annual public meeting 27 january 2015 - ministry of health · annual public meeting 27 january 2015...
TRANSCRIPT
Annual Public Meeting
27 January 2015
Leaders in Healthcare … Partners in
community wellbeing
NSLHD Strategic Plan 2012 – 2016
Aligning Achievements
NSLHD’s Strategic Plan is framed around three strategic
priorities, each of which drives specific initiatives and
actions in the pursuit of delivering our Vision:
1. Maintaining the health of our Local Health
District
(a) Talent & Culture
(b) Clinical excellence
(c) Operational excellence
NSLHD Strategic Plan
2. Enhancing the strength and impact of our Local Health
District
(a) Community & patient experience
(b) Strategic relationships
(c) Infrastructure
NSLHD Strategic Plan
3. Enabling transformational change in our Local Health
District
(a) Operating model reform
(b) Academic excellence
(c) Risk, governance & quality
Maintaining the health of our Local Health
District
Talent and Culture
PRIDE
Stands for Performance Review for the Improvement &
Development of Employees
Incorporates the LHD’s ‘Values and Behaviours’
Contributes to building a positive culture
Talent and Culture
Fitness Passport
A ‘Wellness at Work’
program for eligible staff and
their families
Discounted membership to
more than 220 health and
fitness facilities
More than 1200 staff signed
up when the program was
introduced at NSLHD
Talent and Culture
Awards in 2014
Minister’s Award for Cardio Vascular Research Excellence:
Professor Carol Pollock
Junior Medical Officer Manager of the Year: Brianna Gerrie
RNSH
Traffic Light Guide app wins Clinical Productivity category in
2014 Health Apps Challenge
MHDA specialist rehabilitation service wins NSW Mental
Health Matters Award
Hornsby Academic GP Unit receives Sydney University Dean’s
Award for Academic Excellence
Australia and New Zealand ED Airway registry awarded best
translational research
Clinical Excellence
Prostate cancer trial …
world first real time x-ray
with Sydney University
Benefits prostate cancer
patients undergoing
radiotherapy
Radiation treatment beam
can be paused in real-
time if the cancer target
moves
Can reduce radiotherapy
from the standard 40
sessions to just five
Clinical Excellence
First femoral head donation
RNSH’s Organ & Tissue Donation
Service completed its first femoral head
donation following a total hip
replacement in a 74 year-old woman
The donated femoral head bone can be
used for joint reconstruction surgery
post trauma, spinal fusions and
fractures not healed in children due to
cancer
This tissue donation program has no
age limits for the donor or recipient
Clinical Excellence
Graythwaite brain injury
bike trial
A clinical trial run by Ryde
Hospital’s physiotherapy
team
Main goal is to determine if
brain injury patients unable
to walk can benefit from a
short-term electrical
stimulation cycling program
All patients receive the
standard care, plus an
additional five cycling
sessions per week
Operational Excellence
Hornsby and Mona Vale dashboard for patient care
All hospital data is combined into a clinical dashboard
seen at a glance
Allows clinicians to identify performance improvement
opportunities through quality and safety data relevant to
their work area
The dashboard is already making an impact on patient
flow performance at the ward level
Enhancing the Strength and Impact of our
Local Health District
Community and Patient Experience
Mental Health Drug and Alcohol launches on Facebook
Designed for both staff and clients to provide up-to-date
access to information on relevant topics
Find us at facebook.com/NSLHD.MHDA or mhda_nslhd
on Instagram
Community and Patient Experience
Community celebrations
Mona Vale Hospital 50th anniversary
Hornsby Hospital’s 80th anniversary
Ryde MGP (Maternity Group Practice) 10th anniversary
Ryde Hospital celebrates 80 years of nursing
BreastScreen celebrated 21 years in North Sydney
ETAMI celebrates 10 year anniversary
ECHC celebrates 100 years in North Sydney
Enhancing the strength and impact of our
LHD
Strategic Relationships
Musculoskeletal project with Medicare Locals and ACI
Goal is to reduce unnecessary hospital admissions
Aim is to recruit 20 GPs and 360 patients in total … with
evaluation to be completed by June 2015
Impact for patients - better understanding of their condition
and treatment options; improved quality of life
For general practice – better understanding of care
providers; better use of available chronic care tools
For hospital-based clinics – patients referred will have
more complex needs
Strategic Relationships
Healthy Kids launches pilot
with Medicare Locals at
HKH
Aim is to improve the
health of overweight
children
A pilot program for children
aged three to 12 years
A multidisciplinary
approach to achieve and
maintain healthy weight
Strategic Relationships
Northern Beaches Hospital contract signed
NSW Government announced the formal contract signing
with Healthscope as the hospital operator for the new
Northern Beaches Hospital
When opened, Healthscope will provide public patient
services over the next 20 years
Clinical services will include, but not be limited, to:
a 50-space emergency department
14 operating theatres and six surgical suites
state-of-the-art intensive care and critical care units
a modern inpatient mental health facility
Infrastructure
Mona Vale Beachside
Rehabilitation Unit opened May
2014
A 26-bed sub-acute rehabilitation
facility co-located and fully
integrated with the existing
rehabilitation and assessment unit
on campus
A mix of single and two-bed rooms
A range of multi-function spaces for
daily living exercises, a gymnasium
and group therapy spaces, as well
as lounge and dining areas.
Infrastructure
RNSH Clinical Services Building
opens
The CSB includes Burns,
Women's and Children's Health,
Maternity, NICU, Orthopaedics
and Mental Health
The CSB provides an integrated
RNSH campus and expanded bed
capacity
The building opened in December
2014
Infrastructure
Electronic patient journey
boards
Help track a patient’s care and
discharge
Ensures any delays in a
patient’s care can be
escalated immediately
NSLHD has invested more
than $100,000 - providing 26
across Manly, Mona Vale,
Hornsby and Ryde Hospitals
Enabling Transformational Change in our
LHD
Operating Model Reform
Clinical Services Plan update
NSLHD’s Clinical Services Plan 2012-2016 is currently
being reviewed
The new Plan takes us to 2022
Due to go to the NSLHD Board for
endorsement next month
Operating Model Reform
New Network operating model plan launched
NSLHD is changing its operating model from a facility-
based model to a network-led operating model
The new model will support the implementation of
integrated care across the District
The current mix of capital development and investment
makes this an ideal time to review our roles, functions
and models of care
As always, the priority remains our patients
Academic Excellence
NSLHD Exo-Flex Glove
commercialisation
Three inventors from NSLHD created
a Rehabilitation Glove - a new type of
continuous passive movement device
NSLHD Office of Commercialisation
licensed the commercialisation of the
patents, with production underway in
2014
The glove will play an important role
in rehabilitation after hand surgery or
trauma
Risk, Governance and Quality
Clinical Redesign of elective
surgery at HKH and NBHS
NBHS is realigning existing
services to reduce elective
surgery cancellations by half
Healthier patients are listed
for day surgery taking
advantage of surgical
technology
Healthier patients are also
scheduled earlier so they can
be discharged same day
Risk, Governance and Quality
OESI (Operational Efficiency and Service Integration
Strategy)
In the 2013/14 calendar year, the OESI program delivered
more than $15 million in sustainable efficiency savings by:
Improving revenue processes to capture more private
patient and staff specialist billing
Reducing fleet, inventory and discretionary costs
Improving rostering and minimising overtime and use of
agency staff
Reviewing inventory management
Finance and Performance 2013/14
Financial Performance 2013/14
Activity KPI’s & Volumes 2013/14
• The LHD was $13.3m (1.2%) over budget in 2013/14 – a
significant improvement on 2012/13
• 2013/14 1st full year of the Operational Efficiency. &
Service Integration Program (OESI)
• NEAT improvement of 7% - best performing Metro
LHD
• Improvement to NEST performance in all
Categories
• Consistent year on year improvement in the
context of high unplanned demand relative to other
LHDs
Expense/ Revenue Budget Actual
$000's $000's $000's %
Expense 1,338,574 1,350,026 (11,452) (0.9%)
Revenue (221,792) (221,508) (284) (0.1%)
Other Items 1,500 3,081 (1,581) (105.4%)
Net Cost of Service 1,118,282 1,131,599 (13,317) (1.2%)
Variance
Major Activity Measure 2012/13 2013/14 Variance%
Variance
Acute Overnight Separations 67,566 70,139 2,573 3.8%
Total Separations 120,755 127,559 6,804 5.6%
ED Presentations 181,366 192,545 11,179 6.2%
NWAU14 Acute Inpatient Services 109,648 113,797 4,149 3.8%
NWAU14 Emergency Department 23,597 25,641 2,044 8.7%
2011/12 2012/13 2013/14 Variance
% % % %
NEAT 58 66 73 7
NEST 1 95 97 100 3
NEST 2 92 91 95 4
NEST 3 97 92 96 4
NOTE: 2014/2015 NEAT definition used
Major Operational KPIs
KPI
Board Chair’s report
New Board members
Dr Dianne Ball
Ms Beata Kuchcinksa
Retiring Board members
Professor Sue Kurrle
Ms Judy Hopwood
NSLHD Board members
Professor Carol Pollock (Chair)
Ms Ann Brassil (Deputy Chair)
Dr Dianne Ball
Ms Diane Flecknoe-Brown
Dr Michele Franks
Mr Andrew Goodsall
Mr Anthony Hollis
Mr Betty Johnson AO
Ms Beata Kuchcinska
Mr Don Marples
Ms Annette Schmiede
Mr Peter Young
Accreditation
All NSLHD Hospitals are accredited with ACHS
In late 2013, the North Shore Ryde Health Service was the
first health service in NSW to be accredited against the new
ACHS standards.
MHDA also achieved full accreditation for four years in 2013
HKHS and NBHS successfully completed a periodic review in
2014
Primary & Community Health Services are preparing for
accreditation assessment in 2015 – a first for the PACH
Directorate
Integrated Care
A health system that routinely provides seamless, effective
and efficient care
That responds to all of a person’s health needs across
physical and mental health
With connected service provision across different
healthcare providers and greater emphasis on community-
based services
Our vision is to create a less daunting care system that helps
people with complex needs and their carers to:
Be seen; be heard; be informed; be helped; be well
Consumer and Community Participation
NSLHD actively encourages the involvement of community members
and consumers
Each facility has a Community and Consumer Participation
Committee
These feed into the Peak Community and Consumer Participation
Council
Consumers sit on more than 80 committees at District and facility
level
Since 2011, 800 people have participated in 14 community forums
held across the LHD
Feedback identifies access to services; physical comfort; emotional
support; and participation of patients and families in care planning
RNSH Masterplan
RNSH vision
Enable the development of a campus that will provide
world-class health and research facilities that will maintain
clinical excellence and respond to the needs of the
community
Focus on patient and staff well-being, while promoting a
healing environment and providing a sense of place for
community engagemen.
Masterplan objectives
Review and confirm scope of future services
Address land use
Provide a robust and flexible framework for expanding services
Identify constraints and opportunities for the future
development of new facilities
Create a campus that provides easy access for the community,
is welcoming for staff and patients, with effective way-finding
Masterplan in place – the difference between 2011 and now
Masterplan
Zone 8 – support services zone
The support zone will include services that patients, carers and staff
tell us are needed on campus now:
Staff accommodation
Respite care
Carers accommodation
On call accommodation
Medihotel
Childcare
Health administration
Family services
Car parking
Commercial / retail
These are not core health services
Masterplan highlights
The nine zones allow for future expansion of all services from their
current area of 164,040m2 to a future clinical and support area of
331,380m2 - an increase of 100%
Complete future replacement of the Acute Services Building
Significant expansion of ambulatory care, sub-acute, mental health
and research and education spaces
Space for support activities such as patient and carer
accommodation
Allows for green spaces and a heritage precinct around the
Vanderfield building
Significantly improved access to public transport with better
connections across the campus and to St Leonards railway station
Next steps in 2015
2015 – EOI review and evaluation process complete
Request for Proposals begins
Request for Proposals evaluation
Recommendation to Government
No decisions or recommendations will be made about
the site until there is a clear understanding of what the
private sector can offer against our list of requirements
Academic Health Science Centre
Vision … United research and education embedded in health
and clinical care for community wellbeing
Why?
The Australian health care system is fragmented
The Australian health care system is inefficient
It needs to measure and learn from the effect of the
interventions it introduces
It needs to embrace the future of personalised medicine
It needs to become the experimental model in which to assess
health interventions
NS AHSC
A collaborative model for discovery that delivers constant
innovation and improvement across all aspects of health
care, from birth to old age
Academic Health Science Centre
Strategic goals
1. To deliver transformational change to healthcare
2. To embed research and education in the health system
3. To enhance the strength and impact of health-related
endeavours of our collective organisations
The engagement of the whole of academia
with health
Business Schools
Dentistry
Education
Social Work
Engineering
Science
Veterinary Science
Information Technologies
Health Sciences
Law
Medicine
Nursing and Midwifery
Pharmacy
Data integration and analytics are central to
the improvement of our health
Health Data Science will facilitate informatics as an enabler
of population health improvement, innovation and research
What does this look like?
