1 Strategic plan 2013 17. Delivering Our Priorities 3 Austin Health Strategic plan 2013 17. Message from the CEO and Chair 4. Overview of Austin Health 6. Our Strategy at a Glance 8. Our Community 9. Recent Achievements 10. Changes and Challenges 12. Policy Context 14. Austin Health Planning Framework 16. Our Strategic Priorities 17. Next Steps 23. 4 Austin Health Strategic plan 2013 17. Message from the CEO. and Chair Dr Brendan Murphy Chief Executive Officer The Hon Judith Troeth AM. Board Chair Austin Health is exceptionally well placed to continue to provide outstanding care for Victorians, despite challenging economic conditions. We have made enormous advances in our clinical services, supported by our strong and growing tradition in teaching and research. Recent achievements include the opening of the world class Olivia Newton-John Cancer & Wellness Centre (ONJCWC), expansion of The Surgery Centre with fast track joint replacement surgery and Australia's first multi-visceral intestinal transplant.
2 We have a highly engaged workforce, seven years of strong financial performance, a number of new facilities and an enduring culture of redesign and innovation. We have played a lead role in the deployment of clinical information systems and new models of clinical workforce. With all of these advantages, however, we need to step up to the next level if we are to continue to lead and thrive. The next five years are likely to be amongst the most challenging we have seen in the public health system in Australia. There are pressures on government revenue which will limit the ability of governments to support growth in demand and the cost of service provision. Ageing baby boomers will not just impact heavily on the health system, but they also comprise a number of our most experienced and long serving staff, who will soon retire. 5 Austin Health Strategic plan 2013 17. More than ever before, we need to ensure Our health workforce must become even more that all of our beds are used optimally.
3 Inpatient productive if we are to meet growing demand hospital beds should only be occupied by those with high quality care in a very tight budget needing active treatment. Patients and clients environment. This is a challenging concept to more appropriately managed in community the clinical workforce which rightly sees itself settings need to stay in those settings or return as very committed and already very hard working. to them as soon as acute or subacute treatment There is great potential to further extend the is concluded. This necessitates robust scope of clinical practice of our highly trained partnerships with other health and community clinicians. Many could readily take on more service providers and a much more outward- advanced clinical tasks, freeing up the simpler looking focus from Austin Health. tasks for others. Workforce restructure with role flexibility and redesign will be the key Our resources must be directed towards the distinguishing feature of a successful health delivery of outcomes that the individual patient service in five years time.
4 Actually wants. A much stronger holistic focus, particularly for patients approaching the end Austin Health is well placed to build on our of life, will be required to ensure our resources recent achievements in this area and will be are focused on those areas where they can a leader in workforce redesign. deliver maximum benefit, in a world where there is an increasingly wide range of possible Our biomedical research, in partnership with therapeutic options. universities and research institutes, is highly reputable and we have built, over the last five A continual challenge for Austin Health is years, structures and facilities to further support the competition for resources between our its development. A strong research culture is important obligations as the 'local hospital' a major determinant of the quality of health to the community of North East Melbourne care. There are, however, big challenges in the and our state-wide tertiary and quaternary research world as well.
5 Competition for funding services, such as transplant services. There is no is becoming fierce. We now have an environment easy answer to this issue, but we need to build where isolated research groups need to come on our strengths and look for aspects of service together to survive and where our university provision that others could better deliver. partners are facing immense funding challenges similar to those of health services. Our staff are our most valuable resource. We are particularly proud of our established A big but exciting change in the next five years leadership role in clinical education and training. will be the need to comply with the National We recognise that the challenges of the next Safety and Quality Health Service Standards. five years will need even stronger staff We greatly welcome a much greater national engagement and committed leadership. focus on core patient care outcomes and can Leadership development will be a critical see many benefits to patient care in ensuring focus for this next five years.
6 Compliance with the new Standards. This plan has been the product of almost six months of consultation: with our community, patients, staff, partners and Government. We aim to strive hard to measure our success against the objectives in this plan . We look forward to working with our many partners, funders and supporters and, of course, our patients and community, over the next five years to deliver outstanding patient care, research and education. 6 Austin Health Strategic plan 2013 17. Overview of Austin Health Austin Health is a long established major Austin Health is an internationally recognised academic public health service providing leader in clinical teaching and training, and is healthcare, health professional education affiliated with eight universities. In addition, and health research. we are the largest Victorian provider of training for specialist physicians and surgeons. Located in north-east Melbourne, we provide a comprehensive range of acute, sub-acute and Through the internationally renowned Austin mental health services, specialist clinics and LifeSciences, Austin Health brings together outreach services to our local community.
7 Over 800 researchers and several leading research institutes: Austin Health is also the state-wide provider of a range of specialist services, some > The clinical departments of the of which include the: University of Melbourne > The Florey Institute of Neurosciences > Victorian Spinal Cord Service and Mental Health > Victorian Respiratory Support Service > Ludwig Institute for Cancer Research > Victorian Liver Transplant Service > Institute for Breathing and Sleep > Acquired Brain Injury Unit > Parent-Infant Research Institute > Child Mental Health Inpatient Unit > Spinal Research Institute. > Austin Toxicology Service > Victorian Poisons Information Centre Austin Health is also renowned for its specialist work in cancer, neurology, endocrinology, mental health, infectious diseases, rehabilitation, sleep medicine, intensive care, emergency medicine and a range of other specialties. Austin Health is one of Victoria's largest healthcare providers, employing over 8,000. people over several locations, including Austin Hospital, Heidelberg Repatriation Hospital (HRH), the Royal Talbot Rehabilitation Centre (RTRC).
8 7 Austin Health Strategic plan 2013 17. Over 8,000 staff At Austin Health, we take pride in providing high quality patient care to a diverse multicultural population, including Aboriginal and Torres Strait Islander people, a significant veteran community, 99,552 inpatient and to our local, rural and interstate communities. Our patient-focused approach to clinical service admissions redesign and planning guarantees our patients the best experience and health outcomes, now and in the future. 2,009 admissions Austin Health has an excellent reputation as an to our Hospital in employer with highly engaged staff a status confirmed by a 2012 staff engagement survey the Home program that benchmarked us top among our peers. Our employees cite reputation and education opportunities as being among the top reasons 24,200 operations they choose to work with us. As part of a broader healthcare system, 186,485 attendances Austin Health works closely with other healthcare providers to collectively deliver a comprehensive to 360 specialist clinics and accessible mix of services.
9 Austin Health was named the 2012. 80,100 attendances Metropolitan Health Service of the Year in recognition of our strong commitment to a range of allied to delivering excellent services, experience and outcomes to our communities. health clinics 68,168 emergency department attendances 8 Austin Health Strategic plan 2013 17. Our Strategy at a Glance Our purpose Our Vision Austin Health is a major provider Outstanding of tertiary health services, health patient care, professional education and research in the northeast of Melbourne research and education 1. Patient experience is exceptional 2. Global leader in specialised care and research 3. Deliver outstanding care 4. Excellent place to work and learn 5. Productive and sustainable organisation Integrity Accountability Respect Excellence We exercise honesty, We are transparent, We treat others with dignity, We continually strive candour and sincerity responsible and consideration, equality for excellence answerable and value 9 Austin Health Strategic plan 2013 17.
10 Our Community Local catchment population Bendigo Austin Hospital Ballarat Melbourne Heidelberg Repatriation Hospital Royal Talbot Rehabilitation Centre Geelong Morwell Whittlesea Hume Nillimbik Melton Darebin Yarra Ranges Banyule Moreland Manningham Boroondara Whitehorse Wyndham Monash Kingston Cardinia Casey Frankston Local catchment population Austin Hospital Heidelberg Repatriation Hospital Royal Talbot Rehabilitation Centre Morninton Peninsula Nillimbik le Yarra Ranges Austin Health serves a local catchment population The catchment is characterised by: nningham of approximately million people, living in > High levels of cultural diversity in six of our itehorse eight local government areas (LGAs): Banyule, eight catchment LGAs ash Boroondara, Darebin, Hume, Manningham, Moreland, Nillumbik and Whittlesea. > A high proportion of Aboriginal & Torres Strait Islander people in Darebin Cardinia Over the life of this plan , the catchment is > Pockets of socio-economic disadvantage.