Strategic Plan 2019-2021 - Royal Victorian ...

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Strategic Plan 2019-2021 - Royal Victorian ...
Strategic
Plan
2019-2021
Strategic Plan 2019-2021 - Royal Victorian ...
Strategic Plan 2019-2021   B
Strategic Plan 2019-2021 - Royal Victorian ...
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
Strategic Plan 2019-2021 - Royal Victorian ...
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
Strategic Plan 2019-2021 - Royal Victorian ...
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
Strategic Plan 2019-2021 - Royal Victorian ...
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
Strategic Plan 2019-2021 - Royal Victorian ...
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
Strategic Plan 2019-2021 - Royal Victorian ...
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
Strategic Plan 2019-2021 - Royal Victorian ...
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
Strategic Plan 2019-2021 - Royal Victorian ...
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   7
Eye 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                                                                                                                                                  8
The 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                                          9
01
                       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                                                                             10
Our 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                                                                          11
02
                               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                                                                             12
Our 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                                                                          13
03
                                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                                                                             14
04
                                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                                                                                15
Implementing 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                                                                       16
The 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

                               Strategic Plan 2019-2021   17
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