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Balmain Hospital

Strategic Plan

2013 - 2018

70883 Balmain Strategic Plan 2013 cover.indd 1 26/06/13 9:00 AM

BALMAIN HOSPITAL STRATEGIC PLAN 2013 - 2018

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ContentsForeword 3

Executive Summary 5

Vision, Mission and Values (Core Values) 6

Introduction 7

Our Patients, Consumers and Carers 8

Our Staff 8

Our Community 8

Our Services 13

Our Research and Education 16

Our Organisation 17

Goals and Strategies 18

References 32

70883 Balmain Strategic Plan 2013 textV6.indd 1 26/06/13 9:09 AM

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Sydney... it’s your local health district



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Foreword Balmain Hospital has been caring for the community since 1885 and has a proud history of providing high quality clinical services for the people of Sydney’s inner west. Balmain is one of the five hospitals in the Sydney Local Health District (SLHD).

The vision of the Sydney Local Health District, To Achieve Healthcare Excellence for All, is consistent with the directions of NSW Health as articulated in Healthy People – Now and in the Future, including:• Tokeeppeoplehealthy

• Todeliverhighqualityhealthservices

• Toprovidethehealthcarepeopleneed

• Tomanagehealthserviceswell

ThekeypurposeoftheNSWpublicsectorhealthsystem,SLHDandBalmainHospitalistohelppeoplestayhealthy and to provide access to timely, high quality, patient-centred health care. Achieving this requires clear priorities,supportiveleadershipandstaffworkingtogether,underpinnedbythecorevaluesofcollaboration,openness, respect and empowerment.

ThisBalmainHospitalStrategicPlanisbasedonsevendomainswhichreflectthekeyconcernsofSLHDindelivering health service excellence. These are:

• OurPatients,Consumers,Carers •OurStaff •OurCommunity

• OurServices •OurEducation •OurResearch

• OurOrganisation

Importantly, this Strategic Plan was developed through an open and inclusive staff and community consultation which was designed to ensure strategies were relevant, robust and consistent with staff concerns and community needs and issues.

Tim SinclairGeneral Manager Balmain Hospital



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Executive SummaryThe Balmain Hospital Strategic Plan 2013-2018 has been developed to support the vision, mission and values of the Sydney Local Health District and align with the SLHD Strategic Plan, the NSW 2021 State Plan and the Future Directions for Health in NSW – Towards 2025. Balmain Hospital is dedicated to quality, patient-centred care and will continue to ensure that services and outcomes are of the highest quality and that our staff feel valued and are rewarded with opportunities.

This Strategic Plan considered a number of issues in each of the aforementioned domains which underlie the delivery of excellent health services. Priority developments identified during the strategic planning process for Balmain Hospital were strongly related to improving models of care, including better integration between hospital services, hospital-avoidance strategies such as expanding outpatient clinics and the capacity of chronic disease management programs, and responding to the needs of special groups in the population. Additional strategic concerns included preparation for the introduction of Activity Based Funding, increased utilisation of educational and research opportunities, and the integration of new technology at the hospital.

This Strategic Plan aims to facilitate health service excellence by identifying current and future challenges for Balmain Hospital and proposing strategies for improvement. These strategies encompass our patients, our valued staff, our local community, our range of services, our education and research activities, and our organisation.

The 2013-18 Balmain Hospital Strategic Plan commits the hospital to continue to improve healthcare quality, deliversafeappropriatecare,ensureaccesstoservices,supportourworkforce,andworkcloselywithSydneyLocal Health District and local community to manage the increased demand for services, technology investment and service development which will be required to meet future challenges and ensure the sustainable future for the hospital in healthcare delivery.


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Our Hospital Vision

Our District Vision

“To achieve excellence in healthcare for all”

Our Hospital MissionEnsuring the community has equitable access to high-quality patient-centred care that is:

• Timely,evidence-based,culturallyappropriateandefficient

• Providedbyhighlyskilledstaffwhoarecommitted,accountableandvalued

• Supportedbyleadingedgeresearch,educationandtechnologies

Supporting the healthcare of populations in other LHDs, States and Territories across Australia and other countries through research, education and the provision of tertiary and quaternary referral services.

Our Hospital Values

Collaboration – Improving and sustaining performance depends on everyone in the system working as a team.

Openness–Transparentperformancemonitoringandreportingisessentialtomakesurethefactsareknownandacknowledged,evenifattimesthismaybeuncomfortable.

Respect – The role of everyone engaged in improving performance is valued.

Empowerment – There must be trust on all sides and at all levels for people to improve performance in a sustainable way. At Balmain Hospital, we also have an additional set of values which define the standards and behaviours we modelinourworkandinourinteractionwithpatients,communityandourcolleagues.Ourvaluesincludepatient-centredcare,respect,accountability,communication,teamwork,innovationandsupport.



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IntroductionBackground

Balmain Hospital is a community-based facility which has been caring for people since 1885. It is a sub-acute group F4 hospital providing inpatient services and a General Practice Casualty service.

Balmain Hospital operates four inpatient wards providing aged care, rehabilitation and transitional care services. The hospital also offers a General Practice Casualty (GPC) service for the community, providing general practice services treating minor illnesses and injuries for patients when their general practitioner is unavailable.

Balmain has expanded its Outpatient Department in recent years and offers a range of different services, including ambulatory care through the GPC and various outpatient clinics such as acupuncture, podiatry and the Centre for STRONG Medicine.

The Process of Planning

Balmain Hospital is committed to effective and comprehensive staff engagement and involvement in the planning, delivery and management of its health services. This has been achieved through the development of both formal and informal structures that support consultation.

ConsultationwithBalmainHospitalstaffaboutstrategicplanningwasfirstundertakenbySLHDwhenitreleasedthe strategic intent document for the newly formed District. The SLHD strategic intent statement was initially drafted in response to a Ministerial request for information about the strategic direction intended for the newly createdLocalHealthNetworks.TheoutcomesofthispreliminaryconsultationwereexaminedattheStrategicPlanning Day at Balmain.

A further Strategic Planning Day was held at Balmain Hospital, and this was attended by department managers, senior clinicians and community representatives. The aim of this second planning day was to consult and engage withtheaforementionedstakeholderstodiscussthestrategicdirectionandclinicalservicesplanningforBalmainHospital over the next five years. This is consistent with the SLHD Strategic Plan. All participants were sent copies ofrelevantdocumentstoreviewpriortotheday.Thekeydomainswerethebasisoftheconsultation(i.e.OurPatients, Our Staff, Our Community, Our Services, Our Research, our Education and Our Organisation).

ThefeedbackreceivedfromstaffattheStrategicPlanningDaywasdocumentedandwasconsideredandincorporated during the development of this Strategic Plan.


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Our Patients, Consumers and CarersBalmain Hospital is committed to providing high quality, evidence-based patient care. To achieve this, the following broad strategies are featured in this Strategic Plan: • Considering and responding to the needs of special groups within the population in terms of appropriate

education, care and treatment;

• Implementing the Essentials of Care program to improve patient safety, the patient experience and patientoutcomes through staff participation, inclusiveness and consultation;

• Investigating potential options for improving the patient experience and increasing satisfaction with hospitalservices; and

• Monitoring and managing waiting times for different services and developing systems and processes tobenchmarkpatientoutcomeswithothersimilarfacilitiesandwards.

Our StaffThe main strategic concerns regarding Balmain Hospital staff have been identified as: • Ensuringappropriatestaffinglevelsrelativetochangingworkloads;

• Raisingawarenessabout‘toxic’behaviour,bullyingandharassmentintheworkplaceandensuringsystemsarein place to deal with these issues; and

• Managingstaffperformance,promotingstaffsatisfaction,andrecognisingtheachievementsofstaffmembers.

Our CommunityBalmain Hospital essentially serves a local inner-west Sydney catchment. As shown in Table 1, Balmain Hospital activityislargelyprovidedtopatientsfromthethreeLocalGovernmentAreas(LGAs)ofLeichhardt,Marrickvilleand Sydney (SSW). In terms of activity, 95.3% of inpatients (overnight) are people residing within the Sydney Local Health District.

Table 1: Balmain Hospital activity according to LGA

LGA % Hospital Activity from LGA % LGA Resident Activity to Balmain Hospital

Leichhardt 26.3% 6.9%

Marrickville 24.8% 3.5%

Sydney (SSW) 20.0% 2.8%

Ashfield 9.5% 2.6%

Canada Bay 5.3% 0.9%

Canterbury 4.7% 0.3%

Burwood 1.6% 0.6%

Source: Sydney Local Health District Strategic Plan 2012-2017



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Table2displaysaselectionofpopulationcharacteristicsfortheLGAsofLeichhardt,MarrickvilleandSydneyfromthe Australian Bureau of Statistics (ABS) 2011 Census and provides comparison with average figures for the NSW population. Available data for the Sydney LGA is for the two Statistical Local Areas covered by SLHD. Relative to the greater NSW population, these LGAs are relatively multicultural and affluent. The levels of education and full-time employment are higher in these LGAs than in general in NSW. The proportion of couple families with children is lower than the state average, and the proportion without children is higher.

According to the NSW Health Population Projection Series 1 (NSW Health 2009), projections for both the LeichhardtandMarrickvilleLGAsindicateonlyslightpopulationgrowthoverthenext20years.Populationgrowthfigures are shown in Figure 1. According to this data, approximately one-third of the population for these areas is over45yearsofageandthisproportionislikelytobemaintainedintothefuture.SydneyLGA,ontheotherhand,is expected to experience rapid population growth. This LGA has a younger age profile, with only 26% of the population aged over 45 years. The growth in the aged population across SLHD is especially important for health care delivery at Balmain Hospital over the forthcoming decade, with a predicted population increase of 29.2% and 28% in the 70-84 age group and the 85+ age group respectively.

Table 2: Population characteristics according to LGA

Population Characteristics Leichhardt LGA Marrickville LGASydney

(South and West SLDs)

NSW

Indigenous persons 1% 1.5% 1.8% 2.5%

Persons born overseas 28.6% 34.1% 40.5% 25.7%

Englishonlyspokenathome 79.4% 62.4% 59.6% 72.5%

Three most common languages otherthanEnglishspokenathome

Italian 3.0%Greek1.4%

Spanish 1.0%

Greek3.0%Vietnamese 2.9%

Arabic 2.3%

Mandarin 5.3%Cantonese 3.4%

Greek1.7%

Arabic 2.7%Cantonese 2.0%Mandarin 2.0%

Completed Year 12 Education 72.1% 65.4% 70.9% 49.2%

Employed full-time 68.1% 64.9% 68.2% 60.2%

Median individual income perweek

$1086 $772 $888 $561

Median household income perweek

$2234 $1605 $1639 $1237

Couple families with children 42% 39.1% 25.3% 45.5%

Couple families without children 43.1% 41.9% 57.5% 36.6%

Source: ABS 2011


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Figure 1: Projected population according to LGA

Balmain Hospital Strategic Plan 2012-2017 8.

Table 2: Population characteristics according to LGA

Source: ABS 2006

Figure 1: Projected population according to LGA

Source: NSW Health Population Projection Series 1

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Marrickville LGA

Sydney (West) LGA

Sydney (South) LGA

Comparison to NSW Average

Indigenous persons 0.8% 1.5% 1.3% 2.1% < 2.1%

Persons born overseas

27.1% 34.5% 34.6% 35.0% > 23.8%

English only spoken at home

78.1% 58.4% 51.9% 58.8% 74.0%

Three most common languages other than English spoken at home

Italian 3.4%

Greek 1.5%

Spanish 0.9%

Greek 6.4%

Vietnamese 4.1%

Arabic 2.9%

Mandarin 4.8%

Cantonese 4.1%

Vietnamese 1.3%

Mandarin 3.0%

Cantonese 2.9%

Greek 2.7%

Arabic 2.5%

Cantonese 2.0%

Mandarin 1.5%

Completed Year 12 Education

55.5% 48.7% 55.4% 54.8% > 34.0%

Employed full-time 70.0% 66.2% 66.2% 70.2% > 60.8%

Median individual income per week

$895 $595 $667 $698 > $461

Median household income per week

$1733 $1160 $1237 $1214 > $1036

Couple families with children

38.0% 38.5% 22.5% 26.5% < 46.2%

Couple families without children

46.3% 41.7% 57.9% 54.4% < 36.0%

Source: NSW Health Population Projection Series 1

Health indicators of interest to Balmain Hospital are summarised in Table 3. These rates reflect the health status ofresidentsintheLeichhardt,MarrickvilleandSydneyLGAs(CentreforEpidemiologyandResearch2011).Each indicator is presented as a Standardised Separation Ratio (SSR), which can be interpreted as an estimate ofrelativeriskcomparedtotheNSWaveragewhichissetat100.Asshown,theriskofalcoholandfall-relatedhospitalisationsisgreaterintheseLGAsthanonaverageinNSW,butthereisareducedriskofsmoking-attributable and potentially preventable hospitalisations.

BalmainHospitalprovideshealthcaretoadiverse,multiculturalcommunityofallsocio-economicbackgrounds.Most presentations to the General Practice Casualty Department are from the local Balmain catchment and surrounding suburbs. However, most inpatients are transferred to Balmain Hospital after receiving initial treatment at an acute hospital such as Royal Prince Alfred, and hence come from a broader geographical catchment area, that is, from all of SLHD.

Table 3: Indicators reflecting the health status of residents according to LGA

Health Indicators Leichhardt LGA

Marrickville LGA

Sydney LGA

Comparison to NSW Average

Alcohol attributable hospitalisations (SSR)

109.1 117.0 138.3 > 100

Smokingattributablehospitalisations(SSR)

85.8 88.7 90.1 < 100

Fall-related injury hospitalisations (SSR)

160.1 125.7 107.7 > 100

Potentially preventable hospitalisations (SSR)

86.0 86.6 78.1 < 100

Source: Centre for Epidemiology and Research 2011



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As an aged care and rehabilitation facility, Balmain Hospital inpatients are predominantly elderly people. The age breakdownofinpatientsisshowninTable4,showingthatoverthreequartersoftheinpatientsoverthepastfouryears have been aged over 75 years. For Tables 4 and 5, data is limited to inpatients admitted overnight.

Table 4: Age profile of inpatients

Age group 2008 2009 2010 2011 Yearly

AverageNo. % No. % No. % No. % %

0 – 14 years

0 0.0 0 0.0 0 0.0 0 0.0 0.00

15 – 29 years

1 0.1 3 0.1 3 0.1 0 0.0 0.09

30 – 44 years

12 1.0 21 0.9 13 0.7 9 0.4 0.75

45 – 59 years

45 3.7 87 3.7 67 3.4 78 3.8 3.67

60 – 74 years

275 22.9 464 19.8 372 18.6 381 18.8 20.04

75 years and over

869 72.3 1765 75.4 1542 77.2 1558 76.9 75.46

Cultural and linguistic diversity is also present among inpatients at Balmain Hospital. On average, the primary languageofmorethan29%ofinpatientseachyearisalanguageotherthanEnglish.Italian,GreekandArabicwere the most common languages of inpatients. The primary language of our inpatients over the past four years is summarised in Table 5.

Table 5: Primary language spoken by inpatients

Primary Language 2008 2009 2010 2011 Yearly

AverageNo. % No. % No. % No. % %

English 882 73.4 1615 69.0 1424 71.3 1403 69.2 70.74

Other than English

320 26.6 725 31.0 573 28.7 623 30.8 29.26

- Italian 99 8.2 186 7.9 126 6.3 155 7.7 7.54

-Greek 62 5.2 184 7.9 157 7.9 156 7.7 7.15

- Arabic 43 3.6 50 2.1 30 1.5 53 2.6 2.46

- Cantonese 14 1.2 55 2.4 42 2.1 33 1.6 1.81

- Portuguese 8 0.7 29 1.2 35 1.8 35 1.7 1.35

- Other 94 7.8 221 9.4 183 9.2 191 9.4 8.96


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Thekeystrategicprioritiesforaddressingcommunityissuesinclude:• Engaging inapurposefulandstrategicwaywithcommunityorganisations,partnersandrelevantstakeholder

groupstoensurehighqualitycare,excellentcommunicationandhealthimprovement.BalmainHospitaliskeento strengthen its ties and partnerships with non-government and local organisations and groups including Leichhardt Municipal Council and the Inner West Sydney Medicare Local.

• ImprovingtheperceptionofBalmainHospital, increasingawarenessabouttheservicesprovidedthroughtheHospital, and increasing opportunities for volunteering.

• EstablishingaCommunityAdvisoryCommitteespecificallyforthehospitaltoensureeffectiveengagementwiththelocalcommunityinlinewiththeSLHD’sCommunityParticipationFramework.

• Developingadditionalhospital-in-the-homeandambulatorycaretargetedservicesforthecommunityinclosecollaboration with local GP services and the Inner West Sydney Medicare Local.



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Our ServicesBalmain Hospital is a community-based facility, classified as a sub-acute hospital providing inpatient services and a General Practice Casualty service. Table 6 summarises the activity data for Balmain Hospital between July 2010 and June 2011.

Table 6: Hospital activity (July 2010 to June 2011)

Hospital Activity

Separations 1,444

% of Same Day Separations 9.0%

Total Bed Days 24,994

Average LOS (Acute) 15.7

Daily Average of Inpatients 69.0

Bed Occupancy Rate 92.6

Acute Bed Days 16,135

Non-Admitted Patient Services 247,427

Average Available Beds 75

Source: SLHD Performance Monitoring, Casemix and Innovation Unit

The General Practice Casualty Department provides general practice services treating minor illnesses and injuries for patients when their general practitioner is unavailable. There are approximately 13,000 presentations to the GPC per annum. Additionally, the GPC runs an ambulatory care (Hospital in the Home) clinic which provides care for patients requiring treatment such as intravenous antibiotics, anticoagulant therapy and wound care. Thisserviceplaysakeyroleinkeepingpeopleoutofhospital.Table7summarisestheGPCandambulatorycareoccasions of service during the 2009/10 and 2010/11 financial years and during the 2011/12 year-to-date (YTD) as of March 2012.

Table 7: Occasions of service for the GPC and Ambulatory Care services

Service 2009/10 2010/11 YTD (April) 2011/12

General Practice Casualty 15,687 14,676 10,406

Ambulatory Care Clinic **1,720 3,285 2,785

**Service began in May 2009

Therearetwo26-bedAgedCareWards:LeverWardandWakefieldWard.Theyprovideassessmentandtreatment of medical conditions in the elderly. There is also a 26-bed Rehabilitation Ward: John Beasley Ward. Rehabilitation Specialists assess the patients to determine the therapies required to improve their physical abilities and assist them in regaining as much independence as possible before returning home.


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Inpatient activity and bed need is projected to increase in coming years, as shown in Table 8.

Table 8: Balmain Hospital Projected Bed Need to 2022

Inpatient Hospital Activity

2009 2017 2022

Separations BeddaysBeds

@85%Separations Beddays

Beds @85%


@85%

Acu

te

Overnight 1,015 3,825 14 1,120 7,435 27 1,282 8,329 30

Day Only 247 247 1 192 192 1 207 207 1

Total Acute

Bed Need1,262 4,072 15 1,312 7,626 28 1,489 8,536 31


@90%Separations Beddays

Beds @90%


@90%

Sub

Acu

te

Overnight 1,348 21,682 66 1,411 23,671 72 1,616 26,440 80

Day Only 4 4 0 5 5 0 6 6 0

Total Sub Acute

Bed Need1,352 21,686 66 1,416 23,676 72 1,622 26,446 81

Total Bed Need

81 100 112

Source: aIM 2012

Thehospitalalsooperatesa14-bedTransitionalCareUnitprovidingshort-termsupport(upto12weeks)forolderpeople to complete their restorative process at the conclusion of an inpatient hospital episode, allowing time to maximise their capacity to function independently and finalise longer term arrangements.

The Centre for STRONG Medicine is a service for both inpatients and outpatients of Balmain Hospital. The Centre usesexercise-basedmedicinetotreatdiseaseinolderpeople.ItisthefirstcentreofitskindinAustraliaandhas been functioning for over 10 years. It is involved in the treatment of inpatients and outpatients, is a leading researcher in the area of depression, hip fracture and diabetes, and provides education to health professionals.

Balmain Hospital also offers a range of other outpatient services including Aged Care, Diabetes and Endocrinology Clinics, Continence Clinic, Acupuncture Clinic, Homeopathy Clinic, Podiatry Clinic, Neuropsychology and Physiotherapy, including individual treatments and a pulmonary rehabilitation group.

Outpatient activity at Balmain is increasing and it is expected to increase further in the future. Figure 2 displays data for a selection of outpatient services and compares the 2011/12 year-to-date occasions of service as of April 2012 with the 2010/11 and 2009/10 figures. The statistics reflect increasing activity over the past two years.



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Figure 2: Occasions of service for selected outpatient services

Balmain Hospital Strategic Plan 2012-2017 12.

Balmain Hospital also offers a range of other outpatient services including Aged Care, Diabetes and

Endocrinology Clinics; Continence Clinic; Acupuncture Clinic; Homeopathy Clinic; Podiatry Clinic;

Neuropsychology; and Physiotherapy, including individual treatments and a pulmonary rehabilitation group.

Outpatient activity at Balmain is increasing and it is expected to increase further in the future. Figure 2

displays data for a selection of outpatient services and compares the 2011/12 year-to-date occasions of

service as of April 2012 with the 2010/11 and 2009/10 figures. The statistics reflect increasing activity over

the past two years.

Figure 2: Occasions of service for selected outpatient services

Pertinent service issues and challenges for Balmain Hospital are as follows:

• Addressing limitations associated with inpatient rehabilitation services;

• Increasing the provision of care on an ambulatory basis for people with conditions that do not

require a hospital admission;

• Increasing access to, and public awareness of, outpatient programs, such as the Centre for STRONG

Medicine; and

• Ensuring the delivery of appropriate services to cater for cultural and linguistic diversity among

patients.

Priority service development directions for Balmain Hospital include:

• Enhancing the Ambulatory Care service in order to reduce demand on hospital beds;

• Increasing flexibility in models of care to better integrate inpatient geriatric and rehabilitation

services, address occupancy issues and respond to patient flow pressures;

• Improving coordination between inpatient and outpatient services offered at Balmain Hospital;

• Developing additional outpatient and Hospital in the Home services to meet the unique needs of the local

population;

• Strengthening discharge planning, and responding to issues related to timely patient discharge; and

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Pertinent service issues and challenges for Balmain Hospital are as follows:• Addressinglimitationsassociatedwithinpatientrehabilitationservices;

• Increasingtheprovisionofcareonanambulatorybasisforpeoplewithconditionsthatdonotrequireahospitaladmission;

• Increasingaccessto,andpublicawarenessof,outpatientprograms,suchastheCentreforSTRONGMedicine;and

• Ensuringthedeliveryofappropriateservicestocaterforculturalandlinguisticdiversityamongpatients.

Priority service development directions for Balmain Hospital include: • EnhancingtheAmbulatoryCareserviceinordertoreducedemandonhospitalbeds;

• Increasingflexibilityinmodelsofcaretobetterintegrateinpatientgeriatricandrehabilitationservices,addressoccupancy issues and respond to patient flow pressures;

• ImprovingcoordinationbetweeninpatientandoutpatientservicesofferedatBalmainHospital;

• Developing additional outpatient and Hospital in the Home services to meet the unique needs of the localpopulation;

• Strengtheningdischargeplanning,andrespondingtoissuesrelatedtotimelypatientdischarge;and

• Further developing information technology, especially enhancing data management, improving medical andadministrative information systems, introducing telemedicine, and implementing wireless technology. The roll out oftheelectronicmedicalrecordwillbeakeycomponent.

Numerous strategies for Balmain Hospital over the next five years directly align with the service strategies outlined in the Strategic Plan for the SLHD and are outlined in Table 11.


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Our Research and EducationBalmain Hospital actively supports education and training opportunities offered to staff in the SLHD. This includes coursesrunthroughtheCentreforEducationandWorkforceDevelopmentandtheUniversityofTasmania.Thecourses available to staff range from certificate level to Masters and Doctoral level qualifications for nursing, medical, allied health and administrative staff.

The Hospital intends to expand its commitment to research in the future. At present, the Centre for STRONG Medicineisoneexampleofthehigh-qualityresearchbeingundertakenatBalmain,withtheClinicengagingin extensive research into the use of exercise-based medicine in the treatment of disease and translating their findings into practice.

Educational and research strategic directions for Balmain Hospital include:• Promotingeducationandresearchopportunitiestostaff,andpublishinginformationabouttheeducationand

researchactivitiestakingplaceattheHospital;

• Fosteringaresearch-positiveculturesupportedbythenecessarystafftrainingandaresearchplanforthefacility;and

• Strengthening linkages with the Aged Care Clinical Stream and other tertiary facilities within the SLHD andmoreproactivelyutilisenetworkswithorganisationssuchastheClinicalExcellenceCommission,theAgencyforClinical Innovation, and local universities.



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Our OrganisationIntermsofourorganisation,keystrategicconcernsforthenextfiveyearswillinclude:• EngaginginplanningtoensurethesmoothtransitiontoActivityBasedFunding;

• Introducingnewtechnologiesandinnovativeprojectswhereappropriate;

• SupportingefficiencyimprovementsinSLHDinternalprocesses,suchasprocurement,recruitmentandpatientreferrals; and

• CompletinganewAssetStrategicPlanforBalmainHospital.



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latio

n. T

his

incl

udes

A

borig

inal

peo

ple,

peo

ple

from

cu

ltura

lly a

nd li

ngui

stic

ally

di

vers

eba

ckgr

ound

s,p

eopl

eex

perie

ncin

g so

cio-

econ

omic

di

sadv

anta

ge, p

eopl

e liv

ing

in re

mot

e ar

eas,

peo

ple

with

co

gniti

ve im

pairm

ent,

peop

le w

ith

a di

sabi

lity

and

peop

le li

ving

in

resi

dent

ial a

ged

care

faci

litie

s.

Rev

iew

the

suita

bilit

y an

d ef

fect

iven

ess

of

info

rmat

iona

l mat

eria

l and

id

entif

y w

here

add

ition

al

hosp

ital i

nfor

mat

ion

mat

eria

l nee

ds to

be

deve

lope

d.

Iden

tify

equi

ty is

sues

with

re

gard

to th

e pr

ovis

ion

of

heal

th in

form

atio

n, a

nd

dete

rmin

e al

tern

ativ

e w

ays

to e

ngag

e w

ith

patie

nts

and

deliv

er

info

rmat

ion.

Impr

oved

co

mm

unic

atio

n w

ith

patie

nts

with

lim

ited

Eng

lish

or w

ith li

mite

d lit

erac

y le

vels

Exe

cutiv

e M

anag

emen

t C

omm

ittee


BA

LMA

IN H

OS

PIT

AL

STR

ATE

GIC

PLA

N 2

013

- 20

18

19

Goa

lS

trat

egy

Act

ion(

s)E

xpec

ted

Out

com

esR

espo

nsib

ility

1.4

Com

plet

e th

e im

plem

enta

tion

of th

e E

ssen

tials

of C

are

Pro

gram

ba

sed

on a

n in

terd

isci

plin

ary

appr

oach

Ess

entia

ls o

f Car

e pr

ogra

m re

view

ed a

nd

eval

uate

d.

Impr

oved

pat

ient

car

e &

com

mun

icat

ion

and

impr

oved

hea

lth s

ervi

ce

outc

omes

Dire

ctor

of N

ursi

ng

1.5

Con

tinue

to m

onito

r an

d m

anag

e th

e w

aitin

g tim

es fo

r re

habi

litat

ion,

the

Tran

sitio

nal

Car

e U

nit a

nd G

PC

tria

ge

Wai

ting

times

regu

larly

re

view

ed a

nd m

easu

res

put i

n pl

ace

to a

ddre

ss

prob

lem

s.

Impr

oved

ser

vice

ef

ficie

ncy

and

acce

ssD

irect

or o

f R

ehab

ilitat

ion

NU

M o

f TC

U

Dire

ctor

of G

PC

1.6

Dev

elop

cap

acity

and

re

port

ing

capa

bilit

y to

mon

itor

and

man

age

the

wai

ting

times

fo

r am

bula

tory

car

e, a

nd s

peci

fic

inpa

tient

and

out

patie

nt s

ervi

ces

Impl

emen

t sys

tem

s an

d pr

oces

ses

for

mon

itorin

g w

aitin

g tim

es.

Wai

ting

times

regu

larly

re

view

ed a

nd m

easu

res

put i

n pl

ace

to a

ddre

ss

prob

lem

s.

Impr

oved

ser

vice

ef

ficie

ncy

and

acce

ssD

irect

or o

f Cor

pora

te

Ser

vice

s

1.7

Dev

elop

sys

tem

s an

d pr

oces

ses

tob

ench

mar

kpa

tient

ou

tcom

es a

t Bal

mai

n H

ospi

tal

with

oth

er p

eer

faci

litie

s an

d sp

ecifi

c w

ards

with

in S

LHD

Use

dat

a w

ith e

xplic

it un

its o

f mea

sure

men

t to

com

pare

and

con

tras

t pa

tient

out

com

es.

Impr

oved

hea

lth s

ervi

ce

outc

omes

Clin

ical

Man

ager

(A

CR

)

1.8

Ass

ess

diffe

rent

opt

ions

for

impr

ovin

g th

e pa

tient

exp

erie

nce,

e.

g. e

mpl

oyin

g di

vers

iona

l th

erap

ists

, im

prov

ing

case

m

anag

emen

t, in

trod

ucin

g pa

tient

ad

voca

tes,

etc

.

Inve

stig

ate

the

feas

ibilit

y an

d be

nefit

s (a

nd p

repa

ring

a bu

sine

ss c

ase,

whe

re

appr

opria

te) f

or d

iffer

ent

enha

ncem

ents

to th

e pa

tient

exp

erie

nce.

Impr

oved

pat

ient

car

e &

com

mun

icat

ion

and

impr

oved

hea

lth s

ervi

ce

outc

omes

Exe

cutiv

e M

anag

emen

t C

omm

ittee

1.9

Pro

vide

sup

port

for

the

SLH

D

Car

ers

Act

ion

Pla

nR

evie

w a

nd im

plem

ent

the

rele

vant

str

ateg

ies

from

the

SLH

D C

arer

s A

ctio

n P

lan.

Impr

oved

pat

ient

and

ca

rer

outc

omes

Dire

ctor

of N

ursi

ng


BA

LMA

IN H

OS

PIT

AL

STR

ATE

GIC

PLA

N 2

013

- 20

18

20

Goa

lS

trat

egy

Act

ion(

s)E

xpec

ted

Out

com

esR

espo

nsib

ility

2. F

or

Our

Sta

ffa)

To

trea

t our

pat

ient

s w

ith d

igni

ty, c

ompa

ssio

n an

d re

spec

t

b)T

obe

hig

hly

skille

d,

com

mitt

ed, a

ccou

ntab

le

and

valu

ed

c) T

o be

reco

gnis

ed b

y th

e co

mm

unity

and

thei

r pe

ers

as le

adin

g ed

ge, h

ighl

y sk

illed

and

asin

nova

tive

in

thei

r fie

ld

d)T

ow

ork

ins

afe,

re

spec

tful,

heal

thy

and

prod

uctiv

ew

orkp

lace

s

e) T

o sh

are

thei

r ex

pert

ise

with

oth

ers

2.1

Em

bed

ava

lues

fram

ewor

kac

ross

all

aspe

cts

of a

ctiv

ityE

nsur

e th

e C

OR

E V

alue

s ar

e ou

tline

d in

all

plan

s,

polic

ies

and

guid

elin

es

and

are

embe

dded

in

prac

tice

whe

n de

alin

g w

ith p

atie

nts,

oth

er

staf

f, th

e pu

blic

and

the

com

mun

ity.

Pro

mot

e C

usto

mer

S

ervi

ce T

rain

ing

with

all

front

line

staf

f.

Impr

oved

pat

ient

and

st

aff r

elat

ions

, im

prov

ed

care

& c

omm

unic

atio

n

Gen

eral

Man

ager

2.2

Impr

ove

the

oppo

rtun

ities

to

reco

gnis

e, p

rovi

de p

ositi

ve

feed

back

and

pro

mot

eth

eac

hiev

emen

ts o

f sta

ff

Intr

oduc

tion

of p

rogr

am

for

peer

nom

inat

ion

of o

utst

andi

ng s

taff

mem

bers

.

Con

side

r in

trod

uctio

n of

pr

ogra

m fo

r pa

tient

s to

no

min

ate

outs

tand

ing

staf

f mem

bers

.

Sta

ffac

know

ledg

emen

tin

the

Bal

mai

n B

ulle

tin

new

slet

ter

and

the

hosp

ital i

ntra

net/

inte

rnet

.

Impr

oved

sta

ff re

latio

nsG

ener

al M

anag

er

2.3

Str

engt

hen

syst

ems,

in

clud

ing

grie

vanc

e sy

stem

s, to

ra

ise

awar

enes

s ab

out “

toxi

c”

beha

viou

rin

the

wor

kpla

ce

and

to a

ddre

ss b

ully

ing

and

hara

ssm

ent

Em

bed

all s

taff

trai

ning

pr

ogra

ms

with

CO

RE

va

lues

.

Iden

tify

and

rew

ard

wor

kpla

cec

ham

pion

s.

Impr

ove

grie

vanc

e an

d di

scip

line

proc

esse

s.


BA

LMA

IN H

OS

PIT

AL

STR

ATE

GIC

PLA

N 2

013

- 20

18

21

Goa

lS

trat

egy

Act

ion(

s)E

xpec

ted

Out

com

esR

espo

nsib

ility

Enc

oura

ge m

anag

ers

to

act a

s st

aff a

dvoc

ates

, pr

ovid

ing

supp

ort f

or

empl

oyee

s w

ho w

ish

to

rais

e w

orkp

lace

issu

es.

Inco

rpor

ate

into

ann

ual

staf

f sur

veys

.

Impr

oved

sta

ff re

latio

nsH

uman

Res

ourc

es

Dire

ctor

2.4

Ens

ure

man

ager

s an

d st

aff

are

appr

opria

tely

eng

aged

in

perfo

rman

ce m

anag

emen

t

Aud

it of

% s

taff

invo

lved

in p

erfo

rman

ce

man

agem

ent.

Per

iodi

c re

view

of

per

form

ance

m

anag

emen

t sys

tem

s.

Impr

oved

sta

ff pe

rform

ance

and

m

anag

emen

t

Hum

an R

esou

rces

D

irect

or

2.5

Con

sult

staf

f and

con

duct

st

affs

urve

ysto

ass

ess

wor

kpla

ce

cultu

re a

nd s

atis

fact

ion

and

deve

lop

and

impl

emen

t act

ions

to

add

ress

iden

tified

are

as o

f co

ncer

n. S

urve

ys to

incl

ude

issu

es s

uch

as:

oW

orkp

lace

bul

lyin

gre

duct

ion

o C

ultu

re o

f inc

lusi

on a

nd

invo

lvem

ent

o A

ccep

tanc

e of

cha

nge

man

agem

ent

o C

linic

al e

ngag

emen

t /em

pow

erm

ent

Sta

ff su

rvey

s co

nduc

ted

annu

ally.

Dev

elop

act

ion

plan

s to

add

ress

issu

es

high

light

ed in

sur

vey

resp

onse

s.

Impr

oved

sta

ff re

latio

ns

and

impr

oved

wor

kpla

ce

cultu

re

Qua

lity

Man

ager

2.6

Incr

ease

the

visi

bilit

y of

se

curit

y se

rvic

es a

fter

hour

sR

evie

w s

ecur

ity v

isib

ility

&

devi

se lo

calis

ed s

trat

egie

s to

ens

ure

effe

ctiv

enes

s.

Impr

oved

saf

ety;

re

duce

d in

cide

nts

Dire

ctor

of C

orpo

rate

S

ervi

ces


BA

LMA

IN H

OS

PIT

AL

STR

ATE

GIC

PLA

N 2

013

- 20

18

22

Goa

lS

trat

egy

Act

ion(

s)E

xpec

ted

Out

com

esR

espo

nsib

ility

2.7

Enh

ance

sta

ff sa

fety

and

w

ellb

eing

Pro

mot

e W

HS

co

nsul

tatio

n,r

isk

iden

tifica

tion

and

miti

gatio

n

Impr

oved

sta

ff he

alth

an

d sa

fety

Dire

ctor

of C

orpo

rate

S

ervi

ces

Qua

lity

Man

ager

Dev

elop

and

impl

emen

t a

sust

aina

ble

WH

S/S

taff

Wel

lbei

ng S

trat

egy

that

in

clud

es h

ealth

y an

d su

stai

nabl

e lif

esty

les,

Impr

oved

sta

ff he

alth

an

d sa

fety

Dire

ctor

of C

orpo

rate

S

ervi

ces

Qua

lity

Man

ager

2.8

Mon

itor

staf

fing

leve

ls re

lativ

e to

wor

kloa

ds,a

nda

dvoc

ate

for

the

timel

y ap

prov

al o

f vac

ant

posi

tions

Wor

kloa

dsa

nds

taffi

ng

leve

ls re

gula

rly re

view

ed.

Ben

chm

ark

staf

fing

leve

ls

with

pee

r fa

cilit

ies.

Mea

sure

s pu

t in

plac

e to

ad

dres

s pr

oble

ms

that

ar

ise.

Impr

oved

sta

ff re

latio

ns

and

impr

oved

sta

ff he

alth

Gen

eral

Man

ager


BA

LMA

IN H

OS

PIT

AL

STR

ATE

GIC

PLA

N 2

013

- 20

18

23

Goa

lS

trat

egy

Act

ion(

s)E

xpec

ted

Out

com

esR

espo

nsib

ility

3. F

or

Our

C

om

mun

ity

a) T

o be

eng

aged

and

w

ork

inc

lose

par

tner

ship

w

ith S

LHD

, the

Cen

tral

S

ydne

y M

edic

are

Loca

l, N

GO

s, C

ounc

ils a

nd

othe

rs to

add

ress

the

soci

al d

eter

min

ants

of

heal

th

b) T

o su

ppor

t and

pro

mot

e pe

rson

al a

nd c

omm

unity

he

alth

, em

pow

erm

ent,

re

spon

sibi

lity

and

a he

alth

pr

omot

ing

envi

ronm

ent

c) T

o ac

cess

the

heal

thca

re th

ey n

eed

thro

ugh

an in

tegr

ated

ne

twor

kof

prim

ary

and

com

mun

ity h

ealth

ser

vice

s ac

ross

pub

lic a

nd p

rivat

e he

alth

ser

vice

s

d) T

o be

eng

aged

with

and

ne

twor

ked

clos

ely

with

S

LHD

, NG

Os

and

rela

ted

heal

thca

re a

nd s

ervi

ce

part

ners

to p

rovi

de h

ealth

se

rvic

es

3.1

Est

ablis

h a

Com

mun

ity

Adv

isor

y C

omm

ittee

spe

cific

ally

fo

r B

alm

ain

Hos

pita

l to

ensu

re

ther

e is

effe

ctiv

e en

gage

men

t w

ith th

e lo

cal c

omm

unity

as

per

the

SLH

D’s

Com

mun

ity

Par

ticip

atio

nFr

amew

ork

Adv

ertis

e an

d re

crui

t co

mm

ittee

mem

bers

.

Org

anis

e fo

r co

mm

ittee

to

mee

t reg

ular

ly.

See

kfe

edba

ckfr

om

com

mitt

ee a

bout

ho

spita

l iss

ues

that

af

fect

sta

keho

lder

sin

the

com

mun

ity.

Impr

oved

com

mun

ity

rela

tions

; add

ition

al

serv

ice

feed

back

Gen

eral

Man

ager

3.2

Dev

elop

a lo

ng-t

erm

st

rate

gy to

ach

ieve

nat

iona

l st

atus

for

Bal

mai

n H

ospi

tal a

s a

Reh

abilit

atio

n an

d A

ged

Car

e C

entr

e of

Exc

elle

nce

Str

ateg

y de

velo

ped

in

cons

ulta

tion

with

key

cl

inic

ians

and

pro

vide

rs.

Impr

oved

pro

file

for

Bal

mai

n H

ospi

tal

Gen

eral

Man

ager

3.3

Eng

age

with

com

mun

ity

orga

nisa

tions

and

gro

ups

at

the

orga

nisa

tiona

l and

ser

vice

de

liver

y le

vels

Eng

age

in o

ngoi

ng

com

mun

icat

ion

with

co

mm

unity

org

anis

atio

ns

abou

t act

iviti

es a

t the

ho

spita

l.

Str

ong

linka

ge/

part

ners

hip

to

prom

ote

posi

tive

heal

th, h

ealth

care

qu

ality

, int

egra

ted

and

coor

dina

ted

care

and

in

form

atio

n ex

chan

ge

Dire

ctor

of N

ursi

nig

3.4

Impr

ove

the

perc

eptio

n of

Bal

mai

n H

ospi

tal i

n th

e co

mm

unity

Dev

elop

an

actio

n pl

an

for

a B

alm

ain

Hos

pita

l P

erce

ptio

n P

roje

ct.

Impl

emen

t pla

n to

rai

se

awar

enes

s an

d in

crea

se

unde

rsta

ndin

g ab

out

serv

ices

at B

alm

ain

Hos

pita

l.

Impr

oved

com

mun

ity

rela

tions

;

Pro

mot

ion

of p

ositi

ve

heal

th, h

ealth

care

qu

ality

, int

egra

ted

and

coor

dina

ted

care

and

in

form

atio

n ex

chan

ge

Gen

eral

Man

ager


BA

LMA

IN H

OS

PIT

AL

STR

ATE

GIC

PLA

N 2

013

- 20

18

24

Goa

lS

trat

egy

Act

ion(

s)E

xpec

ted

Out

com

esR

espo

nsib

ility

3.5

Impr

ove

tran

spor

t ac

cess

ibilit

y to

Bal

mai

n H

ospi

tal

Inve

ntor

y of

the

tran

spor

tatio

n op

tions

to

Bal

mai

n H

ospi

tal.

Inve

stig

ate

park

ing

optio

ns fo

r pa

tient

s an

d vi

sito

rs a

nd d

rop-

off

poin

ts a

t the

hos

pita

l.

Impr

oved

acc

ess

to th

e ho

spita

lD

irect

or o

f Cor

pora

te

Ser

vice

s

3.6

Impr

ove

the

com

mun

ities

ac

cess

ibilit

y to

hos

pita

l-in-

the-

hom

e an

d am

bula

tory

car

e se

rvic

es

Eng

age

in o

ngoi

ng

com

mun

icat

ion

with

co

mm

unity

org

anis

atio

ns

and

the

Med

icar

e Lo

cal

abou

t the

ser

vice

s av

aila

ble

at th

e ho

spita

l.

Impr

oved

acc

ess

to th

e ho

spita

lG

ener

al M

anag

er


BA

LMA

IN H

OS

PIT

AL

STR

ATE

GIC

PLA

N 2

013

- 20

18

25

Goa

lS

trat

egy

Act

ion(

s)E

xpec

ted

Out

com

esR

espo

nsib

ility

4. F

or

Our

Ser

vice

sa)

To

be c

ultu

rally

se

nsiti

ve a

nd a

vaila

ble

to

all r

egar

dles

s of

cul

ture

, in

com

e or

com

plex

ity

b) T

o in

corp

orat

e a

popu

latio

n he

alth

focu

s to

impr

ove

the

heal

th a

nd

wel

lbei

ng o

f the

pop

ulat

ion

c) T

o be

inno

vativ

e,

sust

aina

ble

and

evid

ence

-ba

sed

d) T

o be

effi

cien

t, hi

gh q

ualit

y, s

afe

and

appr

opria

te

e) T

o pr

ovid

e an

ap

prop

riate

mix

of

prev

entio

n, e

arly

in

terv

entio

n, tr

eatm

ent,

outr

each

and

pal

liatio

n

f) To

be

clin

ical

ly

netw

orke

dac

ross

the

Dis

tric

t and

hav

e cl

early

de

linea

ted

role

s

4.1

Reg

ular

ly re

view

the

clin

ical

se

rvic

es p

rovi

ded

by B

alm

ain

Hos

pita

l to

ensu

re th

at th

ey a

re

timel

y an

d ac

cess

ible

Und

erta

kere

gula

rse

rvic

ere

view

s an

d im

plem

ent

findi

ngs.

Impr

oved

ser

vice

de

liver

yG

ener

al M

anag

er

4.2

Com

plet

e th

e ro

ll ou

t of t

he

Ele

ctro

nic

Med

ical

Rec

ord

(eM

R)

at B

alm

ain

Hos

pita

l

Bal

mai

n to

vol

unte

er a

s a

tria

l fac

ility

once

the

next

pha

se o

f the

Cer

ner

Ele

ctro

nic

Med

icat

ion

Man

agem

ent S

yste

m is

co

mpl

ete.

Impr

oved

pat

ient

sa

fety

and

out

com

es;

impr

oved

acc

ess

to

info

rmat

ion;

inte

grat

ed

syst

em; i

mpr

oved

co

mm

unic

atio

n;

impr

oved

effi

cien

cy

Gen

eral

Man

ager

Sup

port

the

linka

geo

fG

Ps

to th

e eM

R a

nd

enab

le p

oint

of c

are

acce

ss.

Impr

oved

pat

ient

sa

fety

and

out

com

es;

impr

oved

acc

ess

to

info

rmat

ion;

inte

grat

ed

syst

em; i

mpr

oved

co

mm

unic

atio

n;

impr

oved

effi

cien

cy

Gen

eral

Man

ager

Sup

port

the

rollo

ut o

f the

C

hron

ic C

are

Pro

gram

in

the

SLH

D.

Impr

oved

pat

ient

saf

ety

and

outc

omes

Dire

ctor

of N

ursi

ng

4.3

Rev

iew

and

impl

emen

t the

D

isab

ility

Act

ion

Pla

nR

evie

w D

isab

ility

Pla

n.

Impl

emen

t the

rele

vant

ac

tions

from

the

Dis

abilit

y A

ctio

n P

lan.

Impr

oved

acc

ess,

se

rvic

e su

itabi

lity

and

patie

nt a

nd c

arer

ou

tcom

es

WH

&S

Com

mitt

ee

Cha

irper

son

4.4

Rev

iew

and

adj

ust m

odel

s of

car

e to

max

imis

e pa

tient

oc

cupa

ncy

leve

ls

Rev

iew

cur

rent

mod

els

of

care

.

Iden

tify

and

impl

emen

t st

rate

gies

that

faci

litat

e in

crea

sed

flexi

bilit

y an

d m

axim

ise

bed

occu

panc

y.

Impr

oved

acc

ess

and

serv

ice

suita

bilit

y;

inte

grat

ed s

yste

m;

impr

oved

effi

cien

cy

Exe

cutiv

e M

anag

emen

t C

omm

ittee


BA

LMA

IN H

OS

PIT

AL

STR

ATE

GIC

PLA

N 2

013

- 20

18

26

Goa

lS

trat

egy

Act

ion(

s)E

xpec

ted

Out

com

esR

espo

nsib

ility

g)T

obe

net

wor

ked

with

ge

nera

l pra

ctic

e an

d he

alth

care

and

rela

ted

serv

ice

part

ners

h) T

o be

acc

omm

odat

ed in

hi

gh q

ualit

y, w

ell-e

quip

ped

faci

litie

s w

ith le

adin

g ed

ge

tech

nolo

gy

i) To

hav

e ex

celle

nt

info

rmat

ion

man

agem

ent

and

tech

nolo

gy s

ervi

ces

j) To

be

accr

edite

d an

d re

cogn

ised

for

exce

llenc

e

k)T

obe

wel

lmai

ntai

ned,

cl

ean

and

safe

l) To

max

imis

e pa

tient

oc

cupa

ncy

leve

ls a

nd

incr

ease

acc

ess

to, a

nd

activ

ity o

f, ou

tpat

ient

se

rvic

es

4.5

Enh

ance

am

bula

tory

car

e an

d ou

tpat

ient

ser

vice

s at

Bal

mai

n H

ospi

tal a

nd fu

rthe

r de

velo

p H

ospi

tal i

n th

e H

ome

prog

ram

Con

tinue

to in

crea

se

activ

ity in

am

bula

tory

ca

re a

nd d

evel

op a

pl

an fo

r ex

pans

ion

and

netw

orki

ngw

ithth

eR

PAH

am

bula

tory

car

e se

rvic

e.

Det

erm

ine

the

scop

e fo

r ou

tpat

ient

ser

vice

s.

Dev

elop

act

ion

plan

to

prog

ress

ivel

y ex

pand

se

rvic

es.

Impr

oved

acc

ess

and

serv

ice

suita

bilit

y;

impr

oved

effi

cien

cy

Dire

ctor

of M

edic

al

Ser

vice

s

Dire

ctor

of G

PC

4.6

Furt

her

deve

lopm

ent o

f ch

roni

c di

seas

e m

anag

emen

t pr

ogra

ms

(e.g

. pul

mon

ary

reha

bilit

atio

n)

Det

erm

ine

the

scop

e fo

r ch

roni

c di

seas

e m

anag

emen

t pro

gram

s.

Dev

elop

a p

lan

to

prog

ress

ivel

y ex

pand

pr

ogra

ms.

Impr

oved

acc

ess

and

serv

ice

suita

bilit

y;

impr

oved

effi

cien

cy

Dire

ctor

of N

ursi

ng

4.7

Dev

elop

cap

acity

to

inco

rpor

ate

tele

med

icin

e in

to

the

serv

ices

offe

red

at B

alm

ain

Hos

pita

l

Sup

port

rur

al-t

ertia

ry

plan

ning

thro

ugh

Dire

ctor

of

Pla

nnin

g (S

tate

-wid

e se

rvic

es).

Inve

stig

ate

the

bene

fits

to

diffe

rent

hos

pita

l ser

vice

s if

tele

med

icin

e w

as to

be

intr

oduc

ed.

Det

erm

ine

the

optim

al

scop

e fo

r te

lem

edic

ine

at

Bal

mai

n.

Dev

elop

act

ion

plan

to

deve

lop

and

impl

emen

t th

e se

rvic

e.

Impr

oved

ser

vice

ac

cess

(flow

s) to

tert

iary

se

rvic

es fo

r ru

ral p

atie

nts

Dire

ctor

of M

edic

al

Ser

vice

s

Dire

ctor

of C

orpo

rate

S

ervi

ces


BA

LMA

IN H

OS

PIT

AL

STR

ATE

GIC

PLA

N 2

013

- 20

18

27

Goa

lS

trat

egy

Act

ion(

s)E

xpec

ted

Out

com

esR

espo

nsib

ility

4.8

Par

ticip

ate

in s

usta

inab

le

stra

tegi

es in

the

deliv

ery

of

serv

ices

and

for

the

purc

hase

, up

grad

ing

and

mai

nten

ance

of

equi

pmen

t and

tech

nolo

gy

Rev

iew

the

SLH

D

Sus

tain

abilit

y P

lan.

Impl

emen

t the

rele

vant

ac

tions

from

the

Sus

tain

abilit

y A

ctio

n P

lan.

Impr

oved

pro

cure

men

t, en

ergy

effi

cien

cy a

nd

cons

umpt

ion

prac

tices

of

the

hosp

ital

Gen

eral

Man

ager

4.9

Dev

elop

mor

e fle

xibl

e m

odel

s of

car

e to

impr

ove

the

inte

grat

ion

betw

een

inpa

tient

reha

bilit

atio

n an

d ge

riatr

ic s

ervi

ces

at B

alm

ain

Hos

pita

l

Rev

iew

cur

rent

mod

els

of

care

.

Iden

tify

and

impl

emen

t st

rate

gies

to fa

cilit

ate

incr

ease

d fle

xibi

lity

and

max

imis

e be

d oc

cupa

ncy.

Impr

oved

acc

ess

and

serv

ice

suita

bilit

y;

inte

grat

ed s

yste

m;

impr

oved

effi

cien

cy

Dire

ctor

of M

edic

al

Ser

vice

s

Dire

ctor

of

Reh

abilit

atio

n

4.10

Impr

ove

linka

ges

betw

een

inpa

tient

and

out

patie

nt s

ervi

ces

(e.g

. Cen

tre

for

STR

ON

G

Med

icin

e an

d in

patie

nt th

erap

y,

and

STR

ON

G a

nd o

utpa

tient

se

rvic

es s

uch

as c

ardi

ac

reha

bilit

atio

n)

Rev

iew

cur

rent

inte

grat

ion

betw

een

serv

ices

.

Iden

tify

area

s fo

r im

prov

edli

nkag

e.

Impr

oved

acc

ess

and

serv

ice

deliv

ery;

in

tegr

ated

sys

tem

; im

prov

ed e

ffici

ency

Dire

ctor

of M

edic

al

Ser

vice

s

4.11

Con

side

r an

d re

spon

d to

di

scha

rge

issu

es a

risin

g du

e to

th

ela

cko

fafa

cilit

yfo

ryo

ung

reha

bilit

atio

n pa

tient

s

Rev

iew

dis

char

ge

plan

ning

pro

cess

for

youn

g re

habi

litat

ion

patie

nts

in o

rder

to

acco

unt f

or is

sues

aris

ing

at th

e tim

e of

dis

char

ge.

Esc

alat

e be

d ac

cess

is

sues

for

youn

ger

peop

le

to S

LHD

.

Impr

oved

acc

ess,

se

rvic

e su

itabi

lity

and

patie

nt a

nd c

arer

ou

tcom

es

Dire

ctor

of

Reh

abilit

atio

n


BA

LMA

IN H

OS

PIT

AL

STR

ATE

GIC

PLA

N 2

013

- 20

18

28

Goa

lS

trat

egy

Act

ion(

s)E

xpec

ted

Out

com

esR

espo

nsib

ility

4.12

Inve

stig

ate

feas

ibilit

y of

in

stal

ling

wire

less

tech

nolo

gy in

all

war

ds

Pre

pare

a B

usin

ess

Cas

e.Im

prov

ed e

ffici

ency

and

qu

ality

of c

are

Gen

eral

Man

ager

Dire

ctor

of M

edic

al

Ser

vice

s

4.13

Con

side

r and

resp

ond

to th

e un

ique

ser

vice

nee

ds o

f spe

cial

gr

oups

with

in th

e po

pula

tion,

su

ch a

s A

borig

inal

peo

ple,

peo

ple

from

cul

tura

lly a

nd li

ngui

stic

ally

di

vers

e ba

ckgr

ound

s,th

eLG

TBI

com

mun

ity, p

eopl

e ex

perie

ncin

g so

cio-

econ

omic

dis

adva

ntag

e,

peop

le li

ving

in re

mot

e ar

eas,

pe

ople

with

cog

nitiv

e im

pairm

ent,

peop

le w

ith a

dis

abilit

y an

d pe

ople

livi

ng in

resi

dent

ial a

ged

care

faci

litie

s.

Rev

iew

the

suita

bilit

y an

d ef

fect

iven

ess

of

the

deliv

ery

of c

urre

nt

serv

ices

.

Impr

oved

ser

vice

su

itabi

lity;

impr

oved

ef

ficie

ncy;

impr

oved

co

mm

unic

atio

n w

ith

patie

nts

with

lim

ited

Eng

lish

or w

ith li

mite

d lit

erac

y le

vels

Exe

cutiv

e M

anag

emen

t C

omm

ittee


BA

LMA

IN H

OS

PIT

AL

STR

ATE

GIC

PLA

N 2

013

- 20

18

29

Goa

lS

trat

egy

Act

ion(

s)E

xpec

ted

Out

com

esR

espo

nsib

ility

5. F

or

Our

E

duc

atio

na)

To

supp

ort t

he tr

aini

ng

and

deve

lopm

ent o

f fut

ure

gene

ratio

ns o

f sta

ff

b) T

o en

cour

age

a cu

lture

of

evi

denc

e-ba

sed

pr

actic

e an

d in

nova

tion

c) T

o su

ppor

t men

torin

g,

clin

ical

sup

ervi

sion

and

nu

rtur

ing

of s

taff

d) T

o en

sure

mul

ti-m

odal

ed

ucat

iona

l opt

ions

for

staf

f

e) T

o cr

eate

stu

dy a

nd

care

er p

athw

ays

for

all

leve

lso

fthe

wor

kfor

ce

f) To

faci

litat

e ed

ucat

ion

that

is in

terd

isci

plin

ary

and

focu

sed

onte

amw

ork

5.1

Str

engt

hen

the

iden

tifica

tion

and

supp

ort f

or h

ealth

ser

vice

m

anag

ers

of th

e fu

ture

and

su

ppor

t pos

tgra

duat

e he

alth

se

rvic

es m

anag

emen

t and

re

sear

ch tr

aini

ng in

par

tner

ship

w

ith th

e U

nive

rsity

of T

asm

ania

Enc

oura

ge s

taff

to p

artic

ipat

e in

po

stgr

adua

te s

tudy

and

tr

aini

ng o

ffere

d by

SLH

D

and

part

ner

univ

ersi

ties.

Par

ticip

ate

in th

e ro

tatio

n of

Gra

duat

e H

ealth

M

anag

emen

t Tra

inee

s.

Impr

oved

man

agem

ent

com

pete

ncy;

suc

cess

ion

plan

ning

for

futu

re

man

ager

s

Gen

eral

Man

ager

5.2

Pub

lish

a re

gula

r co

lum

n on

ed

ucat

ion

and

teac

hing

act

iviti

es

in th

e B

alm

ain

Bul

letin

new

slet

ter

to p

rom

ote

the

educ

atio

n un

dert

aken

att

heH

ospi

tal

Adv

ertis

ing

actio

ns

unde

rtak

en.

Impr

oved

co

mm

unic

atio

n ab

out

curr

ent a

ctiv

ities

Gen

eral

Man

ager

5.3

Pro

mot

e th

e ed

ucat

ion

prog

ram

s av

aila

ble

to s

taff

usin

g th

e B

alm

ain

and

SLH

D w

ebsi

te

Edu

catio

nal o

ppor

tuni

ties

prom

inen

tly d

ispl

ayed

on

the

web

site

.

Impr

oved

co

mm

unic

atio

n ab

out

educ

atio

nal a

ctiv

ities

Gen

eral

Man

ager

5.4

Pro

vide

rese

arch

trai

ning

to

staf

fto

equi

pth

emw

ithth

esk

ills,

know

ledg

ean

dab

ility

top

erfo

rm

rese

arch

act

iviti

es a

nd p

roje

cts

Org

anis

e an

d ad

vert

ise

trai

ning

Enc

oura

ge s

taff

to

part

icip

ate

in re

sear

ch.

Impr

oved

sta

ffsk

ills

amon

g pa

rtic

ipan

tsD

irect

or o

f Nur

sing

5.5

Pro

mot

e an

d en

cour

age

peer

-to-

peer

lear

ning

Enc

oura

ge s

taff

to

enga

ge w

ith th

eir

peer

s fo

r ed

ucat

iona

l pur

pose

s.

Impr

oved

co

mm

unic

atio

nsk

ills

amon

g pa

rtic

ipan

ts

Dep

artm

ent

Man

ager

s


BA

LMA

IN H

OS

PIT

AL

STR

ATE

GIC

PLA

N 2

013

- 20

18

30

Goa

lS

trat

egy

Act

ion(

s)E

xpec

ted

Out

com

esR

espo

nsib

ility

6. F

or

Our

R

esea

rch

a) T

o be

inno

vativ

e,

lead

ing

edge

and

in

tern

atio

nally

reco

gnis

ed

b) T

o co

llabo

rate

with

un

iver

sitie

s, re

sear

ch

inst

itute

s an

d cl

inic

al

grou

ps

c) T

o be

tran

slat

ed in

to

heal

thca

re p

ract

ice

d) T

o be

sup

port

ed

by p

eer

revi

ew g

rant

s fro

m g

over

nmen

t, no

n go

vern

men

t, in

dust

ry a

nd

othe

r so

urce

s

6.1

Pro

mot

e a

rese

arch

-pos

itive

cu

lture

Enc

oura

ge s

taff

to

unde

rtak

ere

sear

cha

nd

shar

e fin

ding

s w

ith th

eir

colle

ague

s.

Res

earc

h ac

tiviti

es

are

stre

ngth

ened

and

su

ppor

ted

Dire

ctor

of M

edic

al

Ser

vice

s

6.2

Bal

mai

nH

ospi

talt

ow

ork

with

the

Dire

ctor

of R

esea

rch

to

activ

ely

enga

ge a

nd b

e in

clud

ed

in re

leva

nt re

sear

ch

Com

mun

icat

e re

gula

rly

with

the

Dire

ctor

and

id

entif

y op

port

uniti

es fo

r in

volv

emen

t in

rese

arch

ac

tiviti

es.

Res

earc

h ac

tiviti

es

are

stre

ngth

ened

and

su

ppor

ted

Dire

ctor

of M

edic

al

Ser

vice

s

6.3

Pro

file

and

cham

pion

re

sear

ch a

ctiv

ities

Pub

lish

a re

gula

r co

lum

n on

rese

arch

act

iviti

es

in th

e B

alm

ain

Bul

letin

ne

wsl

ette

r.

Pub

lish

rese

arch

find

ings

on

the

Bal

mai

n in

tran

et

and

inte

rnet

.

Enc

oura

ge s

taff

to

pres

ent t

heir

rese

arch

ac

tiviti

es a

t mee

tings

and

se

min

ars.

Res

earc

h ac

tiviti

es

are

stre

ngth

ened

and

su

ppor

ted

Gen

eral

Man

ager

6.4

Enc

oura

ge c

linic

ians

and

re

sear

cher

s to

col

labo

rate

Pro

mot

e B

alm

ain

Hos

pita

l as

a tr

ial s

ite

for

appr

opria

te c

linic

al

stud

ies

and/

or e

vide

nce-

base

d cl

inic

al c

are.

Res

earc

h ac

tiviti

es

are

stre

ngth

ened

an

d su

ppor

ted;

Im

plem

enta

tion

of

evid

ence

d-ba

sed

clin

ical

ca

re

Dire

ctor

of M

edic

al

Ser

vice

s

6.5

Incr

ease

com

mun

icat

ion

and

stre

ngth

enli

nkag

esw

ithth

eA

ged

Car

e C

linic

al S

trea

m a

nd

othe

r fa

cilit

ies

to a

ssis

t Bal

mai

n H

ospi

talt

one

twor

kw

ithS

LHD

af

filia

ted

heal

th in

stitu

tes

and

the

Uni

vers

ity o

f Syd

ney

and

beco

me

mor

e in

volv

ed in

tran

slat

iona

l re

sear

ch

Iden

tify

exis

ting

cont

acts

an

d ex

pand

net

wor

ks.

Eng

age

in re

gula

r co

mm

unic

atio

n w

ith

cont

acts

.

Pro

mot

e B

alm

ain

Hos

pita

l as

a tr

ial s

ite fo

r evi

denc

e-ba

sed

clin

ical

car

e.

Res

earc

h ac

tiviti

es

are

stre

ngth

ened

an

d su

ppor

ted;

Im

plem

enta

tion

of

evid

ence

d-ba

sed

clin

ical

ca

re

Exe

cutiv

e M

anag

emen

t C

omm

ittee

Clin

ical

Man

ager

Clin

ical

Dire

ctor


BA

LMA

IN H

OS

PIT

AL

STR

ATE

GIC

PLA

N 2

013

- 20

18

31

Goa

lS

trat

egy

Act

ion(

s)E

xpec

ted

Out

com

esR

espo

nsib

ility

6.6

Util

ise

links

with

the

Clin

ical

E

xcel

lenc

e C

omm

issi

on a

nd th

e A

genc

y fo

r C

linic

al In

nova

tion

to th

e ad

vant

age

of B

alm

ain

Hos

pita

l

Pro

mot

e B

alm

ain

Hos

pita

l as

a tr

ial s

ite fo

r ap

prop

riate

clin

ical

pilo

ts.

Impl

emen

tatio

n of

ev

iden

ced-

base

d cl

inic

al

care

Gen

eral

Man

ager

7. F

or

Our

O

rgan

isat

ion

a)T

om

ake

the

mos

tef

fect

ive

use

of re

sour

ces

and

ensu

re fi

nanc

ial

sust

aina

bilit

y

b) T

o pr

ovid

e go

od

gove

rnan

ce, e

ffect

ive

risk

man

agem

ent,

stro

ng

perfo

rman

ce m

onito

ring

and

exce

llent

pla

nnin

g

c) T

o be

ada

ptiv

e an

d re

spon

sive

to o

ur

com

mun

ity a

nd s

taff

need

s

d) T

o en

sure

the

CO

RE

va

lues

fram

ewor

kis

em

bedd

ed a

cros

s al

l fun

ctio

ns o

f the

or

gani

satio

n

e) T

o be

an

orga

nisa

tion

that

is w

idel

y re

gard

ed a

s an

em

ploy

er o

f cho

ice

f) To

be

reco

gnis

ed a

s a

maj

or p

art o

f the

loca

l ec

onom

y in

its

role

as

an

empl

oyer

and

in s

ervi

ce

deliv

ery

7.1

Rev

iew

and

upd

ate

the

Bal

mai

n H

ospi

tal A

sset

Str

ateg

ic

Pla

n

Rev

iew

and

mod

ify p

lan.

Bal

mai

n H

ospi

tal s

ervi

ce

prio

ritie

s ar

e m

atch

ed to

as

sets

Dire

ctor

of C

orpo

rate

S

ervi

ces

7.2

Ens

ure

the

Reh

abilit

atio

n U

nit

is p

repa

red

for

the

intr

oduc

tion

of S

NA

P fu

ndin

g fo

llow

ing

the

impl

emen

tatio

n of

Act

ivity

Bas

ed

Fund

ing

Dev

elop

act

ion

plan

.

Exe

cute

act

ion

plan

.

Com

plia

nce

with

na

tiona

l hea

lth re

form

es

tabl

ishe

d

Dire

ctor

of

Reh

abilit

atio

n

Med

ical

Rec

ords

M

anag

er

7.3

Red

evel

op B

alm

ain

Hos

pita

l in

tran

et a

nd in

tern

et w

ebsi

tes

to a

lign

with

the

SLH

D fo

rmat

an

d to

impr

ove

the

avai

labi

lity

of in

form

atio

n fo

r st

aff a

nd th

e co

mm

unity

, inc

ludi

ng p

atie

nts

and

care

rs.

Rev

iew

and

revi

se

web

site

s.Im

prov

ed

com

mun

icat

ion,

in

form

atio

n an

d se

rvic

e de

liver

y

Gen

eral

Man

ager

7.7

Com

plet

e th

e ev

alua

tion

of

the

Ste

ampl

icity

tria

l at B

alm

ain

and

cons

ider

impl

emen

tatio

n in

ot

her

faci

litie

s

Com

plet

e ev

alua

tion

repo

rt, a

nd p

rovi

de

resu

lts a

nd re

port

to

SLH

D.

Impr

oved

qua

lity

of fo

od

and

impr

oved

nut

ritio

nal

stat

us o

f pat

ient

s

Gen

eral

Man

ager


32


Sydney Local Health District Board

Annual General Meeting

5pm, Tuesday 6 December 2011

Kerry Packer Education Centre Johns Hopkins Drive,

Camperdown NSW 2050

Celebrating our CORE values – collaboration, openness, respect and empowerment

AGM2011

Services

Staff

Patients

EducationResearch

Com

mun

ity

66964 SLHD program V4_Layout 1 19/12/11 8:31 AM Page 1ReferencesAustralian Bureau of Statistics 2006, Census data, Australian Bureau of Statistics, Belconnen, ACT. Available from: http://www.abs.gov.au/websitedbs/censushome.nsf/home/data?opendocument#from-banner=LN

Centre for Epidemiology and Research 2011, Health Statistics New South Wales, NSW Ministry of Health, Sydney, NSW. Available from: www.healthstats.nsw.gov.au

NSW Health 2009, NSW Health Population Projection Series 1, 2009, NSW Government, North Sydney, NSW. Available from: http://www.health.nsw.gov.au/reports/population_projections.asp

Performance Monitoring, Casemix and Innovation Unit 2012, SLHD Yearly Activity Data 2010/2011, Sydney Local Health District, Sydney, NSW.

Sydney Local Health District 2012, Strategic Plan 2012-2017, Sydney Local Health District, Sydney, NSW. Available from: http://www.slhd.nsw.gov.au/pdfs/SP12-17.pdf


AVS 70883

Balmain Hospital Strategic Plan 2013-2018


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