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
Alfred Health Strategic Plan 2021-23 Advancing excellence in healthcare
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.
10
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 WORKFORCESEVEN 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 virusesAlfred 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 BolandAlfred 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 ServicesAlfred 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)
› Urology34
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 PHASEGlossary › 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
