to 2021 · 2020. 9. 15. · 3 About Us Hunter New England Local Health District (HNE Health)...

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Looking forward to 2021

Strategic Plan for

Hunter New England

Local Health District

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Foreword

Michael DiRienzo

Chief Executive

Lyn Fragar

Chair Hunter New England LHD Board

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source. It may not be reproduced for commercial usage or sale. Reproduction for purposes other than those indicated above requires written

permission from Hunter New England Local Health District.

© Hunter New England Local Health District, 2018

Content within this publication was accurate at the time of publication May 2018

The development of the Strategic Plan provides an opportunity to re-focus service delivery and

plan for the future health needs of our District. Our staff provide innovative, safe and high

quality care to a diverse population over a large geographical area. To meet to the challenges

of the future, we are firmly committed to providing a safe and quality care experience,

delivering best practice care and making the best use of our resources.

Hunter New England is focussed on improving the effectiveness and efficiency of our hospital

based services and ensuring that our community receives care in the most appropriate setting,

be that hospital, in the community or in their home.

We will continue to focus on Excellence, every patient, every time to ensure the standard of

care is consistent across all of our services. We are focussed on delivering the Premier’s

priority of Patient Safety First, through our local Patient Safety and Quality strategies. We

recognise the efficiencies and better standards of care that can be gained through the rollout

of the Leading Better Value Care models of care, and are committed to delivering these to the

identified patient cohorts and working closely with our partners to ensure the care delivered is

truly integrated.

Delivering high quality care within budget has been achieved with pride by Hunter New

England LHD over many years. However, it is clear we must be using our resources wisely in

order to meet increasing demand. Sustaining the health workforce, particularly in rural areas

remains a major challenge, along with the need to support all staff in maintaining their own

health and well being.

We are consistently focused on ensuring that our patients receive safe and high quality

healthcare delivered with respect, supported by open two-way communication. Continuing to

create this culture within the organisation is one of our key focus areas.

Our shared vision is build a healthier communities and provide world class care. Our priorities

are to ensure we deliver value as well as volume, we work together to minimise unwarranted

clinical variation, and we seek continuous improvement of our health services which are needs

-based and provide safe, high quality and high value care for patients.

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About Us Hunter New England Local Health District (HNE Health) provides a range of public health services to the Hunter, New England and Lower Mid North Coast regions.

Hunter New England is recognised as a leader in the healthcare industry and we pride ourselves on the following strengths:

High quality, safe patient care

Skilled, hard working and valued staff

A strong commitment to improving the health and wellbeing of Aboriginal and Torres Strait Islander people

A dedicated Aboriginal Employment and Equity Unit

The best immunisation rates in the state

Highly developed telehealth and information technology services

Expertise in health promotion and prevention

A focus on innovation, teaching and research

Successful strategies to improve staff safety

Effective models of community participation

Hunter New England Local Health District provides services to:

920,370 people, including 52,990 Aboriginal and Torres Strait Islander people

169,846 residents who were born overseas

Our organisation:

employs 16,033 staff

is supported by 1,600 volunteers

spans 25 local government areas

Our services include:

3 tertiary referral hospitals

4 rural referral hospitals

12 District hospitals

8 community hospitals

12 multipurpose services

More than 60 community health services

7 inpatient mental health facilities plus community mental health services

3 residential aged care services

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one day in Hunter New England

staff are employed to deliver hospital and community based services

8,326 are Nurses

2,040 are Medical Staff

739 are Visiting Medical Officers

1,815 are Allied Health Professionals

1,428 are Clinical Support Staff

3,130 are Corporate or Support Staff

761 staff identify as

Aboriginal or

Torres Strait Islander

16,608

1,124 people visit an Emergency Department in

our district

211 arrive by ambulance

4 require immediate treatment

621 are triaged by a clinician as not urgent

741 are discharged to their home

11.4% are Aboriginal or Torres Strait

Islander

181 people have surgery in our district

5 people have a life threatening condition

requiring surgery within one hour

99 are considered urgent and require

surgery within 72 hours

81 people have elective surgery

99.4% of people receive elective surgery

within the clinically recommended timeframe

619 are discharged from one of our

hospitals

10.4% are Aboriginal or Torres Strait

Islander

18 non admitted patients receive care

using telehealth

5,725 non admitted patients receive care

in an outpatient clinic, community centre or in their home

1,727 visit one of our facilities for a

diagnostic test, for example pathology or imaging

24 babies are born in our district

https://www.google.com.au/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwin8OaQ-eXaAhUGfrwKHVYECasQjRx6BAgBEAU&url=https%3A%2F%2Fwww.sanatorioespanol.com%2Fcirugia-general%2F&psig=AOvVaw2i63jI3SzJlOmY4hEfZSLt&ust=1525313331200897

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Future Developments

Clinical Capacity

HNELHD will continue to prioritise on capital

improvement of our facilities to meet current

and future health demands of our community.

Over the next four years, the following

additional clinical capacity will open in our

facilities:

An additional operating theatre for

Belmont Hospital, Cessnock Hospital and

Armidale Hospital

An additional 6 beds in the Acute General

Surgical Unit at John Hunter Hospital

Additional renal chairs in Moree,

Muswellbrook, Manning, Inverell and

Singleton Hospitals

Additional Chemotherapy chairs for

Muswellbrook and Manning

Increase in the number of Neonatal

Intensive Care cots at John Hunter

Children's Hospital

Upgrade of facilities

Our District and the community will benefit from

the following major projects which are currently

in the early stages of planning and development:

Second entry and exit to John Hunter

Hospital via the Newcastle Inner City

Bypass which is due to

commence work in 2019

The New Maitland Hospital

Health One Port Stephens

Murrurundi MPS

Inverell Hospital

Clinical services plan for John

Hunter Campus

Refurbishment of the Nexus Unit

at John Hunter Hospital

Information, Communication and

Technology

The last four years have seen rapid change in

the way technology is used within the clinical

environment. Our priority has been the

establishment of clinical systems which

optimise best practice care, patient safety

and enhance communication and access to

information for clinicians. Our major

achievements in this area are the

implementation of the Electronic Record for

Intensive Care (ERIC) system, completion of

the wireless infrastructure in all facilities, and

implementation of the electronic medication

management system (MedChart).

Over the next three years, the

implementation of the a new electronic

medical record system known as eChart

across the district will be our major focus.

eChart is a digital observation, assessment,

risk scoring and alerting tool. The rollout of

eChart will commence at The Maitland

Hospital and John Hunter Hospital. eChart is

supported by eHealth NSW as the part of the

Electronic Medical Record (EMR) Connect

Programme.

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Looking Forward

Patient Safety

Providing excellent care for every patient, every

time remains at the centre of everything we do.

We consistently focus on ensuring that our

patients receive safe and high quality healthcare

delivered with respect and supported by open

communication. The key to embedding this

culture is our staff, and we continue to work

together to embed Excellence in our

organisation.

Our organisation will work with patients and

carers to ensure we focus on delivering care

which they value. We will work together to

reduce harm and provide our community with

reliable, effective and patient-centred

governance to manage variation in clinical

treatment and adverse outcomes.

As an organisation we are not complacent, we

seek continuous improvement of our health

services which are needs-based and provide

safe, high quality and high value care for

patients.

Through our commitment to Better Value Care

and Patient Safety First initiatives we will work

together with our patients, families and

communities to focus on the outcomes that are

most important to our patients.

Unfortunately, despite our best efforts

sometimes things go wrong. We are an

organisation that learns from its mistakes, and

welcomes constructive feedback from our

patients and carers. HNELHD will continue to

prioritise improvement in our safety

performance in order to reduce healthcare

related harm to our patients.

Clinical Quality and

Patient Safety

Framework

Our Aims

To ensure systems necessary to promote

quality and safe patient outcomes are

embedded across the Local Health District

To support facilities to implement the

Australian Commission on Safety and

Quality in Healthcare— National Safety and

Quality Health Service Standards

To align with the Hunter New England Local

Health District Excellence Framework

Our Plans

The Hunter New England Local Health

District Clinical Quality and Patient Safety

Strategic priorities align with the NSW

Health Strategic Directions.

These align with :

Priority areas of the NSW Health

Pillars—Clinical Excellence

Commission, Bureau of Health

Information, Health Education and

Training Institute and the Agency for

Clinical Innovation

System Purchasing and Performance

Safety and Quality Framework

Leading Better Value Care and Patient

Safety First Initiatives

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Patient Safety and Quality Framework Core Components:

Patient Experience Clinical Performance Clinical Review Incident and Adverse Event Management National Standards Improvement Programs Nutrition care

Professional Practice Exception Reporting

The Hunter New England Local Health District Clinical Quality and Patient Safety Framework op-

erates in accordance with the NSW Patient Safety and Clinical Quality Program (PD2008_608)

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Patient Care

Essentials

Hourly patient

rounding

Care Boards

HAIDET/ISBAR

Bedside Clinical

Handover

Follow Up Phone Calls

Excellence Tools &

Tactics

Leader rounding with

staff and patients

Traffic Light reports

Service rounding

90 Day Action Plans

Management

Accountability

Meetings (MAMs)

Performance

Development Review

Key Words

Managing Up

Values Charter

Standards of

Behaviour

Speaking Up

Code of Conduct

High Middle Low

performance

conversations

30 and 90 day

conversations for new

staff

Skills Lab

Patient Experience

Tracker System (PETS)

Patient-Centred Care

Our key priority at Hunter New England Health is to ensure the patient

and their family is at the centre of the care we provide. Our goal is to

acknowledge their care goals and provide them with a positive

experience in our services.

A patient story:

A mental health consumer who engaged with our service for the first

time is one example of the patient-centred care we provide.

The consumer has a diagnosed long term, chronic psychiatric illness. He

had not engaged in active treatment for over 20 years due to distrust of

the system. He came to our service during an acute phase of illness. He

was unwilling to be medicated for his condition due to side effects.

Working together, the consumer and his family, their care team and

their GP developed a care plan, which included monthly psychological

therapy and routine review by a psychiatrist.

The patient’s desire to avoid medication was acknowledged and

respected by his treating team. The consumer now enjoys an active and

independent life with his family, and is able to complete routine daily

functions such as going to the bank, attending medical and dental

appointment, eating out, maintaining good personal hygiene and has

even embarked on international travel.

Like our other services, HNE Mental Health Services is committed to

improving patient experience. The number of compliments received

tripled in 2016, compared to the previous year. The compliments

acknowledge the services commitment to the Excellence program,

improved communication and improved acknowledgement of the

patient’s care goals in their treatment.

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Patient Experience

There is evidence that engaging consumers in shared decision making about their own health care

results in a better experience, improves outcomes and reduces costs, as people tend to choose less

costly interventions. Patient Reported Outcome Measures (PROMs) and Patient Reported Experience

Measures (PREMs) used at the point of care improve communication and shared decision making

between consumers and providers .

PREMs and PROMs are not yet routinely used in Australia as part of workflows in clinical practice for

shared decision making. To encourage greater use of patient reported measures, the Australian

Department of Health is developing new indicators in the Australian Health Performance Framework

to measure effectiveness of care (PROMs), appropriateness of care (PREMs) and safety of care

(PRIMs). The Australian Commission on Safety and Quality in Health Care (ACSQHC) is developing a

national framework and resources to encourage the use PROMs.

NSW Health is currently developing a State vision for patient reported measures to support the

provision of value-based health care, centred on what matters most to patients, including the

introduction of an integrated information system to support the inclusion of PREMs and PROMs in

care delivery and service improvement. The ACI will offer a standardised approach to collecting

PROMs and PREMs across NSW Health settings and will offer change, adoption and implementation

support.

In this context, HNE LHD is firmly committed to increasing its systematic use of PROMs and PREMs.

Already HNELHD services participate in the national registries such as the Mental Health Outcomes

and Assessment Tools (MH-OAT) the Palliative Care Outcomes Collaboration (PCOC) and the electronic

Persistent Pain Outcomes Collaboration (ePPOC).

As well as these national and state programs, HNE LHD has unique PREMs and PROMs programs and

projects that provide important information from the consumer perspective. The HNE LHD program

with the largest volume of systematically collected PROM data is Follow Up Phone Calls. This data

informs services about the safety and effectiveness of transitions of care measured from the consumer

perspective.

It’s worth noting that to participate in shared decision making people need to have a level of health

literacy that enables them to understand and act on the information being discussed. People with low

health literacy are disproportionately elderly, non-white, less educated and chronically ill and have a

death rate that is twice that of people with adequate health literacy. With 60% of Australians and up

to 80% of those aged over 65years having low health literacy, PREMs and PROMs programs need to

incorporate consideration for health literacy in order to ensure equity and improve outcomes for all

consumers. HNELHD is home to over 23% of the NSW Aboriginal and Torres Strait Islander population,

so all PROMs and PREMs need to be tailored for cultural appropriateness for Aboriginal and Torres

Strait Islander people.

Looking Forward

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Research and Innovation

HNELHD is proud to support innovative health system

improvement through its Partnerships, Innovation and Research

Portfolio, including the Health Research Translation Centre,

Integrated Care Team, Research Ethics and Governance Office and

Hunter New England Simulation Centre. Each year dozens of

teams receive Executive sponsorship, financial support, education,

coaching and mentoring to conduct studies and implement

projects that improve patient safety, quality of care, and health

system performance.

HNELHD is proud to be a founding partner of the NSW Regional

Health Partners Centre for Innovation in Regional Health.

Accredited by the National Health and Medical Research Council,

NSW Regional Health Partners brings together the leading health

and research organisations across the Hunter, New England,

Central Coast and Mid North Coast regions of NSW to transform

the delivery of health care to regional, rural and remote Australia.

Together, we intend to:

Address the major health care challenges faced by our

regional, rural and remote NSW populations, by setting and

maintaining a focus on strategic, priority-driven translational

research and research translation relevant to the needs of

the populations we serve.

Provide our regional communities with access to best-

evidence healthcare built on a foundation of discovery,

innovation, rigorous implementation and evaluation, by

working in partnership to accelerate the pathway from

scientific discovery and medical innovation to clinical

application and community benefit.

Transform the health and wellbeing of our regional, rural

and remote NSW population, by providing support and

facilitate measurable improvements in the health care

system and apply academic rigor to both prevent disease

and to improve the patient journey

Maintain sustainable delivery of the healthcare in our

region, by working in partnership to promote high-value

healthcare that aims to improve care quality, equality,

efficiency, value for money, and to close gaps in health and

wellbeing, especially for Aboriginal and Torres Strait Islander

people.

Looking Forward How do we support our

workforce?

Supporting Positive Workplaces

Workplace Harmony

Framework

Respectful Workplace

Staff Development

Corporate and local

Orientation

My Health Learning

Capability Frameworks

HNE Health Education

Framework

Leadership and Management

Development

Clinical and non-clinical skills

development

Tailored Education Solutions

Career Pathways

Allied Health cadetships

School Based Trainees

Prevocational Junior Medical

Officer Program

Hospital Skills Program

Centre for Medical

Professional Development

International Medical

Graduate Program

Rural Nurse Exchange

Program

Specialty Training Programs

Rural Specialty Training

Programs

Diversity and Equity

Aboriginal Employment

Strategy

Aboriginal Cultural Respect

Education Program

Disability Action Plan

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Our Staff

Our staff are pivotal to the quality of services we provide. HNE is invested in creating a workplace

culture that ensures quality patient experiences and outcomes, fosters a harmonious and equitable

workforce, and supports staff reaching their full potential.

Meet Edwina Sharrock. She wears many hats while on the job at Hunter New England Health,

including Aged Care Clinical Nurse Consultant with Tamworth Hospital Emergency Department and

Disaster Coordinator with the District’s Disaster Management Unit.

She’s also a childbirth educator, keynote speaker, volunteer, wife and mother to two young children.

“I was born and bred in Tamworth and I think this has really made me very passionate about healthy

communities. And focused on getting young people to stay in rural and regional communities. In some

rural communities there is a lack of access, equality and healthcare. If you don’t have those things

then you don’t have a real community. I believe great health services are critical for developing and

growing strong, healthy communities.

“I obtained my Registered Nursing and Midwifery degrees from the University of Sydney and Charles

Sturt University, before joining Hunter New England Health in 2007 as a midwifery student in

Tamworth.

“I moved back to Tamworth in 2006 when my Dad was unwell. I never pictured myself back in the

country yet now I absolutely love living in a vibrant rural community. In my past role at Tamworth

Hospital, I provided specific care to the elderly who presented at the Emergency Department from aged

care facilities. I’m particularly interested in advanced care planning for elderly Australians…I considered

it a privilege to support those within my care to die with dignity and in peace.

“When people hear that I am a Disaster Coordinator, they think I spend a lot of time with emergency

services running disaster exercises in our hospitals. This is partially true (and lots of fun) however there

is a large amount of planning, revision and policy work involved in this role.

“During my career with HNE Health, I have learned so much from mentors and incredible leaders and

have made the most of the professional development opportunities that have come my way. I am

about to complete Course 23 of the

Australian Rural Leadership Program

(ARLP). This focuses on developing

leaders who have a genuine

commitment for ‘greater good’ in

rural, regional and remote Australia.

“One of the greatest things I have

learned is the difference between a

good manager and a leader, and

how this can impact a team. I’ve

always tried to say yes to each

opportunity that’s presented itself

because you never know what will

happen if you don’t give it a go."

Looking Forward

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Excellence for every patient, every time is the ultimate goal of Hunter New England Local

Health District (HNELHD).

Put simply it’s about providing consistent, quality communication and consistent, quality

clinical care for all of our patients all of the time.

As a large District, it’s challenging to provide excellent care for every patient, every time.

Part of overcoming this challenge is getting everyone across the organisation on board and

moving in the same direction, making sure everyone hears the same message, knows what

they need to do and why they need to do it, and are armed with the necessary tools and

strategies to provide excellent service, every time.

Comprehensively implementing the tools and tactics is a key strategy in each facility's

operational plan and in every leader’s individual 90 day action plan.

Patients at our hospitals can now expect that:

all health professionals involved in their care will introduce themselves

They will be visited by a nurse every hour and see the nurse unit manager checking in with

patients on the ward from time to time

They will contribute to their own plan of care, have their family involved, and see key elements

for the care plan on the care board above the bed

They can expect to be involved in the clinical handover meetings between care professionals and

know that when they leave they will be called 24 hours after discharge, just to see that they’re

home safely and they’re clear on important information about medication and future

appointments.

As well as checking on patients, leaders catch up with staff. Known as rounding, it provides an

opportunity to discuss what’s working well, ensure staff have the tools they need to do their job and

in essence make sure that our District is meeting their expectations.

Properly embedding these tools and tactics demonstrates to our staff that we’re committed to

Excellence, helps them see how they fit into the bigger picture and lets them know that they are

helping deliver the best possible experience and outcomes for our patients.

For patients, Excellence confirms that they sit squarely at the centre of their own care.

Our Board, Executive Leadership Team and leaders across the District are committed to accomplishing

Excellence by consistently applying evidence-base leadership practices and standards of care.

The full adoption of tools and tactics of Excellence will take a cultural shift and time to completely

embed, but we are committed to achieving this goal.

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Integrated Care Alliance

HNELHD and the Hunter New England Central Coast Primary Health Network are two

organisations united by a common wish to transform and improve our health system in

line with the Quadruple Aim; improving the health of populations, enhancing the

experience of care for individuals, reducing the per capita cost of health care, and

improving the work life of health care providers.

In 2018 the two organisations formed a new Integrated Care Alliance aimed at working

together to:

deliver innovative, locally relevant solutions that measurably improve the health

outcomes of our communities

cooperate, collaborate and communicate with our partners to meet agreed health

needs

Elements of this Alliance include:

A formal agreement to work in Alliance

An agreed way of prioritising and planning integrated care work together in an

annual cycle.

Holding ourselves accountable through a regular Integrated Care Alliance Executive

meeting.

Agreed ways of involving clinicians, such as HNELHD Networks/Streams and PHN

Clinical Councils.

Agreed ways of involving patients and families, such as PHN Consumer Advisory

Councils and LHD Local Health Committees/Family Advisory Councils and use of our

consumer knowledge portal: patientinfo.org.au.

Health Pathways Program

HealthPathways is an online health information and referral portal for primary care and hospital

clinicians, to be used at the point of care. It provides information on how to assess and manage medical

conditions, and how to refer patients to the next clinician in the most timely way.

HealthPathways is a dynamic collaboration between local clinicians, supported by HNE Local Health

District and HNECC Primary Health Network. The program comprises four interdependent elements:

Community HealthPathways (hne.healthpathways.org.au) aimed at General Practitioners and

Practice Nurses

Hospital HealthPathways – to be launched in mid-2018 - aimed at Junior Medical Officers and GP/

Visiting Medical Officers

PatientInfo.org.au aimed at patients and families

Smart eReferral – supporting electronic referrals based on agreed clinical referral pathways and

content sources from the healthpathways portals

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Telehealth

Telehealth is fundamental to improving access to services for our community and reducing

the impact of our large geographical area on our patients and their families. We will

continue to promote the use of telehealth in delivery of clinical services and administrative

services and provide the best opportunity for telehealth to be utilised by clinicians as part

of their everyday business.

Digital Clinical Information Systems

MedChart

Medchart Electronic Prescribing and Medications Administration implementation will

continue across the District in 2018/19. The acute hospitals Tamworth, Manning, Armidale

and Calvary Mater will be prioritised followed by cluster based deployments to the smaller

facilities. Upgrades to the software enabling IV infusions and outpatient prescribing will

undergo a HNE quality and safety assessment. Assuming the new capability meets HNE

requirements, an implementation plan will be developed for a 2nd phase implementation.

A feasibility assessment has been commissioned to establish Medchart as the primary

clinical information system for the recording of patient drug reactions and drug

sensitivities to improve the quality of information recorded and make it more accessible

for clinicians. Pending the outcome of the feasibility assessment, this work is expected to

proceed to implementation in 2018/19.

eCHART

eChart is a digital observation, assessment, risk scoring and alerting tool. The HNE

implementation commences with vital signs documentation and Between The Flags

protocols as well as a range of clinical assessments and recording of hourly patient

rounding. HNE will adopt eChart as the multidisciplinary clinical documentation tool in the

inpatient, emergency and outpatient settings. This work will be multi-staged and is

supported by eHealth NSW as part of the EMR Connect Programme.

eChart implementation will commence at Maitland hospital followed by John Hunter and

then a District wide implementation plan similar to Medchart and CAP eOrders will occur.

Ward level go-live support using Clinical Nurse Educators has been a key success factor in

transitioning to electronic workflows and will be adopted for the eChart implementation.

A parallel implementation planning study (IPS) will scope mental health inpatient clinical

documentation requirements necessary to achieve Mental Health Outcomes and

Assessment Tool compliance.

The implementation program is a vital component is our journey towards a District wide

Electronic Medical Record (EMR).

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CORE VALUES: Collaboration Openness Respect Empowerment

All HNE Health Strategic Priorities incorporate the principles of Patient Safety, Quality and Experience

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1.1 Deliver disease prevention, early intervention and health promotion across the lifespan

What will success look like in 2021?

For our patients, families and community

Maintenance of high levels of immunisation, for Aboriginal and non Aboriginal infants and children

Improved access to preventative care addressing lifestyle risk factors including smoking, obesity, alcohol consump-

tion, poor diet and low physical activity

More people with Hepatitis C treated for their condition

For our people serving the health needs of Hunter New England

Providing services which make a difference to the health of the community

Enhanced ability to promote healthy eating and physical activity by community organisations

Greater investment in preventative health and health promotion

Focus on wellness and keeping people out of hospital

Continue implementation of the NSW Hepatitis C Strategy 2014-2020

Continue implementation of the NSW HIV Strategy 2016-2020

Improve infant and child immunisation rates in low coverage areas

Improve participation in preventative care and health promotion initiatives

Improve health outcomes for people with complex obesity

Implement innovation strategies to reduce childhood obesity

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1.2 Support a healthy start to life



More babies being breastfed on discharge

More children being immunised at 1 and 4 years of age

Parents and carers being assisted and supported by clinicians to find the right service,

at the right time for their children and family


Providing services which make a difference to the health of the community

Greater investment in preventative health and health promotion

Focus on wellness and keeping people of out of hospital

Continue implementation of NSW Kids and Families Healthy + Safe + Well Strategic

Health Plan 2014-2024

Improve the health of women during pregnancy through promotion of the

Get Healthy in Pregnancy program to all women (including healthy diet, healthy

weight, physical activity and no alcohol consumption)

Quit for new life program (smoking cessation during pregnancy)

Australian Clinical Practice Guidelines on Antenatal Care

Improve health outcomes for mothers and babies through promotion of the Baby

Friendly Hospitals Initiative, 10 steps to promoting breastfeeding on discharge

Focus on improving integration of services delivered during early childhood (first

2,000 days) to improve long term health outcomes

Use contemporary methods to improve the engagement of young people and families

early in our services to improve health and well being outcomes

Follow the Child Wellbeing and Child Protection—NSW Interagency Guidelines to pro-

tect and improve the well being vulnerable children and young people

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Youth Engagement Service (YES)

A partnership between Children, Young

People and Families and Child and

Adolescent Mental Health to proactively

respond to and address the needs of

young people with complex health, mental

health, behavioural, trauma-related and/

or social needs.

The service aims to:

Reduce frequent representations to

emergency departments for

adolescents/young people with

significant behavioural or psychosocial

issues where there is no medical need

for admission

Reduce unwarranted hospital

admission for adolescents/young

people

Reduce behavioural issues whilst in

hospital which reduce engagement in

care plans, pose safety risks to self,

staff and carers, and result in

increased supervision or sedation

Reduce the number of young people

disengaging from care during transition

NICView brings NICU families together

An innovative webcam system installed at John Hunter Children ’s Hospital’s new Neonatal Intensive Care unit will bring families closer to newborn infants in the unit.

NICView allows families of newborn babies in NICU to view and connect at any time by logging into a secure web-based service from any location, removing the barrier of distance for families not able to visit the hospital and stay with their baby.

Separation from newborns often causes distress for new parents and families. This technology aims to bridge a gap for families at a difficult time. To date, 32 families have benefited from this innovation since its introduction in 2017. The uptake and feedback from parents and families has been positive, there were 2,000 instances of use over a 12 day period from all over Australia and logins from as far as UK, Spain and Indonesia.

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1.3 Empower communities to engage as partners in health and reduce health disadvantage



Improved understanding of health information

Useful information which is empowering

Improved quality of life

Access to the right service at the right time for people with a disability


Focus on managing health and keeping people of out of hospital

Being able to provide patients and families with information which enables them to partner in decisions about

their care

Work with other providers, partners and communities to improve access and health

outcomes through integrated service delivery

Work with Local Health Committees to maximise opportunities for the promotion and

enhancement of the health of the community

Respond to impacts of the National Disability Insurance Scheme to improve out-

comes for people with a disability

Implement the Disability Inclusion Action Plan

Improve the health literacy environment through spreading the lessons learnt from

the Empowering patients on discharge project

Identify and implement strategies from the whole of government framework “It stops

here: standing together to end domestic and family violence in NSW”, in partnership

with other key stakeholders

Identify opportunities to increase partnering with patients, carers and consumers to

improve the patients experience of care

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1.4 Close the gap between Aboriginal and Non Aboriginal Health



A reduction of the gap between Aboriginal and non Aboriginal health outcomes

Equitable access to services

Care experiences which recognise the cultural needs of Aboriginal people

Aboriginal staff working in services accessed by Aboriginal people

Earlier access to care for Aboriginal people with chronic disease


Culturally safe workplaces

More Aboriginal people employed in our organisation

Career development for Aboriginal people across all services

Improve the health of Aboriginal mothers and babies through the promotion of the

Get Healthy in Pregnancy Program to Aboriginal mothers and babies (diet,

weight, physical activity, no alcohol consumption)

Quit for new life program (smoking cessation during pregnancy)

Implement the HNE Closing the Gap Strategic Plan Towards 2020 focussing on

Increasing breastfeeding

Increasing immunisation

Decreasing smoking

1st antenatal visit with 14 weeks

Deliver on the priorities of the Aboriginal Employment Strategy 2016 to 2020

Improve the health outcomes of Aboriginal people with cancer by improving engage-

ment in screening and early detection services

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2.1 Improve equity of access and service delivery



Equitable access to services

Ambulances back on the road faster

Decreased waiting time for services

Fewer patients returning to hospital

More people receiving the right care, the right place, at the right time

Less travel and time away from home


Coordinated referral pathways

Collaboration and Teamwork

Develop and implement the Integrated Care Strategy in alliance with the Primary

Health Network

Deliver timely emergency care to our patients by using alternative models to meet in-

creasing demand

Develop and implement an integrated District wide approach to meet the surgical

needs of our patients

Use alternative models to deliver care to our patients out of hospital

Deliver care to our patients using Telehealth, especially patients in rural areas under

the guidance of the NSW Health Telehealth Framework and Implementation Strategy

2016 to 2021

Implement local initiatives from the Living Well Strategic Plan for Mental Health in

NSW 2014-2024 to improve the delivery of mental health services in HNE

Develop sustainable models so care can be delivered to our patients as close to

home as possible

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2.2 Develop a culture of service and person-centred care that includes the needs of families and carers



Patients and families are involved in their care

Patients and families feel confident and safe in our facilities

Patients receive care that meets their needs


Culturally and clinically safe workplaces

Pride in our work

Positive workplaces

Work in an organisation which values patient reported outcomes

Utilisation of Excellence tools and tactics to improve patient care and experience

Support our patients to transition from child to adult health

Develop and incorporate patient reported experience tools into service delivery to

verify we are meeting the needs of our patients

Continue implementation of the Digital Media Strategy to inform and educate our

community about our service

Promote opportunities to include peer workers in our workforce

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2.3 Enable clinical engagement through net-working to improve service delivery/patient outcomes



Consistent standard of care in any location

Access to best practice care

Access to innovative models of care

Better patient outcomes and experience


Collaboration and Teamwork

Clear direction and priorities

Work collaboratively with Clinical Networks and Streams, Clinical Councils and other

Clinician led groups to ensure their activities are aligning to organisational priorities

Optimise the engagement of clinicians to improve service delivery and patient out-

comes through the following mechanisms:

District Clinical Council

Strategic Education Committee

Research and Innovation Advisory Council

Clinical Networks and Streams

Clinical Quality and Patient safety Framework

HNE Leadership Framework

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2.4 Facilitate innovation and translational re-search to improve health outcomes/patient care



Best practice care

Better patient outcomes

Effective use of health resources

Access to contemporary care


Clear priorities for clinicians

Research is aligned to strategic priorities


Clinicians can access support for clinical re-design, research translation, evaluation of outcomes

Implement the HNE Research and Translation Plan 2018 to 2021

Establish the process for selection of research translation, innovation and improve-

ment priorities for the District

In collaboration with NSW Regional Health Partners and NSW Health, enhance clinical

and translational trial support and infrastructure

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3.1 Improve the patient’s experience of care



Person and family centred care

Improved experience of care

Better health outcomes and reduced hospital related harm

Consistent standards of care




Job satisfaction

Work in an organisation where patient and staff feedback is valued

Ensure Patient Care Essentials are included in every patient’s experience of

care

Develop and implement strategies to reduce the incidence of hospital acquired

complications

Incorporate patient reported outcome tools into service delivery to verify we are

meeting the needs of our patients

Improve end of life care for our patients

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3.2 Deliver safe, evidence-based effective and appropriate healthcare



Coordinated and consistent care

Feeling safer in our hospitals

Better health outcomes and reduced hospital related harm

Consistent standards of care




Job satisfaction

Improve patient outcomes and reduce unwarranted clinical variation for speci-

fied conditions through the introduction of:

Hospital Pathways

Leading Better Value Care Models of Care

ACSQHC Clinical Care Standards

Auditing and Data Review

Improve medication management through:

Rollout of MedChart to all facilities

Anti-Microbial Stewardship program

Auditing and Data Review

Utilise clinical technology and systems (like eChart) to standardise and improve

patient monitoring and escalation of care

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3.3 Provide strong corporate and clinical governance



Facilities and services which are safe and deliver quality care

Reliable and consistent responses when things go wrong


Confidence in the system where we work

Pride in our organisation

Sustainability of services

Implement systems to support consistent application of the Australian Commis-

sion on Safety and Quality National Safety and Quality Health Service Stand-

ards Second Edition, being eight evidence based standards:

Clinical governance standard

Partnering with consumers

Preventing and controlling healthcare associated infections

Medication safety

Comprehensive care

Communicating for safety

Blood management

Recognising and responding to acute deterioration

Work together with CEC and ACI and other government agencies to deliver on

shared priorities

Have systems in place to ensure we meet our regulatory requirements

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T SAFETY, Q

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4.1 Make the most effective use if the finite resources available and ensure that costs are kept under control to promote sustainability



Effective use of resources

Less waste

Opportunity to invest in contemporary care models to improve service delivery

Better patient outcomes and experience

New and upgraded buildings and equipment


Contemporary facilities

Contemporary equipment

Contemporary models of care

Use the principles of Excellence (90 DAP, MAMs) to cascade accountability to all staff

for the efficient use of resources

Improve data management across the District to inform decision making, service

planning and drive best practice care

Align funding to service delivery and program development to promote efficient use

of resources and sustainability of services

Pursue sustainable workforce models which reduce reliance on premium cost labour

Work together as clinicians and managers on strategies to reduce low value

healthcare to best utilise resources and reduce unintended harm

Reduce the HNE environmental footprint

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4.2 Cooperate, collaborate and communicate with our partners to best meet agreed health needs



Able to easily find information about local health services and how to access them

Feel supported to understand and care for their own health and stay well in their own communities

Have access to information that demonstrates that local health services are high quality and cost-effective


Be able to provide patients and families with clear information to guide them through the health system (public,

private, primary, secondary and tertiary care)

Be able to support patients and families so they understand and care for their own health

Work together with our partners (Primary Health Network, Department of Premier and

Cabinet, Community Managed Organisations and Non Government agencies) to:

Enhance access to integrated models of care

Undertake collaborative service planning

Support HNE to focus on core business

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are Allian

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5.1 Plan and invest in future health needs



New or upgraded facilities

Access to diagnostic services closer to home

Engagement with community


Contemporary facilities to work in

Up to date equipment to care for patients

Coordinate and govern planning on new and existing infrastructure

Identify and plan infrastructure development for priority areas including the New Mait-

land Hospital and John Hunter Campus

Deliver additional clinical capacity at:

Belmont, Cessnock, John Hunter Hospital, Armidale, Moree, Muswellbrook,

Tomaree, Manning, Tamworth, Inverell and Singleton and John Hunter Chil-

dren’s Hospital

Align governance structures, senior management and workforce to support and en-

hance service delivery

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5.2 Encourage new sustainable technology to support clinical needs



Access to best practice clinical information systems

Clinical information is accessible across all facilities and services

Timely information is available to drive best practice care

Reduces the need to travel to receive care


Integrated clinical systems which prioritise quality and safety

Streamlined access to clinical information across our systems and facilities

Work closely with eHealth to implement:

Enterprise Data Warehouse (EDW) transition from HIE

Electronic Medication Management

Electronic diagnostic orders

Digital Clinical information Systems (eChart)

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6.1 Attract, develop and retain competent, capable staff with the right cultural fit



Having the right staff to deliver care as close to home as possible

Feeling safe, confident, secure and empowered in our facilities

Patients and families culture and diversity is considered and respected as an integral part of care delivery


Job Satisfaction

Feel supported and empowered to perform role

Positive and respectful workplace culture with shared values

Feel safe at work

Explore alternate models of staffing and service delivery in areas with vacancies

which are affecting the delivery of services

Focus on succession planning at all levels (corporate and clinical)

Implement local priorities from the Health Professionals Workforce Plan 2012 to 2022

Continue implementation of the Aboriginal Employment Strategy 2016 to 2020

Address issues raised through the People Matters Survey to improve staff culture and

engagement

Encourage and support continuous learning and development

Provide support for alternative workforce models in rural areas

Consider issues related to culture, diversity, disability and Aboriginality in the devel-

opment of strategies which improve workplace harmony

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6.2 Be ethical and accountable for demonstrating our shared (CORE) values

Continue to hardwire Excellence principles and promote CORE Values in the work-

place through the application of strategies such as the Workplace Harmony Frame-

work

Set clear responsibilities, standards and expectations for all staff to ensure they are

accountable for their performance

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6.3 Ensure a safe working environment

Develop and implement strategies to reduce workplace injuries

Develop and implement staff well being strategy

Ensure infrastructure and equipment is fit for purpose

Implement the JMO Wellbeing and Support Plan Initiatives

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Safety and Quality (for example falls, delirium, hospital acquired complications including pres-

sure injuries and surgical site infections, mental health seclusion and mental health absconded

patients)

Access to services (for example surgical waiting times, access to surgery for elective and emer-

gency patients, emergency department treatment time)

Utilisation of services (for example unplanned readmission rates, potentially preventable hospi-

tal admissions, activity for admitted and non admitted services)

Population Health (for example immunisation rates, smoking rates, testing rates for communi-

cable diseases)

Patient and Carer’s Experience (PETS, BHI survey, follow up phone calls)

Community Engagement (complaints and compliments, community partnership forums)

Employee Engagement and Staff Safety (for example People Matters survey, performance re-

views and workplace injuries)

Financial performance (for example performance against budget, performance against activity

targets)



Achievement of our Strategic Priorities will be measured through a combination of service agreement KPIs (mandated),

Improvement Measures and Operational measures. Performance against measures is monitored using the District Strate-

gic Monitoring and Reporting tool SMARTaViewer. The range of measures encompasses:

Less hospital related harm

Better health outcomes

Better patient experience

Less travel and care as close to home as possible

Better access to out of hospital services

More resources for clinical care and service delivery

Increased employee engagement

Healthier communities

to 2021 · 2020. 9. 15. · 3 About Us Hunter New England Local Health District (HNE Health)...

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Transcript of to 2021 · 2020. 9. 15. · 3 About Us Hunter New England Local Health District (HNE Health)...