metro south addiction and mental health services · excellent patient care across our community is...

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


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.


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.”


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?”


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.


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


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.


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



2a. Champion unified data

systems

2c. Develop and trial a telehealth service (e.g.

Beaudesert, Southern Bay Islands)

2d. Develop a technology

skills plan


integration


management


our people

3a. Define and refine the AOD sector framework



Sep – Nov 2015

18 month priorities

18 month priorities

3-5 year 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


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.


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


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


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


our people




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



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


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.


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


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



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




our people

3a. Maximise existing communication

resources



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




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





OUR VISION/PURPOSE


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.


Meeting the needs of both high-prevalence disorders and a diverse

range of less typical presentations is challenging with a constrained set of

resources


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)



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


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


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


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


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


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









OUR VISION/PURPOSE

Nov 2015 – Jan 2016

Nov 2015 – Jan 2016

Nov 2015 – Jan 2016


Psychosis ACU(pg. 28)


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.



Nov 2015 – Jan 2016




FOCUS AREA ❸Population health and well-

being


management


our people



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




OUR VISION/PURPOSE

Nov 2015 – Jan 2016

Nov 2015 – Jan 2016

Nov 2015 – Jan 2016

Nov 2015 – Jan 2016


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.


Embracing the complex individual needs of consumers is

fundamental to providing an effective rehabilitation service for the whole of

MSAMHS



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



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


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


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


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


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





Child and Youth ACU(pg. 18) 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


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.


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


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



2a. Build staff data literacy and knowledge management practices to enable more effective planning

to meet population needs


integration


management


our people

3a. Implement and evaluate C&Y ACU

Consumer and Carer Engagement

Strategic Plan



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


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)




OUR VISION/PURPOSE


Clinical Governance Team(pg. 36)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.


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


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



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


integration


management


our people



Nov 2015 – Jan 2016

18 month priorities

18 month priorities

18 month priorities

18 month priorities

Nov – Jan 2016 18 month 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


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





OUR VISION/PURPOSE

Nov 2015 – Jan 2016

Nov 2015 – Jan 2016


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.


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




system integration




our people



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


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




OUR VISION/PURPOSE

Nov 2015– Jan 2016

Nov 2015– Jan 2016

Nov 2015– Jan 2016

Nov 2015– Jan 2016


Older Adult ACU(pg. 26) 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.



August – October 2015 18 month priorities 3-5 year priorities




system integration




our people



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


Where we are now What we want to do over the next three years What we want to achieve




OUR VISION/PURPOSE


Resource and Access Services (RAS) ACU

(pg. 32)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


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.



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




integration




our people



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





OUR VISION/PURPOSE


Transcultural Mental Health ACU (pg. 34) 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.


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




system integration




our people



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


3d. Systemise provider and

patient feedback to embed

business-as-usual

3e. Map key stakeholders in order to remain responsive

and balance competing demands



Jan - Mar 2016


18 month priorities


3-5 year priorities18 month prioritiesJan - Mar 2016







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.


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


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



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)


integration


management


our people



Obstacles to cohesion and communication across a

geographically diverse set of sites


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


18 month priorities

3-5 year 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



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.


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



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



2a. Champion unified data

systems

2c. Develop and trial a telehealth service (e.g.

Beaudesert, Southern Bay Islands)

2d. Develop a technology

skills plan


integration


management


our people

3a. Define and refine the AOD sector framework



Sep – Nov 2015

18 month priorities

18 month priorities

3-5 year priorities


Sep – Nov 2015

Sep – Nov 2015

Sep – Nov 2015

3-5 year priorities

18 month 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




OUR VISION/PURPOSE



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


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.


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


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


1d. Explore capacity for sustainability incorporating youth assertive outreach as part of the

model of care across Metro South



2a. Build staff data literacy and knowledge management practices to enable more effective planning

to meet population needs


integration


management


our people

3a. Implement and evaluate C&Y ACU

Consumer and Carer Engagement

Strategic Plan



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


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


empowerment

2c. Enhance workforce clinical data literacy and

capability in relation to both key performance indicators and

diagnostic assessment tools


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)




OUR VISION/PURPOSE


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.


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


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


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




our people




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


18 month prioritiesNov 2015– Jan 2016



18 month priorities



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



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.


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




system integration




our people



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


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




OUR VISION/PURPOSE

Nov 2015– Jan 2016

Nov 2015– Jan 2016

Nov 2015– Jan 2016

Nov 2015– Jan 2016


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.


Meeting the needs of both high-prevalence disorders and a diverse

range of less typical presentations is challenging with a constrained set of

resources



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)



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


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


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


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


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


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



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


18 month priorities

Nov 2015 – Jan 2016









OUR VISION/PURPOSE

Nov 2015 – Jan 2016

Nov 2015 – Jan 2016

Nov 2015 – Jan 2016



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


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.



August – October 2015 18 month priorities 3-5 year priorities




system integration




our people



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


Where we are now What we want to do over the next three years What we want to achieve




OUR VISION/PURPOSE


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.



Nov 2015 – Jan 2016




FOCUS AREA ❸Population health and well-

being


management


our people



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


Where we are now What we want to do over the next three years What we want to achieveNovember 2015 – January 2016




OUR VISION/PURPOSE

Nov 2015 – Jan 2016

Nov 2015 – Jan 2016

Nov 2015 – Jan 2016

Nov 2015 – Jan 2016


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.


Embracing the complex individual needs of consumers is

fundamental to providing an effective rehabilitation service for the whole of

MSAMHS



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



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


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



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


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


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


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






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


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.



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




integration




our people



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)


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


18 month priorities

Jan - Mar 2016


18 month priorities





OUR VISION/PURPOSE



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.


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




system integration




our people



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


3d. Systemise provider and

patient feedback to embed

business-as-usual

3e. Map key stakeholders in order to remain responsive

and balance competing demands



Jan - Mar 2016


18 month priorities


3-5 year priorities18 month prioritiesJan - Mar 2016






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.


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


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



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


integration


management


our people



Nov 2015 – Jan 2016

18 month priorities

18 month priorities

18 month priorities

18 month priorities

Nov – Jan 2016 18 month priorities


3-5 year priorities

2a. Develop activities which ensure key stakeholders are familiar and

competent with quality, safety and information


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





OUR VISION/PURPOSE

Nov 2015 – Jan 2016

Nov 2015 – Jan 2016



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.


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


1a. Identify tools to measure, benchmark and optimise the

Corporate Governance customers’ experience






2a. Develop and implement a Corporate Governance

Customer Service Strategy that meets the needs and expectations of Metro South HHS and MSAMHS


system integration




our people

3a. Maximise existing communication

resources



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




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





OUR VISION/PURPOSE



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


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


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


Improve communication between CYMHS

and GPs(Focus Area 3a)

Priority Area

Define our ACU leadership

principles to balance consistency 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

(–)

(–)

(–)

(–)

(–)

(–)



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


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



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


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


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


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

(–) (–)

(–) (–)



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


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


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)



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


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


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


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


46 | MSAMHS Strategic Plan 2015 - 2020

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