Canterbury Hospital Strategic Plan - Sydney Local Health District

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018ContentsForeword 3Executive Summary 5Canterbury Hospital Vision, Mission and Values 7Introduction 9Our Patient Consumers and Carers 10Our Community 10Our Services 13Our Staff 17Our Research and Education 17Our Organisation 17Goals and Strategies 18References 481

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Sydney... it’s your local health district2

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018ForewordCanterbury Hospital has been an important and caring part of the Canterbury community for the greater part ofthe last century. We have a proud record of compassionate care, health improvement and innovation and haveconsistently worked to forge strong, ongoing and vital links with our local community.This Strategic Plan (2013-2018) provides a framework to support the ongoing development of this importantservice.Our vision, To Achieve Excellence in Healthcare for All, the Sydney Local Health District (SLHD) Vision,is consistent with the directions of the NSW Ministry of Health:• To keep people healthy• To deliver high quality health services• To provide the health care people need• To manage health services wellOur mission is to provide access to timely, high quality, patient-centred healthcare. Achieving this requires clearpriorities, supportive leadership and staff and community collaboration, underpinned by the core health servicevalues of Collaboration, Openness, Respect and Empowerment. At Canterbury we have implemented our “COREvalues” framework under the emblem “Canterbury Cares”.This plan has been purposefully developed to closely align with the SLHD Strategic Plan, while articulating theparticular issues, challenges and strategies that are important for our local Canterbury community, our staff andour management. The Plan’s goals recognise the primacy of the focus on patients, staff, community and the needfor excellence in services, education, research and organisational support.The format of the Plan has been devised based on the seven domains articulated in the SLHD Strategic Planwhich reflect our key concerns in delivering health service excellence:• Our Patients, Consumers, Carers • Our Staff • Our Community• Our Services • Our Education • Our Research• Our OrganisationFor each of these domain areas this Strategic Plan outlines goals, feasible strategies and achievable timeframeswhich reflect both the ideals of the District and the operational aspirations of the hospital.Importantly, this Plan has been developed through a process of community and staff consultation and discussion.In developing the District Strategic Plan consultations were held at Canterbury Hospital and in the Canterburycommunity. In addition to this, a facilitated staff forum was held at the hospital to devise our local strategies andactions.I am proud to deliver this five year Strategic Plan for the Canterbury Hospital which readies us for the future andits challenges. This ensures that our strategic direction will be well aligned with the needs and aspirations of ourcommunity and our staff.Ann Kelly OAMGeneral ManagerCanterbury Hospital3

4CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Executive SummaryHealth improvement and the high quality provision of healthcare to our local community are integral to CanterburyHospital’s role. Canterbury Hospital has a well-established reputation for excellence in the provision of healthcareservices and for managerial and fiscal responsibility.The vision, outlined in this Strategic Plan, is “To Achieve Excellence in Healthcare for All”. Its accompanyingmission embeds concepts of equity, patient-centeredness, health improvement, timeliness and efficiency,recognising that evidence-based service delivery requires highly skilled and valued staff supported by research,education and state-of-the-art technologies. The Plan’s strategies identify how these aspirations will be realisedin service delivery. Integral to this Strategic Plan is the “CORE values” articulated by the Ministry of Health. Theseimportant values – collaboration, openness, respect and empowerment – are embedded within the Plan andinform every aspect of the hospital’s business.Population growth, ageing and increasing births are projected to result in a significant increase in healthcaredemands on Canterbury Hospital’s services over the next decade and may require additional enhancementto the current services. Cultural and socioeconomic diversity will continue to pose challenges for equitableservice delivery in respect of both access and outcomes. A strong and collaborative engagement with our localcommunities, community organisations, primary care and other health providers is vital to the hospital’s mission.Through the local Aboriginal community, Canterbury Hospital will strengthen both its mainstream health servicesand targeted programs to address the health needs of Aboriginal people.Canterbury Hospital will ensure that patient-centredness, excellence and cost-effectiveness is embedded in allclinical care and that services and outcomes are of the highest quality. Supporting and empowering our valuedstaff is critical to patient-centered care. A prime focus is on recognising and supporting the core services inthe modern hospital - emergency, intensive care, diagnostic services and operating theatres. Our services willcontinue to be networked with general practice, community organisations and related service partners. Ourclinical services will be supported by effective information and communication systems that link care settings(across acute, subacute and primary care settings), are responsive to clinical needs and enable the extraction ofmeaningful clinical and service development data.Service developments and additional infrastructure capacity will be required to keep pace with increasing demandand to ensure that the hospital has state-of-the-art technology, evidence-based clinical treatments and publichealth improvement strategies in place.There have been a range of service-related challenges that have been identified at the Canterbury Hospital. Theseissues will need to be further developed and explored within the District Healthcare Services Plan. These includethe following:• The need to establish a dedicated aged care and rehabilitation service• The importance of expanding the space and capacity of the Emergency Department and other clinic areas• The need to revise maternity bed and service needs for Canterbury and strengthen links with RPAH in accordwith changing demand• The need to review Ambulatory Care provision• The importance of the electronic medical record roll-out• The need to develop a stronger imaging service• The need to address Aboriginal health inequity and access issues in collaboration with Redfern AboriginalMedical Service• The need to develop the Paediatric service including further integrating the paediatric unit at CanterburyHospital with Royal Prince Alfred (RPA) Hospital and improving links with other Paediatric facilities• The importance of strengthening clinical leadership arrangementsSo as to facilitate health service excellence, the organisational and business processes of our hospital will bewell managed, efficient and responsive: this includes the corporate, financial, governance, risk management,performance, monitoring and planning functions.5

6CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Canterbury Hospital VisionMission and ValuesOur Hospital Vision“To achieve excellence in healthcare for all”Our Hospital MissionEnsuring the community has equitable access to high quality patient centeredcare that is:• Timely, evidence-based, culturally appropriate and efficient• Provided by highly skilled staff who are committed, accountable and valued• Supported by leading edge research, education and technologiesOur Values• Collaboration – Improving and sustaining performance depends on everyone in thesystem working as a team.• Openness – Transparent performance monitoring and reporting is essential tomake sure the facts are known and acknowledged, even if at times this may beuncomfortable.• 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 improveperformance in a sustainable way.7

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018IntroductionCanterbury Hospital is a 215-bed metropolitan acute general hospital, providing services in emergency medicine,general surgery and medicine, obstetrics and gynaecology, paediatrics, aged care, rehabilitation, palliative careand outpatients.This Strategic Plan provides a direction for the hospital which aligns it with the District’s strategy and takes intoaccount local challenges and issues. Issues span across quality assurance, community engagement, serviceenhancement, staff development, the development of evidence and research capacity and business processenhancement.There are a great many service-related challenges over the next five years for Canterbury Hospital. Key amongstthese include developing the aged care and rehabilitation service, developing our emergency, maternity andpaediatric service capacity, looking at options for the development of non-inpatient services, developing ourdiagnostic and imaging capability, ensuring the smooth transition to the electronic medical record, keeping pacewith technological developments and ensuring our workforce reflects our District Aboriginal and Torres StraitIslander populations.History of the Canterbury HospitalCanterbury has been delivering health services to the local community on this site for almost a century.Community members first began a campaign for a local hospital in the early 1900s with Returned SoldiersAssociation, local medical practitioners, the Campsie Red Cross Society actively pushing for the establishment ofa hospital in the Canterbury area.The foundation stone for the hospital was laid on 1 October 1927 by then Health Minister Robert Stuart-Robertson. The Canterbury District Memorial Hospital was opened just over two years later on 26 October,1929 with 28 beds to service the local population of 70,000. In its first year of operation the hospital treated587 patients. By the end of 1931 the number of inpatients seen exceeded 1,000. The outpatients and casualtydepartments treated 2,355 people that year.Over the next century the hospital received many additions and restructures to cater for the needs of thecommunity. During the 1930s and 1940s the Anti-TB Clinic was opened and hospital capacity was increasedthrough additions to the original buildings and the construction of Thorncraft House. Thorncraft House recognised11 years of service by Alderman Herbert Thorncraft as president of the Board of Directors. During the 1950sa new maternity block and outpatients block increased the hospitals capacity to 199 beds. The expansion ofthe hospital continued through the 1960s and 1970s. Canterbury District Memorial Hospital officially becameCanterbury Hospital in 1972.The hospital underwent a total redevelopment from 1996-1998 to provide one of the most modern health carefacilities in the state. The $80 million redevelopment was officially opened in November 1998.9

Our Patient Consumers and CarersCANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Canterbury Hospital is committed to providing high quality, evidence-based patient care. To achieve this, thefollowing broad strategy is featured in the Strategic Plan:• Ensuring that ongoing systems, support, staff and quality assurance measures promote high quality, evidencebasedpatient careOur CommunityCanterbury Hospital caters for a population larger than the Canterbury Local Government Area (LGA) of 220,000people, of which 70% speak a language other than English at home. The main languages spoken in the localcommunity are Arabic, Greek, Chinese, Italian, Vietnamese and Korean. The Canterbury area is also the initialhome for significant numbers of refugees and humanitarian entrants from a wide range of war-torn countriesincluding Burma, Sierra Leone, Iraq, Pakistan, China and Sudan. Canterbury population is projected to increaseover the next 10 years. The population is projected to have larger cohorts of aged people.The Canterbury Local Government Area (LGA) is located 17 km south-west of the Sydney CBD and comprises16 suburbs spread over approximately 34 square kilometres. Canterbury City includes the suburbs of Ashbury(part), Belfield (part), Belmore, Beverley Hills (part), Campsie, Canterbury, Clemton Park, Croydon Park (part),Earlwood, Hurlstone Park (part), Kingsgrove (part), Lakemba, Narwee (part), Punchbowl (part), Riverwood (part),Roselands and Wiley Park.While Canterbury City is predominantly a residential area, there are also significant commercial and industrialareas. The City of Canterbury is well-served by both State Transit and private bus services and the CityRailNetwork.Canterbury has a high birth rate and a significantly higher fertility rate than NSW. Important maternal indicatorsshow that women tend to present at a later time for antenatal care and vaccination levels tend to be lower thanacross NSW. This information suggests a poorer maternal health profile for the residents of Canterbury.Table 1: Maternal indicators, Canterbury LGA and NSWMaternal indicator Canterbury NSWActual births 2011 2,442 99,054Total fertility rate 2011 2.21 1.86First antenatal visit before 14 weeks of gestation,2008 to 2010 combined, smoothed percent ofpregnancies, smoothed standardised prevalenceratio70.0%(87.6) -79.3% #(100)Source: ABS 2011 Catalogue No. 330010DO004_2011 and NSW Health Chief Health Officer’s Report 2010# 2010 only- below the state average at 1% level of significance10

Canterbury Hospital Strategic PlanThe population projections and age-based projections are outlined below in Graphs 1 and 2.CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018The population projections and age-based projections are outlined below in Graphs 1 and 2.The population Graph projections 1 Canterbury and age-based LGA projecte projections ed population are outlined below in Graphs 1 and 2.Graph 1 Canterbury LGA projected populationGraph 1: Canterbury LGA projected population160000155000160000150000155000145000150000140000145000135000140000130000135000125000130000125000Population Projections Canterbury LGA 2006-2031Population Projections Canterbury LGA 2006-20312006 20112006 20112016 2021 2026 20312016 2021 2026 2031Graph 2: Canterbury LGA projected population age groupsGraph 2: Canterbury LGA projected population age groupsGraph 2: Canterbury LGA projected population age groupsSource: NSW HealthSource:PopulationNSW HealthProjectionPopulationSeriesProjection1, 2009Series 1, 2009The following table Source: provides NSW Health some Population basic demographic Projection Series information 1, 2009 in relation to Canterbury Local GovernmentThe following table provides some basic demographic information in relation to CanterburyArea (LGA) residents. Canterbury is highly culturally and linguistically diverse and has a developing Aboriginalresidents. Canterbury is highly culturally and linguistically diverse and has a developingpopulation.g AboriginalThe following table provides some basic demographic information in relation to Canterburypopulation.residents. Canterbury is highly culturally and linguistically diverse and has a developingAboriginalTable 2: Canterbury population. Population Demographic IndictorsTable 2: Canterbury Population Demographic IndictorsPopulation Table 2: CharacteristicsCanterbury Population Demographic Indictors Canterbury LGAPopulation CharacteristicsCanterbury LGAAboriginal and Population Torres Strait CharacteristicsIslanders Canterbury LGA 794 (0.6%)Persons born Aboriginal overseas and Torres Strait Islanders745 (0.6%) 66,130 (48.1%)Language Persons spoken bornAboriginal at home overseasand Torres – English Strait only Islanders spoken at home 60,984 (46.9%)745 (0.6%) 39,093 (30.1%)Language spoken at home – English only spoken at home 39,093 (30.1%)Three most Three Persons common most born languages common overseas languages other than other English than spoken English at home Arabic: 60,98418,707 (46.9%) Arabic: (14.4%) 18,175 (13.2%)spoken Language at home spoken at home – English only spoken at home Greek: 39,093 13,514 (30.1%) (10.4%) Greek: 13,411 (9.8%)Three most common languages other than EnglishCantonese:Arabic: 18,7077,623 (5.9%)(14.4%)spoken at homeGreek: 13,514 Mandarin: (10.4%) 7,696 (5.6%)Disability: Disability: Has need Has for need assistance for assistance with core with activities core activities 6,135 Cantonese: (4.72%) 7,623 7,238 (5.9%) (5.3%)Carers: Unpaid Carers: Unpaid assistance provided to a person with a 10,573 (8.14%)disability Disability: assistance Has need provided for assistance to a person with with core a activities disability 6,135 (4.72%) 12,347 (9.0%)Unemployed Carers: Unpaid assistance provided to a person with a 10,573 (8.14%) 4,855 (8.2%)Source: ABS Census, disability 201111

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018The following table provides a selection of health status indicators relevant to the Canterbury local area. Overall,the health status of Canterbury residents is slightly better than that of NSW. The self-rated health status of thepeople of Canterbury was similar to that of NSW. The LGA has a lower percentage of residents eating three ormore vegetables per day, lower rates of vaccinations and higher rates of diabetes hospitalisations.Table 3: Indicators reflecting health status of Canterbury residentsIndicator Canterbury NSWSelf-rated health - Excellent, very good, or good self-rated health status by 81.3% 80.4%year, persons aged 16 years and over, 2005 - 2007Smoking attributable deaths, 2006 to 2007, smoothed number of deaths per 90 (91.6) (100)year, sSMRSmoking attributable hospitalisations, 2009 - 2010 to 2010 - 2011, smoothed 700 (82.7) (100)number of hospitalisations per year, sSSRDeaths potentially avoidable by primary prevention, persons aged under 75 107 (89.8) (100)years, 2006 to 2007 combined, sSMRAmbulatory care sensitive conditions: hospitalisations, 2009 - 2010 to 2010 - 3,220 (89.2) (100)2011, smoothed number of hospitalisations per year, sSSRVaccinated against influenza in the last 12 months by year, persons aged 65 67.3% 72.4%years and over, 2011Vaccinated against pneumococcal disease in the last 5 years by year, aged 54.0% 59.5%65 years and over, 2011Diabetes hospitalisation 2009 - 2010 to 2010 - 2011, smoothed number of 401 (109.7%) (100)separations per year, sSSRThree or more serves of vegetables a day by year, persons aged 16 years and 7.1% 8.4%overAdequate physical activity by year, persons aged 16 years and over, 2011 56.1% 54.6%Current smoking, persons aged 16 years and over, 2011 14.9% 14.7%Source: SLHD A Picture of Health, 2012The following are key strategies related to improving our community engagement:• Engaging in a purposeful and strategic way with community organisations, partners and relevant stakeholdergroups to ensure high quality care, excellent communication and health improvement. Canterbury is keen tostrengthen our ties and partnerships with non-government and local organisations and groups, the Council andthe Inner West Sydney Medicare Local.• Developing a strategy for improving discharge information, communication and planning across the District.The Hospital will develop a taskforce to establish a concerted effort to improve communication. A particularfocus on Discharge Planning will be undertaken.• Developing the profile of, and strategy for, community-based and health promotion services.• Developing additional hospital-in-the-home and ambulatory care targeted services for marginalised groups andnew models of outreach and community health services in close collaboration with GP services, and the InnerWest Sydney Medicare Local.12

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Our ServicesOur core services include the following:• Emergency medicine• Cardiology and cardiac rehabilitation• High Dependency Unit (HDU)• Surgical sub-specialties including general surgery, ENT, orthopaedics, urology and gynaecology• Medical sub-specialties including general medicine and respiratory with other sub-specialties on consultation• Maternity, special care nursery• Paediatrics• Aged care and rehabilitation• Palliative care (District-level service)• Dental care• Drug health• Imaging – CT, ultrasound, and general radiography• Allied health• Outpatient servicesThe hospital has recently supported the development of an after hours general practice casualty service todevelop the community’s access to primary care.On the site of the hospital is the Canterbury Community Health Centre, which provides a comprehensive range ofcommunity health and mental health services.Inpatient ServicesServices provided at Canterbury Hospital include general medicine, surgical, maternity, paediatric, HighDependency Unit, emergency, aged care and palliative care. The hospital also provides an antenatal shared careand obstetric early discharge program for new mothers and a Surgical Day Procedure Unit.The wards at Canterbury Hospital are named after Australian native plants and flowers and are located as follows:Level 2 Level 3• Acacia• Gumnut• Waratah• Boronia• Operating Suites• Telopea• Grevillea• Banksia• Medical Assessment Unit• Emergency Department• Day Procedure UnitThe main entrance to the hospital is on level 3 off Thorncraft Parade. The entrance to the Emergency Departmentis also located off Thorncraft Parade.The Day Procedure Unit on level 2 is specifically designed for patients undergoing surgical, medical or investigativeprocedures that do not require overnight admission.13

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Outpatient ServicesThe hospital provides the following clinics and other services where patients are seen by appointment. Referralsare necessary except at the Emergency Department.• Emergency• Chest Clinic• Dietetics• Diabetes Education• Gynaecology• Pathology• Podiatry• Radiology• Rehabilitation Unit• Ultrasound• Palliative Care• Audiology• Dental• ECG• Occupational Therapy• Physiotherapy• Pre- and Post Natal• Speech Pathology• Pre-admission Clinic• Fracture Clinic• Hydrotherapy Services• Anaesthetic ClinicCanterbury Hospital also has a close relationship with the private After Hours General Practice Clinic which islocated within the Outpatients Department. The clinic bulk bills all patients to Medicare.Table 4 below shows the activity for Canterbury 2010-11:Table4: Canterbury Hospital Activity July 2010 to June 2011Overview of Hospital ActivitySeparations 16,995% of Same Day Separations 26.30%Total Bed Days 58,526Average LOS (Acute) including same day 3.25Daily Average of Inpatients 148.85Bed Occupancy Rate 88.05%Acute Bed Days 53,733Non-Admitted Patient Services 226,287Average Available Beds 214.60Source: SLHD Performance UnitThe hospital has a very busy Emergency Department with 34,222 presentations in 2010/2011 and a busymaternity service with 1,657 births in 2010/2011. A little over 25% of hospital episodes are same day. There areclose to 250,000 non-admitted patient episodes each year.Canterbury Hospital predominately services Canterbury LGA, with some inflows from the nearby Bankstown LGAand the southern suburbs of Rockdale and Hurstville.14

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Table 5 and Figure1: Canterbury Hospital Inflows 2009-10Canterbury Hospital Supply (Inflows) %SLHD 83.3SWSLHD 7.2SESLHD 5.7Overseas 1.9WSLHD 1.0Illawarra 0.2NSLHD 0.2Hunter 0.2Central Coast 0.1Other 0.3Source: Flow-Info V 11.0Canterbury Hospital Strategic PlanTable 5 and Figure1: Canterbury Hospital Inflows 200Canterbury Hospital Flowsx ON Bed days 2009 - 10Source: Flow-Info V 11.0SLHDHunterIllawarraNSLHDOtherOther StatesSESLHDSWSLHDNepean/BMWSLHDResidents of the Canterbury LGA receive almost 30% of their total hospital needs, locally. Outflows are to:Residents of the Canterbury LGA receive almost 30% of their to• The Royal Prince Alfred Hospital for obstetrics, gastroenterology, are to: respiratory medicine and other tertiaryservices;• the Royal Prince Alfred Hospital for obstetrics, gastroent• Concord for interventional cardiology, gastroenterology, neurology and cardiology;other tertiary services;• St George Hospital for neurology, respiratory medicine and non-subspecialty medicine and surgery; and• Concord for interventional cardiology, gastroenterology,• Bankstown-Lidcombe Hospital for respiratory medicine, orthopaedics, non-subspecialty medicine and• St George Hospital for neurology, respiratory medicine agastroenterology.surgery; and• Bankstown-Lidcombe Hospital for respiratory medicine,Inpatient activity and bed need is projected to increase in coming years at the Canterbury Hospital as is shown inmedicine and gastroenterology.Table 6.Table 6: Canterbury Hospital Projected Bed Need to 2022Canterbury Hospital Projected Inpatient Bed activity Needs and to 2022 bed need is projected to increase in coming2009 as 2017 is shown in Table 6.2022Separations Beddays Beds@85%Separations BeddaysBeds@ 85%15Separations BeddaysBeds@85%Acute ActivityOvernight 9,623 40,933 132 10,350 43,957 142 10,928 46,259 149Day Only 3,288 3,288 11 3,805 3,805 12 4,120 4,120 13Total AcuteBed Need12,911 44,221 143 14,155 47,762 154 15,047 50,374 162Sub-Acute and Non-Acute ActivityOvernight 522 5,932 18 655 9,553 29 723 10,436 32Day Only 9 9 0 3 3 0 7 7 0Total Sub/Non AcuteBed Need531 5,941 18 659 9,556 29 730 10,443 32Total BedNeedSource: AiM 2012161 183194(+34)

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Future Service DevelopmentsThere have been a range of service-related challenges identified at Canterbury Hospital. These issues will need tobe further developed and explored within the District Healthcare Services Plan. These include the following:• The need to establish a dedicated aged care and rehabilitation service• The importance of expanding the space and capacity of the emergency department and other clinic areas• The need to revise maternity bed and service needs for Canterbury and links with RPAH in accord withchanging demand• The need to review and develop Ambulatory Care provision• The importance of the electronic medical record roll-out• The need to work towards 24-hour radiology cover• The need to address Aboriginal health inequity and access issues in collaboration with Redfern AboriginalMedical Service• Maintaining and developing “core” hospital and ambulatory care services- Emergency Department, IntensiveCare, theatres, diagnostics and moving toward the provision of 24/7 services• Developing the Paediatric service including further integrating the paediatric unit at Canterbury Hospital withRPA and improving links with other Paediatric facilities. Overnight paediatric cover will be reviewed.• The importance of strengthening clinical leadership arrangementsPriority service development directions for Canterbury Hospital include:• Development of the High Volume Short Stay Surgery Model of Care• 24-hour radiology services• Antenatal service development (occasions of service have doubled in the last 18 months)• Increase the capacity of the emergency department• Establish a dedicated aged care, geriatric medicine and rehabilitation unit16

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Our StaffCanterbury Hospital employs 661 FTE staff. We are proud of the high standards and positive approach of ourstaff. Key strategies that will be employed include:• Ensuring strategies are in place to address workforce recruitment, education, development, staff support andworkplace culture• Ensuring that staff have the skills and necessary support to undertake their roles and to cope with, andmanage, changeOur Research and EducationCanterbury Hospital is keenly involved in planning with the SLHD for the strategic development of research andeducation. Canterbury has a strong role in ensuring evidence-based modern health care practice and in ensuringthat our staff are educated to achieve the highest standards of care.Of importance at Canterbury is ensuring that education has a strong values framework: Canterbury Cares.A regular column in Canterbury’s newsletter will focus on education and research.The hospital will undertake a training needs analysis to ensure that our staff skills match our service requirements.The staff need for education on research methods will be explored.Our OrganisationIn terms of our organisation and business functions, the following are key strategic directions.• Re-organising financial, performance monitoring and planning capabilities to ensure the smooth transition toactivity based funding• Providing transparent and efficient financial, performance monitoring and business planning capabilities toimprove service efficiency• Ensuring efficient and transparent human resource systems and processes• Ensuring that services maintain the revenue base derived from providing services to privately insured patients• Ensure Canterbury Hospital as an organisation has a strong focus on sustainability. This includes establishing aSustainability Committee which will develop strategies for achieving the SLHD sustainability targets in the areasof energy, procurement, water, transport, food, waste and capital works. A short Business or Action Plan willbe developed to ensure clear targets are established and monitored.• Ensuring communication with the public and SLHD communities about healthcare services, achievements andexcellence.17

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Goals and StrategiesFor Our Patients,Consumers andCarersGoal Strategy Action(s) ExpectedOutcomes• To have equitableaccess to safe,compassionate,high quality patient -centred care• To be well informedand encouraged toparticipate in theirown care• To have equitableaccess to targetedprevention programs• To be treated withdignity, compassionand respectReview care planningprocess for patientsto assess theirappropriatenessImprove the systemsdesigned to supportthe timely exchangeof relevant informationrelated to patient careRegularly surveypatients and conductpatient/carerinterviews to assesstheir satisfaction withservices and to takeaction to addressconcernsConduct ward ordepartment specificsurveys to increasethe sample size anddecrease the numberof departmentssurveyed to providein depth reviewsincluding interpreterusageUndertake annualselected medicalrecord audit to reviewcomplianceUndertake annualaudit of timelinessof medical recordexchangeUndertake patientsatisfaction surveysannuallyContinue toparticipate in NSWPatient SurveyImproved patient care& communicationand improved healthservice outcomesImproved patient care& communicationand improved healthservice outcomesImproved patient care& communicationand improved healthservice outcomesResponsibility TimeframeDirector Nursing andMidwifery ServicesAllied HealthRepresentativeQuality Improvementand Safety ManagerJune 2013OngoingJune 2013OngoingGeneral Manager AnnuallyJune 201318

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Goal Strategy Action(s) ExpectedOutcomesProvide translatedpatient educationinformation whichoutlines healthcarerights andresponsibilities andprovides informationon the Australianhealthcare systemProvide guidedhospital tours tominority and specialinterest groups toallay cultural fears.Work with localprivate healthpractitioners,including generalpractitioners, alliedhealth practitionersand communitypharmacists, toenhance patientreferral pathwaysbetween CanterburyHospital services andprovide them with upto-dateclinical andservice informationWork with MedicareLocals (1 July 2012)Review need foradditional translatedhospital informationpamphletsoutlining rights andresponsibilitiesHold meetings andeducation programswith local privatehealth practitionersin conjunction withMedicare LocalImprovedcommunication withpatients with limitedEnglishImproved patient care& communicationand improved healthservice outcomesResponsibility TimeframePatient Liaison OfficerGeneral ManagerCommunityParticipationCoordinatorPatient Liaison OfficerGeneral ManagerCommunityParticipationCoordinatorClinical CouncilGeneral ManagerJune 2013OngoingDecember 2012Ongoing19

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Goal Strategy Action(s) ExpectedOutcomesComplete theimplementation of theEssentials of CareProgramMonitor and managewaiting times forclinical servicesincluding outpatientsImplement the SLHDsurgical program andsupport other LHDsin providing surgerywithin the clinicallyappropriate timeframeImplement the HighVolume Short StaySurgical (HVSSS)model.Review and evaluateEssentials of CareprogramRegularly reviewwaiting times and putmeasures in place toaddress problemsRegularly reviewplanned admissiondates to ensurepatients are seenwithin the clinicallyappropriate timeImproved patient care& communicationand improved healthservice outcomesImproved serviceefficiency and accessImproved serviceefficiency and accessSurgical programKPIs metResponsibility TimeframeDirector Nursing andMidwifery ServicesDecember 2012General Manager OngoingJune 2013General ManagerOperating SuiteManagerHVSSS Impl.CommitteeOngoingJune 201320

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018For Our Staff • To treat ourpatients with dignity,compassion andrespectGoal Strategy Action(s) ExpectedOutcomes• To be highlyskilled, committed,accountable andvalued• To be recognised bythe community andtheir peers as leadingedge, highly skilledand as innovative intheir field• To work in safe,respectful, healthyand productiveworkplaces• To share theirexpertise with othersEmbed a valuesframework acrossall aspects ofCanterbury Hospital’sactivityEmbed theCanterbury Caresprogram includingrounding for staff,patients andmanagersStrengthen theopportunitiesprovided to staffand students formentoring, trainingand developmentImprove theopportunities torecognise, providepositive feedbackand promote theachievements of staffInclude an outline ofthe CORE Values inall plans, policies and,guidelines. Further rollout the CanterburyCares program andthe 5 “P’s”Implement theemployee excellenceawards system andpromote throughnewsletters, forumsParticipate in theimplementation ofthe SLHD EducationStrategic PlanIntroduce a programfor public nominationof outstanding staffmembersImproved patientand staff relations,improved care &communicationImproved staff skills &practicesImproved staffrelationsResponsibility TimeframeCanterbury CaresWorking PartyDirector Nursing andMidwifery ServicesPatient Liaison OfficerGeneral ManagerCommunityParticipationCoordinatorDecember 2012OngoingOngoingExecutive Committee June 2013OngoingGeneral ManagerDirector Nursing andMidwifery ServicesDecember 2012Ongoing21

Goal Strategy Action(s) ExpectedOutcomesPromote and embedthe Star Employee &Employee ExcellenceAwardStrengthen systems,including grievanceprocesses, toaddress bullying andharassmentStrengthen a cultureof no toleranceto bullying andharassment, andfurther promoteeducation and policyfor managersEnsure managers andstaff are appropriatelyengaged inperformancemanagementProvide routine andregular appraisal withconstructive feedbackStaffacknowledgementin the newsletterHealthMattersEmbed all Canterburystaff trainingprograms with COREvaluesIdentify and rewardworkplace championsImprove grievanceand disciplineprocessesAudit of %staff involvedin performancemanagementPeriodic reviewof performancemanagement systemsImproved staffrelationsImproved staffperformance andmanagement22CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Responsibility TimeframeOngoingGeneral ManagerManager HumanResourcesDecember 2012OngoingGeneral ManagerManager HumanResourcesDecember 2012Ongoing

Goal Strategy Action(s) ExpectedOutcomesConsult staff andconduct staffsurveys to assessworkplace cultureand satisfactionand develop andimplement actionsto address identifiedareas of concern.Surveys to includeissues such as:• Workplace bullyingreduction• Culture of inclusionand involvement• Acceptance ofchange management• Clinical engagementand empowermentPromote Your Say,hospital newsletterand employeeexcellence awardsProvide regularcommunication withstaffAim for a higherresponse rate withstaff surveys includingYour SayConduct Internaland external staffsurveys annually atCanterbury HospitalDevelop action plansto address issuesProvide alternatemeans of completingsurveys to ensureprivacy, anonymityand accessImproved staffrelations andimproved workplaceculture23CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Responsibility TimeframeGeneral ManagerDirector of HumanResourcesAll ManagersDecember 2012Ongoing

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Goal Strategy Action(s) ExpectedOutcomesImplement a rangeof health promotionactivities and policesfor employees,including the NSWHealth Smoke-freeWorkplace Policy,Breastfeeding Policy,Live Life Well @Health-Healthier Foodand Drink Choices,Staff and Visitors inNSW Health FacilitiesPolicy, and thepromotion of activetransport for staffIncrease the visibilityof security services atCanterbury Hospital,especially after hoursPromote car parkescort after hoursand engage securityin ward roundsImplement healthypublic policy plansreview annuallyand strategies forimplementationestablished atCanterbury HospitalReview securityvisibility at CanterburyHospital & developlocalised strategies toensure effectivenessImproved staff health;reduced sick leaveImproved safety;reduced incidentsResponsibility TimeframeGeneral ManagerDirector Nursing andMidwifery ServicesDirector MedicalServicesDirector CorporateServicesSecurity ManagerJune 2013OngoingDecember 2012Ongoing24

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018For Our Community • To be engagedand work in closepartnership withSLHD, the Inner WestSydney MedicareLocal, NGOs,Councils and othersto address the socialdeterminants ofhealthGoal Strategy Action(s) ExpectedOutcomes• To support andpromote personal andcommunity health,empowerment,responsibility anda health promotingenvironment• To access thehealthcare they needthrough an integratednetwork of primaryand communityhealth services acrosspublic and privatehealth services• To be engagedwith and networkedclosely with SLHD,NGOs and relatedhealthcare andservice partnersto provide healthservicesReview andenhance CanterburyHospital’s CommunityParticipationFramework andstructures to ensurethere is effectiveengagement with thelocal communityImplement theSLHD CommunityParticipationFramework in theCanterbury HospitalImproved communityrelations; additionalservice feedbackResponsibility TimeframeCommunityParticipationCoordinatorGeneral ManagerJune 2013Ongoing25

Goal Strategy Action(s) ExpectedOutcomesDevelop aCommunications Planto support effectivecommunicationwith key internaland externalstakeholders andthe local community.This shouldinclude strategiesfor innovative ITand media forcommunicationbetween patients,staff, departments,communityorganisations andpartners. Suchstrategies includesocial marketing,apps, SKYPE,translated materialetcProvide targetedtechnology deliverymethods toaccommodate thevarious audiencesContinuously promoteCanterbury Hospitaland its servicesDevelop aCommunications Planof the innovative ITstrategiesCommunicationsActivity PlanRedevelop interactivewebsiteImprovedcommunicationwith the staff andcommunity26CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Responsibility TimeframeExecutive Committee June 2013December 2012Ongoing

Goal Strategy Action(s) ExpectedOutcomesEnsure there is aCanterbury Hospitalitem in every issue ofHealthMattersProvide a monthlyarticle to SLHD mediaunit for inclusion inHealthMattersImprovedcommunicationFeedback receivedand improvementsmadeEmbed theCanterbury Hospitalnewsletter as normalbusinessProvide an electronicand hard copyversion of the SLHDand CanterburyHospital newsletterDevelop a CanterburyHospital Taskforceon Communicationsto examine andimprove our currentapproachesPromote Canterburyservices to thecommunity e.g.Midwifery GroupPractice, PalliativeCare, High VolumeShort Stay serviceImprovedcommunicationImprovedcommunicationEstablish taskforce ImprovedcommunicationDevelop a strategyin consultation withkey clinicians andprovidersPromote CanterburyHospital as the onlycurrent Palliative Careinpatient service forthe DistrictImproved profile forCanterbury HospitalImproved profile forCanterbury Hospital27CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Responsibility TimeframeQuality Improvementand Safety ManagerWorkplace Healthand Safety ManagerMarch 2013OngoingOngoingOngoingOngoingDirector Nursing andMidwifery ServicesGeneral ManagerJune 2013June 2013

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Goal Strategy Action(s) ExpectedOutcomesStrengthen the workof Population andCommunity HealthServices in devisingprograms thatsupport and improvethe health of thecommunityParticipate in thedevelopment of theHealth PromotionPlanInvest in CommunityHealth and developthe profile ofCommunity HealthStrengthen links withcommunity healthImplement, promoteand lead the SLHDin High Volume ShortStay SurgeryParticipate in thedevelopment of thePopulation HealthPlanParticipateand supportCommunity Health instrengthening healthpromotion particularlysurrounding diabetes,respiratory andchronic careWork with Aged CareAssessment Team(ACAT) to providetimely servicesEvidence- basedstrategies for healthimprovementdeveloped basedon the needs of theSLHD communityCommunity-basedhealth care servicesare planned andappropriate resourcesallocatedResponsibility TimeframeExecutive 2014OngoingExecutive Committee December 2012OngoingChronic and ComplexCare CNC2012 - 2013July 2013Ongoing28

Goal Strategy Action(s) ExpectedOutcomesSupport thedevelopment processof a Memorandum ofUnderstanding (MOU)and strengthenrelationships with theInner West SydneyMedicare Local toidentify opportunitiesfor improving thehealth of the localcommunity, improvingcommunicationbetween sectors,promoting wellintegrated andcoordinated care,supporting cliniciansand service providersand identifying healthneedsImplement thepartnershipagreement signedwith RedfernAboriginal MedicalService to ensureconjoint policyimplementation,planning, partneredhealth improvementapproaches andcomplementaryservice developmentsParticipate in thedevelopment of theMOU as required.Revise and implementthe Aboriginal andTorres Strait IslanderCanterbury HospitalBetter Health ActionPlanStrong linkage/partnership withGeneral Practice atpatient, service andorganisational levelsCanterbury HospitalBetter Health ActionPlan for Aboriginaland Torres StraitIslanders29CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Responsibility TimeframeGeneral ManagerDirector MedicalServicesJune 2013OngoingGeneral Manager June 2013Ongoing

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Goal Strategy Action(s) ExpectedOutcomesEngage withcommunityorganisationsand groups atorganisational andservice deliverylevels to promotepositive health,quality integrated andcoordinated care andinformation exchangeEngage with LocalGovernmentOrganisationsand relevant otherorganisations inrelation to healthyurban developmentand plans for healthimprovement andsocial developmentMonitor demographicchanges andincreases in theAboriginal andTorres Strait Islanderpopulation withinthe community andadjust CanterburyHospital’s practicesto accommodatespecific health careneeds for Aboriginaland Torres StraitIslander people.Strengthen linkswith local NGOs,residential aged carefacilities and otherservices such asTresillian.Meet with key LocalGovernment OfficersannuallyParticipate incommunityconsultations abouthealth plans incollaboration withLocal GovernmentOfficersStrong linkage/partnership withNGOs to promotepositive health,healthcare quality,integrated andcoordinated care andinformation exchangeStrong linkage /partnerships topromote positivehealth, healthcarequality, integrated andcoordinated care andinformation exchangeResponsibility TimeframeChronic and ComplexCare CNCGeneral ManagerExecutive CommitteeDecember 2012OngoingGeneral Manager June 2013Ongoing30

Goal Strategy Action(s) ExpectedOutcomesWork with otherlocal health districtsand professionalbodies to ensure thatstandards of care,clinical practices andservices are improvedStrengthen links withthe local governmentand identify areas ofresponsibilityActively participatein Senior ExecutiveForum and MinistryCommittees andTaskforcesWork with seniorplanning staffPromote HVSSSand support otherlocal health districtsby advising them onthe implementationprocessImproved crosssectorplanning andcommunication31CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Responsibility TimeframeGeneral ManagerDirector MedicalServicesDirector Nursing andMidwifery ServicesJune 2013Ongoing

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018For Our Services • To be culturallysensitive andavailable to allregardless of culture,income or complexityGoal Strategy Action(s) ExpectedOutcomes• To incorporate apopulation healthfocus to improve thehealth and wellbeingof the population• To be innovative,sustainable andevidence-based• To be efficient,high quality, safe andappropriate• To provide anappropriate mixof prevention,early intervention,treatment, outreachand palliationParticipate in theHealthcare ServicesPlan for the SLHDParticipate in thedevelopment of theCommunity HealthPlan for SLHDParticipate in thedevelopment of theHealth PromotionPlan for SLHDRegularly reviewall the clinicalservices provided byCanterbury Hospitalwithin the life of theSLHD StrategicPlan to ensure thatthey are timely andaccessibleParticipate in thedevelopment of theHealthcare ServicesPlanParticipate in thedevelopment of theCommunity HealthPlanParticipate in thedevelopment of theHealth PromotionPlanUndertake twoservice reviews peryear and implementfindingsReview servicerequirements withClinical StreamDirectorsEffective forecastingof future service needand appropriatelyplanned service andfacility developmentsfor example reviewof clinical servicerequirementsCommunity-basedhealth care servicesare planned andappropriate resourcesallocatedEvidence-basedstrategies for healthimprovementdeveloped basedon the needs of theSLHD communityImproved servicedeliveryResponsibility TimeframeGeneral ManagerClinical CouncilClinical DirectorsGeneral ManagerExecutive CommitteeGeneral ManagerExecutive CommitteeGeneral ManagerClinical CouncilClinical DirectorsJune 2013OngoingDecember 2012June 2013June 2013Ongoing32

Goal Strategy Action(s) ExpectedOutcomes• To be clinicallynetworked acrossthe District and haveclearly delineatedroles• To be networkedwith general practiceand healthcareand related servicepartners• To beaccommodated inhigh quality, wellequippedfacilitieswith leading edgetechnology• To have excellentinformationmanagement andtechnology services• To be accreditedand recognised forexcellence• To be wellmaintained, cleanand safeEstablish aneffective system ofweekly and monthlymonitoring, reviewingand reporting onperformance ofservices in line withthe LHD’s KPIsEnsure all servicemanagers haveperformancecontracts withactionable KPIsImprovedaccountability,improved servicedelivery33CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Responsibility TimeframeGeneral ManagerExecutive CommitteeClinical CouncilQuality Improvementand Safety ManagerJune 2013Ongoing

Goal Strategy Action(s) ExpectedOutcomesAssist instrengthening thepartnership with theRedfern AboriginalMedical Service andAboriginal HealthTeam in implementingthe National StrategicFramework forAboriginal and TorresStrait Islander Health,The NSW AboriginalHealth StrategicPlan, the SSWAHSAboriginal HealthPlan, the AboriginalWorkforce StrategicFramework, theAboriginal Oral HealthProgram, the NewDirections Programfor AboriginalFamilies, theAboriginal ChronicCare Program andother related policies,plans and projects.The implementationof these strategieswill be undertaken inaccordance with theSydney MetropolitanHealth PartnershipAgreement.Participate in thedevelopment of theAboriginal HealthBusiness Plan tointegrate all plansDevelop a localAboriginal HealthBusiness Plan andstrengthen local linksDevelop the localworkforce strategyInclude the Centrefor Educationand WorkforceDevelopmente-learning course“respecting thedifference” in themandatory trainingprogram.Implement theAboriginal and TorresStrait Islander BetterHealth Plan forCanterbury Hospital34CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Responsibility TimeframeGeneral ManagerExecutive CommitteeCommunityParticipationCoordinatorJune 2013Ongoing

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Goal Strategy Action(s) ExpectedOutcomesEngage with localAboriginal andTorres Strait IslanderorganisationsParticipate in thedevelopment of theSLHD AboriginalBetter Health ActionPlanImplement the SLHDAboriginal BetterHealth Action PlanParticipate in the rollout of the ElectronicMedical Record(eMR) at CanterburyHospitalSupport the linkage ofGPs to the eMR andenable point of careaccessEnsure resourcesand staff education isprovided for the eMRsystemComplete thedevelopment of aCerner ElectronicMedicationManagement SystemImprovedcommunicationImproved healthoutcomesImproved healthoutcomesImproved patientsafety and outcomes;improved accessto information;integratedsystem; improvedcommunication;improved efficiencyImproved patientsafety and outcomes,improved accessto information,integratedsystem, improvedcommunication,improved efficiencyResponsibility TimeframeExecutive OngoingExecutive OngoingExecutive OngoingHealth InformationManagerDirector Nursing andMidwifery ServicesDirector MedicalServicesJune 2013OngoingPharmacy Manager June 2014Ongoing35

Goal Strategy Action(s) ExpectedOutcomesParticipate inthe review andimplementation ofthe SLHD DisabilityAction PlanStrengthen DischargePlanning to betterinvolve patients orcarers with links toGPs and relevantcommunity agenciesParticipate in theAnnual Discharge andCommunity ServicesforumComplete the rolloutof the ChronicCare Program inpartnership withSLHD, SWSLHD,the Divisions ofGeneral Practice andthe Central SydneyMedicare LocalParticipate in theSLHD DisabilityPlanning groupParticipate in thedevelopment ofthe SLHD DisabilityAction PlanParticpate in theSLHD AnnualDischarge PlanningForums to link health,community andprimary care serviceswith CanterburyHospitalImproved patientsafety and outcomesImproved access,service suitability andpatient and careroutcomesImplementationstatus of current planidentifiedFive-year plandevelopedImprovedcommunication andinformationImproved dischargeprocess36CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Responsibility TimeframeChronic and ComplexCare CNCGeneral ManagerJune 2014General ManagerClinical CouncilAll ManagersCommunityParticipationCoordinatorJune 2013December 2012June 2014General ManagerDirector Nursing andMidwifery ServicesDirector MedicalServicesHealth InformationManagerJune 2013Executive Annually

Goal Strategy Action(s) ExpectedOutcomesDevelop the Transferof Care policyand processesfrom admission todischargeDefine the needs andcommunity servicerequirements of highdensity residentialarea developmentsParticipate in thedevelopment ofmeasures to improveaccess to InterpretersMonitor any highdensity residentialarea developmentsand implementappropriate plans asrequiredClarify interpreteraccess problemsParticipate in thedevelopment of theSLHD telephoneinterpreting pilotDevelop internalsystems to improveaccess and availabilityto telephoneinterpreting servicesImproved patientjourneyEnsure adequatehealth care servicesare availableImprovedcommunication withpatients with limitedEnglish languageskills; improvedpatient outcomes37CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Responsibility TimeframeExecutive OngoingGeneral Manager June 2014OngoingExecutive Committee June 2013Ongoing

Goal Strategy Action(s) ExpectedOutcomesPromote therecruitment ofstaff able to speakrelevant communitylanguages, where thisskill would enhancepatient care or servicedeliveryParticipate inthe consultationregarding theconstruction of thesub-acute (PalliativeCare) Facility atConcord HospitalEnsure bilingualismis identified as a skillin relevant positiondescriptionsDefine theappropriatenessof involving andutilising staff andfamily membersfor interpretationrequirementsParticipate in thedevelopment of theConcord CancerCentreImprovedcommunicationwith limited Englishpatients: improvedpatient outcomesImproved servicecapacity for cancer38CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Responsibility TimeframeExecutive CommitteeGeneral ManagerHuman ResourceManagerJune 2013General ManagerClinical DirectorCancer ServicesDirector Nursing andMidwifery ServicesDirector MedicalServicesJune 2014

For Our Education • To supportthe training anddevelopment of futuregenerations of staffGoal Strategy Action(s) ExpectedOutcomes• To encourage aculture of evidencebasedpractice andinnovation• To supportmentoring, clinicalsupervision andnurturing of staff• To ensure multimodaleducationaloptions for staff(on-line, face-to-face,mentoring)• To create studyand career pathwaysfor all levels of theworkforceParticipate in thedevelopment of anEducation StrategicPlan for the SLHDin collaboration withstaff, the Centrefor Educationand WorkforceDevelopment,universities andthe Central SydneyMedicare LocalAssist instrengthening theSLHD’s role as aprovider of educationand training toclinicians andmanagers throughits partnershipbetween the Centrefor Educationand WorkforceDevelopment,Universities, Healthand EducationTraining Institute(HETI), specialistMedical colleges andthe Central SydneyMedicare LocalParticipate in theSLHD EducationStrategic PlandevelopmentImprove educationalaccessAssist the Educationand Research BoardCommitteeEnsure facilitiesfor computers andinternet access areavailable to completee-Learning packagesIncorporate dischargeplanning in theeducational scheduleStrategies andactions areestablished to ensurerelevant educationalprovisionStrategies andactions areestablished to ensurerelevant educationalprovision39CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Responsibility TimeframeGeneral ManagerExecutive CommitteeClinical CouncilJune 2013OngoingDirector CorporateServicesGeneral ManagerNurse EducatorsJune 2013Ongoing

Goal Strategy Action(s) ExpectedOutcomesExamine optionsfor developingcultural competencyeducation as acomponent of allrelevant education atCanterbury Hospitaland as a specialisedcourse targetingcliniciansDevelop educationalmetrics/milestoneswhich are linked toperformance reviewParticipate in thedevelopment of anoptions paperPromote and includethe e-Learning,Cultural Competencycourse, in themandatory trainingrequirementsDevelop educationalmetricsImprovedinter-culturalcommunication,usage of interpreterservices; improvedpatient care andoutcomesClearer criteriafor performancemeasurementavailableReview measuresto better integratemandatory trainingand ensure it isbalanced withclinical developmentopportunitiesProvide regulartraining in CIAP andCERNER so as topromote evidencebasedpracticeReview mandatorytraining requirementsto condense andconsolidateEnhance non-clinicaltraining opportunitiesLiaise with Centrefor Educationand WorkforceDevelopment (CEWD)Efficiency inmandatory trainingestablishedProvide programs Evidence-basedpractice promoted41CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Responsibility TimeframeNurse EducatorsCommunityParticipationCoordinatorJune 2013OngoingDirector HumanResourcesDepartmentManagersWHS ManagerNurse EducatorsJune 2013OngoingJune 2013Librarian June 2013Ongoing

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Goal Strategy Action(s) ExpectedOutcomesReview optionsfor providingstaff education,development andunderstanding ofcommunity and NGOservices. This couldinclude considerationof “work swaps”Publish a regularcolumn on theCanterbury Hospitaleducation andteaching activitiesin the CanterburyHospital newsletterto promote theeducation undertakenPromote theeducation programsavailable and promoteeducation undertakenwithin CanterburyHospitalParticipate in thedevelopment anoptions paperAdvertise actionsundertakenDisplay educationalopportunitiesprominently on thewebsiteConsideration ofNGO involvementadvancedImprovedcommunication aboutavailable coursesImprovedcommunication abouteducational activitiesResponsibility TimeframeGeneral Manager December 2012Nurse EducatorWHS ManagerNurse EducatorWHS ManagerHuman ResourceManagerJune 2013March 2012OngoingOngoing42

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Goal Strategy Action(s) ExpectedOutcomesParticipate instrengtheningthe SLHD’s roleas a leader inmedical and healthresearch throughits partnership withUniversity of Sydneyand the medicalresearch instituteslocated in SLHD withthe aim of developinga research “hub” ofinternational standingable to competeeffectively for nationaland internationalresearch grantsWherever possiblecooperate and assistwith the developmentof the Universityof Sydney’s majorresearch centre,the Centre forObesity, Diabetesand CardiovascularDiseaseSupport thecollaborativeinvolvement ofconsumers inresearchImplement the SLHDResearch StrategicPlanEnsure informationis disseminated andtranslated to theclinical communityPromote translationaland patient safetyresearchProvide educationregarding methods toconduct researchWherever possibleassist the Universityto develop the worldleading researchcentreReview consumerinvolvement inresearchResearch activitiesare strengthened andsupported across theDistrictEnhanced andstrengthenedresearch in SLHDEnhanced andstrengthenedresearch in SLHDResponsibility TimeframeGeneral ManagerClinical CouncilClinical DirectorsDecember 2013OngoingExecutive Committee June 2013OngoingQuality Improvementand Safety ManagerJune 201344

For OurOrganisationCANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Goal Strategy Action(s) ExpectedOutcomes• To make the mosteffective use ofresources and ensurefinancial sustainability• To provide goodgovernance, effectiverisk management,strong performancemonitoring andexcellent planning• To be adaptive andresponsive to ourcommunity and staffneeds• To ensure theCORE valuesframework isembedded acrossall functions of theorganisation• To be anorganisation that iswidely regarded as anemployer of choice• To be recognisedas a major part of thelocal economy in itsrole as an employerand in servicedeliveryDevelop a strategy forreadying CanterburyHospital for theimplementationof Activity BasedFundingImplement clinicalservices in linewith service levelagreements withSLHD and SWSLHDfor the provisionof Mental Health,Oral Health, DrugHealth, selectedCommunity HealthServices, PopulationHealth and PathologyservicesParticipate in thereview the LHDsperformance andculture managementframeworkReview and establishexcellent, accessibleand interactivewebsites forCanterbury HospitalDevelop andimplement strategyDevelop and reviewagreementsConduct annualreview ofperformance for allsenior staffDevelop CanterburyHospital websiteInvestigate translationpossibilitiesPromote theCanterbury Hospitallibrary catalogue thatis available on theinternet.Canterbury Hospitalcompliance withnational health reformestablishedEstablishment ofDistrict governanceand servicescompletedImprovedperformance andpositive workplacecultureImprovedcommunication,information andservice deliveryResponsibility TimeframeGeneral ManagerDirector CorporateServicesHealth InformationManagerGeneral ManagerClinical CouncilHuman ResourceManagerGeneral ManagerGeneral ManagerWebmasterDirector CorporateServicesDecember 2013June 2013June 2013OngoingDecember 2013Ongoing45

CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018Goal Strategy Action(s) ExpectedOutcomesCooperate with theDirector of IT toestablish access tointeractive referraldatabases as areplacement for paperservice directoriesand promotecommunity and NGOservices as well ashealth servicesImprove staffrecruitmentprocesses incollaboration withHealthShare NSWDevelop astrong focus onsustainability.Work withHealthShare NSW toimprove the efficiencyof equipmentprocurement andmaintenanceEstablish referraldatabasesestablishedStreamlinerecruitment approvalprocesses, expeditedand reliableEnsure SLHD plan isin place to improveefficiency, progressreporting andtransparencyEstablish aSustainabilityCommitteeDevelop a Businessor Action PlanEstablish and monitortargetsActively participateand assist theProcurementCommittee withHealthShare NSWrepresentationPaper servicedirectoriesreplaced, improvedcommunication,improved efficiencyFaster, moretransparentrecruitment outcomesSustainability targetsin the areas of energy,procurement, water,transport, food, wasteand capital works.Faster, moretransparent,better managedprocurementprocessesResponsibility TimeframeGeneral ManagerDirector CorporateServicesHuman ResourceManagerDirector CorporateServicesDirector CorporateServicesGeneral ManagerJune 2014June 2013OngoingJune 2013OngoingJune 2013Ongoing46

47CANTERBURY HOSPITAL STRATEGIC PLAN 2013 - 2018

CANTERBURY HOSPITAL STRATEGIC PLAN2013-2018AVS 70884