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Concord Repatriation General Hospital

Strategic Plan

2014–2018

Sydney... it’s your local health district

CONCORD REPATRIATION GENERAL HOSPITAL STRATEGIC PLAN 2014–2018

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ContentsForeword 3

Executive summary 7

Vision, mission and values (core values) 8

Introduction 9

Our community 12

Our services 14

Our patient consumers and carers 19

Our staff 20

Our research and education 21

Our organisation 22

Goals and strategies 24

References 54

Appendices 55

Definitions 57


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Foreword Concord Repatriation General Hospital (CRGH, or Concord) is proud of its healthcare service excellence and leadership in clinical care. This Strategic Plan (2014–18) provides a framework to support the ongoing development of these key attributes.

Since its establishment as the 113th Australian General Hospital in 1941, Concord has built on its strengths of providing quality health services to returned servicemen and women and local communities, as well as undertaking world class clinical education and research.

Concord is now one of the premier teaching hospitals in NSW, providing secondary, tertiary and quaternary level services to patients and their families from across Sydney, NSW and Australia.

Our vision, to achieve excellence in healthcare for all, is consistent with the directions of the NSW Ministry of Health articulated in Healthy People – Now and in the Future:

• Tokeeppeoplehealthy

• Todeliverhighqualityhealthservices

• Toprovidethehealthcarepeopleneed

• Tomanagehealthserviceswell

The key purpose of the NSW public health system and CRGH is to help people stay healthy and to provide them with access to timely, high quality and patient-centred health care. Achieving this requires clear priorities, supportive leadership and staff working together, underpinned by the CORE values of:

• Collaboration–Improvingandsustainingperformancedependsoneveryoneinthesystemworkingasateam.

• Openness–Transparentperformanceimprovementprocessesareessentialtomakesurethefactsareknownand acknowledged, even if at times this may be uncomfortable.

• Respect–Theroleofeveryoneengagedinimprovingperformanceisvalued.

• Empowerment–Theremustbetrustonallsidesandatalllevelswithresponsibledelegationofauthorityandaccountability.

Further, CRGH will work in collaboration with Sydney Local Health District and the NSW Ministry of Health, to achieve the following:

• Keepingpeoplehealthyandoutofhospital.

• Providingworldclassclinicalserviceswithtimelyaccessandeffectiveinfrastructure.

• Deliveringqualityservicestomentalhealth,dentalhealthandAboriginalhealth.

• Managinghealthserviceswellandpromotinglocaldecisionmaking.


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This Concord Plan builds on the Sydney Local Health District Strategic Plan and sets out the strategy for the Hospital over the next five years. We have based this plan on seven domains which reflect our key focus in delivering health service excellence to our local communities.

These are:

• OurPatients,Consumers,Carers • OurStaff • OurCommunity

• OurServices • OurEducation • OurResearch

• OurOrganisation

Goals, feasible strategies and achievable timeframes have been identified for each domain.

On behalf of the Concord Repatriation General Hospital Executive I would like to thank the staff and community members who shared their time, views and expertise to provide input into the development of this plan.

Concord Hospital is proud to deliver its first Strategic Plan under Sydney Local Health District. We are confident that the adoption and implementation of this plan will ensure that CRGH continues to be at the forefront of health service delivery in Australia.

Mr Tim SinclairGeneral Manager


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Executive SummaryThe Concord Repatriation General Hospital Strategic Plan, aligned to the Sydney Local Health District Strategic Plan, has been developed to outline the hospital’s commitment to the priorities of the NSW 2021 State Plan and the Future Directions for Health in NSW – Towards 2025.

The key actions in developing this Strategic Plan included:

1. Reflection on the previous Concord Hospital Strategic Plan

2. Review of demographic and local population data, consideration of the changing healthcare delivery and models of care

3. Alignment to the Sydney Local Health District (SLHD) Strategic Plan and values

4. Consultation with senior managers and heads of departments.

The five year Strategic Plan provides a future direction for the hospital consistent with community needs, staff aspirations and our SLHD vision and mission.

Our Goals for 2014-18

This five year plan commits Concord to continue to improve healthcare quality, deliver safe appropriate care, ensure access to services, support our workforce, and work closely with the Sydney Local Health District and local community to manage the increasing demand for services, capital planning, infrastructure replacement, technology investment and service development will be required to meet future challenges and to ensure a sustainable future for the hospital.

Concord Hospital has identified strategies within this Strategic Plan to achieve its vision, To Achieve Excellence in Healthcare for All, and is committed to ensuring that our core business is focused on improving patient-centred care.

Concord intends to be a leading organisation that truly values staff involvement by engaging clinicians and managers in a genuine partnership. There is a clear framework for shared accountability and involvement in strategic and operational decision-making that includes regular meetings with staff, managers and departments.

Our detailed actions are outlined in the Goals and Strategies section of this document.


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Vision, Mission and Values The Sydney Local Health District (SLHD) Strategic Plan outlines the vision, core values and domains for which goals, strategies and timeframes were developed to support the delivery of healthcare that: • keepspeoplehealthyandoutofhospital• providesworldclassclinicalserviceswithtimelyaccess• promoteslocaldecision-making.

The Concord Repatriation General Hospital Strategic Plan is based on the seven domains identified within the SLHDplan.Theseare:• Patients,Consumers,Carers • Services• Staff• Education• Organisation• Community• Research.

Thesedomainsreflectthekeyhealthcareconcernsthatareintegraltoourbusinessandrepresentopportunitiesforthefuture.

OurvisionmirrorsthatoftheSLHD“ToAchieveExcellenceinHealthcareforAll”byensuringthecommunityhasequitableaccesstohighqualitypatient-centredcarethatis:• timely,evidence-based,culturallyappropriateandefficient• providedbyhighlyskilledstaffwhoarecommitted,accountableandvalued• Supportedbyleadingedgeresearch,educationandtechnologies.

TheMinistryofHealthCoreValueshavebeendirectlyadoptedbySLHDandCRGH.Theseare:• Collaboration–Improvingandsustainingperformancedependsoneveryoneinthesystemworkingasa

team • Openness–Transparentperformanceimprovementprocessesareessentialtomakesurethefactsare

knownandacknowledged,evenifattimesthismaybeuncomfortable• Respect – The role of everyone engaged in improving performance is valued • Empowerment – There must be trust on all sides and at all levels with responsible delegation of authority

andaccountability.

The following values that were established through staff consultation in 2009 continue to underpin these Core Values.Theyare:• Patient-centredcare• Respect• Communication• Teamwork• Accountability• Supportingandvaluingstaff• Innovation.

Thesevaluesapplytoourstaffandthewaythehospitalconductsitsbusiness.Theyformthebasisfordecisionsandactionsonwhichthehospital’sperformancedepends.


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IntroductionHistory of the Concord Repatriation General Hospital

Concord Hospital was established as the 113th Australian General Hospital for the Australian Army. The 2000 bed multi-storey building was completed in 1942 and the architectural firm, Stephenson & Turner, was awarded the Sir John Sulman medal for Merit in Architecture in 1946.

Following the Second World War, the hospital became a repatriation hospital for returned servicemen under the jurisdiction of the Commonwealth Government, with a change in name to Repatriation General Hospital, Concord. In 1963 the Hospital became a teaching hospital of the University of Sydney, and the Clinical School was opened.

In the 1970s changing demographics saw the Hospital providing a greater percentage of care to general patients. Facilities were upgraded and a unit specialising in the treatment of burns was created. By March 1990 the Surgical and Diagnostic Facility was opened. This included modern operating rooms and sterilising services, medical imaging and the entrance foyer, which features a memorial stained glass window of the Hospital Ship Centaur (pictured). In 1993, the Hospital was transferred to the Central Sydney Area Health Service as a public hospital and renamed Concord Repatriation General Hospital. Although no longer under the jurisdiction of the Department of Veterans Affairs, the Hospital retained its historical linkages to the veterans’ community in NSW. On Remembrance Day 1995 the ANZAC Health and Medical Foundation was launchedandin1996theKokodaTrackMemorialWalkway was opened.

Facility modernisation undertaken in the early 2000’s included single and multi-bed patient accommodation, a burns theatre, cardiac catheter laboratories, a 10-bed haemodialysis unit, the Ambulatory Care Endoscopy Unit (ACE) and the Aged Care and Rehabilitation Precinct.

The ANZAC Research Institute was established in 2000 and is now a flourishing biomedical research institute with a primary focus on ageing and translational research.

On 1 January 2005 the Central Sydney Area Health Services became part of the Sydney South West Area Health Service (SSWAHS). Medical imaging expanded to include Magnetic Resonance Imaging (MRI) and digital operating rooms and the Medical Assessment Unit (MAU) were opened.

In April 2008, a new purpose built 174 bed Concord Centre for Mental Health facility was opened.

In 2009 the Cancer Survivorship Gymnasium and the Bernie Banton Centre, which houses the Asbestos Diseases Research Institute, were opened. The Institute is the world’s first stand-alone research facility dedicated to addressing issues associated with exposure to asbestos.


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Our hospital today

In 2011, as part of the National Health Reform process, Area Health Services in NSW transitioned into Local Health Districts and the Sydney Local Health District (SLHD) was established. The SLHD has the legislative responsibility to provide for the healthcare of the community within the District boundaries and to manage its public healthcare facilities. CRGH is one of five hospitals within the SLHD.

Concord is a principal referral group A1 hospital with tertiary affiliations to the University of Sydney. A range of specialty and sub-specialty services are provided, many of which are recognised nationally and internationally as centres of excellence. These services include the statewide burns service, haematology, oncology, cardiology, respiratory, aged care and a range of surgical services including colorectal, ENT, orthopaedics, plastics and neurosurgery.

Concord has a long established reputation of excellence in the provision of healthcare services, with consecutive accreditation by the Australian Council on Health Care Standards since 1979.

Concord contributes to the local economy as a service provider and employer of more than 2000 staff.

In 2011/12 the hospital:• deliveredcareto48,926inpatients• performed12,044surgicalprocedures• providedservicesto519,732outpatients• mettheneedsof34,695people who presented to the Emergency Department.

Our achievements

The previous CRG Hospital Strategic Plan (2010-13) sought to improve health through promoting healthily lifestyles, obesity management and surgery, ensuring a smoke-free work environment and introducing healthy workforce initiatives.

The plan included disability access initiatives, effective and timely complaint management, opening additional funded beds, improving emergency and elective surgery performance, and ensuring efficient management of wait lists. Concord completed emergency department and patient flow reviews that informed performance and resulted in a ‘First case on time start’ plan. Concord improved access for non-inpatient and community care with the commissioning of clinics for the management of falls and wounds, additional renal dialysis chairs and support for outreach services such as the telehealth dementia service at Broken Hill and a cardiac clinic service at Brewarrina.

Over the three-year period the hospital maintained a collaborative approach to health care delivery with co-located services in mental and drug health. Concord provided support to a number of facilities within the former Sydney South West Area Health Service (SSWAHS) including radiology and clinical support services to Canterbury Hospital, haematology support to Bankstown Hospital, and surgical support for Liverpool, Bankstown and Fairfield hospitals. Corporate relationships with HealthShare NSW were developed following the transitioning of linen and food services.

Concord embraced information technology opportunities through the implementation of PACs/RIS for medical imaging, and provided a leading role in the development and implementation of electronic prescribing and medication management. Commitment to research was strengthened with the opening of the Bernie Banton Centre, named in honour of the late asbestos campaigner.

Concord was flexible and responsive to risk and opportunity during the 2010-12 period. The NSW Health Integrated Risk Management model was implemented and health and safety in the workplace was promoted. Sustainability strategies were implemented that resulted in external recognition for our operating theatre waste management program.


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Planning for the next five years

In developing the Concord Strategic Plan, an Executive and senior staff planning day was conducted to review progress against the previous strategic plan, and to identify key priorities, initiatives and opportunities. A significant aspect of the development of the SLHD Strategic Plan (2014–2018), was the staff and community forums. Over 450 people attended these forums from across the District. The feedback and outcomes were consolidated and utilised to inform the District’s Strategic Plan. Subsequent to the Concord executive and senior staff planning day the draft Strategic Plan was presented to the Concord Clinical Council and circulated for wider staff consultation.

Keyprioritiesoutlinedinthisplanare:•TodevelopaMasterPlanfortheConcordsite,including º Aged care º Ambulatory care º ED imaging º Cancer centre •TodeliverhighqualitycareconsistentwiththeNationalSafetyandQualityHealthcareStandards(NSQHS)•ToestablishAmbulatoryCareServicesandanambulatoryprecinct•Todevelopthenewpalliativecareservice•Toimprovepatientflowandthroughput•Toworkwithourcommunitiesandconsumers,includingourveterans•ToengagewiththeInnerWestSydneyMedicareLocal•Tofacilitateresearchanddevelopment•Tocontinuetorollouttheelectronicmedicalrecord


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Our CommunityConcord Hospital has both a strong focus on meeting the healthcare needs of the local area, and also plays a role as a multi-specialist tertiary referral hospital, receiving patients from across NSW for specialised consultative healthcare, advanced medical investigation and treatment of complex or life threatening conditions.

Concord is situated on the northernmost peninsula of Concord West, between Brays Bay and Yaralla Bay on the Parramatta River. It is located in the City of Canada Bay Local Government Area (LGA), and close to several major arterial roads, bus routes and the train network. Neighbouring LGAs include Strathfield, Burwood, Ashfield, Ryde (NSLHD) and Auburn (WSLHD).

At the time of the 2011 Census:

• ThepopulationoftheCityof Canada Bay LGA in 2011 was 75,762, living in 32,145 dwellings with an average household size of 2.52. 19.6% of the population was aged between 0 and 17, and 19.0% were aged 60 years and over, with a median age of 37.

• ThepopulationofBurwoodCouncil LGA in 2011 was 32,423, living in 11,939 dwellings with an average household size of 2.80. 18.2% of the population was aged between 0 and 17, and 19.1% were aged 60 years and over, with a median age of 35.

• ThepopulationofStrathfieldCouncil LGA was 35,188, living in 12,744 dwellings with an average household size of 2.87. 20.3% of the population was aged between 0 and 17, and 16.2% were aged 60 years and over, with a median age of 33.

In 2011/12, 50.7% of inpatient separations in Concord were recorded as District residents. The greatest number of District residents were from City of Canada Bay LGA (18.1% of total hospital separations), followed by Canterbury LGA (8.7%), Burwood LGA (7.2%) and Strathfield LGA (6.7%).

Inflows to the hospital (residents of other Districts treated at Concord) were highest from Western Sydney LHD (15.2% of total hospital separations), Northern Sydney LHD (12.7%) and South Western Sydney LHD (10.4%).

The estimated population projections for the Concord catchment and neighbouring areas indicate new areas of urban infill and Greenfield developments are to result in significant population growth across Canada Bay, Auburn and Sydney Olympic Park areas, including an additional:

• RhodesPeninsular:16,000people • SydneyOlympicPark:2,000people

• WentworthPoint:15,000people • RydeandPutney:2,000people


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• BreakfastPoint:6,000peopleThe demand for healthcare services within the local catchment area will continue to grow over the next 10-15 years with a predicted 19% growth in the Canada Bay LGA.

The following table summarises the standardised separation rations for key diseases and conditions for three of Concord’s catchment LGAs.

NSW hospitalisations per LGA, Standardised Separation Ratios (smoothed estimate)

Disease /Condition Year Burwood Canada Bay Strathfield

Alcohol 2010/11 to 2011/12 68.7 87.8 76.7

COPD* >65yr 2009/10 to 2010/11 42.5 61.7 51.2

Coronary heart disease

2009/10 to 2010/11 64.4 56.2 65.7

Diabetes 2009/10 to 2010/11 96.2 80.7 95.6

Falls >65yr 2010/11 to 2011/12 104.1 99.9 99.3

High BMI* 2010/11 to 2011/12 72.2 77.1 67.1

Smoking 2010/11 to 2011/12 67.6 68.2 68.2

Source: Centre for Epidemiology and Evidence. Health Statistics New South Wales. Sydney: NSW Ministry of Health. Available at: www.healthstats.nsw.gov.au. Accessed December 2013.*Abbreviations: COPD – Chronic Obstructive Pulmonary Disease; BMI – Body Mass Index (weight in kg/height in metres). Definitions: A separation is a formal process whereby an inpatient leaves a hospital after completing an episode of care.

Improving communication and shared care opportunities with external service providers such as General Practitioners, Allied Health Practitioners and Nursing Homes is a key priority for this five year plan. We will seek to develop and improve community engagement by working with community groups, volunteers, community representatives and participation in community events.

For our Community:

• Improvecommunicationandplanningforclinicalpracticesandservicesbymanagingour relationships and partnerships

• Maintainreferralsource/competitiveedgethroughengagementwithgeneralpractitioners. The hospital will work with the Inner West Sydney Medicare Local.

• Supportcliniciansandserviceprovidersincommunityhealththroughinitiativesthatidentifyhealth needs that can be meet by complementary non acute healthcare service delivery

• Keepthecommunityinformedandengagedinplanningforthefuturethroughcommunityparticipation


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Our ServicesThe following table outlines the services at CRGH

Clinical Stream/CRGH Site Service Group

Gastroenterology and liver Colorectal surgery EndoscopyGastroenterologyGeneral surgeryHepatobiliary surgeryUpper GIT surgery

Critical care AnaestheticsBurns ambulatory dare, burns operating rooms, burns unitEmergency department HDUICU

Cardiovascular Cardiac rehabilitation CardiologyHeart failure servicesHypertension unitRenal medicineVascular medicineVascular surgery

Neurosciences, bone and joint, plastics

Clinical immunology and allergy/HIV medicineENT surgeryHand surgeryInfectious diseasesNeurology/strokeNeurosurgeryOphthalmologyOrthopaedic surgeryPain medicinePlastic and reconstructive surgeryRheumatology

Cancer services Breast surgery Clinical haematologyDermatologyEndocrine surgeryGynaecological oncologyHead and neck surgeryMedical oncologyPalliative careUrology

Medical imaging RadiologyGeneral ultrasoundNuclear medicine


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Clinical Stream/CRGH Site Service GroupAged care and rehabilitation Geriatric medicine

Rehabilitation medicineTransitional careAged care community servicesCarer respiteCognitive and behavioural disorder of the elderlyOutreach clinical services and telemedicine

Complex care, general practice and general medicine

AndrologyDental, oral medicineGeneral medicineGeneral practiceEndocrinology including diabetesInfectious diseasesClinical Immunology and allergy/HIV medicineClinical geneticsRespiratory medicineMedical ambulatory care servicesOutreach clinical services and telemedicineMedical assessment unit (MAU)Molecular medicineThoracic surgery

Women’s health and neonatology Gynaecology

Allied health Allied health administrationNutrition and dieteticsOccupational therapyPhysiotherapyPodiatryPsychologySocial workSpeech pathology

Corporate and clinical support Child care centre, commercial services administration, engineering services, environmental and security services, mail room, residential accommodation, sterilising services, switchboard, supply distribution Case-mix and statistics, executive management, retail services, finance, human resources, ISD, marketing and fundraising, medical administration, medical records, medical teaching, nursing education, nursing executive, nursing resources, WHS, outpatient administration, pastoral care, quality improvement, research and ethics, staff health, veteran liaison, volunteers, ward secretaries, patient registration and admissionsAmbulatory care clinics, biomedical engineering, CAPAC, DOSAC, discharge lounge, infection control nursing, library, operating suite, pharmacy, preadmission clinic


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Clinical Stream/CRGH Site Service GroupCo-located services Mental Health

Adult mental healthChild and adolescent mental healthPsychogeriatricsSpecialist mental health services for older peopleSpeciality programsYouth mental health

Drug Health Opiod treatment programInpatient and outpatient detoxificationResidential rehabilitationHospital consultation and liaisonMedical outpatient clinicsCounselling

Partnership/hosted services Laboratory ServicesAnatomical pathology (including cytopathology)MicrobiologyMolecular diagnosisSerologyImmunopathologyClinical chemistryLaboratory geneticsLaboratory haematology (including blood bank)Clinical pathology (including endocrinology and toxicology)

Third party provider partnerships Food services (HealthShare NSW)Linen (HealthShare NSW)HRIS (SLHD)Payroll (HealthShare NSW)Supply services (HealthShare NSW)Combined LHD transport services

The following table indicates hospital activity for two financial years

Hospital Activity 2010-11 2011-12

Separations 47,990 48,899

% of same day separations 62% 60%

Total bed days 227,412 232,130

Average LOS (acute) include SD 4.16 4.08

Daily average of inpatients 131.48 133.97

Bed occupancy rate 93% 92%

Acute bed days 202,040 199,270

Non-admitted patient services 415,228 519,732

Daily average available beds 456 475

Source: SLHD Performance Unit


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The following figures shows the relative number of hospitalisations for selected priority diseases and conditions at Concord.

Clinical Activity increased over the last five years with a 16% increase in hospital admissions and an 18% increase in Emergency Department presentations. A 27% increase in admissions is projected between 2009 and 2021.

Figure 2: Projected Concord hospital activity 2009–2021

0

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20000

30000

40000

50000

60000

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2009 2016 2021

Over night Admissions

Day only Admissions

Overnight admissions

Day only admissions

Source: AIM 2011


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For our Services:

• Acomprehensivemodernenvironmentinwhichtodeliverhealthcarebasedoncapitalplanning

• Patient-centredqualityhealthcarethatmeetsconsumerandcommunityexpectationsthroughserviceplanning

• Modificationandenhancementtomodelsofcareandinformationsystems

• Managementandongoinginvestmentinphysicalassetsincludingplant,equipmentandfacilities

• Efficiencies,clinicalcarebenefitsandtechnologicaldevelopmentsrealisedviaequipmentreplacementprogramming

• Operationalperformanceandaccountabilityandmanagement.

Our hospital’s key challenges include:

• thechangingdemandforhealthcareservicesasthepopulationages

• thegrowthinemergencypresentationsandtheassociatedbestpracticesperformancetargets

• determiningtherightbalanceofcaredeliveryforourchanginglocalcommunity

• recruitingandmaintainingaflexibleworkforceinacompetitiveenvironmentwithchanginggenerationalexpectations

• providingastatewideroleinburnscaredelivery

• managingourageinginfrastructurewithsomebuildings,plantandequipmentreachingtheendoftheirprojected lifespan

• sustainingourcapacitytodeliverinnovativeclinicalservices,researchandfinancialperformanceinanenvironment of fiscal restraint

Service Priorities:

Keyservicesidentifiedfordevelopmentare:

• Palliativecareunit(20beds)

• Operatingtheatresandradiology

• Ambulatorycare

• Emergencydepartment

• Hospitalinthehome

• TheConcordcancercentre

• TheAgedCareandRehabilitationPrecinct


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Our Patients, Consumers and Carers

Concord Hospital has a strong patient-centred approach to care based on evidence and research.

Communication between the hospital teams and general practitioners will be strengthened and there will be further investment in information technology. To ensure patients, consumers and carers have better access to information the hospital will update its website and explore opportunities for social media and e-communication.

For our Patients:

• Patientcaredeliverythatiswellinformedandappropriatethrougheffectivecareplanningandfullimplementation of the Essentials of Care Program

• Abetterexperiencethroughconsumerengagementinhealthcaredecisions

• Communicationthatisamainstayofcaredelivery

• Improvedearlyintervention,primaryhealthcaredeliveryandthecontinuumofcarethroughflexibleandappropriately resourced models of care

• Continuingongoingcarewithinthecommunitythroughknowledgeofandaccesstosupportservices

• Timelyimprovedaccessthroughmonitoredandmanagedwaitingtimesforclinicalservices

• Ahospitalthathasthecapacitytomeetincreasedactivitythroughinvestmentinserviceplanning

Over the next five years Concord will strive to improve its interface with the community by strengthening its relationships with Canada Bay Council, Department of Veterans Affairs, general practitioners and the Inner West Sydney Medicare Local. We will be proactive in our encouragement of volunteer programs, community participation and representation on our committees.


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Our StaffOur staff, both clinical and non-clinical, are our most valuable resource and fundamental to our success in delivering patient and family centred care.

Concord is committed to showing respect for our workforce through sustained and reasonable workloads, promotion of a healthy work/life balance and staff recognition programs. We remain focused on identifying potential leaders and employees who inspire others to achieve.

For our Staff:

• Staffhealthandwellbeingandasafeworkplace

• Wellinformedandconsultedstaffwhosharetheirskillsandknowledgethroughopen,effectivecommunication and engagement

• Staffparticipationandengagementinanenvironmentthatfostersempowermentandtrust

• Staffprofilesandachievementsthatarepromotedandrecognisedlocally

• Patientcareandservicesthataresupportedbyanappropriatestaffprofileandskillsmix

• Servicepartnershipsthatsupportasafe,productiveworkplace.


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Our Research and EducationResearch

Concord is renowned for its teaching and scientific achievements in partnership with the University of Sydney and other prestigious research entities. This includes:

• Asbestos Diseases Research Institute (ADRI) with research associated with asbestos related diseases and a focus on early detection, prevention and treatment for patients with mesothelioma

• ANZAC Research Institute with research programs in andrology, neurobiology, biogerontology, bone biology, vascular biology, cancer pharmacology, burns and reconstructive surgery, Concord Health and Ageing in Men Project (CHAMP), Australian Vietnam Veterans Health Study and dendritic cell biology

• Centre for Education and Research on Ageing (CERA) Centre for Education and Research on Ageing (CERA) has a research and education focus on geriatric medicine and the epidemiology of ageing.

Concord Hospital provides a research travel scholarship program for postgraduate students, nurses, and allied health professionals, medical, surgical or scientific staff who have a principle appointment at the Hospital.

The hospital is committed to positively growing its research and encouraging a spirit of discovery and enquiry.

For our Research:

• Strategicresearchpartnershipsthatfostercollaborativerelationships,multidisciplinaryresearch and innovation

• MaintenanceofConcord’snationalandinternationalreputationthroughsustainableinvestmentinresearch

• Clinicalleadershipthatoptimisespatientoutcomesthroughapplicationofproveneffectivehealthcareintervention resulting from research

Education

This Strategic Plan recognises the strong commitment of the SLHD to education. Training should be relevant, and adequately resourced to match learning expectations. Staff need to be supported to undertake career and personal development.

This plan commits Concord to advocate within the SLHD for appropriate training methodologies and relevant mandatory training delivery that results in measurable learning outcomes. Additional computers will be provided for staff to access online education. We will also actively engage in the provision of rostered time for staff to complete mandatory training. We have committed to identifying and developing staff to become ‘in-house’ trainers and clinical nurse educators and we continue to support staff undertaking external education.


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For Our Education:

• Improvedstaffdevelopment,jobsatisfactionandcareerfocusthroughformalandinformalmentoringopportunities

• Safe,highqualityandresponsivecareforpatientsthroughinvestmentineducationandtraining

• Continuedrecognitionasanemployerofchoicewithinhealthcare,byprovidingopportunitiesforadvancement and demonstrating that staff are valued

• Mandatorytrainingprovisionthatmeetshealthcarestandardsinamannerthatprovidesforclarity and consistency in learning, and flexible delivery across the whole workforce.

Our OrganisationSLHD has a well-defined clinical and corporate management structure, with clinical streams and facilities jointly taking responsibility for the delivery of services.

The Concord General Manager is responsible for establishing and maintaining an organisational structure that ensures that the decisions of the SLHD and Ministry of Health are implemented, the day-to-day management of the hospital’s operations is in accordance with both the Hospital and SLHD strategic plans, and that key performance indicator targets are met.

Keyorganisationalobjectivesinclude:

• highqualitypatientandfamilycenteredclinicalservices

• improvementinpatientflow

• improvementsinperformance

• improvementsinoutcomes

• researchandeducation

• resourcemanagementandinfrastructureimprovement

• effectivechangemanagement

• developingpartnerships

• improvedcommunication

• communityandconsumerengagement.


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The governance arrangements include both gazetted and hospital management committees with clearly specified authority and responsibilities. Peak committees within the hospital include:

• ClinicalCouncil

• ExecutiveCommittee

• QualityandRisk

• MedicalStaffCouncil

• FacilityOperationsCommittee

• AlliedHealthCommittee.

For Our Organisation:

• Healthcaresafetyandquality,operationalperformanceandaccountabilityasaresultofeffectiveperformance monitoring/management

• Sustainabilityembeddedincapitalplanningandintegratedenvironmentalperformancethrough appropriate procurement, transport, energy, water and waste management

• Minimisedstrategicuncertainty,realisedopportunities,asuccessfulActivityBasedFundingimplementation,and Work Health and Safety performance through effective risk management

• Strengthenedgovernanceandacooperativeculturethatsupportsopenandtransparent communication and decision-making


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ER

AL

HO

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Pat

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201

4–2

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27

Pat

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201

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nnin

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r E

duca

tion

and

Res

earc

h fa

cilit

ies.

Syd

ney

Uni

vers

ity E

duca

tion

Cen

tre

an

d C

linic

al s

choo

l

CO

NC

OR

D R

EPA

TRIA

TIO

N G

EN

ER

AL

HO

SP

ITA

L S

TRA

TEG

IC P

LAN

201

4–2

018

41

Ser

vice

sS

LHD

Goa

l C

RG

H O

bjec

tive

Str

ateg

yK

ey A

ctio

n(s)

Who

le o

f life

op

timis

atio

n,

man

agem

ent a

nd

ongo

ing

inve

stm

ent i

n ph

ysic

al a

sset

s in

clud

ing

plan

t, eq

uipm

ent a

nd

faci

litie

s ba

sed

on a

m

aste

r pl

anni

ng p

roce

ss.

Impl

emen

t a s

trat

egy

to

mai

ntai

n ou

r ph

ysic

al

asse

ts.

Eng

inee

ring

Dep

artm

ent s

ite

asse

ssm

ent f

or d

evel

opm

ent a

nd

man

agem

ent o

f RM

R b

uild

ing

asse

t pl

an

Infra

stru

ctur

e re

plac

emen

t prio

ritis

atio

n an

d bu

dget

allo

catio

n

• L

iftre

plac

emen

tin

build

ing

2.L

ift

5 an

d 6

prog

ram

min

g up

grad

e (p

endi

ng fu

ndin

g av

aila

bilit

y)

•S

teril

isin

g/S

team

refu

rbis

hmen

tand

eq

uipm

ent u

pgra

de

•P

arki

ngs

yste

mu

pgra

des

and

HR

CP

re

surfa

cing

sta

ge 4

•A

cces

sibl

epa

thw

ayc

onne

ctio

ns

asse

ssm

ent a

nd s

yste

mat

ic u

pgra

de

in s

uppo

rt o

f the

SLH

D D

isab

ility

plan

• R

efur

bish

the

cafe

teria

• Id

entif

yop

port

uniti

esw

ithin

ong

oing

si

te re

furb

ishm

ent t

o in

clud

e sh

ower

ac

cess

Impl

emen

t a s

trat

egy

to

impr

ove

staf

f am

eniti

es

CO

NC

OR

D R

EPA

TRIA

TIO

N G

EN

ER

AL

HO

SP

ITA

L S

TRA

TEG

IC P

LAN

201

4–2

018

42

Ser

vice

sS

LHD

Goa

l C

RG

H O

bjec

tive

Str

ateg

yK

ey A

ctio

n(s)

Impr

ove

e-le

arni

ng

acce

ssId

entif

y re

furb

ishm

ent o

ppor

tuni

ties

to

expa

nd e

-lear

ning

acc

ess

incl

udin

g re

deve

lopm

ent o

f the

Env

ironm

enta

l S

ervi

ces

depa

rtm

ent

Mas

ter

plan

ning

re

deve

lopm

ent o

f ex

istin

g fa

cilit

ies

• O

pera

ting

thea

tre

and

DO

SA

C

stag

ed re

furb

ishm

ent i

nclu

ding

ex

plor

atio

n of

opt

ions

for

diag

nost

ic

hybr

id la

b

• E

xplo

reo

ptio

nsw

ithN

SW

Pat

holo

gy

for

rede

velo

pmen

t of A

nato

mic

al

Pat

holo

gy

•R

adio

logy

sta

ged

refu

rbis

hmen

t

Effic

ienc

ies,

clin

ical

ca

re b

enefi

ts a

nd

tech

nolo

gica

l de

velo

pmen

ts

real

ised

via

equ

ipm

ent

repl

acem

ent

prog

ram

min

g

Cap

ital,

mai

nten

ance

an

d as

set i

nitia

tives

and

fu

ndin

g al

loca

tion

Allo

cate

prio

ritie

s w

ithin

Cap

ital,

Mai

nten

ance

and

Ass

et P

lans

. Rev

iew

an

d up

date

ann

ually

Str

engt

hen

proc

urem

ent

thro

ugh

the

SLH

D

Bus

ines

s U

nit

•Im

plem

enta

ndre

view

dep

artm

enta

lth

r ee

year

equ

ipm

ent p

rocu

rem

ent

budg

et p

lans

to a

ccom

pany

Ess

entia

l E

quip

men

t Com

mitt

ee s

ubm

issi

ons

for

prio

ritis

atio

n of

pro

cure

men

t

•E

stab

lish

Ass

etR

egis

ters

to

depa

rtm

ent l

evel

for

all a

sset

s >

$1,0

00

•P

rom

ote

know

ledg

ean

dut

ilisat

ion

of S

LHD

r eso

urce

with

dep

artm

ents

an

d cl

inic

al s

ervi

ces

to s

uppo

rt

proc

urem

ent

CO

NC

OR

D R

EPA

TRIA

TIO

N G

EN

ER

AL

HO

SP

ITA

L S

TRA

TEG

IC P

LAN

201

4–2

018

43

Ser

vice

sS

LHD

Goa

l C

RG

H O

bjec

tive

Str

ateg

yK

ey A

ctio

n(s)

Maj

or e

quip

men

t re

plac

emen

t pr

ojec

t pla

nnin

g

• A

lloca

tep

riorit

ies

with

inm

ajor

eq

uipm

ent r

epla

cem

ent p

lan

Rev

iew

an

d up

date

ann

ually

• P

riorit

ise

patie

ntc

are

equi

pmen

tpr

ocur

emen

t

• U

nder

take

urg

entp

atie

ntm

onito

ring

equi

pmen

t rep

lace

men

t Car

diol

ogy,

IC

U, b

urns

uni

t

• F

acilit

ate

imag

ing

equi

pmen

tre

plac

emen

t pro

gram

to m

inim

ise

impa

ct o

f cap

ital s

ensi

tivity

on

inco

me

gene

ratio

n

CO

NC

OR

D R

EPA

TRIA

TIO

N G

EN

ER

AL

HO

SP

ITA

L S

TRA

TEG

IC P

LAN

201

4–2

018

44

Edu

catio

nS

LHD

Goa

l C

RG

H O

bjec

tive

Str

ateg

yK

ey A

ctio

n(s)

5. F

or

Our

Ed

ucat

ion

•T

osu

ppor

tthe

trai

ning

and

de

velo

pmen

t of f

utur

e ge

nera

tions

of

staf

f

•T

oen

cour

age

acu

lture

ofe

vide

nce-

base

d pr

actic

e an

d in

nova

tion

•T

oen

sure

mul

ti-m

odal

edu

catio

nal

optio

ns fo

r st

aff (

on-li

ne, f

ace-

to-f

ace,

m

ento

ring)

•T

ocr

eate

stu

dya

ndc

aree

rpa

thw

ays

for

all l

evel

s of

the

wor

kfor

ce

•T

ofa

cilit

ate

educ

atio

nth

atis

in

ter d

isci

plin

ary

and

focu

sed

on

team

wor

k

Impr

oved

sta

ff de

velo

pmen

t, jo

b sa

tisfa

ctio

n an

d ca

reer

fo

cus

thro

ugh

form

al

and

info

rmal

men

torin

g op

port

uniti

es

Faci

litat

e ca

reer

de

velo

pmen

t and

re

tent

ion

of s

taff

•R

evie

wa

ndim

plem

entr

elev

ant

actio

ns fr

om th

e S

LHD

Edu

catio

n S

trat

egic

Pla

n

•Id

entif

yan

dsu

ppor

tcan

dida

tes

for

SLH

D h

ealth

ser

vice

man

ager

s po

stgr

adua

te tr

aini

ng th

roug

h U

nive

rsity

of T

asm

ania

•In

vest

igat

eop

port

uniti

esto

initi

ate

faci

lity-

base

d m

ento

r de

velo

pmen

t an

d m

ento

ring

prog

ram

s

•Id

entif

yan

dsu

ppor

tcan

dida

tes

for

Cer

tifica

te II

I and

IV c

ours

es

Saf

e, h

igh

qual

ity,

resp

onsi

ve c

are

for

patie

nts

thro

ugh

inve

stm

ent i

n ed

ucat

ion

and

trai

ning

Edu

catio

n is

see

n as

an

ess

entia

l par

t of a

ll as

pect

s of

our

bus

ines

s

•F

oste

rle

arni

nga

sa

cont

inuu

m

thro

ugh

supp

ort f

or fa

cilit

y ba

sed

cont

inui

ng e

duca

tion

prog

ram

s su

ch

as C

linic

al W

eek,

‘Cha

t’ se

ssio

ns,

Hum

an R

esou

rces

Man

ager

E

duca

tion

sess

ions

, Jou

rnal

Clu

bs

•E

ngag

eco

oper

ativ

ely

with

edu

catio

npr

ovid

ers

incl

udin

g U

nive

rsity

of

Syd

ney

Clin

ical

Sch

ool,

Uni

vers

ity

of T

asm

ania

, Uni

vers

ity o

f Wes

tern

S

ydne

y, H

ealth

Edu

catio

n an

d Tr

aini

ng In

stitu

te (H

ETI

)

•F

acilit

ate

high

qua

lity

clin

ical

pl

acem

ents

whe

re o

ur s

taff

prov

ide

the

teac

hing

and

lear

ning

exp

erie

nce

CO

NC

OR

D R

EPA

TRIA

TIO

N G

EN

ER

AL

HO

SP

ITA

L S

TRA

TEG

IC P

LAN

201

4–2

018

45

Edu

catio

nS

LHD

Goa

l C

RG

H O

bjec

tive

Str

ateg

yK

ey A

ctio

n(s)

Pro

mot

e ed

ucat

iona

l op

port

uniti

es a

nd s

kills

ad

vanc

emen

t for

sta

ff ac

ross

all

disc

iplin

es

Con

tinue

to s

uppo

rt a

nd e

ncou

rage

em

ploy

ees

to im

prov

e pr

ofes

sion

al s

kills

th

roug

h ex

tern

al s

tudy

, or

by a

cqui

ring

addi

tiona

l qua

lifica

tions

Man

dato

ry tr

aini

ng

prov

isio

n th

at m

eets

he

alth

care

sta

ndar

ds in

a

man

ner

that

pro

vide

s fo

r cl

arity

and

con

sist

ency

in

lear

ning

and

flex

ible

de

liver

y ac

ross

the

who

le

wor

kfor

ce

Edu

catio

n an

d tr

aini

ng

is s

een

as e

nabl

ing

Con

cord

to d

eliv

er o

ur

stra

tegi

c go

als

•Id

entif

yop

port

uniti

esto

con

trib

ute

to S

LHD

revi

ews

that

targ

et tr

aini

ng

obje

ctiv

es a

nd h

ealth

care

wor

kpla

ce

deliv

ery

syst

ems

•B

alan

ces

taff

reso

urce

s/or

gani

satio

nal

educ

atio

nal n

eeds

aga

inst

man

date

d ed

ucat

iona

l req

uire

men

ts

•E

xplo

refo

rfa

cilit

y-ba

sed

educ

atio

nal

oppo

rtun

ities

Rem

ain

a re

cogn

ised

em

ploy

er o

f cho

ice

with

in h

ealth

care

by

prov

idin

g op

port

uniti

es

for

adva

ncem

ent a

nd

dem

onst

ratin

g th

at s

taff

are

valu

ed

Pro

fess

iona

l de

velo

pmen

t op

port

uniti

es th

roug

h tr

aini

ng, r

esea

rch

and

care

er p

lann

ing

that

dem

onst

rate

our

co

mm

itmen

t to

staf

f

• C

ontin

ues

uppo

rtfo

rpr

ofes

sion

al

part

icip

atio

n an

d ac

hiev

emen

t ac

know

ledg

emen

t [P

ublic

atio

ns,

empl

oyee

of t

he m

onth

/tea

m o

f qu

arte

r, aw

ards

, sch

olar

ship

s,

conf

eren

ce/s

emin

ar p

artic

ipat

ion]

• C

ondu

cta

nnua

lper

form

ance

revi

ews

that

are

mea

ning

ful f

or in

divi

dual

st

aff a

nd p

rovi

de fo

r op

port

uniti

es to

fu

rthe

r ca

reer

dev

elop

men

t

CO

NC

OR

D R

EPA

TRIA

TIO

N G

EN

ER

AL

HO

SP

ITA

L S

TRA

TEG

IC P

LAN

201

4–2

018

46

Edu

catio

nS

LHD

Goa

l C

RG

H O

bjec

tive

Str

ateg

yK

ey A

ctio

n(s)

•To

be

inno

vativ

e,le

adin

ged

gea

nd

inte

rnat

iona

lly re

cogn

ised

•To

col

labo

rate

with

uni

vers

ities

,re

sear

ch in

stitu

tes

and

clin

ical

gr

oups

• To

be

tran

slat

edin

toh

ealth

care

pr

actic

e

•To

be

supp

orte

dby

pee

rrev

iew

gra

nts

from

gov

ernm

ent,

non

gove

rnm

ent,

indu

stry

and

oth

er s

ourc

es

Str

ateg

ic re

sear

ch

part

ners

hips

that

fo

ster

col

labo

rativ

e re

latio

nshi

ps,

mul

tidis

cipl

inar

y re

sear

ch

and

inno

vatio

n

Str

engt

hen

oppo

rtun

ities

fo

r te

achi

ng a

nd

rese

arch

with

exi

stin

g re

sear

ch p

artn

ers

Mai

ntai

n an

org

anis

atio

n w

ide

fram

ewor

k fo

r co

ordi

natin

g an

d su

ppor

ting

rese

arch

with

• A

NZA

C•

AD

RI

•S

ydne

yU

nive

rsity

Dev

elop

new

pa

rtne

rshi

ps to

pro

vide

br

oade

r re

sear

ch

oppo

rtun

ities

Exp

lore

rese

arch

opp

ortu

nitie

s w

ith

othe

r or

gani

satio

ns in

clud

ing

NS

W

Hea

lth a

genc

ies

Pro

mot

e in

nova

tive

and

colla

bora

tive

rese

arch

ac

ross

the

orga

nisa

tion

Pro

mot

e w

ebsi

te li

nks

and

incl

ude

rese

arch

pro

files

in H

ealth

mat

ters

, C

onco

rd C

onne

ctio

n an

d ot

her

faci

lity

publ

icat

ions

Bui

ld c

apac

ity to

un

dert

ake

rese

arch

by

supp

ortin

g em

ergi

ng

rese

arch

ers

•R

evie

wg

over

nanc

ean

dm

ento

ring

arra

ngem

ents

to s

uppo

rt

mul

tidis

cipl

inar

y ap

proa

ches

to

rese

arch

•F

acilit

ate

rese

arch

tim

ean

dfu

ndin

gal

loca

tion

in a

man

ner

that

sup

port

s em

ergi

ng r e

sear

cher

s

•P

r ovi

deo

ppor

tuni

ties

for

basi

cre

sear

ch a

nd e

xper

imen

tatio

n de

sign

ed to

acq

uire

kno

wle

dge

with

no

cur

rent

ly id

entifi

ed a

pplic

atio

n

or u

se

CO

NC

OR

D R

EPA

TRIA

TIO

N G

EN

ER

AL

HO

SP

ITA

L S

TRA

TEG

IC P

LAN

201

4–2

018

47

Res

earc

hS

LHD

Goa

l C

RG

H O

bjec

tive

Str

ateg

yK

ey A

ctio

n(s)

Mai

ntai

n C

onco

rd’s

na

tiona

l and

inte

rnat

iona

l re

puta

tion

thro

ugh

sust

aina

ble

inve

stm

ent i

n re

sear

ch

Inve

stm

ent i

n re

sear

ch

to p

rom

ote

the

heal

th

and

wel

lbei

ng o

f the

po

pula

tion

Dev

elop

the

new

ani

mal

rese

arch

hou

se

Sup

port

gra

nt, f

ello

wsh

ip

and

scho

lars

hip

fund

ing

to re

duce

fina

ncia

l im

pact

on

the

hosp

ital

Iden

tify

and

utilis

e av

aila

ble

rese

arch

fu

ndin

g op

tions

Prio

rity-

driv

en re

sear

chD

evel

op a

pla

n th

at p

riorit

ises

rese

arch

su

ppor

tive

serv

ices

Clin

ical

lead

ersh

ip

that

opt

imis

es p

atie

nt

outc

omes

thro

ugh

appl

icat

ion

of p

rove

n ef

fect

ive

heal

thca

re

inte

rven

tion

resu

lting

fro

m re

sear

ch

Cul

ture

of c

ontin

uous

im

prov

emen

t and

in

nova

tion

in d

eliv

erin

g cl

inic

al c

are

•C

omm

itmen

tto

clin

ical

lead

ersh

ip

and

Qua

lity

Uni

teng

agem

entt

ore

defin

e m

odel

s of

car

e ba

sed

on

rese

arch

out

com

es

•R

evie

wa

ndim

plem

entr

elev

ant

actio

ns fr

om th

e S

LHD

Res

earc

h S

trat

egic

Pla

n

Act

ivel

y co

llabo

rate

with

re

sear

ch p

artn

ers

to

impl

emen

t bes

t pra

ctic

e

Par

ticip

ate

in a

ppro

pria

te c

linic

al s

tudi

es

CO

NC

OR

D R

EPA

TRIA

TIO

N G

EN

ER

AL

HO

SP

ITA

L S

TRA

TEG

IC P

LAN

201

4–2

018

48

Org

anis

atio

nS

LHD

Goa

l C

RG

H O

bjec

tive

Str

ateg

yK

ey A

ctio

n(s)

7. F

or

our

Org

anis

atio

n•

To

mak

eth

em

oste

ffect

ive

use

of re

sour

ces

and

ensu

re fi

nanc

ial

sust

aina

bilit

y

• T

opr

ovid

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50

Sydney Local Health District Board

Annual General Meeting

5pm, Tuesday 6 December 2011

Kerry Packer Education Centre Johns Hopkins Drive,

Camperdown NSW 2050

Celebrating our CORE values – collaboration, openness, respect and empowerment

AGM2011

Services

Staff

Patients

EducationResearch

Com

mun

ity

66964 SLHD program V4_Layout 1 19/12/11 8:31 AM Page 1

ReferencesAustralian Bureau of Statistics. 2014. Census of Population and Housing.[ONLINE]Availableat:HYPERLINK

“http://www.abs.gov.au/websitedbs/censushome.nsf/home/Census?opendocument” \l “from-banner=GT”http://www.abs.gov.au/websitedbs/censushome.nsf/home/Census?opendocument#from-banner=GT. [Accessed 04 February 14].

Health Statistics New South Wales. 2011. The Health of the People of NSW Report. [ONLINE] Available at: http://www.healthstats.nsw.gov.au/. [Accessed 04 February 14].

Lateral Economics, 2010. The Economic Value of Australia’s Investment in Health and Medical Research: Reinforcing the Evidence for Exceptional Returns. A Paper commissioned by Research Australia. Sydney, NSW. http://www.lateraleconomics.com.au/outputs/The%20Ec%20Value%20of%20Aust’s%20Invmt%20in%20Med%20Research.pdf

NSW Department of Health, 2011. Future Arrangements for Governance of NSW: Report of the Director-General. Sydney, NSW. http://www0.health.nsw.gov.au/resources/govreview/pdf/governance_report.pdf

Sydney Local Health District, 2009. Concord: Your Hospital by the River. Sydney, NSW. http://www.slhd.nsw.gov.au/Concord/pdf/YourHospital.pdf

Sydney Local health District, 2011. Sydney Local Health District 2010/11 Review. Sydney, NSW. http://www.slhd.nsw.gov.au/pdfs/YIR_10-11.pdf

Sydney Local Health District, 2012. Sydney Local Health District Strategic Plan 2012-2017. Sydney, NSW. http://www.slhd.nsw.gov.au/pdfs/SP12-17.pdf

Sydney Local Health District, 2012. Policy Directive CRG_PD2012_114 Governance: Organisational Structure. http://intranet.sswahs.nsw.gov.au/sswpolicies/pdf/concord/crg_pd2012_114.pdf


51

AppendicesDiagram 1: Organisational Structure for the Concord Hospital

General Manager

Director ofMedical Services

Clinical Headsof Departments

Medical Allocations

Development Unit Manager

Director of Pharmacy

Research and Ethics Manager

Medical Administrator

HoD – Pathology and Lab Services

Director of Nursing

Operational Nurse

Manager

Nurse Unit

Manager

Clinical Nurse

Consultants

Nurse Managers

Director of Corporate

and Clinical Support Services

Manager,Engineering

Services

Master Planner

Retail & Environmental

Services Manager

Security Services Manager

Commercial Services

Support Unit Manager

Bio Medical Engineering

Manager

Director, Childcare

CSSD Manager

Health & Safety Manager

Manager, Library

Services

NSW Institute of Sports Medicine

Administrator

Director of Human Resources

Deputy Director

of Human Resources

Rehabilitation Manager

Finance Manager

Finance Officer

Finance Officer

Patient Services and Information Manager

Medical Records Manager

Coding and Casemix Manager

Ambulatory Care Business Unit Manager

Patient Registration

Manager

Allied Health Coordinator

Head of Audiology

Head of Nutrition and

Dietetics

Head of Occupational

Therapy

Head of Physiotherapy

Head of Podiatry

Head of Psychology

Head of Speech

Pathology

Head of Social Work

Quality and Clinical

Governance Unit

Patient Representative

Quality Manager

Patient Safety Manager

Manager, Marketing

and Veterans Services

Marketing Coordinator

Community Participation

Manager

Administrative Officer – Veterans Services

Administrative Officer –

Marketing


52

Executive with Departments

(Clinical) Chair: General Manager Meeting: Quarterly

Capital and Master Planning Committee

Chair: Master Planner Meeting:

Bi-Monthly

Essential Equipment Committee Chair:

DCS Meeting: Bi-Monthly

Revenue Committee Chair: General

Manager Meeting: Monthly

Information Management

Committee Chair: General Manager Meeting: Quarterly

General Clinical Training Chair: Medical Staff

Meeting: Bi-Monthly

Casemix and ABF Committee Chair: General Manager

Meeting: Bi-Monthly

Hospital Quality and Risk Committee Chair: AppointedMeeting: Monthly

Infection Control CommitteeChair: HoD,

Microbiology Meeting: Monthly

Health and Safety and RM Committee

Chair: DCSMeeting: Monthly

Drug CommitteeChair: HoD Nominee

Meeting: Monthly

Disaster Planning Chair: DCS

Meeting: Monthly

Nursing Policy and Practice Committee

Chair: DoH

Senior Management Forum

Chair: General Manager

Meeting: Quarterly

Radiation Safety Sub-Committee Chair: Radiation Safety Officer

WHS WorkgroupsChairs: Employee RepresentativesMeeting: Monthly

Hospital Executive & Staff Medical

CouncilChair: General

Manager Meeting: Quarterly

Medical Staff Council

Chair: ElectedMeeting: Quarterly

Division of MedicineChair: Chair Div. of

MedicineMeeting: Monthly

Staff ForumChair: General

ManagerSec: Dir. of Human

ResourcesMeeting: Quarterly

Facility OperationsChair: Dir. Corporate & Clinical Support

Services Meeting: Monthly

Environment and Sustainability

Sub-CommitteeChair: DCS

Adequacy of AccessSub-Committee

Chair: DCS

Division of SurgeryChair: Chair Div. of

SurgeryMeeting: Monthly

Staff ConsultativeChair: General

Manager Sec: DoN Secretary

Meeting: Bi-Monthly

Allied Health Committee

Chair: Allied Health Coordinator

Meeting: Monthly

Operating Theatres Management Committee

Chair: Head of Surgical Services

Combined Nursing Committee

Chair: Dir. of Nursing

Infection Control Working Group

Chair: GM/Dir. of Nursing

Winter Planning Group

Chair: General Manager

SLHD Human Research Ethics

CommitteeChair: Appointed

Research Sub-Committee

and PanelsChair: Appointed

Hospital research Committee

Chair: Elected

Emergency Department Performance

Working GroupChair: General

Manager

Cost Improvement Working GroupChair: General

Manager

Hospital Executive CommitteeChair: General Manager

Meeting: Weekly

Hospital Clinical CouncilChair: General Manager & Executive Clinical Director

Meeting: Monthly

Working GroupsConsultative

AppendicesDiagram 2: Committee Structure for the Concord Hospital


53

DefinitionsVision: Defines the desired or intended future state of an organisation or enterprise in terms of its fundamental objective and/or strategic direction. Vision is a long term view, sometimes describing how the organisation would like the world in which it operates to be.

Values: Beliefs that are shared among the stakeholders of an organisation. Values drive an organisation’s culture and priorities and provide a framework in which decision are made.

Strategic planning: An organisation’s process of defining its strategy or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. The resulting document is called the “strategic plan.”


54

Notes


55


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Sydney... it’s your local health district

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Concord Repatriation General Hospital

Strategic Plan 2014–2018

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