Nsw Ambulance Strategic Priorities
2018-2019NSW AMBULANCESTRATEGIC PRIORITIESNSW Ambulance Strategic Priorities 2018-20191
NSW AmbulanceLocked Bag 105Rozelle NSW 2039Tel (02) 9320 7896Fax (02) 9320 7804www.ambulance.nsw.gov.auAll rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means,electronic or mechanical, including photocopying, recording, or by any information storage and retrieval systemwithout prior permission in writing from NSW Ambulance. NSW AmbulanceDisclaimerContent within this document was correct at time of publishing. NSW Ambulance takes no responsibility forinformation or procedures within this publication that may have changed after the publishing date.January 2018NSW Ambulance Strategic Priorities 2018-20192
Message from the Chief ExecutiveI am pleased to present the NSW AmbulanceStrategic Priorities 2018-19. The Strategic Prioritieslink directly to those of NSW Health, and build on thefoundations laid by the NSW Ambulance StrategicPlan 2015-17.For 2018-19 the NSW Ambulance Executive haveidentified five Strategic Priorities:1. Clinical Safety & QualityWe will provide world class clinical care2. People & CultureWe will develop and support our people andculture3. Governance & AccountabilityWe will build robust governance4. InfrastructureWe will deliver future focused infrastructure and“The NSW Ambulance Planning andPerformance cascade will provide ourstaff and our stakeholders with theframework for how we will work togetherto achieve or vision of excellence in care.”strategic commissioning5. Digital Health & Data AnalyticsWe will enable eHealth, health information anddata analyticsI would like to acknowledge the commitment of theNSW Ambulance staff who have taken opportunitiesto engage with their Managers in formulating thesepriorities and resulting Enabling Plans. It is throughyour willingness to enthusiastically invest in theongoing improvements and future of NSW Ambulancethat has led to the development of five StrategicPriorities that are relevant and contemporary in arapidly changing environment.Dominic Morgan ASMChief ExecutiveNSW Ambulance Strategic Priorities 2018-20193
Organisational Structure June 2018Chief ExecutiveDominic MorganEngagement& ce,Performance& AssetsAeromedicalOperationsPeople &CultureClinicalOperationsKathryn WoodAllan LoudfootCraig NormanA/ Sarah CoombesKalena SmithamDavid DuttonStrategy &InnovationAssets &InfrastructureData AnalyticsContracts &ProcurementAdvisoryMediaMarketing,Communications& Public AffairsCorporateRecordsFinanceClinical GovernancePeople HubSafety &RecoveryLegal, Regulatory& ProfessionalStandardsHealthy ernance &Executive ServicesSector OperationsMedicalAdvisorMental HealthResearchEducationClinicalPracticeModels of CareHuman Resources,Workforce Planning& DevelopmentAeromedicalClinical OperationsHelicopterOperationsFixed WingOperationsAviation Risk &Safety SystemsHealth EmergencyManagement UnitVolunteers/CFRsControl DivisionCounter Terrorism &EmergencyManagementPatient FlowClinical SupportContracts &Performance
What We DoWith the patient at the centre of what we do, wedeliver a range of services in retrieval and out ofhospital medical and emergency care to ensurepatient needs are met, wherever they may be.NSW Ambulance provides a gateway for patients toaccess the health system. Predominately this is inthe form of emergency response with lights and sirenor time sensitive responses to patients. For somepatients there is an ability to plan the transition of carethat we provide, for example in the areas of medicalretrieval, inter-hospital transfers and health relatedtransports.Contiguous with providing a gateway for patients,NSW Ambulance provides a ‘safety net’ within thehealth system to assist in improving patient flow andconnecting patients through alternate and integratedcare pathways and the provision of non-emergencyadvice and referral.NSW Ambulance Strategic Priorities 2018-2019Five key business enablers support the delivery of ourservices: Strong clinical governance that ensures theprovision of safe, quality services for patients. Using digital health and data analytics toensure we provide care that is informed byevidence. Modern and purpose-built infrastructure that ismatched to demand. A strong people focused culture where staffwellbeing, resilience and safety is paramount. Building strong governance and accountabilitythat fosters streamlined decision making andensures every member of the organisation is clearabout their role.5
Strategic Priorities 2018-2019CLINICAL SAFETY & QUALITYWe will provide world class clinical carePEOPLE & CULTUREWe will develop and support our people and cultureGOVERNANCE & ACCOUNTABILITYWe will build robust governanceINFRASTRUCTUREWe will deliver future focused infrastructureand strategic commissioningDIGITAL HEALTH & DATA ANALYTICSWe will enable eHealth, health informationand data analyticsNSW Ambulance Strategic Priorities 2018-20196
NSW GovernmentPlanning & Performance CascadeState PlanNSW 2021NSW Premier’sPrioritiesNSW HealthStrategic Priorities2017-2018NSW AmbulanceService Agreementwith NSW Health2017-18NSW AmbulanceStrategic Priorities2018LocalDirectorateOrganisationNSW HealthNSW StateHealth PlanToward 2021Chief ExecutivePerformance Agreementwith NSW HealthSecretary 2017-18NSW AmbulanceEnabling Plans 2018Executive DirectorsPerformanceAgreements with ChiefExecutive 2017-182018 Directorate WorkPlansProfessionalDevelopment PlansThe NSW Ambulance Strategic Priorities 2018-2019 are closely aligned with those of NSW Health, and buildon the foundations laid by the NSW Ambulance Strategic Plan 2015-17.Each Strategic Priority is represented by an Enabling Plan sponsored by a nominated Executive Director. Bya series of clearly articulated objectives and deliverables the Enabling Plans provide clear direction on whatneeds to be achieved in the 2018 and 2019 Work Plans of each Directorate.A similar cascade approach is applied in the setting of Annual Service and Performance Agreementsboth internally and by NSW Health. The objectives and deliverables of the Enabling Plans will be built intoPerformance Agreements of the Executive and where appropriate the Professional Development Plans ofManagers and their staff.NSW Ambulance Strategic Priorities 2018-20197
Measuring & Monitoring SuccessWORK PLANS Clinical Operations Aeromedical Operations Clinical Systems Integration People & Culture Finance, Performance & Assets Engagement & Corporate GovernanceThe Executive Sponsor is accountable for achievingthe stated deliverables of their Strategic PriorityEnabling Plan. Each directorate will be requiredto provide the Executive Sponsors with quarterlyupdates on the progress of their Work Plan activities.Each quarter there will be an addendum to theExecutive Leadership Team meetings where ExecutiveSponsors will report to the Chief Executive on anyrisks to the achievement of the priorities in theEnabling Plans and the mitigation strategies in place.The Chief Executive will use this to inform thequarterly NSW Health System Strategy meeting asoutlined in the NSW Health Strategic Priorities 201718 document.ENABLING PLANS Clinical Safety & Quality People & Culture Governance & Accountability Digital Health & Data Analytics InfrastructureNSW AMBULANCEExecutive Leadership TeamStrategic Priorities QuarterlyProgress MeetingNSW HEALTHHealth System Strategy MeetingNSW Ambulance Strategic Priorities 2018-20198
Provide World Class Integrated Clinical CarePROVIDE WORLD CLASS INTEGRATED CLINICAL CARENSWAmbulance Strategic Priority: Clinical Safety and QualityNSW Ambulance Strategic Priority: Clinical Safety and QualityNSWAmbulanceExecutiveSponsor:Clinical Systems IntegrationNSW AmbulanceExecutiveSponsor: ClinicalSystems IntegrationNSW HealthObjectivesNSW Ambulance ObjectivesNSW Ambulance DeliverablesNSW Ambulance Measures1.1.1 Finalise the NSW AmbulanceQuality & Safety FrameworkImplement the essentials of the Quality &Safety FrameworkFormalised Quality & Safety Frameworkis approved for implementation1.1.2 Access to ims for all staff andaccess to ims managementfor relevant usersImplementation of ims ims access data indicating appropriateaccess for all staff1.1.3 Implement KPIs and monitoringfor safety and qualityMonitoring of new and existing KPIs forsafety and qualityHigh compliance against the NSWAmbulance Service Agreement1.2.1 Review the eight better value careinitiatives with regards to ambulancepracticeSupport LHDs to implement the eightbetter value care initiativesPrograms reviewed and appropriateaction taken1.2.2 Review the outcomes to determineimpact of better value care initiatives onNSW AmbulanceEvidence the outcomes from social impactinvestment and better value careAppropriate response upon identificationof impact to NSW Ambulance1.2.3 Develop a Service Level andPerformance Agreement that articulatesexpected performanceRemodel the Service and PerformanceAgreementsThe establishment of a Service andPerformance Agreement1.3.1 Patients access appropriate careand/or destinationsIdentify and systemise alternate pathwaydestinations for ambulancesReporting that identifies the use ofalternative pathways1.4.1 Implement a framework thataddresses the health needs of patientsLaunch an Integrated Care framework toarticulate a vision from birth to end of lifeacross health and social settingsThe programs are brought together in aformalised integrated care framework1.4.2 Respond to the health needs ofNSW outside of the traditional paramedicroleIdentify the potential NSW Health role incommunity careSuccessful introduction of communitybased programs1.4.3 Establish linked data sets for thepurpose of monitoring, and evaluationof health care interventionsScale up data linkage to integrate primarycare and LHDs/SNs and drive shared careand co-commissioningComplete and accurate linkedambulance data will be provided1.4.4 Successful implementation of newmodels of careDevelop capability to adopt new models ofcareFormal evaluation of the models of care3.4 Transition toNDIS1.5.1 Prepare NSW Ambulance tosupport the NDISSupport NDIS readinessSafe Introduction of the PatientFocused-Disability Inclusion Plan5.3 Make NSW aglobal leader inclinical trials1.6.1 Ensure clinical trials are approvedin a timely mannerImprove Clinical Trial approval timelinessResearch applications are approved inline with the agreed KPI1.7.1 NSW Ambulance will assist externalresearchers with EPA data setEnhance research access to linked dataUtilisation of NSW Ambulance datasetsin linked data projects2.1 Continue toembed qualityimprovement toensure saferpatient care2.2 Deliver bettervalue care2.4 Ensure timelyaccess to carewith a focus onemergency andAmbulancePerformance3.1 Refineemerging modelsof integrated carefor broaderimplementationin the community5.4 Enable theresearchenvironmentWhite filled sections indicate direct correlation to NSW Health Strategic Priorities 2017-18NSW Ambulance Strategic Priorities 2018-20199
Develop & Support Our People & CultureDEVELOP AND SUPPORT OUR PEOPLE & CULTURENSWAmbulance Strategic Priority: People & CultureNSW Ambulance Strategic Priority: People & CultureNSWAmbulanceExecutiveSponsor:NSW AmbulanceExecutiveSponsor: People& Culture People & CultureNSW HealthObjectives4.4 Improvehealth safetyand wellbeingat workNSW Ambulance Objectives4.1 Right People,Right Skills,Right Time: togrow andsupport a skilledworkforce4.2 Foster aCulture thatreflects ourCORE values andrespects ourdiversityNSW Ambulance Measures2.1.2 Decrease in the number of eventsthat affect the wellbeing of staffFocus on people’s awareness of theirown safety at workDecrease in number of compensableclaims lodged and a reduction in tailclaims2.1.2 Increase awareness of individualsas the primary risk asessor for their ownsafetyDevelop and deploy tools to help peopleundertake risk assessmentsDecrease in reported occupationalviolence events2.1.3 Improve mental health resilienceand reduce the severity of a diagnosisDeliver best practice, evidence basedmental health and wellbeing programs to allstaffReduction in the number of workplacemental health injuriesContinue reform of Ambulance workpracticesThe wellbeing initiatives are developedand delivered2.2.1 Improve the capabilities ofNSW Ambulance staff to lead andmanageLaunch new program for the next generationof leaders and managersImproved results in relevant questionswithin the People Matter EmployeeSurvey2.2.2 Prepare NSW Ambulance for theintroduction of the State BasedHealthRoster BuildBuild capability of managers to roster moreeffectivelyReduction in Annual Leave liabilities2.3.1 Implement ROB system includingPDP and talent management programComplete roll out of Human CapitalManagement systems including recruitmentand onboarding (ROB)HCM tools are in place and staff aretrained in their use by 20192.3.2 Access the NSW Public SectorCommission Managing for PerformanceProgram for local deliveryEmbed PDP into the culture of NSWA staff90 per cent of available staff have hada performance review within the last12 months2.4.1 Develop a NSW AmbulanceDiversity and Inclusion PlanDevelop a whole of system culture anddiversity framework and align to allstrategiesPlan is developed and implemented2.4.2 Build on NSW PSC AboriginalEmployment Strategy to deliver theNSW Ambulance Aboriginal WorkforcePlanIncrease the participation of Aboriginalemployees to Close the Gap and deliverculturally sensitive healthcare2.4.3 Increase the representation ofwomen accross all salary bandsPromote the participation of women acrossall areas of NSW AmbulanceImproved results in relevant questionswithin the People Matter EmployeeSurvey2.4.4 Reduction in the real and perceivedexperiences that are regarded orreported as bullyingUpon development, deploy new NSW Healthpolicy on anti-bullyingReduced number of staff that witnessor experience workplace bullying perPeople Matter Employee Survey2.1.4 Oversight implementation of NSWGovernment 30m Wellbeing Investment4.3 Developeffective healthprofessionalmanagers andleadersNSW Ambulance DeliverablesThe Aboriginal Workforce as aproportion of total workforce across allsalary bands will be 1.8 per cent by 2020White filled sections indicate direct correlation to NSW Health Strategic Priorities 2017-18NSW Ambulance Strategic Priorities 2018-201910
Build Robust GovernanceBUILD ROBUST GOVERNANCENSWAmbulance Strategic Priority: Governance & AccountabilityNSW Ambulance Strategic Priority: Governance & entNSW AmbulanceExecutiveSponsor: Engagement& CorporateGovernance & Corporate GovernanceNSW HealthObjectives8.3 Embed a newapproach tostrategic planningand the Ministry’srole as systemmanager8.4 Delivereffectiveregulatory,governance andaccountabilityEstablish soundaudit and riskmanagementprocessesEnsure thatstakeholdersunderstand therole & function ofthe organisationNSW Ambulance ObjectivesNSW Ambulance DeliverablesNSW Ambulance Measures3.1.1 Develop and set the strategicpriorities for the organisationEnsure the strategic priorities for theorganisation are setStrategic priorities agreed anddocumented3.1.2 Clarity over roles andresponsibilities for delivering thestrategic prioritiesCommunicate and embed strategicplanning into BAU business planningStrategic priorities are communicatedand embedded into directorate businessplans detailing unit responsibilities3.1.3 A target structure that fostersintegration and prevents siloed workingTransitioning to a new fit-for purposeorganisational structureStructure approved by the SecretaryNSW Health3.2.1 Well defined governance andaccountability across the organisationAssess and deliver changes to alignmentof governance processes with strategicplansBetter clarity over the roles andresponsibilities of individuals andcommittees3.2.2 Responsible business units worktogether to deliver a coordinatedapproach to education and developmentEstablish state-wide governance acrossclinical and non-clinical education andtrainingEstablish a framework for a coordinatedapproach to the implementation oftraining and development3.2.3 Provide assurance to the ChiefExecutive that NSW Ambulance iscomplying with all relevant legislativeand regulatory requirementsEnsure robust legislative and regulatorycomplianceThe legislative and regulatory obligationsof the organisation are identified andunderstood; and responsibilities forcompliance are allocated3.2.4 Staff are clear on the policiesand procedures of the organisation tosupport their decision makingEnsure compliance with both NSW Healthand organisational policyA system is in place to ensure thatpolicies and procedures aredocumented, endorsed, reviewedand readily accessible3.3.1 Establish and maintain an effectiveinternal audit functionEnsure the delivery of an internal auditfunctionThe Internal Audit Plan is aligned withNSW Ambulance’s strategic objectivesand risks3.3.2 A continually reviewed andupdated Assurance Map to complementrisk management strategiesEnsure a robust framework for assuranceacross the organisationThe Assurance Map is aligned with theStrategic Risk Register, includes currentassurance activities and is used to informthe Internal Audit annual planning process3.3.3 Independent oversight over theorganisation’s risk management andaudit functions that fosters continuousimprovementOversight of the Risk and Audit GovernanceCommitteeAn Audit and Risk Managementcommittee for the organisation isestablished and meets regularly3.3.4 Risk management is embeddedinto the culture of the organisationEmbed enterprise risk management acrossthe organisationEnterprise risks are understood,reported and monitored at all levels ofthe organisation3.4.1 Consumers and the communityare engaged with the organisationEnsure NSW Ambulance is engaged withthe communitySystems and processes are in place toensure that consumers and thecommunity are involved in, andunderstand, the clinical capability of NSWAmbulance and the services it provides3.4.2 A community that understands therole of NSW Ambulance and the widerange of treatment pathways availableDrive and align community communicationshighlighting non-emergency optionsReach of campaigns targeted ateducating the community about NSWAmbulance and saving Triple Zero (000)for saving lives3.4.3 Combating abuse of staffEnsure the community is aware of issuespertaining to violence towards paramedicsReach of campaigns targeted ateducating the community that abusetowards staff is unacceptable3.4.4 The community is aware of andunderstands the achievements of theorganisationEnsure the performance of the organisationis communicated to the communityNSW Ambulance Year in Review iscompletedWhite filled sections indicate direct correlation to NSW Health Strategic Priorities 2017-18NSW Ambulance Strategic Priorities 2018-201911
Deliver Future Focused Infrastructure &Strategic CommissioningDELIVER FUTURE FOCUSED INFRASTRUCTURE & STRATEGIC COMMISSIONINGNSWAmbulance Strategic Priority: InfrastructureNSW Ambulance Strategic Priority: ,NSW AmbulanceExecutiveSponsor: Finance,Performance& Assets Performance & AssetsNSW HealthObjectives7.2 Utilise strategiccommissioningmore effectively7.3 Deliver agreedinfrastructure ontime and onbudget7.3 Deliver agreedinfrastructure ontime and onbudgetNSW Ambulance ObjectivesNSW Ambulance DeliverablesNSW Ambulance Measures4.1.1 Develop and implement a StrategicCommissioning and ServiceCommissioning PlanDevelop, prioritise and implement theagreed strategic commissioning programA Policy framework for Strategic andService Commissioning is in place4.1.2 Develop an Asset Management Planfor critical physical assets including aProperty Plan (property strategic profile)Leverage and coordinate a Community ofPractice for commissioningAn implemented Asset Management Plan4.1.3 Develop and implement a NSWAmbulance Contestability PolicyBuild capability in the management ofoutsourced relationships and commercialarrangementsDemonstrated application of theContestability Policy4.2.1 Commissioning of HWAN at NSWAmbulance sites per the project planDeliver networking infrastructure includingHealth Wide Area Network (HWAN) andhotspotsCapital - Variation against approvedbudget (%) (KPI)4.2.2 Complete the ICT Strategic Reviewand evaluate the recommendations todesign and implement the NSWAmbulance ICT operating modelScope and design Information andCommunication Technology (ICT) StatewideIntegration Platform.Capital - Variation against approvedbudget (%)4.2.3 Ongoing delivery of: SAMIS and RAIR (EPA) Building Conditions Reports WorkProgram Asbestos Remediation ProgramDeliver building program work in progress.Completion of: 2017/2018 SAMIS and RAIR program Priority 1 works of Building ConditionsReport 2017/18 Asbestos Remediation works4.2.4 Progress the State CriticalInfrastructure Plan and the ConnectedClinician Plan. Use the NSW AmbulanceAsset Strategic Plan to inform andsupport investment decisionsProgress business cases and investmentdecisionsCapital - Variation against approvedbudget (%)Funding is secured for priority areaswithin the Asset Management Plan4.3.1 Implement Asset FacilityManagement (AFM) On-line into NSWAmbulanceImplement the facility managementframework to drive a more strategicapproach to maintenanceAchievement of the AFM On-line projectmilestones4.3.2 Lifecycle methodology applied toinfrastructure assets (planning,acquisition, operation, maintenance,renewal and disposal)Align tools and approaches for whole oflifecycle asset managementBetter plan capital requirements basedon NSW Ambulance current and futureneeds4.3.3 Business Continuity Plans (BCPs)are in place for all work sitesDelivery of BCPs for each work siteinclusive of a framework for testing andannual reviewBCPs are prepared and testedWhite filled sections indicate direct correlation to NSW Health Strategic Priorities 2017-18NSW Ambulance Strategic Priorities 2018-201912
Enable eHealth, Health Information &Data AnalyticsENABLE eHealth, HEALTH INFORMATION & DATA ANALYTICSNSWAmbulance Strategic Priority: Digital Health & Data AnalyticsNSW Ambulance Strategic Priority: Digital Health & Data AnalyticsNSWAmbulanceExecutiveSponsor:Finance,NSW AmbulanceExecutiveSponsor: Finance,Performance& Assets Performance & AssetsNSW HealthObjectives6.3 Enhance datamanagement,analytics & healthintelligence8.5 Drivesystem-wide useof health sharedservices6.2 Foster eHealthsolutions thatsupport integratedhealth services8.1 Securefinancial benefitsto meet Health’sstrategic directivesNSW Ambulance ObjectivesNSW Ambulance DeliverablesNSW Ambulance Measures5.1.1 Improve data processes,governance, policies, standards, tools,access and knowledgeCommence delivery of analytics tools forcorporate functions: workforce,procurement and finance Increase in data usage for decisionmaking Improved data governance &custodianship Implementation of Qlikview platformsfor Operational and clinical data5.2.1 Consume eHealth services whereappropriateSet targets and direction for state-wideshared service adoptionServices implemented with agreed SLA5.2.2 Work with eHealth to identifystrategic priorities and maximise sharedservicesClarify the custodian, role and value formoney benefits of each shared serviceRecommendations implemented asagreed5.2.3 Implement the use of Procure ITv3.2 as the tool for all IT procurementTighten the approach and accountabilitiesto major equipment procurement andintegrationAll contract have procurement planapproved and use Procure IT5.3.1 Closure of the Rozelle, Rydalmereand St. Leonards hosting sitesEngage eHealth to move all ICT assets tothe GoV DCSites closed5.3.2 Retire eTime and redundantaspects of MyShiftImplement HealthRoster100 per cent usage of HealthRoster5.3.3 Transition to contemporary andintegrated nextgen eMR solutionProgress delivery of Electronic MedicalRecords (eMR) enhancements5.4.1 Develop Business Cases to meetthe needs of the Asset Strategic PlanIdentify funding gap in current and forwardyears and identify strategies to address 100 per cent usage of eMRImproved data quality and usefulnessIncreased revenueEvidence contributions to informclinical practiceForward 5-year and 10-year capitaland recurrent program approved andfundedWhite filled sections indicate direct correlation to NSW Health Strategic Priorities 2017-18NSW Ambulance Strategic Priorities 2018-201913
NSW Ambulance Strategic Priorities 2018-201914
NSW Ambulance Strategic Priorities 2018-2019 5 With the patient at the centre of what we do, we deliver a range of services in retrieval and out of hospital medical and emergency care to ensure patient needs are met, wherever they may be. NSW Ambulance provides a gateway for patients to access the health system. Predominately this is in
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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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