Strategic Plan 2019-2021 - Royal Victorian ...
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Strategic Plan 2019-2021
Strategic Plan 2019-2021 B
Table of Contents Message from Chair of the Board and Chief Executive Officer 1 Our Vision, Mission and Values 2 Where we are now 3 Our Future 5 Eye and Ear Care in 2030 7 Our Strategic Priorities 2019–2021 9 Implementing our Strategic Plan 16
Message from
The Royal Victorian Eye and Ear Hospital Our Strategic Plan covers the financial years
(the Eye and Ear) is proud to introduce our 2019-2021 and is comprised of four strategic
Strategic Plan 2019–2021. The Strategic priorities. Together, these capture the Eye
Chair of the Plan outlines the priorities, commitments
and actions to achieve the goals that have
and Ear’s commitment to clinical excellence,
leadership in eye and ear care, research,
Board and Chief been set during this period. innovation and staff engagement to deliver
an outstanding patient experience.
Executive Officer The plan sets a clear direction for the Eye
and Ear for the next three years as well as This plan is placed within the landscape of
detailing a vision for a future state; imagining Victoria’s health sector goals and strategic
the services that will be provided to patients priorities as outlined in the Health 2040
in 10 years’ time. strategy and the prioritisation of patient
safety highlighted by the recommendations
The Eye and Ear delivers world leading eye in Targeting zero, the review of hospital safety
and ear care to the community of Victoria. and quality assurance in Victoria report.
We ensure that patients remain at the
centre of our care, recognising that many Our Board and Executive team thank staff,
have vision loss or hearing loss. consumers and healthcare partners for
their valuable contribution in developing
In an environment of increasing demand and the plan and our strategic priorities.
complexity, rising community expectations Continued engagement with stakeholders
and advances in technology, the Eye and Ear will be fundamental to our ability to deliver
continues to think differently about the ways against the actions set out in the plan.
in which care is provided to meet the needs
of patients and the community. This plan
builds on our previous success and record
of innovation in meeting these challenges.
Dr Sherene Brendon Gardner,
Devanesen, CEO
Board Chair
Strategic Plan 2019-2021 1
Our Vision, Mission and Values Our Vision A world leader providing exceptional care Our Mission We aspire to be the world’s leading eye and ear health service through: Outstanding patient experience Exemplary leadership Inspiring our people Building a platform for the future Our Values Integrity, Care, Teamwork, Excellence
Where we
The Eye and Ear is led by an experienced is enhanced through the strong research
and dedicated Board. The Board’s culture embedded in the relationships
oversight of performance and compliance with our research partners. Many ground-
are now is strengthened by a range of committees
supporting quality and safety, financial
breaking innovations have been developed
at the Eye and Ear such as the Australian
management, audit, and primary care Cochlear Implant now manufactured by
and population health. In addition, the Cochlear Ltd, and the development of
Community Advisory Committee provides an Australian ‘bionic eye’.
feedback and advice to the Board on
strategies to engage the community in The Eye and Ear has a key research
service improvement and innovation. partnership with the Centre for Eye Research
Australia (CERA), the pre-eminent eye
The Eye and Ear is As the largest public provider of research institute in Australia. The majority
internationally recognised ophthalmology and Ear, Nose and Throat of eye research conducted at the hospital
(ENT) services in Victoria, the Eye and Ear is led by CERA researchers, many of whom
as a leader in clinical provides state-wide specialist tertiary and also work as ophthalmologists at the
service delivery, teaching emergency eye and ear health care. We hospital. Other key research partnerships
deliver more than half of Victoria’s public include The University of Melbourne,
and research in both eye surgery and all of Victoria’s public the Bionics Institute, Bionic Vision
ophthalmology and cochlear implants. We have over 60 different Technologies, Lions Eye Donation
otolaryngology. Staff specialist clinics for the diagnosis, Service and The HEARing CRC.
monitoring and treatment of vision and
are proud to work for hearing loss and provide a 24-hour Training programs are in place for medical,
an organisation known emergency eye and ENT health service. nursing and allied health disciplines.
for the delivery of high All Victorian-trained Ophthalmologists
Operating from a central hub in East complete the Eye and Ear training program,
quality safe care and Melbourne, services are also provided in as do many Victorian-trained ENT surgeons.
world leading innovations community settings and in collaboration As a result of the Eye and Ear’s international
in eye and ear services. with other service providers such as the reputation for excellence, registrar and
Victorian Aboriginal Health Service. fellow placements are highly sought after
Telehealth facilities have been established from all over the world. In the last 10 years,
with regional and rural health services ophthalmology and ENT fellows and
across Victoria. registrars from more than 20 countries have
studied at the Eye and Ear. The Emergency
We are a world leading teaching and Department is also involved in the training
research centre. The quality of care provided of emergency physicians.
Strategic Plan 2019-2021 3
We are active members of the World We strive to provide inclusive and equitable
Association of Eye Hospitals and the health services to all Victorians, particularly
American Association of Eye and Ear Centres members of the community who may be
of Excellence and locally we are members of disadvantaged. We work to ensure that our
the Melbourne Academic Centre for Health. service is sensitive and welcoming to people
experiencing hearing loss and vision loss.
Central to the hospital’s success is a A strong focus on closing the health gap for
committed, talented and highly engaged Aboriginal and Torres Strait Islander people
workforce dedicated to the provision of will continue to deliver improved eye and ear
eye and ear care. We are an employer health outcomes for these communities.
of choice, providing an inclusive work We also recognise the importance of
environment and supporting all of our providing our services in ways that are
staff to achieve their best. appropriate to meet the needs of a
culturally diverse population.
The hospital is home to a dedicated group
of volunteers who assist in a range of roles A major redevelopment is currently
including offering support and reassurance underway to create a modern facility which
to patients in need. Consumers are engaged will enable us to continue to provide safe,
in planning and decision making at all levels effective and efficient patient centred
from the boardroom to the bedside. care into the future.
Strategic Plan 2019-2021 4
Our Future
Over the coming years, the Eye and Ear will Partnering with consumers
have to respond to both the opportunities and the community
and challenges arising from an ageing Today’s patients and carers have greater
population and workforce, new technology, access to health information and wish
our redevelopment project, health reforms, to be active participants in discussions
environmental sustainability and a and decision making about their care
constrained fiscal environment. and treatment. This is a great opportunity
for our workforce to work differently and
Increasing demand for our services and to engage fully with our consumers when
the responsibility for managing the most providing care.
complex eye and ear health care needs in
Victoria, mean we need to think differently Health services will work more collaboratively
about the ways in which we provide care and partner with consumers in committees
to our community. and project teams. Consumers expect to be
fully engaged in planning, decision making,
An ageing population, which designing care, and measuring and
is increasingly discerning evaluating service outcomes.
The Victorian population is ageing and this
will rapidly increase the demand for eye New Technology
and ear healthcare services. Services must The ability to diagnose and treat a broader
be person-centred, flexible and delivered range of eye and ear, nose and throat (ENT)
in partnership with the consumer. conditions will continue as a result of
rapid growth and sophistication in health
Health workforce technologies. Information technology,
There is an increasing focus to develop new business intelligence, telehealth, mobile
workforce roles to respond to advances applications and clinical information
in health technology, emerging evidence - systems – like the electronic medical
based healthcare practices and workforce record (EMR) – are rapidly changing the way
shortages, to ensure job satisfaction for all services are delivered. Artificial intelligence
staff. The priority for the next three years is predicted to play an increasing role in the
is to identify new clinical pathways and interpretation of diagnostic results with the
models of care and to monitor the impact potential to significantly change the way in
this will have on our workforce requirements. which services are provided.
There is a need to train and support greater
numbers of healthcare workers as the
current workforce ages and retires.
Strategic Plan 2019-2021 5
Teaching and Research Redevelopment At the Eye and Ear, a key objective is to While the redevelopment is in progress, the foster research that enhances patient care, hospital’s services are being delivered from challenges clinical practice and promotes two sites – the Day Surgery and Specialist innovative health service delivery. This Clinics from Eye and Ear on the Park and the is done alongside a world class specialist Emergency Department, Operating Theatres, teaching and training program. The future inpatient ward and our research partners holds many opportunities to build greater at the main site. When completed, the collaboration between teaching and our new facility will provide a contemporary research partners, and to embrace new environment within which patient-centred, teaching methodologies to further evidenced-based services will be delivered. enhance our education programs. Finances Health care costs have grown rapidly in recent years. Governments across Australia and internationally are making efforts to contain costs with a focus on improved efficiency. Strategic Plan 2019-2021 6
Eye and Ear
Care in 2030
Based on changes seen
over the past 10 years –
including the changing
health environment at local,
statewide and national levels
and the changing needs
and the expectations of our
patients – we can begin to
project a view of what the
Eye and Ear will look like in
2030. The following diagram
depicts this predicted state.
Strategic Plan 2019-2021 7Eye and Ear
Care in 2030
Supporting
research to enhance
prevention and
deliver new clinical
treatments
Primary and
Better care in
Community Care Early diagnosis
the community • Supporting care and management
supported by close to home enhanced by artificial
technological
innovations
Prevention • Pre and post-operative Chronic Care intelligence and new
technologies
care in the community
• Empowered and health • In-home monitoring
literate patients • Seamless transfer of
• Telemedicine
• Patients and carers
information with primary
care providers
Acute Care • Community carers
educated on eye and • Using all current and trained in eye and ear care
ear safety evolving technologies
• Self-care capability available, eg gene therapy
for patients with • Multidisciplinary care
chronic conditions including psychological
supports
• Comprehensive
information and shared
decision making with
family/carers
• Seamless patient journey
Shared decision
making between Highly skilled,
patients and clinicians adaptable specialised
resulting in greater workforce
choice and control
Strategic Plan 2019-2021 8The Eye and Ear Strategic Plan 2019-2021
Our Strategic is comprised of four strategic priorities:
Priorities
2019–2021
01 02
Outstanding Exemplary
Patient Experience Leadership
A world
leader providing
exceptional
care
03 04
Inspiring Building a Platform
Our People for the Future
Strategic Plan 2019-2021 901
Our Objectives: Our Commitment: Our Actions:
Empowerment Our patients are in • Improve systems, including social media,
control of their own to enable patients and carers to access
health care journey information about health conditions and
Strategic Priority care related questions from home
Outstanding Patient • Improve discharge processes for patients and
communication with external referrers and
Experience care providers
• Build on processes and systems to inform
our community about improvements we
make in response to their feedback
• Build on processes for open disclosure
• Enhance transparency of performance
reporting to help improve patient and
consumer understanding of the data
Quality and Our patients receive • Successfully achieve accreditation against
Safety safe, high quality care National Standards second edition
Includes patient and treatment • Enhance clinical outcome measurement/audit
to inform research and improvement activities
empowerment, safety
• Embed a culture of continuous improvement,
and quality, access, incorporating consumer co-design, to address
and care models quality and safety risks and consumer
feedback issues
Access Our patients get the • Reduce waiting times for clinical services
service they need including: specialist clinics appointments,
when they need it elective surgery and access to emergency
services
• Support the provision of care to patients closer
to their homes through the use of digital
technology
• Focus activity to achieve Department of Health
and Human Services (DHHS) Statement of
Priorities targets
Strategic Plan 2019-2021 10Our Objectives: Our Commitment: Our Actions:
Care models Our patients benefit • Develop evidence-based, consistent clinical
from evidence-based pathways for our most common conditions
service models • Progress Close the Gap initiatives
• Continue to plan, implement and monitor
new models of care in preparation for the
completed redevelopment and the increasing
demand for our specialist services
Strategic Plan 2019-2021 1102
Our Objectives: Our Commitment: Our Actions:
Research We are known and • Value and incorporate research as a core
renowned locally, function
nationally and • Share research and clinical expertise locally,
Strategic Priority internationally for the nationally and internationally
work we do
Exemplary Leadership • Facilitate research by our clinician
researchers
• Enhance external research partnerships
• Strengthen our relationship with the Centre
for Eye Research Australia (CERA)
• Develop processes to increase philanthropic
and other research funding support in
collaboration with research partners
Reputation We are the • Actively promote our participation in the
organisation of choice World Association of Eye Hospitals and other
for patients and staff local, national and international
for the specialty collaborative activities
Includes expertise, services we provide • Use our expertise and influence to develop
reputation and innovation in partnerships and innovative approaches to
providing specialist care
research, patient care and
• Further increase awareness of the Eye and
education Ear’s reputation as a centre of excellence
and innovation
Innovation We lead innovation in • Participate in clinical trials of new treatment
in care new and emerging modalities (eg: bionic eye, new cochlear
research, care and devices)
treatment modalities, • Review use of artificial intelligence and new
in conjunction with technologies, to enhance and support the
our research partners provision of changing models of care
• Explore opportunities to adopt Digital Health
innovations to improve our patient care,
teaching and research
Strategic Plan 2019-2021 12Our Objectives: Our Commitment: Our Actions:
Education We develop and • Build state of the art education facilities
and training implement innovative incorporating the latest technology and
education and equipment
teaching modules • Work with education partners to prepare
health professionals to be leaders in
clinical practice
Strategic Plan 2019-2021 1303
Our Objectives: Our Commitment: Our Actions:
Culture Our staff and • Leaders promote a culture of continuous
volunteers are improvement
positive and engaged • Continue to build a culture of respect,
Strategic Priority inclusion and fairness
Inspiring our people • Build capability across our workforce to
engage with our diverse community
• Celebrate achievements of staff and
volunteers through recognition and
reward programs
Capability Our environment • Build leadership capability through providing
nurtures learning and professional development opportunities
development for our • Encourage innovation and build workforce
staff and consumers capability across the hospital to enable
effective changes to models of care
• Establish a model of interdisciplinary
learning/education and training to support
Our capable and engaged new models of care
leaders enable the delivery Workforce We are viewed as an • Embed proactive recruitment practices
of high quality, safe patient employer of choice, to attract highly skilled, competent and
care, and maintain a attracting and diverse staff
retaining qualified • Build succession plans for key roles
transparent and supportive and capable staff
• Identify and build workforce capabilities
culture for future models of care
• Support staff to transition into new
or changing roles
• Provide a safe environment for staff
Strategic Plan 2019-2021 1404
Our Objectives: Our Commitment: Our Actions:
Building We work with our • Build relationships with primary care
provider community partners partners to support streamlined patient
partnerships to streamline care care and improve transition of care back
Strategic Priority for our patients into the community
Building a Platform • Seek opportunities to work with metropolitan
and rural health services to decentralise
for the Future non-acute services
Redevelopment We provide first class • Complete the redevelopment project
care and treatment • Actively support and engage staff in
in a ‘state of the art’ redevelopment change planning
facility
Digitising health Our electronic • Develop and implement a new Digital Health
patient management Strategy
systems enable a • Complete EMR Phase 1 project (FirstNet
seamless patient and expanded clinical documentation)
journey including
• Implement a patient flow and queuing system
Comprises financial and communication to
for Specialist Clinics
their primary care
environmental sustainability, providers • Examine ways to improve communication
facilities and technology with referrers and patients digitally
that enable us to innovate Sustainability: We support • Implement hospital efficiency and risk
and grow financially and sustainable management strategies to ensure effective
environmentally practices and efficient use of resources
• Improve use of clinical costing data to
support astute decision making
• Build new donor relationships and continue
to work with our philanthropic supporters to
attract funding
• Foster and promote environmental and
sustainable principles that protect the health
and wellbeing of our staff and community
Strategic Plan 2019-2021 15Implementing our
Delivery of our Strategic Plan will be Eye and Ear Planning Framework
monitored by our Board, led by our Executive Victorian State Health Plans ie: Health 2040:
and implemented by our staff. Our Advancing Health, Access and Care; and
Strategic Plan consumers and stakeholder organisations
will play an integral role in supporting and
Targeting Zero Avoidable Harm have provided
a foundation for us to develop our Strategic
collaborating with us to implement our Plan 2019-2021 which is supported by a suite
strategic actions. of specific Eye and Ear service plans.
(See below)
Our annual business and organisational
plans will capture the specific projects,
objectives and accountabilities associated
with each strategic priority action. We will
report on our progress and performance.
Victorian Statewide Health Plans
Eye and Ear Business Plan Eye and Ear Quality Plan
Statement of Priorities
Eye and Ear Digitising
Health Strategy
Eye and Ear
Eye and Ear Strategic
Workforce Plan Strategic Plan
2019-2021 Research Strategy
Eye and Ear Clinical
Services Plan
Eye and Ear Partnering
with Consumers and
Eye and Ear Environmental
Community Plan
Management Plan
Strategic Plan 2019-2021 16The Royal Victorian
Eye and Ear Hospital
32 Gisborne Street
East Melbourne
Victoria 3002
Australia
Locked Bag 8
East Melbourne
Victoria 8002
Australia
T +61 3 9929 8666
TTY +61 3 9929 8681
F +61 3 9663 7203
E info@eyeandear.org.au
W www.eyeandear.org.au
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