GENERAL MANAGER MEDICAL SERVICES SUNSHINE COAST HOSPITAL AND HEALTH SERVICE - CANDIDATE INFORMATION PACK
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CANDIDATE INFORMATION PACK GENERAL MANAGER MEDICAL SERVICES SUNSHINE COAST HOSPITAL AND HEALTH SERVICE
CANDIDATE INFORMATION PACK (GM-Medical Services, SCHHS) TABLE OF CONTENTS Executive Summary 3 Sunshine Coast Hospital and Health Service 4 General Manager-Medical Services 7 Employment Terms & Conditions 10 How to Apply 12 HardyGroup | IN CONFIDENCE 2
CANDIDATE INFORMATION PACK
(GM-Medical Services, SCHHS)
EXECUTIVE
SUMMARY
• Pivotal Operations Leadership role
• Lead improvement and innovation in health service delivery
• Drive excellence in health service operations and performance
The Sunshine Coast Hospital and Health Service (SCHHS) is a dynamic health service provider in Queensland
that operates in an environment where quality patient care is paramount. Their structure is based on a
devolved model featuring service groups with responsibility for defined clinical specialty areas and currently
encompasses services delivered from facilities based at Nambour, Gympie, Caloundra, Maleny, Birtinya and
community locations across the Sunshine Coast.
With the commissioning of Sunshine Coast University Hospital in 2017, Sunshine Coast Hospital and Health
Service (SCHHS) has experienced significant growth in new and expanded tertiary level clinical services. The
organisation has an annual budget of $1.2 Billion and a headcount of 7,000 staff.
Sunshine Coast Hospital and Health Service are now seeking to appoint an General Manager Medical Services.
This exciting senior executive leadership role will have single point accountability to lead and manage the
operations of the Medical Services Division. The successful candidate will have the opportunity to influence
the operational outcomes of the Division, ensuring the services provided reflect the needs and expectations
of the community and are delivered in a manner which is of high quality, provides equality of access and is
cost efficient and effective.
Your proven track record of experience in providing strategic and operational leadership to a complex
multidisciplinary organisation in a climate of continuing change, complements your capacity to deliver
sustainable results in service delivery, whilst maintaining the highest possible quality health care outcomes for
the community of the Sunshine Coast.
You will be working with a committed senior Executive team and a multi-disciplinary clinical team of the
highest calibre. The successful candidate will need to demonstrate:
• Extensive experience at a senior management level in a substantial and complex organisation engaged
in health service delivery
• Demonstrated ability to lead a diverse range of staff across clinical and corporate functions to deliver
high quality integrated health services.
• Thorough knowledge of modern management principles, practices and methods. Considerable
knowledge of a university hospital/ health and knowledge precinct is desired.
• Demonstrated ability to provide the necessary leadership to continuously improve the performance
of a significant clinical service.
HardyGroup | IN CONFIDENCE 3
CANDIDATE INFORMATION PACK (GM-Medical Services, SCHHS) SUNSHINE COAST HOSPITAL AND HEALTH SERVICE To provide health and wellbeing through exceptional care The Sunshine Coast Hospital and Health Service (SCHHS) is a dynamic health service provider in Queensland that operates in an environment where quality patient care is paramount. Their structure is based on a devolved model featuring service groups with responsibility for defined clinical specialty areas and currently encompasses services delivered from facilities based at Nambour, Gympie, Caloundra, Maleny, Birtinya and community locations across the Sunshine Coast. HardyGroup | IN CONFIDENCE 4
CANDIDATE INFORMATION PACK
(GM-Medical Services, SCHHS)
Being a values-based organisation, the following Queensland Public Sector values statements underpin
behaviours that will support and enable better ways of working and result in better outcomes for the
community.
Customers first Ideas into action Unleash potential Be courageous Empower people
SCHHS at a glance FY 2017-2018
~1.2 billion 139,806 Hospital 3379 babies 166,293 ED
budget Admissions born Presentations
Strategic Objectives
With the commissioning of Sunshine Coast University Hospital in 2017, Sunshine Coast Hospital and Health
Service (SCHHS) has experienced significant growth in new and expanded tertiary level clinical services. The
organisation has an annual budget of $1.2 Billion and a headcount of 7,000 staff.. In alignment with their vision
of providing exceptional care, their strategic objectives for the coming years include:
Improving everyone’s experience of health care throughout the health service.
Optimising the health outcomes of our community through collaboration and education.
Delivering sustainable, safe and high value services driven by continuous improvement, research and
education.
HardyGroup | IN CONFIDENCE 5CANDIDATE INFORMATION PACK
(GM-Medical Services, SCHHS)
GENERAL MANAGER-MEDICAL
SERVICES
POSITION PURPOSE
The General Manager, Medical Services will be instrumental in planning, implementing and reviewing Medical
Services to ensure they are safe, person and family centred, cost effective and meet performance outcomes.
This will include the introduction of new and expanded tertiary services in collaboration with clinical leaders
and consumers. In partnership with their Clinical Leads for Medical, Nursing and Allied Health, the General
Manager will also be responsible for creating a culture which fosters clinician and consumer engagement, and
where models of care support integration across the continuum.
KEY DUTIES AND RESPONSIBILITIES
The General Manager Medical Services is expected to:
• Provide operational leadership and management of the Medical Services, ensuring that a whole-of-
HHS focus underpins decision making and practice.
• Establish effective business governance processes within the Service to ensure the most appropriate
use of resources, in accordance with required policy and legislation.
• Lead the development of a culture which fosters collaboration, evidence-based decision making and
behaviour consistent with the values and priorities of Queensland Health and the Sunshine Coast
Hospital and Health Service.
• Lead the development of strategies which embed a culture of continuous improvement and learning
within the Service.
• Oversee the implementation of a risk management system to ensure that risks facing the Service are
identified, assessed and managed in a timely manner.
• Develop and implement strategies which foster participation in service planning and performance
evaluation by the community and other key stakeholders related to the Service.
• Develop and implement operational plans that support achievement of the HHSs key performance
indicators.
• Lead the development of a Medical Services five-year operational plan that is responsive to patient
and community needs and is aligned with the HHS strategic priorities.
• Monitor the development and provision of Service’s annual performance reports against established
performance indicators and priorities.
• Lead the development, implementation and review of new services ensuring that these services
conform to service and budget requirements.
• Lead the design, introduction and evaluation of demand management strategies within the HHS.
• Lead the development and implementation of initiatives that lead to better visibility and access to
performance data.
HardyGroup | IN CONFIDENCE 6CANDIDATE INFORMATION PACK
(GM-Medical Services, SCHHS)
• Identify and manage technology opportunities to enhance service delivery and management of
performance.
• Provide operational leadership and decision making in the development and implementation of
change strategies within the Service.
View the complete set of required skills, experience and knowledge in the Position Description.
SELECTION CRITERIA
The General Manager Medical Services will demonstrate skill and knowledge in the following criteria:
1. Expertise in the health sector, with a thorough understanding of complex tertiary health services,
would be highly regarded.
2. Appropriate management and leadership experience and advanced training in business or healthcare
are desirable.
3. Broad understanding of health care issues, including the role of academic medicine with researchers,
practitioners and educators.
4. Thorough knowledge of modern management principles, practices and methods. Considerable
knowledge of a university hospital/ health and knowledge precinct is desired.
5. Demonstrated ability to provide the necessary leadership to continuously improve the performance
of a significant clinical service.
6. Highly developed managerial proficiency, including the ability to apply financial, human and physical
resource management and governance skills to ensure resources are optimally allocated in meeting
defined goals.
7. Demonstrated strategic thinking ability including the ability to plan contemporary health services and
resolve complex organisational problems associated with competing demands and priorities within a
growing health service.
8. Highly developed communication and interpersonal skills, including the capacity to positively
influence others in a significant environment of organisational transformation and performance
accountability.
9. Sound knowledge of contemporary human resource management at both a broad and specific level.
QUALIFICATIONS
The preference of qualifications for the role:
• While not mandatory, it is usual for Executive level candidates to hold a relevant tertiary qualification,
preferably postgraduate level.
HardyGroup | IN CONFIDENCE 7CANDIDATE INFORMATION PACK
(GM-Medical Services, SCHHS)
CHALLENGES
Major challenges currently associated with the role include:
• The build of the Sunshine Coast University Hospital resulted in a significant increase in staff to support
the new Health Service. Developing capability of staff across all levels is an ongoing issue for the
organisation.
• As with most health services across Australia there are challenges with budget and finance. The new
hospital attracted a large number of senior medical, nursing and allied health staff and a workforce
planning challenge exists to balance the staff mix across the organisation.
• Operational challenges exist in the Medical Services division with optimising NEAT and POST.
• Budgetary performance improvement is a challenge with a requirement to reduce budget by 2 percent
and increase activity by 1.5%.
• The organisation has a focus on consolidation and embedding of the new structure. The amount of
change since the opening of the new hospital has meant that many staff are feeling change fatigue.
• Lead the development of a culture across Medical Services which fosters collaboration, evidence-
based decision making and behaviour consistent with the values and priorities of Queensland Health
and the Sunshine Coast Hospital and Health Service.
REPORTING & KEY RELATIONSHIPS
The General Manager will report direct to the Chief Operating Officer and is directly accountable for the
overall performance of the Medical Services Division across the SCHHS. The General Manager will be the
single point of leadership accountability for the Medical Services Division, supported directly by Medical,
Nursing, Allied Health and Business Management leads who each have their own defined areas of single
point leadership accountability.
Reporting into the General Manager Medical Services are 1975 FTE across clinical, operational, and human
resource divisions within the Service group.
HardyGroup | IN CONFIDENCE 8CANDIDATE INFORMATION PACK
(GM-Medical Services, SCHHS)
KEY DATA
Staffing 1975 FTE
Annual Budget $327 Million
Service Location Sunshine Coast University Hospital, Birtinya
Maybe required to work across other locations within the
Sunshine Coast Hospital and Health Service (SCHHS)
Useful Links Role Description
SCHHS Website
Strategic Plan 2016-2020
Operational Plan 2019-2020
Organisation Chart
HardyGroup | IN CONFIDENCE 9CANDIDATE INFORMATION PACK (GM-Medical Services, SCHHS) EMPLOYMENT TERMS & CONDITIONS REMUNERATION $202,844 - $210,415 p.a. Total Remuneration Package CLASSIFICATION HES2 (Low) PRE-EMPLOYMENT PROBITY CHECKS Information on a person’s suitability for appointment is obtained for all appointments. Potential appointees will be asked whether there are any reasons why they should not be appointed such as: Information on a person’s criminal history and other associated probity checks will be sought from those candidates whose application has progressed to shortlisting for interview. Applicants unsure about the definition of disclosable criminal convictions or status of any criminal conviction may wish to seek legal advice in responding to the probity check questions. (A ‘disclosable’ conviction is one that is recorded by the court and has not been rehabilitated or spent under the Criminal Law (Rehabilitation of Offenders) Act 1986 and, in the case of Commonwealth convictions, the Crimes Act 1914 (Commonwealth), and does not breach the confidentiality provisions of the Youth Justice Act 1992.) HardyGroup | IN CONFIDENCE 10
CANDIDATE INFORMATION PACK
(GM-Medical Services, SCHHS)
HOW TO APPLY
The closing date for applications is Tuesday 8th October 2019
The reference number to include in your application is H19_3050
For a confidential discussion, please contact Principal Consultant, Liz Hlipala:
M: +61 (0)401 122 301
E: lhlipala@hardygroupintl.com
Please submit application documentation to Executive Search Coordinator, Kaavya Nithi:
T: +61 (0)2 9900 0108
E: knithi@hardygroupintl.com
It Is standard practice for HardyGroup to acknowledge receipt of your application no later than the next
business day. We request that if you do not receive the acknowledgement, you contact the search coordinator
listed above as soon as possible after the 24-hour business period and arrange to resend your application if
necessary.
Your application must include:
1. Completed HG Application Form
2. Cover letter addressed to the search consultant;
3. A written response addressing the key selection criteria, found on page 7; and
4. An up to date copy of your Curriculum Vitae
HardyGroup | IN CONFIDENCE 11Role details
Job ad reference SCH19_ Closing date
Role title General Manager Medical Classification HES 2L
Services
Status Contract Contract TRP
Total remuneration
Unit/Branch Executive Contact name Kaavya Karunanithi
Hardygroup International
Division/Hospital Sunshine Coast Hospital Contact number +61 (02) 9900 0108
and Health Service
Location Birtinya
Service delivery may require this role to work across other locations within the
Sunshine Coast Hospital and Health Service (SCHHS).
Your opportunity
General Manager, Medical Services
The Sunshine Coast Hospital and Health Service (SCHHS) is at a time of significant opportunity,
challenge and transformation. It has one of the State’s fastest growing populations, has benefited
from significant investment in public infrastructure, exemplified by the new $1.8billion Sunshine Coast
University Hospital, has an ambitious agenda to develop its tertiary services, research and education
through collaboration and partnerships, and is committed to developing and leveraging its existing
strengths across multiple hospital and community partnerships. The organisation faces greater
challenges than ever before in an environment of population growth, demand for services, increasing
performance and community expectations and a requirement for strong financial stewardship. It has
experienced significant workforce growth associated with the introduction of new infrastructure and
services and is in the early stages of envisioning and creating its future cultural identity as a single
service, multiple site health service, across a dynamic and interdependent range of tertiary, regional,
rural health services.
The General Manager, Medical Services will be instrumental in planning, implementing and reviewing
Medical Services to ensure they are safe, person and family centred, cost effective and meet
performance outcomes. This will include the introduction of new and expanded tertiary services incollaboration with clinical leaders and consumers. In partnership with their Clinical Leads for Medical,
Nursing and Allied Health, the General Manager will also be responsible for creating a culture which
fosters clinician and consumer engagement, and where models of care support integration across the
continuum.
The General Manager will report direct to the Chief Operating Officer and is directly accountable for
the overall performance of the Medical Services Division across the SCHHS. This will include the
development of robust clinical and corporate governance systems and practice, so that there is
continuous improvement in key outcomes related to safety and quality, inpatient and outpatient care,
productivity and efficiency, and workforce engagement and development.
The General Manager Medical Services will manage a budget of approximately $327 million, directly
be responsible for 1,975 FTE across SCHHS and be responsible for all clinical, operational, and
human resource issues within the Service group.
Your role
The General Manager, Medical Services will be the single point of leadership accountability for the
Medical Services Division, supported directly by Medical, Nursing, Allied Health and Business
Management leads who each have their own defined areas of single point leadership accountability.
Collectively, these leads provide the required level of clinical and business support to enable the
General Manager Medical Services to deliver on the required outcomes.
Fulfil the responsibilities of this role in accordance with Queensland Health’s core values, as
outlined above.
Provide operational leadership and management of the Medical Services, ensuring that a whole-
of-HHS focus underpins decision making and practice.
Establish effective business governance processes within the Service to ensure the most
appropriate use of resources, in accordance with required policy and legislation.
Lead the development of a culture which fosters collaboration, evidence-based decision making
and behaviour consistent with the values and priorities of Queensland Health and the Sunshine
Coast Hospital and Health Service.
Lead the development of strategies which embed a culture of continuous improvement and
learning within the Service.
Oversee the implementation of a risk management system to ensure that risks facing the Service
are identified, assessed and managed in a timely manner.
Develop and implement strategies which foster participation in service planning and performance
evaluation by the community and other key stakeholders related to the Service.
Develop and implement operational plans that support achievement of the HHSs key performance
indicators.
Represent the Service and the HHS at a wide variety of forums.
Lead the development of a Surgical Service’s five year operational plan that is responsive to
patient and community needs and is aligned with the HHS strategic priorities.
Monitor the development and provision of Service’s annual performance reports against
established performance indicators and priorities.
Lead the development, implementation and review of new services ensuring that these services
conform to service and budget requirements.
Lead the design, introduction and evaluation of demand management strategies within the HHS.
Lead the development and implementation of initiatives that lead to better visibility and access to
performance data. Identify and manage technology opportunities to enhance service delivery and management of
performance.
Provide operational leadership and decision making in the development and implementation of
change strategies within the Service.
Oversee the management of the resources of the Service to maximise health outcomes, through:
The provision of leadership in the development of the Service budget and determination of
activity targets;
Pro-actively monitoring Service performance indicators (including budget and activity) and
implementing measures to achieve required standards of performance;
The provision of leadership and decision-making to ensure cost-effective resource
procurement and allocation;
The development of measures supporting the HHS implementation of initiative to grow own
source revenue.
Lead the development and implementation of contemporary human resource management
practices to ensure the development of a highly skilled flexible and motivated team.
Your employer - Sunshine Coast Hospital and Health Service
The Sunshine Coast Hospital and Health Service (SCHHS) is a dynamic health service provider that
operates in an environment where quality patient care is paramount. Our vision, as a health service, is
to provide health and wellbeing through exceptional care.
We are a high performing Hospital and Health Service and proud of our reputation within the
Queensland public health sector. We actively seek, support and enable better ways of working and
reflect our commitment to a culture of learning, with a focus on continuous quality improvement, safety
and risk management. Being a person-centred service, we recognise the unique needs and
experiences of individuals and actively promote the involvement of consumers and their support
people in decisions about the service they receive, which results in better outcomes for our
community.
Our structure is based on a devolved model featuring service groups with responsibility for defined
clinical specialty areas and currently encompasses services delivered from facilities based at
Nambour, Gympie, Caloundra, Maleny and community locations across the Sunshine Coast.
SCHHS has embarked on a significant transformation journey to the opening of the Sunshine Coast
University Hospital (SCUH) with further planned growth to 2021. The expanded Health Service,
incorporating SCUH, will have the capacity to meet the growing health care needs of the Sunshine
Coast and Gympie communities. SCHHS is a multi-campus health service and employees may be
required to work across various locations as required.
Values based organisation
The SCHHS is a values based organisation. We are committed to the maintenance of a culture in
which we treat our colleagues with respect as we do our patients, consumers and the community. The
following Queensland Public Sector values statements underpin behaviours that will support and
enable better ways of working and result in better outcomes for our community.Customers first Ideas into action Unleash potential Be courageous Empower people
For more information please visit the website: www.psc.qld.gov.au
Mandatory qualifications / Professional registration / Other
requirements
This position requires:
While not mandatory, it is usual for Executive candidates to hold a relevant tertiary qualification,
preferably postgraduate level.
Expertise in the health sector, with a thorough understanding of complex tertiary health services,
would be highly regarded.
The position may involve travel to various facilities within the Sunshine Coast Hospital and Health
Service.
Appropriate management and leadership experience and advanced training in business or
healthcare are desirable.
Broad understanding of health care issues, including the role of academic medicine with
researchers, practitioners and educators.
Thorough knowledge of modern management principles, practices and methods. Considerable
knowledge of a university hospital/ health and knowledge precinct is desired.
This position requires the incumbent to operate a government vehicle and an appropriate
license endorsement to operate this type of vehicle is required (Queensland ‘C’ class license)
How you will be assessed
You will be assessed on your ability to demonstrate the following key requirements, knowledge and
experience. Within the context of the responsibilities described above under ‘Your role’, the ideal
applicant will be someone who can demonstrate the following:
Demonstrated ability to provide the necessary leadership to continuously improve the performance
of a significant clinical service.
Highly developed managerial proficiency, including the ability to apply financial, human and
physical resource management and governance skills to ensure resources are optimally allocated
in meeting defined goals.
Demonstrated strategic thinking ability including the ability to plan contemporary health services
and resolve complex organisational problems associated with competing demands and priorities
within a growing health service.
Highly developed communication and interpersonal skills, including the capacity to positively
influence others in a significant environment of organisational transformation and performance
accountability. Sound knowledge of contemporary human resource management at both a broad and specific
level.
Your application
Please provide the following information to the panel to assess your suitability:
Your current CV or resume, including referees. You must seek approval prior to nominating a
person as a referee. Referees should have a thorough knowledge of your work performance and
conduct, and it is preferable to include your current/immediate past supervisor. By providing the
names and contact details of your referee/s you consent for these people to be contacted by the
selection panel. If you do not wish for a referee to be contacted, please indicate this on your
resume and contact the selection panel chair to discuss.Additional information Applications remain current for 12 months for permanent vacancies. Pre-employment screening, including criminal history and discipline history checks, may be undertaken on persons recommended for employment. Roles providing health, counselling and support services that involve children will require a blue card, unless otherwise exempt. Mandatory vaccination screening is a requirement of working for Queensland Health Employees who are appointed to the SCHHS are to maintain data quality and manage all information in accordance with legislation, standards, policies and procedures. Employees who are appointed to the SCHHS may be required to travel and work across the SCHHS. All relevant health professionals, who in the course of their duties formulate a reasonable suspicion that a child or youth has been abused or neglected in their home/community environment, have a legislative and a duty of care obligation to immediately report such concerns to Child safety services, Department of Communities. Applicants will be required to give a statement of their employment as a lobbyist, as per the Lobbyist Disclosure Policy 2010 within one month of taking up the appointment. Applicants may be required to disclose any pre-existing illness or injury which may impact on their ability to perform the role. Details are available in section 571 of the Workers’ Compensation and Rehabilitation Act 2003 .
Organisational Chart:
Employees who are appointed to the SCHHS may be required to travel and work across the SCHHS. All relevant health professionals, who in the course of their duties formulate a reasonable suspicion that a child or youth has been abused or neglected in their home/community environment, have a legislative and a duty of care obligation to immediately report such concerns to Child safety services, Department of Communities. Applicants will be required to give a statement of their employment as a lobbyist, as per the Lobbyist Disclosure Policy 2010 within one month of taking up the appointment. Applicants may be required to disclose any pre-existing illness or injury which may impact on their ability to perform the role. Details are available in section 571 of the Workers’ Compensation and Rehabilitation Act 2003 Only applications from candidates will be accepted; applications that may result in an agency fee will not be considered.
Sunshine Coast Hospital and Health Service
Sunshine Coast Hospital and Health Service
Strategic Plan 2016-2020
Our vision:
Health and wellbeing through exceptional care.
Our purpose: Updated 2019
To provide high quality health care in collaboration with Our story to date
our communities and partners and enhanced through
Sunshine Coast Hospital and Health Service (SCHHS) has experienced to developing a culture in which highly reliable and safe care is consistently
education and research. significant growth in both the range of services provided and the expanded delivered for great patient outcomes.
capacity. Sunshine Coast University Hospital (SCUH) is changing the way
services are delivered across the health service. The new tertiary health Our vision for our Health Service will only be achieved through collaborative
precinct is supporting our health service to innovate and better meet the partnerships and harnessing the skills and knowledge of our local partners
Our strategic objectives: diverse health needs of our community. which includes but not limited to the Primary Health Network and our primary
health care providers. We will continue to partner with industry, communities,
What’s important now is that while the health service grows, it becomes governments and non-government bodies to develop collaborative models of
• Improving everyone’s experience of health care throughout our health service. sustainable and services delivered align with best practices in patient care. care that create living and work environments that support improved health.
• Optimising the health outcomes of our community through collaboration and education. The successful transformation of the health service towards a sustainable
future is a priority. Our focus is looking at how to improve business as The health service is expanding its teaching and health research capability
• Delivering sustainable, safe and high value services driven by continuous improvement, usual processes which support clinical care, optimise clinical and non- through the Sunshine Coast Health Institute. Significant strategic
research and education. clinical services and support targeted organisational redesign befitting of a partnerships with universities, vocational education and industry ensure
contemporary tertiary health service. our research priorities translate to practice and ultimately improve health
and care within our communities. In 2019, the new Sunshine Coast Griffith
Aligning with government priorities An intensive program of clinical, consumer and community engagement, University Medical Program commenced its first cohort of medical students,
demand projection forecasting, evidence based benchmarking and peer providing the medical workforce for our future.
review will be undertaken to develop our new Master Clinical Services Plan
Our priorities align with Queensland Government’s objectives for (the plan). The plan will provide a 10-year outlook for service delivery and We are transforming service delivery through the adoption of contemporary
the community, Our Future State: Advancing Queensland’s Priorities service priorities across the hospital and health service, to meet the growing technologies enabling our health service to share clinical information with
which will aim to tackle key health challenges to: demand for healthcare services in our catchment area. other health service providers as well as populate a central information store
for both clinical and corporate performance reporting, research, education
• keep Queenslanders healthy; and As our people are our most valuable asset we will continue to further develop and population health.
• give our children a great start. and maintain an exceptional workforce to provide a great place to work. The
development and delivery of the Leading the Sunshine Coast Way program Our digital health transformation includes the implementation of an
…and exemplify delivery, of the directions outlined in My will utilise contemporary research and best practice and be responsive to the electronic medical records (ieMR) system as well as deep interfacing with
challenges currently facing our leaders and epitomise and demonstrate the clinical and biomedical systems. A digital transformation journey that
health, Queensland’s future: Advancing health 2026 values of person centred compassionate care. Workforce planning is ongoing supports best practice and the next generation of care.
to meet the needs of future growth to ensure we have the right people in the
• promoting wellbeing right place with the right skills and knowledge as required. We are committed Data security and protection of consumer’s records will always be a key
• delivering healthcare consideration.
• connecting healthcare
• pursuing innovation. Risks we manage
• Workforce: the ability to meet service and skills demands of a transforming Mitigation: The embedding of strong corporate and clinical governance,
HHS that is responsive to our communities’ health needs may not sufficiently including Strategic and Operational Planning and Performance and
be achieved by the current size, capacity and capability of our workforce. Accountability Frameworks.
Mitigation: SCHHS Workforce Strategy developed that addresses strategic
• Patient safety and quality: Inadequate alignment of the SCHHS governance
workforce priorities in the evolving health care environment.
resources to manage, implement and meet established regulatory and
• Information technology: Expected benefits of digital adoption may not be industry standards may impact our ability to meet community expectations
fully realised due to poor planning, governance, lack of ICT maturity and in delivery of quality, safe healthcare.
skills limitations of the ICT organisation. Mitigation: Further development of the Clinical Governance framework to
Mitigation: Introduction of strengthened governance processes and ICT align with the national model in addition to a strengthened model of safe
strategy that guides appropriate responses to demand and introduces care governance.
contemporary ICT capabilities (clinical and corporate systems) which aim to
• Demand: The health needs of the community may exceed the resource and
consolidate technologies and reduce the number of disparate local systems.
service capacity of the Hospital and Health Service unless our models of
• Financial sustainability: The ability to achieve the scale of productivity care are refocused to embrace a contemporary response to care delivery.
and efficiency required to be delivered may hinder the ability to achieve Mitigation: Strengthening of strategic partnerships throughout the region
financial sustainability. we serve, and further development of hospital avoidance models that would
Mitigation: Development and implementation of sustainability, efficiency decrease the necessity to attend hospital or EDs and the expansion of non-
and assurance frameworks that are closely monitored and assessed. hospital options.
• Transformation: The scale and pace of transformational change may
impact the ability to deliver required outcomes in access to care, quality
of care and staff engagement and wellbeing.Sunshine Coast Hospital and Health Service
Collaboration and Partnerships Optimisation, Transformation and Growth Value Creation
opportunities
• Working collaboratively with individuals, families and • Improving access to high reliability care. • Optimising our efficiency through Choosing
communities to optimise experience while in contact with • Adopting clinician-led, transformative approaches so our consumers Wisely, (reduction in low value care), avoiding
our health service and broader health system. experience a safe and seamless journey of care throughout their life. waste and duplication and being responsible
• Partnering with primary health and other service providers stewards of public money.
Our
• Realising the benefits of the Sunshine Coast Health Institute partnership to
to better integrate the system of health on the Sunshine enhance workforce capability, innovation and translational research. • Articulating the role of all parts of our inter-dependent health
Coast. service, and the distinct value they provide to our community.
• Implementing models of care / service models that include workforce
• Targeting improvement in a range of health determinants innovation, service redesign and new technologies to improve access, • Harnessing the collective health capacity and resources within
impacting on the health and wellbeing of our community.
safety and consistent care across all parts of our organisation. our communities.
• Engaging clinicians and consumers in service planning,
• Activating the benefits of a digital future, through the introduction of the • Creating an organisational culture where our people feel valued
delivery and review for existing and expanded services.
integrated electronic medical record and other new technologies. and are supported in their ongoing development.
Strategic Priority 1 Strategic Priority 2 Strategic Priority 3
Improving everyone’s experience of health Optimising the health outcomes of our community Delivering sustainable, safe and high value services driven
care throughout our health service through collaboration and education by continuous improvement, research and education
We will: We will: We will:
1. consistently deliver person centred and appropriate care 1. provide a regional leadership role with integration of care across the 1. leverage information and technology to the benefit of our patients
2. coordinate and integrate services to improve equitable and continuum to improve the health of our population and deliver efficient work practices
timely access across our community 2. partner with our Aboriginal and Torres Strait Islander communities and other 2. assure sustainable strong financial performance by improving
3. implement best practice care guidelines and pathways across diverse groups to reduce health inequalities and demonstrate that all our efficiencies and productivity in the delivery of services
the care continuum facilities are safe places to receive care 3. become a leader in clinical health education, safety, research and
3. prioritise care and develop indicators of health outcomes appropriate to the analytics through building partnerships to sustain innovation, quality,
4. introduce innovation and improvement excellence programs
to improve patient experience and flow consumers and communities we serve education and research priorities and opportunities
4. work with the community and partners to create reasonable expectations of the 4. maintain an environment that supports and promotes inclusive
5. build and maintain partnerships with our health care partners
to ensure our patients receive the right care in the right place system through use of technology to provide health promotion and evidence behaviours and respects diversity where staff are inspired to do
at the right time based care education and receive feedback on experience in real time their best work
6. build a high performing culture which attracts and retains 5. support and grow healthy, sustainable communities through health literacy, 5. build our capacity to be a centre of excellence for clinical analytics
exceptional talent injury and illness prevention programs and health promoting practice. (3 horizons)
7. partner with consumers, staff and community in planning, 6. develop a sustainable strategy to ensure National standards and
delivering and evaluating our services to improve the Headline indicators: regulatory requirements are met.
consumer experience and care received.
• PHN network partnership delivers effective hospital avoidance strategies
Headline indicators: • expand non-hospital options by increasing home and community – based
Headline indicators:
services
• a measurable reduction in low benefit care
• improved access to timely care (Emergency, Elective, • Master Clinical Services Plan developed and in place
• successful implementation of the ieMR at SCUH and NGH resulting
Out-patients, Telehealth utilisation) • improved progress on population based needs assessment and initiatives,
in increased evidence driven clinical decision making
• reduction in LOS and avoidable hospitalisations for the including improved immunisation rates, decreased smoking and Closing
• increased number of research collaborations.
frail and aged the Gap initiatives
• enhanced consumer and clinician engagement in model • reduction in rates of potentially preventable hospitalisations
of care development and implementation • improve same day discharge rates.
• enhanced participation and progress in our staff engagement
survey, demonstrating increased clinician and workforce
satisfaction.
Document ID 1126-a1 Approved: 7 May 2019Sunshine Coast Hospital and Health Service
Leadership and
Operational Plan 2019-2020
capability
development
Culture of Care 2019-2020
Sustainability
Program
The Sunshine
Coast Way
Exceptional people.
Our Opportunities and Challenges Our Patients – better patient care
Exceptional healthcare.
We have been on a significant trajectory of change over a number of years. Our committed We are committed to ensuring the needs of our patients/consumers are at the heart of
Benefits realisation Evidence-based
team has delivered record volumes of care, introduced new and expanded services to bring all we do, and engaging their voice in how we plan, deliver and review our services. We
approaches to
and performance
change and
analytics care closer to home, created beautiful new care environments, successfully transitioned to will introduce new and enhanced models of care to improve timely access to care, co-
the digital era, and through valued partnerships, developed our research, education and designed with our consumers. We will design innovative ways to engage the voice of our
Shared governance workforce capability. wider community in important healthcare matters, such as our 10-year Master Clinical
and accountability
Services Plan. We will champion Choosing Wisely, empowering our patients to ask
After such a significant era of transformation, this year will focus on embedding questions about the benefit of tests, treatments and procedures in a shared decision-
necessary change, while continuing to transform and optimise the quality of service making environment.
delivery. Increasing demand for health care and the requirement for ongoing improvement
This is the final year of our 2016-2020 SCHHS Strategic Plan which Our People – better engagement with our people
are ubiquitous in health which is why our goal is to become the best at getting better.
guided the significant transformation and growth of public health We will build our agility to respond and embrace the opportunities ahead, and commit to We know that our team create the ‘Patient Experience.’ This means we will be prioritising
services within our community, including the opening of Sunshine continuously improving what we do. the ongoing development of our Leadership and Team capability, through Leading the
Sunshine Coast Way as well as strategies which foster the health and wellbeing of all
Coast University Hospital (SCUH), introduction of new and expanded team members. As we plan our clinical services, we will plan our future workforce needs
Our Priorities to ensure we have the right skills, in the right place when needed. We will listen to the
services, transition to digital health, and increased focus on workforce
voice of our people not only through the Better Workplaces Survey, but other initiatives
capability and adaptability to meet growing demand for care. This year, we will focus on:
to ensure we are in tune and responsive so that they feel safe, happy and proud of the
• Transforming and optimising our services so that they are of high quality,
difference they make.
person-centred and meet the needs of our growing community.
The 2019-2020 Operational Plan builds on past success, and • Planning a longer-term view for health service delivery, including further
Our Partnerships – working in partnership for a better future
expansion and introduction of services as part of our tertiary development
describes the strategies we will adopt to deliver on Government’s We will continue to prioritise and strengthen our partnerships as a cornerstone of
and integrated system of care across all facilities.
expectations as well as our own SCHHS Vision, Purpose and Strategic • Creating a positive and joyful culture, where achievement is celebrated, addressing growing demand for health care and the social determinants of health. The
and our leaders model accountability for results, and encourage development of our 10-Year Master Clinical Services Plan provides a great opportunity to
Objectives. engage our partners in the creation of this healthcare blueprint through to 2030.
collaboration, innovation and continuous improvement.
• Realising quality of care benefits from our digital transition, both within
Our Vision our services and in our interfaces with primary healthcare. Similarly, our partnerships with primary healthcare and others, will focus care
• Championing Choosing Wisely, in partnership with our clinicians and integration across the service continuum, through initiatives such as GP Smart Referrals,
Health and wellbeing through exceptional care. consumers, so we consistently deliver high benefit care. as well as other models which provide care in the right place.
• Delivering new and enhanced models of care, which promote partnerships,
Our Purpose and enhance timely access to care. We remain committed to closing the gap in health inequality for our Indigenous
• Closing the gap in health inequality for our Aboriginal and Torres Strait population, as well as other groups who experience disadvantage in health access
To provide high quality health care in collaboration with our communities and Islander Community. and outcomes. We will take an inclusive approach to how we plan and deliver our
partners and enhanced through education and research. • Building our health research, translation, education and innovation. services. Partnerships are key to embedding alternative care pathways for our growing
• Strengthening our productivity and efficiency so that we are delivering community to address demand and deliver safe, timely care. And of course, our valued
partners with the Sunshine Coast Health Institute are integral to building our reputation
Our Strategic Objectives value for public investment in healthcare.
in research, knowledge translation and education.
• Improving everyone’s experience of health care throughout our health service. Becoming Best at Better Our Performance – achieving better access and outcomes
• Optimising the health outcomes of our community through collaboration and
education. We have improved our performance in many areas, but there is still more to be done.
We will achieve success by focusing on four important areas: We will focus on adoption and optimisation of new technology such as the integrated
• Delivering sustainable, safe and high value services driven by continuous
improvement, research and education. electronic medical record, GP Smart Referrals and enhance Telehealth to improve clinical
outcomes and experiences for our patients. We will enhance our models of care to
Alignment with Queensland Government Objectives Our Patients/consumers (including family and carers) improve timely access to emergency and elective care, and ensure clinical leaders play a
vital role in decision making through better access to integrated, real time information.
Our People
There are a number of state-wide plans and priorities which underpin our efforts: We will continue our journey of increased healthcare self-sufficiency for our community
• Our Future State: Advancing Queensland’s Priorities Our Partnerships by taking a service system approach to planning, including planning for new and
• My health, Queensland’s future: Advancing health 2026
• Queensland Health’s System Outlook to 2026 for a Sustainable Health Service Our Performance. enhanced services, as well as the ongoing redevelopment of Nambour General Hospital,
planning for SCUH Stage 3 and Gympie Hospital planning. And we will ensure our
• Queensland Health’s Rapid Results Program. strong governance and leadership is focused on delivering improved productivity and
efficiency so that we use public resources wisely.Strategy Action Measures
• Refreshed Consumer and Community Engagement Strategy.
• Introduction of co-designed initiatives such as Hello My Name Is... • Evidence of consumer and community input in key governance and strategies, including
1.1 Enhance our Consumer and Community Engagement strategy and practices to provide more timely, respresentative and innovative opportunities to receive and act on feedback. • Introduction of innovative engagement strategies to encourage more Master Clinical Services Plan, Nambour Redevelopment, development of new models of care.
timely feedback. • Evidence of shared decision-making practice with consumers and Choosing Wisely.
• Ongoing improvement in reported consumer experience.
Planning for SCUH Stage 3 complete.
Optimise consumer experience and benefits realisation through redesigned facilities for our future (NGH redevelopment, SCUH Stage 3, Caloundra redevelopment, Maroochydore Master Clinical Services Plan completed.
1.2 Nambour General Hospital redevelopment is on track.
Hub and Gympie works). Benefits Realisation Outcomes for Caloundra redevelopment and Maroochydore Hub.
Improving everyone’s experience of healthcare
Complete planned Gympie Hospital works.
Health and Wellbeing Through Exceptional Care 2019-2020
Participate in the development and implementation of a Patient Reported Experience Measures (PREMs) and Patient Reported Outcome Measures (PROMs) solution for Queensland
1.3 Availability and access to real-time data on patient reported experience and outcome measures to improve performance.
Health.
2019/2020 Choosing Wisely Plan articulates key areas of focus and reports positive progress. Recognition at National Choosing Wisely Events.
Strategic Priority 1:
throughout our health service
1.4 Champion value-based healthcare with initiatives in every service.
GIRFT Plan implemented. Reduction in the incidence of low benefit care.
• Staff at all levels have a clear understanding of their role and responsibilities for delivery of safe, person centred care.
1.5 Embed the SCHHS Safe Care Framework to ensure our culture, systems and practice support the delivery of high quality care and continuous improvement. • Fulfilment of the National Safety and Quality Health Service (NSQHS) Standards Version 2, Aged Care and Mental Health Standards.
• Ongoing improvement in safety and quality measures.
Foster a Learning Culture through ongoing focus on reflective peer review, benchmarking, collaborations and continuous improvement:
1. Implement Ambulatory Care Improvement Plan
7. Implement enhanced frail older persons model of care • Meet the requirements of our Service Agreement, including access to care–emergency, elective surgery and outpatients.
2. Implement Cancer Services Action Plan
8. Implement Renal Collaborative initiatives • Demonstrated improved outcomes and reduction in clinical variation of care specific to clinical stream.
1.6 3. GIRFT – the ‘Delivering what matters in orthopaedic care project’
9. Implement high risk Foot Model of Care
4. Zero suicide – embed clinical pathway • Healthrountable/WHA/CHA data demonstrates ongoing improvement on key indicators.
10. Adopt Women’s Healthcare Australasia Perineal Trauma Collaborative practice • Positive implementation progress on Clinical Improvement Plans.
5. Implement Access and Flow Improvement Collaborative and Peer Exchange
11. Adopt Children’s Healthcare Australasia Bronchiolitis Collaborative practice
recommendations.
12. Embed Theatre Performance and Initiations.
6. Adopt Sepsis Collaborative initiatives
Contribute to State-wide Rapid Results priorities
• Maximising the benefits of digitisation and capital investment
• Keeping Queenslanders healthy and tackling obesity Contribution to state-wide initiatives, with demonstrable impact at SCHHS level against defined program measures.
1.7 • • Efficient and effective procurement
Delivering what matters
• Queensland Ambulance Service improvement
• Support Closing the Gap
• Improving clinical handover at emergency departments
• Improving rates of immunisation
• Expanding non-hospital options
1.8 Finalise service delivery arrangements to ensure continuity of high quality care for the Noosa and surrounding community. Outcome to deliver ongoing certainty for public healthcare at Noosa approved by SCHH Board.
All new and enhanced clinical services are introduced in accordance with governance arrangements to ensure safety and sustainability.
1.9 Plan for the introduction of new and enhanced tertiary services.
Business Case for Cardiac Surgery completed third quarter 2019/2020 for decision final quarter 2019/2020.
Positive adoption of digital technology by highly trained staff. Evidence of benefits realisation of digital health initiatives.
1.10 Realise the benefits of digital health, including the integrated electronic medical record, GP Smart Referrals and Telehealth.
Improved safety and quality outcomes. Expanded use of Telehealth to connect care for consumers.
Smart referrals with GPs fully implemented with strengthened pathways and GP satisfaction.
Optimising the health outcomes
Strategic Priority 2:
2.1 Partner with the Central Queensland, Wide Bay, Sunshine Coast PHN to develop and implement the 2019/2020 Integrated Care Strategy. Delivery of 2019/2020 Integrated Care Strategy priorities.
Increased use of Clinical Prioritisation Criteria by GPs, through digitised referral pathway.
collaboration and education
of our community through
Partner with other State, Commonwealth and Council agencies, through the North Coast Leadership Collaborative to develop and implement joined up strategies within our
2.2 Evidence of health contribution to the 2019/2020 Plan, including leadership on the Executive of this Group.
community relevant to the Advancing Queensland priorities.
2.3 Partner with our Aboriginal and Torres Strait Islander community, organisations and partners to achieve improved health outcomes and close the gap in health inequality. Positive progress reported against the Aboriginal Health Improvement Plan and Closing the Gap Indicators.
Successful Sunshine Coast Health Symposium March 2020.
Develop and implement the Sunshine Coast Health Institute Strategic and Operational Plan in partnership with University and TAFE collaborators to further develop Positive progress against Strategy and Plan, including launch of Grand Round
2.4 Successful contribution to the NHMRC Regional Centre for Innovation bid.
research, translation and education. Series and increased research collaborations and joint appointments.
Positive satisfaction from students on placement.
• Better Workplace Survey reflects positive engagement and job satisfaction
• Implementation of Action Wellness and Recognition Strategy – health4life programs
• Development and implementation of the Clinician Compact and Clinician
2.5 Develop our culture and leadership practice so that our people are engaged, feel valued and supported to successfully deliver their goals. • Reduced levels of employee harm and injury.
Engagement Strategy
• Participation in the ‘Leading the Sunshine Coast Way’ with positive participant evaluations
• Establishment of junior doctor common room.
2.6 Implement Healthier Drinks and Food Directive to promote healthier life choices. Support for Healthier Choices food and drink options evident across our facilities.
High quality Master Clinical Services Plan completed by March 2020 inclusive of expert peer review and strong internal and external engagement.
3.1 Develop the SCHHS 2020-2030 Master Clinical Services Plan and SCHHS Strategic Plan 2020-2025 Strategic Plan.
Strategic Plan finalised by June 2020.
Develop and implement Clinical Business Intelligence to support improved performance reporting and continuous improvement. Introduction of costing system to provide timely, reliable costing Introduction and devolution of balanced scorecard for Board, Executive and Service Groups
improvement, research and education
3.2
Delivering sustainable, safe and high
value services driven by continuous
data for performance monitoring and improvement. Capacity Planning and Management solution implemented.
Strategic Priority 3:
Improvement in productivity and efficiency outcome measures.
3.3 Develop and implement the 2019/2020 Sustainability Strategy in partnership with services to deliver quality healthcare within available resources.
2019/2020 Budgets co-developed with Service Groups, and on track for delivery.
3.4 Implement new enterprise corporate systems in Finance (FSR) and HR (IWFM). FSR and iWFM are functional and delivering expected results.
3.5 Implement capability strategies to build team knowledge, skills and abilities. Evidence of improved leadership and staff experience survey improvements.
3.6 Implement the SCHHS Interprofessional Education Strategy. Evidence of interprofessional learning practice and progress.
3.7 Ensure a culture of ethical conduct, where staff understand and role model their obligations. Fraud Awareness education implemented. New Conflict of Interest Processes fully embedded across Service Groups.
Clinicians are engaged across all services evidenced by the development of appropriate internal and external improvement strategies.
3.8 Develop and implement the Clinician Engagement Strategy.
Co-design of the SCHHS Medical Compact by medical and executive leadership.
Adopt operational planning approaches at service and functional level to ensure alignment with the SCHHS Strategic and Operational Plans, which are monitored as part of the
3.9 Every service and functional group has an operational plan, with performance actively managed and addressed as required to meet outcomes.
governance process.
Consultation re Organisation Design concluded, and outcomes under implementation.
3.10 Finalise Organisational Design and implement outcomes. Positive staff feedback regarding change benefits.
New protocols to reflect shared governance.
Service Groups meet performance goals.
Transition towards a model of shared governance, with increased devolution of accountability and support at all levels to deliver required performance outcomes. Increased devolution of accountability for workforce management and
3.11 Key Result Areas formalised for all Service Groups, with reliable performance reporting in place.
recruitment within established frameworks.
Leading the Sunshine Coast Way program delivers required capability support.
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