NSLHD Strategic Plan 2017-2022 - Health - the Northern Sydney Local Health ...
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Health
Northern Sydney
Local Health District
NSLHD
Strategic
Plan
2017-2022
Northern Sydney Local Health District acknowledges the Cammeraygal people of the Guringai nations, the Wallemedegal peoples of the Dharug nations to the west, the Darkinjung peoples to the north and the clans of the Eora nations whose country and borders surround us. We acknowledge and pay our respects to the Ancestors and Elders, both men and women of those nations, and to all Aboriginal people past and present. We acknowledge that past, current and future Aboriginal people from those nations are the traditional and continuing custodians of the country upon which we work and serve and that it is from their blood, courage, pride and dignity that we are able to continue to work and serve on this ancient and sacred country. Wide distribution of this document is encouraged. It may be reproduced in whole or part for study or training purposes subject to inclusion of an acknowledgement of source. It may not be reproduced for commercial usage or sale. Copies may be made without permission; however, references made to information contained within must be done so with acknowledgment to Northern Sydney Local Health District. Further copies of this document can be downloaded from the NSLHD website www.nslhd.nsw.gov.au | July 2017 2 | NSLHD Strategic Plan | 2017-2022
contents Our Strategies and Themes 14
1. Healthy Communities
16
2. C
onnected Person-Centred Care
17
Foreword 02 3. Evidence-Based Decision Making
18
04 19
4. R
esponsive & Adaptable Organisation
Introduction
5. E ngaged and Empowered Workforce
20
A Vision for Northern Sydney
Local Health District in 2022 06 6. O
ur Organisational Outcomes
21
Our Achievements and Challenges
– Past, Present and Future 08 About Northern Sydney
Local Health District 22
Developing and Implementing
the Strategic Plan 12 Our Core Values 28
1
Leaders in
healthcare,
partners in
wellbeing
2 | NSLHD Strategic Plan | 2017-2022
Foreword
NSLHD Strategic Plan
2017-2022
Planning for the future delivery of health services is and adaptable organisation, and an engaged and
essential if we are to successfully meet the health empowered workforce.
needs of our growing and ageing population. By the
Each of these strategic themes will be driven by
end of the life of this plan in 2022 the population
clear plans and performance measures to ensure
of Northern Sydney Local Health District (NSLHD) is
there is focus on the delivery of the objectives of
expected to reach almost one million people.
the Strategic Plan, and the best health outcomes for
This Strategic Plan 2017-2022 outlines how we will our community.
meet the challenges ahead by embracing discovery
Key priorities will be identified and we will develop a
and learning, building partnerships and engaging our
measurement and reporting framework for evaluating
community, to deliver excellent health and wellbeing.
our progress.
It will be the central focus as we develop and update
our clinical services, community engagement, asset More than 700 stakeholder groups, clinical leaders,
management and research plans. members of the local community, staff and
management have all contributed to developing
Underpinning this, we will ensure we deliver on
this Strategic Plan and we thank them all for their
NSW Health’s core values of collaboration, openness,
invaluable contributions and continued support.
respect and empowerment, and that they are
embedded into all future endeavours. By continuing to work together we can have great
confidence that this Strategic Plan will deliver NSLHD’s
Our priority will continue to be the delivery of
vision for the future to ensure we are Leaders in
high-quality healthcare. The board and executive
healthcare, partners in wellbeing.
of NSLHD are here to ensure our consumers – our
patients – get the best possible care at the right time.
To ensure this happens, we will continue to build
partnerships and engage with our local community
and we will work to deliver these goals together.
NSLHD will continue to embrace discovery and Trevor Danos AM Chair
learning through the provision of innovative clinical Northern Sydney Local Health District
care, exciting and cutting-edge research and the very
best educational opportunities for our staff.
To do this, five distinct themes have been identified
to drive the strategic plan forward: healthy
communities, connected person-centred care, Adj. Assoc. Prof Vicki Taylor, Chief Executive
evidence-based decision making, a responsive Northern Sydney Local Health District
3
introduction
The NSLHD Strategic Plan (the Plan) sets out aspirations and proposals for Northern
Sydney Local Health District (NSLHD) over a five year timeframe from 2017 to 2022.
The Plan describes our objectives so that patients and the more recent Greater Sydney Commission
and their carers, staff, volunteers, visitors, donors, our Towards Our Greater Sydney 2056 plan which
community and other stakeholders can understand includes a 20 year vision for the North District of
what we are striving to achieve. Greater Sydney. Of particular note is the vision
of creating a precinct around the new Northern
The Plan builds on the focus and achievements of
Beaches Hospital at Frenchs Forest to provide a mix
the 2012-2016 Strategic Plan. Over the last five years
of innovative health and medical related commercial
there has been considerable effort from staff across
premises to support the hospital and residential
NSLHD to deliver quality care, improve satisfaction
uses and community facilities to better support the
and increase engagement with our patients and their
people who visit, live and work there.
carers, and other stakeholders.
The Plan is framed around five themes or priority
The Plan is the result of extensive consultation
areas in the pursuit of our vision to be “Leaders in
with staff, community and consumer/patient
healthcare, partners in wellbeing” and to deliver
representatives and service delivery partners.
two key outcomes for our patients, their carers,
The Plan has been developed with reference to
and community:
the NSLHD service agreement with NSW Health,
the State Health Plan Towards 2021, and the NSW ›› Quality care by the right provider, in the right
State and Premier’s Priorities. place, when needed
In preparing this Plan we have also considered the ›› Minimise impact of illness, maximised health
NSW Government 2014 Plan for Growing Sydney, and wellbeing
Further copies of the Plan can be downloaded at: www.nslhd.health.nsw.gov.au/AboutUs/StrategicPlan
For more information about NSLHD visit: www.nslhd.health.nsw.gov.au
4 | NSLHD Strategic Plan | 2017-2022
The five themes are:
Healthy Communities
Prevention, early intervention and
community development strategies will
improve health outcomes
Connected
Person-Centred Care
People have a good experience of care,
which meets their health needs, in
partnership with multiple care providers
Evidence-Based
Decision Making
Decisions are made on the basis of best
available information and a philosophy of
continuous improvement
Responsive &
Adaptable Organisation
Our structure and systems support the delivery of
innovative and responsive services in partnership
with other providers and our community
Engaged &
Empowered Workforce
Our staff are confident, capable and
committed to the support and delivery
of good care every day
5
a vision for Northern
Sydney Local Health
District in 2022
The Northern Sydney Local Health District (NSLHD) on clinical evidence, across NSLHD. Patients know that
is a somewhat different organisation by 2022. wherever they enter the health system, they will receive
consistent, high quality care, with evidence based
The overall health and wellbeing of the population
clinical pathways for a range of common conditions in
continues to improve through health promotion
use. Clinical Networks have improved links with primary
strategies that address social wellbeing and our major
medical care, supported by an integrated information
chronic disease risk factors (tobacco, alcohol and physical
system that reduces the need for patients or their carers
inactivity). NSLHD has made significant gains in improving
to repeat their story to every provider. In addition the
the health outcomes of vulnerable populations and
development of Health Pathways has progressed to
has improved its ability to meet the needs of the most
the point of describing all areas where primary and
vulnerable in the community, including frail aged people,
secondary care intersect. A much more comprehensive
those with mental illness, disability and from Aboriginal
clinical informatics system allows clinicians and service
and diverse cultural backgrounds.
managers to monitor care across the whole system and
The Northern Beaches Hospital opened in 2018 and better adjust service provision in response to evidence
residents of that area are now cared for in a large, and to improve outcomes. Cost analysis allows rapid
privately run hospital under contract with NSLHD identification of services that can provide consistently
to provide public health services. Comprehensive excellent quality care at a lower cost, enabling redirection
community health centres in Mona Vale and of finances to meet growing needs.
Brookvale provide a range of primary and chronic
A large proportion of health care continues to be in the
care services to the local population, closely linked
community, assisted by an increased uptake of remote
with partner agencies. In Hornsby Hospital the stage
monitoring and support for self-management. Patients
2 redevelopment has delivered increased medical
and their carers have access to technology that can
beds and ambulatory care areas, with much better
communicate with providers, whether their GP or hospital-
integration between the emergency department and
based services, to identify when early intervention is
short stay medical beds, to complement the recently
warranted. People in the community, both patients and
completed surgical facilities. With the renovation of
carers, can more easily identify the packages of services
acute clinical areas at Ryde Hospital and the major
they need across different providers. Organisational
redevelopment of Royal North Shore Hospital, NSLHD
systems have been strengthened to feed patient and carer
is now provided in a modern care environment from
experience into care planning and service design.
community health through acute care to rehabilitation.
Clinicians and other staff continue to work together to
Clinical Networks, with strong links with the Academic
examine and improve their processes of care, supported
Health Sciences Centre, continue to guide and support
by improved access to data and management support for
local services with consistent patient pathways, based
6 | NSLHD Strategic Plan | 2017-2022
innovation. Programs have been established to reduce
barriers to adoption of new ideas, and a greater number
of staff are included in research programs and clinical
trials. To support the skills required to manage contracts
with private and non-government providers, increased
attention has been given to commissioning and contract
management skills across the organisation, closely linked
with Clinical Networks to ensure that care quality is
maintained and improved.
NSLHD is now financially sustainable with all services
delivered at or below the State price. A consequence
800+
of this is that there is capacity for investment in new
or innovative services that respond to the needs
of the community. This, in turn contributes to staff
attraction, engagement and empowerment and a
translational research agenda that attracts the support
of state and commonwealth research funding bodies peer reviewed
as well as universities and private industry.
journal
publications and
book chapters
380
active 281 research grants
clinical trials valued at $36.4M
7
Our achievements
and challenges– past,
present and future
Over the last ten years there have been increasing health sector, through public private partnerships and
demands placed on the health care system and a competitive tendering processes.
rapidly changing policy, social and technological
NSLHD has achieved much over the last five years in
environment. These trends have continued across
both health promotion and health care provision, and
most developed countries. Costs of providing care
is well prepared to respond to the challenges ahead
have increased and the need to provide high quality,
and meet the complex health care needs of the NSLHD
evidence based and sustainable services has been
community and beyond.
recognised by all levels of government.
Integrated Care Organisational Structures
NSLHD has made significant progress in implementing
Population ageing and the increased complexity
a new operating model, transitioning from a facility-
of patients have emphasised the need for better
based model to a network led operating model. The
integration across service boundaries. Care is
Clinical Networks are increasingly playing a lead role
increasingly provided by a wide range of professionals
in establishing and overseeing standards of care,
and sectors leading to a greater push for integrated
providing leadership in relation to education and
care strategies. These strategies require sustained
research, and providing advice in relation to service
efforts to link providers in a person-centred model
development, resource allocation and workforce
of care, supported by improvements in clinical
requirements. They are primarily responsible for
informatics, which can be applied across funding and
the implementation of the 150 recommendations
administrative boundaries. Collaborative working
identified in the Clinical Services Plan 2015-2022. This
with the Sydney North Health Network will focus on
model represents a new level of clinical engagement
improving the coordination of care so that patients
and is empowering clinicians to work with our existing
receive the right care, in the right place at the
divisional structures, site managers and executive
right time.
teams to drive change that benefits patients and their
At the same time the education, aged care and carers by delivering the right care, in the right place
disability sectors have had a number of major changes and at the right time.
to their funding models and policy requirements.
In addition to collaborative relationships with other
local providers, governments are increasingly seeking
to work in partnership with the private sector and
the non-government or not for profit sector in the
provision of services, previously provided by the public
8 | NSLHD Strategic Plan | 2017-2022Capital Development for service development. This process requires an
active partnership between clinicians, managers and
NSLHD has benefited from several major capital
consumers/patients. Practical implications for health
redevelopments with more planned for the future. We
services within the NSLHD include a requirement for
have completed major capital developments at each
clinicians to understand cost drivers and components
of our acute hospitals and many community health
of care, and the source of variation between service
centres and construction is well underway for a major
entities. It also requires an understanding of the
acute hospital in Frenchs Forest, to be provided by
limitations on activity growth determined by NSLHD’s
the private sector under a public-private partnership.
service agreement. NSLHD will need to further
These capital developments provide significant
develop its activity based management capabilities
opportunities to review, revise and modernise models
with explicit management of activity and cost to a
of care to improve outcomes and service efficiency.
greater degree than previously, as well as aligning
budgets to support reforms and initiatives that deliver
Finance and Funding better value care.
NSLHD has made significant gains in the management
of its operating budget, reducing its deficit while Technology and Information
ensuring no reduction in service levels or service
The health sector is undergoing significant change in
quality. There remain considerable challenges that
the way technology is used to deliver better clinical
will require NSLHD to closely monitor strategic
and operational performance and NSLHD recognises
investments, expenditure, and revenue opportunities
the need for technology to support improved patient
in the activity based funding (ABF) environment. ABF
and carer experiences and outcomes. The last five
requires explicit management of activity and cost to
years have been foundational in the establishment
a greater degree than previously. This includes the
of major clinical systems, such as electronic medical
need for accurate reporting, counting and coding
records and health information services have focused
of activity to avoid under-funding. It also includes a
on strengthening the core systems and platforms to
need for accurate monitoring of cost components
optimise integration and communication capability
and consideration of more efficient models of care
across the organisation and enable better care
within outcome expectations. In some cases this
coordination to further drive improvements to
will include consideration of whether it is financially
efficiency, patient safety and the quality of care.
viable to provide certain types of services or in as
many locations. Ideally services should be able to NSLHD also requires infrastructure that delivers
be delivered at a marginally lower cost than the information and knowledge electronically to
State price, allowing some of the budget to be used empower clinicians and other staff. The digitisation
9NSLHD has achieved much over the last five
years in both health promotion and health care
provision, and is well prepared to respond to the
challenges ahead and meet the complex health
care needs of the NSLHD community and beyond.
of both clinical and operational records has been a of Sydney and the joint venture Kolling Institute
fundamental precursor to the next stage of evolution of Medical Research. There is also widespread
in the way that data is used. Data analytics and collaboration between individual NSLHD departments
informatics will combine operational and clinical data and staff, and university health and non-health
to create true business intelligence systems that will faculties, their staff and students. There is a deep
enable the improvement of clinical care, efficiency and commitment to continue these collaborations.
operational decisions.
NSLHD established an Academic Health Sciences
Telehealth will become more prevalent as the Centre (NSAHSC) in 2014 with partner organisations
technology for remote monitoring and support the Kolling Institute, University of Sydney, Macquarie
becomes more effective and we adapt to this new University and University of Technology Sydney.
method of delivering clinical services. This has This unique collaboration seeks to coordinate, focus
the potential to increase care in the community, and mobilise our shared expertise and resources to
encourage a more mobile medical workforce and address our most pressing problems. The NSAHSC will
as technologies like “the internet of things” grows, need to be more closely integrated with, and guided
ensure that accurate data is recorded and integrated by, the educational and research priorities identified
into existing systems, allowing clinicians to make by NSLHD and would benefit from being integrated
decisions from a distance. more clearly and closely with NSLHD’s structures.
NSLHD is also a key member of Sydney Health
Education and Research Partners, one of the first four Advanced Health
It is anticipated that Activity Based Funding will be Research and Translation Centres in Australia.
implemented for all teaching, training and research Sydney Health Partners was recognised by the
activities in public hospitals during the life of this National Health and Medical Research Council in
Plan; it is also anticipated that additional national 2015 for being a world leader in translating research
funding will become available for priority-driven into better health outcomes for our community. In
hospital-based research through initiatives such as the addition to NSLHD, the partnership is made up of the
federal government’s Medical Research Future Fund. Sydney and Western Sydney Local Health Districts;
NSLHD will need to work closely with educational the Sydney Children’s Hospitals Network (Westmead);
and research partners to maximise funding outcomes the University of Sydney; and nine independent
and to deliver transformational change in health medical research institutes. Sydney Health Partners’
and wellness, and healthcare, and to embed a vision is to transform the way research improves
culture of education, research, innovation and patient care and public health in our health system
collaborative excellence across community and clinical through strong collaboration, inclusive thinking and an
care services. overriding commitment to meet the health needs of
the community.
NSLHD has longstanding relationships with
educational and research institutions including
co-investment and staffing through the University
10 | NSLHD Strategic Plan | 2017-2022Looking Forward
In the timeframe of this Plan NSLHD will
tackle some new and exciting challenges
and opportunities.
›› The new Northern Beaches Hospital at
8250
Frenchs Forest, managed under a public-private
partnership will open in 2018. This new service
arrangement will present a range of opportunities
and risks to be managed including (but not
limited to):
–– successful management of the service contract
computers
to ensure that service volumes are correctly
estimated and service quality outcomes defined
13000
and achieved
–– development of a robust partnership with
HealthScope that facilitates collaborative working
in the best health interests of the Northern
Beaches community landlines and
2720
–– integration of services provided by
HealthScope with other urgent, sub-acute
and community health services provided by
NSLHD and integration of clinical services across
NSLHD hospitals mobile phones
–– determining and managing the impact of shifting
activity from Royal North Shore Hospital (and
to a lesser extent from Hornsby Hospital) to the
3000+
new Northern Beaches Hospital
–– reconfiguring services across Hornsby/Ryde and
Royal North Shore hospitals
›› The functions and impact of Primary Health
Networks (PHNs) will be more tangible after
5 years and together we will have a better
wifi access points
understanding of how the acute and primary care
sectors can work together to build capabilities.
11Developing and
implementing the
Strategic Plan
This Strategic Plan has been developed with the
support and engagement of a large number of staff
and in consultation with key stakeholders and our
community. Over 700 staff and stakeholders provided
feedback and/or participated in focus groups and
workshops to:
›› Explore strengths, weaknesses, opportunities and
threats over the next five years
›› Develop strategic themes, objectives and expected
outcomes
›› Identify performance measures for each theme
and outcome.
Following the launch of the Plan at the
commencement of 2017/18 further detailed work, led
by the Office of the Chief Executive and sponsors of
each strategic theme, will be undertaken to develop
action plans and refine performance measures and
100%
approaches to their capture, analysis and reporting on
a regular basis.
The NSLHD Strategic Plan will form the overarching
strategy for all future planning and the delivery of
of patient records services that reflect our CORE Values. Along with the
coded within annual service agreement with the NSW Ministry
of Health and the NSLHD, the Clinical Services Plan
15 days of discharge (2015-2022) and the suite of enabling and service
plans it will inform annual operational plans for Health
Services, Directorates, and Clinical Networks.
12 | NSLHD Strategic Plan | 2017-20222.8 million eMR
(electronic medical
record) user
interactions every day
State Plan and Premier’s Priorities
State Health Plan
Other relevant state and national plans NSLHD Service
Agreement with
Ministry of Health
NSLHD Strategic Plan
Clinical Services Plan annual operational
plans
Health Services
enabling plans Clinical Service Plans ›› Hornsby Ku-ring-gai
›› CORE Values Charter ›› Public Health ›› Northern Beaches
›› Quality and Safety ›› Counter Disaster ›› North Shore Ryde
›› Community & ›› Health Promotion
Consumer Engagement Directorates
›› Aboriginal Health
›› Workforce & Culture ›› Primary and
›› Multicultural Health
– Medical Community Health
›› Carers Plan
– Nursing & Midwifery ›› Mental Health Drug
›› Disability Plan
– Allied Health and Alcohol
›› End of Life
›› Education & training ›› Primary and Clinical Networks
›› Research Community Health
›› Innovation ›› Mental health
›› Integrated Care ›› Drug & Alcohol
›› Information & ›› Cancer & Palliative Care
Communication ›› Medical Imaging
Technology
›› Other clinical services/
›› Finance networks
›› Capital Asset Plan
›› Audit and Risk
Management
›› Corporate
Governance
13Our Strategies
and Themes
1 2 3
Healthy Connected Evidence-Based
Communities Person-Centred Care Decision Making
Prevention, early People have a good experience Decisions are made on
intervention and community of care, which meets their the basis of best available
development strategies will health needs, in partnership information and a philosophy
improve health outcomes with multiple care providers of continuous improvement
OUR COMMUNITY AND
Quality care by the right provider, in the right place, when needed l
a Evaluate and
a Improve health a Improve quality and apply information and
outcomes for safety of care knowledge to improve
vulnerable
b Develop reliable clinical, business and
populations
integrated systems organisational practices
b Support people of care
b Promote enquiry and
to manage their
c Improve the patient research to develop,
health and
experience of care share and apply new
maximise wellbeing
knowledge
a Achieve a sustainable financial position
6
OUR ORGANISATIONAL
14 | NSLHD Strategic Plan | 2017-2022Our Purpose
Embracing discovery and learning,
building partnerships and engaging Our Vision Realising
our
our community, to deliver excellent Leaders in healthcare, vision
health and wellbeing partners in wellbeing
4 5 We will
focus on
Responsive & Engaged & five key
themes
Adaptable Organisation Empowered Workforce
Our structure and systems support the Our staff are confident,
delivery of innovative and responsive capable and committed to the
services in partnership with other support and delivery of
providers and our community good care every day
PATIENT OUTCOMES To
achieve
these
Minimise impact of illness, maximise health and wellbeing outcomes
a Develop expertise in
a Develop our culture to
clinical, business, contractual engage and empower
and collaborative partnerships our people
b
Develop a rigorous approach b Develop a person-centred
to innovation for continuous health and safety culture
improvement and c Develop leaders who role
transformational change model our values while driving While
improvement and innovation building
c Develop ICT capabilities our
to support clinical and d Develop our talent to ensure internal
confident and capable people capacity
business needs
b Maximise value from resources
OUTCOMES
151
Healthy
Communities
Our Strategy
Our Purpose Our Vision Realising
our
Embracing discovery and learning, building partnerships and Leaders in healthcare, vision
engaging our community, to deliver excellent health and wellbeing partners in wellbeing
1 2 3 4 5 We will
focus on
Healthy Connected Evidence-Based Responsive & Engaged & five key
themes
Communities Person-Centred Care Decision Making Adaptable Organisation Empowered Workforce
Prevention, early intervention People have a good experience Decisions are made on the basis Our structure and systems support the Our staff are confident,
and community development of care, which meets their health of best available information delivery of innovative and responsive capable and committed to the
strategies will improve needs, in partnership with and a philosophy of services in partnership with other support and delivery of
health outcomes multiple care providers continuous improvement providers and our community good care every day
Prevention, early intervention
OUR COMMUNITY AND PATIENT OUTCOMES To
achieve
these
Quality care by the right provider, in the right place, when needed l Minimise impact of illness, maximise health and wellbeing outcomes
a Develop our culture to
a Develop expertise in engage and empower
a Evaluate and clinical, business, contractual our people
a Improve health a Improve quality and
and community development
apply information and and collaborative partnerships
outcomes for safety of care knowledge to improve
b Develop a person-centred
vulnerable health and safety culture
b Develop reliable clinical, business and b Develop a rigorous approach
populations to innovation for continuous
integrated systems organisational practices c Develop leaders who role
improvement and model our values while
b Support people of care
b Promote enquiry and transformational change While
to manage their driving improvement
research to develop, and innovation building
health and maximise c Improve the patient our
share and apply new c Develop ICT capabilities
wellbeing experience of care d Develop our talent to internal
strategies will improve
knowledge to support clinical and capacity
business needs ensure confident and
capable people
a Achieve a sustainable financial position b Maximise value from resources
6
OUR ORGANISATIONAL OUTCOMES
health outcomes OUR VALUES Collaboration | Openness | Respect | Empowerment
Health
Northern Sydney
Local Health District
Objectives Initiatives will focus on
1. Improve health outcomes for vulnerable populations ›› Quantifying health disparities for disadvantaged groups
including, but not limited to Aboriginal and Torres Strait
2. Support people to manage their health and
Islanders, culturally and linguistically diverse populations,
maximise wellbeing
and people with disabilities or mental illness
›› Delivering whole system, culturally appropriate
Expected Outcomes responses to health outcome disparities in
›› Health outcomes for vulnerable and disadvantaged partnership with patients/carers and other health
populations are comparable to the general population and social care organisations and peak bodies
›› Risk factors that contribute most to the total ›› Developing strategies to respond to local
disease burden for residents of NSLHD are reduced population health priorities over and above core
(obesity, tobacco and alcohol) health promotion priorities of NSW Health
›› Secondary prevention (early detection of disease) ›› Incorporating health promotion, primary and secondary
is an integral component of health pathways and prevention and self-management strategies in health
packages of care pathways for most common reasons for emergency
›› Maintaining and improving the health of the general department presentation or acute admission
population and individual patients is a shared goal ›› Developing strategies to engage people with
with service delivery partners and stakeholders increasing risk profiles in their care, balancing
›› Our population has access to and can understand interactions with primary care and opportunities
relevant health information and make good health for self-management, to reduce the number
and healthcare choices transitioning to high care management needs
›› Patients know when and how to access care ›› Collaborating with the Sydney North Health
through their GP, other primary care provider, Network to improve the coordination of care so
hospital, specialist or private service that patients receive the right care, in the right
place at the right time
16 | NSLHD Strategic Plan | 2017-20222
Connected
Person-Centred
Care Our Strategy
Our Purpose
Embracing discovery and learning, building partnerships and
engaging our community, to deliver excellent health and wellbeing
Our Vision
Leaders in healthcare,
partners in wellbeing
Realising
our
vision
1 2 3 4 5 We will
focus on
Healthy Connected Evidence-Based Responsive & Engaged & five key
themes
Communities Person-Centred Care Decision Making Adaptable Organisation Empowered Workforce
Prevention, early intervention People have a good experience Decisions are made on the basis Our structure and systems support the Our staff are confident,
and community development of care, which meets their health of best available information delivery of innovative and responsive capable and committed to the
strategies will improve needs, in partnership with and a philosophy of services in partnership with other support and delivery of
health outcomes multiple care providers continuous improvement providers and our community good care every day
People have a good experience of
OUR COMMUNITY AND PATIENT OUTCOMES To
achieve
these
Quality care by the right provider, in the right place, when needed l Minimise impact of illness, maximise health and wellbeing outcomes
a Develop our culture to
a Develop expertise in engage and empower
a Evaluate and clinical, business, contractual our people
a Improve health a Improve quality and
care, which meets their health
apply information and and collaborative partnerships
outcomes for safety of care knowledge to improve
b Develop a person-centred
vulnerable health and safety culture
b Develop reliable clinical, business and b Develop a rigorous approach
populations to innovation for continuous
integrated systems organisational practices c Develop leaders who role
improvement and model our values while
b Support people of care
b Promote enquiry and transformational change While
to manage their driving improvement
research to develop, and innovation building
health and maximise c Improve the patient our
share and apply new c Develop ICT capabilities
wellbeing experience of care d Develop our talent to internal
needs, in partnership with
knowledge to support clinical and capacity
business needs ensure confident and
capable people
a Achieve a sustainable financial position b Maximise value from resources
6
OUR ORGANISATIONAL OUTCOMES
multiple care providers OUR VALUES Collaboration | Openness | Respect | Empowerment
Health
Northern Sydney
Local Health District
Objectives ›› Funding and eHealth solutions support a
connected health system
1. Improve quality and safety of care
›› Care is provided in the most appropriate and least
2. Develop reliable integrated systems of care
costly setting across the NSW health system
3. Improve the patient experience of care
›› Patients and carers report satisfaction with all
aspects of their contact with NSLHD services and
Expected Outcomes transition between NSLHD and other providers
›› We know what good care looks like, care pathways
are clearly described and we measure ourselves Initiatives will focus on
against agreed standards of care
›› Engaging with patients, carers and community to
›› Care is accessible and easily understood and better understand and improve their experience
navigated across healthcare sectors and providers of care
›› Care is organised around patient and carer needs, ›› Building awareness of available care options across
rather than clinician or organisational convenience multiple providers and how to access them
›› Models of care and partnerships focus on ›› Improving communication and connectivity
empowering and supporting patients and their between healthcare providers across organisational
carers to be partners in their care boundaries
›› Community and consumers are involved in ›› Developing standardised evidence-based clinical
designing health services care pathways across NSLHD services
›› Health service delivery and evaluation is based on ›› Improving the capture and communication of
feedback about patient and carer experience and clinical information so that patients and carers do
is respectful of and responsive to individual patient not need unnecessarily to “tell their story” more
and carer preferences, needs and values than once
›› Avoidable harm is minimised
173
Evidence-Based
Decision Making
Our Strategy
Our Purpose Our Vision Realising
our
Embracing discovery and learning, building partnerships and Leaders in healthcare, vision
engaging our community, to deliver excellent health and wellbeing partners in wellbeing
1 2 3 4 5 We will
focus on
Healthy Connected Evidence-Based Responsive & Engaged & five key
themes
Communities Person-Centred Care Decision Making Adaptable Organisation Empowered Workforce
Prevention, early intervention People have a good experience Decisions are made on the basis Our structure and systems support the Our staff are confident,
and community development of care, which meets their health of best available information delivery of innovative and responsive capable and committed to the
strategies will improve needs, in partnership with and a philosophy of services in partnership with other support and delivery of
health outcomes multiple care providers continuous improvement providers and our community good care every day
Decisions are made on the
OUR COMMUNITY AND PATIENT OUTCOMES To
achieve
these
Quality care by the right provider, in the right place, when needed l Minimise impact of illness, maximise health and wellbeing outcomes
a Develop our culture to
a Develop expertise in engage and empower
a Evaluate and clinical, business, contractual our people
a Improve health a Improve quality and
basis of the best available
apply information and and collaborative partnerships
outcomes for safety of care knowledge to improve
b Develop a person-centred
vulnerable health and safety culture
b Develop reliable clinical, business and b Develop a rigorous approach
populations to innovation for continuous
integrated systems organisational practices c Develop leaders who role
improvement and model our values while
b Support people of care
b Promote enquiry and transformational change While
to manage their driving improvement
research to develop, and innovation building
health and maximise c Improve the patient our
share and apply new c Develop ICT capabilities
wellbeing experience of care d Develop our talent to internal
information and a philosophy of
knowledge to support clinical and capacity
business needs ensure confident and
capable people
a Achieve a sustainable financial position b Maximise value from resources
6
OUR ORGANISATIONAL OUTCOMES
continuous improvement OUR VALUES Collaboration | Openness | Respect | Empowerment
Health
Northern Sydney
Local Health District
Objectives ›› NSLHD is recognised as a leader in simulated
learning to explore ways of improving the efficiency
1. Evaluate and apply information and knowledge to
and quality of collaborative training across
improve clinical and organisational practices
Statewide programs and tertiary providers
2. Promote enquiry and research to develop, share
and apply new knowledge Initiatives will focus on
›› Using data analytics to inform decisions about
Expected Outcomes high quality, evidence-based and sustainable
›› We have agreed processes, a disciplined approach and service delivery and disinvestment in ineffective or
a range of tools to make good decisions consistently inefficient practices
›› We challenge the way we think about and provide ›› Developing performance measurement processes
care based on the measurement and evaluation of as a basis for evidence-based leadership
care processes and outcomes
›› Developing project management, business
›› We understand our costs and cost drivers in the development and contestability skills
activity based funding environment
›› Embedding a commitment to educational and research
›› NSLHD has an inspiring and excellent education excellence as a core element of NSLHD services
and research culture that delivers measurable
›› Integrating research, and education and training
health improvements for our communities
with NSLHD priorities to achieve better outcomes
›› Patients, clinicians and researchers work together
›› Improving our research capabilities in collaboration
to agree on clinical questions, goals and desirable
with our partners
outcomes to solve health challenges faster
›› Developing mutually beneficial partnerships with
›› Our education and training programs are highly
other research and tertiary education providers
regarded and evaluated; our health research and
education are united with patient care ›› Improving access to educational and continuing
professional development opportunities
18 | NSLHD Strategic Plan | 2017-20224
Responsive
& Adaptable
Organisation Our Strategy
Our Purpose
Embracing discovery and learning, building partnerships and
engaging our community, to deliver excellent health and wellbeing
Our Vision
Leaders in healthcare,
partners in wellbeing
Realising
our
vision
1 2 3 4 5 We will
focus on
Healthy Connected Evidence-Based Responsive & Engaged &
Our structure and systems
five key
themes
Communities Person-Centred Care Decision Making Adaptable Organisation Empowered Workforce
Prevention, early intervention People have a good experience Decisions are made on the basis Our structure and systems support the Our staff are confident,
and community development of care, which meets their health of best available information delivery of innovative and responsive capable and committed to the
strategies will improve needs, in partnership with and a philosophy of services in partnership with other support and delivery of
health outcomes multiple care providers continuous improvement providers and our community good care every day
support the delivery of innovative
OUR COMMUNITY AND PATIENT OUTCOMES To
achieve
these
Quality care by the right provider, in the right place, when needed l Minimise impact of illness, maximise health and wellbeing outcomes
a Develop our culture to
a Develop expertise in engage and empower
a Evaluate and clinical, business, contractual our people
a Improve health a Improve quality and
and responsive services in
apply information and and collaborative partnerships
outcomes for safety of care knowledge to improve
b Develop a person-centred
vulnerable health and safety culture
b Develop reliable clinical, business and b Develop a rigorous approach
populations to innovation for continuous
integrated systems organisational practices c Develop leaders who role
improvement and model our values while
b Support people of care
b Promote enquiry and transformational change While
to manage their driving improvement
research to develop, and innovation building
health and maximise c Improve the patient our
share and apply new c Develop ICT capabilities
wellbeing experience of care d Develop our talent to internal
partnership with other providers
knowledge to support clinical and capacity
business needs ensure confident and
capable people
a Achieve a sustainable financial position b Maximise value from resources
6
OUR ORGANISATIONAL OUTCOMES
and our community OUR VALUES Collaboration | Openness | Respect | Empowerment
Health
Northern Sydney
Local Health District
Objectives ›› We have a system and processes that support
innovation
1. Develop expertise in clinical, business, contractual
and collaborative partnerships ›› Staff are capable and empowered to be innovative
2. Develop a rigorous approach to innovation ›› Robust activity analysis provides valuable insights
that captures, assesses and progresses creative into activity and outcomes to inform quality and
solutions for continuous improvement and safety improvements
transformational change ›› Communication technologies support remote
3. Develop ICT capabilities to support clinical and clinical consultation, patient monitoring and support
business needs ›› The collection and extraction of information is
simple and readily accessible
Expected Outcomes
›› Partnerships have shared goals and roles and Initiatives will focus on
responsibilities are clear and unambiguous ›› Developing negotiation, risk management,
›› Service level agreements with our partners have contestability, contracting, commissioning, business
clearly defined quality and performance standards and financial capabilities to support the development
of partnerships with external service providers
›› Risks are shared equitably between partners with
“no disadvantage” to NSLHD either financially or in ›› Improving organisational innovation maturity
service delivery ›› Improving the integrity and usability of data, and
›› Organisational culture, capabilities and processes enhancing our business intelligence and analytical
support transformational change and innovation in capabilities
service design, delivery and leadership that enables ›› Maximising the functionality of ICT services to
excellent patient care support staff in the delivery and evaluation of care
›› We have a culture that supports innovation and change and business outcomes
195
Engaged &
Empowered
Workforce Our Strategy
Our Purpose
Embracing discovery and learning, building partnerships and
engaging our community, to deliver excellent health and wellbeing
Our Vision
Leaders in healthcare,
partners in wellbeing
Realising
our
vision
1 2 3 4 5 We will
focus on
Healthy Connected Evidence-Based Responsive & Engaged & five key
themes
Communities Person-Centred Care Decision Making Adaptable Organisation Empowered Workforce
Prevention, early intervention People have a good experience Decisions are made on the basis Our structure and systems support the Our staff are confident,
and community development of care, which meets their health of best available information delivery of innovative and responsive capable and committed to the
strategies will improve needs, in partnership with and a philosophy of services in partnership with other support and delivery of
health outcomes multiple care providers continuous improvement providers and our community good care every day
OUR COMMUNITY AND PATIENT OUTCOMES To
Our staff are confident,
achieve
these
Quality care by the right provider, in the right place, when needed l Minimise impact of illness, maximise health and wellbeing outcomes
a Develop our culture to
a Develop expertise in engage and empower
a Evaluate and clinical, business, contractual our people
a Improve health a Improve quality and apply information and
capable and committed to the
outcomes for and collaborative partnerships b Develop a person-centred
safety of care knowledge to improve
vulnerable health and safety culture
b Develop reliable clinical, business and b Develop a rigorous approach
populations to innovation for continuous
integrated systems organisational practices c Develop leaders who role
improvement and model our values while
b Support people of care
b Promote enquiry and transformational change While
to manage their driving improvement
research to develop, and innovation building
health and maximise c Improve the patient our
share and apply new c Develop ICT capabilities
wellbeing experience of care d Develop our talent to internal
support and delivery of good
knowledge to support clinical and capacity
business needs ensure confident and
capable people
a Achieve a sustainable financial position b Maximise value from resources
6
care every day
OUR ORGANISATIONAL OUTCOMES
Health
OUR VALUES Collaboration | Openness | Respect | Empowerment Northern Sydney
Local Health District
Objectives ›› Workforce capabilities match projected
business needs
1. Develop our culture to engage and empower
our people ›› Senior staff effectively lead organisational change
to deliver improvements and innovation
2. Develop a person-centred health and safety culture
›› We identify and develop our future leaders
3. Develop leaders who drive improvement
and innovation ›› Our people are capable, agile and prepared for the
delivery of consistently good health care services in
4. Develop our talent to ensure confident and
a changing environment
capable people
Expected Outcomes Initiatives will focus on
›› Eliminating workplace bullying and violence and
›› Our culture supports everyone to contribute their
developing the staff Wellbeing Plan
best and to be fulfilled at work
›› Developing a communications framework
›› Staff demonstrate our CORE Values with
colleagues, consumers, carers and families ›› Developing a supportive and empowering change
management framework
›› Staff communicate collaboratively with colleagues,
patients, communities and stakeholders ›› Developing clinical and non-clinical leaders
›› People are physically and psychologically safe in ›› Embedding the commitment to educational and
our workplaces, and are supported to maximise research excellence
their health and wellbeing
20 | NSLHD Strategic Plan | 2017-20226
Our
Organisational
Outcomes Our Strategy
Our Purpose
Embracing discovery and learning, building partnerships and
engaging our community, to deliver excellent health and wellbeing
Our Vision
Leaders in healthcare,
partners in wellbeing
Realising
our
vision
1 2 3 4 5 We will
focus on
Healthy Connected Evidence-Based Responsive & Engaged & five key
themes
Communities Person-Centred Care Decision Making Adaptable Organisation Empowered Workforce
Prevention, early intervention People have a good experience Decisions are made on the basis Our structure and systems support the Our staff are confident,
and community development of care, which meets their health of best available information delivery of innovative and responsive capable and committed to the
strategies will improve needs, in partnership with and a philosophy of services in partnership with other support and delivery of
health outcomes multiple care providers continuous improvement providers and our community good care every day
Objectives
OUR COMMUNITY AND PATIENT OUTCOMES To
achieve
these
Quality care by the right provider, in the right place, when needed l Minimise impact of illness, maximise health and wellbeing outcomes
a Develop our culture to
a Develop expertise in engage and empower
a Evaluate and clinical, business, contractual our people
1. Achieve a sustainable financial position
a Improve health a Improve quality and apply information and
outcomes for and collaborative partnerships b Develop a person-centred
safety of care knowledge to improve
vulnerable health and safety culture
b Develop reliable clinical, business and b Develop a rigorous approach
populations to innovation for continuous
integrated systems organisational practices c Develop leaders who role
improvement and model our values while
b Support people of care
b Promote enquiry and transformational change While
to manage their driving improvement
2. Maximise value from resources
research to develop, and innovation building
health and maximise c Improve the patient our
share and apply new c Develop ICT capabilities
wellbeing experience of care d Develop our talent to internal
knowledge to support clinical and capacity
business needs ensure confident and
capable people
a Achieve a sustainable financial position b Maximise value from resources
6
Expected Outcomes
OUR ORGANISATIONAL OUTCOMES
Health
OUR VALUES Collaboration | Openness | Respect | Empowerment Northern Sydney
Local Health District
›› Acute hospital services are in recurrent income/
expense balance
Initiatives will focus on
›› Cross-subsidies between services are eliminated
›› Understanding service delivery costs and key cost
›› Services are delivered at or below the state drivers at an increasingly granular level
efficient (ABF) price
›› Developing scalable solutions to manage:
›› Inefficient processes and resource waste are
›› Underutilised or inefficient resources
eliminated
›› Clinical resource variation
›› Asset utilisation is maximised
›› Aligning investments and allocations with our
›› Services are configured to be most productive
purpose, vision and priorities
›› Growing non-government revenue
21About
Northern
Sydney
Local
Health
District
GEOGRAPHY
›› NSLHD is one of 15 Local Health Districts in NSW; covering an area
of 900km2 it encompasses 9 local government areas (LGA) including
Hornsby, Ku-ring-gai, Northern Beaches, Hunters Hill, Lane Cove,
Mosman, North Sydney, Ryde and Willoughby.
22 | NSLHD Strategic Plan | 2017-2022NSLHD
Greater
Sydney
Mona Vale
Hornsby Ku-ring-gai
Neringah
Northern
Beaches
Ryde Macquarie Manly
Royal North Shore
Royal Greenwich
NSLHD HOSPITALS Rehab
AFFILIATED HEALTH ORGANISATIONS
PUBLIC PRIVATE PARTNERSHIP
HORNSBY KU-RING-GAI HEALTH SERVICE
NORTHERN BEACHES HEALTH SERVICE
NORTH SHORE RYDE HEALTH SERVICE
23About Northern Sydney Local Health District
22%
POPULATION of NSLHD residents were
born in non-English speaking
countries, compared to
19% across NSW
Profile
›› Population in 2016 estimated at 910,260, almost ›› Over the next 5 years the population will grow by
12% of the population of NSW 56,000 or 6%
›› 2,463 Aboriginal people live in NSLHD representing 0.3% ›› Over the next 20 years the population is projected
of the population; RNSH also admits Aboriginal patients to increase by 211,550 people (23% growth) – an
from rural and remote areas for specialist treatment increase the size of the city of Hobart
›› 25% of NSLHD residents speak a language other ›› By 2036, 20% of NSLHD population will be over 65
than English at home of which 14% report having years and the population aged 80 and over will have
limited or no proficiency in English almost doubled
›› 18% of the population are under 16 years; 16% are 2011 Census and NSW Planning and Environment
over 65 years Population Projections 2016
Health status
›› NSLHD residents compare favourably on most
Overweight socioeconomic and health status indicators with
the rest of NSW. There are, however, identifiable
& obesity geographical areas and population sub-groups
within NSLHD with higher health and social care
ADULT needs and lower economic means
NSLHD 45.1% ›› NSLHD residents have significantly lower
standardised mortality ratios compared to the NSW
NSW 53.3% average, with residents of Hornsby Ku-ring-gai
having the lowest rates for cancer, accidents,
childhood 5-16 heart disease and respiratory conditions.
Significantly all parts of NSLHD have higher
NSLHD 17.1% mortality for stroke than the NSW average
NSW 21.9% ›› NSLHD residents have, on average, greater
access to both public and private health services
Risky alcohol Tobacco Private health
drinking smoking insurance
NSLHD 27.4% NSLHD 9% NSLHD 71%
NSW 29.8% NSW 15% NSW 48%
24 | NSLHD Strategic Plan | 2017-2022You can also read
