Looking forward to 2021 - Strategic Plan for Hunter New England Local Health District
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Looking forward
to 2021
Strategic Plan for
Hunter New England
Local Health District
1
Foreword
The development of the Strategic Plan provides an opportunity to re-focus service delivery and
plan for the future health needs of our District. Our staff provide innovative, safe and high
quality care to a diverse population over a large geographical area. To meet to the challenges
of the future, we are firmly committed to providing a safe and quality care experience,
delivering best practice care and making the best use of our resources.
Hunter New England is focussed on improving the effectiveness and efficiency of our hospital
based services and ensuring that our community receives care in the most appropriate setting,
be that hospital, in the community or in their home.
We will continue to focus on Excellence, every patient, every time to ensure the standard of
care is consistent across all of our services. We are focussed on delivering the Premier’s
priority of Patient Safety First, through our local Patient Safety and Quality strategies. We
recognise the efficiencies and better standards of care that can be gained through the rollout
of the Leading Better Value Care models of care, and are committed to delivering these to the
identified patient cohorts and working closely with our partners to ensure the care delivered is
truly integrated.
Delivering high quality care within budget has been achieved with pride by Hunter New
England LHD over many years. However, it is clear we must be using our resources wisely in
order to meet increasing demand. Sustaining the health workforce, particularly in rural areas
remains a major challenge, along with the need to support all staff in maintaining their own
health and well being.
We are consistently focused on ensuring that our patients receive safe and high quality
healthcare delivered with respect, supported by open two-way communication. Continuing to
create this culture within the organisation is one of our key focus areas.
Our shared vision is build a healthier communities and provide world class care. Our priorities
are to ensure we deliver value as well as volume, we work together to minimise unwarranted
clinical variation, and we seek continuous improvement of our health services which are needs
-based and provide safe, high quality and high value care for patients.
Michael DiRienzo Lyn Fragar
Chief Executive Chair Hunter New
England LHD Board
This work is copyright. It may be reproduced in whole or part for study or training purposes subject to inclusion of an acknowledgement of the
source. It may not be reproduced for commercial usage or sale. Reproduction for purposes other than those indicated above requires written
permission from Hunter New England Local Health District.
© Hunter New England Local Health District, 2018
Content within this publication was accurate at the time of publication May 2018
2
About Us
Hunter New England Local Health District (HNE Health) provides a range of public health services to the
Hunter, New England and Lower Mid North Coast regions.
Hunter New England is recognised as a leader in the healthcare industry and we pride ourselves on the
following strengths:
High quality, safe patient care
Skilled, hard working and valued staff
A strong commitment to improving the health and wellbeing of Aboriginal and Torres Strait
Islander people
A dedicated Aboriginal Employment and Equity Unit
The best immunisation rates in the state
Highly developed telehealth and information technology services
Expertise in health promotion and prevention
A focus on innovation, teaching and research
Successful strategies to improve staff safety
Effective models of community participation
Hunter New England Local Health District provides services to:
920,370 people, including 52,990 Aboriginal and Torres Strait Islander people
169,846 residents who were born overseas
Our organisation:
employs 16,033 staff
is supported by 1,600 volunteers
spans 25 local government areas
Our services include:
3 tertiary referral hospitals
4 rural referral hospitals
12 District hospitals
8 community hospitals
12 multipurpose services
More than 60 community health services
7 inpatient mental health facilities plus
community mental health services
3 residential aged care services
3
one day in Hunter New England
1,124 181
people visit an Emergency Department in people have surgery in our district
our district
5 people have a life threatening condition
211 arrive by ambulance requiring surgery within one hour
4 require immediate treatment 99 are considered urgent and require
surgery within 72 hours
621 are triaged by a clinician as not urgent
741 are discharged to their home 81 people have elective surgery
11.4% are Aboriginal or Torres Strait 99.4% of people receive elective surgery
within the clinically recommended
Islander
timeframe
16,608
staff are employed to deliver hospital and
619 are discharged from one of our community based services
hospitals 8,326 are Nurses
10.4% are Aboriginal or Torres Strait 2,040 are Medical Staff
Islander
739 are Visiting Medical Officers
18 non admitted patients receive care
using telehealth 1,815 are Allied Health Professionals
5,725 non admitted patients receive care 1,428 are Clinical Support Staff
in an outpatient clinic, community centre or 3,130 are Corporate or Support Staff
in their home
1,727 visit one of our facilities for a 761 staff identify as
diagnostic test, for example pathology or
Aboriginal or
imaging
Torres Strait Islander
24 babies are born in our district
4
Future Developments
Clinical Capacity Information, Communication and
HNELHD will continue to prioritise on capital Technology
improvement of our facilities to meet current The last four years have seen rapid change in
and future health demands of our community. the way technology is used within the clinical
Over the next four years, the following environment. Our priority has been the
additional clinical capacity will open in our establishment of clinical systems which
facilities: optimise best practice care, patient safety
An additional operating theatre for and enhance communication and access to
Belmont Hospital, Cessnock Hospital and information for clinicians. Our major
Armidale Hospital achievements in this area are the
An additional 6 beds in the Acute General implementation of the Electronic Record for
Surgical Unit at John Hunter Hospital Intensive Care (ERIC) system, completion of
Additional renal chairs in Moree, the wireless infrastructure in all facilities, and
Muswellbrook, Manning, Inverell and implementation of the electronic medication
Singleton Hospitals management system (MedChart).
Additional Chemotherapy chairs for Over the next three years, the
Muswellbrook and Manning implementation of the a new electronic
Increase in the number of Neonatal medical record system known as eChart
Intensive Care cots at John Hunter across the district will be our major focus.
Children's Hospital eChart is a digital observation, assessment,
risk scoring and alerting tool. The rollout of
Upgrade of facilities
eChart will commence at The Maitland
Our District and the community will benefit from Hospital and John Hunter Hospital. eChart is
the following major projects which are currently supported by eHealth NSW as the part of the
in the early stages of planning and development: Electronic Medical Record (EMR) Connect
Second entry and exit to John Hunter Programme.
Hospital via the Newcastle Inner City
Bypass which is due to
commence work in 2019
The New Maitland Hospital
Health One Port Stephens
Murrurundi MPS
Inverell Hospital
Clinical services plan for John
Hunter Campus
Refurbishment of the Nexus Unit
at John Hunter Hospital
5
Looking Forward Clinical Quality and
Patient Safety Patient Safety
Providing excellent care for every patient, every Framework
time remains at the centre of everything we do.
We consistently focus on ensuring that our Our Aims
patients receive safe and high quality healthcare
delivered with respect and supported by open To ensure systems necessary to promote
communication. The key to embedding this quality and safe patient outcomes are
culture is our staff, and we continue to work embedded across the Local Health District
together to embed Excellence in our
organisation. To support facilities to implement the
Our organisation will work with patients and Australian Commission on Safety and
carers to ensure we focus on delivering care Quality in Healthcare— National Safety and
which they value. We will work together to Quality Health Service Standards
reduce harm and provide our community with
reliable, effective and patient-centred To align with the Hunter New England Local
governance to manage variation in clinical Health District Excellence Framework
treatment and adverse outcomes.
As an organisation we are not complacent, we Our Plans
seek continuous improvement of our health The Hunter New England Local Health
services which are needs-based and provide District Clinical Quality and Patient Safety
safe, high quality and high value care for Strategic priorities align with the NSW
patients. Health Strategic Directions.
Through our commitment to Better Value Care
These align with :
and Patient Safety First initiatives we will work
Priority areas of the NSW Health
together with our patients, families and
Pillars—Clinical Excellence
communities to focus on the outcomes that are
Commission, Bureau of Health
most important to our patients.
Information, Health Education and
Unfortunately, despite our best efforts Training Institute and the Agency for
sometimes things go wrong. We are an Clinical Innovation
organisation that learns from its mistakes, and System Purchasing and Performance
welcomes constructive feedback from our Safety and Quality Framework
patients and carers. HNELHD will continue to Leading Better Value Care and Patient
prioritise improvement in our safety Safety First Initiatives
performance in order to reduce healthcare
related harm to our patients.
6
Patient Safety and Quality Framework
Core Components:
Patient Experience Clinical Performance Clinical Review Incident and Adverse Event
Management National Standards Improvement Programs Nutrition care
Professional Practice Exception Reporting
The Hunter New England Local Health District Clinical Quality and Patient Safety Framework op-
erates in accordance with the NSW Patient Safety and Clinical Quality Program (PD2008_608)
7
Patient Care
Essentials
Hourly patient
rounding
Care Boards
HAIDET/ISBAR
Bedside Clinical
Handover
Follow Up Phone Calls
Excellence Tools &
Tactics
Patient-Centred Care
Our key priority at Hunter New England Health is to ensure the patient
Leader rounding with
and their family is at the centre of the care we provide. Our goal is to
staff and patients
acknowledge their care goals and provide them with a positive
Traffic Light reports
experience in our services.
Service rounding
90 Day Action Plans A patient story:
Management A mental health consumer who engaged with our service for the first
Accountability time is one example of the patient-centred care we provide.
Meetings (MAMs)
The consumer has a diagnosed long term, chronic psychiatric illness. He
Performance
had not engaged in active treatment for over 20 years due to distrust of
Development Review
the system. He came to our service during an acute phase of illness. He
Key Words
was unwilling to be medicated for his condition due to side effects.
Managing Up
Working together, the consumer and his family, their care team and
Values Charter
their GP developed a care plan, which included monthly psychological
Standards of
therapy and routine review by a psychiatrist.
Behaviour
Speaking Up The patient’s desire to avoid medication was acknowledged and
Code of Conduct respected by his treating team. The consumer now enjoys an active and
High Middle Low independent life with his family, and is able to complete routine daily
performance functions such as going to the bank, attending medical and dental
conversations appointment, eating out, maintaining good personal hygiene and has
30 and 90 day even embarked on international travel.
conversations for new Like our other services, HNE Mental Health Services is committed to
staff improving patient experience. The number of compliments received
Skills Lab tripled in 2016, compared to the previous year. The compliments
Patient Experience acknowledge the services commitment to the Excellence program,
Tracker System (PETS) improved communication and improved acknowledgement of the
patient’s care goals in their treatment.
8
Looking Forward
Patient Experience
There is evidence that engaging consumers in shared decision making about their own health care
results in a better experience, improves outcomes and reduces costs, as people tend to choose less
costly interventions. Patient Reported Outcome Measures (PROMs) and Patient Reported Experience
Measures (PREMs) used at the point of care improve communication and shared decision making
between consumers and providers .
PREMs and PROMs are not yet routinely used in Australia as part of workflows in clinical practice for
shared decision making. To encourage greater use of patient reported measures, the Australian
Department of Health is developing new indicators in the Australian Health Performance Framework
to measure effectiveness of care (PROMs), appropriateness of care (PREMs) and safety of care
(PRIMs). The Australian Commission on Safety and Quality in Health Care (ACSQHC) is developing a
national framework and resources to encourage the use PROMs.
NSW Health is currently developing a State vision for patient reported measures to support the
provision of value-based health care, centred on what matters most to patients, including the
introduction of an integrated information system to support the inclusion of PREMs and PROMs in
care delivery and service improvement. The ACI will offer a standardised approach to collecting
PROMs and PREMs across NSW Health settings and will offer change, adoption and implementation
support.
In this context, HNE LHD is firmly committed to increasing its systematic use of PROMs and PREMs.
Already HNELHD services participate in the national registries such as the Mental Health Outcomes
and Assessment Tools (MH-OAT) the Palliative Care Outcomes Collaboration (PCOC) and the electronic
Persistent Pain Outcomes Collaboration (ePPOC).
As well as these national and state programs, HNE LHD has unique PREMs and PROMs programs and
projects that provide important information from the consumer perspective. The HNE LHD program
with the largest volume of systematically collected PROM data is Follow Up Phone Calls. This data
informs services about the safety and effectiveness of transitions of care measured from the consumer
perspective.
It’s worth noting that to participate in shared decision making people need to have a level of health
literacy that enables them to understand and act on the information being discussed. People with low
health literacy are disproportionately elderly, non-white, less educated and chronically ill and have a
death rate that is twice that of people with adequate health literacy. With 60% of Australians and up
to 80% of those aged over 65years having low health literacy, PREMs and PROMs programs need to
incorporate consideration for health literacy in order to ensure equity and improve outcomes for all
consumers. HNELHD is home to over 23% of the NSW Aboriginal and Torres Strait Islander population,
so all PROMs and PREMs need to be tailored for cultural appropriateness for Aboriginal and Torres
Strait Islander people.
9
Looking Forward How do we support our
workforce?
Research and Innovation
Supporting Positive Workplaces
HNELHD is proud to support innovative health system
Workplace Harmony
improvement through its Partnerships, Innovation and Research
Framework
Portfolio, including the Health Research Translation Centre,
Respectful Workplace
Integrated Care Team, Research Ethics and Governance Office and
Hunter New England Simulation Centre. Each year dozens of
Staff Development
teams receive Executive sponsorship, financial support, education,
Corporate and local
coaching and mentoring to conduct studies and implement
Orientation
projects that improve patient safety, quality of care, and health
My Health Learning
system performance.
Capability Frameworks
HNELHD is proud to be a founding partner of the NSW Regional HNE Health Education
Health Partners Centre for Innovation in Regional Health. Framework
Accredited by the National Health and Medical Research Council, Leadership and Management
NSW Regional Health Partners brings together the leading health Development
and research organisations across the Hunter, New England, Clinical and non-clinical skills
Central Coast and Mid North Coast regions of NSW to transform development
the delivery of health care to regional, rural and remote Australia. Tailored Education Solutions
Together, we intend to:
Address the major health care challenges faced by our Career Pathways
regional, rural and remote NSW populations, by setting and Allied Health cadetships
maintaining a focus on strategic, priority-driven translational School Based Trainees
research and research translation relevant to the needs of Prevocational Junior Medical
the populations we serve. Officer Program
Hospital Skills Program
Provide our regional communities with access to best-
Centre for Medical
evidence healthcare built on a foundation of discovery,
Professional Development
innovation, rigorous implementation and evaluation, by
International Medical
working in partnership to accelerate the pathway from
Graduate Program
scientific discovery and medical innovation to clinical
Rural Nurse Exchange
application and community benefit.
Program
Transform the health and wellbeing of our regional, rural Specialty Training Programs
and remote NSW population, by providing support and Rural Specialty Training
facilitate measurable improvements in the health care Programs
system and apply academic rigor to both prevent disease
and to improve the patient journey Diversity and Equity
Maintain sustainable delivery of the healthcare in our Aboriginal Employment
region, by working in partnership to promote high-value Strategy
healthcare that aims to improve care quality, equality, Aboriginal Cultural Respect
efficiency, value for money, and to close gaps in health and Education Program
wellbeing, especially for Aboriginal and Torres Strait Islander Disability Action Plan
people.
10Looking Forward
Our Staff
Our staff are pivotal to the quality of services we provide. HNE is invested in creating a workplace
culture that ensures quality patient experiences and outcomes, fosters a harmonious and equitable
workforce, and supports staff reaching their full potential.
Meet Edwina Sharrock. She wears many hats while on the job at Hunter New England Health,
including Aged Care Clinical Nurse Consultant with Tamworth Hospital Emergency Department and
Disaster Coordinator with the District’s Disaster Management Unit.
She’s also a childbirth educator, keynote speaker, volunteer, wife and mother to two young children.
“I was born and bred in Tamworth and I think this has really made me very passionate about healthy
communities. And focused on getting young people to stay in rural and regional communities. In some
rural communities there is a lack of access, equality and healthcare. If you don’t have those things
then you don’t have a real community. I believe great health services are critical for developing and
growing strong, healthy communities.
“I obtained my Registered Nursing and Midwifery degrees from the University of Sydney and Charles
Sturt University, before joining Hunter New England Health in 2007 as a midwifery student in
Tamworth.
“I moved back to Tamworth in 2006 when my Dad was unwell. I never pictured myself back in the
country yet now I absolutely love living in a vibrant rural community. In my past role at Tamworth
Hospital, I provided specific care to the elderly who presented at the Emergency Department from aged
care facilities. I’m particularly interested in advanced care planning for elderly Australians…I considered
it a privilege to support those within my care to die with dignity and in peace.
“When people hear that I am a Disaster Coordinator, they think I spend a lot of time with emergency
services running disaster exercises in our hospitals. This is partially true (and lots of fun) however there
is a large amount of planning, revision and policy work involved in this role.
“During my career with HNE Health, I have learned so much from mentors and incredible leaders and
have made the most of the professional development opportunities that have come my way. I am
about to complete Course 23 of the
Australian Rural Leadership Program
(ARLP). This focuses on developing
leaders who have a genuine
commitment for ‘greater good’ in
rural, regional and remote Australia.
“One of the greatest things I have
learned is the difference between a
good manager and a leader, and
how this can impact a team. I’ve
always tried to say yes to each
opportunity that’s presented itself
because you never know what will
happen if you don’t give it a go." 11OUR ENABLERS
Excellence for every patient, every time is the ultimate goal of Hunter New England Local
Health District (HNELHD).
Put simply it’s about providing consistent, quality communication and consistent, quality
clinical care for all of our patients all of the time.
As a large District, it’s challenging to provide excellent care for every patient, every time.
Part of overcoming this challenge is getting everyone across the organisation on board and
moving in the same direction, making sure everyone hears the same message, knows what
they need to do and why they need to do it, and are armed with the necessary tools and
strategies to provide excellent service, every time.
Comprehensively implementing the tools and tactics is a key strategy in each facility's
operational plan and in every leader’s individual 90 day action plan.
Patients at our hospitals can now expect that:
all health professionals involved in their care will introduce themselves
They will be visited by a nurse every hour and see the nurse unit manager checking in with
patients on the ward from time to time
They will contribute to their own plan of care, have their family involved, and see key elements
for the care plan on the care board above the bed
They can expect to be involved in the clinical handover meetings between care professionals and
know that when they leave they will be called 24 hours after discharge, just to see that they’re
home safely and they’re clear on important information about medication and future
appointments.
As well as checking on patients, leaders catch up with staff. Known as rounding, it provides an
opportunity to discuss what’s working well, ensure staff have the tools they need to do their job and
in essence make sure that our District is meeting their expectations.
Properly embedding these tools and tactics demonstrates to our staff that we’re committed to
Excellence, helps them see how they fit into the bigger picture and lets them know that they are
helping deliver the best possible experience and outcomes for our patients.
For patients, Excellence confirms that they sit squarely at the centre of their own care.
Our Board, Executive Leadership Team and leaders across the District are committed to accomplishing
Excellence by consistently applying evidence-base leadership practices and standards of care.
The full adoption of tools and tactics of Excellence will take a cultural shift and time to completely
embed, but we are committed to achieving this goal.
1213
Integrated Care Alliance
HNELHD and the Hunter New England Central Coast Primary Health Network are two
OUR ENABLERS
organisations united by a common wish to transform and improve our health system in
line with the Quadruple Aim; improving the health of populations, enhancing the
experience of care for individuals, reducing the per capita cost of health care, and
improving the work life of health care providers.
In 2018 the two organisations formed a new Integrated Care Alliance aimed at working
together to:
deliver innovative, locally relevant solutions that measurably improve the health
outcomes of our communities
cooperate, collaborate and communicate with our partners to meet agreed health
needs
Elements of this Alliance include:
A formal agreement to work in Alliance
An agreed way of prioritising and planning integrated care work together in an
annual cycle.
Holding ourselves accountable through a regular Integrated Care Alliance Executive
meeting.
Agreed ways of involving clinicians, such as HNELHD Networks/Streams and PHN
Clinical Councils.
Agreed ways of involving patients and families, such as PHN Consumer Advisory
Councils and LHD Local Health Committees/Family Advisory Councils and use of our
consumer knowledge portal: patientinfo.org.au.
Health Pathways Program
HealthPathways is an online health information and referral portal for primary care and hospital
clinicians, to be used at the point of care. It provides information on how to assess and manage medical
conditions, and how to refer patients to the next clinician in the most timely way.
HealthPathways is a dynamic collaboration between local clinicians, supported by HNE Local Health
District and HNECC Primary Health Network. The program comprises four interdependent elements:
Community HealthPathways (hne.healthpathways.org.au) aimed at General Practitioners and
Practice Nurses
Hospital HealthPathways – to be launched in mid-2018 - aimed at Junior Medical Officers and GP/
Visiting Medical Officers
PatientInfo.org.au aimed at patients and families
Smart eReferral – supporting electronic referrals based on agreed clinical referral pathways and
content sources from the healthpathways portals
14OUR ENABBLERS
Telehealth
Telehealth is fundamental to improving access to services for our community and reducing
the impact of our large geographical area on our patients and their families. We will
continue to promote the use of telehealth in delivery of clinical services and administrative
services and provide the best opportunity for telehealth to be utilised by clinicians as part
of their everyday business.
Digital Clinical Information Systems
MedChart
Medchart Electronic Prescribing and Medications Administration implementation will
continue across the District in 2018/19. The acute hospitals Tamworth, Manning, Armidale
and Calvary Mater will be prioritised followed by cluster based deployments to the smaller
facilities. Upgrades to the software enabling IV infusions and outpatient prescribing will
undergo a HNE quality and safety assessment. Assuming the new capability meets HNE
requirements, an implementation plan will be developed for a 2nd phase implementation.
A feasibility assessment has been commissioned to establish Medchart as the primary
clinical information system for the recording of patient drug reactions and drug
sensitivities to improve the quality of information recorded and make it more accessible
for clinicians. Pending the outcome of the feasibility assessment, this work is expected to
proceed to implementation in 2018/19.
eCHART
eChart is a digital observation, assessment, risk scoring and alerting tool. The HNE
implementation commences with vital signs documentation and Between The Flags
protocols as well as a range of clinical assessments and recording of hourly patient
rounding. HNE will adopt eChart as the multidisciplinary clinical documentation tool in the
inpatient, emergency and outpatient settings. This work will be multi-staged and is
supported by eHealth NSW as part of the EMR Connect Programme.
eChart implementation will commence at Maitland hospital followed by John Hunter and
then a District wide implementation plan similar to Medchart and CAP eOrders will occur.
Ward level go-live support using Clinical Nurse Educators has been a key success factor in
transitioning to electronic workflows and will be adopted for the eChart implementation.
A parallel implementation planning study (IPS) will scope mental health inpatient clinical
documentation requirements necessary to achieve Mental Health Outcomes and
Assessment Tool compliance.
The implementation program is a vital component is our journey towards a District wide
Electronic Medical Record (EMR).
15CORE VALUES: Collaboration Openness Respect Empowerment All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 16
17
18
1.1 Deliver disease prevention, early
intervention and health promotion across the lifespan
What will success look like in 2021?
For our patients, families and community
Maintenance of high levels of immunisation, for Aboriginal and non Aboriginal infants and children
Improved access to preventative care addressing lifestyle risk factors including smoking, obesity, alcohol consump-
tion, poor diet and low physical activity
More people with Hepatitis C treated for their condition
For our people serving the health needs of Hunter New England
Providing services which make a difference to the health of the community
Enhanced ability to promote healthy eating and physical activity by community organisations
Greater investment in preventative health and health promotion
Focus on wellness and keeping people out of hospital
Continue implementation of the NSW Hepatitis C Strategy 2014-2020
COMMUNITY
Continue implementation of the NSW HIV Strategy 2016-2020
Improve infant and child immunisation rates in low coverage areas
Improve participation in preventative care and health promotion initiatives
Improve health outcomes for people with complex obesity
Implement innovation strategies to reduce childhood obesity
CORE VALUES: Collaboration Openness Respect Empowerment
All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 191.2 Support a healthy start to life
What will success look like in 2021?
For our patients, families and community
More babies being breastfed on discharge
More children being immunised at 1 and 4 years of age
Parents and carers being assisted and supported by clinicians to find the right service,
at the right time for their children and family
For our people serving the health needs of Hunter New England
Providing services which make a difference to the health of the community
Greater investment in preventative health and health promotion
Focus on wellness and keeping people of out of hospital
COMMUNITY
Continue implementation of NSW Kids and Families Healthy + Safe + Well Strategic
Health Plan 2014-2024
Improve the health of women during pregnancy through promotion of the
Get Healthy in Pregnancy program to all women (including healthy diet, healthy
weight, physical activity and no alcohol consumption)
Quit for new life program (smoking cessation during pregnancy)
Australian Clinical Practice Guidelines on Antenatal Care
Improve health outcomes for mothers and babies through promotion of the Baby
Friendly Hospitals Initiative, 10 steps to promoting breastfeeding on discharge
Focus on improving integration of services delivered during early childhood (first
2,000 days) to improve long term health outcomes
Use contemporary methods to improve the engagement of young people and families
early in our services to improve health and well being outcomes
Follow the Child Wellbeing and Child Protection—NSW Interagency Guidelines to pro-
tect and improve the well being vulnerable children and young people
CORE VALUES: Collaboration Openness Respect Empowerment
All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 20Youth Engagement Service (YES) NICView brings NICU families together
A partnership between Children, Young An innovative webcam system
People and Families and Child and installed at John Hunter Children’s
Adolescent Mental Health to proactively Hospital’s new Neonatal Intensive
Care unit will bring families closer to
respond to and address the needs of
newborn infants in the unit.
young people with complex health, mental
health, behavioural, trauma-related and/ NICView allows families of newborn
babies in NICU to view and connect
or social needs.
at any time by logging into a secure
The service aims to: web-based service from any
Reduce frequent representations to location, removing the barrier of
emergency departments for distance for families not able to visit
adolescents/young people with the hospital and stay with their
baby.
significant behavioural or psychosocial
issues where there is no medical need Separation from newborns often
causes distress for new parents and
for admission
families. This technology aims to
Reduce unwarranted hospital bridge a gap for families at a
admission for adolescents/young difficult time. To date, 32 families
people have benefited from this innovation
Reduce behavioural issues whilst in since its introduction in 2017. The
uptake and feedback from parents
hospital which reduce engagement in
and families has been positive, there
care plans, pose safety risks to self, were 2,000 instances of use over a
staff and carers, and result in 12 day period from all over Australia
increased supervision or sedation and logins from as far as UK, Spain
Reduce the number of young people and Indonesia.
disengaging from care during transition .
211.3 Empower communities to engage as
partners in health and reduce health disadvantage
What will success look like in 2021?
For our patients, families and community
Improved understanding of health information
Useful information which is empowering
Improved quality of life
Access to the right service at the right time for people with a disability
For our people serving the health needs of Hunter New England
Focus on managing health and keeping people of out of hospital
Being able to provide patients and families with information which enables them to partner in decisions about
their care
Work with other providers, partners and communities to improve access and health
COMMUNITY
outcomes through integrated service delivery
Work with Local Health Committees to maximise opportunities for the promotion and
enhancement of the health of the community
Respond to impacts of the National Disability Insurance Scheme to improve out-
comes for people with a disability
Implement the Disability Inclusion Action Plan
Improve the health literacy environment through spreading the lessons learnt from
the Empowering patients on discharge project
Identify and implement strategies from the whole of government framework “It stops
here: standing together to end domestic and family violence in NSW”, in partnership
with other key stakeholders
Identify opportunities to increase partnering with patients, carers and consumers to
improve the patients experience of care
CORE VALUES: Collaboration Openness Respect Empowerment
All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 221.4 Close the gap between Aboriginal and Non Aboriginal Health
What will success look like in 2021?
For our patients, families and community
A reduction of the gap between Aboriginal and non Aboriginal health outcomes
Equitable access to services
Care experiences which recognise the cultural needs of Aboriginal people
Aboriginal staff working in services accessed by Aboriginal people
Earlier access to care for Aboriginal people with chronic disease
For our people serving the health needs of Hunter New England
Culturally safe workplaces
More Aboriginal people employed in our organisation
Career development for Aboriginal people across all services
Improve the health of Aboriginal mothers and babies through the promotion of the
COMMUNITY
Get Healthy in Pregnancy Program to Aboriginal mothers and babies (diet,
weight, physical activity, no alcohol consumption)
Quit for new life program (smoking cessation during pregnancy)
Implement the HNE Closing the Gap Strategic Plan Towards 2020 focussing on
Increasing breastfeeding
Increasing immunisation
Decreasing smoking
1st antenatal visit with 14 weeks
Deliver on the priorities of the Aboriginal Employment Strategy 2016 to 2020
Improve the health outcomes of Aboriginal people with cancer by improving engage-
ment in screening and early detection services
CORE VALUES: Collaboration Openness Respect Empowerment
All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 2324
2.1 Improve equity of access and service delivery
What will success look like in 2021?
For our patients, families and community
Equitable access to services
Ambulances back on the road faster
Decreased waiting time for services
Fewer patients returning to hospital
More people receiving the right care, the right place, at the right time
Less travel and time away from home
For our people serving the health needs of Hunter New England
Coordinated referral pathways
Collaboration and Teamwork
SERVICE
Develop and implement the Integrated Care Strategy in alliance with the Primary
Health Network
Deliver timely emergency care to our patients by using alternative models to meet in-
creasing demand
Develop and implement an integrated District wide approach to meet the surgical
needs of our patients
Use alternative models to deliver care to our patients out of hospital
Deliver care to our patients using Telehealth, especially patients in rural areas under
the guidance of the NSW Health Telehealth Framework and Implementation Strategy
2016 to 2021
Implement local initiatives from the Living Well Strategic Plan for Mental Health in
NSW 2014-2024 to improve the delivery of mental health services in HNE
Develop sustainable models so care can be delivered to our patients as close to
home as possible
CORE VALUES: Collaboration Openness Respect Empowerment
All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 2526
2.2 Develop a culture of service and person-
centred care that includes the needs of families and carers
What will success look like in 2021?
For our patients, families and community
Patients and families are involved in their care
Patients and families feel confident and safe in our facilities
Patients receive care that meets their needs
For our people serving the health needs of Hunter New England
Culturally and clinically safe workplaces
Pride in our work
Positive workplaces
Work in an organisation which values patient reported outcomes
Utilisation of Excellence tools and tactics to improve patient care and experience
SERVICE
Support our patients to transition from child to adult health
Develop and incorporate patient reported experience tools into service delivery to
verify we are meeting the needs of our patients
Continue implementation of the Digital Media Strategy to inform and educate our
community about our service
Promote opportunities to include peer workers in our workforce
CORE VALUES: Collaboration Openness Respect Empowerment
All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 272.3 Enable clinical engagement through net-
working to improve service delivery/patient outcomes
What will success look like in 2021?
For our patients, families and community
Consistent standard of care in any location
Access to best practice care
Access to innovative models of care
Better patient outcomes and experience
For our people serving the health needs of Hunter New England
Collaboration and Teamwork
Clear direction and priorities
Work collaboratively with Clinical Networks and Streams, Clinical Councils and other
SERVICE
Clinician led groups to ensure their activities are aligning to organisational priorities
Optimise the engagement of clinicians to improve service delivery and patient out-
comes through the following mechanisms:
District Clinical Council
Strategic Education Committee
Research and Innovation Advisory Council
Clinical Networks and Streams
Clinical Quality and Patient safety Framework
HNE Leadership Framework
CORE VALUES: Collaboration Openness Respect Empowerment
All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 282.4 Facilitate innovation and translational re-
search to improve health outcomes/patient care
What will success look like in 2021?
For our patients, families and community
Best practice care
Better patient outcomes
Effective use of health resources
Access to contemporary care
For our people serving the health needs of Hunter New England
Clear priorities for clinicians
Research is aligned to strategic priorities
Effective use of health resources
Clinicians can access support for clinical re-design, research translation, evaluation of outcomes
SERVICE
Implement the HNE Research and Translation Plan 2018 to 2021
Establish the process for selection of research translation, innovation and improve-
ment priorities for the District
In collaboration with NSW Regional Health Partners and NSW Health, enhance clinical
and translational trial support and infrastructure
CORE VALUES: Collaboration Openness Respect Empowerment
All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 2930
3.1 Improve the patient’s experience of care
What will success look like in 2021?
For our patients, families and community
Person and family centred care
Improved experience of care
Better health outcomes and reduced hospital related harm
Consistent standards of care
For our people serving the health needs of Hunter New England
Culturally and clinically safe workplaces
Effective use of health resources
Job satisfaction
Work in an organisation where patient and staff feedback is valued
Ensure Patient Care Essentials are included in every patient’s experience of
PATIENT SAFETY, QUALITY
AND EXPERIENCE
care
Develop and implement strategies to reduce the incidence of hospital acquired
complications
Incorporate patient reported outcome tools into service delivery to verify we are
meeting the needs of our patients
Improve end of life care for our patients
CORE VALUES: Collaboration Openness Respect Empowerment
All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 313.2 Deliver safe, evidence-based effective and appropriate healthcare
What will success look like in 2021?
For our patients, families and community
Coordinated and consistent care
Feeling safer in our hospitals
Better health outcomes and reduced hospital related harm
Consistent standards of care
For our people serving the health needs of Hunter New England
Culturally and clinically safe workplaces
Effective use of health resources
Job satisfaction
Improve patient outcomes and reduce unwarranted clinical variation for speci-
PATIENT SAFETY, QUALITY
AND EXPERIENCE
fied conditions through the introduction of:
Hospital Pathways
Leading Better Value Care Models of Care
ACSQHC Clinical Care Standards
Auditing and Data Review
Improve medication management through:
Rollout of MedChart to all facilities
Anti-Microbial Stewardship program
Auditing and Data Review
Utilise clinical technology and systems (like eChart) to standardise and improve
patient monitoring and escalation of care
CORE VALUES: Collaboration Openness Respect Empowerment
All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 323.3 Provide strong corporate and clinical governance
What will success look like in 2021?
For our patients, families and community
Facilities and services which are safe and deliver quality care
Reliable and consistent responses when things go wrong
For our people serving the health needs of Hunter New England
Confidence in the system where we work
Pride in our organisation
Sustainability of services
Implement systems to support consistent application of the Australian Commis-
PATIENT SAFETY, QUALITY
AND EXPERIENCE
sion on Safety and Quality National Safety and Quality Health Service Stand-
ards Second Edition, being eight evidence based standards:
Clinical governance standard
Partnering with consumers
Preventing and controlling healthcare associated infections
Medication safety
Comprehensive care
Communicating for safety
Blood management
Recognising and responding to acute deterioration
Work together with CEC and ACI and other government agencies to deliver on
shared priorities
Have systems in place to ensure we meet our regulatory requirements
CORE VALUES: Collaboration Openness Respect Empowerment
All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 3334
4.1 Make the most effective use if the finite resources
available and ensure that costs are kept under control to promote sustainability
What will success look like in 2021?
For our patients, families and community
Effective use of resources
Less waste
Opportunity to invest in contemporary care models to improve service delivery
Better patient outcomes and experience
New and upgraded buildings and equipment
For our people serving the health needs of Hunter New England
Contemporary facilities
Contemporary equipment
Contemporary models of care
Use the principles of Excellence (90 DAP, MAMs) to cascade accountability to all staff
RESOURCES
for the efficient use of resources
Improve data management across the District to inform decision making, service
planning and drive best practice care
Align funding to service delivery and program development to promote efficient use
of resources and sustainability of services
Pursue sustainable workforce models which reduce reliance on premium cost labour
Work together as clinicians and managers on strategies to reduce low value
healthcare to best utilise resources and reduce unintended harm
Reduce the HNE environmental footprint
CORE VALUES: Collaboration Openness Respect Empowerment
All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 354.2 Cooperate, collaborate and communicate
with our partners to best meet agreed health needs
What will success look like in 2021?
For our patients, families and community
Able to easily find information about local health services and how to access them
Feel supported to understand and care for their own health and stay well in their own communities
Have access to information that demonstrates that local health services are high quality and cost-effective
For our people serving the health needs of Hunter New England
Be able to provide patients and families with clear information to guide them through the health system (public,
private, primary, secondary and tertiary care)
Be able to support patients and families so they understand and care for their own health
Work together with our partners (Primary Health Network, Department of Premier and
RESOURCES
Cabinet, Community Managed Organisations and Non Government agencies) to:
Enhance access to integrated models of care
Undertake collaborative service planning
Support HNE to focus on core business
Integrated Care Alliance
CORE VALUES: Collaboration Openness Respect Empowerment
All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 365.1 Plan and invest in future health needs
What will success look like in 2021?
For our patients, families and community
New or upgraded facilities
Access to diagnostic services closer to home
Engagement with community
For our people serving the health needs of Hunter New England
Contemporary facilities to work in
Up to date equipment to care for patients
Coordinate and govern planning on new and existing infrastructure
POSITIONING FOR THE FUTURE
Identify and plan infrastructure development for priority areas including the New Mait-
land Hospital and John Hunter Campus
Deliver additional clinical capacity at:
Belmont, Cessnock, John Hunter Hospital, Armidale, Moree, Muswellbrook,
Tomaree, Manning, Tamworth, Inverell and Singleton and John Hunter Chil-
dren’s Hospital
Align governance structures, senior management and workforce to support and en-
hance service delivery
CORE VALUES: Collaboration Openness Respect Empowerment
All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 375.2 Encourage new sustainable technology to support clinical needs
What will success look like in 2021?
For our patients, families and community
Access to best practice clinical information systems
Clinical information is accessible across all facilities and services
Timely information is available to drive best practice care
Reduces the need to travel to receive care
For our people serving the health needs of Hunter New England
Integrated clinical systems which prioritise quality and safety
Streamlined access to clinical information across our systems and facilities
Work closely with eHealth to implement:
POSITIONING FOR THE FUTURE
Enterprise Data Warehouse (EDW) transition from HIE
Electronic Medication Management
Electronic diagnostic orders
Digital Clinical information Systems (eChart)
CORE VALUES: Collaboration Openness Respect Empowerment
All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 386.1 Attract, develop and retain competent,
capable staff with the right cultural fit
What will success look like in 2021?
For our patients, families and community
Having the right staff to deliver care as close to home as possible
Feeling safe, confident, secure and empowered in our facilities
Patients and families culture and diversity is considered and respected as an integral part of care delivery
For our people serving the health needs of Hunter New England
Job Satisfaction
Feel supported and empowered to perform role
Positive and respectful workplace culture with shared values
Feel safe at work
Our staff and workplace culture
Explore alternate models of staffing and service delivery in areas with vacancies
which are affecting the delivery of services
Focus on succession planning at all levels (corporate and clinical)
Implement local priorities from the Health Professionals Workforce Plan 2012 to 2022
Continue implementation of the Aboriginal Employment Strategy 2016 to 2020
Address issues raised through the People Matters Survey to improve staff culture and
engagement
Encourage and support continuous learning and development
Provide support for alternative workforce models in rural areas
Consider issues related to culture, diversity, disability and Aboriginality in the devel-
opment of strategies which improve workplace harmony
CORE VALUES: Collaboration Openness Respect Empowerment
All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 39Our staff and workplace culture
6.2 Be ethical and accountable for
demonstrating our shared (CORE) values
Continue to hardwire Excellence principles and promote CORE Values in the work-
place through the application of strategies such as the Workplace Harmony Frame-
work
Set clear responsibilities, standards and expectations for all staff to ensure they are
accountable for their performance
6.3 Ensure a safe working environment
Develop and implement strategies to reduce workplace injuries
Develop and implement staff well being strategy
Ensure infrastructure and equipment is fit for purpose
Implement the JMO Wellbeing and Support Plan Initiatives
CORE VALUES: Collaboration Openness Respect Empowerment
All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 40Achievement of our Strategic Priorities will be measured through a combination of service agreement KPIs (mandated), Improvement Measures and Operational measures. Performance against measures is monitored using the District Strate- gic Monitoring and Reporting tool SMARTaViewer. The range of measures encompasses: Safety and Quality (for example falls, delirium, hospital acquired complications including pres- sure injuries and surgical site infections, mental health seclusion and mental health absconded patients) Access to services (for example surgical waiting times, access to surgery for elective and emer- gency patients, emergency department treatment time) Utilisation of services (for example unplanned readmission rates, potentially preventable hospi- tal admissions, activity for admitted and non admitted services) Population Health (for example immunisation rates, smoking rates, testing rates for communi- cable diseases) Patient and Carer’s Experience (PETS, BHI survey, follow up phone calls) Community Engagement (complaints and compliments, community partnership forums) Employee Engagement and Staff Safety (for example People Matters survey, performance re- views and workplace injuries) Financial performance (for example performance against budget, performance against activity targets) Less hospital related harm Better health outcomes Better patient experience Less travel and care as close to home as possible Better access to out of hospital services More resources for clinical care and service delivery Increased employee engagement Healthier communities CORE VALUES: Collaboration Openness Respect Empowerment All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience 41
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