Alfred Health Strategic Plan 2021-23 - Advancing excellence in healthcare
Page content transcription
If your browser does not render page correctly, please read the page content below
Our strategic plan is ambitious. Focussed on advancing excellence in healthcare for the benefit of all Victorians it will be achieved through a close collaboration with staff, partners and government.
Message from the Board Chair and the Chief Executive 4 Our purpose and beliefs 6 Transforming our service – Our Flagship Projects 8 Redeveloping The Alfred 10 Caring Beyond the Walls 12 AlfredHealth Wellbeing 14 Advancing excellence in care – Our Strategic Goals 16 Goal 1: Provide high-quality patient-centred care 18 Goal 2: Lead innovative specialist care nationally and internationally 19 oal 3: Improve the mental and physical health and wellbeing of our G 20 diverse community oal 4: Provide a healthy, respectful and safe workplace, and a skilled, G 21 adaptive and compassionate workforce Goal 5: Lead excellent, innovative and collaborative health research 22 oal 6: Provide a modern healthcare environment through G 23 innovations in system design and technology Goal 7: Manage our resources and environment sustainably 24 Measuring our performance 26 Challenges and opportunities to enhance our impact 28 Bringing our ambitions to life – Our valued partnerships 30 Alfred Health’s role and services 32 Our community 34 Developing our plan 36 Glossary 38
4 Advancing excellence in healthcare Message from the Board Chair and Chief Executive We are delighted to present Alfred Of particular significance are our Health’s 2021-23 Strategic Plan. three Flagship Projects; the main drivers for transformational change. It is ambitious. Focussed on advancing excellence in healthcare 1. Redeveloping The Alfred for the benefit of all Victorians, our focusses on the most significant plan will be achieved through close capital investment project that the collaboration with staff, partners and health service has seen at The Michael Gorton AM government. Alfred. Developing a facility that Board Chair provides world-class critical care, Alfred Health continues to gain will support our 15 state-wide recognition for our achievements. services and future-proof This reflects our staff and their healthcare for the Victorian dedication to outstanding community. performance while leading the way in advancing innovative care. They 2. Caring Beyond the Walls are to be congratulated and thanked is about providing excellent and for their enduring commitment to integrated care in more personal ensuring the safety and wellbeing of and connected environments Prof Andrew Way AM our patients and community, even in including people’s homes and Chief Executive the most challenging times. communities. To do so requires smart technology providing Without a doubt, COVID-19 has real-time data and information, a been a major influence. This is a talented workforce able to provide three-year, rather than a five-year the best care in various settings, plan, reflecting the need to respond and partnerships with primary and adapt to a health landscape that care and community health continues to evolve through and after providers. the pandemic. 3. Alfred Health Wellbeing Another key influence has been the supports our staff to feel safe and involvement of consumers, staff and supported so they can thrive in partners in developing this plan, their roles and be the drivers of bringing stronger ideas of shared excellence in care. An important decision-making, personalised element to this project is the medicine and co-design. recovery of our staff post the pandemic, managing their This plan articulates a clear and experiences of change and fatigue. measurable framework for advancing healthcare excellence with clearly specified goals and outcomes.
Statement of intent The plan also recognises that in 2021 we will start a year of celebration, Our ambitious plan honouring the critical role The Alfred has played over the past 150 years in focusses on the advancement of the life of Melbourne and the broader Victorian community, always with a commitment of caring for people excellence in health with the most complex needs. The Victorian and Federal Governments play vital roles in helping us deliver excellence in care today and tomorrow. We thank them for their continued care to benefit all support. Our plan is supported by the Victorians. Minister for Health, our Board, Executive and staff; as well as Victoria’s Department of Health.
6 Our story Across our diverse organisation, we value and respect life from beginning to end. We provide treatment, care and compassion to the people of Melbourne and Victoria. Our research and education programs advance the science of medicine and health and contribute to innovations in treatment and care. Through partnerships, we build our knowledge and share it with the world.
Alfred Health Strategic Plan | 2021-23 7 Our purpose To improve the lives of our patients and their families, our communities and humanity. Our beliefs Patients are the reason How we do things is as we are here – they are the important as what we do. focus of what we do. Respect, support and Excellence is the measure compassion go hand in we work to everyday. hand with knowledge, skills Through research and and wisdom. Safety and education, we set new care of patients and staff standards for tomorrow. are fundamental. We work together. We share ideas and We all play vital roles demonstrate behaviours in a team that achieves that inspire others to follow. extraordinary results.
8 Our flagship projects to transform our service The St Kilda Wing and new Inpatient Tower will be the most significant hospital infrastructure development in Victoria’s history. Redeveloping The Alfred The ‘Caring Beyond the Walls’ flagship encompasses evolving models that deliver innovative and integrated care beyond our Caring Beyond hospital walls. the Walls The Alfred Health Wellbeing flagship project builds and strengthens our workplace culture so staff feel safe and Alfred Health supported, are able to thrive in their roles and enjoy working Wellbeing with their colleagues at Alfred Health.
Alfred Health Strategic Plan | 2021-23 9 Designed to maximise our capabilities as a leading health service, our flagship projects are transformational. They pursue excellence, commit investment in innovative models of care and world-class facilities, while supporting the wellbeing of our staff.
Alfred Health Strategic Plan | 2021-23 11 Redeveloping The Alfred The St Kilda Wing and new This proposed redevelopment will Inpatient Tower will be the most support The Alfred’s role as a major “The proposed St Kilda Wing significant hospital infrastructure trauma, burns and transplant centre and Inpatient Tower development in Victoria’s history. for Victoria, with an expanded state-of-the-art operating suite and developments will provide The St Kilda Wing will provide a pathology facilities, enabling Alfred the essential facilities for The world-class facility that is fit for Health to continue to drive innovative Alfred to continue its role as purpose for critical and essential and cutting-edge practices to the care provider for the most services - intensive care, emergency improve the lives of all Victorians. surgery and mental health. This complex patients in Victoria, redevelopment will enable The The Inpatient Tower will enable us to including major trauma, Alfred to continue to serve the improve our patients and staff transplants and psychiatric people of Victoria as an exemplary, experience by upgrading the safety intensive care.” world-leading public hospital. and conditions of wards and workspaces with new and expanded Not only will the St Kilda Wing inpatient facilities, purpose built to provide a safe and integrated, contemporary care standards. therapeutic mental health service that will respond to clients and families in a time of crisis , it will establish new and expanded intensive care facilities to care for the most unwell patients with the most complex conditions in Victoria.
12 Caring Beyond the Walls The ‘Caring Beyond the Walls’ flagship project encompasses our “Providing care in homes will evolving models of care to deliver improve the lives for all innovative and integrated care beyond our hospital walls. Victorians, through the strength in our collaborations with We will broaden our model of care primary care, community across acute, sub-acute and services, and social care services ambulatory streams to provide care in more personalised and connected resulting in more personalised environments, including the patient’s and connected care.” home. Extending our care delivery beyond traditional hospital facilities will Building on our success in delivering leverage the learnings and an electronic medical record, this experience we have gained through transformation will maximise our the COVID-19 global pandemic, capabilities in implementing a embracing the acceleration of system-wide clinical information technology and digital health. system that enables real-time data capture, enabling more personalised and connected patient experience; improving lives for all Victorians.
Alfred Health Strategic Plan | 2021-23 13 Excellence in action Registered nurse Marisa Hyde is part of the team delivering high quality care in a home environment to patients such as Richard Sheppard.
14 Alfred Health Wellbeing Our people are the foundation in Our foundation is a healthy delivering Alfred Health’s beliefs. environment that supports our valued staff through initiatives in We recognise that our staff underpin mental, physical and emotional our success as leaders in health. as wellbeing. We are strengthening our well as our broader mission to positive, productive and collaborative improve the lives of our patients, workplace culture to maximise the community and humanity. We will full potential of individuals, teams, build and strengthen our workplace leaders and organisation. This will be culture so staff feel safe and achieved by focusing on developing supported, able to thrive in their trusted leaders, informed and roles and enjoy working with their capable staff, trusted systems and colleagues at Alfred Health. enabling staff to feel heard, valued and empowered. We will create a shared organisational vision and commitment to positive health and wellbeing where everyone in the workplace feels safe from harm, “Through committed leadership comfortable to speak openly, and we will cultivate a positive, empowered to reach their full potential. Important in this work is productive and collaborative including all staff and treating them workplace culture to maximise with dignity and respect. A key the full potential of our staff, emphasis will be supporting our teams and organisation.” staff’s recovery and proactively managing the impacts of change, fatigue and isolation as a consequence of the COVID-19 global pandemic.
Alfred Health Strategic Plan | 2021-23 15 People powered Our people are the heart of Alfred Health, and they deserve a workplace that supports, recognises and protects them. Find out all the ways we're helping our people at alfredhealth.org.au/ healthwithheart People with heart The work you do requires heart — the respect, compassion, and dedication that comes with supporting a community when they’re most in need. Find out all the ways we're helping our people at alfredhealth.org.au/healthwithheart Building a positive and productive workplace culture for our people Excellence in action Health with Heart is an initiative Ensuring our people feel safe and are aimed at building a positive and recognised for their hard work will be Health with productive workplace culture for Alfred Health staff. continue to be the a key priority in this project. heart Backed by resources and initiatives to support staff safety and wellbeing, Health with Heart’s mission is to make Alfred Health a better place to work.
16 Strategic goals and objectives To advance excellence in the provision of high-quality care, Alfred Health has established seven strategic goals. Our goals have the potential to make As a leading healthcare provider, a positive difference to our patients, Alfred Health’s successes will communities and staff, and will drive contribute to system-wide our agenda for transformed service improvements, extending beyond delivery. our immediate catchment population, to improve the lives Initiatives linked to our strategic of all Victorians. objectives will evolve and strengthen our capacity and capability. Strategic Goal 1 Strategic Goal 5 PROVIDE HIGH-QUALITY LEAD EXCELLENT, INNOVATIVE PATIENT-CENTRED CARE AND COLLABORATIVE HEALTH RESEARCH Strategic Goal 2 Strategic Goal 6 LEAD INNOVATIVE SPECIALIST PROVIDE A MODERN HEALTHCARE CARE NATIONALLY AND ENVIRONMENT THROUGH INTERNATIONALLY INNOVATIONS IN SYSTEM DESIGN AND TECHNOLOGY Strategic Goal 3 Strategic Goal 7 IMPROVE THE MENTAL AND MANAGE OUR RESOURCES AND PHYSICAL HEALTH AND ENVIRONMENT SUSTAINABLY WELLBEING OF OUR DIVERSE COMMUNITY Strategic Goal 4 PROVIDE A HEALTHY, RESPECTFUL AND SAFE WORKPLACE, AND A SKILLED, ADAPTIVE AND COMPASSIONATE WORKFORCE
SEVEN GOALS AND 49 OBJECTIVES TO ACHIEVE THE NEW STRATEGIC PLAN Excellence in action Clinical Nurse Consultant Daniela Karanfilovska played an essential role in our Infection Prevention team during the pandemic.
18 Strategic Goal 1 PROVIDE HIGH-QUALITY PATIENT-CENTRED CARE Objectives Outcomes of our success Excellence in action 1. Champion equitable and timely › Improved patient experience year access to safe, inclusive, culturally sensitive and on year Abdullah is among many › Avoidable harm is prevented compassionate care. › Patients and carers are engaged in patients who are now offered 2. Improve patient experience by managing their health - Increased care and treatment from the enhancing shared decision- utilisation of Patient Portal making and communication › Successfully established new and comfort of their home. between care teams, patients expanded Home Acute and and families. Community program 3. Increase the health literacy of our patients to support empowerment in managing their own health. 4. Partner with our consumers for the evaluation of care, enhancing co-design and collaboration for improved patient health outcomes. 5. Reduce variation in clinical care, to ensure consistent and contemporary best-practice models are in place. 6. Advance the integration of services and improve connectivity between the patient, Alfred Health and other service providers. 7. Demonstrate excellence in the National Safety and Quality Health Service Standards, maintaining full Accreditation across all sites.
Alfred Health Strategic Plan | 2021-23 19 Strategic Goal 2 LEAD INNOVATIVE SPECIALIST CARE NATIONALLY AND INTERNATIONALLY Objectives Outcomes of our success Excellence in action 1. Leverage the strength of our › Effective collaborative partnerships collaborative partnerships to extend our reach, improving that build capacity and capability in clinical services, education, training Our dedicated access to our specialist services and research cardiology team are across Victoria. › Growth in our Alfred Programs (Cancer, Brain, Heart & Lung, among the leading 2. Continue to develop our services to deliver leading specialist care Medical Specialties) specialist services for the most vulnerable, at-risk › Growth in Alfred Mental and and critically ill populations in Addiction Health, expanded in offered at The Alfred. Victoria. line with Mental Health Royal Commission 3. Lead the implementation of advancing technologies in early › New service reforms aligned detection, diagnosis and with state wide health system– monitoring to support clinical Specialist Clinics/Outpatients decision-making and improve reconfiguration health outcomes. 4. Optimise our enterprise-wide clinical information system (Electronic Medical Record) to establish leading performance benchmarked against national and international providers. 5. Invest and transform our mental and addiction health services, to lead innovative service delivery in Victoria. 6. Sustain and embed effective service configuration that arose due to the COVID-19 pandemic.
20 Strategic Goal 3 IMPROVE THE MENTAL AND PHYSICAL HEALTH AND WELLBEING OF OUR DIVERSE COMMUNITY Objectives Excellence in action 1. Provide culturally safe initiatives 6. Improve mental health and that improve access for our First Nations peoples. reduce the risk of suicide. The health and wellbeing of 2. Provide equitable access to 7. Reduce harm from family violence through a connected patients from all backgrounds culturally appropriate healthcare and coordinated service response – including paediatric lung for our diverse and vulnerable for families and children. community. transplant patient Thuong 8. Build capability in the health 3. Address the secondary effects of workforce and improve Mai – are the priority for the the coronavirus pandemic and processes to meet people with support the mental and physical disabilities healthcare needs. health service. recovery of our community. Outcomes of our success 4. Plan for the expanded Alfred › Improved health outcomes for Health community of Fishermans people in our community Bend to provide access to primary, community and day › Improved health outcomes for hospital services. at-risk populations › Improved access to mental health, 5. Implement Primary Care and and alcohol and other drug services Population Health Strategy through our South-Eastern 2018-2023 with our community Melbourne Regional Plan stakeholders to promote preventative health and address population health priorities: › Reducing harm from tobacco › Healthy living › Reducing harm from alcohol › Improving mental health › Vaccinations and prevention of blood-borne viruses
Alfred Health Strategic Plan | 2021-23 21 Strategic Goal 4 PROVIDE A HEALTHY, RESPECTFUL AND SAFE WORKPLACE, AND A SKILLED, ADAPTIVE AND COMPASSIONATE WORKFORCE Objectives Outcomes of our success Excellence in action 1. Enhance our positive workplace › Alfred Health is an employer of through a culture of respect, enquiry and shared decision- choice with leading recruitment and retention rates Registered nurses making. › Alfred Health staff are engaged and Gabby and Gemma 2. Build a compassionate and thriving to reach their potential as demonstrated in improved People are part of the team inclusive workforce that reflects the diversity of our community. Matter Survey Results / improved consumer experience working the newly 3. Provide a workplace where the › Our people are safe from harm developed and fit safety, resilience, and wellbeing of our workforce is a priority. › Our teams are responsive to for purpose trauma change and adaptive to new 4. Deliver a contemporary workforce models ward on 5 West workforce strategy to attract, develop and retain emerging and The Alfred. accomplished healthcare leaders and professionals. 5. Redesign and transform our ways of working to best support our teams in response to changing environments and healthcare delivery models. 6. Strengthen our positive, productive and collaborative workplace to maximise the full potential of our leaders, teams and organisation. 7. Deliver programs and training to support our people as members of high-performing healthcare teams.
22 Strategic Goal 5 LEAD EXCELLENT, INNOVATIVE AND COLLABORATIVE HEALTH RESEARCH Objectives Outcomes of our success Excellence in action 1. Build on demonstrated › Alfred Health’s research capability excellence in the translation of research into best-practice, as a is recognised nationally and internationally: increased grant A/Prof Victoria Mar is the nationally and internationally funding and clinical trials Director of the Victorian recognised Academic Health Science Centre. › Alfred Health’s consumers inform our research and innovation Melanoma Service at 2. Collaborate with our academic activities The Alfred and a force in and research partners within the › Alfred Health continues to develop Alfred Research Alliance to: emerging research and academic melanoma research. leaders: increased number of › mentor beginner researchers beginner researchers › advance healthcare knowledge › Increased clinical trials participation and expertise through regional partnerships › extend our shared knowledge › The Betty and John Laidlaw AO base Innovation and Education Hub is 3. Extend our research activities to sought after for innovation and increase access to clinical trials transformation training and and clinical excellence for all education Victorians. 4. Develop partnerships to enhance data sharing and drive innovation and improvements in care. 5. Promote Alfred Health’s research outcomes to elevate our reputation in research excellence and broaden our impact. 6. Provide modern, interactive education and working spaces, focussing on collaboration and technology to promote skill development, innovation and learning.
Alfred Health Strategic Plan | 2021-23 23 Strategic Goal 6 PROVIDE A MODERN HEALTHCARE ENVIRONMENT THROUGH INNOVATIONS IN SYSTEM DESIGN AND TECHNOLOGY Objectives Outcomes of our success Excellence in action 1. Provide integrated and digitally › Reduction in cyber penetration. enabled systems to connect patients, providers and services › Increased alternative funding to The microbiology support Innovation and capital effectively. projects. team, including 2. Enhance cyber security to ensure › Build/redevelop and commission Joshua Birnie, played data privacy for operational new facilities resilience and business • Planning funded and underway a leading role during continuity. for new St Kilda Wing and Inpatient Tower the COVID-19 3. Redevelop aged infrastructure through the strength of our • Construction of new Victorian pandemic. relationships with Government, Melanoma Centre commercial and philanthropic • Redeveloped Sandringham partners. Outpatients/ambulatory care 4. Provide flexible and digitised facilities workplace environments for • Improved and safer ward improved care delivery that accommodation through Main ensures operational efficiency Ward Block upgrade and productivity. 5. Innovate in new models of design, space and construction to: › Redevelop our critical care and trauma precinct › Redevelop our mental health facilities › Build the centre of excellence in Melanoma care, translating research into practice 6. Improve delivery of our Caulfield specialised care services, in modern and contemporary settings. 7. Redevelop ambulatory care facilities at Sandringham to improve patient and staff experience.
24 Strategic Goal 7 MANAGE OUR RESOURCES AND ENVIRONMENT SUSTAINABLY Objectives Outcomes of our success Excellence in action 1. Reduce greenhouse gas › Reduction in gas emissions emissions to contribute to Victorian Government’s policy › Implementing or Environmental Jason and Nick joined Sustainability Strategy - Net Zero Carbon by 2050. › Increased funding from alternative Sandringham Hospital’s War 2. Increase environmental sources on Waste, which included citizenship to empower our staff to create an environmentally › Meet performance in activity and financial targets co-locating bins for easy sustainable workplace. segregation of waste at the 3. Implement effective tools and systems to improve financial and point of disposal. They took asset management. a key role in educating staff 4. Drive improved clinical and corporate decision-making about responsible waste through enhancements in data systems and warehousing. disposal practices. 5. Implement cost improvement strategies to improve productivity. 6. Identify and actively pursue new funding and revenue sources to enable the organisational growth and sustainability. 7. Implement shared service delivery models across South East Melbourne health services to ensure system sustainability. 8. Enhance our critical resilience in light of global pandemic learnings to ensure business continuity.
Our strategic goals have the potential to make positive differences to our patients, communities and staff, and will drive our agenda for transformed service delivery.
26 Measuring our performance Accreditation › High Quality and safe care – Maintain our accreditation status by Positive patient experience, Zero the Australian Council on Healthcare harm and best practice. Standards against the National Safety › Strong governance, leadership and and Quality Health Service Standards workplace culture - Safe and (NHQHS Standards) and deliver engaged workforce, Board and excellence in care that our patients leadership capability and effective and community expect. risk management Victorian health services › Timely access to care: reduced Performance Management waiting, equitable access and Framework optimal recovery Exceeding the expected performance › Effective financial management: level to deliver safe, high quality, appropriate use of resources, cash accessible and sustainable availability and appropriate settings healthcare for our patients and and equipment. community. Our objective is to achieve or exceed benchmark performance against all the indicators and targets: We will continue to drive our excellence in care through internal and external performance measures to deliver on our purpose.
Excellence in action Emergency Department nurse Maddison Gardner
28 Excellence in action COVID-19 Screening Clinic Nurse Sarah Boland
Alfred Health Strategic Plan | 2021-23 29 Challenges and opportunities to enhance our impact Global pandemic Population growth and health Aged infrastructure The challenges faced in the wake of care demand Alfred Health continues to the COVID-19 pandemic, such as the Alfred Health will continue to experience growing stresses on our deferment of care and psychosocial experience a demand for our services outdated and constrained hospital and economic factors, are not unique as a result of a growing population facilities. The pandemic has to Alfred Health, and will require with Melbourne being the fastest reinforced the challenge of providing system-wide reform to address growing city in Australia. We will see safe patient care in wards and recovery for the benefit of patients, an increase in the number of people providing safe workspaces for our our community and Victoria. Some requiring our care, as well as an staff in environments that are no of the challenges ahead include: increase in their care complexity, longer fit-for-purpose. Our aged given the tertiary and quaternary role infrastructure poses challenges in › Establishing the new operating we have in the Victorian health care our ability to redesign the space in environment system. our existing facilities in response to › Evolving models of care that changing models of care, provide safe and quality care Our catchment will expand with environmental sustainability targets beyond the walls of hospital the Victorian Government’s Plan and operational efficiency. facilities Melbourne, which will develop an expanded community within the We will continue to work with the › Understanding and addressing the urban renewal Fishermans Bend Victorian Government to provide consequences of the pandemic on precinct. Our challenges include: new and modernised infrastructure the health of our community as the to allow greater efficiencies and environment continues to evolve › Increasing service demand from deliver the additional capacity › Instituting health system growing and ageing population needed for our growing community. responsiveness to current and › Increasing prevalence of chronic future pandemics for enhanced disease, mental health and cancers sustainability and resilience particularly as a result of global Alfred Health is a high- › Recovery of our staff from the pace pandemic performing health service, of change, fatigue, stress and › Inequalities in health outcomes isolation as a result of working and particularly population groups at operating within one of the most social restrictions. risk such as Aboriginal and Torres effective and efficient health As we continue to adapt to new Strait Islander people and those systems in the world. However, norms, Alfred Health will continue to struggling with mental health learnings through the global disorders deliver excellence in care by pandemic have emphasised the responding to challenges through › Changing patient expectations of need to adapt and reform the innovations in care delivery, care will drive demand enhancing the way we connect, and healthcare system in response › Changing health care utilisation to new care requirements. through the continued development patterns as shift from disease of our valued partnerships. We will treatment to health management drive an agenda for transformation through three flagship projects and We will continue to develop will partner with patients, partnerships with other health and consumers, other health services and social care services and leverage the Victorian Department of Health advancements in technology to to reform the health care system and deliver better co-ordinated care in transform how we deliver our services. alternative environments.
30 Bringing ambitions to life through valued partnerships Alfred Health recognises the Our extensive partnership network We recognise our role in the strength in partnering with includes: broader healthcare system in consumers, government, colleagues and other health care providers to › Alfred Research Alliance (Monash building capacity and capability University, Baker Heart and bring our ambitions to life. to enable Victorians to receive Diabetes Institute, Burnet Institute, the right care, in the right place, Over the next three years, a key Deakin University, La Trobe at the right time, achieved focus will be to strengthen our University, Nucleus Network and clinical partnerships to improve 360biolabs) through effective collaboration. access to specialist care for regional › Ambulance Victoria Victorians. We will enhance our partnerships to support research and › Boon Wurrung Foundation education in regional areas, › Cities of Stonnington, Glen Eira, extending our expertise to the Port Phillip, Kingston, Bayside and broader Victorian healthcare system. Melbourne Our agenda involves partnering with: › Monash University › Monash Partners › Patients and their families and carers, to support empowerment in › Monash Partners Comprehensive their own health care management Cancer Consortium › Our staff, to support their health › Metropolitan health services, and wellbeing particularly Monash Health and Peninsula Health › Consumers and community, to co-design services and models of › Regional health services, care to ensure we meet the needs particularly Latrobe Regional of our community Hospital and Bass Coast Health Members of our Alfred Cancer team attended Bass › Government, to transform the › South Eastern Melbourne Primary Coast’s AGM to explain our support of cancer care health service considering the Health Network and Southern in their community. learnings and experience from the Melbourne Primary Care COVID-19 pandemic Partnership › Health care and social service › Southern Melbourne Integrated partners, to develop more Cancer Service personalised and connected › Star Health and Connect Health out-of-hospital care community health services › Health system partners, to deliver › The Royal Women’s Hospital best practice, innovation and value-based health care › VicHealth, Transport Accident Commission, Thorne Harbour › Academic and research institutes, Health, Health Issues Centre, to advance medical science and HammondCare, Positive Women translate into novel and cutting Victoria, Volunteering Victoria and edge clinical care Ethnic Communities Council of Victoria. › Victorian Department of Health and Human Services
Alfred Health Strategic Plan | 2021-23 31 Pictured (from L to R) Australian Government representative and Member for Gippsland, The Hon. Darren Chester MP, Alfred Health’s Director of Research Professor Stephen Jane, Director of TrialHub Anne Woollett, and Latrobe Regional Hospital’s Chief Executive Officer Peter Craighead. Partnerships in action Latrobe Regional Hospital is one of In 2019, the federal government the first hospitals to partner with awarded Alfred Health $24.6 Alfred Health Alfred Health’s TrialHub, a federally- funded initiative to provide better million to oversee and lead the new initiative to improve access to cancer TrialHub access to clinical trials for regional and remote patients by establishing clinical trials in regional and remote parts of Victoria. local clinical trial units. Latrobe Regional Hospital, Bendigo Prostate, melanoma and rare cancer Health and Peninsula Health clinical trials will be available for (Rosebud Hospital), are among the patients in Gippsland thanks to the services partnering with Alfred partnership. Health, with further regional hospitals in the pipeline. TrialHub, based within Alfred Health’s clinical trial units, works This investment is through the alongside partner hospitals to Federal Government’s Community identify gaps and opportunities to Health and Hospitals Program. then work together in establishing their own clinical trial centre.
32 Alfred Health’s role and services Alfred Health is one of Australia’s required to be at the ready to receive Sandringham Hospital is community- leading healthcare services. We have high numbers of ill or injured patients focused, providing hospital a dual role: caring for more than as the result of a major health healthcare needs for the local area 700,000 locals who live in inner- emergency (including natural through emergency, paediatrics, southern Melbourne, and providing disasters such as bushfires). general medicine, general surgery, health services for Victorians orthopaedics and outpatient experiencing the most acute and While working to discover services. complex conditions through our 15 breakthroughs in clinical care state-wide services. through translational research, we The hospital works closely with the also train the next generation of Royal Women’s Hospital and local Our three hospital campuses – The healthcare professionals through our community healthcare providers. Alfred, Caulfield Hospital and education and learning programs. Sandringham Hospital – as well as The Alfred is home to the Alfred Alongside the hospital’s Emergency Melbourne Sexual Health Centre and Research Alliance (A+) and our Department, the Sandringham numerous community-based clinics, research partners: Monash, Deakin Ambulatory Care Centre (SACC) provide lifesaving treatments, and La Trobe Universities, and Baker plays a vital role treating non-urgent specialist and rehabilitation services Heart and Diabetes and Burnet patients, allowing our ED staff to care through to accessible local Institutes. for higher-acuity patients. healthcare. We care for a wide range of people, from children to the Caulfield Hospital specialises in elderly. community services, rehabilitation, geriatric medicine and aged mental We provide the most The Alfred, a major tertiary and health. quaternary referral hospital, is best comprehensive range of adult known as one of Australia’s busiest The hospital delivers many services specialist medical and surgical emergency and trauma centres and through its outpatient and services in Victoria. We offer has the only 24-hour, all-weather community-based programs. It plays almost every form of medical helipad in Victoria. The Alfred’s a state-wide role in providing rehabilitation services, which treatment across our multiple Intensive Care Unit is one of the largest and most advanced in the includes the Acquired Brain Injury sites and three hospital country, caring for the highest Rehabilitation Centre and the campuses. proportion of high risk patients of any Transitional Living Service which hospital in Australia. It is home to works to further independence many state-wide services, including before discharge and Caulfield the Heart and Lung Transplant Prosthetics Centre. Service, Victorian Melanoma Service and Major Trauma Service. We Providing care for people in their provide comprehensive care for the homes continues to be a key part of most complex patients. the site’s work. The Best@Home program offers a diverse range of The Alfred is one of two designated services outside of an inpatient Major Trauma Centres in the state environment and brings our optimum and treats more than half of all care to the patient, meaning hospital Victorian major trauma cases. This stays are shortened, or avoided all means that The Alfred is always together.
Alfred Health Strategic Plan | 2021-23 33 Clinical services include: › Ophthalmology Our state-wide services provide › Aged care - (geriatric evaluation › Orthopaedics care to those residing around and management, acute) Victoria and Australia: › Palliative care › Allied health › Bariatric Service › Pathology - (anatomical, clinical › Cancer care - (bone marrow › Clinical Haematology Service and biochemistry, laboratory transplantation, radiotherapy, Haemophilia Service haematology, microbiology) oncology, haematology, cancer › Cystic Fibrosis Service › Pharmacy surgery) › Heart and Lung Transplant Service › Psychiatry - (adult, child, › Cardiothoracic services - (heart adolescent, youth, aged) › Hyperbaric Medicine Service and lung transplantation, cardiology, cardiac surgery, cardiac › Radiology and nuclear medicine › Major Trauma Service rehabilitation, respiratory medicine, › Rehabilitation - (Acquired Brain › Malignant Haematology and Stem thoracic surgery, adult cystic Injury Rehabilitation Centre, Cell fibrosis) amputee, cardiac, spinal, › National Paediatric Lung Transplant › Emergency medicine - (intensive neurological, orthopaedic, burns) Service care burns and adult major trauma) › Renal services - (nephrology, › Psychiatric Intensive Care Service › Ear, nose and throat - (head and haemodialysis, renal neck surgery) transplantation) › Sexual Health Service › Gastrointestinal - › Specialist medicine (asthma, › Specialist Rehabilitation Service (gastroenterology, gastrointestinal allergy and clinical immunology, › Victorian Adult Burns Service surgery) dermatology, endocrinology/ diabetes, hyperbaric, infectious › Victorian HIV/AIDS Service › General medicine diseases, rheumatology) › Victorian Melanoma Service › General surgery › Specialist surgery - (dental, › Victorian Neuropathology › Neurosciences - (neurology, faciomaxillary, plastic, vascular) Laboratory Service neurosurgery, stroke services) › Urology
34 Our community Alfred Health provides tertiary, Our local community demographic statewide and specialised health characteristics include: services to the local government areas of Bayside, Glen Eira, › Population that includes the very Melbourne, Port Phillip, Kingston rich and the very poor. and Stonnington. › Low population of Aboriginal and Torres Strait Islander people. These areas make up our local catchment, covering more than › Large migrant community with 700,000 Victorians. This population cultural diversity higher than is rapidly growing; some of our local average areas, such as Melbourne and Port › High level of socioeconomic Phillip, are growing at a faster pace advantage with pockets of low than the Victorian average. As part income/poverty of our three-year plan, Alfred Health is looking ahead to ensure that our Residents of inner south-east: services will meet the needs of our › Enjoy better self-reported health expanded population. status with lower smoking and As a result of population increase, chronic diseases rates than average the Victorian Government’s urban › Rates of obesity remain below the renewal plans for Fishermans Bend in Victorian average hover higher than the City of Port Phillip and City of average in those who self-reported Melbourne will result in the overweight. Serving all Victorians consideration for expanded health › Mental health conditions involving and social care services required for Our tertiary services have a drug and alcohol use in Port Phillip, the community in anticipation of and risk of alcohol-related harm, statewide catchment with changing demographics. Our local which is higher than the Victorian high levels of provision to rural community will continue to have a average across the entire Alfred significant variation to the Victorian Victoria in interventional Health catchment. population, with a higher proportion cardiology, cardiothoracic of people aged 25-39 years and Local community health priorities surgery, and burns. The majority lower proportion of people between include: of patients who access our 0-19 years. › Reduce the harm from tobacco services tend to be the most Over the coming years, we will plan › Promote healthy living unwell with the most complex for the projected change in our › Reduce the harm from alcohol conditions. Given the nature of community’s healthcare requirements, their conditions and the care and will consider new clinical services › Improving mental health and partnerships to meet these required, many of these patients needs, such as maternity and › Increased vaccinations and have a life-long relationship prevention of blood-borne viruses newborn care. with Alfred Health.
Alfred Health Strategic Plan | 2021-23 35 Excellence in action The 24 hour Sandy Hospital Charity Ride is among the key fundraising events on our calendar. Aboriginal elder Carolyn Briggs has an important role at Alfred Health, educating our staff and leadership about our local country and the traditions of the first peoples of these lands.
36 Developing our plan The Strategic Plan 2021-23 At each developmental phase, key The Alfred Heath Strategic Plan show- development phases were founded ideas derived from consultation were cases the essential contributions delivered on our transformational agenda and incorporated and refined to reflect direction-setting objectives, identified essential inputs provided by our through a comprehensive stakeholder through assessment of the external stakeholders. consultation process, together with and internal environment. Under thorough external and internal investigation were healthcare system It is important to note that, whilst our environmental analyses. trends, challenges, evolving service previous Strategic Plans have requirements, and population focussed on the coming five years, planning analysis, and provided a due to the rapidly changing landscape clear understanding of current and of the pandemic environment, the future healthcare needs. current plan focuses on the upcoming three years; the advantage of which is As development progressed, our a more targeted roadmap to system objectives matured to incorporate the adaptation, redesign, and recovery. contributions from consumers, members of our organisation, our community, and from our service partners alike. Strong engagement from stakeholder groups is not only essential in the delivery of the plan, but is crucial to understanding the needs and expectations of the population that Alfred Health serves.
Alfred Health Strategic Plan | 2021-23 37 Patient Consumer and Community and Community Advisory Advisories Committees Alfred Health Consumers and Volunteers Strategic Key external Alfred Health Executive stakeholders and Strategic Plan Group service partners 2021-23 Alfred Health Staff Clinical and Program Alfred Health Leadership: Senior Leadership COVID-19 Impacts DISCOVERY PHASE DEVELOPMENT PHASE CONFIRMATION & CONSOLIDATION PHASE
Glossary › Acute care › Inclusive practice The care of patients admitted to Victoria’s public Ensuring that all individuals are included in the services hospitals as inpatients with an acute medical condition. provided, promoting diversity and equality with respect The patient receives active but short-term treatment for and dignity. a severe injury or episode of illness, an urgent medical › Integrated care condition, or during recovery from surgery. The delivery of coordinated, comprehensive, efficient › Ambulatory care and effective care, characterised by a high degree of Any health care received out-of-hospital, including collaboration and communication between health care diagnostic tests, treatments or rehabilitation. professionals and services. › Best-practice › Model of Care Models of best-practice use the best available evidence A model of care broadly defines the way health services to implement effective and efficient health care are delivered i.e. it is the system for when, where and interventions to provide optimal and high quality care. how the care is delivered. › Critical resilience › Patient Portal The ability of a system to rapidly and effectively protect The Alfred Health Patient Portal enables our patients to its critical functions from any disruption caused by easily access their Alfred Health medical information adverse events and conditions. One example of this is online. defence from cyber-attacks. › Sub-acute care › Data warehousing Health care for people who are not severely ill but need The process for collecting and managing data from support to regain their ability to carry out activities of varied sources to provide meaningful business insights. daily life after an episode of illness. › Environmental citizenship › Value-based healthcare Behaviours and actions that are in the interest of Maximising value for patients to achieve the best pro-sustainability and environmental conservation. outcomes that matter to them, relative to the total cost › Health literacy of delivering those outcomes. The ability to understand and use healthcare information in order to make appropriate health decisions.
alfredhealth.org.au Our purpose To improve the lives of our patients and their families, our communities and humanity. Alfred Health 55 Commercial Road T +61 3 9076 2000 Melbourne Victoria 3004 F +61 3 9076 2222 ABN 27 318 956 319
You can also read