. Hospitals will remain a central focus of our
work over the next five years. Equally we
Our approach to person-centred care is Enhancing ambulatory and community-
recognise the potential for Austin Health to
underpinned by effective communication based care will become an increasing focus
share the expertise of our clinical leaders
– to develop a deep understanding of the of our service delivery model. We know that
with other health services to support
needs and expectations of each person. most people would prefer to have access to
system-wide improvements.
We are equally committed to working care that includes service provision within
in partnership with consumers and the the ambulatory setting or in their home The safety, health and wellbeing of our
community to improve our services. Our rather than stay in hospital. staff will also continue to be paramount.
Patient Expectations was developed in
Community-based care is already part of Austin Health recently implemented a
consultation and written together with our
current service provision but technological Workforce Mental Health Strategy to
consumers. It clearly sets out what patients
advancements in telehealth, remote support and promote the psychological
want in their health care and informs what
monitoring, and the establishment of wellbeing of our staff. This included
success looks like in the design and delivery
greater partnerships with regional, rural the implementation of a Doctor Health
of care at Austin Health.
and community-based healthcare providers Program, Peer Support Program and
will extend Austin Health’s role beyond cultural change programs for our medical
the hospital. The roll-out of the National workforce as well as an onsite counselling
Disability Insurance Scheme (NDIS) and service for all staff and training programs
the strength of other community providers for managers on mental illness. Over
challenges us to reconsider our role as a the next five years we will extend these
provider of some community services. important initiatives across Austin Health
and build leadership capability to support
the health, safety and wellbeing of our
people. This will be a key focus of our
People Strategy.
12 Austin Health 2018–22 Strategic PlanOur research is integral to Advances in technology are New digital technologies spanning
improving clinical practice transforming healthcare connectivity, mobility and big data are
The 2013 McKeon Review has resulted Advances in medical and digital creating innovative ways to plan and deliver
in changes in funding, philosophy technology are transforming healthcare. services and interact more closely with
and structure of Australia’s research At Austin Health, these advances will patients. Digital technology will enable
environment. The aim of these shifts is to shape the way we provide care, conduct better information sharing and multi-
enable the rapid translation of research into research and teach our students. Game- disciplinary collaboration, both inside Austin
clinical practice that will lead to improved changing breakthroughs in genomics, Health and across the health system. With
health outcomes nationally and reduce cost. nanotechnology and big data are established expertise and experience in
unfolding alongside rapid advances in the development and rollout of health
This has led to significant changes to the technology, Austin Health understands
pharmaceuticals, surgical techniques,
structure of the National Health and Medical the potential opportunities created by
diagnostic testing, and nursing and allied
Research Council, the establishment of the technologies, big data and a strong
health interventions.
Medical Research Futures Fund and the data analytics capability. Our Strategic
introduction of the National Health and Plan ensures that those opportunities
Research Translational Centres (NHRTC). are pursued.
Austin Health is an important partner in
one of these NHRTCs — the Melbourne
Academic Centre for Health (MACH). As a
member of MACH, we are collaborating with
other health services and the University of
Melbourne to undertake research that will
improve health service delivery.
Our partnership with the Victorian
Comprehensive Cancer Care Centre will also
lead to research delivering better outcomes
for cancer patients, specifically in its focus
on more clinical trials and increased patient
participation in these trials.
Austin Health knows that research is
integral to improving clinical practice and
providing better care. To achieve this we An integrated approach to care will require
need to attract talented people to work at
Austin Health who are passionate about Austin Health to re-think its role in many
discovery. This will enable us to continue
to build knowledge that informs clinical
areas of service delivery and develop
practice, ensure what we do is evidence
based and leads to improvements in
new partnerships outside the acute
healthcare, patient outcomes and patient healthcare system.
experience. We also know that we need
to work collaboratively to leverage our
collective efforts.
Austin Health 2018–22 Strategic Plan 13Designing our Strategic Plan
Our strategic planning process was led by our Board and Executive, and developed in
close consultation with our consumers, staff, our research and teaching partners and our
community. The plan reflects the valuable input, contributions and feedback received
throughout the process.
To ensure everyone had the opportunity to Consultation, particularly with our • We need new skills to keep pace and
participate and have their say, consultation consumers and staff, was critical to achieve our ambitions.
occurred via a range of methods. We carried ensuring that the plan reflects their needs, • Improving our IT infrastructure and
out face-to-face forums and meetings expectations, collective ambition and vision responding to the opportunities provided
and staff were encouraged to share their for Austin Health in the future. Staff and by new technologies will be critical to our
thoughts by posting on ‘strategy walls’ at consumers told us that: future success.
each of our three campuses, or through an • They have an ambition to be bold and • Research and teaching is important, and
online tool. progressive. greater integration and support is needed
We received direct input from • Having a strong culture where staff and to ensure Austin Health maintains and
approximately 1,000 people including consumers feel valued and supported strengthens its existing reputation in
100 consumers, more than 700 staff, and is important. these areas into the future.
other stakeholders, including neighbouring • Innovation, technology and an integrated The Strategic Plan reflects this important
health services, universities, research approach to clinical care should be part of input. Our people were integral in the
institutes, Better Health North East what defines Austin Health in the future. development of this plan and will be
Melbourne and the Department of Health • Our partners across the community, fundamental to its delivery and successful
and Human Services (DHHS). In particular, local and primary health providers, implementation.
our Community Advisory Committee and research institutes, the private sector,
Clinical Council consultations provided government and other health services,
important insights on the consumer and are important. Effective and transparent
clinical staff perspectives. communication is key to the success of
those partnerships.
Innovation, technology and an integrated
approach to clinical care will define
Austin Health in the future.
14 Austin Health 2018–22 Strategic PlanAustin Health 2018–22 Strategic Plan 15
Our strategic priorities
Change and innovation continue to be needed if we are to provide safe, outstanding care that
fulfils the needs and expectations of each patient.
We must also lift our contribution as a Twenty three specific initiatives Clear measures of success will
system leader in tertiary and quaternary provide a clear plan of action be used to monitor our progress
care, in research and in education. Austin In this section we describe each of our For our Strategic Plan to be successful it
Health is ready to meet this challenge. priority areas and the initiatives that will must also be measurable. Austin Health
Over the next five years, Austin Health will support their achievement. The initiatives measures, monitors and reports an
become a more specialised, innovative provide an ambitious but achievable extensive range of clinical and operational
and better connected health service. program of work. However, they are not performance measures. Alongside this
This ambition applies equally to our role intended as a prescriptive roadmap and are reporting framework, a smaller number of
as a local health service for Melbourne’s not an exhaustive list of everything we will measures have been identified to track our
north-east and our role as a leader in highly do. We know that constant change is part progress in the priority areas. The measures
specialised tertiary care. of our environment and we will be ready to will provide the high-level means by
Our priority areas adapt and respond to new opportunities which to monitor overall progress against
and challenges that emerge over the next the plan.
A bold Strategic Plan requires a clear
five years.
focus. Our priority areas establish our
focus for 2018-22. The priority areas
are interdependent. Success will require
concerted action across all these areas.
Reliable, safe, person-
centred care
Partner with consumers to create
a distinct approach to care that
is reliable, safe and puts
Talented, capable, patients at the centre. Community integration
engaged people and collaboration
Take our team to the next level Collaborate with local partners
with the right support to improve the lives of people
and culture. in our community.
Shaping the future
through exceptional care,
discovery and learning.
Innovation in Digital
specialist care transformation
Grow our delivery of specialised Transform Austin Health’s
care in regional and state- digital environment.
wide services.
National leader in
research and teaching
Advance the research and learning
precinct in Melbourne’s
north-east.
16 Austin Health 2018–22 Strategic PlanReliable, safe, person-centred care
Partner with consumers to create a distinct approach to care that is reliable, safe and puts
patients at the centre.
The way we provide care needs to change. • Be linked to comprehensive teaching and • Review our existing models of care
While we have always brought expertise, research programs. against leading practices to ensure
commitment and compassion to the way • Explore innovative new ways of achieving they are evidence based and current
we care, over the next five years we will better outcomes and experiences. best practice.
develop a consistent model of delivering • Adopt an organisation-wide approach to
• Be informed and supported by our digital
care that is distinctive to Austin Health. designing new care models that involves
capability.
It will be innovative, evidence-based and consumers.
• Be collaborative, involving a coordinated
above all, person-centred.
effort from every team member. 2. Become the safest health service
Our new model of care will drive • Be connected to health professionals and in Australia
improvements in patient safety, outcomes services in the broader health system. Austin Health has proven capability and
and experiences. It will create development • Reduce variation in practice. a strong record in safety and quality. We
opportunities for staff and drive efficiencies care about and strive for more than just
Translating these principles into action
in how we use our resources. compliance. However, our ambition is to
will be central to our strategy and the focus
The principles of our model of the key initiatives. go even further. It is to become the safest
of care health service in Australia, leading safety for
Initiatives both consumers and staff.
A model of care defines how care is planned
1. Involve consumers and staff in the
with, and delivered, for each patient. While We will:
design of a genuine and consistent
our services are diverse, our new model of • Develop and support clinical leaders to
person-centred model of care across
care will be guided by common principles. drive quality improvements and culture
all our services
The way we provide care at Austin change to achieve the highest levels of
Health will: Austin Health’s new model of care will be
consumer and staff safety.
developed in partnership with consumers
• Be developed in partnership with • Strengthen our safety and quality
and staff to ensure that it meets the
our consumers. governance across the organisation.
distinct needs of our consumers and
• Be consistently warm and welcoming to • Accelerate the implementation of
community and is owned by our staff.
our patients. evidence based and safe research
• Improve the patient experience and We will: findings into clinical practice to improve
patient-reported outcomes (PROMS). • Implement the principles of care the safety and quality of healthcare at
• Be highly reliable. articulated in Our Patients’ Expectations Austin Health.
across Austin Health. • Expand the transparent, public reporting
• Implement the Partnering with Consumer of our performance.
Plan to ensure consumers participate in • Undertake initiatives that drive a culture
and support new initiatives, including the of respect and collaboration to enhance
development of models of care. staff safety and wellbeing.
• Develop a Safety Scorecard for Austin
Health that defines our measures of
success for patient and staff safety.
Over the next five years we will develop a consistent model
of delivering care that is distinctive to Austin Health.
Austin Health 2018–22 Strategic Plan 173. Ensure our models of care are supported 4. Redesign and optimise our service Measures of success
by our facilities and environment models to deliver care more efficiently • Leading patient experience results.
To provide great patient outcomes, New models of care will substantially • Leading clinical outcome measures.
experiences, and efficient service delivery, change our infrastructure requirements. • Adoption of Patient Reported Outcome
we require the right facilities, technology In the longer term, this creates Measures.
and environment. Our environment has opportunities for Austin Health to redesign • Lowest incidents of preventable harm
the potential to create a better experience the way services are delivered. in Australia.
for all consumers and staff, and it should
We will: • Consistent achievement of system
reflect our values.
Work with DHHS and the Victorian Health performance targets.
We will: and Human Services Building Authority to:
• Pursue the infrastructure priorities as • Progress service master planning
determined by the master planning following our model of care redesign.
process. • Pursue feasibility and business case
• Prioritise improvements to our existing development to support service redesign
patient environment to positively impact and care delivery optimisation.
patient experience.
18 Austin Health 2018–22 Strategic PlanCommunity integration and collaboration
Collaborate with local partners to improve the lives of people in our community.
Focusing on our local catchment and • Work in partnership with members of We will:
enabling more care to be delivered in the the BHNEM Collaborative to implement • Explore the potential for new ways of
community will produce better health the population health based strategic providing support for evidence based
outcomes. Equally, it will enable Austin priorities identified in the BHNEM integrated chronic disease management.
Health’s specialist resources to be available Strategic Plan • Work with our primary and community
to deliver better value care. • Develop innovative partnership initiatives care partners to trial new approaches
Austin Health will work with primary and population health strategies to to community-based chronic disease
healthcare providers, community and improve the health outcomes of our management, which integrates primary
population health stakeholders — including community. care and secondary care expertise.
Better Health North East Melbourne 2. Improve access to local hospital care for • Develop tools to predict which patients
(BHNEM) — to create a system of people in Banyule, Darebin and Nillumbik are at risk so we can make the most
integrated, community-based care. difference through service integration
At the same time, clear delineation of
and connecting care.
Initiatives our secondary services will enable us to
continue to care for our local community • Seek out new technologies that may
1. Develop integrated service plans with help patients better manage and monitor
primary and community health services while providing specialist tertiary and
quaternary services. their care outside the hospital and help
and general practice that help keep them navigate their way through the
people healthy and out of hospital We will: health system.
Our approach to integrated care should • Develop and promote referral pathways
Measures of success
be in collaboration with our community for general practitioners, health services
partners, including primary and community and community providers to standardise • Increase in the number of healthcare
health services and general practice, as and simplify the referral process and pathways for secondary services.
well as neighbouring public and private improve access to our services. • Increased proportion of services provided
health services. • Work with our neighbouring health in the community.
services and our primary and community • Reduced potentially preventable hospital
We will:
health partners to better coordinate admissions and unplanned re-admissions.
• Work with local primary and community
access to secondary care for people in • Improved outcomes for patients with
healthcare stakeholders, general practice
our local communities. multiple or chronic complex conditions.
and our neighbouring secondary and
tertiary health service partners to 3. Partner with primary care, community • Stronger, more sustainable and beneficial
develop integrated service plans for health services and general practice to relationships with partners.
north-east Melbourne. deliver integrated care for all patients
• Work with local primary and community with complex chronic disease
healthcare stakeholders, general practice By partnering with community care
and our neighbouring secondary and providers there is potential to do more to
tertiary health service partners to improve the population health of our
promote an agreed regional approach local community.
to prevention, early detection and early
People with multiple or chronic complex
intervention strategies that improve our
conditions frequently seek care in
population health outcomes.
hospital that could be avoided or better
managed in the community.
Austin Health 2018–22 Strategic Plan 1920 Austin Health 2018–22 Strategic Plan
Digital transformation
Transform Austin Health’s digital environment.
Austin Health has been a leader in the 2. Establish a centre for health data 4. Strengthen our IT infrastructure,
application of technology to healthcare. analytics to support clinical care, services and functions to support our
We understand that technology has the innovation and research clinical care, operations and strategic
potential to significantly advance the work Austin Health has led the use of data and priority areas
we do, the way we interact with our patients analytics to improve the quality of patient Austin Health’s IT environment is the
and enhance their experience at Austin care and research. We have collected large backbone of many operational and
Health. However, the pace of technology volumes of data and established a research financial systems and processes.
advancement and the rate of investment data warehouse. These are important A strong IT foundation will support us to
and adoption by other health services assets that we must use to support clinical deliver more efficient, safe and high-
demand a new level of strategic focus from care, innovation and research. quality care, and be a significant enabler
Austin Health. for many of our strategic goals.
We will:
At the same time, we must ensure that • Establish a health data analytics centre We will:
our information technology infrastructure, that delivers analytical outcomes. • Identify and invest in IT infrastructure,
services and functions enable us to deliver our services and functions with the most
• Support the establishment and operation
core work and pursue our strategic priorities. potential to improve quality, safety and
of the centre with the right infrastructure
Austin Health has developed a Digital and clinical leadership. operational efficiency or reduce risk.
Health Strategy 2018-22 that provides the • Strengthen our data collection and • Connect and integrate our IT
Strategic Framework for information and analytics reporting systems, processes infrastructure and systems so that they
communication technology (ICT) innovation and tools. make us more efficient.
across the organisation. • Create an IT service delivery model,
3. Selectively invest in new and emerging
Initiatives including structure and policies that
technologies that improve outcomes
supports our people, clinical care,
1. Ensure we have a single electronic view for consumers, support clinicians
operational efficiency and strategic
of the patient record and advance our flagship clinical and
priority areas.
A single electronic view of the patient research programs
record is key to delivering more person- The pace of change in digital health Measures of success
centred care and improving safety and means we need to be continuously • Increase the use of data and information
quality. An integrated system increases learning, trying new things and scanning to improve care and research.
efficiency, improves patient outcomes and the horizon for new and disruptive • Provide the information and technology
experiences and reduces risk. We need to technologies. New technologies have for a single patient view.
have a single electronic view of the patient the potential to substantially improve • Embrace and harness contemporary
record across the whole organisation. both the experience and outcomes for technologies and new methods to more
consumers, as well as support our clinical efficiently and effectively deliver our
We will:
care and advance our research. services.
• Integrate our systems, processes and
workflows to create a connected and We will: • Strengthen ICT’s value to the
coordinated system. • Partner with patients, community and organisation through greater team
industry to support the development and cohesion and collaborative approaches.
• Design and deliver our systems in
collaboration with users to ensure that testing of new technologies.
they meet their needs and expectations. • Adopt contemporary technologies that
• Provide our clinicians and other system will improve outcomes for consumers,
users with the education, tools and support clinicians and advance our
training required to maximise their use flagship clinical and research programs.
of our systems. • Ensure our investments are evidence-
informed, deliver value and balance risk.
Austin Health 2018–22 Strategic Plan 21National leader in research and teaching
Advance the research and learning precinct in Melbourne’s north-east.
Austin Health brings a distinguished history 2. Invest in translational and health service 4. Become the health service of choice
of ground breaking research through its research to grow its scale and impact for undergraduate and postgraduate
partnerships with the Florey Institute, With the right support, our research medical, nursing, allied health and
the Olivia Newton-John Cancer Research expertise has the potential to deliver greater research students
Institute and Austin LifeSciences. Equally, we impact and influence for our patients and Austin Health will build on its strong
have a strong reputation as a teaching health the health system. Austin Health is well foundations in teaching to deliver great
service. Our clinical education programs have positioned to focus on translational and learning outcomes and attract the best
prepared generations of health professionals health services research which aligns with and brightest students. Excellence and
to be leaders in clinical practice. our existing areas of research strength and leadership in education will benefit patients,
However, we recognise there is an flagship clinical services. students, staff, the health system, and
important opportunity to do much more. be a cornerstone of our research and
We will:
Our integrated and influential research and learning precinct.
• Develop a comprehensive research
learning precinct in Melbourne’s north- strategy with a focus on translational We will:
east improves clinical care, research and and health services research that is • Work with students to understand their
teaching outcomes. It is also critical to underpinned by high quality basic science. expectations and develop and implement
continuing to attract the best students, initiatives to ensure their learning
• Strengthen and diversify our research
clinicians and researchers. experience is maximised.
partnerships, including industry partnerships.
Initiatives • Increase our investment in research • Explore opportunities for new,
1. Strengthen our university and research programs and facilities utilising a range of complementary partnerships with our
partnerships to support the development funding sources. university partners that can expand
of our research and learning precinct • Engage and mobilise our research the scale and breadth of our education
capacity into our areas of need. programs across all disciplines.
Austin Health’s university partnerships
are vital to the achievement of both our • Strengthen our communications
3. Embed a consistent, inter-disciplinary
research and teaching ambitions. We need a about teaching at Austin Health to
approach to research and teaching
more consistent, strategic approach to our help patients, future students and the
across all Austin Health services
university partnerships that ensures they community understand the role and
Research and learning can take a more significance of teaching.
are strong, mutually beneficial and aligned
prominent and consistent role in the way
with our strategic goals and priorities. Measures of success
we provide all our services at Austin Health.
We will: We will draw on the principles of the • Increased impact and volume of Austin
• Work with our research and university Academic Health Sciences Centre model to Health published research.
partners to develop and maintain more closely link our clinical care, education • Measure and increase research
the infrastructure needed to support programs and research efforts. grant funding.
excellence in clinical, laboratory and We will: • More senior clinical staff formally
health services research. involved in research and teaching.
• Develop a consistent structure and
• Develop a recruitment strategy to attract operating model to embed research and • Increased undergraduate and
the most capable and accomplished teaching within clinical care. postgraduate placements and
researchers to the Austin Health appointments.
• Support more of our senior clinical staff
research precinct. • An increase in the amount of
to take a formal role in research and
• Establish an ongoing scheme to track teaching at Austin Health. translational research that results in
research performance and benchmark it changed clinical practice.
• Increase alignment between our
against other top institutions.
flagship clinical services and our areas
of research strength.
22 Austin Health 2018–22 Strategic PlanInnovation in specialist care
Grow our delivery of specialised care in regional and state-wide services.
We will further define our role as a We will: We will:
specialist provider of key tertiary and • Review the scale, current capability and • Identify priorities for the development
quaternary health services. Our future future potential for each of our tertiary of a tertiary and quaternary regional
role in the Victorian health system will and quaternary services. service framework with our metropolitan,
be strengthened by leading the delivery • Prioritise the further development of a regional and rural partners, including
of these specialist services. We will use select number of flagship clinical services Eastern Health, Northern Health, Ballarat
our expertise to ensure patients from and ensure that there is a strong link Health Services and Bendigo Health.
metropolitan, regional and rural patients between research, teaching and clinical • Work with regional partners and
have access to specialist care. practice within each service. the DHHS to pilot a regional service
We will formalise links with our framework in a key area of tertiary or
2. Focus on the clinical services where
neighbouring health services and rural quaternary clinical need.
we can be most effective and efficient
health services in our region. This will • Explore the potential to expand regional
To allow us to focus our resources in
establish a coordinated system where service frameworks across all our
those clinical areas where the evidence
patients have access to higher levels flagship services.
shows we can be most effective, we will
of specialist and complex care that is 4. Work with our neighbouring health
review our role across our practices and
not available locally, within a clinically services to strengthen our partnerships
services. Transitioning our role in areas
appropriate timeframe. Our role as a to deliver specialist tertiary care for the
that can be more effectively or efficiently
specialist provider and a clinical leader north-east region
delivered by others will mean our work
will also include the provision of specialist
will complement rather than duplicate our A coordinated and collaborative approach to
expertise and clinical advice to strengthen
health service partners. the delivery of specialist tertiary care in our
clinical decision making, and to ensure
We will: region will ensure patients requiring access
patients are receiving the right care in the
to a higher level of care will receive it within
right place. • Identify activity and services with
clinically appropriate timeframes.
potential for change or transition in line
While we already have several leading
with our new models of care and flagship We will:
clinical services, we will continue to improve
services. • Develop default referral pathways to and
our outcomes and patient experience by
further linking research and teaching to • Review our role in areas of clinical care from Austin Health for patients requiring
clinical practice. By 2022, Austin Health no longer supported by new research access to a higher level of specialist care.
will have a select number of world- and evidence, or where the activity can • Develop agreed time based metrics
leading flagship areas of specialist care be provided more effectively and/or for patient access to Austin Health for
and a more defined approach to health efficiently elsewhere. specialist inpatient care and ambulatory
service partnerships. 3. Expand and formalise strategic services.
partnerships in north-east Victoria to • Establish arrangements for providing
Initiatives
provide improved access and care for specialist clinical advice to supporting the
1. Strengthen our world-leading flagship collaborative management of patients
rural and regional patients
clinical services, including cancer, liver referred for specialist care.
and spinal services A regional service framework offers the
potential to improve access to tertiary Measures of success
A proactive approach to the development
and quaternary services, creating better • Increased scale and depth of tertiary
of flagship services will allow greater
experiences and outcomes for regional activity.
expertise, delivering better outcomes for
patients. Greater collaboration between • Increased proportion of regional
patients, greater efficiency and value for the
services will enable shared expertise and tertiary activity.
health system.
foster new areas of collaboration across
• Meeting agreed access KPIs.
research programs and teaching.
Austin Health 2018–22 Strategic Plan 23You can also read
