strategic plan 2017-2022 - sydney children's hospitals network | care, advocacy,...

Hi, I’m Kush and I have a condition that currently has no cure.

Our purpose ... helping children and young people live their healthiest lives possible ... just like Kush.

S Y D N E Y C H I L D R E N ’ S H O S P I TA L S N E T W O R K S T R AT E G I C P L A N 2 017 -2 0 2 2

K U S H ’ S S TO R YSydney Children’s Hospitals Network cares for thousands of children each year – in our hospitals and in their homes. Kush is just one of the many children who benefit from the clinical care, research and education we provide.

Kush was born a happy, healthy baby, but at six month old his parents knew that something was seriously wrong with their little boy. A visit to a paediatrician confirmed their fears and Kush was immediately referred to our specialists for neurology and a genetic assessment.

After 18 months of research and investigation, the Neurology team made a breakthrough, finding a mutation in one of his genes that causes a rare condition called FoxG1. Sadly, this condition currently has no cure, but the ability to provide treatment to manage the condition has significantly improved Kush’s quality of life.

Our Network looks after thousands of children like Kush: Children with rare conditions that demand expertise of an international standard combined with cutting-edge researchers looking for those breakthroughs that will make a world of difference to each family. Our plan lays out the vision and strategies to successfully achieving that goal for Kush and thousands just like him.

Indie Ethan

Marie & ElanaBrock

Tilly

Leanne

We’re proud of our achievements . . . . . . . . . . . . . . . . . . . . . . . . 2Sydney Children’s Hospitals Network was created to raise the bar for healthcare for children and young people . . . . . 4We’re sharing, (and making) history together . . . . . . . . . . . . . . . . . . . 5We’re building from a position of strength... . . . . . . . . . . . . . . . . . . . . 7But we know where we need to improve . . . . . . . . . . . . . . . . . . . . . . 7Our landscape is changing rapidly and we need to adapt . . . . . . . . . . 8

Our path into the next era . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

We’re meeting our future head on . . . . . . . . . . . . . . . . . . . . . . . . 12We’re going to coordinate a complex environment for better health outcomes . . . . . . . . . . . . . . . 14We’ll align our objectives with those of government and our community . . . . . . . . . . . . . . . . . . . . . . . 16

We have a vision for our future . . . . . . . . . . . . . . . . . . . . . . . . . . 18Our ambition: international leaders in children’s health . . . . . . . . . . . 20Our purpose: helping children and young people live their healthiest lives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20Our guiding principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21Our identity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21Our values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21We’re going to make some big shifts in the way we work . . . . . . . . 22

Bringing our ambition to life. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24To make our big shifts real we’ve developed actions across ten key domains . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26We’ll implement these actions across three broad time horizons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Clinical care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30People and Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34Advocacy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35Early Intervention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36Networks and Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38Systems and processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Finances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

Closing statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

C O N T E N T S

Sydney’s Children’s Hospitals Network Strategic Plan 1Sydney Children’s Hospitals Network Strategic Plan 2017-2022 1

We’re proud of our achievements

Sydney Children’s Hospitals Network Strategic Plan 2017-20222

Sydney Children’s Hospitals Network Strategic Plan 2017-2022 3

Sydney Children’s Hospitals Network was created to raise the bar for healthcare for children and young people

The Network is made up of six specialised children’s health organisations:

• The Children’s Hospital at Westmead (CHW) and Sydney Children’s Hospital, Randwick (SCH) – the two major tertiary and quaternary children’s hospitals in metropolitan Sydney

• Bear Cottage (BC), a specialist hospice for children with life-limiting conditions

• NSW Newborn and paediatric Emergency Transport Service (NETS)

• NSW Pregnancy and newborn Services Network (PSN) and

• The Children’s Court Clinic (CCC)

We were brought together in 2010 as a response to the Garling Report, which recommended better ways to structure and consolidate paediatric care in NSW.

We intend to realise the full potential of our integration and influence as we move forward into the next era.

4

W E ’ R E S H A R I N G ( A N D M A K I N G ) H I S T O R Y T O G E T H E R

Every organisation in the Network has its own rich and distinctive history.We’ll respect this as we look forward to the next era. We are creating something greater than the sum of our parts – combining our diverse strengths and operating at scale to become international leaders in children’s health.

Key events

1850 1990 1995 2000 2005 2010 2015 2020

1994 Major

redevelopment at SCH

1995 New facilities at

Westmead commissioned2008

Garling Report released

2010 Network

Established

2012 Activity-based

Funding introduced

Pre-Network Post-Network Next Era

Hea

lthy

outc

omes

for c

hildr

en a

nd yo

ung

peop

le

CHW

SCHPSNCCCNETSBC


W E ’ R E B U I L D I N G F R O M A P O S I T I O N O F S T R E N G T H . . .

Since the Networks formation in 2010, we’ve made strong gains in a number of areas and set a solid platform for the future.Connecting up different parts our organisation across diverse activities and sites has been an important early task.

Since 2010, our networked services are raising the quality and safety bar through:

• Cross-pollination of ideas, learnings and best practice

• Improved and harmonised policies, more evidence based than historically continued

• Process improvements and innovations that lift our effectiveness.

These improvements have created the space for us to continue thinking and acting more strategically.

. . . B U T W E K N O W W H E R E W E N E E D T O I M P R O V E

We’re at a point of ‘era change’ where we need to set a clearer and more ambitious pathway that truly captures our potential.Create a compelling identity: while our people are dedicated to their work, they feel less connected to the Network as an organisation. For the next era, we need to make a more compelling case for our collective future and let people find their place in our story.

Evolve ‘children first’: while we are firmly committed to our mantra of ‘children first and foremost’, this has not yet been deeply integrated into the way we work and design our services. We’ll co-design care that delivers the outcomes that are most important to children, young people and families, and work more collaboratively to do this.

Continue to lift our game: while we’ve achieved some great wins, we also know that we are underperforming in some areas. We need to continue to strive for excellence consistently and uniformly, as well as getting the basics right.

Meet change head on: our sector continues to change and we can’t predict exactly what it will look like in the future. To be able to set our own path we need to embrace change as the ‘new normal’ and develop our capacity to operate in more agile and responsive ways.


O U R L A N D S C A P E I S C H A N G I N G R A P I D LY A N D W E N E E D T O A D A P T

D E M A N D I S G R O W I N G

Significant population growth will drive demand for our services

E X P E C TAT I O N S F O R C A R E A R E C H A N G I N G

Families are seeking more input into their children’s care

Within 20 years the population of Sydney is predicted to be 40% higher than today (6m+ people). Western Sydney is predicted to be 50% larger (2.9m+ people) and will be Australia’s largest population growth centre for children.

This translates to increasing demand for children’s health services. Given much of this growth is led by immigration, it also means a potentially different set of needs.

People (especially young parents) are more attuned to managing their own health particularly through technology and online health advice.

Families are increasingly more likely to arrive with a view on their child’s state of health, possible conditions, and preferred treatments, and will challenge and hold clinical teams to account more than ever before. Awareness also drives demand for the best technologies and treatment.

Empowering families to take more control of their own health is a positive shift, and we want to make sure our response to this shift is proactive and constructive.

Projected population growth 2016-2036

7.75m

9.93m

NSW Sydney

4.38m

6.02m


T E C H N O L O G Y I S C H A N G I N G H O W W E W O R K

Adoption of technology is a key enabler to achieve transformation

H E A LT H F U N D I N G I S U N D E R P R E S S U R E

To keep care affordable a radical shift is needed in the delivery of care

An ageing population and rising costs of technology are stretching the health dollar, and no consistent consensus has been reached between state and Commonwealth governments to fund growing costs. At the same time, our community wants more done with less, but the costs of treatments continue to rise. The public’s expectations of the kind of treatment they’ll receive escalate every year.

We need to develop new ways of delivering care that enhance patient safety and health outcomes while delivering better value.

We’ll explore and adopt a range of emerging technologies that can help transform the way we deliver care:

• Electronic medical records that enable smoother patient flows and better access by families to their own health information.

• ‘Big data’ and predictive technologies that enable early interventions and population-based initiatives.

• Systems that help to define, collect and analyse patient outcomes can help us to re-engineer models of care around the biggest impacts.

• Telehealth and ‘Hospital in the Home’ enables more convenient care options for families that take stress off our centralised infrastructure.


W H E R E D O W E W A N T T O B E ?

Working together to create impact For the next era, we’re going to work together for children and young people to create something greater than the sum of our parts.

We’ve reflected on our purpose that drives us as an organisation – helping children and young people live their healthiest lives (whether through our direct health focus, or more broadly – through preventive care, research, partnerships with others, and advocacy).

We need to:

• Further develop a compelling identity that inspires and galvanises our team

• Continue to lift our game – striving for excellence, as well as getting the basics right

• Become transformational and innovative leaders in international child health.

To fulfil our purpose and become leaders we are going to drive some significant shifts in the way we work:

FROM

Clinically-centred

Research adjacent

Output focused

Siloed

Compliance orientated education

Reactive

Introspective

TO

Truly child and family-centred

Research embedded

Value focused

Collaborative

Educating to empower

Preventive / Proactive

Networked and externally focused

Our path to the next era


H O W W I L L W E G E T T H E R E ?

Driving great patient experiences and health outcomes for patients and familiesWe’ve developed a model for driving great patient experiences and health outcomes for children and families. This includes:

Delivering child and family-centred care: more than just a positive experience – child and family needs and desired outcomes will deeply inform how we deliver and design models of care.

Supporting and empowering staff and families: education that supports and empowers engagement by families, and effectiveness of our staff.

Applying great research: leveraging and developing the game-changing ideas of the century.

Expanding our reach: through prevention-focused efforts, advocacy, and partnership.

Building a solid foundation: developing infrastructure, systems, and finances that support what we do.

A SYSTEMS & PROCESSES B INFRASTRUCTURES C FINANCES

05 ADVOCACY 06 EARLY INTERVENTION 07 PARTNERSHIPS

04 RESEARCH

02 PEOPLE AND CULTURE 03 EDUCATION

01 CHILD AND FAMILY-CENTRED CARE

A solid foundation

Expanding our reach

Applying great research

Supporting staff and empowering families

Great experiences Great outcomes


We’re meeting our future head on


W E ’ R E G O I N G T O C O O R D I N AT E A C O M P L E X E N V I R O N M E N T F O R B E T T E R H E A LT H O U T C O M E S

There are many other organisations and stakeholders who play a part in helping children live healthy lives. To enhance our principal role as providers of tertiary and quaternary clinical care, we need to cut through this complexity. We’ll identify collaborators and partners who we can support to deliver better health outcomes to children and who can enrich the services we provide. SCHN continues to seek opportunities to collaborate with key adult health providers, in safely and effectively transitioning our children and young people to continue their journey of living their healthiest lives possible. We also need to make sure we are delivering on the priorities of our funders (e.g. the Ministry of Health).

GOVERNMENT


CHILDREN AND THEIR FAMILIES

We’ll better understand and deliver to the needs of children and young people, and empower families.

RESEARCHERS AND EDUCATORS

We’ll build collaborative relationships with research and educational institutions and universities – creating translation opportunities for them, and research and development opportunities for our people.

HEALTH SERVICE PROVIDERS

We’ll collaborate with other health services to build capability and leverage capacity within the primary and secondary sectors so that care is seamless, accessible and well coordinated.

NON-GOVERNMENT ORGANISATIONS AND THE COMMUNITY

We’ll build supportive relationships with the community and other organisations who are aligned with our vision.

GOVERNMENT

We’ll maintain constructive relationships with state and Commonwealth health agencies and align with their strategic objectives.

GOVERNMENT

RES

EARC

HER

S A

ND

EDUCATORS

NON-GOVERNMEN

T ORG

AN

ISAT

ION

S

AND THE COM

MU

NIT

Y

HEALTH SERVICE PROVIDERS

CHILDREN AND THEIR FAMILIES

15

We’ll align our objectives with those of government and our communityMinistry of Health Business Planning Priorities SCHN Alignment

Keeping people healthy • Drive and contribute to preventive and population health through our advocacy efforts, partnerships, and our evolving outlook on early intervention as a key value driver and driver of truly patient-centred care

World class, person-centred care

• We’ve renewed our emphasis on clinical quality and excellence

• We’re continuing to network our services – cross pollinating best practice and enhancing clinical governance

• We’re going to drive value-based care, through a better understanding of patient outcomes, and a collaborative evidence based approach to developing new models of care

Deliver truly integrated care • We have committed to continuing to develop new models of integrated care through greater collaboration between medical and other clinical professionals – as part of driving value-based health, better patient experiences, and care that’s aligned with patient-desired outcomes

Develop and support our people and culture

• We are committed to helping our people become the best in their field – by understanding aspirations; tailoring training to make it most relevant; and creating opportunities to advance research and practice in their domain

• We are developing a culture and identity that supports our ambition and resonates with our team


We’ll align our objectives with those of government and our community

Ministry of Health Business Planning Priorities SCHN Alignment

Support and harness research and innovation

• Through collaboration (particularly Paediatrio) and a renewed focus on research we will significant increase research quality, output and translation

• We will participate in research that reflects the game-changing ideas of this century

• We will create opportunities for clinical staff to advance research in their domain

Enable e-health and health information

• We will equip our staff to support integrated care, data management, analytics and health intelligence

• We will continue developing our own e-health solutions (e.g. MEMORY) that will enhance patient and provider access to digital health information

Design and build future focussed infrastructure

• We’re going to create and make flexible spaces and incorporate technology like never before

Build financial sustainability and robust governance

• We’re going to make best use of funding frameworks and resources to drive our big shifts


We have a vision for our future


O U R P U R P O S E :

‘Helping children and young people live their healthiest lives’Our purpose reflects the good we want to create in the world and serves as a guide to thinking about our future direction. It will galvanise and inspire our team.

It speaks to how we help the children and young people we see every day, as well as those who we support yet don’t ever see - through collaboration with other agencies, population health initiatives and preventive initiatives that address the social determinants of a healthy community.

Previously we defined our purpose as ‘children first and foremost’. This remains an important guiding principle for us as we extend our vision even further.

O U R A M B I T I O N :

‘International leaders in children’s health’The big trends in the health sector are creating pressure for change. Either we can wait to let change happen to us, or we can set a course to navigate and shape it.

Based on our interpretation of the future environment and inspired by our desire to help ‘children and young people live their healthiest lives’, we intend to leverage some of the significant emerging changes to become international leaders in children’s health.

We’ll lead a transformation and drive innovation through a genuinely child and family-centred approach. We’ll create positive experiences and deliver health outcomes that matter to families and create an example that others seek to follow.


• Children first and foremost: both in what we do, and what we advocate for

• Safe, reliable and effective care

• Partnership with children and families

• Value based: focusing on what makes the difference

• Equity in access, with a focus on the vulnerable and at risk children and young people

Working together ... for children

CollaborationThe Network recognises that each staff member and profession contributes to the provision of excellent patient care. This is enhanced by working in partnership with families and coworkers to provide patient-centred care.

EmpowermentThe Network is committed to the provision of patient-centred care and working in partnership with families to provide the very best for the state’s children and young people. We’ll continue to empower patients and their carers to participate in decision-making and create a culture for staff that is safe and supportive at all levels.

OpennessThe Network is committed to open communication and transparency in decision-making for patients, families and staff.

RespectThe Network respects all staff, students, patients and families in our care. We are committed to being kind, respectful and compassionate in everything we do.

O U R G U I D I N G P R I N C I P L E S

O U R I D E N T I T Y

O U R V A L U E S


F R O M I N D I V I D U A L , I N T R O S P E C T I V E , A N D T E C H - C O N S T R A I N E D T O …

W E ’ R E G O I N G T O M A K E S O M E B I G S H I F T S I N T H E W AY W E W O R K

F R O M A N A R R O W C L I N I C A L P E R S P E C T I V E T O O N E W H E R E … Children and their families shape the care

we provideWe’ll redesign models of care around outcomes that matter to children and their families (beyond clinical outcomes) and empower and encourage them to direct and self-manage their care.

Providing research enriched clinical careWe’ll increase access to cutting-edge treatment for children and greater possibilities for clinical translation by researchers.

Teams working in agile and collaborative ways We’ll work collaboratively and cross-functionally to unlock ideas and maximise our collective talent and meet change head on.

F R O M B U S I N E S S A S U S U A L T O …

To realise our ambition we’re going to do some things differently...


Using infrastructure and technology that supports our agility We’ll make sure new investments in physical and virtual infrastructure and facilities will be flexible and adaptable to evolving models of care.

Engaging positivity and sustainability with our ecosystem Strengthening our influence and connectivity within the wider system to raise the level of sustainability and environmental outcomes for the wellbeing of tomorrow’s children.

Care fits around patient’s and families’ livesWe’ll deliver care in settings outside the hospital (e.g. Hospital in the Home) and through other ‘borderless’ modes (e.g. telehealth and telemedicine).

Intervening early to prevent poor healthWe’ll utilise predictive technologies (data, genetics, etc.) and work with others to deliver preventive care.

Providing great care, and getting the basics right the first time, every time Lowering preventable harm as much as we can. Our Network will be the best at getting better, a safe and quality service at all times.

Educating to empower We’ll educate families to enable them to play a more proactive role in their children’s health, we’ll educate our staff to make them more effective and we’ll educate others to build capacity wherever children present.

We deliver greater value We’ll change some of the ways we work to deliver more and better care for less – leveraging new technologies and the expanding evidence base that drives patient-centred models of care, breaking down silos and challenging historical care that may have few benefits.


Bringing our ambition to life


T O M A K E O U R B I G S H I F T S R E A L W E ’ V E D E V E L O P E D A C T I O N S A C R O S S T E N K E Y D O M A I N S

Actions across these seven ‘focus areas’...

Child and Family-Centred Clinical Care at the safest and best level

Broadening our perspective on ‘children first’ while delivering excellent and safe care at greatest value

01

02 People and Culture

Creating opportunities for people to work at their best and an organisational identity that resonates with them

03 Education

Teaching and empowering our team and the families we serve to enable clinicians to be more effective, and families more engaged and empowered

04 Research

Creating the future by developing and leveraging big game-changing ideas

05 Advocacy

Becoming proactive children’s advocates and champions in health, social and policy contexts ... wherever they are in the world

06 Early Intervention

Investing early to improve outcomes and the wellbeing of children and addressing the root causes of poor health

07 Partnerships and Networks

Expanding our reach and impact by leveraging and/or augmenting the capability and capacity of others across clinical, research, policy and technological domains


... and these three ‘enablers’

A Infrastructure

Adaptable physical infrastructure and technology that supports the way we want to work

B Systems and Processes

Systems that support our big moves, human-centred systems that let us do our job well and systems built for change

C Finance

Making best use of funding frameworks and resources to support our ambition

Great experiences Great outcomes

Applying great research

01 Child and family-centred care at the safest and best level

Expanding our reach

Supporting and empowering staff and families02 People and culture 03 Education

04 Research

05 Advocacy 06 Early Intervention 07 Partnerships

Building a solid foundation

A Systems & Processes B Infrastructure C Finances


W E ’ L L I M P L E M E N T T H E S E A C T I O N S A C R O S S T H R E E B R O A D T I M E H O R I Z O N S

28 Sydney Children’s Hospitals Network Strategic Plan 2017-2022

Continue driving our integration agenda, while preparing ourselves for the big shifts we want to make:

• Clarifying our thinking on new and existing areas of strategic focus

• Identifying our strengths, gaps and capacity to drive change

• Shaping up our collective identity

Starting to make things real:

• Building our new approaches (following lean methodology - piloting, evaluating, and iterating)

• Starting to grow and mature into our key focus areas

Transforming at scale, and extending our reach and impact:

• We’ll broaden our reach and influence and shift more of what we do to the cutting edge

H O R I Z O N 2 ( 2 0 17 - 2 0 2 0 )

Building our future

H O R I Z O N 3 ( 2 0 17 - 2 0 2 2 )

Extending our influence

H O R I Z O N 1 ( 2 0 17 - 2 0 18 )

Setting up for success


Continuing to raise the safety and quality of care we provide while fitting better into the lives of children and their families. We strive to be the best at getting better.The bedrock of our approach to clinical care is our commitment to delivering safe, high-quality care to every child and young person, every time, while making it a positive experience for families and patients. But we also want to shift to a truly child and family-centered approach, less waiting and more time at home and school with familty and friends. This means orienting the way we provide care around the needs and outcomes that matter to children and their families. We’ll do this by developing a deeper understanding of needs and sees clinical staff working in collaboration with other health care professionals, perhaps in other disciplines. This will ensure that we can effectively deliver the needs of our children and young people in a way that is appropriate, safe and enables children and young people to live their healthiest possible lives.

• Develop clinical service streams across the Network, simplifying management, and cross-pollinating our site-specific strengths

• Thinking as a network and reducing the emphasis on site-based clinical services

• Continuing to embed and build on our Network-based safety and quality strategy

• Reduce internal bureaucracy and enable more responsive care, freeing us up to work collaboratively and cross-functionally

• Continue to improve access for elective surgery (EST) and emergency care (ETP)

• Identify what matters to families and make this our priority

• Shift from volume to value in how we measure our impact

• Train our workforce for the future – build the skills we need to work in agile and collaborative ways

• Build our capability and insight to create child-centered high-quality models of care

• Collaborate with others to ensure high-quality paediatric care is available throughout the NSW health system

• Develop an international clinical approach to care (socially just and commercially attractive)

• Deliver mental health reforms across the system

• Enable care pathways that are personalised, precise and empowering to patients and families to manage their own health; creating better and more convenient experiences, and better outcomes relevant to their lives

• Reduce hospital visits and create other modes of consultation where ‘hands on’ care is less often required, improving outcomes for patients and reducing demand

• More at-birth genetic screening, getting early leads on the high proportion of chronic conditions that have a genetic basis

H O R I Z O N 1 ( 2 0 17 - 2 0 18 )

Making integration work for us

H O R I Z O N 2 ( 2 0 17 - 2 0 2 0 )

Pioneering new ways of working

H O R I Z O N 3 ( 2 0 17 - 2 0 2 2 )

Truly personalised and precise care

C L I N I C A L C A R E

These are our key actions for driving this shift over the next five years:


Generating patient-centered models of careWe’ll work collaboratively to create better experiences and outcomes for children and families:

Value based Approach(New ways of working)

Patient-centered outcomes

To an Integrated Care PathwayFrom a Siloed Treatment Pathway

Siloed Treatment Pathway(Current way of working)

Clinically-centered outcomes

Desired outcomes

understood

Models of care

optimised

Outcomes data

captured

Collaboration


A different way of working for a new eraWe will enable team members to love their jobs. We want to further build a shared identity around a common sense of purpose and to make sure that everybody can find their place in our story. We want to be the best place in our sector to work. We’ll do this by simplifying and unifying the structure of the Network across sites and make it easier for people to work together and collaborate.

• Consolidate and simplify work stream structure across the Network and establish a single point of leadership for each

• Create mechanisms that support cross-functional collaboration and leadership opportunities

• Match workforce skills with new models of care and ways of doing things – identify new roles required to deliver our training needs

• Empower managers and enable them to better fulfil their accountabilities (e.g. budgeting) and stop making it hard to make local decisions

• Continue with the “Medical Workforce of the Future” project

• Review and remove any unnecessary bureaucracy

• Ensure our strategies to address staff feedback from 2015 and 2016 surveys are well advanced

• Finalise a “Sustainable Hospitals” plan

• Enhance access to information required for decision making

• Consider more flexible and supportive work practices to make it easier for the team to function and deliver better outcomes

• Foster a culture that reflects our CORE values and respects diversity with a focus on women and Aboriginal people in leadership roles

• Improve staff health records and compliance

• Increase access to healthy lifestyle advice and support for our team

• Develop value adding and innovative ways in which our community of wonderful volunteers can more actively contribute to the wellbeing of patients and their families

• Review our performance management framework and make sure it supports the way we want it to work

• Make performance and accountability a team outcome that each team member treasures above their own individual priorities.

• Improve work health and safety in all we do

• Continue the roll-out of ‘lean’ methodology across the Network

• Enhance our environment and opportunities for staff from all cultures, backgrounds and abilities

P E O P L E A N D C U LT U R E

H O R I Z O N 1 ( 2 0 17 - 2 0 18 )

Consolidate and simplify

H O R I Z O N 2 ( 2 0 17 - 2 0 2 0 )

Enhancing our management structure

H O R I Z O N 3 ( 2 0 17 - 2 0 2 2 )

Driving performance



Educating and empowering our staff and familiesWe are a ‘learning organisation’ where learning and teaching are core to what we do. We’ll improve the health literacy of families – empowering them with information and understanding that enables better decision making and delivery around their children’s health, and better engagement with us in designing care. We want to upskill our team by enhancing professional and vocational training so they’re continuously delivering better care, and are more flexible and better equipped to work within evolving models of care. We will build capacity in the health sector to deliver better care for children.

• Consider current modes of training and whether these support our desired shifts

• Reconsider “mandatory” training, and make sure training plans and opportunities support employee needs

• Develop a clear perspective on educating families

• Consider best methods for education – e.g. mobile phone apps, face-to-face, simulation and online resources

• Develop our leadership change management and quality improvement capacity within our team

• Rebuild our education program for families – addressing the key determinants of health and enhancing our early intervention efforts

• Develop and pilot new staff education initiatives, ensuring we are teaching close to the doing

• Enrich staff education by involving more patients and families

• Be prepared for, develop and incorporate new, cutting-edge models of training (e.g. simulation, telehealth and virtual reality-based training)

H O R I Z O N 1 ( 2 0 17 - 2 0 18 )

Clarifying education and training needs

H O R I Z O N 2 ( 2 0 17 - 2 0 2 0 )

Developing new approaches

H O R I Z O N 3 ( 2 0 17 - 2 0 2 2 )

Training at the cutting edge

E D U C AT I O N



Advancing and leveraging this century’s big game changersGenomics and proteomics, big data, value-based health care, precision medicine, personalised diagnoses and care and bringing all this to the bedside quickly. We’ll do this by building our research capability through partnerships and stronger collaboration with clinical staff; enhancing the interface between research and clinical care; and leveraging our investment in technology (e.g. our MEMORY strategy).

• Implement Paediatrio to drive faster translation of new treatments, technologies and diagnoses to improve health outcomes for children

• Build on the new opportunities in Sydney Health Partners and Sydney Partners in Health Education Research and Enterprise to enable efficient collaboration for translational research with a focus on the early years

• Implement a research integrity framework that supports the conduct of high quality clinical trials and protects research participation at the highest level

• Deliver novel and best treatments for children and young people through our Network Clinical Research Centre, a national and world leading facility

• Drive the development of the Innovation Centre and foster all the cultural thinking and networking that underpins this

• Increase and leverage our investment in big data to become an internationally leading and live resource for child health research and evaluation

• Through The Centre for Genomic Research, expand our world leading work in genomics to deliver promising new treatments to children and young people everywhere

• Lead the way in innovative and disruptive technologies to improve treatments and deliver best health outcomes for children

• Our processes to ethically and scientifically review research proposals will be world class and highly acclaimed

• Utilising knowledge from our innovative research programs to further drive personalised medicine in children and young people with cancer and chronic disease

• Translating our knowledge gained from health systems research into measurable health outcomes that maximise each and every child’s potential

H O R I Z O N 1 ( 2 0 17 - 2 0 18 )

Translate and partner for children and young people

H O R I Z O N 2 ( 2 0 17 - 2 0 2 0 )

Pioneering new ways of working

H O R I Z O N 3 ( 2 0 17 - 2 0 2 2 )

Truly personalised care

R E S E A R C H



Finding our voice and championing children’s issuesTo really make a difference in the world we need to wear our passion on our sleeves and provide thoughtful and measured input on the range of issues impacting children’s health and wellbeing (inside and outside the health system). As an organisation we intend to make our views heard on broader systemic and institutional issues. We encourage staff to be ‘children’s champions’ in promoting the needs of the children in their own spheres of influence and expertise.

• Create a strong, credible, and consolidated voice within the Network – the voice of children’s health and wellbeing

• Make accountability and ownership for advocacy clearer

• Create an environment where each of our teams considers advocacy to be part of their role

• Build relationships with others who share our viewpoint and values, and don’t seek to do it all ourselves

• Build community and team awareness of family and domestic violence especially early identification and intervention

• Create an ecosystem for children’s wellbeing across the Network

• Create feedback loops with patients, the wider medical profession, and other stakeholders that shape our approach

• Stop advocacy happening in silos

• Educate staff on issues of importance to children and equip them to champion and promote better future options within their sphere of influence. This includes championing health promotion and hospital avoidance strategies in all departments

• Promote the need to support vulnerable families and young people in the community and out of home care

• Create a portfolio of issues where we have a viewpoint (e.g. promoting parental autonomy concerning health decision making) around which we can develop a concerted program of advocacy

• Influence policy more broadly in the health and social sectors (e.g. in relation to key social determinants of health)

• Coordinate and shape thinking among key players

• Co-design with children and families strategies to promote the United Nations Convention on Children’s Rights in an Australian setting

H O R I Z O N 1 ( 2 0 17 - 2 0 18 )

Build the platform for advocacy

H O R I Z O N 2 ( 2 0 17 - 2 0 2 0 )

Shaping up our point of view

H O R I Z O N 3 ( 2 0 17 - 2 0 2 2 )

Aligning others with our goal to improve child health and wellbeing

A D V O C A C Y



Intervening early to improve outcomes later We’re going to think differently about addressing the root causes of poor health. Only a small fraction of the health budget is invested in early intervention and preventive initiatives – but these could be a big driver of cost savings, and more importantly achieve a meaningful impact on children’s health and wellbeing.

With the resources we’ve got, we’re going to:

• Educate and empower families with the tools and information to make better health decisions

• Shift the boundaries of care – beyond our hospital walls and out closer into our communities

• Work with others to examine and address the social determinants of poor health (housing, nutrition, education, family income, and other factors)

• Work collaboratively to make sure our models of care are framed around the fuller picture of a health condition and its wider context from the start

• Build our understanding and capacity to support early interventions

• Working cross-functionally to think about health conditions and build a more coherent picture of their root causes

• Implement opportunistic identification of overweight children or children at risk of domestic violence, injury or other causes of developmental delay that attend our services and link those families to relevant intervention programs

• Empowering and educating families through better access to care and health information and referral systems to make better decisions earlier

• Better leverage our existing footprint and capabilities to shift the “boundary” of healthcare from the hospital out into the community (e.g. in schools, pop-ups, malls, etc.)

• Build quality improvement capacity and systems across our partnerships

• Collaborate with and influence other health, education, justice, police and social service providers who work ‘upstream’ from us to develop whole of system solutions that improve wellbeing

• Enhance the early intervention to drug and alcohol misuse amongst our families and children

• Measure the social value of our outcomes

• Build quality improvement capacity and language with all government agencies

H O R I Z O N 1 ( 2 0 17 - 2 0 18 )

Rethinking early interventions

H O R I Z O N 2 ( 2 0 17 - 2 0 2 0 )

Extending the boundaries of care

H O R I Z O N 3 ( 2 0 17 - 2 0 2 2 )

Broadening our influence

E A R LY I N T E R V E N T I O N



Addressing the social determinants of poor health

AdvocacyFacilitating

Partnerships

O U R R O L E

Scope of our role

Scope of needs

Advancing and Applying Research

Clinical Delivery

Population health initiatives

Genomics Direct Healthcare

SCHN

Our role in preventive careWe’ll work in different ways to prevent poor health early


Relationships that will amplify our impact and influenceWe’ll collaborate with other health services especially Primary Health Networks and Local Health Districts to build capacity and networks within the primary and secondary services so that care is seamless, close to home, well coordinated and accessible. This will free us up to focus on the complex services we are best suited to deliver. We’ll also partner with the social sector who are better placed to address some of the root social causes of poor health; and the commercial sector who can help us to influence positive health outcomes by helping families make better health choices.

• Change how we think about partnerships to be more values-driven, principled and strategic, and less transactional

• Better leverage deep partnerships that already exist across the Network

• Adopt a partnership approach that guides our team to be better collaborators: clear, positive, reliable, consistent and available.

• Build a philanthropic network dedicated to our community that is wholeheartedly engaged in delivering our vision

• Align initiatives (e.g. research) with national and international partnerships

• Develop “alternative” partnerships (e.g. in the commercial space) where there is alignment with our own objectives and where we can encourage health positive decision making

• Build on strong foundations we already have with social, educational and health sector partners – especially in the preventive space

• Build on our ‘international network’ to facilitate identification and sharing of best practice and performance data

H O R I Z O N 1 ( 2 0 17 - 2 0 18 )

Rethinking our approach to partnerships

H O R I Z O N 2 ( 2 0 17 - 2 0 2 0 )

Growing new and strengthening existing partnerships

H O R I Z O N 3 ( 2 0 17 - 2 0 2 2 )

Extending our network across borders and cultures

N E T W O R K A N D P A R T N E R S H I P S



Supporting better ways of workingWe need systems and processes that help us to do our job well. They need to be human–centered (mapped to patients and staff needs) and enabling, rather than inhibiting the level of service we want to provide. We need to enhance our understanding and take a proactive stance on systems and technology (like big data and predictive technologies) in areas where it can support our big strategic shifts.

S Y S T E M S A N D P R O C E S S E S

• Ensuring new systems are human-centered

• Challenge but at times, accept some possible imperfections and be prepared, if safe, to go to operational mode earlier (using lean and agile “Build Measure Learn” methods to develop them)

• Identify non-tech solutions for systems that make our professional lives easier (e.g. professional writing support)

• Encourage a more robust, rich management culture through an enterprise Risk Management framework and education plan

• Shut down systems that don’t work for us

• Explore integration of systems with our delivery partners to support collaboration

• Develop smarter, more adaptive systems that learn

• Take MEMORY to the next level

• Embed the National Disability Insurance Scheme into our plans for all children with a chronic disability

• Optimise billing processes at every opportunity

• Be a lead agent in innovation by building team capacity as well as better environmental and knowledge sharing collaborations with non-health sectors

• Continue our leadership role in developing an optimal approach to end of life and palliative care

H O R I Z O N 1 ( 2 0 17 - 2 0 18 )

Enhancing our approach

H O R I Z O N 2 ( 2 0 17 - 2 0 2 0 )

Building the future

H O R I Z O N 3 ( 2 0 17 - 2 0 2 2 )

Leading Innovation



I N F R A S T R U C T U R E

Housing and supporting our futureOur infrastructure (built, technological, virtual) needs to be flexible and adaptable to evolving models of care and new ways of doing things. We know the way we do things is going to continue to change, and that the pace of this change is going to increase. We know infrastructure decisions have long term implications and we can’t lock ourselves into a particular infrastructure model or mindset. We’ll lead digital health initiatives to a place that enables new technology to drive new ways of working. Our team will be well equipped with analytics and e-health intelligence.

• Review our footprint and how we use infrastructure (built/precinct, virtual, technological)

• Assess how well our infrastructure enables us to provide flexible, patient and family-centered care

• Use cutting edge technology in the home care options

• Implement integrated, paper-lite core clinical information systems

• Enhance analytical and eHealth skills amongst our staff to be national leads

• Encourage disruptive thinkers to have a strong influence on future design and service development

• Utilise strategic commissioning options more effectively

• Develop initiatives that minimise patient movement in hospital

• Define our place in primary and secondary care and assess what this means for future infrastructure

• Enhance our smart hospital/digital capability ahead of the pack

• Enhance digital transactions internally and externally

• Be well progressed in delivering the critical infrastructure projects at both the Randwick and Westmead precincts on time and on budget

H O R I Z O N 1 ( 2 0 17 - 2 0 18 )

Consolidate and simplify

H O R I Z O N 2 ( 2 0 17 - 2 0 2 0 )

Enhancing our management structure

H O R I Z O N 3 ( 2 0 17 - 2 0 2 2 )

Driving performance



F I N A N C E S

Funding our ambitionWe’ll make the best use of funding frameworks and resources, and we’ll reconcile our current budget with the big shifts we want to make. We will reduce waste and duplication. We also will grow our financial capacity and attract resources to support these shifts (whether publicly funded, or from donations). Our approach to funding and finances works hand in glove with our drive to new approaches to delivering care – investing in more efficient models now to create savings later.

• Maximise income generating partnerships

• Be the charity of choice in our community and raise double the philanthropic funding over the next 10 years

• Decrease dependency on core soft funded clinical services

• Develop funding models that support focus areas (research infrastructure)

• Shift volume to value through less unwarranted variation, fewer avoidable errors and complications, greater accountability for outcomes (not numbers), less duplication, new workforce models and better rostering

• Consider initial and future disinvestment and redeployment decisions and our ongoing role in certain areas (e.g. ambulatory care, surgery) saving in these areas to spend in others

• Use budget we have now more effectively in certain areas (e.g. reduce expensive contracting services) and enhance accountability

• Enable expenditure growth to be less than revenue growth

• Drive system-wide consistency in the use of shared services

• Consider new payment models at state and federal levels

• Review new performance adjustors instead of previous activity adjustors

• Drive savings through meaningful innovation in clinical delivery

• Focus on whole of lifecycle asset management to better manage risk

• Disseminate information to inform system performance and drive reform

• Enable staff to work to the maximum of their credentials, delegating less complex work to others in the team. The best team output is the priority

H O R I Z O N 1 ( 2 0 17 - 2 0 18 )

Maximise revenue opportunities

H O R I Z O N 2 ( 2 0 17 - 2 0 2 0 )

Engaging with hard decisions

H O R I Z O N 3 ( 2 0 17 - 2 0 2 2 )

Building out our approach



43Sydney Children’s Hospitals Network Strategic Plan 2017-2022

The horizons and statements of actions throughout this plan have encapsulated and laid down the foundation for the future direction of the Sydney Children’s Hospitals Network. Through a regularly reviewed and consolidated implementation plan, the Network will deliver on the strategies described to make the Network an international leader in children’s health, providing our children and young people with the opportunity to truly live their healthiest lives possible, now and into the future.


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