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Metro South Addiction and Mental Health Services
Metro South Health
Strategic Plan 2015 – 2020
Dr Richard Ashby, Chief Executive, Metro South Hospital and Health Service
A message from the Chief Executive
Each of these is essential if we are to continue delivering critical services for our growing and changing community. To make these commitments real, however, requires a willingness to wrestle with the daily challenges of delivering a service and translating the broad aspirations into practical change at the ‘coal face’ of clinical service delivery.
What makes MSAMHS an exemplar mental health service provider both in Australia and internationally is the Service’s willingness to maintain the highest of standards while still exploring new models of care, striving for proactive, prevention-focused care, and fostering a team-centered, clinically focused and open-minded culture.
This strategic plan differs from most in that it has been built from the bottom up. Across MSAMHS our leaders, clinicians and support staff have explored the three focus areas and three drivers and how they can translate each of these into practical action. By making it ‘personal’ to our people, MSAMHS has tapped into the energy and passion that exists throughout our service and translated our strategic plan into something we ‘do with’, rather than ‘do to’ our teams.
In particular, I’d like to acknowledge MSAMHS’s leadership in introducing
On behalf of the broader Metro South Hospital and Health Service, I would like to commend the staff of Metro South Addiction and Mental Health Services (MSAMHS) on the development of the Metro South Addiction and Mental Health Services Strategic Plan, and for the courage and passion they have shown in tackling some of the biggest challenges we face in an important area of health.
Metro South Health’s vision is to be renowned worldwide for excellence in health care, teaching and research. In our health service strategic plan, published in 2015, we identified three strategic focus areas (Clinical excellence, Technology, and Health system integration), and three enablers (Resource management, Enabling and empowering our people, and Ensuring the needs of our stakeholders influence all our efforts).
innovative approaches to accountability and performance, through through one-on-one, growth focused performance coaching conversations between leaders and their teams. In applying the insights of the behavioural sciences, and putting into practice the best insights from other sectors, this new approach fundamentally respects our people, engages them in improving our service and promises to create safer, healthier workplaces that can deliver better support to our consumers.
Mental illness and addictions can have devastating impacts on individuals, and their families and friends. For a health service, our ability to support patients affected by these burdens has dramatic implications for the effectiveness of social services across the state. Our patients’ outcomes and recovery journey depend on our ability to deliver effective impactful, evidence-based care in a way that places their patient experience at the very centre of everything we do.
To the leadership team and the clinicians throughout the service, I offer you my heartfelt thanks and congratulations.
Welcome—and thank you
MSAMHS Strategic Plan 2015 - 2020 | 3
www.metrosouth.health.qld.gov.au/mental-health
Metro South Addiction and Mental Health Service Strategic Plan 2015-2020
For further information please contact:Metro South Addiction and Mental Health Services Corporate GovernancePO Box 6046 Upper Mt Gravatt Q [email protected]/mental-health
This document is licensed under a Creative Commons Attribution Non-Commercial 2.5Australia licence. To view a copy of this licence, visithttp://creativecommons.org/licenses/by-nc/2.5/au/
Copyright © The State of Queensland, Metro South Hospital and Health Service 2016
You are free to copy, communicate and adapt the work for non-commercial purposes, as long as you attribute the authors. Preferred citation: Metro South Health Addiction and Mental Health Services Strategic Plan 2015-20, Queensland Government, Brisbane.
Prepared with the assistance of Strategic Momentum Group
www.metrosouth.health.qld.gov.au/mental-health
ContentsMessage from the Chief Executive
Executive Director’s foreword 1
Social inclusion and recovery: a vital component of our present and future 2
A practical approach to strategic alignment in a healthcare system 3
How to read this document 8
MSAMHS vital statistics (2014/15) 9
Part 1 - Defining our whole-of-service strategic direction 10
» MSAMHS Executive Leadership Committee Strategic Plan 12
Part 2 - Building strategic alignment throughout the Service 14 » Addiction Services ACU 16 » Child and Youth ACU 18 » Consultation Liaison Psychiatry ACU 20 » Inpatient Services ACU 22 » Mood ACU 24 » Older Adult ACU 26 » Psychosis ACU 28 » Rehabilitation ACU 30 » Resource and Access Services (RAS) ACU 32 » Transcultural Mental Health ACU 34 » Clinical Governance Team 36
» Corporate Governance Team 38
Part 3 - From talk to action... Our first sprint 40
Translating strategic priorities into tangible outcomes every 90 days 42
Contributors to the strategic planning process 44
Professor David Crompton OAM Executive Director, Metro South Addictions and Mental Health Services
Executive Director’s foreword
The Metro South Hospital and Health Service (MSHHS) Strategic Plan 2015-2020 sets out a clear vision for delivering an internationally renowned health service that is defined by excellence in health care, teaching and research.
The Metro South Addiction and Mental Health Strategic Plan 2015-2020 seeks to support achieving the vision of MSHHS and outlines our aspirations, innovations and achievements while demonstrating how we are seeking to address the evolving challenge of delivering excellence in person-centred care that meets the needs of individuals, families, carers and our community.
To deliver on this plan, each area of Metro South Addiction and Mental Health Services (MSAMHS) is committed to tracking our progress, identifying areas where we can improve and working collaboratively to develop new and more effective ways to deliver our services. Through collaboration we strengthen our relationship with our partners that include General Practitioners (GPs) and Brisbane South PHN, Primary Health Care providers, the Non-Government Sector (NGO) and other services provided by MSHHS. MSAMHS over many years has established a reputation for pioneering new models of care and being willing to challenge assumptions about organisational structure, individual and organisational
capability, and the ways we need to work to create an environment that supports our staff to deliver excellence in care.
The commitment to delivering excellent patient care across our community is evident throughout each of our Academic Clinical Units (ACUs), our leaders, clinicians and support staff who work tirelessly each day to deliver care to their patients, with this care supported and integrated with our many NGO, GP and MSHHS partners. This strategic plan reflects the commitment of all staff from within each ACU to the translation of the Metro South focus areas (https://metrosouth.health.qld.gov.au/about-us/strategy/strategic-plan) into clinical care that achieves the MSHSS vision of excellence in health care, teaching and research.
I would like to thank our leaders, thinkers and carers who give their hearts and minds to serving the communities of the Metro South Region and their commitment and dedication to embedding our values of Caring for people, Leadership, Respect, Integrity, Teamwork, and Courage into all that we do, enabling our Service to fulfil the goal of providing the Kindest System for Patients (https://metrosouth.health.qld.gov.au/about-us/strategy/clinical-governance-strategic-plan) through Responsive, Integrated, Safe and Effective care.
I look forward to supporting all of our staff to bring that vision to life over the coming years.
Welcome—and thank you for taking the time to read the Metro South Addiction and Mental Health Service Strategic Plan
I know for a lot of people traditional strategic planning can be
dull. But when you remove the hundred-page documents, step
away from the wordsmithing, and pare back on the ‘post-it’ notes,
the essence of strategic planning can, in fact, bring to life the very
core of what motivates our team leaders, clinicians and support
staff: a shared passion for improving how we deliver our services
so that we can continue to meet the needs of our patients, both
now and in the future.
Engaging our leaders to set priorities
This is our first strategic plan developed since the Metro South
Addiction and Mental Health Service (MSAMHS) completed its
transition from a facility-based organisational and leadership
structure to a structure focused on patient-centred, clinician-led
Academic Clinical Units (ACUs). Our ACUs, pioneered here in
MSAMHS and now increasingly being studied by services around
the world, tangibly place our patients and their needs at the very
heart of how our service operates and allows us to build specialist
knowledge and drive evidence-informed, best-practice care in
each of the major areas where our patients need our support.
We began the process of creating strategic plans for each of
our ACUs and support units — all 12 of which are contained in
this booklet — in May 2015. Our first step was to interview key
stakeholders from each ACU to identify any ‘pain points’ that
they identified as restricting our service as a whole and/or its
ability to deliver.
Not surprisingly, consistent themes emerged that reflected our
recent transition from a facility-based organisational structure
to a truly stream-based structure focused on the unique needs
of our different patient cohorts. Health services across Australia
are currently exploring how best to make this transition
and how to anticipate and respond to the distinct clinical
and organisational needs that come with a stream-based
organisational structure.
MSAMHS Academic Clinical Units (ACUs) and support functions
CLINICAL CLINICAL Clinical Governance Team CLinical CasdfasdfClinical Clinical Corporate Governance Team
Addiction Services ACU √ Child and Youth ACU √ Consultation Liaison Psychiatry ACU
√ Inpatient Services ACU √ Mood ACU √ Older Adult ACU √ Psychosis ACU
√ Resource and Access Services ACU √ Transcultural Mental Health ACU√ Rehabilitation ACU
2 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 3
A practical approach to strategic alignment in a healthcare system
Metro South Addiction and Mental Health ServicesStrategic Plan 2015-2020
Engaging our service to deliver high quality healthcare through the most efficient and innovative use of available resources, using planning and evidence-based strategies.
Katie Eckersley Director, Corporate Governance
The role of the Social Inclusion and Recovery team in achieving
the goals of our strategic plan includes (i) being involved
in all aspects of care across the Service, (ii) strengthening
relationships with Non-Government Organisations and all
of community partners by bringing the consumer and carer
perspective to all areas. The team work towards providing
patients with the best care by looking for opportunities to
improve our service delivery to consumers and carers and
engaging the community in providing feedback on how we best
work together to achieve these outcomes.
The insights and lived experience of consumers, carers and
families with mental health issues are integral to our Service.
We are committed to creating opportunities to ensure these
voices are heard and to look at different ways of working.
We do this by community engagement forums, focus groups
and through electronic and paper surveys to elicit feedback
that then drives service improvements and supports the
implementation of the Metro South Addiction and Mental
Health Service Strategic Plan.
Metro South Addiction and Mental Health Services recognise
the value of this workforce and the recovery principles. This is
demonstrated by the large peer work force across the Service.
We aim to strengthen the relationships with consumers/
patients - this takes time and commitment from the whole
workforce across the Service.
Social inclusion and recovery: a vital component of our present and future
Metro South Addiction and Mental Health ServicesStrategic Plan 2015-2020
Putting our patients at the heart of everything we do means looking beyond the diagnosis to the communities that support those in need, engaging those with lived experience of addictions and mental illness, and creating pathways to recovery that support and enable.
Gabrielle Vilic Director, Social Inclusion and Recovery
This creates a system of effective leadership that helps our organisation grow and expand by empowering leaders at every level within MSAMHS
Where are we? What is the Leadership Pipeline?
To support our staff to do what they do best and deliver exceptional patient outcomes, we need the leadership to enable and empower our people to deliver their services. As outlined in the MSHSS Strategic Plan, we are committed to delivery of Enabler 2 (Enabling and empowering our people). To do this, one of our main challenges in MSAMHS is to empower leaders across the business, while ensuring consistency and alignment. To do this, our MSAMHS Executive Leadership Team have endorsed an internationally recognised approach known as the Leadership Pipeline. To suit our organisation’s culture the approach we adopt needs to be best-practice, contemporary and enable us to stay flexible and responsive.The Leadership Pipeline makes the point that everyone in an organisation is a leader, yet the type of value that leaders add changes at each ‘layer’ of the organisation. There is a requirement for leadership at every layer, however, what leadership looks like must change at each level. What makes you successful at one layer will not make you successful at the next.
The Leadership Pipeline will help us to take the next step and clarify the vertical division of work – by defining our layers of leadership.
This approach will help us to:
• Identify the different layers of leadership;
• Define what successful leadership looks like at each layer;
• Regularly provide people with feedback about how they are performing;
• Provide the right development support to continue to increase our performance; and
• Create succession pathways so that people can move through the layers of the organisation.
Our key priorities What do we need from you?
The process of developing a Leadership Pipeline is a collaborative one, and will benefit from your involvement through:
Continuing to see leadership as a central part of your role
Providing feedback if you can see ways that we can continue to improve
Engaging with us in a new, best-practice way of managing performance and career development
1 2 3
Current functional divisions within MSAMHS ACUs
Leadership layers within MSAMHS
A clearer way to understand potential and performance at MSAMHS through the Leadership Pipeline
Horizontal layers – How do I do it?Vertical functions – What do I do? The full picture – Where do I fit?
What will this achieve?The Leadership Pipeline will create greater clarity about how leaders in our organisation can succeed, increase the quality and frequency of feedback our people receive, ensure development is linked to performance and support us to hire the right people for the right roles.
Our first three whole-of-business priorities to be addressed through this approach are:
1. Performance management and development
2. Recruitment, selection and onboarding
3. Leadership development
The layers of leadership
The Leadership Pipeline does not link directly to our MSAMHS organisational hierarchy — it is possible to be an Individual Contributor and to have a very senior role in the business.
Enterprise Manager
Business Manager
Manager of Managers
Individual Contributor
Manager of Others
Function Manager
Group Manager
Passage # 1
Passage # 4
Passage # 3
Passage # 2
Passage # 5
Passage # 6
NEW DIRECTIONS IN HOW WE RUN OUR SERVICE
Building our Leadership and Performance Pipeline
Our challenge is to ensure that we understand
and respond to changing community needs
and expectations so that we can continue to
develop the very highest levels of service.
In practice, this meant our MSAMHS
leadership needed to understand the
priorities set by the Metro South Hospital
and Health Strategic Plan 2015 - 2020 (and
why they had been set) and then intelligently
translate these priorities into practical
initiatives and activities that would help us
deliver on these priorities.
The Metro South Hospital and Health strategic
plan identifies three focus areas and three
strategic enablers - each of which is deeply
relevant to our patients within MSAMHS:
»» Focus area 1 – Clinical excellence and better healthcare solutions for patients through redesign and improvement, efficiency and quality
»» Focus area 2 – Technology that supports best-practice, next-generation clinical care
»» Focus area 3 – Improved health system integration
»» Enabler 1 – Funding and resource management
»» Enabler 2 – Enabling and empowering our people
»» Enabler 3 – Ensuring the needs of our stakeholders influence all our efforts
As you will see in this document, these
six priority areas are at the heart of our
MSAMHS strategic direction. They have
When our clinical leaders in each ACU
identified that role clarity across ACUs,
consistency of processes, leadership clarity
and stronger collaboration were key, we
responded as a service by prioritising the
development of our key governance groups
and by beginning a process of clarifying our
leadership pipeline (see page 2).
After a little over a year, this work is already
starting to bear fruit. As we continue to
implement these new ways of working
throughout the Service, the opportunity
to clarify how we work together, resolve
ambiguities, remove blockages and foster
collaboration across ACUs will yield important
results that will enable us to deliver on our
individual and shared service objectives.
Integrating the Metro South Hospital and Health strategic priorities across our service
Early in our process, we recognised that our
MSAMHS ACU strategic plans needed to be
built in a way that considered the broader
needs and expectations of Metro South
HHS. Organisational alignment (from the
Board right down to the consulting room or
outreach program) is as essential in a public
health service as in an ASX100 corporation.
In a commercial organisation, strategic
alignment ensures that the organisation
can remain commercially viable and that
the organisation’s efforts remain relevant
to their patients. In a health service, our
organisational alignment is no less vital here.
4 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 5
shaped how we identified both our MSAMHS-wide
strategic priorities and the priorities identified by
each individual ACU. They have helped guide (and at
times challenge) our thinking, and provided a unifying
language and understanding of where we need to focus
to deliver for our community.
Building a shared language and understanding across the service
Delivering outstanding health outcomes in a public
health service takes more than just a willingness to work
through the ‘complicated’ - at its core, our health system
is ‘complex’. This means we need leadership mindsets,
systems and processes that can help all our people be
effective in the face of that complexity.
In his article ‘Managing the Complicated vs. the Complex’,
John Kamensky from the IBM Centre for the Business
of Government highlights just how challenging it can
be to work in a complex environment. (See box
below ‘Leading and managing in complex health
environments’). As we mature as a service and
build an increasing understanding of what
it means to work in a ‘complex’ system, our
effectiveness will depend on our ability to apply
leadership mindsets. One of the themes that
emerges in working effectively in complex systems
is the need to build shared understanding, foster
relationships and interdependencies.
In July 2015, our Executive Leadership Team (made
up of executive and ACU leadership) came together
to develop and refine our MSAMHS-wide strategic
priorities for the next three to five years. Through
this process, we explored our current needs and
future aspirations in each of the six priority areas
(page 9) and then translated these into a series
of practical initiatives that we will pursue (pages
14 - 37) over the next 18 months, three years and
five years.
The next step presented us with a key decision point. Traditional
strategic planning methodologies would argue that once we’d
‘set’ the direction, we should then ‘engage our people’ to deliver
it. Instead, we took a slightly different approach.
Recognising that the people best placed to bring the six strategic
priority areas to life were in fact our people, over three months
the leaders of each ACU worked through a structured process
with their teams to explore how the six areas applied in each
respective area and to draw this together into a distinct cascaded
strategic plan for their ACU. Teams in each ACU identified current
challenges, constraints and strengths, and then defined the ways
in which their ACU needs to move in order to deliver on the six
priority areas.
It is the output of this focused, rich and extensive thinking and
reflection from our clinicians, clinician leaders and the broader
workforce, that represents the ‘guts’ of our strategic direction
and, critically, this is a direction that has been led and directed
by our people based on their insights from on the ground.
Building momentum to deliver on our objectives
If the art of strategic planning is about drawing together the
people and insights we need to anticipate and proactively
respond to current and future needs, then the art of
implementation is about removing the barriers to delivering on
what we know needs to happen.
One of the benefits of this process has been that the inclusive
and collaborative approach to creating the ACU strategic
plans preemptively removes barriers typically associated with
change. These strategic plans reflect the different, very distinct
directions for our ACUs, unified by a shared framework and
shared understanding. Consequently, the ACUs are able to
share a common language and collaborate on shared strategic
objectives, fostering a highly efficient stream-based service
structure that can accommodate patients with complex needs.
To support this approach, we have also explored a new
implementation approach focused on building momentum and
increasing our ability to deliver through collaboration:
•» Our plans are always a work in progress
The MSAMHS ACU strategic plan has been built as a
working document and reflects the changing needs of the
complex healthcare system in which it operates. As such,
the strategic objectives in each focus area and enabler
are sequenced according to timeframes which allow for
regular strategic directional changes that can often occur
in the MSAMHS healthcare environment. Accordingly, they
are ‘living’ documents and can add, remove or build new
strategic objectives at any point in the future.
•» We break the marathon into achievable sprints
So much can change so quickly in a complex system that
even the very best plans can rapidly become outdated
or irrelevant. So how can we set a meaningful direction
and then build our enthusiasm to deliver on the task in a
structured, yet still responsive way? As we explore in Part
3, part of the answer has been for each ACU to develop
individual 90-day ‘sprints’ that translate the ‘big picture’
goal into three month timelines with immediate, concrete
actions. This allows each ACU the ability to plan and
organise their daily service demands in conjunction with
their strategic actions. It also unifies each team around a
very constructive mindset: “Given everything we know right
now, and with a view to where we want to be, what is the
most constructive place for us to focus our efforts in the
next three months?”
Leading and managing in complex health environments
“Delivering outstanding health outcomes in a public health service is more than just complicated - it’s complex. This means we need leadership mindsets, systems and processes that can help all our people be effective in the face of that complexity.”
6 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 7
1. Focus on relationships—between people, wards, functions, facilities
2. Reinforce the people who are the integrators
3. Encourage negotiated autonomy
4. Increase the need for reciprocity
5. Help the team feel 'the shadow of the future'
Adapted from Kamensky (2011), Managing the Complicated vs. the Complex
Many great ideas never make it into our practice because the health system and all its interdependencies can seem too complex for any one individual or team to change 'how we do things around here'.
Based on the experience of hundreds of organisations in different industries, researchers from the IBM Centre for the Business of Government highlight five practices for leaders in complex environments looking to foster change and drive performance:
Part 1. Defining our whole-of-service strategic direction
Explores how each of the Metro South Hospital and Health Strategic Plan focus areas apply to MSAMHS overall and sets our key priorities as a service overall for the next 18 months, three years and five years.
Part 2. Building strategic alignment throughout the Service
Presents the cascaded strategic direction of each of our ten ACUs and two support units. These ‘living’ documents (which continue to be updated by our ACUs every few months) explore the challenges and opportunities facing each ACU, and how they will be addressed through structured objectives.
Part 3. From talk into action... Our first sprint
Provides a brief look at how the strategic plans are being actioned. To achieve this, the first iteration of the 90 day sprint plans for each MSAMHS ACU are presented in this section. These sprint plans articulate the actions that are required by each ACU to meet the strategic objectives that they have set.
How to read this document
MSAMHS vital statistics (2015/16)
266,454 clinical service contacts provided for the year across our community
1,372,461 predicted residents in Metro South by 2031
26,802 clinical hours delivered each month
1,102 full time equivalent staff members
$156 million expenditure
•» Delivering on our strategic direction is a non-
negotiable role of leadership
Finally, as a group we are increasingly recognising
that, far from being an optional ‘extra’, articulating
and delivering on a coherent strategic direction
is a core function of leadership. Organisations in
every sector are currently redefining what makes
for ‘performance’ and adapting their performance
systems to reflect this. MSAMHS is no different, and
so we have already begun the process of exploring
how our strategic direction can become a central
component of the team and individual discussions
we have at every layer of the service.
I started by observing what I have often heard in the
public sector: that traditional strategic planning can at
times seem like more of a chore than an opportunity -
developing a document to tick the box on our governance
requirements so we can ‘get back to doing the work’.
Here in MSAMHS, as part of the broader direction of Metro
South Hospital and Health Service, we are exploring a
very different approach: one that engages our people by
putting them at the very heart of how we set our strategic
direction, and then being prepared to review, redesign
and innovate our systems and processes to support our
people so that they can deliver on our shared aspirations.
The document in front of you draws together (at a moment
in time) the unified strategic direction of a group of highly
talented, engaged and effective clinicians and support
staff. It explores the challenges we see and our priorities
to address those in order to better meet the needs of the
patient. Within MSAMHS, we are very excited about our
strategic direction and what it can help us achieve for
our community. In sharing this, we hope that we can now
continue to partner with all of our stakeholders to bring it
to life. nKatie Eckersley
Director, Corporate Governance
“Given everything we know right now, and with a view to where we want to be, what is the most constructive place for us to focus our efforts in the next three months?”
8 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 9
1) Focus area 1: Clinical excellence and better healthcare solutions for patients through redesign and improvement, efficiency and quality
MSAMHS recognises that the services we are providing are currently at a national standard. As a strategic focus area, we are committed to challenging ourselves by setting the benchmark for healthcare services beyond national compliance levels. This focus area will be achieved through ensuring we provide effective processes and small scale, rapid-cycle improvements that can quickly translate ideas into tangible benefits.
10 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 11
Part 1 Defining our whole-of-service strategic direction
Translating the six Metro South HHS strategic focus areas into our own MSAMHS priorities
2) Focus area 2: Technology that supports best-practice, next-generation clinical care
As our community becomes more used to technology, MSAMHS has recognised the importance of integrating the rapid advances in clinical and business technology into our services. The technology that we are looking to utilise will enable us to provide faster, more accurate and reliable services to our patients with the goal of continuing to provide our services to a growing population.
3) Focus area 3: Improved health system integration
With the shifting population demographics and changes in community attitudes, MSAMHS is committed to ensuring that the appropriate care is provided to each MSAMHS patient through prevention, hospital avoidance and supported discharge/hospital in home.
4) Enabler 1: Funding and resource management
MSAMHS recognises the tension between the decreasing funding paths and the increasing requirement to do more without compromising quality and safety. We are looking for opportunities to create new processes, systems and roles that can best operationalise the future needs of the community with the resources available.
5) Enabler 2: Enabling and empowering our people
MSAMHS is proud to have a positive workplace environment that encourages professional growth and team development. We are committed to providing opportunities to enable and empower our people to reach clinical and organisational excellence.
6) Enabler 3: Ensuring the needs of our stakeholders influence all our efforts
The provision of excellent clinical services requires MSAMHS to continue to develop and build our relationships with our stakeholders. MSAMHS is committed to incorporating the needs of our stakeholders in our efforts as a service provider. Our objective is to further enhance the relationships with our stakeholders to maximise patient outcomes.
To learn more contact:[email protected]
MSAMHS Executive Leadership Committee Strategic Plan: Implementing our whole-of-service strategic prioritiesWhere we are now
Each ACU is unique with its own skill sets, expertise and patient needs. The diverse needs, challenges and opportunities across each ACU lead to competing priorities
MSAMHS objectives and priorities need to align with and build on the broader Metro South HHS strategic direction
Strong existing ways of working within each ACU
Our staff have diverse experience and a wide variety of skill sets Our staff are motivated and interested in the development of the
organisational capabilities of MSAMHS in order to maximise the clinical services that can be provided to MSAMHS patients
The MSAMHS broader workforce is equally interested in how a decision is being made as well as the outcome
Comprised of our ACU Clinical Directors/Deputy Directors and professional/technical stream leads, the role of the Executive Leadership Committee (ELC) is to outline the overall strategic direction for MSAMHS and lead its implementation. This involves identifying whole-of-service priorities and making trade-off decisions focused on the overall needs of the service and our patients in order to regularly monitor and improve the performance of MSAMHS services.
CHALLENGES FOR OUR SERVICE
Increasing demand (linked to increasing population), which will need to be met within constrained
budgets
Strong individual identity and pressures for each ACU as well
as a need to ensure overlaps and gaps between ACU services are
proactively identified and addressed
CONSIDERATIONS FOR OUR SERVICE STRENGTHS WE CAN LEVERAGE
What do we want to achieve
FOCUS AREA ❶Clinical excellence and better
healthcare solutions for patients through redesign and improvement, efficiency and
quality
1a. Clarify the scope of each ACU
in delivering on the patient journey to foster a shared
understanding of roles and
responsibilities
1b. Implement an agreed, clear
transition of care process,
escalation pathways and
delegationmatrix
1c. Agree on MSAMHS clinical documentation
and system utilisation standards
1d. Identify and document existing exemplar MSAMHS
models of care and examples of organisational
excellence
1e. Partner with universities
to establish a shared centre of
excellence to foster interdisciplinary
learning
1f. Apply the Clinical Services
Maturity Model to identify systems and leadership
practices tosupport service
excellence
1g. Partner with universities to
strengthen existing curriculum and
develop new programs focused on
building addiction and mental health
expertise
1h. Develop, implement and enhance models of care based on research
undertaken within the service, data on
MSAMHS performance and predicted
population trends
1i. Continued alignment with
the national mental
health plan (road map) and national drug
strategy
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
2a. Embed patient-led provision of
clinical information, collaboration and
feedback through the use of smart devices/
online survey tools etc.
2a. Create and build a shared MSAMHS
purpose and narrative across the workforce based on unified direction for
the service
3a. Develop andmaintain an MSAMHS
stakeholder engagement map to identify needs,
opportunities and capacity challenges across partnerships
3b. Refine our external
communication strategy
3c. Review and assess effectiveness of key partnerships
(from MSAMHS and stakeholder
perspective)
3a. Identify and commit to strategies in each ACU to support prevention, early intervention and/or primary
care through partnerships and engagement (e.g. with patients,
carers, GPs, primary care providers, NGOs, community at large)
1a. Establishment and integration of predictive data modelling systems to inform and measure both clinical/peer and corporate performance
2c. Develop 3-year MSAMHS information management plan to establish unified
mechanisms for data collection and access, improve data quality, enable evidence-driven
performance management and support strategically aligned decision-making around
capability, infrastructure and innovation
2d. Develop and implement
an inpatient services workforce capability plan (as a mission-critical
service)
3b. Model evidence-based clinical innovation by evaluating outcomes of programs (e.g. Logan Beaudesert Well-being
Program) against project goals and future needs
1b. Research and defineour population and
its changing needs toensure we can influence
funding discussionsappropriately
2d. Develop 3-year MSAMHS technology implementation plan, aligned to Metro South
objectives, focused on streamlining and improving
clinical care and organisational support
2c. Develop and commence a tailored leadership
development program based on MSAMHS performance
standards and Clinical Services Maturity Model (role
clarity, leadership skills, performance management)
3c. Adopt a workable model to
identify how all components of care
add value to the patient journey and promote a shared
understanding of value
3d. Demonstrated delivery against
ACU and MSAMHS strategic goals
(reflected in the ACU strategic
plans)
3e. Review and improve integration
between clinical needs and how we
train our staff
1c. Develop innovative ways to respond
to currently unmet population needs
1d. Be recognised for delivering ‘best-
practice’ clinical and corporate deliverables
through innovative processes and data solutions within all available resources
2e. Provide information literacy support for
senior leaders to lead engagement of the
workforce in information and
evidence-based decision-making
2f. Engage and support digital
hospital roll-out for Metro South
2g. Implementation
of MSAMHS technology and
information management
plans
2e. Develop an MSAMHS marketing strategy to improve
recruitment, patient/carer/community
awareness, and staff and stakeholder
engagement
2f. Comprehensively embed defined
MSAMHS pathways and Performance Standards in all
service and workforce documentation
2g. Develop a service-wide capability
framework to map existing capability
against current and foreseeable therapeutic
needs (learning and development)
FOCUS AREA ❸Improved health system
integration
ENABLER ❶Funding and resource
management
ENABLER ❷Enabling and empowering
our people
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
Obstacles to cohesion and communication across a
geographically diverse set of sites
Clinical use of technology has historically not been a focus
Ageing workforce and limited professional development pathways
mean we do not always have easy access to the skills we need
2b. Apply technology to reduce
duplication of assessment
2b. Develop high-level workforce
plan to support a response to changingemployment trends, clinical needs and the needs of our
workforce
Be recognised as an employer of choice based on international standards in advanced research, clinical practice and organisational support
Achievement of MAGNET designation or equivalent
Demonstrated international leadership in defining addiction and mental health best-practice (through publications, presentations etc.)
Metro South Addiction and Mental Health brand to represent excellence in healthcare
Demonstrable excellence in health information management across the workforce
Lead the use of technology in patient engagement and treatment and corporate activity and performance
World best-practice and improved health of our population
Staff fully aligned and engaged with practice principles
Research, influence and define care and funding models
All staff working to full scope of evidence-informed practice
Leaders equipped and empowered to deliver best-practice (including strategically aligned leaders at all levels)
MSAMHS training institute/partnerships recognised as leaders in education
Best-practice Australia results better than equivalent organisations, with a trackable ‘culture of ambition’
Consolidated, seamless engagement with stakeholders (including primary healthcare agencies/NGOs/community health organisations etc.)
Service aligned and responsive to changing population needs
What we want to do over the next three yearsJanuary – March 2016 18 month priorities 3-5 year priorities
Jan - Mar 2016 18 month priorities 3-5 year priorities
18 month priorities
3-5 year priorities
3-5 year priorities18 month priorities
18 month priorities
18 month priorities
18 month priorities
Jan - Mar 2016
Jan - Mar 2016
18 month priorities
3-5 year priorities
3-5 year priorities
3-5 year priorities
OUR VISION/PURPOSE
12 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 13
14 | MSAMHS Strategic Plan 2015 - 2020 DRAFT FOR DISCUSSION | 15
Metro South HHS
MSAMHS Executive Leadership Committee Plan (pg. 12)
Part 2 Building strategic alignment throughout the Service
How each plan fits into the broader strategic direction
Addiction Services ACU
(pg. 16)To learn more contact:[email protected]
Deliver ongoing clinical excellence: Become recognised as a specialist care and training
centre Proactive in adopting therapies Efforts focused on developing benchmark level ser-
vices Partnering with other ACUs to deliver a seamless
patient experience
Harness technology to support our sector: Improve ease and use of clinical service management
through streamlined clinical data bases
Encourage stronger service options through the utilisation of computer-based interventions
Drive patient-focused care across the sector: Improve patient experience through improved service
navigation support Develop and amplify current collaboration with exter-
nal service providers to provide an increased patient-focused service
Build community capacity and support prevention of drug and alcohol issues through partnerships
Maximise resource availability: Establish consistent service location options for
increased service consistency
Addiction Services Academic Clinical Unit: Improving our serviceWhere we are now What we want to do over the next three years
September – November 2015 18 month priorities 3-5 year priorities
Ad hoc clinical space available for ACU services The importance of addiction in the patient care process is not fully realised by other
ACUs Constrained resources available to Addictions ACU Opiate replacement model could be improved
Addictions ACU staff have a strong ability to solve problems to best support the patient
Service innovation Strong links to other ACUs Robust relationships with participating GPs The prevention team Recent successes: group-based therapies
The Addiction Services Academic Clinical Unit (ACU) provides a specialist service, within a harm-minimisation policy with a no-wrong-door philosophy. Individuals directly or indirectly affected by their own or another’s alcohol and/or drug use can access a comprehensive alcohol and drug assessment and a range of specialist interventions.
CHALLENGES FOR OUR SERVICE
With a total of 52 FTE staff in the Addictions ACU, we are committed
to providing support across the service within a constrained set of
resources
The stigma (and often legal implications) of addictions
complicates effective partnerships to support the recovery journey
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
What we want to achieve
1a. Define and pilot
a model of service for outpatient withdrawal
1b. Build effective working care models that include
our stakeholders (e.g. Other ACUs, NGOs, other
government providers)
1c. Develop consistent processes
across sites
1d. Consolidate the current work
in our ACU to be a state-wide exemplar (e.g.
ATOPS)
1e. Identify research and publication
opportunities
1f. Identify national and international benchmarks
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
2a. Champion unified data
systems
2c. Develop and trial a telehealth service (e.g.
Beaudesert, Southern Bay Islands)
2d. Develop a technology
skills plan
FOCUS AREA ❸Improved health system
integration
ENABLER ❶Funding and resource
management
ENABLER ❷Enabling and empowering
our people
3a. Define and refine the AOD sector framework
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
Sep – Nov 2015
18 month priorities
18 month priorities
3-5 year priorities
3-5 year priorities18 month priorities
Sep – Nov 2015
Sep – Nov 2015
Sep – Nov 2015
3-5 year priorities
18 month priorities
18 month priorities 3-5 year priorities
3-5 year priorities
There are currently limited opportunities for the service to provide
specialist training to junior staff
Providing a seamless service to patients will depend on maintaining
and deepening our collaboration with stakeholders (e.g. GPs, NGOs,
other ACUs)
There are many opportunities to expand our ability to support
patients and the broader community through more effective partnerships
2a. Support the MSAMHS Therapy Ca-pability and Practice Framework scoping
exercise
2b. Provide impact awareness of
addiction in the broader field of mental health
2c. Embed Trainee Nurse and Nurse
Practitioner positions within
our services
2d. Engage workforce to build
team-based resilience
2e. Provide training
based on agreed service needs
1a. Improve our partnerships with
other ACUs
1b. Partner with other ACUs to increase reliable access to clinical space
1c. Ongoing advocacy for
service funding at state level
3a. Endorse our core business as a specialist service
3b. Expand GP shared care models and
community pharmacy education
3c. Develop a partnership and
engagement process for GPs (GP champions)
3d. Partner with RAS ACU to embed nurse navigator
positions in EDs
3e. Develop QEII, Beaudesert and
Southern Bay Islands service
strategy
2b. Identify opportunities to use tech-based interventions (e.g.
partner with universities for web- based interventions)
3b. Develop a communication plan
for key stakeholders
3c. Engage stakeholders to collaborate and support care outcomes (e.g. Indigenous,
youth, homeless, CALD*, LGBTI*)
*Cultural and Linguistically Diverse *Lesbian, Gay, Bisexual, Transgender and/or Intersex
Accelerating service recognition of addiction: Provide guidance in measuring the capability of our
clinicians in the context of therapies within our ACU Focus on building awareness of staff developed thera-
peutic specialties Build the external understanding of the importance of
addiction in mental health Foster two-way learning with all our stakeholders
Provide comprehensive support for stakeholders:
Partnering with stakeholders to develop state-wide addiction care services
2f. Develop a university student
engagement approach
2g. Support leadership
skill development throughout
the ACU
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
14 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 15
Consultation Liaison ACU(pg. 20)
Consultation Liaison Psychiatry Services Academic Clinical Unit: Improving our serviceWhere we are now
Having a global view of the patient journey means that the work to be done changes at an individual case level and requires an understanding of medical systems and how they work
Staff attrition has a major impact on the small teams Current transition of care processes delay patient flow and create inefficiencies The need for senior staffing levels results in limited opportunities for professional
progression within the ACU for key specialties (e.g. Nursing, medicine and psychology) Limited CLPS developmental pathway for nurses prior to joining the ACU
Staffing provides reliable, consistent and sustainable care across each week and over the longer-term
Agile team who is open and able to adapt quickly to change Diversity of work environment that fosters ongoing learning and engagement
with other ACUs Strong location-based relationships All referrals have access to a consultant triage service Diverse practice experience of the individual team members Consistent motivated culture of learning and development within the CLPS unit
Consultation Liaison Psychiatry Services (CLPS) Academic Clinical Unit (ACU) is made up of specialised mental health teams that provide comprehensive mental health expertise, by diagnostic management and referral advice and interventions to adult inpatients of general hospitals who are suffering from a mental health illness or a psychological distress.
The CLPS team link patients into ongoing mental healthcare once discharged from ongoing care from hospital. Through continued liaison with medical teams, we assist the teams to develop skills and knowledge to manage the patients mental health or distress.
CHALLENGES FOR OUR SERVICE
Creation and maintenance of working liaison relationships with
inpatient referring medical services
Current patient flow from medical to psychiatric units can
limit the patient flow, resulting in some risk to the continuity of care
of the patient
Large breadth of presentations requires a wide
knowledge-base
Maintaining continuity of mental healthcare in changing and
nuanced contexts
Patient flow between parts of the service can result in delays
which impact on specialised treatment services
Large number of campuses spread across a large
geographical space
Duplication of record keeping between traditional paper-based methods and online databases
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
What we want to achieveNovember 2015 – January 2016 18 month priorities 3-5 year priorities
1a. Collaborate with other ACUs to simplify handover process and
improve the patient journey
1b. Identify opportunities
to improve CLPS collaboration with
other ACUs
1c. Pilot a program to increase both the medical
and psychiatric involvement of registrars across Redlands
inpatient medical and psychiatric unit
FOCUS AREA❷Technology that supports
best-practice, next- generation clinical care
2a. Identify ways to further integrate IEMR/CIMHA interface, to improve
quality and efficiency of data (particularly as it relates to risk
assessments and summaries of care)
3a. Define realistic information standards for handover of care (e.g. to other providers of private
community psychiatric care)
1a. Refine the process to review,
change and maximise where resources are allocated based on
need
2a. Continue the quality improvement process for the registrar training experience
in CLPS at both basic and senior training levels
3a. Utilise the findings of the
referrers survey to influence quality
improvement projects
3b. Collaborate with other ACUs to enhance our engagement
approach with GPs
3c. Develop improvement
strategies based on the referrers
survey
2b. Review and refine the liaison skills for effective assistance with working with
medical teams and for clinician development
2c. Build a pathway for nursing development (e.g. mentorship
and supervision) and promotion opportunities (e.g. rotating RN traineeship(s) and succession
training)
1b. Develop proactive ways to look for funding (e.g. fee-based
structures for service expansion) that doesn’t compromise quality
and continuity of care
1c. Continue to build on representing funding and capacity implications of
the need for medical bed increases
3b. Identify and link appropriate care
options for patients
3c. Consult with other medical teams to increase
public awareness of healthy mental strategies
2b. Look at opportunities to increase access to and use of technology to maximise
clinical service time
2c. Investigate the potential use of videolink in less
accessible parts of the ACU
FOCUS AREA❸Improved health
system integration
ENABLER ❶Resource management
and system planning and integration
ENABLER ❷Enabling and empowering
our people
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
To learn more contact:[email protected]
Deliver ongoing clinical excellence by: Creating a culture of continuous improvement Reducing duplication of record keeping Simplifying the patient journey and maintaining a
continuity of care Maximising continuity of care and patient
outcomes
Use technology to: Reduce our travel time to do assessments and Address current system inefficiencies relating to
duplication and recording of assessments and collection of primary data
Improve our services through consistent technology use
Increase our service effectiveness by: Building and strengthening key relationships across
MSAMHS that enable efficient and high quality patient care
Supporting our patients through increased stakeholder information provision
Make the best use of our available resources by: Collaborating with other ACUs to promote efficient
use and sharing of assets to deliver appropriate clinical services
Supporting ACU development through effective partnerships
Ensure the sustainability of our workforce by: Becoming a centre for excellence in training across
all disciplines Increasing our ability to constructively manage risk
in clinical decision-making
Strengthen relationship with community and internal stakeholders to increase efficiency and improve
continuity of care and patient journey
What we want to do over the next three years
18 month prioritiesNov 2015– Jan 2016
18 month priorities 3-5 year priorities
18 month priorities 3-5 year priorities
18 month priorities
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality 18 month priorities
Nov 2015– Jan 2016
Nov 2015– Jan 2016
Nov 2015– Jan 2016
Nov 2015– Jan 2016
Nov 2015– Jan 2016
OUR VISION/PURPOSE
18 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 19
Corporate Governance Team (pg. 38)
To learn more contact:MSMHS_CorporateGovernance@
health.qld.gov.au
Promote a culture of excellence by: Supporting a culture of learning and customer focus Effective and efficient process support
Assist outstanding outcomes by: Maximising available resources through more
efficient processes Standardising technology use across sites Facilitating technology literacy and use throughout
MSAMHS
Provide clear service integration pathways through:
Clearer and more consistent information sharing Strong and collaborative relationships with stakeholders Facilitating information benchmarking and process
standards
Creating a culture of accountability and awareness:
Maximise the use of collected service data and information
Building stakeholder awareness of MSAMHS service impacts across the broader healthcare sector
Provide workplace of choice: Focus on opportunities to build capability and career
progression Share a collective purpose
Support service integration with stakeholders: Partner with stakeholders to build service capability
and shared direction
Corporate Governance Team: Improving our serviceWhere we are now
January - March 2016 6 month priorities 18 month priorities 3-5 year priorities
The Corporate Governance Team enables ACUs to focus on delivering outstanding patient care by providing process support and content expertise. We are committed to supporting the Service to advance its strategic objectives through innovation, whilst ensuring corporate and legislative compliance.
CHALLENGES FOR OUR SERVICE
Delivering on our strategic objectives while continuing to meet the
expectations of the Service and managing a transactional workload
(becoming more proactive rather than reactive)
Corporate Governance must often rely on internal and external partners
to deliver aspects of our support services. Sometimes their priorities,
capacity and/or processes restrict our ability to deliver
Creating and maintaining innovative knowledge sharing networks
Supporting teamwork and consistency of service provision across a large
geographic space
Maximising the use of technology to streamline and measure
service needs
Managing customer expectations and providing clarity around the role and
responsibilities of Corporate Governance
Truly understanding our customers’ needs and expectations so we can
deliver an outstanding service
What we want to achieve
1a. Identify tools to measure, benchmark and optimise the
Corporate Governance customers’ experience
1b. Develop and implement a Corporate Governance
Customer Service Strategy that meets the needs and
expectations of Metro South HHS and MSAMHS
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
2a. Develop and implement a Corporate Governance
Customer Service Strategy that meets the needs and expectations of Metro South HHS and MSAMHS
FOCUS AREA ❸Improved health
system integration
ENABLER ❶Resource management
and system planning and integration
ENABLER ❷Enabling and empowering
our people
3a. Maximise existing communication
resources
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
Jan – Mar 2016
6 month priorities 18 month priorities
6 month priorities
6 month priorities
18 month priorities 3-5 year priorities6 month priorities
Jan – Mar 2016
Jan – Mar 2016
Jan – Mar 2016
6 month priorities
6 month priorities
2a. Coordinate
the distribution of BPA 2015
survey results
2b. Facilitate the
development of MSAMHS
strategic workforce
plan
2c. Establish a ‘Performance
Pipeline’ leadership
development program within
MSAMHS
2d. Collaborate
with ACUs to embed robust and effective recruitment processes
1a. Develop a process to provide financial forecasting at the cost
centre level, and processes to assess economic value of services
1b. Work with relevant
stakeholders to maximise own source
revenue
3a. Support the development of data
warehouse as a central data point for
our service
3b. Develop and implement a Corporate Governance
Customer Service Strategy that meets the needs and
expectations of Metro South HHS and MSAMHS
2b. Support the development of corporate
technology literacy across MSAMHS through training and education
3b. Develop and implement a Corporate Governance Customer
Service Strategy
1c. Maintain a robust budget process to ensure
appropriate resourcing for clinical care
2e. Establish a Corporate Governance onboarding
program
2f. Coordinate MSAMHS
response to BPA 2015
survey results, including an action plan
2g. Establish a system for recognising
and rewarding staff
service and achievements
2h. Maximise the use of
technology and multi-media to support
learning and communication
2i. Increase Corporate
Governance capability
throughout MSAMHS
Resource allocation is not expected to increase despite noted growth in the population and community expectations
Our strategy needs to reflect the complex and complicated nature of the systems within which we work
Getting things done in a complex environment depends on our ability to build and main-tain relationships
Many processes within our organisation are mandated and beyond our scope of influence
Current processes are already supporting a high standard of service compared to other organisations
The skillsets and collective knowledge of the team has led to flexible and effective service delivery
Our team is passionate and has a positive outlook to the future Collectively, there is a strong sense of team support and trust within
Corporate Governance We share a common desire and commitment to achieving excellence
CONSIDERATIONS FOR OUR TEAM TEAM STRENGTHS TO LEVERAGE
What we want to do over the next three years
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
36 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 37
Mood ACU(pg. 24)
Mood Academic Clinical Unit: Improving our service
Where we are now What we want to do over the next three years
Significant transformation has occurred leading to a level of change fatigue
To deliver our services for all of our consumers means balancing immediate service demands against our role to provide care at multiple stages of the recovery journey
High capability for delivery of diverse therapies Innovative team Our services are research-oriented Cross-site collaboration
The Mood Academic Clinical Unit (ACU) provides specialist intervention for adults with severe and complex mood disorders living in the community. We are committed to excellence in innovation, incorporating recovery principles into service delivery culture and practice for our consumers.
CHALLENGES FOR OUR SERVICE
Meeting the needs of both high-prevalence disorders and a diverse
range of less typical presentations is challenging with a constrained set of
resources
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
What we want to achieve18 month priorities 3-5 year priorities
1a. Develop consumer
orientation tools to establish clear service
expectations (e.g. duration frequency
etc.)
1b. Streamline and improve impact
of key clinical and organisational
processes
1c. Define our core model of
care
1d. Clarify Mood ACU guidelines
around clinical
pathways
1e. Collaborate with other ACUs to define robust partnership models (e.g. RAS,
Psychosis, Inpatient)
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
2a. Identify and trial
technology that can support
collaboration across sites
2b. Develop more efficient
clinical documentation
processes
2c. Trial processes to
support clinical documentation
in the field
FOCUS AREA ❸Improved health system
integration
3a. Build partnerships with
primary carers (e.g. GPs,
specialists)
3b. Develop tools and processes to support implementation of a
shared care model for Mood ACU
3c. Partner with universities and other centres of excellence to deliver
research opportunities, as well as evidence-based education and
treatment
ENABLER ❶Funding and resource
management
1a. Pilot opportunities to reduce the impact of non-
clinical duties on clinical staff
1b. Enabling staff to work to their full scope of
practice (and reduce inefficiencies in clinical
care to support this)
1c. Clearly define and meet service
expectations (KPIs) for Mood ACU roles
ENABLER ❷Enabling and empowering
our people
2a. Establish effective supervision
processes to support service
deliverables
2b. Embed a process to diversify ACU
treatment interven-tions to meet consumer needs and service goals
2c. Apply the Therapeutic Capability Framework
2d. Define our orientation process for
new staff to support the model of service
2e. Support appropriate clinical decision-making at all levels of service with an emphasis
on clinical risk management
2f. Continue to provide
opportunities to share education
across sites
ENABLER ❸Ensuring the needs of our stakeholders influence all
our efforts
3a. Develop and implement new or existing strategies to
utilise consumer feedback and improve service delivery
3b. Actively partner with ACUs to build shared understanding of
each model of service to support better consumer outcomes
3c. Partner with other ACUs to develop processes that enable
diagnostic and treatment clarity for ambiguous presentations
3d. Build a process map to reduce any service
overlaps or gaps with other service
providers
To learn more contact:[email protected]
Deliver ongoing clinical excellence: Empower consumers to meet recovery goals through
clear expectations, and safe and effective care in ways that meet their needs
Effective and streamlined procedures to support consumer needs
A consistent consumer experience across all sites
Develop service support through technology: Efficient use of streamlined data input to
maximise face-to-face service time Improve technology and data awareness to increase
service performance Promote a technology aware culture
Provide preventative support services: Sharing our expertise with primary carers (e.g.
GPs) as a consultation service to improve consumer outcomes
Support our consumers to reintegrate into the community in partnership with primary care and
specialist providers
To deliver the best consumer outcomes we need to enable our
clinicians to work to their full scope of practice
As each ACU matures, there is a need to identify overlaps and any gaps in
service provision
Clinical use of technology has historically not been a focus
Promote a culture of organisational accountability and effectiveness:
Maximise available resources with the goal of increasing staff support and consumer outcomes
Effective and supportive supervision and professional collaboration
Provide a safe and supportive workplace: Focus on service opportunities through personal
interests Support cross-site consistency Develop processes to assist staff to deliver services
Provide comprehensive support for stakeholders: Partnering with other ACUs and other services to
amplify service integration opportunities
There is strong demand for partnerships and support for
primary care
Our formal channels for consumer feedback within the ACU
are currently limited
2d. Identify and pilot
tech-based clinical
interventions
2e. Undertake research projects
to embed tech-based
interventions
2f. Build staff data and
technology literacy
2g. Support the
transition to ‘paper-
lite’ service delivery system
2h. Partner with other ACUs
to implement tele-health from remote service
areas
November 2015 – January 2016
18 month priorities
Nov 2015 – Jan 2016
18 month priorities 3-5 year priorities
3-5 year priorities18 month priorities
3-5 year priorities18 month priorities
18 month priorities 3-5 year priorities
18 month priorities 3-5 year priorities
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
Nov 2015 – Jan 2016
Nov 2015 – Jan 2016
Nov 2015 – Jan 2016
22 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 23
Psychosis ACU(pg. 28)
To learn more contact:[email protected]
Deliver clinical excellence by: Applying the Patient Needs Framework to shape
service delivery Optimising the management and use of
pharmacological treatments Delivering evidence-based bio-psycho-social therapies
Use technology to: Enhance the quality of service delivery Maximise the use of available resources
Promote a successful community transition by increasing effective working relationships with key stakeholders
Maximise available resources by: Optimising clinician time Optimising the use of alternative funding
opportunities
Support workforce excellence by: Increasing staff skill development pathways Increasing awareness of workforce needs
Develop consistent information and engagement channels with both internal and external stakeholders
Psychosis Academic Clinical Unit: Improving our service
The patient journey for a patient with psychosis spans across multiple ACUs that may impact on how we deliver our care
With high demand for our services, we need to ensure we support each other and foster longevity and resilience in each of our teams
Increasing need to deliver effective services to patients with complex needs (i.e. dual diagnosis, forensic provisions)
Initiation of the National Disability Initiative Scheme
Diversity and depth of therapeutic experience amongst our clinicians and support staff
Workforce committed to delivering excellence A range of leadership strengths across different sites and roles Openness throughout the ACU to change and innovation focused on
improving outcomes Strong internal networking relationships across sites Information transparency providing alignment and uniformity across site
The Psychosis Academic Clinical Unit (ACU) provides specialist assessment and treatment for patients between 18-65 years of age who experience psychosis. Community and inpatient services are available according to patient and family needs on assessment. Contemporary evidenced-based interventions are delivered either by a structured program or through care coordination.
CHALLENGES FOR OUR SERVICE
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
Nov 2015 – Jan 2016
18 month priorities 3-5 year priorities
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
FOCUS AREA ❸Population health and well-
being
ENABLER ❶Funding and resource
management
ENABLER ❷Enabling and empowering
our people
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
Best-practice national and international models need to be adapted to reflect our patients’
bio-psycho-social needs
Accurate diagnosis and placement of care (referrals) is reliant on strong and effective
working relationships
Providing clinical services for increasing numbers of patients
with complex needs (intellectual impairment and illicit drug use)
To be effective, our service needs to support individual recovery
approaches tailored to the needs of the patient
As a larger ACU with a broad set of referral criteria, we are
constantly challenged to find new ways to deliver better outcomes
within constrained resources
The processes of measuring KPIs and collecting data to enhance
patient outcomes
18 month priorities
18 month priorities
18 month priorities
18 month priorities
2a. Implement pilot of virtual
clinics
18 month priorities
3a. Continue to support the MSAMHS communication strategy
plan with other internal and external stakeholders (e.g.
ACUs and NGOs)
18 month priorities
1a. Develop the MSAMHS Psychosis Patient Needs
Framework (CNF) to guide assessment and intervention planning
1b. Implement clinical assessment tools
aligned to CNF based on bio-psycho-social
model
1c. Rate existing patients against
CNF
1d. Implement CNF and
undertake clinical review
of results
1e. Update our model of care to reflect
validated approaches (including refined
CNF)
1f. Partner with universities to develop
professional qualifications
based on specific therapies
2b. Complete and evaluate pilot of
virtual clinics (MOVI)
2c. Develop an integrated database to support
documentation and data-tracking based on CNF
2d. Apply technology to enhance documentation of patient care (e.g.
tablets)
3a. Explore opportunities to enhance relationships and engagement
strategies with NGOs, GPs and other key partners to support timely, focused,
transition of care
3b. Develop a consistent
management system for Clozapine
3c. Expand the use of the ‘step-up-step-down’ model of care for better
utilisation of resources
1a. Identify opportunities to reduce travel time for clinicians
(e.g. through application of technology)
1b. Identify and leverage alternative funding and revenue
streams (e.g Tele-health, specialist clinics)
2a. Assist in the development of
MSAMHS Therapy Capability Framework
2b. Assist in mapping and review of
workforce allocation
2c. Identify therapy capability gaps and
develop a bridging plan
2d. Provide support for team
development and team-based
resilience
2e. Develop an ACU workforce plan (e.g. skill mix and specialty clinics)
Where we are now What we want to do over the next three years What we want to achieveNovember 2015 – January 2016
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
Nov 2015 – Jan 2016
Nov 2015 – Jan 2016
Nov 2015 – Jan 2016
Nov 2015 – Jan 2016
26 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 27
Rehabilitation ACU(pg. 30)
Rehabilitation Academic Clinical Unit: Improving our serviceWhere we are now What we want to do over the next three years
Need for ongoing proactivity to encourage referrals by teams across MSAMHS at the most appropriate stage in the consumer journey
Many mental health consumers do not have safe, stable accommodation and income which is a prerequisite to engage in effective rehabilitation
A complex network of external partners and stakeholders Many current service metrics relevant to activities are related to output rather than
consumer outcomes and may not capture the full range of rehabilitation services we provide Identifying and managing quality data to inform practice is an ongoing challenge
Highly motivated team passionate about rehabilitation Significantinterestinlearningnewwaystoimproveconsumeroutcomes Passion and capability for internationally leading research Strong existing leadership and a compelling vision within our service Strong links with other rehabilitation services that can help inform our
practice (including e.g. our models of service) Clear models of service focusing our care
The Rehabilitation Academic Clinical Unit (ACU) aims to be a world class Mental Health Rehabilitation Service that consumers want to engage with and that other services want to emulate. We achieve this through providing specialised evidence-based recovery-orientated rehabilitation services.
CHALLENGES FOR OUR SERVICE
Embracing the complex individual needs of consumers is
fundamental to providing an effective rehabilitation service for the whole of
MSAMHS
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
What we want to achieve18 month priorities 3-5 year priorities
1a. Contribute to the development
and implementation of the state-wide
models of service for rehabilitation
1b. Introduce an agreed triage and review process for
the ACU focused on continuous
improvement and best-practice
1c. Develop personalised care pathways focused
on maximising consumer choice
and autonomy
1d. Research and evaluate service
components to inform robust service delivery
1e. Inform the national and international
benchmarks for excellence in clinical
mental health rehabilitation
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
2a. Develop a strategic plan to trial the integration of
technology into the delivery of rehabilitation services
2b. Undertake training tobridgeidentified
technological skills gaps
2c. Research and evaluate the use of technology in
the delivery of rehabilitation services
FOCUS AREA ❸Improved health system
integration
3a. Memorandum of understanding
with housing provider(s)
3b. Proactively build stronger relationships with the mental health
community support sector and other external
primary care providers
3d. Review individual consumer needs and develop processes to
support integrated multi-sector care plans
3c. Maintain our engagement with GPs and private
psychiatrists
3e. Develop clinical decision-making
frameworks to guide integrated care plan
development
ENABLER ❶Resource management,
system planning and implementation
1a. Support key team members to develop
skills in costing resource needs (present/future
needs)
1b. See also Focus Area 1c.
1c. Develop process by which all staff become
responsible for the development, monitoring and escalation of resource
needs
1d. Applying implementation
research principles to dissemination of key innovations and
initiatives
1e. Build capability to support effective
partnerships
ENABLER ❷Enabling and empowering
our people
2a. Establish concurrent training for staff to align with a recovery-oriented paradigm of care
2b. Build development pathways for
leaders (both present and future) within the
ACU
2c. Promote collaboration and communication within the ACU
2d. Regularly monitor the capability of staff in response
to staff movements and developments in the ACU and in mental healthcare
delivery more broadly
2e. Proactively source and provide training
to upskill our staff and enable full scope of practice in mental health rehabilitation
ENABLER ❸Ensuring the needs of
stakeholders influence all our efforts
3a. Develop formal mechanisms to
ensure consumer and carer opinions are heard and valued
3b. Identify key stakeholders (both inside and outside the service)
and develop effective working relationships to accommodate service provision in a complex
environment
3c. Seek opportunities via formal joint meetings/conferences and informal
occasions to collaborate with stakeholders on
rehabilitation services
3d. Document and share
examples of success
To learn more contact:[email protected]
Deliver ongoing clinical excellence by: Maximising appropriate referrals by ‘pulling’ (rather than
waiting for the consumer to be referred) Continuing to develop and refine the Peer Support Worker
Integrated Model of Care Embedding evaluation of service provision as core business Develop research capacity
Build our technology literacy so we can: Leverage technology to increase access and effectiveness
and efficiency of rehabilitation care Leverage technology to increase generalisation and
maintenance of skill acquired in the Rehabilitation ACU Develop models of care then enable the systematic
implementation and evaluation of technology into care delivery
Increase our service effectiveness by: Becoming a triage point for rehabilitation services Build our team’s ability to identify the best needs of
‘the consumer of today’ Partnering well to reduce duplication and increase
efficiency of service delivery Research on best-practice
OUR VISION/PURPOSE
Enhancing the rehabilitation outcomes of consumers within the service both through direct service delivery and
through consultation with other ACUs is core to our role
When well managed, successful rehabilitation has an essential role in reducing sector-wide healthcare
costs
Deepening our relationships with other ACUs will rely on a series of
conversations to establish a shared understanding of how rehabilitation
fitsintotheconsumerjourney
Historical models of care (restricted to symptom management alone) do not alwaysfullyreflectconsumerneedsor
best-practice in the context of constrained resources
Make the best use of our available resources by: Adopting proven strategies from other healthcare
facilities Work with the relevant stakeholders to ensure that the
right support is available to the consumer at the right time and referrals are timely
Ensure the sustainability of our workforce by: Providing the training and support that
accurately matches the skills required to define inter-national benchmarks in mental health rehabilitation
Work with staff and consumers to establish effective consumer support and flow
Ensure that we regularly obtain feedback from service users to guide service development:
Become a benchmark rehabilitation service as judged by consumers, other clinicians, other mental health services and within the non-government sector
Our ability to provide outstanding care will require an ongoing iterative review of how we deliver our services
and a commitment to embedding evaluation and research
18 month priorities
18 month priorities
18 month priorities
18 month priorities
18 month priorities
18 month priorities
3-5 year priorities
3-5 year priorities
3-5 year priorities
3-5 year priorities
Dec 2015 - Feb 2016
Dec 2015 - Feb 2016
Dec 2015 - Jan 2016
Dec 2015 - Jan 2016
Dec 2015 - Jan 2016
December 2015 – January 2016
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
28 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 29
Child and Youth ACU(pg. 18) To learn more contact:
Deliver ongoing clinical excellence: Efforts focused on high-value interventions Partnering with ACUs and other service providers to
deliver a seamless consumer experience Development, evaluation and implementation of
new models of care
Incrementally build technology literacy: Enable meaningful clinical service management
through the effective use of clinical data Encourage stronger internal collaboration
through internal communication
Drive consumer-focused care across the sector:
Consumer-focused interagency collaboration Early intervention for high risk families Sharing of our organisational models of
excellence
Promote a culture of organisational accountability and effectiveness:
Earned autonomy for financial and budget decision-making in partnership with MSAMHS executive
Become an employer of choice in child and youth mental health services:
Stronger clinical and leadership capability Refine systems and processes to support staff Increased interest in working in Child and Youth
mental health based on new technologies, flexible hours and complex, rewarding work
Strong partnerships with stakeholders: Partnering with Paediatric services, primary health
sector, NGOs, other agencies and carers to provide comprehensive support for child and youth consumers
Streamlined consumer and carer journey Become an exemplar service in the area of youth
mental health promotion in collaboration with our NGO partners
Improved youth mental health literacy and reduced stigma
Child and Youth Academic Clinical Unit: Improving our serviceWhere we are now What we want to do over the next three years
October – December 2015 18 month priorities 3-5 year priorities
The Child and Youth Academic Clinical Unit (ACU) is the specialised child and youth (C&Y) mental health service within Metro South Addiction and Mental Health Services. We provide a comprehensive response to the needs of infants, children and young people with mental health problems or mental disorders and their families/carers in the community.
CHALLENGES FOR OUR SERVICE
Meeting the needs of high-risk, difficult-to-engage youth with
alternatives to hospitalisation
ACU STRENGTHS WE CAN LEVERAGECONSIDERATIONS FOR OUR ACU Skillful and loyal team with experience in a diverse range of traditional and
contemporary therapeutic modalities Openness to innovation and new ways of working Highly capable team - and professional leads Strong links to key agencies (e.g. Department of Communities) Relationships with universities and enthusiasm of students Focus on evidence-based therapeutic interventions Strong internal networks and relationships
Legacy of historical silos means that we have very different core skills, resources and ways of working across sites
Need to bridge ACU silos and promote stronger collaboration Efforts are currently diffused across multiple service offerings Opportunity to improve consistency and quality of clinical data
recording Constrained resources for the foreseeable future
What we want to achieve
1a. Define target population and most suitable model for proposed C&Y ACU
day program
1b. Review recently piloted therapies and (where appropriate)
embed into our model of service and professional development
framework
1c. Engage adult ACUs to define best-practice
transition of care for high-risk youth with chronic conditions
1d. Explore capacity for sustainability incorporating youth assertive outreach as part of the
model of care across Metro South
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
2a. Build staff data literacy and knowledge management practices to enable more effective planning
to meet population needs
FOCUS AREA ❸Improved health system
integration
ENABLER ❶Funding and resource
management
ENABLER ❷Enabling and empowering
our people
3a. Implement and evaluate C&Y ACU
Consumer and Carer Engagement
Strategic Plan
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
Oct – Dec 2015
Oct – Dec 2015 18 month priorities
18 month priorities
18 month priorities
18 month priorities
Oct – Dec 2015
Oct – Dec 2015
Oct – Dec 2015
Oct – Dec 2015
3-5 year priorities
18 month priorities
18 month priorities 3-5 year priorities
Meeting the needs of high-risk youth with chronic conditions transitioning
to adult services
Developing collaborative, integrated models of care for youth at risk of
‘falling through the cracks’ between Child Youth Mental Health and
Paediatric services (e.g. complex developmental disorders, eating
disorders)
The ability to advocate for and encourage systemic approaches
to care will require stronger relationships with Adult ACUs and
other providers
Support services for at-risk child and youth consumers (and their
networks) are currently fragmented across multiple
government agencies and NGOs
With a growing and geographically diverse population, we need to find
new ways to sustain intensive support for complex needs within our existing
resources
2a. Map existing capability and identify training and supervision
opportunities for broadly-applicable, evidence-based
therapies
2b. Define our ACU leadership principles to balance consistency and
transparency across sites, with local flexibility and
empowerment
2c. Enhance workforce clinical data literacy and
capability in relation to both key performance indicators and
diagnostic assessment tools
2d. Evaluate our workforce engagement strategies
1a. Develop proposal for C&Y ACU day
program
1b. Develop and document C&Y ACU
maturity around financial resource management
1c. Explore opportunities to integrate C&Y ACU youth
assertive outreach models of care
1d. Continue to develop and evaluate carer, child and youth group-based
therapies
3a. Enhance partnerships with primary health sector,
Paediatric services, government and non-
government organisations
3b. Improve integration with
Adult ACU’s and other partner organisations
to enhance family-centred care
3c. Explore opportunities and innovative approaches towards better integration between physical health
and mental healthcare (e.g. metabolic monitoring and eating disorders)
3d. Develop a leadership role in C&Y mental health literacy, promotion, and
education
3e. Explore opportunities for improved
integration with Metro South Paediatrics
2b. Explore opportunities to leverage technology to better use
time in the field
3b. Clarify partnership models with key alternative providers (e.g. HeadSpace)
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
16 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 17
Clinical Governance Team(pg. 36)To learn more contact:
Deliver ongoing clinical excellence by: Demonstrating the link between clinical governance
and better outcomes for patients Working with stakeholders to ensure efficient and
effective use of systems, processes and information Providing advice, expertise and support to MSAMHS
services
Use technology to: Improve our services through best-practice use of
systems Maximising information collection strategies to
promote clinical service quality, accountability and evaluation
Increase our service effectiveness by: Incorporating relevant MSAMHS population
information into service briefs
Strategically emphasising information needs by:
Identifying the ‘right’ information to track Addressing information collection processes to
reduce loss of clinical time
Build workforce excellence by: Embedding a culture of information literacy and
celebrating successes Increasing the interest in and use of clinical
information in the workplace
Strengthen stakeholder relationships to: Support and build awareness of the positive
impacts of effective clinical governance on patient experience and the patient journey
Become known and sought out by all our stakeholders as the ‘go-to people’ for quality and safety
Clinical Governance Team: Improving our service
Where we are now What we want to do over the next three years18 month priorities 3-5 year priorities
The Clinical Governance Team enables MSAMHS to provide great care for every person, every time.
CHALLENGES FOR OUR SERVICE
Increasing the awareness and engagement of MSAMHS in the clinical governance framework
Growing demand from MSAMHS for clinical governance services
Creating a consistent service-wide quality and safety culture
Clinical governance needs to be responsive to the direction of
MSAMHS but also predictive of future needs
Ensuring Clinical Governance is engaged at the right time in the
planning, development and review of MSAMHS services
Maintaining strong and productive relationships across a large
geographically dispersed service
Keeping our skills and knowledge current in a complex and rapidly
changing environment
What we want to achieve
1a. Develop formal
patient/carer feedback loops to
inform service improvement and
education
1b. Implement the new strategic clinical
governance and quality framework
1c. Implement strategies to
identify, initiate and communicate activities
that build MSAMHS quality and safety
improvement
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
2a. Identify opportunities to influence development of the new SharePoint site
and other systems
2b. Improve the collection of quality data through the implementation of service-wide training
strategies
FOCUS AREA ❸Improved health system
integration
ENABLER ❶Funding and resource
management
ENABLER ❷Enabling and empowering
our people
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
Nov 2015 – Jan 2016
18 month priorities
18 month priorities
18 month priorities
18 month priorities
Nov – Jan 2016 18 month priorities
18 month priorities 3-5 year priorities
3-5 year priorities
2a. Develop activities which ensure key stakeholders are familiar and
competent with quality, safety and information
2b. Recognising and sharing clinical quality and safety exemplars, insights and learnings
2c. Create training opportunities to enhance quality and safety awareness/proficiency
across MSAMHS
2d. Develop MSAMHS capacity to take advantage of multiple
information sources (e.g. KPIs, benchmarking)
3a. Manage, analyse and report on patient perceptions of care
information
Building and integrating a consistent understanding of Clinical Governance across MSAMHS is an ongoing process
Organisational change can create challenging environments for embedding consistent quality, safety and information systems
There are currently varying levels of development in quality, safety and information knowledge and skills in MSAMHS
The Clinical Governance Team members are skilled, enthusiastic and committed to their roles
Staff are able to perform well in dynamic environments MSAMHS has access to broad, rich and complex internal data sets, as
well as a range of benchmarking data from other services
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
1d. Streamline processes which support the link between audit,
evaluation and quality improvement
1e. Embed NSQHSS
and NMHSS into clinical
practice
1f. Create a shared ownership of the four pillars (responsive, integrated, safe and effective) Clinical Governance delivery framework (across MSAMHS)
2c. Maintain and support information champions to enhance systems and
information
2d. Leveraging opportunities to use technology to improve
our internal processes
3b. Enhance the capability to construct reports and dashboards
based on MSAMHS population data to support service planning
1a. Review and refine the management and
monitoring of data collection
1b. Develop an engagement strategy plan to promote the importance of
clinical information collection
3a. Maintaining strong relationships with relevant Metro South teams
(e.g. Clinical Governance, Decision Support)
3b. Develop and implement a stakeholder engagement strategy to ensure we can
continue to meet stakeholder needs (e.g. Executive, ELT,
ACUs, teams)
3c. Develop a communication strategy using a range of
media to ensure the workforce is informed and educated
about information, safety and quality
3d. Develop channels to share international advances in quality and safety science
with our stakeholders
November 2015 – January 2016
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
Nov 2015 – Jan 2016
Nov 2015 – Jan 2016
34 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 35
Inpatient Services ACU(pg. 22) To learn more contact:
MSMHS [email protected]
Maximise our potential by: Introducing Pathways to Excellence Using service statistics and population needs data to
enhance and strengthen our services Implementing Safe Wards Partnering with all our stakeholders to improve
the patient journey and ensure timely and relevant interventions are available
Ensuring technology supports patient care by: Supporting data and system integration initiatives Supporting our people to build their skills Ensuring that we are recognising and incorporating
technology into our service
Facilitating whole-of-service integration by: Maximising patient experience through
stakeholder relationships Coordinating and developing stronger service
integration
Promote system needs through: Actively addressing the challenges of an ageing
workforce Developing effective service indicators that inform
quality improvement activities Maximising relationships with service partners
Provision of a supportive and nurturing workplace by:
Focusing on service excellence through professional development opportunities
Supporting clear career progression opportunities Maintaining an attractive workplace for staff Providing role and contribution clarity to all
Inpatient staff Ensuring that staff at all levels have a voice in
decision-making
Inpatient Services Academic Clinical Unit: Improving our service
The Inpatient Services Academic Clinical Unit (ACU) provides care to people who are experiencing an acute episode of mental illness. If a person is admitted to an acute inpatient unit, it is often because their mental illness is not manageable in a less restrictive setting, such as community-based support.
CHALLENGES FOR OUR SERVICE
Redefining the specialist role of Inpatient Services
Service options change after usual business hours
Differences across sites affect standardised processes and patient
outcomes
There is a constant demand to balance urgent versus
important tasks
There is an increase in demand for our services
across all of the MSAMHS sites
The physical environment of some of our sites impacts on service delivery
Need for a supportive Inpatient workforce
development plan that also acknowledges our ageing
workforce
1a. Enhance the patient journey through clear
admission and discharge planning
1a. Redefine KPIs and nurse
sensitive indicators to
articulate current service
performance
3a. Identify and support linkages with the social inclusion
team
3b. Incorporate Audit Angel, 15 Steps and
patient/carer feedback to develop systemic service
improvements
3c. Provide the opportunity for clinicians at all levels to participate in decisions throughout
the ACU
2a. Improve the orientation
process to clarify culture, roles and
expectations within Inpatients
2b. Define and develop skills to support
assertive clinical
discussions
2c. Identify opportunities for dedicated
time for development
activities
1b. Create and implement a scheduled
maintenance plan (e.g.
repaint office)
1c. Review and consider
broader health service plans
and implications for our service planning and development
1d. Improve current documentation
practices to maximise funding
opportunities associated with
accurate diagnosis and treatment
2a. Enhance the use of quality feedback
in the Inpatient areas
3a. Strengthen relationships with stakeholders (e.g.
primary and private healthcare providers)
3b. Look at opportunities to
utilise service integration
coordinators in partnership with
RAS
3c. Develop processes to allow for co-creation of
meaningful treatment plans with families and carers
2b. Support the implementation and
ongoing development of the
digital hospital
1b. Improve the physical
environment of our services
1c. Partner with clinical governance to
create a meaningful auditing
and feedback process with clear
connections to practice
1d. Clearly define the expectations
around the patient journey whilst they are in the Inpatient
ACU
2c. Support the implementation
and ongoing use of PYXIS
2f. Identify and support individuals who are passionate
about supporting peer development
1e. Identify opportunities to
draw from the allied health
team skill sets to increase clinical
outcomes
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
FOCUS AREA ❸Improved health
system integration
ENABLER ❶Resource management
and system planning and integration
ENABLER ❷Enabling and empowering
our people
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
18 month priorities
18 month priorities
18 month priorities
November 2015 – January 2016 18 month priorities 3-5 year priorities
Provide comprehensive stakeholder engagement through:
Meaningful collaboration with stakeholders and patients
Actively incorporating feedback into service improvement opportunities
There are multiple points of referral into our services Our patients have diverse needs across our different sites We work with a wide variety of patients with different diagnoses and care requirements Current resources across sites vary Wide range of local, service, state and national initiatives that often compete for priority and time State and national regulatory bodies no longer articulate the value of specialist mental health
qualifications, and this impacts on our ability to recruit sufficiently qualified nurses into our workforce
With over 350 nurses and a broad range of other staff in our ACU, we are the largest service provider in MSAMHS
Comprehensive service system (across age)
Embedded nursing management structure in place
Our staff are passionate in their roles
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
1f. Develop care plan
resources/ tools
2d. Access and use
nurse sensitive indicators
through DSS
2e. Explore opportunities to make better use
of online learning
resources
1e. Explore opportunities to increase clinical
time through workflow and
system redesign
1f. Develop an
implementation and
resourcing plan for 7-day
hospital
1g. Enhance current
workforce sustainability
strategies
2d. Promote staff risk-
based decision- making
processes
2e. Develop a meaningful
clinical supervision, mentoring
and support framework
2f. Explore op-portunities to promote staff
well-being including positive
recognition
2g. Provide opportunities
to build clinical specialisation
(nurses)
18 month priorities
18 month priorities
Where we are now What we want to achieveWhat we want to do over the next three years
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
Nov 2015– Jan 2016
Nov 2015– Jan 2016
Nov 2015– Jan 2016
Nov 2015– Jan 2016
20 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 21
Older Adult ACU(pg. 26) To learn more contact:
Deliver ongoing clinical excellence: Increasing ‘family friendliness’ of patient services Increasing our ration of office/home visits Increasing proportion of direct contact time
(decreasing time spent driving) Reducing duplication of assessment within MSAMHS
Use technology to: Reduce our travel time, and Decrease time spent doing assessments and
collecting primary data
Increase our service effectiveness by: Shifting our service model away from ‘ongoing care’ and
increasing our focus on assessment, targeted interventions and GP support
Doctor only model with own source revenue/Step Care model Contribute to prevention and promote ‘healthy ageing’
through proactive education
Make the best use of our available resources by:
Maximising available funding by introducing telehealth and maximising contact reporting
Collaborating with other ACUs to reduce costs (e.g. rarely used medications/equipment)
Medium secure facility – 10 bed dementia unit
Ensure the sustainability of our workforce by: Increasing interest in working in older adult mental
health based on new technologies, flexible hours and complex, rewarding work
Increasing workforce ICT literacy Increasing our ability to constructively manage risk in
clinical decision-making
Strengthen NGO partnerships to support preventative care
Older Adult Academic Clinical Unit: Improving our service
Increasing dementia Increased prevalence of drug and alcohol use amongst older adult population Fewer carers in the community (either family-based or through NGOs) Constrained resources available to Older Adult ACU Limited resources at smaller sites to plan and implement strategic objectives
Strong links to academia Clinical Nurse Coordinator positions in place to support service
integration Diverse workforce experience Strong relationships with Resource Access Services ACU
The Older Adult Academic Clinical Unit (ACU) provides specialist assessment and treatment for patients over 65 years of age who experience severe and complex mental health problems, especially those with complications of ageing.
CHALLENGES FOR OUR SERVICE
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
August – October 2015 18 month priorities 3-5 year priorities
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
FOCUS AREA ❸Improved health
system integration
ENABLER ❶Resource management
and system planning and integration
ENABLER ❷Enabling and empowering
our people
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
18 month priorities
18 month priorities
Aug – Oct 2015
Aug – Oct 2015
3-5 year priorities
1a. Introduce out-of-hours community
clinics
1b. Collaborate with MH-Call team to
clarify the referral process with key
partners (ACUs, NGOs, GPs etc.)
1c. Develop 24hr triage model
1d. Identify best-practice Older Adults
Mental Health models in demographically
instructive countries (Japan, Korea, UK, USA)
1e. Identify opportunities to increase
service consistency across sites
1f. Explore opportunities
for international A/H external consultant
Aug – Oct 2015 18 month priorities 3-5 year priorities
2a. Pilot use of technology to conduct clinical assessments
(decrease time/distance)
1a. Ensure (e.g. tele-health) consultations
leverage external funding
3a. Clarify our service
model regarding
CARE-PACT
3b. Define partnership with
Consultant Liaison ACU (e.g. help each
workforce learn physical health adult
MI)
3c. Research and assess impact of
drug and alcohol
comorbidities
3d. Learn from (e.g. Browns Plains) better management of physical
comorbidities
3e. Increase use of GP/RACF tele-
consults (e.g. Stradbroke
Island)
3f. Increase public
awareness of healthy
mental ageing
strategies
3g. Develop Older Adult service map
(QH, NGO and other) and
coordination strategy
2b. Identify opportunities to use
tech-based therapies (e.g.
LifeTech)
1b. Improve processes to
support capture of activity data
1d. Review optimum location of services
(e.g. prior to end of PA lease in 2017)
2c. Leverage technology to better use time in the
field (e.g. tables for clinical documentation, education/
podcasts etc.)
1c. Expand CNC positions to
better manage service
integration
1e. Identify opportunities to share resources
across ACUs
18 month priorities
Current models of care are too intensive to be sustainable
as demand increases
Metro South older adult population is projected to
dramatically increase in the next 30 years with dementia and
other predictable conditions increasing rapidly
Many older adult mental health presentations to ED (e.g. by QAS) are avoidable
The ways we deliver care are not as efficient as they
could be
To maintain diversity of skills and experience we need to consciously address the
challenges presented by our ageing workforce
2a. Develop Older Adult ACU workforce plan
(including marketing and recruitment strategy)
18 month priorities
3a. Offer pre-emptive Aged Care consults to
other ACUs (e.g. advice under 65)
2b. Identify a framework to think strategically about ICT and identify ICT literacy
skills to be incorporated into Older Adult workforce
plan
3b. Improve relationships with
GPs to improve efficiency (e.g.
pre-emptive advice)
2c. Identify and adopt a clinical risk maturity model and build the leadership skills to
support proactive clinical decision-making
18 month priorities 3-5 year priorities
Where we are now What we want to do over the next three years What we want to achieve
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
24 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 25
Resource and Access Services (RAS) ACU
(pg. 32)To learn more contact:
Deliver ongoing clinical excellence by: Maximising patient journey information to
streamline RAS patient flow processes Patient-centred recovery-orientated care
Support the efficient provision of our services through:
Maintaining effective paper-light systems Increased patient-appropriate communication Awareness of technological opportunities
Increase our service effectiveness by: Collaborating with stakeholders to best meet the
patient’s needs Collaborating with stakeholders within MSAMHS,
as well as with external stakeholders, to increase awareness and understanding of our services
Make the best use of our available resources by:
Matching patient needs with service hours Providing clear staffing and patient flow systems
that reflect patient needs
Increase our workforce capability by: Providing the training and support that
accurately matches the needs of the patient Recruiting, developing and retaining staff with
the right skill sets
Ensure that our patients are provided with the most appropriate care through co-creation
Resource and Access Services (RAS) Academic Clinical Unit: Improving our service
The primary aim of Resource and Access Services (RAS) Academic Clinical Unit (ACU) is to provide a comprehensive mental health triage, assessment and brief intervention service that is skilled, timely and responsive for individuals who are in a mental health crisis. RAS provides a responsive service that minimises the psychological distress of individuals, stabilises mental health status for those experiencing acute mental illness, and provides information and access to appropriate pathways of care for individuals and their carers and families.The components consist of Resource, Recovery and Partnerships Team (RRPT), Homeless Health Outreach Team (HHOT), Alternatives to Hospitalisation (A2H), Acute Care Team (ACT), MH-Call.
CHALLENGES FOR OUR SERVICE
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
The educational progression of skilled mental health professionals in Queensland is limited (e.g. mental health nurse accreditation process) thereby reducing the number of potential staff available
We have identified and created the most appropriate models of care for our ACU
We are the major point of entry for the patient Our ACU consists of a multi-disciplinary team with a wide range of
skills and specialties
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
FOCUS AREA ❸Improved health system
integration
ENABLER ❶Resource management,
system planning and implementation
ENABLER ❷Enabling and empowering
our people
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
Provision of services across a large geographic area and a
population of 1.5 million, can impact response times
Tension between workload and implementation of new initiatives
(e.g. new models of care)
Establishing and maintaining a highly skilled workforce in a
highly demanding environment
The increasing number of complex patient presentations heightens the need for our staff to be skilled in working across a broad spectrum of client needs
Developing and delivering a seamless patient flow model
across MSAMHS (24 hours per day)
1a. Map the patient journey
and look for opportunities
to support RAS patient flow
1b. Develop pro-cesses to support accurate input of
clinical information (e.g. ICD-10 diagno-
sis codes)
1c. Identify opportunities
to increase service
consistency across all sites
1d. Enhance mechanisms that ensure patients/
carers are advocated for
2a. Critical communications
made available to all staff through
technological solutions
2b. Look for opportunities
to support staff transition to paper-
light workplace
2c. Provide opportunities for mobile access to
CIMHA (e.g. mobile devices)
2d. Establish a patient communication system that maximises the opportunity for patients to engage (e.g.
SMS)
2e. Establish a technology
advocate workgroup
3a. Promote the formal process to capture
patient/carer feedback
3b. Enhance existing stakeholder
relationships to promote service
integration
3a. Enhance MH- Call pathways
3b. Provide shadowing opportunities for
stakeholders
3c. Enhance patient and carer experience when transitioning through
services
3d. Coordinate private healthcare providers (e.g. private psychiatrists and GPs) for improved service
integration
1a. Explore staffing and patient flow systems to match service demands (e.g. Flexiroster and
service profiles)
1b. Develop a recruitment and a
retention plan
2a. Upskill staff by providing
ongoing training and development opportunities in
complex scenarios
2b. Enhance the workforce plan as a tool for supporting work-life balance
2c. Look for opportunities to
maximise RAS staff skillsets
2d. Enhance our capability to work with multi-cultural
clients
2e. Establish a ‘reverse’ supervision/supervision process (e.g. technology)
January – March 2016 18 month priorities 3-5 year prioritiesWhere we are now What we want to do over the next three years What we want to achieve
1e. Collaboration with Medical ED
to identify strong clinical processes to ensure efficient
patient flow
1f. Development of specialist clinical interventions that
are responsive to the needs of services
within the HHS
3c. Identify and develop new stakeholder
relationships to develop service integration
3d. Collaborate with PHN’s to maximise integration with the
primary health sector
18 month priorities
Jan - Mar 2016 18 month priorities
18 month priorities
Jan - Mar 2016
18 month prioritiesJan - Mar 2016
18 month priorities
18 month priorities 3-5 year priorities
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
30 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 31
Transcultural Mental Health ACU (pg. 34) To learn more contact:
Provide benchmark clinical services through data realisation and communication
Leading applied research in transcultural mental health in Australia
Deliver best-practice transcultural services
Use technology to: Increase our reach and improve communication
Increase our service effectiveness by: Prioritising mental health promotion, prevention
and early intervention Integrating clinical practice with patient care and
early intervention Increase our service effectiveness by providing
flexible and innovative service systems and programs
Maximise our service capacity by: Procuring funding for identified gaps in clinical
services Working in partnerships and exploring new
opportunities Becoming embedded in services across the lifespan
of the patient population and across networks
Building our workforce to: Broaden our workforce to be experts in transcultural
mental health across the continuum of care Leverage existing skills and interest areas within the
team to build internal workforce capability
Strengthening stakeholder relations to: Collectively and efficiently meet the needs of the
patients through knowledge sharing and capacity building
Be an accessible presence in the community
Transcultural Mental Health Academic Clinical Unit: Improving our service
The Transcultural Mental Health Academic Clinical Unit (ACU) works to improve equality in mental healthcare for people from culturally and linguistically diverse backgrounds. We do this by working across the spectrum of mental health and the lifespan to improve the quality of care and address the disparities in access to mental health services.
We deliver specialist services state-wide including clinical consultation, workforce education and prevention and early intervention programs.
CHALLENGES FOR OUR SERVICE
Increasing demands for our service
The evidence shows our patients’ experience systemic disadvantages
State-wide service model in a devolved health system
Data collection systems that do not capture all of our services and
activities
Responding to the multiple demands of a diverse stakeholder group
Advocating to meet the diverse cultural needs of our patients in
mainstream clinical settings
1b. Create meaningful measures that better reflect and report the services we currently
provide
1c. Develop patient feedback processes
to enable continuous improvement
1a. Review, develop and implement
internal and external specialist cross-
cultural assessment guidelines
1a. Explore opportunities to identify new project
funding initiatives
1b. Review the casual workforce
model
1c. Establish strategic
linkages with primary
healthcare networks (e.g.
PHN)
1d. Monitor and proactively
respond to evolving
funding models
1e. Clearly define and monitor changing population needs
so we can influence funding discussions
appropriately
1f. Explore ways to most effectively
document our work and capture impact
to align with funding models
3a. Establish a state-wide transcultural
clinical network
3b. Analyse targeted population and patient data to
deepen the needs analysis to drive targeted use of
resources
3c. Develop internal (Metro South) and
external (e.g. HHSs) communications
plans
2b. Map internal skills and strengths and
identify further areas for improvement to inform
a team professional development plan
2a. Improve clinician multi-cultural community
engagement to enable better responsiveness to
patient needs
2c. Identify ways to better meet the
development needs of our casual workforce
(following on from Enabler 1b)
2d. Increase internal capability to respond to dynamic mental
health needs in the multi-cultural community (e.g. working with
our ageing population, changing demographic groups)
2b. Explore and leverage technologies
to increase our access and reach
(e.g. internet-based services)
2a. Plan and develop a state-wide mental
health workforce training plan to support cultural responsiveness
2c. Use technologies to improve our internal
relationships and communications with
casual workers, program facilitators etc.
3b. Develop a sustainability plan for BRITA Futures,
Depression Self-Management and Stigma Reduction
programs
3c. Build capacity in key community organisations to better meet the specific cultural and mental health
needs of their multi-cultural population
3a. Partner with multi-cultural mental health coordinators (MMHCs)
to further strengthen our collaboration with hospital
and health services
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
FOCUS AREA ❸Improved health
system integration
ENABLER ❶Resource management
and system planning and integration
ENABLER ❷Enabling and empowering
our people
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
OUR VISION/PURPOSE
The Transcultural Mental Health Centre is a state-wide service ACU falling within the Metro South HHS governance structure
Our workforce primarily consists of casual workers, representing more than 100 different cultural language groups
Changes in the migration demographic patterns (increasing number and diversity of CALD patients) requires a flexible service model and workforce
Global, national and local socio-political contexts
Professional and cultural diversity within the group Staff have strong relationships with key stakeholders fostering
collaborative approaches and strong engagement The team are cohesive and stable and are open to a diverse range of
views Staff have specialist expertise and are able to work across the
spectrum of mental health and continuum of care
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
3d. Systemise provider and
patient feedback to embed
business-as-usual
3e. Map key stakeholders in order to remain responsive
and balance competing demands
January – March 2016 18 month priorities 3-5 year prioritiesWhere we are now What we want to do over the next three years What we want to achieve
18 month prioritiesJan - Mar 2016
Jan - Mar 2016
Jan - Mar 2016 18 month priorities
18 month priorities
Jan - Mar 2016 18 month priorities 3-5 year priorities
3-5 year priorities18 month prioritiesJan - Mar 2016
Jan - Mar 2016 18 month priorities
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
32 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 33
To learn more contact:[email protected]
MSAMHS Executive Leadership Committee Strategic Plan: Implementing our whole-of-service strategic prioritiesWhere we are now
Each ACU is unique with its own skill sets, expertise and patient needs. The diverse needs, challenges and opportunities across each ACU lead to competing priorities
MSAMHS objectives and priorities need to align with and build on the broader Metro South HHS strategic direction
Strong existing ways of working within each ACU
Our staff have diverse experience and a wide variety of skill sets Our staff are motivated and interested in the development of the
organisational capabilities of MSAMHS in order to maximise the clinical services that can be provided to MSAMHS patients
The MSAMHS broader workforce is equally interested in how a decision is being made as well as the outcome
Comprised of our ACU Clinical Directors/Deputy Directors and professional/technical stream leads, the role of the Executive Leadership Committee (ELC) is to outline the overall strategic direction for MSAMHS and lead its implementation. This involves identifying whole-of-service priorities and making trade-off decisions focused on the overall needs of the service and our patients in order to regularly monitor and improve the performance of MSAMHS services.
CHALLENGES FOR OUR SERVICE
Increasing demand (linked to increasing population), which will need to be met within constrained
budgets
Strong individual identity and pressures for each ACU as well
as a need to ensure overlaps and gaps between ACU services are
proactively identified and addressed
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
What do we want to achieve
FOCUS AREA ❶Clinical excellence and better
healthcare solutions for patients through redesign and improvement, efficiency and
quality
1a. Clarify the scope of each ACU
in delivering on the patient journey to foster a shared
understanding of roles and
responsibilities
1b. Implement an agreed, clear
transition of care process,
escalation pathways and
delegationmatrix
1c. Agree on MSAMHS clinical documentation
and system utilisation standards
1d. Identify and document existing exemplar MSAMHS
models of care and examples of organisational
excellence
1e. Partner with universities
to establish a shared centre of
excellence to foster interdisciplinary
learning
1f. Apply the Clinical Services
Maturity Model to identify systems and leadership
practices tosupport service
excellence
1g. Partner with universities to
strengthen existing curriculum and
develop new programs focused on
building addiction and mental health
expertise
1h. Develop, implement and enhance models of care based on research
undertaken within the service, data on
MSAMHS performance and predicted
population trends
1i. Continued alignment with
the national mental
health plan (road map) and national drug
strategy
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
2a. Embed patient-led provision of
clinical information, collaboration and
feedback through the use of smart devices/
online survey tools etc.
2a. Create and build a shared MSAMHS
purpose and narrative across the workforce based on unified direction for
the service
3a. Develop andmaintain an MSAMHS
stakeholder engagement map to identify needs,
opportunities and capacity challenges across partnerships
3b. Refine our external
communication strategy
3c. Review and assess effectiveness of key partnerships
(from MSAMHS and stakeholder
perspective)
3a. Identify and commit to strategies in each ACU to support prevention, early intervention and/or primary
care through partnerships and engagement (e.g. with patients,
carers, GPs, primary care providers, NGOs, community at large)
1a. Establishment and integration of predictive data modelling systems to inform and measure both clinical/peer and corporate performance
2c. Develop 3-year MSAMHS information management plan to establish unified
mechanisms for data collection and access, improve data quality, enable evidence-driven
performance management and support strategically aligned decision-making around
capability, infrastructure and innovation
2d. Develop and implement
an inpatient services workforce capability plan (as a mission-critical
service)
3b. Model evidence-based clinical innovation by evaluating outcomes of programs (e.g. Logan Beaudesert Well-being
Program) against project goals and future needs
1b. Research and defineour population and
its changing needs toensure we can influence
funding discussionsappropriately
2d. Develop 3-year MSAMHS technology implementation plan, aligned to Metro South
objectives, focused on streamlining and improving
clinical care and organisational support
2c. Develop and commence a tailored leadership
development program based on MSAMHS performance
standards and Clinical Services Maturity Model (role
clarity, leadership skills, performance management)
3c. Adopt a workable model to
identify how all components of care
add value to the patient journey and promote a shared
understanding of value
3d. Demonstrated delivery against
ACU and MSAMHS strategic goals
(reflected in the ACU strategic
plans)
3e. Review and improve integration
between clinical needs and how we
train our staff
1c. Develop innovative ways to respond
to currently unmet population needs
1d. Be recognised for delivering ‘best-
practice’ clinical and corporate deliverables
through innovative processes and data solutions within all available resources
2e. Provide information literacy support for
senior leaders to lead engagement of the
workforce in information and
evidence-based decision-making
2f. Engage and support digital
hospital roll-out for Metro South
2g. Implementation
of MSAMHS technology and
information management
plans
2e. Develop an MSAMHS marketing strategy to improve
recruitment, patient/carer/community
awareness, and staff and stakeholder
engagement
2f. Comprehensively embed defined
MSAMHS pathways and Performance Standards in all
service and workforce documentation
2g. Develop a service-wide capability
framework to map existing capability
against current and foreseeable therapeutic
needs (learning and development)
FOCUS AREA ❸Improved health system
integration
ENABLER ❶Funding and resource
management
ENABLER ❷Enabling and empowering
our people
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
Obstacles to cohesion and communication across a
geographically diverse set of sites
Clinical use of technology has historically not been a focus
Ageing workforce and limited professional development pathways
mean we do not always have easy access to the skills we need
2b. Apply technology to reduce
duplication of assessment
2b. Develop high-level workforce
plan to support a response to changingemployment trends, clinical needs and the needs of our
workforce
Be recognised as an employer of choice based on international standards in advanced research, clinical practice and organisational support
Achievement of MAGNET designation or equivalent
Demonstrated international leadership in defining addiction and mental health best-practice (through publications, presentations etc.)
Metro South Addiction and Mental Health brand to represent excellence in healthcare
Demonstrable excellence in health information management across the workforce
Lead the use of technology in patient engagement and treatment and corporate activity and performance
World best-practice and improved health of our population
Staff fully aligned and engaged with practice principles
Research, influence and define care and funding models
All staff working to full scope of evidence-informed practice
Leaders equipped and empowered to deliver best-practice (including strategically aligned leaders at all levels)
MSAMHS training institute/partnerships recognised as leaders in education
Best-practice Australia results better than equivalent organisations, with a trackable ‘culture of ambition’
Consolidated, seamless engagement with stakeholders (including primary healthcare agencies/NGOs/community health organisations etc.)
Service aligned and responsive to changing population needs
What we want to do over the next three yearsJanuary – March 2016 18 month priorities 3-5 year priorities
Jan - Mar 2016 18 month priorities 3-5 year priorities
18 month priorities
3-5 year priorities
3-5 year priorities18 month priorities
18 month priorities
18 month priorities
18 month priorities
Jan - Mar 2016
Jan - Mar 2016
18 month priorities
3-5 year priorities
3-5 year priorities
3-5 year priorities
OUR VISION/PURPOSE
10 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 11
To learn more contact:[email protected]
Deliver ongoing clinical excellence: Become recognised as a specialist care and training
centre Proactive in adopting therapies Efforts focused on developing benchmark level ser-
vices Partnering with other ACUs to deliver a seamless
patient experience
Harness technology to support our sector: Improve ease and use of clinical service management
through streamlined clinical data bases
Encourage stronger service options through the utilisation of computer-based interventions
Drive patient-focused care across the sector: Improve patient experience through improved service
navigation support Develop and amplify current collaboration with exter-
nal service providers to provide an increased patient-focused service
Build community capacity and support prevention of drug and alcohol issues through partnerships
Maximise resource availability: Establish consistent service location options for
increased service consistency
Addiction Services Academic Clinical Unit: Improving our serviceWhere we are now What we want to do over the next three years
September – November 2015 18 month priorities 3-5 year priorities
Ad hoc clinical space available for ACU services The importance of addiction in the patient care process is not fully realised by other
ACUs Constrained resources available to Addictions ACU Opiate replacement model could be improved
Addictions ACU staff have a strong ability to solve problems to best support the patient
Service innovation Strong links to other ACUs Robust relationships with participating GPs The prevention team Recent successes: group-based therapies
The Addiction Services Academic Clinical Unit (ACU) provides a specialist service, within a harm-minimisation policy with a no-wrong-door philosophy. Individuals directly or indirectly affected by their own or another’s alcohol and/or drug use can access a comprehensive alcohol and drug assessment and a range of specialist interventions.
CHALLENGES FOR OUR SERVICE
With a total of 52 FTE staff in the Addictions ACU, we are committed
to providing support across the service within a constrained set of
resources
The stigma (and often legal implications) of addictions
complicates effective partnerships to support the recovery journey
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
What we want to achieve
1a. Define and pilot
a model of service for outpatient withdrawal
1b. Build effective working care models that include
our stakeholders (e.g. Other ACUs, NGOs, other
government providers)
1c. Develop consistent processes
across sites
1d. Consolidate the current work
in our ACU to be a state-wide exemplar (e.g.
ATOPS)
1e. Identify research and publication
opportunities
1f. Identify national and international benchmarks
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
2a. Champion unified data
systems
2c. Develop and trial a telehealth service (e.g.
Beaudesert, Southern Bay Islands)
2d. Develop a technology
skills plan
FOCUS AREA ❸Improved health system
integration
ENABLER ❶Funding and resource
management
ENABLER ❷Enabling and empowering
our people
3a. Define and refine the AOD sector framework
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
Sep – Nov 2015
18 month priorities
18 month priorities
3-5 year priorities
3-5 year priorities18 month priorities
Sep – Nov 2015
Sep – Nov 2015
Sep – Nov 2015
3-5 year priorities
18 month priorities
18 month priorities 3-5 year priorities
3-5 year priorities
There are currently limited opportunities for the service to provide
specialist training to junior staff
Providing a seamless service to patients will depend on maintaining
and deepening our collaboration with stakeholders (e.g. GPs, NGOs,
other ACUs)
There are many opportunities to expand our ability to support
patients and the broader community through more effective partnerships
2a. Support the MSAMHS Therapy Ca-pability and Practice Framework scoping
exercise
2b. Provide impact awareness of
addiction in the broader field of mental health
2c. Embed Trainee Nurse and Nurse
Practitioner positions within
our services
2d. Engage workforce to build
team-based resilience
2e. Provide training
based on agreed service needs
1a. Improve our partnerships with
other ACUs
1b. Partner with other ACUs to increase reliable access to clinical space
1c. Ongoing advocacy for
service funding at state level
3a. Endorse our core business as a specialist service
3b. Expand GP shared care models and
community pharmacy education
3c. Develop a partnership and
engagement process for GPs (GP champions)
3d. Partner with RAS ACU to embed nurse navigator
positions in EDs
3e. Develop QEII, Beaudesert and
Southern Bay Islands service
strategy
2b. Identify opportunities to use tech-based interventions (e.g.
partner with universities for web- based interventions)
3b. Develop a communication plan
for key stakeholders
3c. Engage stakeholders to collaborate and support care outcomes (e.g. Indigenous,
youth, homeless, CALD*, LGBTI*)
*Cultural and Linguistically Diverse *Lesbian, Gay, Bisexual, Transgender and/or Intersex
Accelerating service recognition of addiction: Provide guidance in measuring the capability of our
clinicians in the context of therapies within our ACU Focus on building awareness of staff developed thera-
peutic specialties Build the external understanding of the importance of
addiction in mental health Foster two-way learning with all our stakeholders
Provide comprehensive support for stakeholders:
Partnering with stakeholders to develop state-wide addiction care services
2f. Develop a university student
engagement approach
2g. Support leadership
skill development throughout
the ACU
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
16 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 17
To learn more contact:[email protected]
Deliver ongoing clinical excellence: Efforts focused on high-value interventions Partnering with ACUs and other service providers to
deliver a seamless consumer experience Development, evaluation and implementation of
new models of care
Incrementally build technology literacy: Enable meaningful clinical service management
through the effective use of clinical data Encourage stronger internal collaboration
through internal communication
Drive consumer-focused care across the sector:
Consumer-focused interagency collaboration Early intervention for high risk families Sharing of our organisational models of
excellence
Promote a culture of organisational accountability and effectiveness:
Earned autonomy for financial and budget decision-making in partnership with MSAMHS executive
Become an employer of choice in child and youth mental health services:
Stronger clinical and leadership capability Refine systems and processes to support staff Increased interest in working in Child and Youth
mental health based on new technologies, flexible hours and complex, rewarding work
Strong partnerships with stakeholders: Partnering with Paediatric services, primary health
sector, NGOs, other agencies and carers to provide comprehensive support for child and youth consumers
Streamlined consumer and carer journey Become an exemplar service in the area of youth
mental health promotion in collaboration with our NGO partners
Improved youth mental health literacy and reduced stigma
Child and Youth Academic Clinical Unit: Improving our serviceWhere we are now What we want to do over the next three years
October – December 2015 18 month priorities 3-5 year priorities
The Child and Youth Academic Clinical Unit (ACU) is the specialised child and youth (C&Y) mental health service within Metro South Addiction and Mental Health Services. We provide a comprehensive response to the needs of infants, children and young people with mental health problems or mental disorders and their families/carers in the community.
CHALLENGES FOR OUR SERVICE
Meeting the needs of high-risk, difficult-to-engage youth with
alternatives to hospitalisation
ACU STRENGTHS WE CAN LEVERAGECONSIDERATIONS FOR OUR ACU Skillful and loyal team with experience in a diverse range of traditional and
contemporary therapeutic modalities Openness to innovation and new ways of working Highly capable team - and professional leads Strong links to key agencies (e.g. Department of Communities) Relationships with universities and enthusiasm of students Focus on evidence-based therapeutic interventions Strong internal networks and relationships
Legacy of historical silos means that we have very different core skills, resources and ways of working across sites
Need to bridge ACU silos and promote stronger collaboration Efforts are currently diffused across multiple service offerings Opportunity to improve consistency and quality of clinical data
recording Constrained resources for the foreseeable future
What we want to achieve
1a. Define target population and most suitable model for proposed C&Y ACU
day program
1b. Review recently piloted therapies and (where appropriate)
embed into our model of service and professional development
framework
1c. Engage adult ACUs to define best-practice
transition of care for high-risk youth with chronic conditions
1d. Explore capacity for sustainability incorporating youth assertive outreach as part of the
model of care across Metro South
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
2a. Build staff data literacy and knowledge management practices to enable more effective planning
to meet population needs
FOCUS AREA ❸Improved health system
integration
ENABLER ❶Funding and resource
management
ENABLER ❷Enabling and empowering
our people
3a. Implement and evaluate C&Y ACU
Consumer and Carer Engagement
Strategic Plan
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
Oct – Dec 2015
Oct – Dec 2015 18 month priorities
18 month priorities
18 month priorities
18 month priorities
Oct – Dec 2015
Oct – Dec 2015
Oct – Dec 2015
Oct – Dec 2015
3-5 year priorities
18 month priorities
18 month priorities 3-5 year priorities
Meeting the needs of high-risk youth with chronic conditions transitioning
to adult services
Developing collaborative, integrated models of care for youth at risk of
‘falling through the cracks’ between Child Youth Mental Health and
Paediatric services (e.g. complex developmental disorders, eating
disorders)
The ability to advocate for and encourage systemic approaches
to care will require stronger relationships with Adult ACUs and
other providers
Support services for at-risk child and youth consumers (and their
networks) are currently fragmented across multiple
government agencies and NGOs
With a growing and geographically diverse population, we need to find
new ways to sustain intensive support for complex needs within our existing
resources
2a. Map existing capability and identify training and supervision
opportunities for broadly-applicable, evidence-based
therapies
2b. Define our ACU leadership principles to balance consistency and
transparency across sites, with local flexibility and
empowerment
2c. Enhance workforce clinical data literacy and
capability in relation to both key performance indicators and
diagnostic assessment tools
2d. Evaluate our workforce engagement strategies
1a. Develop proposal for C&Y ACU day
program
1b. Develop and document C&Y ACU
maturity around financial resource management
1c. Explore opportunities to integrate C&Y ACU youth
assertive outreach models of care
1d. Continue to develop and evaluate carer, child and youth group-based
therapies
3a. Enhance partnerships with primary health sector,
Paediatric services, government and non-
government organisations
3b. Improve integration with
Adult ACU’s and other partner organisations
to enhance family-centred care
3c. Explore opportunities and innovative approaches towards better integration between physical health
and mental healthcare (e.g. metabolic monitoring and eating disorders)
3d. Develop a leadership role in C&Y mental health literacy, promotion, and
education
3e. Explore opportunities for improved
integration with Metro South Paediatrics
2b. Explore opportunities to leverage technology to better use
time in the field
3b. Clarify partnership models with key alternative providers (e.g. HeadSpace)
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
18 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 19
Consultation Liaison Psychiatry Services Academic Clinical Unit: Improving our serviceWhere we are now
Having a global view of the patient journey means that the work to be done changes at an individual case level and requires an understanding of medical systems and how they work
Staff attrition has a major impact on the small teams Current transition of care processes delay patient flow and create inefficiencies The need for senior staffing levels results in limited opportunities for professional
progression within the ACU for key specialties (e.g. Nursing, medicine and psychology) Limited CLPS developmental pathway for nurses prior to joining the ACU
Staffing provides reliable, consistent and sustainable care across each week and over the longer-term
Agile team who is open and able to adapt quickly to change Diversity of work environment that fosters ongoing learning and engagement
with other ACUs Strong location-based relationships All referrals have access to a consultant triage service Diverse practice experience of the individual team members Consistent motivated culture of learning and development within the CLPS unit
Consultation Liaison Psychiatry Services (CLPS) Academic Clinical Unit (ACU) is made up of specialised mental health teams that provide comprehensive mental health expertise, by diagnostic management and referral advice and interventions to adult inpatients of general hospitals who are suffering from a mental health illness or a psychological distress.
The CLPS team link patients into ongoing mental healthcare once discharged from ongoing care from hospital. Through continued liaison with medical teams, we assist the teams to develop skills and knowledge to manage the patients mental health or distress.
CHALLENGES FOR OUR SERVICE
Creation and maintenance of working liaison relationships with
inpatient referring medical services
Current patient flow from medical to psychiatric units can
limit the patient flow, resulting in some risk to the continuity of care
of the patient
Large breadth of presentations requires a wide
knowledge-base
Maintaining continuity of mental healthcare in changing and
nuanced contexts
Patient flow between parts of the service can result in delays
which impact on specialised treatment services
Large number of campuses spread across a large
geographical space
Duplication of record keeping between traditional paper-based methods and online databases
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
What we want to achieveNovember 2015 – January 2016 18 month priorities 3-5 year priorities
1a. Collaborate with other ACUs to simplify handover process and
improve the patient journey
1b. Identify opportunities
to improve CLPS collaboration with
other ACUs
1c. Pilot a program to increase both the medical
and psychiatric involvement of registrars across Redlands
inpatient medical and psychiatric unit
FOCUS AREA❷Technology that supports
best-practice, next- generation clinical care
2a. Identify ways to further integrate IEMR/CIMHA interface, to improve
quality and efficiency of data (particularly as it relates to risk
assessments and summaries of care)
3a. Define realistic information standards for handover of care (e.g. to other providers of private
community psychiatric care)
1a. Refine the process to review,
change and maximise where resources are allocated based on
need
2a. Continue the quality improvement process for the registrar training experience
in CLPS at both basic and senior training levels
3a. Utilise the findings of the
referrers survey to influence quality
improvement projects
3b. Collaborate with other ACUs to enhance our engagement
approach with GPs
3c. Develop improvement
strategies based on the referrers
survey
2b. Review and refine the liaison skills for effective assistance with working with
medical teams and for clinician development
2c. Build a pathway for nursing development (e.g. mentorship
and supervision) and promotion opportunities (e.g. rotating RN traineeship(s) and succession
training)
1b. Develop proactive ways to look for funding (e.g. fee-based
structures for service expansion) that doesn’t compromise quality
and continuity of care
1c. Continue to build on representing funding and capacity implications of
the need for medical bed increases
3b. Identify and link appropriate care
options for patients
3c. Consult with other medical teams to increase
public awareness of healthy mental strategies
2b. Look at opportunities to increase access to and use of technology to maximise
clinical service time
2c. Investigate the potential use of videolink in less
accessible parts of the ACU
FOCUS AREA❸Improved health
system integration
ENABLER ❶Resource management
and system planning and integration
ENABLER ❷Enabling and empowering
our people
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
To learn more contact:[email protected]
Deliver ongoing clinical excellence by: Creating a culture of continuous improvement Reducing duplication of record keeping Simplifying the patient journey and maintaining a
continuity of care Maximising continuity of care and patient
outcomes
Use technology to: Reduce our travel time to do assessments and Address current system inefficiencies relating to
duplication and recording of assessments and collection of primary data
Improve our services through consistent technology use
Increase our service effectiveness by: Building and strengthening key relationships across
MSAMHS that enable efficient and high quality patient care
Supporting our patients through increased stakeholder information provision
Make the best use of our available resources by: Collaborating with other ACUs to promote efficient
use and sharing of assets to deliver appropriate clinical services
Supporting ACU development through effective partnerships
Ensure the sustainability of our workforce by: Becoming a centre for excellence in training across
all disciplines Increasing our ability to constructively manage risk
in clinical decision-making
Strengthen relationship with community and internal stakeholders to increase efficiency and improve
continuity of care and patient journey
What we want to do over the next three years
18 month prioritiesNov 2015– Jan 2016
18 month priorities 3-5 year priorities
18 month priorities 3-5 year priorities
18 month priorities
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality 18 month priorities
Nov 2015– Jan 2016
Nov 2015– Jan 2016
Nov 2015– Jan 2016
Nov 2015– Jan 2016
Nov 2015– Jan 2016
OUR VISION/PURPOSE
20 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 21
To learn more contact:[email protected]
Maximise our potential by: Introducing Pathways to Excellence Using service statistics and population needs data to
enhance and strengthen our services Implementing Safe Wards Partnering with all our stakeholders to improve
the patient journey and ensure timely and relevant interventions are available
Ensuring technology supports patient care by: Supporting data and system integration initiatives Supporting our people to build their skills Ensuring that we are recognising and incorporating
technology into our service
Facilitating whole-of-service integration by: Maximising patient experience through
stakeholder relationships Coordinating and developing stronger service
integration
Promote system needs through: Actively addressing the challenges of an ageing
workforce Developing effective service indicators that inform
quality improvement activities Maximising relationships with service partners
Provision of a supportive and nurturing workplace by:
Focusing on service excellence through professional development opportunities
Supporting clear career progression opportunities Maintaining an attractive workplace for staff Providing role and contribution clarity to all
Inpatient staff Ensuring that staff at all levels have a voice in
decision-making
Inpatient Services Academic Clinical Unit: Improving our service
The Inpatient Services Academic Clinical Unit (ACU) provides care to people who are experiencing an acute episode of mental illness. If a person is admitted to an acute inpatient unit, it is often because their mental illness is not manageable in a less restrictive setting, such as community-based support.
CHALLENGES FOR OUR SERVICE
Redefining the specialist role of Inpatient Services
Service options change after usual business hours
Differences across sites affect standardised processes and patient
outcomes
There is a constant demand to balance urgent versus
important tasks
There is an increase in demand for our services
across all of the MSAMHS sites
The physical environment of some of our sites impacts on service delivery
Need for a supportive Inpatient workforce
development plan that also acknowledges our ageing
workforce
1a. Enhance the patient journey through clear
admission and discharge planning
1a. Redefine KPIs and nurse
sensitive indicators to
articulate current service
performance
3a. Identify and support linkages with the social inclusion
team
3b. Incorporate Audit Angel, 15 Steps and
patient/carer feedback to develop systemic service
improvements
3c. Provide the opportunity for clinicians at all levels to participate in decisions throughout
the ACU
2a. Improve the orientation
process to clarify culture, roles and
expectations within Inpatients
2b. Define and develop skills to support
assertive clinical
discussions
2c. Identify opportunities for dedicated
time for development
activities
1b. Create and implement a scheduled
maintenance plan (e.g.
repaint office)
1c. Review and consider
broader health service plans
and implications for our service planning and development
1d. Improve current documentation
practices to maximise funding
opportunities associated with
accurate diagnosis and treatment
2a. Enhance the use of quality feedback
in the Inpatient areas
3a. Strengthen relationships with stakeholders (e.g.
primary and private healthcare providers)
3b. Look at opportunities to
utilise service integration
coordinators in partnership with
RAS
3c. Develop processes to allow for co-creation of
meaningful treatment plans with families and carers
2b. Support the implementation and
ongoing development of the
digital hospital
1b. Improve the physical
environment of our services
1c. Partner with clinical governance to
create a meaningful auditing
and feedback process with clear
connections to practice
1d. Clearly define the expectations
around the patient journey whilst they are in the Inpatient
ACU
2c. Support the implementation
and ongoing use of PYXIS
2f. Identify and support individuals who are passionate
about supporting peer development
1e. Identify opportunities to
draw from the allied health
team skill sets to increase clinical
outcomes
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
FOCUS AREA ❸Improved health
system integration
ENABLER ❶Resource management
and system planning and integration
ENABLER ❷Enabling and empowering
our people
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
18 month priorities
18 month priorities
18 month priorities
November 2015 – January 2016 18 month priorities 3-5 year priorities
Provide comprehensive stakeholder engagement through:
Meaningful collaboration with stakeholders and patients
Actively incorporating feedback into service improvement opportunities
There are multiple points of referral into our services Our patients have diverse needs across our different sites We work with a wide variety of patients with different diagnoses and care requirements Current resources across sites vary Wide range of local, service, state and national initiatives that often compete for priority and time State and national regulatory bodies no longer articulate the value of specialist mental health
qualifications, and this impacts on our ability to recruit sufficiently qualified nurses into our workforce
With over 350 nurses and a broad range of other staff in our ACU, we are the largest service provider in MSAMHS
Comprehensive service system (across age) Embedded nursing management structure in place Our staff are passionate in their roles
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
1f. Develop care plan
resources/ tools
2d. Access and use
nurse sensitive indicators
through DSS
2e. Explore opportunities to make better use
of online learning
resources
1e. Explore opportunities to increase clinical
time through workflow and
system redesign
1f. Develop an
implementation and
resourcing plan for 7-day
hospital
1g. Enhance current
workforce sustainability
strategies
2d. Promote staff risk-
based decision- making
processes
2e. Develop a meaningful
clinical supervision, mentoring
and support framework
2f. Explore op-portunities to promote staff
well-being including positive
recognition
2g. Provide opportunities
to build clinical specialisation
(nurses)
18 month priorities
18 month priorities
Where we are now What we want to achieveWhat we want to do over the next three years
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
Nov 2015– Jan 2016
Nov 2015– Jan 2016
Nov 2015– Jan 2016
Nov 2015– Jan 2016
22 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 23
Mood Academic Clinical Unit: Improving our service
Where we are now What we want to do over the next three years
Significant transformation has occurred leading to a level of change fatigue
To deliver our services for all of our consumers means balancing immediate service demands against our role to provide care at multiple stages of the recovery journey
High capability for delivery of diverse therapies Innovative team Our services are research-oriented Cross-site collaboration
The Mood Academic Clinical Unit (ACU) provides specialist intervention for adults with severe and complex mood disorders living in the community. We are committed to excellence in innovation, incorporating recovery principles into service delivery culture and practice for our consumers.
CHALLENGES FOR OUR SERVICE
Meeting the needs of both high-prevalence disorders and a diverse
range of less typical presentations is challenging with a constrained set of
resources
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
What we want to achieve18 month priorities 3-5 year priorities
1a. Develop consumer
orientation tools to establish clear service
expectations (e.g. duration frequency etc.)
1b. Streamline and improve impact
of key clinical and organisational
processes
1c. Define our core model of
care
1d. Clarify Mood ACU guidelines
around clinical
pathways
1e. Collaborate with other ACUs to define robust partnership models (e.g. RAS,
Psychosis, Inpatient)
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
2a. Identify and trial
technology that can support
collaboration across sites
2b. Develop more efficient
clinical documentation
processes
2c. Trial processes to
support clinical documentation
in the field
FOCUS AREA ❸Improved health system
integration
3a. Build partnerships with
primary carers (e.g. GPs,
specialists)
3b. Develop tools and processes to support implementation of a
shared care model for Mood ACU
3c. Partner with universities and other centres of excellence to deliver
research opportunities, as well as evidence-based education and
treatment
ENABLER ❶Funding and resource
management
1a. Pilot opportunities to reduce the impact of non-
clinical duties on clinical staff
1b. Enabling staff to work to their full scope of
practice (and reduce inefficiencies in clinical
care to support this)
1c. Clearly define and meet service
expectations (KPIs) for Mood ACU roles
ENABLER ❷Enabling and empowering
our people
2a. Establish effective supervision
processes to support service
deliverables
2b. Embed a process to diversify ACU
treatment interven-tions to meet consumer needs and service goals
2c. Apply the Therapeutic Capability Framework
2d. Define our orientation process for
new staff to support the model of service
2e. Support appropriate clinical decision-making at all levels of service with an emphasis
on clinical risk management
2f. Continue to provide
opportunities to share education
across sites
ENABLER ❸Ensuring the needs of our stakeholders influence all
our efforts
3a. Develop and implement new or existing strategies to
utilise consumer feedback and improve service delivery
3b. Actively partner with ACUs to build shared understanding of
each model of service to support better consumer outcomes
3c. Partner with other ACUs to develop processes that enable
diagnostic and treatment clarity for ambiguous presentations
3d. Build a process map to reduce any service
overlaps or gaps with other service
providers
To learn more contact:[email protected]
Deliver ongoing clinical excellence: Empower consumers to meet recovery goals through
clear expectations, and safe and effective care in ways that meet their needs
Effective and streamlined procedures to support consumer needs
A consistent consumer experience across all sites
Develop service support through technology: Efficient use of streamlined data input to
maximise face-to-face service time Improve technology and data awareness to increase
service performance Promote a technology aware culture
Provide preventative support services: Sharing our expertise with primary carers (e.g.
GPs) as a consultation service to improve consumer outcomes
Support our consumers to reintegrate into the community in partnership with primary care and
specialist providers
To deliver the best consumer outcomes we need to enable our
clinicians to work to their full scope of practice
As each ACU matures, there is a need to identify overlaps and any gaps in
service provision
Clinical use of technology has historically not been a focus
Promote a culture of organisational accountability and effectiveness:
Maximise available resources with the goal of increasing staff support and consumer outcomes
Effective and supportive supervision and professional collaboration
Provide a safe and supportive workplace: Focus on service opportunities through personal
interests Support cross-site consistency Develop processes to assist staff to deliver services
Provide comprehensive support for stakeholders: Partnering with other ACUs and other services to
amplify service integration opportunities
There is strong demand for partnerships and support for
primary care
Our formal channels for consumer feedback within the ACU
are currently limited
2d. Identify and pilot
tech-based clinical
interventions
2e. Undertake research projects
to embed tech-based
interventions
2f. Build staff data and
technology literacy
2g. Support the
transition to ‘paper-
lite’ service delivery system
2h. Partner with other ACUs
to implement tele-health from remote service
areas
November 2015 – January 2016
18 month priorities
Nov 2015 – Jan 2016
18 month priorities 3-5 year priorities
3-5 year priorities18 month priorities
3-5 year priorities18 month priorities
18 month priorities 3-5 year priorities
18 month priorities 3-5 year priorities
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
Nov 2015 – Jan 2016
Nov 2015 – Jan 2016
Nov 2015 – Jan 2016
24 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 25
To learn more contact:[email protected]
Deliver ongoing clinical excellence: Increasing ‘family friendliness’ of patient services Increasing our ration of office/home visits Increasing proportion of direct contact time
(decreasing time spent driving) Reducing duplication of assessment within MSAMHS
Use technology to: Reduce our travel time, and Decrease time spent doing assessments and
collecting primary data
Increase our service effectiveness by: Shifting our service model away from ‘ongoing care’ and
increasing our focus on assessment, targeted interventions and GP support
Doctor only model with own source revenue/Step Care model Contribute to prevention and promote ‘healthy ageing’
through proactive education
Make the best use of our available resources by:
Maximising available funding by introducing telehealth and maximising contact reporting
Collaborating with other ACUs to reduce costs (e.g. rarely used medications/equipment)
Medium secure facility – 10 bed dementia unit
Ensure the sustainability of our workforce by: Increasing interest in working in older adult mental
health based on new technologies, flexible hours and complex, rewarding work
Increasing workforce ICT literacy Increasing our ability to constructively manage risk in
clinical decision-making
Strengthen NGO partnerships to support preventative care
Older Adult Academic Clinical Unit: Improving our service
Increasing dementia Increased prevalence of drug and alcohol use amongst older adult population Fewer carers in the community (either family-based or through NGOs) Constrained resources available to Older Adult ACU Limited resources at smaller sites to plan and implement strategic objectives
Strong links to academia Clinical Nurse Coordinator positions in place to support service
integration Diverse workforce experience Strong relationships with Resource Access Services ACU
The Older Adult Academic Clinical Unit (ACU) provides specialist assessment and treatment for patients over 65 years of age who experience severe and complex mental health problems, especially those with complications of ageing.
CHALLENGES FOR OUR SERVICE
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
August – October 2015 18 month priorities 3-5 year priorities
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
FOCUS AREA ❸Improved health
system integration
ENABLER ❶Resource management
and system planning and integration
ENABLER ❷Enabling and empowering
our people
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
18 month priorities
18 month priorities
Aug – Oct 2015
Aug – Oct 2015
3-5 year priorities
1a. Introduce out-of-hours community
clinics
1b. Collaborate with MH-Call team to
clarify the referral process with key
partners (ACUs, NGOs, GPs etc.)
1c. Develop 24hr triage model
1d. Identify best-practice Older Adults
Mental Health models in demographically
instructive countries (Japan, Korea, UK, USA)
1e. Identify opportunities to increase
service consistency across sites
1f. Explore opportunities
for international A/H external consultant
Aug – Oct 2015 18 month priorities 3-5 year priorities
2a. Pilot use of technology to conduct clinical assessments
(decrease time/distance)
1a. Ensure (e.g. tele-health) consultations
leverage external funding
3a. Clarify our service
model regarding
CARE-PACT
3b. Define partnership with
Consultant Liaison ACU (e.g. help each
workforce learn physical health adult
MI)
3c. Research and assess impact of
drug and alcohol
comorbidities
3d. Learn from (e.g. Browns Plains) better management of physical
comorbidities
3e. Increase use of GP/RACF tele-
consults (e.g. Stradbroke
Island)
3f. Increase public
awareness of healthy
mental ageing
strategies
3g. Develop Older Adult service map
(QH, NGO and other) and
coordination strategy
2b. Identify opportunities to use
tech-based therapies (e.g.
LifeTech)
1b. Improve processes to
support capture of activity data
1d. Review optimum location of services
(e.g. prior to end of PA lease in 2017)
2c. Leverage technology to better use time in the
field (e.g. tables for clinical documentation, education/
podcasts etc.)
1c. Expand CNC positions to
better manage service
integration
1e. Identify opportunities to share resources
across ACUs
18 month priorities
Current models of care are too intensive to be sustainable
as demand increases
Metro South older adult population is projected to
dramatically increase in the next 30 years with dementia and
other predictable conditions increasing rapidly
Many older adult mental health presentations to ED (e.g. by QAS) are avoidable
The ways we deliver care are not as efficient as they
could be
To maintain diversity of skills and experience we need to consciously address the
challenges presented by our ageing workforce
2a. Develop Older Adult ACU workforce plan
(including marketing and recruitment strategy)
18 month priorities
3a. Offer pre-emptive Aged Care consults to
other ACUs (e.g. advice under 65)
2b. Identify a framework to think strategically about ICT and identify ICT literacy
skills to be incorporated into Older Adult workforce
plan
3b. Improve relationships with
GPs to improve efficiency (e.g.
pre-emptive advice)
2c. Identify and adopt a clinical risk maturity model and build the leadership skills to
support proactive clinical decision-making
18 month priorities 3-5 year priorities
Where we are now What we want to do over the next three years What we want to achieve
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
26 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 27
To learn more contact:msmhs_psychosesACU
@health.qld.gov.au
Deliver clinical excellence by: Applying the Patient Needs Framework to shape
service delivery Optimising the management and use of
pharmacological treatments Delivering evidence-based bio-psycho-social therapies
Use technology to: Enhance the quality of service delivery Maximise the use of available resources
Promote a successful community transition by increasing effective working relationships with key stakeholders
Maximise available resources by: Optimising clinician time Optimising the use of alternative funding
opportunities
Support workforce excellence by: Increasing staff skill development pathways Increasing awareness of workforce needs
Develop consistent information and engagement channels with both internal and external stakeholders
Psychosis Academic Clinical Unit: Improving our service
The patient journey for a patient with psychosis spans across multiple ACUs that may impact on how we deliver our care
With high demand for our services, we need to ensure we support each other and foster longevity and resilience in each of our teams
Increasing need to deliver effective services to patients with complex needs (i.e. dual diagnosis, forensic provisions)
Initiation of the National Disability Initiative Scheme
Diversity and depth of therapeutic experience amongst our clinicians and support staff
Workforce committed to delivering excellence A range of leadership strengths across different sites and roles Openness throughout the ACU to change and innovation focused on
improving outcomes Strong internal networking relationships across sites Information transparency providing alignment and uniformity across sites
The Psychosis Academic Clinical Unit (ACU) provides specialist assessment and treatment for patients between 18-65 years of age who experience psychosis. Community and inpatient services are available according to patient and family needs on assessment. Contemporary evidenced-based interventions are delivered either by a structured program or through care coordination.
CHALLENGES FOR OUR SERVICE
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
Nov 2015 – Jan 2016
18 month priorities 3-5 year priorities
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
FOCUS AREA ❸Population health and well-
being
ENABLER ❶Funding and resource
management
ENABLER ❷Enabling and empowering
our people
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
Best-practice national and international models need to be adapted to reflect our patients’
bio-psycho-social needs
Accurate diagnosis and placement of care (referrals) is reliant on strong and effective
working relationships
Providing clinical services for increasing numbers of patients
with complex needs (intellectual impairment and illicit drug use)
To be effective, our service needs to support individual recovery
approaches tailored to the needs of the patient
As a larger ACU with a broad set of referral criteria, we are
constantly challenged to find new ways to deliver better outcomes
within constrained resources
The processes of measuring KPIs and collecting data to enhance
patient outcomes
18 month priorities
18 month priorities
18 month priorities
18 month priorities
2a. Implement pilot of virtual
clinics
18 month priorities
3a. Continue to support the MSAMHS communication strategy
plan with other internal and external stakeholders (e.g.
ACUs and NGOs)
18 month priorities
1a. Develop the MSAMHS Psychosis Patient Needs
Framework (CNF) to guide assessment and intervention planning
1b. Implement clinical assessment tools
aligned to CNF based on bio-psycho-social
model
1c. Rate existing patients against
CNF
1d. Implement CNF and
undertake clinical review
of results
1e. Update our model of care to reflect
validated approaches (including refined
CNF)
1f. Partner with universities to develop
professional qualifications
based on specific therapies
2b. Complete and evaluate pilot of
virtual clinics (MOVI)
2c. Develop an integrated database to support
documentation and data-tracking based on CNF
2d. Apply technology to enhance documentation of patient care (e.g.
tablets)
3a. Explore opportunities to enhance relationships and engagement
strategies with NGOs, GPs and other key partners to support timely, focused,
transition of care
3b. Develop a consistent
management system for Clozapine
3c. Expand the use of the ‘step-up-step-down’ model of care for better
utilisation of resources
1a. Identify opportunities to reduce travel time for clinicians
(e.g. through application of technology)
1b. Identify and leverage alternative funding and revenue
streams (e.g Tele-health, specialist clinics)
2a. Assist in the development of
MSAMHS Therapy Capability Framework
2b. Assist in mapping and review of
workforce allocation
2c. Identify therapy capability gaps and
develop a bridging plan
2d. Provide support for team
development and team-based
resilience
2e. Develop an ACU workforce plan (e.g. skill mix and specialty clinics)
Where we are now What we want to do over the next three years What we want to achieveNovember 2015 – January 2016
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
Nov 2015 – Jan 2016
Nov 2015 – Jan 2016
Nov 2015 – Jan 2016
Nov 2015 – Jan 2016
28 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 29
Rehabilitation Academic Clinical Unit: Improving our serviceWhere we are now What we want to do over the next three years
Need for ongoing proactivity to encourage referrals by teams across MSAMHS at the most appropriate stage in the consumer journey
Many mental health consumers do not have safe, stable accommodation and income which is a prerequisite to engage in effective rehabilitation
A complex network of external partners and stakeholders Many current service metrics relevant to activities are related to output rather than
consumer outcomes and may not capture the full range of rehabilitation services we provide Identifying and managing quality data to inform practice is an ongoing challenge
Highly motivated team passionate about rehabilitation Significant interest in learning new ways to improve consumer outcomes Passion and capability for internationally leading research Strong existing leadership and a compelling vision within our service Strong links with other rehabilitation services that can help inform our
practice (including e.g. our models of service) Clear models of service focusing our care
The Rehabilitation Academic Clinical Unit (ACU) aims to be a world class Mental Health Rehabilitation Service that consumers want to engage with and that other services want to emulate. We achieve this through providing specialised evidence-based recovery-orientated rehabilitation services.
CHALLENGES FOR OUR SERVICE
Embracing the complex individual needs of consumers is
fundamental to providing an effective rehabilitation service for the whole of
MSAMHS
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
What we want to achieve18 month priorities 3-5 year priorities
1a. Contribute to the development
and implementation of the state-wide models of service for rehabilitation
1b. Introduce an agreed triage and review process for the ACU focused on continuous
improvement and best-practice
1c. Develop personalised care pathways focused
on maximising consumer choice and
autonomy
1d. Research and evaluate service
components to in-form robust service
delivery
1e. Inform the national and international benchmarks for
excellence in clinical mental health rehabilitation
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
2a. Develop a strategic plan to trial the integration of
technology into the delivery of rehabilitation services
2b. Undertake training to bridge identified
technological skills gaps
2c. Research and evaluate the use of technology in the deliv-ery of rehabilitation services
FOCUS AREA ❸Improved health system
integration
3a. Memorandum of understanding with housing provider(s)
3b. Proactively build stronger relationships with
the mental health community support sector and other external primary
care providers
3d. Review individual consumer needs and develop processes to
support integrated multi-sector care plans
3c. Maintain our engagement with GPs and private
psychiatrists
3e. Develop clinical decision-making
frameworks to guide integrated care plan
development
ENABLER ❶Resource management,
system planning and implementation
1a. Support key team members to develop
skills in costing resource needs
(present/future needs)
1b. See also Focus Area 1c.
1c. Develop process by which all staff become
responsible for the development, monitoring and escalation of resource
needs
1d. Applying implementation
research principles to dissemination of key innovations and
initiatives
1e. Build capability to support effective
partnerships
ENABLER ❷Enabling and empowering
our people
2a. Establish concurrent training
for staff to align with a recovery-oriented
paradigm of care
2b. Build development pathways for
leaders (both present and future) within
the ACU
2c. Promote collaboration and communication within the ACU
2d. Regularly monitor the capability of staff in response
to staff movements and developments in the ACU and in mental healthcare
delivery more broadly
2e. Proactively source and provide training
to upskill our staff and enable full scope of
practice in mental health rehabilitation
ENABLER ❸Ensuring the needs of
stakeholders influence all our efforts
3a. Develop formal mechanisms to
ensure consumer and carer opinions are heard
and valued
3b. Identify key stakeholders (both inside and outside the service)
and develop effective working relationships to accommodate service
provision in a complex environment
3c. Seek opportunities via formal joint meetings/conferences and
informal occasions to collaborate with stakeholders on
rehabilitation services
3d. Document and share
examples of success
To learn more contact:msmhs_rehabilitationACU
@health.qld.gov.au
Deliver ongoing clinical excellence by: Maximising appropriate referrals by ‘pulling’ (rather than
waiting for the consumer to be referred) Continuing to develop and refine the Peer Support Worker
Integrated Model of Care Embedding evaluation of service provision as core business Develop research capacity
Build our technology literacy so we can: Leverage technology to increase access and effectiveness
and efficiency of rehabilitation care Leverage technology to increase generalisation and
maintenance of skill acquired in the Rehabilitation ACU Develop models of care then enable the systematic
implementation and evaluation of technology into care delivery
Increase our service effectiveness by: Becoming a triage point for rehabilitation services Build our team’s ability to identify the best needs of
‘the consumer of today’ Partnering well to reduce duplication and increase
efficiency of service delivery Research on best-practice
OUR VISION/PURPOSE
Enhancing the rehabilitation outcomes of consumers within the service both through direct service delivery and
through consultation with other ACUs is core to our role
When well managed, successful rehabilitation has an essential role in reducing sector-wide healthcare costs
Deepening our relationships with other ACUs will rely on a series of
conversations to establish a shared understanding of how rehabilitation fits
into the consumer journey
Historical models of care (restricted to symptom management alone) do not always fully reflect consumer needs or
best-practice in the context of constrained resources
Make the best use of our available resources by: Adopting proven strategies from other healthcare
facilities Work with the relevant stakeholders to ensure that the
right support is available to the consumer at the right time and referrals are timely
Ensure the sustainability of our workforce by: Providing the training and support that
accurately matches the skills required to define inter-national benchmarks in mental health rehabilitation
Work with staff and consumers to establish effective consumer support and flow
Ensure that we regularly obtain feedback from service users to guide service development:
Become a benchmark rehabilitation service as judged by consumers, other clinicians, other mental health services and within the non-government sector
Our ability to provide outstanding care will require an ongoing iterative review
of how we deliver our services and a commitment to embedding
evaluation and research
18 month priorities
18 month priorities
18 month priorities
18 month priorities
18 month priorities
18 month priorities
3-5 year priorities
3-5 year priorities
3-5 year priorities
3-5 year priorities
Dec 2015 - Feb 2016
Dec 2015 - Feb 2016
Dec 2015 - Jan 2016
Dec 2015 - Jan 2016
Dec 2015 - Jan 2016
December 2015 – January 2016
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
30 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 31
To learn more contact:[email protected]
Deliver ongoing clinical excellence by: Maximising patient journey information to
streamline RAS patient flow processes Patient-centred recovery-orientated care
Support the efficient provision of our services through:
Maintaining effective paper-light systems Increased patient-appropriate communication Awareness of technological opportunities
Increase our service effectiveness by: Collaborating with stakeholders to best meet the
patient’s needs Collaborating with stakeholders within MSAMHS,
as well as with external stakeholders, to increase awareness and understanding of our services
Make the best use of our available resources by:
Matching patient needs with service hours Providing clear staffing and patient flow systems
that reflect patient needs
Increase our workforce capability by: Providing the training and support that
accurately matches the needs of the patient Recruiting, developing and retaining staff with
the right skill sets
Ensure that our patients are provided with the most appropriate care through co-creation
Resource and Access Services (RAS) Academic Clinical Unit: Improving our service
The primary aim of Resource and Access Services (RAS) Academic Clinical Unit (ACU) is to provide a comprehensive mental health triage, assessment and brief intervention service that is skilled, timely and responsive for individuals who are in a mental health crisis. RAS provides a responsive service that minimises the psychological distress of individuals, stabilises mental health status for those experiencing acute mental illness, and provides information and access to appropriate pathways of care for individuals and their carers and families.The components consist of Resource, Recovery and Partnerships Team (RRPT), Homeless Health Outreach Team (HHOT), Alternatives to Hospitalisation (A2H), Acute Care Team (ACT), MH-Call.
CHALLENGES FOR OUR SERVICE
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
The educational progression of skilled mental health professionals in Queensland is limited (e.g. mental health nurse accreditation process) thereby reducing the number of potential staff available
We have identified and created the most appropriate models of care for our ACU
We are the major point of entry for the patient Our ACU consists of a multi-disciplinary team with a wide range of
skills and specialties
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
FOCUS AREA ❸Improved health system
integration
ENABLER ❶Resource management,
system planning and implementation
ENABLER ❷Enabling and empowering
our people
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
Provision of services across a large geographic area and a
population of 1.5 million, can impact response times
Tension between workload and implementation of new initiatives
(e.g. new models of care)
Establishing and maintaining a highly skilled workforce in a
highly demanding environment
The increasing number of complex patient presentations heightens the need for our staff to be skilled in working across a broad spectrum of client needs
Developing and delivering a seamless patient flow model
across MSAMHS (24 hours per day)
1a. Map the patient journey
and look for opportunities
to support RAS patient flow
1b. Develop pro-cesses to support accurate input of
clinical information (e.g. ICD-10
diagnosis codes)
1c. Identify opportunities
to increase service
consistency across all sites
1d. Enhance mechanisms that ensure patients/
carers are advocated for
2a. Critical communications
made available to all staff through
technological solutions
2b. Look for opportunities
to support staff transition to paper-
light workplace
2c. Provide opportunities for mobile access to
CIMHA (e.g. mobile devices)
2d. Establish a patient communication system that maximises the opportunity for patients to engage (e.g.
SMS)
2e. Establish a technology
advocate workgroup
3a. Promote the formal process to capture
patient/carer feedback
3b. Enhance existing stakeholder
relationships to promote service
integration
3a. Enhance MH- Call pathways
3b. Provide shadowing opportunities for
stakeholders
3c. Enhance patient and carer experience when transitioning through
services
3d. Coordinate private healthcare providers (e.g. private psychiatrists and GPs) for improved service
integration
1a. Explore staffing and patient flow systems to match service demands (e.g. Flexiroster and
service profiles)
1b. Develop a recruitment and a
retention plan
2a. Upskill staff by providing
ongoing training and development opportunities in
complex scenarios
2b. Enhance the workforce plan as a tool for supporting work-life balance
2c. Look for opportunities to
maximise RAS staff skillsets
2d. Enhance our capability to work with multi-cultural
clients
2e. Establish a ‘reverse’ supervision/supervision process (e.g. technology)
January – March 2016 18 month priorities 3-5 year prioritiesWhere we are now What we want to do over the next three years What we want to achieve
1e. Collaboration with Medical ED
to identify strong clinical processes to ensure efficient
patient flow
1f. Development of specialist clinical interventions that
are responsive to the needs of services
within the HHS
3c. Identify and develop new stakeholder
relationships to develop service integration
3d. Collaborate with PHN’s to maximise integration with the
primary health sector
18 month priorities
Jan - Mar 2016 18 month priorities
18 month priorities
Jan - Mar 2016
18 month prioritiesJan - Mar 2016
18 month priorities
18 month priorities 3-5 year priorities
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
32 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 33
To learn more contact:[email protected]
Provide benchmark clinical services through data realisation and communication
Leading applied research in transcultural mental health in Australia
Deliver best-practice transcultural services
Use technology to: Increase our reach and improve communication
Increase our service effectiveness by: Prioritising mental health promotion, prevention
and early intervention Integrating clinical practice with patient care and
early intervention Increase our service effectiveness by providing
flexible and innovative service systems and programs
Maximise our service capacity by: Procuring funding for identified gaps in clinical
services Working in partnerships and exploring new
opportunities Becoming embedded in services across the lifespan
of the patient population and across networks
Building our workforce to: Broaden our workforce to be experts in transcultural
mental health across the continuum of care Leverage existing skills and interest areas within the
team to build internal workforce capability
Strengthening stakeholder relations to: Collectively and efficiently meet the needs of the
patients through knowledge sharing and capacity building
Be an accessible presence in the community
Transcultural Mental Health Academic Clinical Unit: Improving our service
The Transcultural Mental Health Academic Clinical Unit (ACU) works to improve equality in mental healthcare for people from culturally and linguistically diverse backgrounds. We do this by working across the spectrum of mental health and the lifespan to improve the quality of care and address the disparities in access to mental health services.
We deliver specialist services state-wide including clinical consultation, workforce education and prevention and early intervention programs.
CHALLENGES FOR OUR SERVICE
Increasing demands for our service
The evidence shows our patients’ experience systemic disadvantages
State-wide service model in a devolved health system
Data collection systems that do not capture all of our services and
activities
Responding to the multiple demands of a diverse stakeholder group
Advocating to meet the diverse cultural needs of our patients in
mainstream clinical settings
1b. Create meaningful measures that better reflect and report the services we currently
provide
1c. Develop patient feedback processes
to enable continuous improvement
1a. Review, develop and implement
internal and external specialist cross-
cultural assessment guidelines
1a. Explore opportunities to identify new project
funding initiatives
1b. Review the casual workforce
model
1c. Establish strategic
linkages with primary
healthcare networks (e.g.
PHN)
1d. Monitor and proactively
respond to evolving
funding models
1e. Clearly define and monitor changing population needs
so we can influence funding discussions
appropriately
1f. Explore ways to most effectively
document our work and capture impact
to align with funding models
3a. Establish a state-wide transcultural
clinical network
3b. Analyse targeted population and patient data to
deepen the needs analysis to drive targeted use of
resources
3c. Develop internal (Metro South) and
external (e.g. HHSs) communications
plans
2b. Map internal skills and strengths and
identify further areas for improvement to inform
a team professional development plan
2a. Improve clinician multi-cultural community
engagement to enable better responsiveness to
patient needs
2c. Identify ways to better meet the
development needs of our casual workforce
(following on from Enabler 1b)
2d. Increase internal capability to respond to dynamic mental
health needs in the multi-cultural community (e.g. working with
our ageing population, changing demographic groups)
2b. Explore and leverage technologies
to increase our access and reach
(e.g. internet-based services)
2a. Plan and develop a state-wide mental
health workforce training plan to support cultural responsiveness
2c. Use technologies to improve our internal
relationships and communications with
casual workers, program facilitators etc.
3b. Develop a sustainability plan for BRITA Futures,
Depression Self-Management and Stigma Reduction
programs
3c. Build capacity in key community organisations to better meet the specific cultural and mental health
needs of their multi-cultural population
3a. Partner with multi-cultural mental health coordinators (MMHCs)
to further strengthen our collaboration with hospital
and health services
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
FOCUS AREA ❸Improved health
system integration
ENABLER ❶Resource management
and system planning and integration
ENABLER ❷Enabling and empowering
our people
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
OUR VISION/PURPOSE
The Transcultural Mental Health Centre is a state-wide service ACU falling within the Metro South HHS governance structure
Our workforce primarily consists of casual workers, representing more than 100 different cultural language groups
Changes in the migration demographic patterns (increasing number and diversity of CALD patients) requires a flexible service model and workforce
Global, national and local socio-political contexts
Professional and cultural diversity within the group Staff have strong relationships with key stakeholders fostering
collaborative approaches and strong engagement The team are cohesive and stable and are open to a diverse range of
views Staff have specialist expertise and are able to work across the
spectrum of mental health and continuum of care
CONSIDERATIONS FOR OUR ACU ACU STRENGTHS WE CAN LEVERAGE
3d. Systemise provider and
patient feedback to embed
business-as-usual
3e. Map key stakeholders in order to remain responsive
and balance competing demands
January – March 2016 18 month priorities 3-5 year prioritiesWhere we are now What we want to do over the next three years What we want to achieve
18 month prioritiesJan - Mar 2016
Jan - Mar 2016
Jan - Mar 2016 18 month priorities
18 month priorities
Jan - Mar 2016 18 month priorities 3-5 year priorities
3-5 year priorities18 month prioritiesJan - Mar 2016
Jan - Mar 2016 18 month priorities
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
34 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 35
To learn more contact: [email protected]
Deliver ongoing clinical excellence by: Demonstrating the link between clinical governance
and better outcomes for patients Working with stakeholders to ensure efficient and
effective use of systems, processes and information Providing advice, expertise and support to MSAMHS
services
Use technology to: Improve our services through best-practice use of
systems Maximising information collection strategies to
promote clinical service quality, accountability and evaluation
Increase our service effectiveness by: Incorporating relevant MSAMHS population
information into service briefs
Strategically emphasising information needs by:
Identifying the ‘right’ information to track Addressing information collection processes to
reduce loss of clinical time
Build workforce excellence by: Embedding a culture of information literacy and
celebrating successes Increasing the interest in and use of clinical
information in the workplace
Strengthen stakeholder relationships to: Support and build awareness of the positive
impacts of effective clinical governance on patient experience and the patient journey
Become known and sought out by all our stakeholders as the ‘go-to people’ for quality and safety
Clinical Governance Team: Improving our service
Where we are now What we want to do over the next three years18 month priorities 3-5 year priorities
The Clinical Governance Team enables MSAMHS to provide great care for every person, every time.
CHALLENGES FOR OUR SERVICE
Increasing the awareness and engagement of MSAMHS in the clinical governance framework
Growing demand from MSAMHS for clinical governance services
Creating a consistent service-wide quality and safety culture
Clinical governance needs to be responsive to the direction of
MSAMHS but also predictive of future needs
Ensuring Clinical Governance is engaged at the right time in the
planning, development and review of MSAMHS services
Maintaining strong and productive relationships across a large
geographically dispersed service
Keeping our skills and knowledge current in a complex and rapidly
changing environment
What we want to achieve
1a. Develop formal
patient/carer feedback loops to
inform service improvement and
education
1b. Implement the new strategic clinical
governance and quality framework
1c. Implement strategies to
identify, initiate and communicate activities
that build MSAMHS quality and safety
improvement
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
2a. Identify opportunities to influence development of the new SharePoint site
and other systems
2b. Improve the collection of quality data through the implementation of service-wide training
strategies
FOCUS AREA ❸Improved health system
integration
ENABLER ❶Funding and resource
management
ENABLER ❷Enabling and empowering
our people
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
Nov 2015 – Jan 2016
18 month priorities
18 month priorities
18 month priorities
18 month priorities
Nov – Jan 2016 18 month priorities
18 month priorities 3-5 year priorities
3-5 year priorities
2a. Develop activities which ensure key stakeholders are familiar and
competent with quality, safety and information
2b. Recognising and sharing clinical quality and safety exemplars, insights and learnings
2c. Create training opportunities to enhance quality and safety awareness/proficiency
across MSAMHS
2d. Develop MSAMHS capacity to take advantage of multiple
information sources (e.g. KPIs, benchmarking)
3a. Manage, analyse and report on patient perceptions of care
information
Building and integrating a consistent understanding of Clinical Governance across MSAMHS is an ongoing process
Organisational change can create challenging environments for embedding consistent quality, safety and information systems that support and link with Metro South HHS clinical governance framework (Kindness System for Patients)
There are currently varying levels of development in quality, safety and information knowledge and skills in MSAMHS
The Clinical Governance Team members are skilled, enthusiastic and committed to their roles
Staff are able to perform well in dynamic environments MSAMHS has access to broad, rich and complex internal data sets, as
well as a range of benchmarking data from other services
CONSIDERATIONS FOR OUR TEAM TEAM STRENGTHS WE CAN LEVERAGE
1d. Streamline processes which support the link between audit,
evaluation and quality improvement
1e. Embed NSQHSS
and NMHSS into clinical
practice
1f. Create a shared ownership of the four pillars (responsive, integrated, safe and effective) Clinical Governance delivery framework (across MSAMHS)
2c. Maintain and support information champions to enhance systems and
information
2d. Leveraging opportunities to use technology to improve
our internal processes
3b. Enhance the capability to construct reports and dashboards
based on MSAMHS population data to support service planning
1a. Review and refine the management and
monitoring of data collection
1b. Develop an engagement strategy plan to promote the importance of
clinical information collection
3a. Maintaining strong relationships with relevant Metro South teams
(e.g. Clinical Governance, Decision Support)
3b. Develop and implement a stakeholder engagement strategy to ensure we can
continue to meet stakeholder needs (e.g. Executive, ELT,
ACUs, teams)
3c. Develop a communication strategy using a range of
media to ensure the workforce is informed and educated
about information, safety and quality
3d. Develop channels to share international advances in quality and safety science
with our stakeholders
November 2015 – January 2016
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
Nov 2015 – Jan 2016
Nov 2015 – Jan 2016
36 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 37
To learn more contact:[email protected]
Promote a culture of excellence by: Supporting a culture of learning and customer focus Effective and efficient process support
Assist outstanding outcomes by: Maximising available resources through more
efficient processes Standardising technology use across sites Facilitating technology literacy and use throughout
MSAMHS
Provide clear service integration pathways through:
Clearer and more consistent information sharing Strong and collaborative relationships with stakeholders Facilitating information benchmarking and process
standards
Creating a culture of accountability and awareness:
Maximise the use of collected service data and information
Building stakeholder awareness of MSAMHS service impacts across the broader healthcare sector
Provide workplace of choice: Focus on opportunities to build capability and career
progression Share a collective purpose
Support service integration with stakeholders: Partner with stakeholders to build service capability
and shared direction
Corporate Governance Team: Improving our serviceWhere we are now
January - March 2016 6 month priorities 18 month priorities 3-5 year priorities
The Corporate Governance Team enables ACUs to focus on delivering outstanding patient care by providing process support and content expertise. We are committed to supporting the Service to advance its strategic objectives through innovation, whilst ensuring corporate and legislative compliance.
CHALLENGES FOR OUR SERVICE
Delivering on our strategic objectives while continuing to meet the
expectations of the Service and managing a transactional workload
(becoming more proactive rather than reactive)
Corporate Governance must often rely on internal and external partners
to deliver aspects of our support services. Sometimes their priorities,
capacity and/or processes restrict our ability to deliver
Creating and maintaining innovative knowledge sharing networks
Supporting teamwork and consistency of service provision across a large
geographic space
Maximising the use of technology to streamline and measure
service needs
Managing customer expectations and providing clarity around the role and
responsibilities of Corporate Governance
Truly understanding our customers’ needs and expectations so we can
deliver an outstanding service
What we want to achieve
1a. Identify tools to measure, benchmark and optimise the
Corporate Governance customers’ experience
1b. Develop and implement a Corporate Governance
Customer Service Strategy that meets the needs and
expectations of Metro South HHS and MSAMHS
FOCUS AREA ❷Technology that supports
best-practice, next- generation clinical care
2a. Develop and implement a Corporate Governance
Customer Service Strategy that meets the needs and expectations of Metro South HHS and MSAMHS
FOCUS AREA ❸Improved health
system integration
ENABLER ❶Resource management
and system planning and integration
ENABLER ❷Enabling and empowering
our people
3a. Maximise existing communication
resources
ENABLER ❸Ensuring the needs of our
stakeholders influence all our efforts
Jan – Mar 2016
6 month priorities 18 month priorities
6 month priorities
6 month priorities
18 month priorities 3-5 year priorities6 month priorities
Jan – Mar 2016
Jan – Mar 2016
Jan – Mar 2016
6 month priorities
6 month priorities
2a. Coordinate
the distribution of BPA 2015
survey results
2b. Facilitate the
development of MSAMHS
strategic workforce
plan
2c. Establish a ‘Performance
Pipeline’ leadership
development program within
MSAMHS
2d. Collaborate
with ACUs to embed robust and effective recruitment processes
1a. Develop a process to provide financial forecasting at the cost
centre level, and processes to assess economic value of services
1b. Work with relevant
stakeholders to maximise own source
revenue
3a. Support the development of data
warehouse as a central data point for
our service
3b. Develop and implement a Corporate Governance
Customer Service Strategy that meets the needs and
expectations of Metro South HHS and MSAMHS
2b. Support the development of corporate
technology literacy across MSAMHS through training and education
3b. Develop and implement a Corporate Governance Customer
Service Strategy
1c. Maintain a robust budget process to ensure
appropriate resourcing for clinical care
2e. Establish a Corporate Governance onboarding
program
2f. Coordinate MSAMHS
response to BPA 2015
survey results, including an action plan
2g. Establish a system for recognising
and rewarding staff
service and achievements
2h. Maximise the use of
technology and multi-media to support
learning and communication
2i. Increase Corporate
Governance capability
throughout MSAMHS
Resource allocation is not expected to increase despite noted growth in the population and community expectations
Our strategy needs to reflect the complex and complicated nature of the systems within which we work
Getting things done in a complex environment depends on our ability to build and maintain relationships
Many processes within our organisation are mandated and beyond our scope of influence
Current processes are already supporting a high standard of service compared to other organisations
The skillsets and collective knowledge of the team has led to flexible and effective service delivery
Our team is passionate and has a positive outlook to the future Collectively, there is a strong sense of team support and trust within
Corporate Governance We share a common desire and commitment to achieving excellence
CONSIDERATIONS FOR OUR TEAM TEAM STRENGTHS TO LEVERAGE
What we want to do over the next three years
FOCUS AREA ❶Clinical excellence and
better healthcare solutions for patients through
redesign and improvement, efficiency and quality
OUR VISION/PURPOSE
38 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 39
40 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 41
Part 3 From talk to action...Our first sprint
A new way of implementing our agreed strategic direction in a complex healthcare environment
How does it work?
At the start of each 90 day sprint, we ask the following questions:
❶ When does our sprint begin and end?
❷ Which priorities do we want to tackle in this sprint?
❸ How can we group our priorities together so we can tackle them together?
❹ Where do we want to be by the end of the sprint?
❺ What do we need to do in month one, two and three to get where we want to be?
The work of each ACU helps translate the MSAMHS strategic plan into concrete outcomes. To achieve these, each ACU has taken the next step and adopted a new methodology that helps us respond to our changing environment while maintaining a focus on our strategic priorities. We’ve done this by adopting ‘90 day sprints’ where each ACU identifies their goals and focuses as a team on how they can achieve them.
An ACU’s 90 day sprint helps signpost to all stakeholders:a. the strategic priorities which are being progressed; andb. the planned actions that are expected to occur.
As an iterative approach, each ACU will review their strategic objectives every 90 days to allow for the complex changing needs of Queensland healthcare.
The process has been designed to build a clear focus on strategic learning and incremental improvement with the priority outcome being improved patient outcomes.
30 days (August) 60 days (September) 90 days (October) 18 month priorities
FOCUS AREA ❶ FOCUS AREA ❷ FOCUS AREA ❸ ENABLER ❶ ENABLER ❷ ENABLER ❸
Out-of-hours community clinics pilot
(Focus area 1a)
Clarifying/leveraging key relationships to support our service (Focus areas 3a, 3b)
Better management of comorbidities
(Focus areas 3c, 3d)
Improve processes to support capture
of activity data (Enabler 1b)
Scope pilot (locations, hours, resourcing)
Develop plan document (including evaluation plan)
Develop communication plan
3a CARE-PACT Identify most appropriate CARE-PACT
contact and schedule first meeting Undertake CARE-PACT scoping
workshop
(–)
(–)
Share plan with ELT Confirm plan with Exec Prepare for pilot Send out key communications
(GPs, consumers/carers etc.)
3a CARE-PACT Older Adult/CARE-PACT workshop with
broader team to define service model
3b CONSULTATION LIAISON Meet with CL director(s) to discuss
opportunities for pilot seminars
Team leaders develop approach to research and assess impact of drug and alcohol comorbidities
Team leaders undertake scoping session to develop approach
Commence pilot
3a CARE-PACT Circulate draft service model to other
ACUs for feedback and comment
3b CONSULTATION LIAISON Pilot seminars (e.g. physical health
issues for adult consumers; mental health issues for adult consumers)
Begin process to define partnership model
Team leaders develop approach to learn from (e.g. Browns Plains) better management of physical comorbidities
Approach confirmed
Focus Areas
1b. Collaborate with MH-Call team to clarify the referral process with key partners (ACUs, NGOs, GPs etc.)
1c. Develop 24 hour triage model1d. Identify best-practice Older Adults
Mental Health models in demographically instructive countries (Japan, Korea, UK, USA)
1e. Identify opportunities to increase service consistency across sites
2a. Pilot use of technology to conduct clinical assessments (decrease time/distance)
2b. Identify opportunities to use tech-based therapies (e.g. LifeTech)
2c. Leverage technology to better use time in the field (e.g. tablets for clinical documentation, education/podcasts etc.)
3e. Increase use of GP/RACF tele-consults (e.g. Stradbroke Island)
3f. Increase public awareness of healthy mental ageing strategies
Enablers
1c. Expand CNC positions to better manage service integration
1d. Review optimum location of services (e.g. prior to end of PA lease in 2017)
1e. Identify opportunities to share resources across ACUs
2a. Develop Older Persons ACU workforce plan (including marketing and recruitment strategy)
2b. Identify a framework to think strategically about ICT and identify ICT literacy skills to be incorporated into Older Adult workforce plan
3a. Offer pre-emptive aged care consults to other ACUs (e.g. advice under 65)
3b. Improve our relationships with GPs to improve efficiency (e.g. pre-emptive advice)
Ensure e.g.tele-health
consultations leverage external
funding (Enabler 1a)
Team leaders undertake scoping session to identify issues and develop approach
Approach confirmed TBC
Priority Area
❶ ❷
❸
❹❺
Translating strategic priorities into tangible outcomes every 90 days
The examples above show the tool that each ACU is using to help unify and focus their teams on delivering on Metro South
HHS’s strategic priorities.
30 days (November) 60 days (December) 90 days (January) 18 month priorities
FOCUS AREA ❶ FOCUS AREA ❷ FOCUS AREA ❸ ENABLER ❶ ENABLER ❷ ENABLER ❸
Define target population, most
suitable model and proposal for CYACU
day program(Focus area 1a and
Enabler 1a)
Review recently piloted therapies and
identify training and supervision
opportunities(Focus area 1b and Enabler
2a)
Build staff data literacy and enhance clinical data capability(Focus area 2a and Enabler
2c)
Finalise governance and standup of consumer/carer engagement committee
Focus Areas1c. Engage adult ACUs to define best-practice
transition of care for high-risk youth with chronic conditions
2b. Explore opportunities to leverage technology to better use time in the field
3b Improve integration with Adult ACU’s and other partner organisations to enhance family-centredcare
3c. Explore opportunities and innovative approaches towards better integration between physical health and mental health care e.g. (metabolic monitoring and eating disorders)
Enablers1b. Develop and document C&Y ACU maturity around
financial resource management
1c. Explore opportunities to integrate CYACU youth assertive outreach models of care
1d. Continue to develop and evaluate carer, child and youth group-based therapies
2d. Evaluate our workforce engagement strategies
Improve communication between CYMHS
and GPs(Focus Area 3a)
Priority Area
Define our ACU leadership
principles to balance consistency and
transparency across sites, with local flexibility and
empowerment(Enabler 2b)
Implement and evaluate CYACU
Consumer & CarerEngagement Strategic
Plan(Enabler 3a)
Discuss and propose an approach with operations
(TBC) Team leaders planning half day (focused on leadership principles and role clarity)
Initial discussion at clinical council re. the objectives and style of the relationship that we want to establish?
Council members consider and explore draft proposals Review and discuss proposals
Table at all-of-ACU clinical outcomes workshop (18 Nov)
Undertake a review of current practices
Send initial information to the team Initiate discussions with adult ACUs
to identify opportunities for reciprocal supervision (Family Therapies, CBTE, etc.)
Leads commence for mapping DBT/MBT with each team
Complete capability mapping for DBT/MBT
Identify project lead Develop a process to establish
working group
First group meeting Update literature review High level project plan drafted
(–)
(–)
(–)
(–)
(–)
(–)
30 days (November) 60 days (December) 90 days (January) 18 month priorities
FOCUS AREA ❶ FOCUS AREA ❷ FOCUS AREA ❸ ENABLER ❶ ENABLER ❷ ENABLER ❸
Develop the AMHS Psychosis Consumer
Needs Framework (CNF) to guide assessment and
intervention planning(Focus Area 1a)
Implement pilot of virtual clinics
(Focus Area 2a and Enabler 1a)
Explore opportunities to enhance relationships
and engagement strategies with NGOs,
GPs and other key partners to support
timely, focused, transition of care
(Focus Area 3a)
Focus Areas1b. Implement clinical assessment tools aligned
to CNF based on bio-psycho-social model1c. Rate existing consumers against CNF1d. Implement CNF and undertake clinical review
of results1e. Update our model of care to reflect validated
approaches (including refined CNF) 1f. Partner with universities to develop
professional qualifications based on specific therapies
2b. Complete and evaluate pilot of virtual clinics (MOVI)
2c. Develop an integrated database to support documentation and data-tracking based on CNF
2d. Apply technology to enhance documentation of consumer care (e.g. tablets)
3b. Develop a consistent management system for Clozapine
3c. Expand the use of the ‘step-up-step-down’ model of care for better utilisation of resources
Enablers1b. Identify and leverage alternative funding and
revenue streams (e.g Tele-health, specialist clinics)
2c. Identify therapy capability gaps and develop a bridging plan
2d. Provide support for team development and team-based resilience
2e. Develop an ACU workforce plan (e.g. skill mix and specialty clinics)
3a. Continue to support the AMHS communication strategy plan with other internal and external stakeholders (e.g. ACUs and NGOs)
Priority Area
Review the capability framework of the workforce in the Psychosis ACU
Identify the gaps in skills of the clinicians to plan educational development opportunities
Establish a clinician engagement strategy
The clinicians will review their practice against the therapy capability framework
Continue clinician reengagement strategy
Initiate the planning of the discipline specific professional development plan
Established link with Simply Health and developed Psychosis pathway for GPs and other primary healthcare professionals (endorsed by MSAMHS)
Participate in steering committees of MSAMHS that interface with NGO service providers
Identified the locations and assets for MOVI.
Identification of MOVI pilot sites Finalise installation of MOVI
equipment
Education on the use of MOVI (IT department to facilitate)
Initiate MOVI in the pilot site Identify and develop appropriate KPIs
Consolidation of MOVI use Review of pilot site data on MOVI use Build on learnings from the data
review Identify further eligible sites
Initiation of the clinical assessments based on the CNF in a pilot site.
Initiation of CNF in the community case reviews.
Review the application of the CNF in the pilot site.
Education on the CNF (tools for assessment).
Development of operational plan for initiation of CNF in the community case reviews.
Identify appropriate MSAMHS stakeholders for interface between NGO sector and Psychosis ACU
Develop a strategic plan to enhance psychosis ACU interface with the NGO sector
2b. Assist in mapping and review of workforce
allocation
2a. Assist in the development of AMHS
Therapy Capability Framework
Established planning of medical workforce of Psychosis ACU
Review of the clinical workforce of Psychosis ACU to cater for the needs of the consumer
Review the skill mix and resource allocation within the teams aligning with the budget allocation and consumer demographic needs
Work closely with other ACUs in enhancing the provision of consumer care
Consolidation of medical workforce of Psychosis ACU
Initiate the plan of resource reallocation aligning mid year review
Continue the information day sessions for Psychosis ACU
30 days (November) 60 days (December) 90 days (January) 18 month priorities
FOCUS AREA ❶ FOCUS AREA ❷ FOCUS AREA ❸ ENABLER ❶ ENABLER ❷ ENABLER ❸
Collaborate with other ACUs to simplify handover
process and improve the patient journey
(Focus Area 1a)
Identify opportunities to improve CL collaboration with
other ACUs(Focus Areas 1b)
Identify ways to further integrate IEMR / CIMHA
interface, to improve quality and efficiency of data
(particularly as it relates to risk assessments and summaries of care)(Focus Area 2a)
Focus Areas1c. Pilot a program to increase both the medical
and psychiatry involvement of registrars across Redlands inpatient medical and psych unit
2c. Investigate the potential use of videolink in less accessible parts of the ACU
3b. Identify and link appropriate care options for consumers
Enablers1b. Refine the process to review, change and
maximise where resources are allocated based on need
2b. Review and refine the liaison skills for effective assistance with working with medical teams and for clinician development
2c. Build a pathway for nursing development (e.g. mentorship and supervision) and promotion opportunities (e.g. rotating RN traineeship(s) and succession training)
3c. Develop improvement strategies based on the referrers survey
Priority Area
Look at opportunities to increase access to and use of technology to maximise
clinical service time(Focus Area 2b)
Define realistic information standards for handover of care and GP engagement
approaches(Focus Area 3a and
Enabler 3a)
Refine the process to review, change and maximise
where resources are allocated based on need
(Enabler 1a)
Continue the quality improvement process for the registrar training experience
in CL at both basic and senior training levels(Enabler 2a)
Utilise the findings of the referrers survey to influence quality improvement projects
(Enabler 3b)
Collaborate with Older Adult and other ACUs to improve training opportunities and patient care by involving registrars outside of the CL ACU in CL activities
Draft a strategic plan to set up and fund Children and Youth CL service to the Logan paediatric unit
Set up a working group to investigate the transfer of data to decrease duplication between the IEMR and CIMHA
Analyse the results of the survey
(–) (–)
Develop the business rules and CL documentation around IEMR to improve handover of care between CL and inpatient psychiatry units
(–) (–)
Review the business rules to reflect the outcomes from the working group activities (–)
Review the need for portable devises in Redlands and QEII to improve access to CIMHA and reduce duplication of documentation
(–)(–)
Review documentation and verbal handover processes to ongoing care providers
Engage with ACUs to participate in a collaborative GP engagement plan
(–) (–)
Review our current service needs to ascertain if they are being utilised where they are most needed
(–) (–)
Define and refine the quality improvement of processes for registrar training in CL
Create a formal feedback process to incorporate registrar feedback(–)
Identify opportunities for improvement Start the implementation process for improvement projects
Addictions Academic Clinical Unit: Improving our serviceMetro South Hospital and Health Service | Addiction and Mental Health Service
Our first 90 day sprint – September - November 201530 days (September) 60 days (October) 90 days (November) 18 month priorities
Outpatient withdrawal
(Focus area 1a)
Cross site process consistency
(Focus area 1c)
Models of care and other stakeholders
(Focus area 1b)
Expert panel membership and meeting date/s established
Complete current training modules across all teams, in relation to documentation and data input (CHIMS ERIC & ATODS-IS)
Expert panel completed
Identify outstanding areas requiring focus within each team and provide training to ensure consistent practice achieved across the service
Collate data gathered and identify current gaps and opportunities to strengthen existing partnerships
Feedback completed Protocols drafted/endorsed (stretch
target)
Utilise clinical documentation and medication audit results and activity data to assess current levels of practice throughout the ACU
Develop a plan of action to share existing activities, prioritise identified gaps and strengthen existing partnerships
Focus Areas
1d. Consolidate the current work in our ACU to be a state-wide exemplar (e.g. ATOPS)1e. Identify research and publication opportunities 2a. Champion unified data systems2b. Identify opportunities to use tech-based interventions (e.g. partner with Universities for web based interventions)2c. Develop and trial a telehealth service (e.g. Beaudesert, Southern Bay Islands) 3c. Develop a partnership and engagement process for GPs (GP champions)3d. Partner with RAS ACU to embed nurse navigator positions in EDs
Enablers
2c. Embed trainee nurse and Nurse Practitioner positions within our services2d. Engage workforce to build team-based resilience 2e. Provide training based on agreed service needs2f. Develop a university student engagement approach3a. Define and refine the AOD sector framework 3b. Develop a communication plan for key stakeholders3c. Engage stakeholders to collaborate and support care outcomes (e.g. Indigenous, youth, homeless, CALD*, LGBTI*)
Core Business(Focus area 3a)
Distribute the current statement of core business to all Addictions ACU staff for comment
Collate all comments and redraft as required
Present final statement at Addiction Services ACU Staff Forum 26 November 2015 for endorsement
Priority Area
Gather data across the ACU about existing stakeholder partnerships
FOCUS AREA ❶ FOCUS AREA ❷ FOCUS AREA ❸ ENABLER ❶ ENABLER ❷ ENABLER ❸
GP shared care models and community
pharmacy education(Focus area 3b)
Collate findings from the GP Shared Care pilot undertaken in Redlands
Draft Community Pharmacy communication plan and intervention strategy
Working party established and findings from pilot distributed
Community Pharmacy intervention strategy commenced
Plan for implementation of AOD GP Shared Care across Metro South HHS presented to Executive Leadership Team (ELT)
ACU partnerships(Enabler 1a) Identify areas of need across ACUs Prioritise areas of need via the
establishment of an action plan Negotiate and implement with
identified ACUs
AMHS Therapy Capability and
Practice Framework(Enabler 2a)
Organise information sessions for each team with Director of Allied Health & Therapies to introduce the process
Commencement of the process Each team has completed step 1 of the process
Provision of Addiction awareness(Enabler 2b)
Scoping of area of need commenced Collate data gathered and identify current gaps
Proposal developed for endorsement by ELT
30 days (September) 60 days (October) 90 days (November) 18 month priorities
FOCUS AREA ❶ FOCUS AREA ❷ FOCUS AREA ❸ ENABLER ❶ ENABLER ❷ ENABLER ❸
State-wide models of service(Focus area 1a)
Strategic plan to trial integration of technology
(Focus Area 2a)
Provide feedback to [ ] Await endorsement
Present ToR to the Rehabilitation operational meeting
Send out survey for staff training needs in technology
Present ToR to the AMHS ELT Collate technology survey findings and
develop recommendations
Focus Areas
1b. Introduce an agreed triage and review process for the ACU focused on continuous improvement and best-practice
1c. Develop personalised care pathways focused on maximising consumer choice and autonomy
1e. Introduce an agreed triage and review process for the ACU focused on continuous improvement and best-practice
2b. Undertake training to bridge identified technological skills gaps
3b. Proactively build stronger relationships with mental health community support sector and other external primary care providers
3c. Maintain our engagement with GPs and private psychiatrists
3d. Review individual consumer needs and develop processes to support integrated multi-sector care plans
3e. Develop clinical decision-making frameworks to guide integrated care plan development
Enablers
1c. Develop process by which all staff become responsible for the development, monitoring and escalation of resource needs
2a. Establish concurrent training for staff to align with a recovery-oriented paradigm of care
2b. Build development pathways for leaders (both present and future) within the ACU
2c. Promote collaboration and communication within the ACU
2d. Regularly monitor the capability of staff in response to staff movements and developments in the ACU and in mental healthcare delivery more broadly
3d. Document and share examples of success
Priority Area
Memorandum of understanding with housing
provider(s)(Focus Area 3a)
Draft new model for THT Develop a new model of service with
Compass Housing Services Sign off and endorse new model Develop an evaluation plan for how the
new model of service is working
Support key team members to develop skills in costing
resource needs (present/future needs
(Enabler 1a)
Continue liaison with business manager
Collaborate with stakeholders and confirm that consumer and carer opinions are heard and
valued(Enablers 3a and 3c)
Facilitate the survey dissemination (Audit Angels) Collate survey data Develop an action plan based on the
survey findings
Effective working relationships with key
stakeholders(Enabler 3b)
Develop a stakeholder mapping document that outlines key information (e.g. roles, names and needs)
Team leaders to compile a list of key stakeholders utilising stakeholder mapping document
Stakeholder engagement strategies to be confirmed
Endorse stakeholder engagement plan
Confirm Terms of Reference (ToR) for the strategic planning team
Clarify executive reporting structure
(–) (–)
(–) (–)
30 days (November) 60 days (December) 90 days (January) 18 month priorities
FOCUS AREA ❶ FOCUS AREA ❷ FOCUS AREA ❸ ENABLER ❶ ENABLER ❷ ENABLER ❸
Develop formal consumer/carer feedback
loops to inform service improvement and
education(Focus Area 1a)
Implement the new strategic clinical
governance and quality framework and develop a stakeholder engagement
plan(Focus Area 1b and
Enabler 3a)
Identify opportunities to influence development of the new SharePoint site
and other systems(Focus Area 2c)
Provide tailored reports to key stakeholders using Audit Angel data (e.g. Nursing Exec.)
Develop the draft implementation plan
Introduce regular reporting form Audit Angels data
Provide recommendations to Exec. Regarding a proposed service for the management of complaints and complements
Draft implementation plan presented to the I&I
Develop accreditation evidence management plan
Completed timetable for implementation of Audit Angels across community sites
Develop a stakeholder engagement plan
Develop a draft quality systems plan Develop an evaluation plan for the
implementation of Clinical Governance framework roll out
Host a safety, quality and information showcase for staff
Clinical Governance team competent with SharePoint
Identify benefits realisation to other services
Focus Areas1c. Implement strategies to identify, initiate and
communicate activities that build AMHS quality and safety improvement
1d. Implement strategies to identify, initiate and communicate activities that build AMHS quality and safety improvement
2a. Improve the collection of quality data through the implementation of service-wide training strategies
2b. Maintain and support information champions to enhance systems and information
2d. Leveraging opportunities to use technology to improve our internal processes
3a. Manage, analyse and report on consumer perceptions of care information
3b. Enhance the capability to construct reports and dashboards based on AMHS population data to support service planning
Enablers1a. Review and refine the management and
monitoring of data collection1b. Develop an engagement strategy plan to
promote the importance of clinical information collection
2b. Recognising and sharing clinical quality and safety exemplars, insights and learnings
2c. Create training opportunities to enhance quality and safety awareness/ proficiency across AMHS
2d. Develop AMHS capacity to take advantage of multiple information sources (eg KPIs, benchmarking)
3b. Develop and implement a stakeholder engagement strategy to ensure we can continue to meet stakeholder needs (e.g. Executive, ELT, ACUs, teams)
Priority Area
Educate Clinical Governance team on SharePoint
Complete SharePoint file structure
30 days (Dec - January) 60 days (February) 90 days (March) 18 month priorities
FOCUS AREA ❶ FOCUS AREA ❷ FOCUS AREA ❸ ENABLER ❶ ENABLER ❷ ENABLER ❸
Cross-cultural assessment guidelines
(Focus area 1a)
Finish reviewing current drafts (internal and MMHC) Incorporate feedback and finalise Focus Areas
1b. Create meaningful measures that better reflect and report the services we currently provide
1c. Develop consumer feedback processes to enable continuous improvement
2b. Explore and leverage technologies to increase our access and reach (e.g. internet-based services)
2c. Use technology to improve our internal relationships with casual workers, program facilitators etc
3b. Develop a sustainability plan for BRITA Futures, Depression Self-Management and Stigma Reduction programs
3c. Build capacity in key community organisations to better meet the specific cultural and mental health needs of their multicultural population
Enablers1c. Establish strategic linkages with primary
healthcare networks (e.g.PHN)
1d. Monitor and proactively respond to evolving funding models
1e. Clearly define and monitor changing population needs so we can influence funding discussions appropriately
2b. Improve clinician multicultural community engagement to enable better responsiveness to consumer needs
2c. Identify ways to better meet the development needs of our casual workforce (following on from Enabler 1b)
3c. Develop internal (Metro South) and external (e.g. HHSs) communications plans
3d. Systemise provider and consumer feedback to embed business as usual
3e. Map key stakeholders in order to remain responsive and balance competing demand
Online statewide mental health workforce training
model(Focus area 2a)
Partnering with multicultural mental health coordinators
(Focus area 3a)
New project funding initiatives
(Enabler 1a)
Casual workforce model
(Enabler 1b)
Skills mapping and team professional development
plan(Enabler 2a)
Statewide transcultural clinical network
(Enabler 3a)
Population and consumer data analysis
(Focus area 3b)
Draft and confirm plan
Prepare proposed Statewide plan Consultation
Consultation
(–)(–)
Meet with Statewide network to discuss
(December) Review PPI plan to identify opportunities for resources
Follow up as needed
Confirm scope (and terms of reference)
Identify best process and build a plan Start implementation
(TBC)
(–)
(TBC)
Start mapping Team meeting to discuss team PD plan (scope, priorities etc) (TBC)
Plan, communicate with key stakeholders
Prepare for session (agenda, materials etc)
First statewide network meeting Follow-up for feedback and refining approach
Draft paper to capture existing data and outline our approach
Priority Area
(TBC) (TBC)
30 days (November) 60 days (December) 90 days (January) 18 month priorities
FOCUS AREA ❶ FOCUS AREA ❷ FOCUS AREA ❸ ENABLER ❶ ENABLER ❷ ENABLER ❸
Develop consumer orientation tools to
establish clear service expectations (e.g. duration
frequency etc.)(Focus Area 1a)
Streamline and improve impact of key clinical and organisational processes
(Focus Area 1b)
Identify and trial technology that can support
collaboration across sites(Focus Area 2a)
Establish a working group to: Identify document needs for
orientation pack Partition group members into
“content owners/creators”
Meet with Team Leaders to finalise case review documents
Consult with Psychosis
(Second week) – working group reconvenes to discuss orientation pack content
(Last week) – working group finalisesorientation documents
Add case review documents to the IIC meeting agenda to gain AMHS endorsement
Add the review of Transfer of Care (ToC) documents to the IIC meeting agenda
Technology champion to present researched ideas back to the Mood ACU Governance meeting
Focus Areas1c. Define our core model of care
1d. Clarify Mood ACU guidelines around clinical pathways
1e. Collaborate with other ACUs to define robust partnership model (e.g. RAS, Psychosis, Inpatient)
2b. Develop more efficient clinical documentation processes
2c. Trial processes to support clinical documentation in the field
2d. Identify and pilot tech-based clinical interventions
2e. Undertake research projects to embed tech-based interventions
3b. Develop tools and processes to support implementation of a shared care model for Mood
Enablers1a. Pilot opportunities to reduce the impact of non-clinical
duties on clinical staff
2b. Embed a process to diversify ACU treatment interventions to meet consumer needs and service goals
2c. Apply the Therapeutic Capability Framework
2d. Define our orientation process for new staff to support the model of service
2e. Support appropriate clinical decision making at all levels of service with an emphasis on clinical risk management
3a. Develop and implement new or existing strategies to utilise consumer feedback and improve service delivery
3b. Actively partner with ACUs to build shared understanding of each model of service to support better consumer outcomes
Establish effective supervision processes to
support service deliverables(Enabler 2a)
Finalise the operational supervision record document
Confirm the clinical supervision arrangement template
Share supervision documents with Geoff Lau (ACU wide awareness)
Start a 6-monthly supervision meeting process (Team Leader and Clinical Supervisor)
Begin Leadership pipeline discussions
Priority Area
Ensure all Team Leaders and Consultant’s PCs contain MOVI
Meet with Peter Collis to explore relevant technology opportunities
Identify and empower a technology champion
Build partnerships with primary carers (e.g. GPs,
specialists)(Focus Area 3a)
Add an agenda item to the IIC meeting to discuss an AMHS ACU coordinated engagement approach
4th Nov - Revise and create fit-to-purpose Mood ACU case review documents
9th Nov – Create case review spreadsheet
(–)
(–)
(–) (–)
(–)
30 days (August) 60 days (September) 90 days (October) 18 month priorities
FOCUS AREA ❶ FOCUS AREA ❷ FOCUS AREA ❸ ENABLER ❶ ENABLER ❷ ENABLER ❸
Out-of-hours community clinics pilot
(Focus area 1a)
Clarifying/leveraging key relationships to support our service (Focus areas 3a, 3b)
Better management of comorbidities
(Focus areas 3c, 3d)
Improve processes to support capture
of activity data (Enabler 1b)
Scope pilot (locations, hours, resourcing)
Develop plan document (including evaluation plan)
Develop communication plan
3a CARE-PACT Identify most appropriate CARE-PACT
contact and schedule first meeting Undertake CARE-PACT scoping
workshop
(–)
(–)
Share plan with ELT Confirm plan with Exec Prepare for pilot Send out key communications
(GPs, consumers/carers etc.)
3a CARE-PACT Older Adult/CARE-PACT workshop with
broader team to define service model
3b CONSULTATION LIAISON Meet with CL director(s) to discuss
opportunities for pilot seminars
Team leaders develop approach to research and assess impact of drug and alcohol comorbidities
Team leaders undertake scoping session to develop approach
Commence pilot
3a CARE-PACT Circulate draft service model to other
ACUs for feedback and comment
3b CONSULTATION LIAISON Pilot seminars (e.g. physical health
issues for adult consumers; mental health issues for adult consumers)
Begin process to define partnership model
Team leaders develop approach to learn from (e.g. Browns Plains) better management of physical comorbidities
Approach confirmed
Focus Areas
1b. Collaborate with MH-Call team to clarify the referral process with key partners (ACUs, NGOs, GPs etc.)
1c. Develop 24 hour triage model1d. Identify best-practice Older Adults
Mental Health models in demographically instructive countries (Japan, Korea, UK, USA)
1e. Identify opportunities to increase service consistency across sites
2a. Pilot use of technology to conduct clinical assessments (decrease time/distance)
2b. Identify opportunities to use tech-based therapies (e.g. LifeTech)
2c. Leverage technology to better use time in the field (e.g. tablets for clinical documentation, education/podcasts etc.)
3e. Increase use of GP/RACF tele-consults (e.g. Stradbroke Island)
3f. Increase public awareness of healthy mental ageing strategies
Enablers
1c. Expand CNC positions to better manage service integration
1d. Review optimum location of services (e.g. prior to end of PA lease in 2017)
1e. Identify opportunities to share resources across ACUs
2a. Develop Older Persons ACU workforce plan (including marketing and recruitment strategy)
2b. Identify a framework to think strategically about ICT and identify ICT literacy skills to be incorporated into Older Adult workforce plan
3a. Offer pre-emptive aged care consults to other ACUs (e.g. advice under 65)
3b. Improve our relationships with GPs to improve efficiency (e.g. pre-emptive advice)
Ensure e.g.tele-health
consultations leverage external
funding (Enabler 1a)
Team leaders undertake scoping session to identify issues and develop approach
Approach confirmed TBC
Priority Area
42 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 43
Contributors to the strategic planning process
Addiction Services ACU
Linda Hipper
Rebecca Smith
Elaine Wade
Dora Cocker
Elly Staunton-McKenzie
Alan Gude
Pratap Naidu
Natalie Davis
Isabel Chan
Angela Martin
Janice Hughes
Child and Youth ACU
Sean Hatherill
Raymond Ho
Donna Foxwell
Emma Page
Natalie O’Brien
Ian Williams
Stephen Henley
Sean Hatherill
Adam Lo
Adiola Mazambani
Deb Henry
Heather Castledine
Ian Williams
Jackie Croxford
Katrina Lang
Lidija Medosh
Teresa Pearson
Vedran Vladusich
Alan Smith
Susan Greenwood
Consultation Liaison ACU
John O’Callaghan
Wendy Frankcom
Mark Wallace
Paul Pun
Margo Spires
Christine Edwards
Joseph Finn
Eileen Burkett
Inpatient Services ACU
Liz Powell
Leianne McArthur
Michelle McKay
Fiona Dziopa
Mood ACU
Suneel Chamoli
Renee Ryan
Stacey Harvey
Nathan Pasieczny
Bronwyn Wright
Mei Siew
Subramanian Purushothaman
Stella Clark
Psychosis ACU
Balaji Motamarri
Anne Steginga
David Culshaw
Sharon Locke
Beverley Friel
Janet Storey
Rodney Jones
Mandy O’Driscoll
Older Adult ACU
David Lie
Noel Delaney
Carla Piggott
Marilyn Munston
Gabrielle Smith
Khue Tran
Sandra Thomson
Scott Cherry
Susy Mathew
Tahir Mir
Sharon Hancock
Rehabilitation ACU
Frances Dark
Amanda Gilmour
Dan Siskind
Stephen Parker
Nicole Korman
Sharon Foley
Robyn Prince
Bernice Lendich
Zoe Rasmussen
Satinder Kaur
Dianne Tarrant
Kul Singh
Resource and Access
Services ACU
Mohammad Faizal
Sandy Powell
Paula Lunt
Dianne Sammon
Ben McKinnon
Manik Guduri
Transcultural Mental Health
ACU
Rita Prasad-Ildes
Dilprasan De Silva
Andres Otero Forero
Chandi Powell
Deb Mitchell- Macauley
Dragos Ileana
Elsa Caledonio
Elvia Ramirez
Jackie Bentley
Natalie Goldsmith
Shameera Osman
Simone Bell
Vivienne Braddock
Zahra Aboukoura
Clinical Governance
Kathy Stapley
Kylie Carney
Lisa Appleyard
Kallie Jackson
Sheryl Simpsons
Bree Fairweather
Cecelia Fox
Kirsty Williams
Tom Joseph
Corporate Governance
Katie Eckersley
Shona Warren
Michael Miller
Bill Honey
Alix Bandiera
Anna Daniel
Anya Martinovsky
Ashleigh Barrett
Dana Tucker
Elissa Christie
Ellen Mill
Felicity Dixon
Greg Meyer
Jay Ingleman
Jodie Heaton
Kelli Watkins
Lana Cheng
Ruth Saunders
Sam Walkley
Sharon Holterman
Shelley Nott
Tracey Hockey
Wendy Hawkins
Therapies and Allied Health
Geoff Lau
Social Inclusion and Recovery
Gabrielle Vilic
AcknowledgementsWe would like to thank our partners/stakeholders who provided feedback and who continue to work collaboratively with us to deliver for our community:
»» Brisbane South Primary Health Network;
»» Non Government sector partners;
»» Community members
44 | MSAMHS Strategic Plan 2015 - 2020 MSAMHS Strategic Plan 2015 - 2020 | 45
46 | MSAMHS Strategic Plan 2015 - 2020
www.metrosouth.health.qld.gov.au/mental-health