NSW Health Strategic Priorities 2019-20
NSW HealthStrategic Priorities 2019-20
ContentsMessage from the Secretary3How this Plan Works4NSW Health Organisational Structure5NSW Health Strategic Priorities FY 2019-206Target Outcomes FY 2019-207Strategic Deliverables FY 2019-2010Our Contribution to the 30 NSW Priorities18NSW HEALTH STRATEGIC PRIORITIES 2019-202
Message from the SecretaryThe annual Strategic Priorities outline how we work together to achieve our core objectives. It builds on and complements theState Health Plan: Towards 2021 as well as directly aligning with the NSW State Government and Premier’s Priorities.The Strategic Priorities for 2019-20 providethe health system and our stakeholders witha meaningful overview of our target outcomesfor the year ahead.This approach to planning involves moreclearly identifying the strategic prioritiesthat the Ministry of Health will focus on as asystem manager, enhancing cross-functionalcollaboration with Pillars and Service Agencies,and applying tighter ownership and monitoringof delivery against the agreed priorities withLocal Health Districts and Specialty HealthNetworks through service agreements.Extracted from the Strategic Priorities area number which I have selected for moreintensive personal oversight – the Secretary’sPriorities. These are:1. Patient Safety and Experience2. Value Based Healthcare3. Systems Integration4. Digital Health and Analytics5. Strengthening Governance andAccountabilityThe Secretary’s Priorities will be monitoredregularly at the Health System Strategy Groupattended by Ministry Executive, eHealth NSWand Pillar Chief Executives as well as the SeniorExecutive Forum attended by all health systemleaders including the chief executives fromthe Local Health Districts and Specialty HealthNetworks.This year I am keen to have an enhanced focuson value based healthcare and its direct linkwith patient experience. Central to the movefrom ‘volume’ to ‘value’, is how as a healthsystem we will sustainably deliver the outcomesthat matter to patients by improving how weorganise and provide care. The strategies linkedto value based healthcare will ensure the systemresponds to current and future challenges suchas new technologies, and the changing needs andexpectations of patients, carers, clinicians andcommunities.With a continued focus on Systems Integration,I am particularly interested in healthcare in thecommunity. Delivering health services, includingspecialist care and post-acute care, in thecommunity is central to the health systemof the future. Integrating systems anddelivering more care in community settingswill be supported by different models ofcapital investment, working with patients andconsumers to co-design new models of care,investing in health technologies, research andevaluation, and building capability in dataand analytics.I also recognise that there is other work thatstaff across the system undertake that is notspecifically listed in this Strategic Prioritiesdocument but is equally important andreflects the need for good business-as-usualsystems and processes. This work, togetherwith our efforts to action the StrategicPriorities for 2019-2020, points NSW Healthin the right direction for a sustainable healthsystem that places the patient at the centreof healthcare delivery.Elizabeth KoffSecretary, NSW HealthNSW HEALTH STRATEGIC PRIORITIES 2019-203
How this Plan WorksDesigning anddelivering a21st centuryhealth systemSTATEHEALTHPLANDELIVERING INNOVATION – OUR DIRECTIONSThe Planning CascadeOur State Health Plan: Towards 2021 has provided thefoundation for the 2019-20 annual Strategic Prioritiescontained in this document.The eight Strategic Priorities are broken into Objectiveswhich provide specific direction on what needs to beachieved.DIRECTION ONEKeeping People HealthyDIRECTION TWODIRECTION THREEProviding World-ClassClinical CareDelivering TrulyIntegrated CareThroughout the document the State and Premier’spriorities are identified with pink coloured boxes tosignal the significance of these strategic objectives.Setting Performance AgreementsMAKING IT HAPPEN – OUR STRATEGIESThe Strategies and Objectives are built into annualLocal Health District and Specialty Health Network,Pillar and Service Agency Service Agreements.The Deliverables form an additional layer of clarityfor the Ministry as system manager, together with thesupport of the Pillars and Shared Services, to organisework priorities according to the overall StrategicPriorities for the year. Deliverables are cascadeddirectly into Ministry, Pillars, Agencies and SharedServices Business OURSTRATEGYFIVESupporting andDeveloping ourWorkforceSupporting andHarnessingResearch andInnovationEnablingeHealthDesigning stainabilityNSW HEALTH STRATEGIC PRIORITIES 2019-204
NSW HEALTH ORGANISATIONAL STRUCTUREManager InternalAuditRoss TylerChief Health Officerand Deputy SecretaryPopulation andPublic HealthExecutive DirectorOffice of SecretaryKate PritchettSecretaryElizabeth KoffDeputy SecretaryPeople, Cultureand GovernanceDeputy Secretary,Patient Experience andSystem PerformanceDeputy Secretary,Health SystemStrategy and PlanningPhil MinnsSusan PearceNigel LyonsExecutive DirectorCentre forPopulation HealthJo MitchellExecutive DirectorLegal and RegulatoryServicesLeanne O’ShannessyExecutive DirectorSystem Informationand AnalyticsRay MessomExecutive DirectorGovernment RelationsJacqui WorsleyExecutive DirectorCentre forAboriginal HealthGeraldine WilsonExecutive DirectorWorkforce Planningand DevelopmentRichard GriffithsExecutive DirectorSystem PerformanceSupportBrad AstillExecutive DirectorHealth and Social PolicySarah Morton (Acting)Kerry ChantExecutive DirectorCentre for Epidemiologyand EvidenceSarah ThackwayDirectorCentre for OralHealth StrategyGraeme ListonDirectorHealth Protection NSWJeremy McAnultyDirectorOffice of theChief Health OfficerRada KusicExecutive DirectorOffice for Health andMedical ResearchAntonio PennaExecutive DirectorWorkplace RelationsAnnie OwensExecutive DirectorStrategic Communicationsand EngagementSuzanna WhiteExecutive DirectorExecutive andMinisterial ServicesMichelle KellyNursing andMidwifery OfficeChief Nursing andMidwifery OfficerJacqui CrossExecutive DirectorSystem PurchasingElizabeth WoodExecutive DirectorSystem ManagementJoanne EdwardsGeneral ManagerProgram ManagementOfficeEmma MalicaDirectorOffice of DeputySecretaryJasmin EllisLHDs and Specialty Health NetworksDeputy Secretary,Finance and AssetManagement andChief Financial OfficerChief ExecutiveeHealth NSWDaniel HunterZoran BolevichDeputyChief Financial OfficerAlfa D’Amato (Acting)Chief ExecutiveHealthShare NSWCarmen RechbauerExecutive DirectorHealth System Planningand InvestmentCathryn CoxExecutive DirectorMental HealthTish Bruce (Acting)Executive DirectorActivity BasedManagementNeville OnleyChief Procurement OfficerMichael GendyDirectorAsset ManagementPeter DicksDirectorRevenue andFinancial ServicesAndrew MonkDirectorOffice of DeputySecretarySonya TurcinovDirectorOffice of DeputySecretaryLoray DudleyDirectorOffice of DeputySecretaryCathy HillChief AlliedHealth OfficerAndrew DavisonJean-FrédéricLevesqueChief ExecutiveBureau ofHealth InformationDiane WatsonChief ExecutiveHealth InfrastructureRebecca WarkChief ExecutiveCancer InstituteNSWDavid CurrowChief ExecutiveNSW AmbulanceDominic MorganChief ExecutiveClinical ExcellenceCommissionCarrie MarrChief ExecutiveNSW Health PathologyTracey McCoskerChief ExecutiveHealth Educationand Training InstituteAnnette SolmanExecutive DirectorStrategic ReformCathryn Cox (Acting)DirectorChange ManagementKatrina EadieChief ExecutiveAgency forClinical InnovationKEYPopulation and Public HealthPeople, Culture and GovernancePatient Experience and System PerformanceHealth System Strategy and PlanningFinance and Asset ManagementOffice of the SecretaryServicesPillarsNSW HEALTH STRATEGIC PRIORITIES 2019-205
NSW HEALTH STRATEGIC PRIORITIES FY2019-20Executive STRATEGIESSponsors11.12OBJECTIVES Strategic Oversight Leads8DELIVERINFRASTRUCTUREFOR IMPACT ANDTRANSFORMATIONBUILD FINANCIALSUSTAINABILITYAND ROBUSTGOVERNANCEHealth SystemStrategy andPlanningFinance andAsset ManagementDEVELOP ANDSUPPORT OURPEOPLE ANDCULTURESUPPORT ANDHARNESS HEALTH ANDMEDICAL RESEARCHAND INNOVATIONPopulation andPublic HealthPatientExperience andSystem PerformanceHealth SystemStrategy andPlanningPeople, Cultureand GovernancePopulation andPublic HealtheHealth NSWImplement policyand programs toincrease healthyweight in childrenEnsure preventiveand populationhealth programsto reducetobacco useEmbed a healthsystem responseto alcohol andother drug useand work acrossgovernmentagenciesReduce theimpact ofinfectious diseaseand environmentalimpacts on thecommunityHealth ProtectionNSWEmbed Aboriginalsocial and culturalconcepts of healthand wellbeing inprograms andservicesCentre forAboriginal Health1.67INTEGRATESYSTEMS TODELIVER TRULYCONNECTED CARE2.1Continue toembed qualityimprovementand redesignto ensure saferpatient care Clinical ExcellenceCommission andAgency for ClinicalInnovation2.22.3 entre forCPopulation Health1.56PROVIDE WORLDCLASS CLINICALCARE WHERE PATIENTSAFETY IS FIRSTContinue tomove fromvolume tovalue basedhealthcare3.1Supportpregnancy andthe first 2000daysImprove thepatientexperience andfurther engagewith patientsand carers3.2Ensure timelyand equitableaccess toappropriate careSystem Management2.53.3Deliver mentalhealth reformsacross the system trengthenSintegratedapproaches tofrailty, ageing andend of life care3.4Support peoplewith disabilitywithin the healthsector andbetween agencies4.2Supportvulnerable peoplewithin the healthsector andbetween agencies4.34.4 hare healthSinformation toenable connectedcare across thesystemSystem Informationand AnalyticsStrengthenthe culturewithin Healthorganisations toreflect our COREvalues moreconsistently5.25.3Developeffective healthprofessionalmanagers andleadersHealth Educationand TrainingInstitute4.6Improve health,safety andwellbeing at workWorkplaceRelations5.56.26.37.1 Foster eHealthsolutionsthat supportintegrated healthservicesEnhancesystems andtools to improveworkforceand businessmanagement6.4Develop andenhance healthanalytics toimprove insightsand decisionmakingeHealth NSW6.5 Utilise capitalinvestment todrive new modelsof health servicedelivery Health SystemPlanning andInvestment7.27.3 eliver agreedDinfrastructureon time andon budget eliver financialDcontrol in the dayto-day operationsFinance evelopDsustainablefunding for futuregrowthFinance8.3Drive value inprocurementStrategicProcurement Deliverinfrastructureplans andintegrate withother agenciesHealth SystemPlanning andInvestment7.48.18.2HealthInfrastructureeHealth NSWLeverageresearch andinnovationopportunitiesand fundingOffice of Healthand MedicalResearchintegrated paperlite key clinicalinformationsystemseHealth NSWEnable theresearchenvironmentOffice of Healthand MedicalResearch ImplementeHealth NSWMake NSW aglobal leader inclinical trialsOffice of Healthand MedicalResearch5.46.1 rive researchDtranslation in thehealth systemOffice of Health andMedical Researchand Agency forClinical InnovationWorkforce Planningand Development4.5Drive thegeneration ofpolicy-relevanttranslationalresearchCentre forEpidemiology andEvidence/Office ofHealth and MedicalResearchEnable newways of workingfacilitated bythe move toSt LeonardsChangeGovernmentRelations3.65.1Undertake wholesystem workforceanalysisWorkforce Planningand Development overnmentGRelations3.5Achieve a ‘Fitfor Purpose’workforce for nowand the future orkforce PlanningWand Development Health andSocial PolicyUse systemperformanceinformation todrive reform tothe systemSystem Informationand Analytics4.1Mental HealthSystem Purchasing2.4Drive systemintegrationthrough fundingand partnershipagreementsSystem PerformanceSupportStrategic Reform1.45KEEPPEOPLEHEALTHYCentre forPopulation Healthand Cancer InstituteNSW1.34ENABLEeHEALTH, HEALTHINFORMATION ANDDATA ANALYTICSCentre forPopulation Health1.238.4StrategicProcurement8.5 Strengthen assetmanagementcapabilityAsset ManagementDelivercommercialprogramsDeliver effectiveregulation,governance andaccountabilityLegal andRegulatory ServicesEnhancepatient, providerand researchcommunity accessto digital healthinformationeHealth NSW6.5Enhance systemsinfrastructure,security andintelligenceeHealth NSWKEYPopulation and Public HealthPeople, Culture and GovernancePatient Experience and System PerformanceHealth System Strategy and PlanningFinance and Asset ManagementServicesPillarsHealth andSocial PolicyNSW HEALTH STRATEGIC PRIORITIES 2019-206
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In 2019, the NSW Government set out its five areas of focus to 2023: AInstrongeconomy2019,the NSW Government set Highest quality educationoutconnectedits fiveareas oftoenvironments2023: Wellcommunitieswithfocusquality local Putting the customer at the centre of everything we do Breaking the cycle of disadvantageNSW Health is leading these Premier’s Priorities: A strong economyNSW Health is leadingthese Premier’s Priorities1. Improving service levels in hospitals - 1001. Improving service levels in hospitals - 100 per cent of all triage category 1, 95 perpercentcentof triagecategory85 per centof pertriagecentcategoryof alltriage2 andcategory1, 953 patients commencing treatment on time by 2023.2 and85bypercenttriage 2. ImprovingHighest outpatientquality educationand community care - Reduce preventable visits to hospitalofbytriagefive percategorycent throughto 2023caringforofpeoplein the community.3. Towards zero suicides - Reduce the rate of suicide deaths in NSW by 20 per centcategoryby 2023. 3 patients commencing treatment on Well connected communities with qualitylocal environments Putting the customer at the centre ofeverything we do Breaking the cycle of disadvantagetime by 2023.2.I mproving outpatient and community care Reduce preventable visits to hospital by fiveper cent through to 2023 by caring for peoplein the community.3. Towards zero suicides - Reduce the rate ofsuicide deaths in NSW by 20 per cent by 2023.NSW HEALTH STRATEGIC PRIORITIES 2019-20 18
Produced by:Office of Deputy Secretary, Health System Strategy and PlanningTo make an enquiry or provide feedback on the NSW HealthStrategic Priorities 2019-20, please contact the Office ofDeputy Secretary, Health System Strategy and Planning.email: loray.dudley@health.nsw.gov.auJune 2019
NSW HEALTH STRATEGIC PRIORITIES 2019-20 4 How this Plan Works The Planning Cascade Our State Health Plan: Towards 2021 has provided the foundation for the 2019-20 annual Strategic Priorities contained in this document. The eight Strategic Priorities are broken into Objectives which provide specific direction on what needs to be achieved.
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