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I N N O V A T I V E H E A L T H C A R E T H R O U G H P A R T N E R S H I P S

Contents

Setting a strategical direction for Brisbane Diamantina Health Partners 1

Our strategic direction for BDHP 7

• Vision, mission, values and themes 8

• Our value proposition 10

• Three horizons for BDHP’s strategic focus 12

Partner profiles 14

Participants in the inaugural BDHP strategic planning process (November 2014) 17

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A message from the Chair

Professor David Siddle,Brisbane,

March 2015

Welcome - and thank you

Building on the extensive collaborations that have existed for many years and on international developments around Academic Health Science Centres and Health Science systems, the Brisbane Diamantina Health Partners (BDHP) was formed in mid-2014. With the encouragement of the Queensland State Government, it brought together the Diamantina Health Partners, the Mayne Health Science Alliance and Children’s Health Queensland. BDHP consists of Metro North Hospital and Health Service, Metro South Hospital and Health Service, Children’s Health Queensland, Mater Health Services, Queensland Institute for Medical Research – Berghofer, The University of Queensland, Queensland University of Technology and the Translational Research Institute.

The fundamental proposition underlying BDHP is that better health care can be delivered by a closer integration between research, education and clinical care. Thus, we believe that we can achieve more than the sum of the parts of the individual members. In saying this, we are not suggesting that BDHP replaces any of the health-related functions performed by the members. Rather, BDHP will act as a mechanism by which the relevant strengths of our partners can be better aligned and focussed on ways to deliver better health care to local and extended communities. It brings together the

commitment and insight of some of the world’s leading organisations and will facilitate industry, government and non-government collaborations that enable critical translational work to cascade into better community health outcomes. Since its formation, BDHP has moved quickly to establish governance arrangements and a set of operating principles.

A second major task was strategic planning. Following a planning meeting attended by 40 individuals from each of the eight partners and discussions with each of the stakeholders, we are pleased to present the first BDHP Strategic Plan. The plan sets the strategic direction for BDHP and articulates the vision and mission of BDHP. It also provides a framework for the seven themes that have been identified as the major areas in which a closer integration of research, education and clinical care will lead to better community health outcomes.

The Strategic Plan also envisages that what needs to be achieved can be divided into several phases. Thus, the plan has outlined the strategic directions, the organisational capability and the competencies that will be required over the next 18 months, over the next 3 years and over the next 5 years.

We believe that the strategic plan provides a framework to foster strong

leadership, facilitate more efficient processes, and strengthen our alliance across our stakeholders. The plan also recognises the emerging focus on community and preventative health and the crucial role public private partnerships, local GPs and other health professionals have in improving community health.

The Strategic Plan is a blueprint for the paths and priorities we will chart over the next five years to not only assist in the delivery of outstanding health care to our communities, but also to deliver benefits to our stakeholders.

Metro NorthHospital and Health Service

Metro SouthHospital and Health Service


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BDHP Leadership

Executive

Board

Prof David SiddleChair, Brisbane Diamantina Health Partners

Prof Ross YoungExecutive Dean, Faculty of Health, Queensland University of Technology

Ms Fionnagh DouganChief Executive, Children’s Health

Queensland Hospital and Health Service

Prof Robyn WardA/Executive Dean, Faculty of Medicine and Biomedical Sciences, University of Queensland

Prof Frank GannonChief Executive Officer, QIMR Berghofer Medical Research Institute

Dr David WatsonChair, Translational Research Institute

Dr Richard Ashby, AM Chief Executive, Metro South Hospital and Health Service

Dr Shane Kelly Chief Executive Officer, Mater Health Services

Prof Scott Bell Executive Director Research,Metro North Hospital and Health Service

Ms Areti GavrilidisGeneral Manager, Brisbane Diamantina Health Partners

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Setting the strategic direction for Brisbane Diamantina Health Partners In November 2014, Brisbane Diamantina Health Partners (BDHP) launched its inaugural strategic planning process, focused on setting a compelling direction for delivering improved community healthcare outcomes over the next five years.

Building on Strengths

Through a collaborative workshop process involving more than 40 leaders, followed by wider consultation from another 160 professionals across the eight foundation partners, BDHP began the process of building its strategic direction from the ground up, with an unwavering focus on improving community healthcare outcomes.

Key clinical themes, where the intersection of community needs and demonstrated existing capability provide the opportunity for BDHP to provide immediate leadership, were tested and validated. Values to guide collaboration were confirmed. Barriers were identified

and solutions proposed. Most importantly, a shared commitment to collaboration was unanimously endorsed by researchers, senior executives, educators, managers and clinicians alike.

The agreed 7 clinical themes are:

• Brain and Mental Health• Cancer• Chronic disease and ageing• Evidence and innovation in

clinical care• Immunity, inflammation,

infection• Maternal and Child Health• Trauma, critical care and

recovery

Shaping BDHP’s future

Creating broad collaborations and networks that include public health and industry is crucial to speeding adoption and diffusion of innovation.

At its core, BDHP’s mandate is to enable better community health outcomes by:

• Facilitating inter-professional trans-disciplinary collaborations and activities.

• Empowering and enabling key individuals and teams across the partner organisations.

• Significantly increasing the speed of translating findings into clinical trials and new/improved approaches to treatment.

As an enabler, rather than a provider, BDHP’s role is not to recreate the capabilities of


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“I firmly believe that creating BDHP gives Brisbane a significant opportunity to

unify the three cornerstones to improve healthcare”

Professor David Siddle, Chair, BDHP

its foundation members; instead, BDHP’s role is to help form stronger links between the partner organisations, break down barriers and so enable more efficient, effective and integrated progress in each of its identified themes and broadly across the collaborative system.

In recognising the strong brands and independence of its partners, BDHP will achieve its objectives through leadership, influence and a shared commitment to outcomes that include and transcend the mandate of each individual partner organisation.

Delivering healthcare outcomes in our complex environment

This strategy takes into account key elements of the complex environment in which BDHP operates including, for example:

• The need to balance existing facility-centric structures with growing trends towards community-based care, where part of BDHP’s role is to help maximise patient outcomes.

• The complex historical barriers (geographical, political, professional and even interdisciplinary) that have traditionally impeded collaboration.

• Historically disconnected communication channels between clinicians, researchers, professional disciplines, disease-specific foundations and patient support groups.

• The need to integrate with and respond to, but also the opportunity to guide and shape, the shifting priorities of governments, industry, partner institutions and the community over time.

Our value proposition (pages 10 - 11)

BDHP’s strategy begins by defining the organisation’s value proposition, which is grounded in the recognition that excellence in health research (at all stages from primary research through to translational application), education and delivery must be evaluated through the lens of ultimate community healthcare outcomes.

Pages 10 and 11 therefore identify the:

• Solutions that will be enabled by the effective functioning of BDHP through the identifying of negative experiences, undesired costs, situations and risks with healthcare provision, as well as lost opportunities in the current system (Issues);

• benefits BDHP could provide the community in terms of healthcare outcomes (Opportunities) and what BDHP needs to be, do or create in order to realise these benefits; and

• the patient/community healthcare needs not being met by current approaches and what BDHP needs to be, do or create in order to better meet these needs.

Three horizons of strategic focus (pages 12 - 13)

Moving from today’s eight independent and largely autonomous institutions towards a more dynamic and integrated network requires a structured process that respects and builds on the existing strengths of each partner, and also recognises the different levels of ‘readiness’ of each theme. Although at its peak, BDHP may seek to be an enabler that fundamentally transforms the health system in the pursuit of more sustainable outcomes, in practice, the road to effective integration is based on concrete, practical steps to build processes, structures, and individual competencies that support more effective collaboration.

On page 12, the strategic plan outlines three horizons: 18 months; three years; and five years. Each has its own priorities and themes.

The first of these phases focuses on setting the foundations for collaboration by building strong collaborative networks for each of the seven themes. The second phase takes this to the next level, by leveraging these collaborations to increase effectiveness in each of the themes.




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Themes to focus our attention on excellence

Through rich and useful discussion between the partners, as well as reviews of leadership around the world, careful consideration has been given to how different themes could be dissected. In short, there is no right answer. However, we believe that the seven themes that have been identified (page 9) are best suited to support Queensland, given the structures in place and the challenges currently being faced.

Not all diseases or specialities fit neatly into a single theme. And, indeed, in a theme like ‘Cancer’ for example, some of the most exciting contemporary research is emerging directly from the overlap with other themes (such as ‘Immunity, Inflammation, Infection’). Meanwhile, the many conditions (such as obesity, heart disease, musculoskeletal conditions, mental health, fetal alcohol syndrome), areas of focus (such as rural services and Indigenous health) and enablers (such as integrated biobanking solutions and telehealth) that span multiple themes also remind us that the themes are intended to define areas of excellence from which we reach out to collaborate, rather

than territorial silos that we should seek to own.

Investigating these themes inevitably prompts discussion about trade-offs, such as: the allocation of resources; short-term vs. long-term benefits; and individual benefit vs. community outcomes. These discussions will no doubt continue, as BDHP’s role of providing a platform (which no one else can) for robust consideration of these important issues that are so essential to the future health of Queenslanders.

The central role of Theme leaders

Theme leaders will play a defining role in bringing the themes to life, defining immediate and long-term focus and provide the thought-leadership, mentoring and resilience that will catalyse

stronger collaboration to deliver the theme objectives. As these Theme leaders are appointed and reflect on the priorities of their themes, the nuances of the internal environment and identify the areas where the shared capability across the partners can achieve the greatest results, the specific theme-based strategies that will be most effective will emerge. Through these learnings, BDHP’s strategy will then be progressively refined.

Contributing to international dialogue about translational research and health care

Discussion and focus internationally about translational research has never been greater. The BDHP collaboration strongly positions the partners at the heart of this on-going dialogue. From this position of strength the Partners are able to more closely engage


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“The objective of this strategic plan is to draw on the

collective wisdom and the diversity

of the strategic partners to achieve actionaable insight”

“Our task is to draw upon the very best translational and systems thinking to deliver outstanding

community health outcomes”

6Metro North

Hospital and Health ServiceMetro South

Hospital and Health Service

with international associations, and be a more influential voice in the shared international commitment to improving community health.

Individually the Partners are world leaders in developing new knowledge. Together the eight partners are able to leverage off each others strengths to increase the international dialogue and broaden their sphere of influence.

It is also important for BDHP to work

with international partners in order to leverage scarce health and medical resources and to share knowledge. In this way BDHP can play an integral role in advancing knowledge and improving community health world-wide. ¢

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Our strategic direction for BDHP


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Brain and mental health

OUR VISION AND MISSION

OUR VALUES

Respect, integrity, trust

and accountability

Innovation and implementation

Innovative healthcare through partnerships

brisbane diamantina health partners

Metro North Hospital and

Health Service

Metro South Hospital and

Health Service

Children’s Health

Queensland Hospital and

Health Service

Translational Research Institute

QIMR Berghofer Medical

Research Institute

Queensland University of Technology

The University of Queensland

Mater Health

Services

innovative healthcare through partnerships

Innovative healthcare through partnerships

brisbane diamantina health partners

Metro North Hospital and

Health Service

Metro South Hospital and

Health Service

Children’s Health

Queensland Hospital and

Health Service


QIMR Berghofer Medical

Research Institute



Mater Health

Services

innovative healthcare through partnerships

Clinical and academic

excellence

Inclusive and open

Collaboration and integration

Metro SouthHospital and Health Service88

Our mission is to

integrate innovative research with education, training and clinical care

to deliver the highest quality healthcare for our

local and extended communities.

Our vision is to be recognised as a premier academic

health sciences partnership that is a global example of outstanding health services delivery.


Brain and mental health

OUR THEMES

Trauma, critical care and recovery

Immunity, inflammation,

infection

Maternal and child health

Cancer

Chronic disease and

ageingEvidence and innovation in clinical care

Chronic disease and

ageing

Metro NorthHospital and Health Service 99


Our plan and value propositionThe BDHP partners work

together to build and

leverage from their strengths

to deliver exceptional health

outcomes for the community

that would not be achieved

by any one of the

partners alone.

WE SEE OPPORTUNITIES TO:

1. Create a more efficient and higher quality healthcare system

2. Contribute to a healthier, more educated community

3. Deliver consistent, evidence-based standards of care

4. Share infrastructure and remove unnecessary duplication

5. Better integrate hospital and community-based care

6. Increase the value of clinical research and integrated laboratory studies

BDHP enables us to deliver solutions to known pain points across the partner institutions:

BDHP enables us to meet community healthcare needs:

BDHP enables us to deliver better healthcare outcomes:

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1. Streamlining research ethics and governance processes through appropriate master agreements

2. Implementing incentives and catalysts for integrated approaches

3. Clinical training to consistently incorporate research and clinical trials

4. Leveraging research funding from industry

5. Identifying funding and other activities that bring partners together

6. Mapping capability and key community needs to short-term and long-term plans

SOLUTIONS

1. Consolidated approach to patient access and care, and determining clinical outcomes at a system level

2. Use of technology to encourage and facilitate effective patient and community self-management

3. Coordination between teams of clinicians, researchers and educators

4. Building trust and transparency leading to a ‘whole of systems’ approach

5. ‘One stop’ portal accessible through multiple devices and incorporating social media

6. Improved rural health through telemonitoring, health literacy, education and workforce

ENABLERS

1. Standardised healthcare delivery models within Themes

2. Community engagement and communication strategy

3. Dissemination and implementation through effective use of technologies

4. Shared infrastructure and increased mobility of, and communication between, clinicians and researchers

5. Identifying healthcare gaps in the community, and pairing capability with community need

6. Promote value of prevention and implementation sciences including behavioural sciences and change management

PATHWAYS


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Three horizons for BDHP’s strategic focus

Timeline of strategic aims and BDHP deliverable objectives

23 years

Phase twoLeveraging the collaborations to optimise

effectiveness of each Theme

35 years

Phase threeDriving systemic change in the health care sector

118 months

Phase oneSetting the foundations by embedding strong collaborative networks in each of the Themes



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Strategic Direction

Key focus of attention/ambition in this phase

Organisational capability

Processes and frameworks that support the strategic direction

CompetenciesSkills and behaviours that support the strategic direction


Goals

1. Clear governance structure

2. Appointment of Theme leaders

3. Practical, achievable projects to help break down barriers and achieve small wins

4. Define business model (for local and international engagement, systems evaluation and health economics)

Goals

5. Comprehensive communication and engagement strategy

6. Scanning for collaborative opportunities and partner strengths

7. Streamlined and coordinated research ethics and governance processes

Goals

8. Community, clinical, research and industry engagement

9. Executive coaching to support leaders

10. Change management focus and development

Goals

1. Effective working collaborations with community groups, GPs, industry, and government

2. Priorities and strengths recognised ‘on the ground’

3. An integrated community health approach involving clinical services, training and research

Goals

4. Allocation of resources to expand and develop capacity and access to deep knowledge base

5. Dedicated clinical trials centre

6. Facilitate transparent common practice between BDHP partners

7. Key advocacy role to government, industry and funding agencies

Goals

8. Project management

9. Educational initiatives

10. Mentor programs and leadership skills initiatives

11. Communicating and engaging with key NGOs

Goals

1. International recognition as a ‘go-to’ centre for translational research and practice

2. Facilitate prevention of chronic disease

3. Capitalise on the opportunities provided by sophisticated collection, synthesis and real-time application of big data

4. Integrate healthcare needs into urban planning, education and social services

Goals

5. High level engagement to shape policy to influences outcomes

6. Integrated user-friendly database of partner capabilities and capacity, research opportunities and patient data

7. Comprehensive health economics and clinical trials centre of excellence

8. Embedded community engagement practices

Goals

9. International networking and benchmarking of global best-practice

10. Clinical unit leaders with PhD qualifications

11. Effective application and exploitation of big data

12. Project management proficiencies


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Children’s Health Queensland Hospital and Health Service

Children’s Health Queensland Hospital and Health Service(CHQ) is a specialist state-wide hospital and health service and is responsible for the Lady Cilento Children’s Hospital, Child and Youth Mental Health Service, Child and Youth Community Health Service, and specialist paediatric outreach and telehealth services across Queensland.

Children’s Health Queensland has an annual budget of around $480 million for 2014-15 and a workforce of more than 3,000 full time equivalent staff. The Lady Cilento Children’s Hospital (LCCH),which opened in December 2014 is the single specialist children’s hospital for the state, owned and is operated by Children’s Health Queensland in South Brisbane next to the Mater. It has over 350 beds and provides health care to children from all over Queensland, as well as general health services to those living in Brisbane.

In the 2013–2014 financial year, CHQ’s Royal Children’s Hospital admitted over 21,000 inpatients, performed over 100,000 outpatient appointments, and employed around 1,600 full-time equivalent staff.

website: www.health.qld.gov.au/childrenshealth/

Metro North Hospital and Health Service

Metro North Hospital and Health Service (MNHHS) is Queensland’s largest HHS serving 20% of the population (approaching 900,000) covering an area of 4,157 square kilometres from north of the Brisbane River to north of Kilcoy. MNHHS encompasses 5 hospitals; 11 community health centres, oral and mental health facilities; and 5 subacute sites totalling over 2,200 beds.

Two of its five hospitals - RBWH and Prince Charles - are tertiary facilities that provide state-wide super specialty services such as Heart and Lung Transplantation, Burns, and Positron Emission Tomography (PET). MNHHS also provides residential facilities, Oral Health Services, Subacute and Ambulatory Services and an integrated Mental Health Service including both community and hospital based care.

MNHHS provides services to patients throughout Queensland, Northern New South Wales and the Northern Territory, incorporating all major health specialties including medicine, surgery, psychiatry, oncology, women’s and newborn, trauma and more than 30 sub-specialties.

In 2013–2014 MNHHS admitted over 200,000 people to hospital; performed over 800,000 occasions of outpatient service and serviced over 235,000 Emergency attendances. The MNHHS employs over 12,000 staff and has an operating budget of over $2.1 billion.

website: www.health.qld.gov.au/metronorth/

Metro South Health

Metro South Health is the major provider of public health services, health education and health research, in the Brisbane south side, Logan, Redlands and Scenic Rim regions.

Metro South Health serves an estimated population of 1 million people, 23 percent of Queensland’s population, has an operating budget of $2 billion and employs over 11,000 full time equivalent staff.

The health service’s catchment spans 3,856 square kilometres and covers the area from the Brisbane River in the north to Redland City in the east, south to Logan and the eastern portion of the Scenic Rim to the border of New South Wales.

Metro South Health is made up of four major hospitals in addition to a number of health centres throughout the region. Metro South Health’s major clinical centre is the Princess Alexandra Hospital (PAH). PAH provides clinical services in all of the major adult specialties and is the trauma referral centre for southern Queensland. PAH is a state-wide centre for liver and kidney transplants as well as spinal and brain injury rehabilitation.

Activity during the 2013-14 financial year included 201,155 admissions, 260,869 emergency presentations, over 734,000 outpatient services, over 24,500 elective surgery procedures performed and over 5,560 births.

website: www.health.qld.gov.au/metrosouth/

Partner profiles



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Mater Health Services

Mater Health Services Brisbane Ltd is 1000 bed charitable private company founded by the Sisters of Mercy to deliver tertiary health care, education and research in Queensland. The Mater portfolio of services includes Mater Mothers Hospitals - Australia’s largest maternity and neonatal service – Mater Private Hospital Brisbane which includes a major neurosciences service; and clinical services across the broad range of paediatric and adult specialities. Mater is home to the new Adolescent and young Adult Health Care Service. This centre is a multi- specialty service for management of chronic illness. Mater clinical services are integrated with Mater research - a flourishing and successful research institute which is a centre within The University of Queensland. Mater is also a Registered Training organisation and a teaching hospital campus providing educational opportunities for a wide range of staff.

Mater has 7000 staff and volunteers, revenue of over $1bn in 2013-14, and a deep commitment to the further integration of health care, teaching and research to produce improved patient and community outcomes.

website: www.mater.org.au.

QIMR Berghofer Medical Research intitute

Established in 1945 by the Queensland Government, the QIMR Berghofer Medical Research Institute (formerly the Queensland Institute of Medical Research) is a translational research institute focused on cancer, infectious diseases, mental health and a range of complex disorders.

Working in close collaboration with clinicians, universities and other research institutes, QIMR Berghofer’s aim is to improve health by developing new diagnostics, better treatments and prevention strategies.

QIMR Berghofer is home to over 600 scientists, students and support staff in five research departments (in over 50 separate laboratories) and a support division, and has an active program for the patenting and commercialisation of technologies, including those developed in conjunction with academic or commercial collaborators.

QIMR Berghofer has facilities for the GMP manufacture of cell-based and molecular therapies and a commercial Phase I/II clinical trials facility, Q-Pharm Pty Ltd, allowing QIMR Berghofer scientists and external clients the extended and unique capability for taking research findings from bench to the bedside..

website: www.qimrberghofer.edu.au/


Queensland University of Technology (QUT) is a leading Australian university with a global outlook. With some 47 000 students, QUT is ranked by Times Higher Education as one of Australia’s top universities under 50 years old and is the nation’s fastest growing research university. Over the past decade, QUT has greatly expanded its research profile, with 88 per cent of our research effort now ranked world standard or above (Australian Government 2012 ERA).

Based in Brisbane, QUT has three campuses: at Gardens Point and Kelvin Grove in the inner city, and at Caboolture north of the city. Staff and students work and study in technology-rich, world-class precincts. The flagship Institute of Health and Biomedical Innovation (IHBI) at Kelvin Grove campus is a technologically advanced, multidisciplinary facility for hundreds of QUT researchers working to solve real-world health problems. IHBI is devoted to improving the health of individuals through research innovation. Interdisciplinary research is conducted across three themes: Injury Prevention and Trauma Management, Health Determinants and Health Systems, and Chronic Disease and Ageing.

QUT is a member of the Australian Technology Network (ATN) of universities.

website: www.qut.edu.au



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The University of Queensland (UQ), founded in 1910, is one of Australia’s premier teaching and research institutions and Queensland’s largest and oldest university. It ranks within the 100 top universities worldwide. It is a founding member of the Group of Eight (Go8) group of leading research intensive universities and a member of Universitas 21— the leading global network of research intensive universities.

UQ has invested and is positioned at the forefront of the study of global health challenges, and partners with the Queensland government and private health services to provide the strongest health research and teaching presence throughout Queensland. With nine clinical schools situated throughout Brisbane and in regional centres, such presence gives students the opportunity to learn and practise the clinical skills needed to be highly competent doctors, dentists, nurses, psychologists, and allied health specialists. On the research front, UQ’s research output excels in both quality and impact, with more specialised fields of research ranked “well above world standard” than any other Australian university, according to the 2012 Excellence in Research for Australia (ERA) assessment. In 2013, UQ received more research income than any other Australian university and is currently the number one university in Australia in the Nature Publishing Index.

website: www.uq.edu.au/


The Translational Research Institute (TRI) is Australia’s most innovative biomedical research facility combining the intellect of leading research institutes and major hospitals with a co-located biopharmaceutical manufacturer.

TRI has over 700 researchers and clinicians from a number of partner organisations including The University of Queensland, Mater Research, the Queensland University of Technology and Metro South Health.

These researchers build collaborations world-wide to translate discoveries into diagnostic tools, treatments and therapies for cancers, diabetes, inflammatory diseases, kidney and liver diseases, and bone and joint disorders.

Located adjacent to the Princess Alexandra Hospital, the seven-story TRI building incorporates four floors of state-of-the-art laboratories, facilities for research support, and administration and teaching; while its Clinical Research Facility, located at the hospital, enables human trials of new drugs and therapies.

website: www.tri.edu.au/



Health Partners

University Partners

Research Institutes

Children’s Health QueenslandHospital and Health Service

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