2019– 2024

Sydney Dental Hospital Strategic Plan Sydney Local Health District Sydney Head Office information Contents Dental Street address: Level 11, KGV Building Hospital Missenden Road Camperdown NSW 2050 Strategic

Postal address: Plan Post Office Box M30 Missenden Road NSW 2050 Foreword 4

Phone: (02) 9515 9600 Our vision and mission 6 (02) 9515 9610 Fax: Our values 8 Sydney Local Health District contact email: Our hospital 9 [email protected] Our facility 10 Sydney Local Health District Board contact email: Our staff 11 [email protected] Our services 12 www.slhd.nsw.gov.au Our community, partnerships and environment 14 Our patients, families, carers and consumers 16 Our research 18 Our education 19 Implementation and governance of key priorities 20 Strategic Action Plan 2019–2024 21 References 31 Appendixes 32

Stay connected in Sydney Local Health District

@SydneyLHD @SLHDCommunityEvents @SydneyLHD

@SydneyLHD @Sydneylocalhealthdistrict WWW slhd.nsw.gov.au/sydneyconnect Acknowledgement of Country

Sydney Local Health District acknowledges that we are living and working on Aboriginal land. We recognise the strength, resilience and capacity of Aboriginal people on this land. We would like to acknowledge all of the traditional owners of the land and pay respect to Aboriginal Elders past and present.

Our District acknowledges Gadigal, Wangal and Bediagal as the three clans within the boundaries of the Sydney Local Health District. There are about 29 clan groups within the Sydney metropolitan area, referred to collectively as the great Eora Nation. Always was and always will be Aboriginal Land. We want to build strong systems to have the healthiest Aboriginal community in Australia.

Together under the Sydney Metropolitan Partnership Agreement, including the Aboriginal Medical Service Redfern and in collaboration with the Metropolitan Local Aboriginal Lands Council, Sydney Local Health District is committed to achieving equality to improve self-determination and lifestyle choices for our Aboriginal community.

Ngurang Dali Mana Burudi – A Place to Get Better

Ngurang Dali Mana Burudi — a place to get better, is a view of our whole community including health services, Aboriginal communities, families, individuals, and organisations working in partnership.

Our story LI M DA ANA Sydney Local Health District’s NG B A U Aboriginal Health story was created R R U U by the District’s Aboriginal Health staff. G D I N The map in the centre represents the boundaries of Sydney Local Health District. The blue lines on the map are the Parramatta River to the north and the Cooks River to the south which are two of the traditional boundaries.

The Gadigal, Wangal and Bediagal are A the three clans within the boundaries P R L TE of Sydney Local Health District. They AC T E T T BE are three of the twenty-nine clans of O GE the great Eora Nation. The centre circle represents a pathway from the meeting place for Aboriginal people to gain better access to healthcare.

The Goanna or Wirriga One of Australia’s largest lizards, the goanna is found in the bush surrounding Sydney.

The Whale or Gawura From June to October pods of humpback whales migrate along the eastern coastline of Australia to warmer northern waters, stopping off at Watsons Bay the traditional home of the Gadigal people.

The Eel or Burra Short-finned freshwater eels and grey Moray eels were once plentiful in the Parramatta River inland fresh water lagoons.

Source: Sydney Language Dictionary

Artwork Ngurang Dali Mana Burudi — a place to get better The map was created by our Aboriginal Health staff telling the story of a cultural pathway for our community to gain better access to healthcare.

Artwork by Aboriginal artist Lee Hampton utilising our story. Foreword

Sydney Dental Hospital is proud of its healthcare service Plan Fra excellence, oral health innovation and research. Sydney Dental gic me rate wo Hospital has been committed to serving the local community St rk OCS A through providing excellent oral health care to vulnerable OR F RAS people since its inception in 1904. The hospital is part of Sydney Local Health District’s Oral Health Services (OHS). It provides extensive general and tertiary oral health care to in NSW and results in best practice and innovative care for our ITIES AND E the population of people who are eligible for public dental Our MUN NVIR Our OM ON patients. As a major teaching hospital, Sydney Dental Hospital C ME care, as per the Ministry of Health (MoH): Eligibility of Persons UR N education O T facilities 1 will develop the future generation of oral health professionals for Public Oral Health Care in NSW (see Appendix 1). Sydney PARTNERSH through education and training. The hospital has developed OUR IPS Dental Hospital is one of two specialist referral centres for oral Y strong partnerships with tertiary education and research IT IN health care in NSW, and provides tertiary level care to eligible IL N B O V institutions, non-government organisations and health services A A patients across NSW, as per the MoH: Oral Health Specialist IN T A I T O 2 within Sydney Local Health District to facilitate this education S N Referral Protocols (see Appendix 2). U and training role. S The Sydney Dental Hospital Strategic Plan 2019–2024 outlines Sydney Dental Hospital is committed to Sydney Local Health the vision of Sydney Local Health District: Excellence in Health District’s priority of providing Patient and Family Centred Care and Healthcare for All. The plan is supported by our CORE

(PFCC) through ensuring that patients and their families are OUR VISION C values and the Foundational Principles which inform our U Y

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at the centre of everything that we do. The principles of PFCC Our I Our U

Strategic Focus Areas. The Plan provides a vision for the further U Excellence in health

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can be seen throughout this Strategic Plan, as the hospital E development of our service as a state leader in public oral research E services includes PFCC in service design and decision making. Sydney and healthcare for all health service provision. This plan outlines the key strategies Dental Hospital strives to ensure that every patient experiences that will ensure that Sydney Dental Hospital continues

patient and family centred care at every point in their journey.

to provide high-quality, safe, accessible services to all eligible K

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people within NSW. E

The Sydney Dental Hospital Strategic Plan builds on the &

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Sydney Local Health District Strategic Plan 2018–2023 and R F

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Along with our vision to provide excellence in health and A

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sets out the strategy for the hospital over the next five years. Y

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E healthcare for all, the goals of Sydney Dental Hospital are: L

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This plan demonstrates Sydney Dental Hospital’s commitment Q

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E O C V N • To maintain the oral health of eligible populations E A R to supporting the goals of the NSW Oral Health Plan 2020 N and the Healthy Mouths Healthy Lives: Australia’s National Oral • To promote the importance of oral health as an integral part Health Plan 2015–2024. H ER of general health EAL NG THIER AND STRO This plan was developed in collaboration with our staff and • To provide appropriate and evidence-based oral health care community stakeholders. It will ensure Sydney Dental Hospital • To deliver high-quality oral health services is ready for future challenges and future innovation that will Our communities, Our patients further enhance the delivery of care for patients and the overall partnerships families • To manage oral health services effectively and efficiently. oral health of patients within Sydney Local Health District. and environment and consumers Sydney Dental Hospital not only provides oral health treatment to a vulnerable population, but also has a strong focus on Dr Jason Cheng General Manager health promotion and preventative care. Sydney Dental Hospital Our provides community and specialist services, as well as research and education, to achieve these goals. The hospital produces leading research that shapes the future of oral health services

1 Ministry of Health (MoH) policy directive PD2017_027: Eligibility of Persons for Public Oral Health Care in NSW 2 Ministry of Health (MoH) policy directive PD2011_071: Oral Health Specialist Referral Protocols

4 Sydney Dental Hospital Strategic Plan Sydney Dental Hospital Strategic Plan 5 Our vision and mission

Strategic focus areas

Sydney Local Health District and Sydney Our vision Dental Hospital are committed to the Our facility principles of Patient and Family Centred Providing modern, world-class infrastructure in our hospital with access Excellence in health and healthcare for all Care (PFCC). PFCC embodies respect, to modern technologies that supports a holistic approach in the delivery compassion, support and responsiveness of health services for our patients and their families. to the needs, experience, diversity and preferences of our patients, families, Our mission carers and the community. We work Our community, partnerships, and environment in partnership with our patients and Engaging and partnering with our growing and ageing community The mission of Sydney Dental Hospital, shared by Sydney consumers to improve heath literacy, to enable them to better understand the services we provide and Local Health District, is to: support self-management and provide care close to where people live. to improve their access to the healthcare services they require. Improving the environment in which our communities live and work with a focus Work with our communities to promote: The benefits associated with PFCC on equity, prevention, urban development and sustainability by building include decreased mortality, decreased partnerships with community groups and other health organisations. Co-designed and co-produced health policy, plans, new readmission rates and improved service models and research studies adherence to treatment regimens. Delivering care across settings, in the Our patients, families, carers, and consumers Improvements in the social and environmental factors home, community or hospital should that sustain health be seamless. Delivering truly integrated Providing a world-class health service that has a focus on patient care requires collaborative solutions experience and outcomes, innovation and performance and driving A healthcare system that is responsive to equity to health and empowered, self-reliant improvements that matter to our patients and their families. concerns communities.

The Strategic Focus Areas of the Sydney Best practice prevention, health promotion and health Our services Dental Hospital Strategic Plan 2019–2024 protection programs and strategies directly relate to the principles of PFCC, Providing integrated, culturally safe and competent multidisciplinary as outlined below and opposite. health services that deliver better and safer care to meet the changing Care in the community delivered close to where demands and needs of the community. people live

Ensure that the community has equitable access to the ORG Our staff R AN U I highest quality patient/client and family/carer centred O S A T OUR Working with our staff to support their development and their own care that is: S ICES I V O T R A health and wellbeing and to improve the ways in which we work together

E N S F F as a team including partnering with our patients and their families. Integrated, timely, culturally safe and competent, R

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evidence-based and efficient O

S OU T R O S N Our research E IE P U Provided by a highly-skilled compassionate workforce I E T R IT A O

P P L Patient C

who are committed, accountable, supported and valued I Supporting collaboration in clinical research with a focus on translating

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C and family E

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A research findings into clinical practice that support better health outcomes O

F centred M

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Supported by leading-edge research, education and care N for our patients and their families.

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medical and information technologies O O O U E

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U R Supportive of the healthcare of populations in other T Our education

N E E local health districts, states and territories across D O U M Developing education, training and professional development for U N Australia and in other countries C R O AT ENVIR our clinicians and health professionals that fosters a workplace culture ION O U of excellence in the delivery of health and healthcare. R H R C ESEAR

6 Sydney Dental Hospital Strategic Plan Sydney Dental Hospital Strategic Plan 7 Our values Our hospital

Sydney Dental Hospital shares the CORE values of all NSW Health Sydney Dental Hospital is a major standalone tertiary dental facility with staff and Sydney Local Health District. 143 public dental chairs. It is a key part of Sydney Local Health District’s Oral Health Services, which provides comprehensive early intervention, oral health promotion and community treatment services. Collaboration Openness The hospital has strong research and Our history is important to us. At the Today, Sydney Dental Hospital celebrates training links to the University of Sydney, turn of the 20th century, dentistry as more than 110 years of serving the We work in collaboration with our patients/clients, We have transparent, clear, honest processes which University of Newcastle, TAFE and the a profession was formally established community, being a centre of excellence communities, our colleagues, employees and with feature strong community consultation processes. Australian Dental Council. It plays with the passing of The Dentists Act and shaping oral health and dental care other agencies and services. a significant role in the development 1900. This led to the Dental School being across Australia. of the next generation of dental and oral established under the leadership of the The challenge for Sydney Dental Hospital health professionals through specialist Dean of the Faculty of Medicine at the moving forward will be to meet the Respect Empowerment mentor and graduate programs as well University of Sydney in March 1901. ever increasing needs of the eligible as Dental Assistant and Administration A dedicated University Dental Hospital oral health population. The eligible Officer Traineeships for Aboriginal was also established in 1901 to train population is both continuing to grow We value our diverse communities and respect Our communities are empowered to contribute Staff. Sydney Dental Hospital is closely dental students and provide dental rapidly and change demographically. cultural differences. We respect and celebrate to the health system, to be self-reliant, resilient and networked with all the hospitals in the care for persons unable to pay the rights and culture of Aboriginal communities, to assume greater control over their health and social This plan aims to ensure that excellent District through inpatient consultations, normal dental fees. In 1904, the NSW the traditional owners of the land. We treat circumstances. Our patients, carers and families are oral health services continue to be assistance with surgery, emergency Government established the Dental patients/clients, carers, colleagues and employees empowered in decision-making about care. Our staff provided to all eligible people. compassionately, fairly and positively. We uphold are supported to participate in the workplace and departments and for direct oral health Hospital of Sydney to provide dental privacy, dignity and social justice. We are committed their views and opinions are valued and influential. admissions. care for vulnerable people. Then in 1905, to employment, human and health rights. an Act of Parliament amalgamated Sydney Dental Hospital is a high the Dental Hospital of Sydney and the performing facility, with high-quality University Dental Hospital to form service provision and demonstrated the United Dental Hospital of Sydney The planning process In developing this plan, Sydney Local efficiency. The hospital consistently on the current site in Chalmers Street, Health District and its Aboriginal Health exceeds the performance activity Surry Hills. The Sydney Dental Hospital Strategic Unit undertook an inclusive consultation targets given through the yearly service Plan 2019–2024 has been developed workshop with Aboriginal community agreement with Sydney Local Health In 1992, the United Dental Hospital through an inclusive executive, employee members, demonstrating the senior District and Ministry of Health, while became part of the former Central and consumer consultation process. executive and Board commitment remaining within the budget. This is Sydney Area Health Service, and The current Sydney Local Health to Aboriginal Health. An Aboriginal notable as the activity based funding in 2004, was renamed the Sydney District Oral Health Services: Clinical Health Impact Statement was completed model does not take into account the Dental Hospital. Services Plan 2017–2027 and other in consultation with Aboriginal members full complexity of oral health patients. Sydney Local Health District enabling of the hospital community and Sydney As a tertiary referral centre, Sydney plans were reviewed with an update of Local Health District’s Aboriginal Dental Hospital sees socially and population demographics and hospital Health Unit. medically complex patients, which activity. Stakeholder consultations were significantly increases the complexity undertaken targeting all staff groups as of oral health care. The hospital has well as consumers. These consultations, proven efficiency in providing this in conjunction with the existing Clinical complex care. Services Plan, were used to inform the strategic priorities.

8 Sydney Dental Hospital Strategic Plan Sydney Dental Hospital Strategic Plan 9 Our facility Our staff

Sydney Dental Hospital is The Directorate provides an opportunity rooms. New dental chairs and units Our staff is our most valuable Sydney Dental Hospital faces the Sydney Dental Hospital has embraced a tertiary standalone facility for strong and integrated relationships have been purchased and planning resource and are critical challenge of attracting and retaining the NSW Health CORE Values of to improve the health and wellbeing is underway to refurbish the ground highly-qualified and skilled staff, Collaboration, Openness, Respect and that provides general and of the population of Sydney Local Health floor foyer to make it more welcoming to our success in delivering particularly specialists. This is in part Empowerment. However, the Public specialist oral health services. District and beyond. for our patients and their families. high-quality, safe care due to the discrepancies between public Service Commission’s People Matter Sydney Dental Hospital is well serviced and private dentistry remuneration, Employee Survey has identified areas Sydney Dental Hospital also operates to our patients. The hospital operates within Sydney by public transport as is located adjacent access to technology and the physical where we can improve. The hospital has as part of the wider Sydney Local Local Health District’s Directorate to Central Railway Station transport hub, environment. To address this, Sydney implemented a number of initiatives as Health District Oral Health Services Sydney Dental Hospital has of Clinical Services Integration and with trains, buses, light rail and a Dental Hospital will focus on closing the a result of the People Matter Employee and provides community-based oral approximately 325 full time equivalent Population Health, which includes proposed metro station, all available gap between public and private dentistry Survey and will continue to work health clinics and oral health services (FTE) staff with approximately 30 full a wide range of community-based within close proximity. Parking is limited through investing in new technologies towards improving the workplace across hospital and community health time equivalent supporting the clinics health services including Community around the hospital. and refurbishing clinical areas. Further, culture and employee engagement. campuses. These include Croydon and at RPA, Concord Hospital, Canterbury Health Services, Drug Health Services, strategies such as flexible work practices, Marrickville Community Health Centres, A key technological development will Hospital, Croydon and Marrickville Our staff are supported through staff Population Health, Integrated employee recognition and training and Concord Repatriation General Hospital, be the implementation of an electronic Health Centres. health and wellbeing programs such Care, Health Equity and Research education opportunities will be utilised Canterbury Hospital and a hospital- clinical information system. Sydney as the Employee Assistance Program Development Unit, HealthPathways, Our staff members are highly skilled to attract and retain the right staff. based clinic at Royal Prince Alfred Local Health District Oral Health Service (EAP), Meditation-based Wellness Integrated Care, the NGO program and trained, and many have a long Hospital (RPA), predominately for RPA is working closely with the Ministry of Sydney Dental Hospital is committed and Compassion training (MWAC) and and Community Health Centres. tenure at the hospital. The long tenure inpatients. In total, Sydney Local Health Health’s Centre for Oral Health Strategy of many staff provides opportunities to the Sydney Local Health District Sydney Local Health District-based District Oral Health Service has 160 (COHS) and the Westmead Centre for for a significant amount of corporate Workforce Strategic Plan 2016–2020 programs such as Fitness Passport. public dental chairs, with 143 of these Oral Health (WCOH) to develop an knowledge to be retained. However, goal of increasing the number of being within Sydney Dental Hospital and electronic clinical information system this also poses a future challenge of Aboriginal employees. As of March a further 17 in the community. that will meet all our current and succession planning and ensuring that 2019, 4.3% (17 staff) of the hospital’s future service needs. Technological permanent workforce identify as Significant investment has been made this knowledge is not lost with the developments are also being explored Aboriginal (2.9% of the workforce, in improving and modernising the retirement of staff. Succession planning in patient care. The hospital is in an including casuals). Sydney Dental physical space within the hospital. is a priority over the next five years and excellent position to develop telehealth Hospital is actively pursuing employment Recent renovations of the Endodontics, will occur at all levels of the organisation. services to further support our regional opportunities for Aboriginal staff. Prosthodontics and Periodontics Succession planning will seek to identify and rural patients and clinicians. Presently, the hospital has an Aboriginal departments have occurred, as well current and new staff with clinical Dental Assistant and Administration as refurbishments in all clinical waiting and leadership skills and qualities, and supporting them through new Officer program, where Aboriginal staff Key priorities for our staff opportunities, education and training are trained and supported to achieve to develop their skills. a Certificate IV in Dental Assisting or 1 Attract and retain highly-qualified, a Certificate III in Health Administration skilled and diverse staff across all Key priorities for our facility while working. In 2019, the hospital areas of the hospital and ensure commenced a partnership with the succession plans are in place 1 Maintain and improve the University of Sydney to provide infrastructure, facilities and Support staff through opportunities scholarships to support Aboriginal 2 technology across the service to to improve workforce skills and ensure accessible and high-quality students who are undertaking tertiary capacity by providing relevant contemporary oral health care study in Dentistry of Oral Health training, educational and leadership Therapy. To further support Aboriginal opportunities 2 Implement an electronic clinical staff in the workplace, all hospital information system and digital staff are required to attend mandatory 3 Strengthen the culture within Sydney technologies in patient treatment Respecting the Difference Cultural Dental Hospital to reflect the CORE and communication values, support the health of the Training, and compliance is monitored Aboriginal community, promote by managers and the hospital Executive. 3 Support Sydney Local Health a positive workplace culture and District’s priority for a sustainable increase employee engagement and health system wellbeing

10 Sydney Dental Hospital Strategic Plan Sydney Dental Hospital Strategic Plan 11 Our services

Sydney Dental Hospital The majority of general oral health Sydney Dental Hospital plays an The importance of oral health to general Aboriginal people are widely recognised Key priorities for our services provides general oral health care is completed within the 143 dental important role in supporting the health and wellbeing is becoming as having greater disparities in health chairs at Sydney Dental Hospital, with education and training of dental and increasingly understood. Sydney Dental outcomes and to be less likely to access care for eligible patients 1 Deliver an integrated primary care 36 chairs in the Community Oral Health oral health students by providing Hospital is working to integrate oral health services4. At Sydney Dental service at Sydney Dental Hospital within Sydney Local Health Clinic (COHC). A further 14 COHC chairs clinical placements for students from health into general health through Hospital, the Aboriginal population to ensure accessible, evidence-based District, South Western are located in the community clinics at the University of Sydney, the University ongoing and developing partnerships seeking care continues to grow. oral health care that integrates with general health care and wellbeing Croydon and Marrickville Health Centres, of Newcastle and Sydney College of with facilities and services throughout In 2017–18, 5.1% of patients seen at the Sydney Local Health District services Concord Hospital and Canterbury TAFE. Students predominately see Sydney Local Health District. Sydney hospital were Aboriginal, which has and the northern sector of Hospital. patients in the 31-chair Clinical Dentistry Dental Hospital is working closely increased from 3.8% in 2015–16 (ISOH 2 Improve access to oral health services South Eastern Sydney Local department, TAFE clinic as well as in with the Clinical Services Integration data, 2018). Sydney Dental Hospital Sydney Dental Hospital is one of two by increasing service provision and the Extraction Clinic located within the Directorate to deliver an integrated has intentionally developed partnerships outreach to vulnerable communities Health District through tertiary referral oral health centres hospital’s COHC and the Diagnostic primary care service. The hospital and networks to support Aboriginal a formal intra-district in NSW, and as such provides specialist Imaging department. provides oral health services in line people in receiving oral health care. Further promote the services that oral health care to eligible patients 3 agreement. with the Oral Health 2020: A Strategic For example, the hospital has a Sydney Dental Hospital provides, throughout NSW on a referral basis. Activity at Sydney Dental Hospital is Framework for Dental Health in NSW, dedicated Dalarinji Aboriginal Oral including the Dalarinji Aboriginal Specialist dental services include: steadily increasing. Between 2012–13 Oral Health Clinic and specialist which is a framework for oral health Health Clinic, as well as outreach and 2017–18, there has been a 13.4% referral services • Diagnostic imaging action in NSW. services and a partnership with RPA’s increase in specialist appointments, Midwifery Service to further support • Orthodontics with a 16.5% increase in Community The framework commits the NSW Aboriginal people in receiving oral Oral Health appointments at the government to: • Paediatric dentistry health care. Sydney Dental Hospital is hospital (Information System for Oral • Improve access to oral health services committed to improving the oral health • Oral surgery (including surgical Health ISOH data, 2018). By 2026, the in NSW of Aboriginal people through providing support for RPA, Concord, Canterbury estimated Sydney Local Health District dedicated and culturally appropriate and Prince of Wales hospitals) population that is eligible for public • Reduce disparities in the oral health care to Aboriginal people. dental services will increase by 22%3. status of people in NSW • Periodontics This does not include patients from • Improve the oral health of the • Prosthodontics other local health districts who access NSW population through primary Sydney Dental Hospital through intra- • Special Care Dentistry prevention district agreements and/or cross border flows. The infrastructure and service Sydney Dental Hospital is committed to delivery models will need to be reviewed the Framework and is actively working to ensure that services meet the towards these three key goals. anticipated and additional demand into the future. Further work to address this expected demand will be undertaken to support the shift toward preventative, digitally enhanced and collaborative interdisciplinary models of care. The use of digital technologies, including tele- dentistry for rural communities, will be explored to improve efficiency, accuracy, service reach and communication to ensure that the increased service demand can be met within existing resources. Health promotion, education and prevention strategies will be integral to Sydney Dental Hospital meeting the 3 SLHD OHS: Clinical Services Plan 2017–2027. Department of Planning and Environment Population Projections 2016 needs of the population over the next five years. 4 SLHD Aboriginal Health Strategic Plan 2018–2022

12 Sydney Dental Hospital Strategic Plan Sydney Dental Hospital Strategic Plan 13 Our community, partnerships and environment

Sydney Dental Hospital treats eligible The population of Sydney Local presents the projected eligible child Sydney Dental Hospital is uniquely for Education and Research on Ageing Key priorities for our services patients as per the NSW Health Eligibility Health District is projected to increase and adult populations for each local positioned to offer services and provide (CERA) and the Collaborative Centre of Persons for Public Oral Health Care in to 895,790 by 2036, based on the health district with a formal intra-district care to people with complex health and for Cardiometabolic Health in Psychosis 1 Reduce disparities in the oral health NSW (PD2017_027). Consistent with the population projections released in 2016 arrangement for public oral health care social needs. The existing public oral (ccCHiP), both based at Concord status through primary prevention NSW Health eligibility criteria, the adult by the Department of Planning and to 2036. health care system infrastructure, service Hospital. and oral health education and eligible population for non-admitted Environment (DPE). Sydney Dental delivery model and workforce will need promotion However, these figures are likely to be The Sydney Dental Hospital Oral Health oral health care are patients who reside Hospital’s intra-district agreements to respond to support this anticipated an underestimation of the actual eligible Promotion team attend numerous within Sydney Local Health District, are and role as a tertiary oral health and additional demand. 2 Expand and enhance services to meet population due to the high number of open days (including RPA Hospital and the needs of the increasing eligible Medicare eligible, over 18 years of age facility supports specialist service homeless people and boarding house Sydney Local Health District is home Canterbury Hospital), fair days and population and increasing service and either hold or listed as a dependent provision to all eligible NSW residents residents that currently reside in Sydney to a significant Aboriginal population, community events. At these events, the demand on valid Australian Government has a significant impact on the future Local Health District. A high proportion particularly around the Redfern and team engage with the local community concession cards (Health Care Card, projected demand. Considerable of the homeless population, a highly Waterloo areas, in the City of Sydney to provide oral health education and 3 Strengthen existing partnerships with Pensioner Concession Card and growth over the next 10 and 20 years external and internal organisations transient and vulnerable group, is and Marrickville5. Aboriginal people are instruction, provide oral health products Commonwealth Seniors Health Card). is demonstrated in Figure 1, while Table 1 such as CERA, University of Sydney, concentrated at Central Railway Station. widely recognised as having greater and to educate the community on the University of NSW, University disparities in health outcomes and to role of the hospital. of Newcastle, TAFE, Aboriginal be less likely to access health services. Community Controlled Health Sydney Dental Hospital has also Figure 1 Table 1 At Sydney Dental Hospital, the Services and acute hospitals partnered with tertiary institutions and SDH eligible treatment population, SDH eligible child and adult population by Local Health District, Aboriginal population seeking care TAFE, research groups and organisations 2016–2036 2016–2036 continues to grow. In 2017–18, that service the vulnerable population. 5.1% of patients seen at the hospital 1,500,000 These partnerships have enabled the Local Health District Eligible child Eligible adult identified as Aboriginal, which has hospital to expand service provision increased from 3.8% in 2015–166. and reach patients who may not have 2016 population The hospital has a dedicated Dalarinji otherwise received oral health care. 1,200,000 Aboriginal Oral Health Clinic and is Sydney 123,140 125,180 Partner organisations include the committed to improving the oral health Redfern AMS, Central and Eastern of Aboriginal people and continues South Western Sydney 259,526 183,416 Sydney Primary Health Network to provide dedicated and culturally 900,000 (CESPHN) the University of Sydney, South Eastern Sydney 185,414 165,978 appropriate care to Aboriginal people. University of NSW, University of The hospital has dedicated partnerships 2026 population Growth 2016–2026 Newcastle and the NSW Refugee Health to meet the needs of the Aboriginal Service. These partnerships aim to 600,000 community including a long-established Sydney 154,680 148,321 22% engage the vulnerable communities that relationship with the Redfern Aboriginal already interact with these services South Western Sydney 315,892 223,205 22% Medical Service (AMS), and is continuing in order to provide oral health services. to strengthen a referral pathway for 300,000 South Eastern Sydney 212,992 183,596 13% Aboriginal women attending pre-natal Increasing collaboration and partnership appointments at RPA. with internal and external organisations 2036 population Growth 2016–2036 is needed to further integrate oral health Partnerships with internal and external 0 into general health, reduce disparities Sydney 177,338 174,163 41% organisations are essential in delivering 2016 2026 2036 in oral health and to meet the needs oral health care and integrating oral South Western Sydney 368,136 268,453 44% of our population. South Eastern Sydney health into general health services. South Eastern Sydney South Eastern Sydney 225,856 205,526 23% Sydney Dental Hospital has existing partnerships with acute hospitals and Sydney Source: Department of Planning and Environment, 2016 community health services throughout Sydney Local Health District and the Source: Department of Planning and Environment, 2016 local community. The hospital is involved in providing oral health care through 1 SLHD Aboriginal Health Strategic Plan 2018– 2022 the Sydney Local Health District Centre 2 ISHO data 2018

14 Sydney Dental Hospital Strategic Plan Sydney Dental Hospital Strategic Plan 15 Our patients, families, carers and consumers

The majority of patients seen at Sydney Sydney Dental Hospital has a high and existing programs or models of Sydney Dental Hospital and Oral Health Sydney Dental Hospital is committed Key priorities for our community, Dental Hospital reside in the Sydney proportion of patients from culturally care to ensure that they are meeting Service are fully accredited under the to strengthening the response partnerships and environment Local Health District, South Western and linguistically diverse backgrounds the changing needs of our patients. National Safety and Quality Health to patients, families and carers who Sydney Local Health District or South (CALD), thus has strong links with the In order to improve the patient Service (NSQHS) Standards Dental via have experienced violence, abuse 1 Continue to encourage active Eastern Sydney Local Health District Sydney Health Care Interpreter Service. experience, a number of initiatives the Australian Council on Health Care and neglect. An integrated service participation of patients, families, due to the intra-district agreements and Interpreter services are available to any have been implemented. These include Standards (ACHS) until July 2019. response for victims and families will carers and consumers in the cross border flows. As demonstrated patient, and new models to increase the refurbishments of waiting rooms, The hospital and Oral Health Service continue to focus on enhancing healthy planning, development, delivery and receipt of care and services in Figure 2, in 2017–18, 83.4% of specialist consistency and reliability of interpreter introduction of a Concierge and are preparing for the next accreditation development, preventing violence, services and 94.9% of community oral services are being explored. a change from phone triage to face- under the second edition of the NSQHS and responding to the causes and Strengthen the approach to oral health services were provided to patients to-face triage for walk-in patients. and actively participate in quality impacts of abuse and neglect. 2 Sydney Dental Hospital has a strong health promotion and preventative residing in these districts. However, These recent initiatives have been improvement (QI) projects, research focus on providing patient and family care to reduce the burden of disease it is important to note that a number developed in conjunction with staff, projects and regular surveys and audits. centred care that is based on evidence of patients reside in greater Sydney patients and consumers to ensure that These QI systems ensure that the and research and is continually 3 Support the equitable provision or rural and remote areas and access they meet the needs of our patients. hospital and Oral Health Service are of culturally appropriate care striving to improve the patient Sydney Dental Hospital due to its role Sydney Dental Hospital will continue providing safe and high quality patient experience. Consumers play a vital as one of two tertiary oral health referral to pursue patient and family centred centred care in line with the second role in developing and evaluating new centres for NSW. care in all areas of the organisation. edition of the NSQHS. Sydney Dental Hospital has a focus on empowering our patients through Figure 2 education and health promotion. Patient flows to SDH, Specialist Services and Community Oral Health Clinic, 2017/18 Actively providing education and health promotion has population health 50% benefits for our patients, families, carers and consumers as education and health promotion are essential in reducing 40% the burden of oral health disease and in preventing oral health conditions.

30%

20%

10%

0% Sydney South West South East Illawara Other Rural and Sydney Sydney Shoalhaven metropolitan regional LHDs LHDs and interstate Specialist services

Community Oral Health Services

Source: Information System for Oral Health (ISOH), 2018

16 Sydney Dental Hospital Strategic Plan Sydney Dental Hospital Strategic Plan 17 Our research Our education

Sydney Dental Hospital Oral health is an integral aspect of Key priorities for our research Sydney Dental Hospital The education of Sydney Dental Hospital Key priorities for our education is committed to advancing general health. Good health includes plays an important role staff is supported through Sydney Local good oral health as evidence shows that Health District’s Centre scientific knowledge and 1 Foster an environment that in supporting the education 1 Strengthen the role of the Sydney poor oral health is likely to exist when supports a collaborative approach of Education and Workforce Dental Hospital as a centre of improving the oral health of general health is poor, and vice versa7. to translational research and attracts and training of the next Development, in addition to an excellence in providing high quality clinical trials annual professional development day education and training its patients through evidence Sydney Dental Hospital has a long generation of dental and oral across the facility for all staff. Sydney based practice and research. standing relationship with University health students, as well as 2 Support research that involves Dental Hospital staff are supported 2 Enhance and support the role of of Sydney and supports the teaching vulnerable and priority populations, education, training and research as NSW Health professionals to undertake further education and and training of undergraduate and as per the Healthy Mouths Healthy part of the delivery of specialist and more broadly. training, and to attend external courses postgraduate students. As a result Lives: Australia’s National Oral Health community-based oral health services Plan 2015–2024 and training relevant to their positions the research at the hospital is highly Sydney Dental Hospital is a leader in and career goals. Further expansion of collaborative. Sydney Dental Hospital 3 Continue to partner with the Strengthen partnerships with the the provision of high quality education existing programs and support for staff University of Sydney, University supports laboratory, clinical and 3 private sector, universities and other and training, and has strong links to the in pursuing education and training will of NSW, University of Newcastle and population based research. Recently, research institutes University of Sydney, the University of be explored to ensure that Sydney TAFE to train the next generation the hospital has developed strong of NSW Health professionals Newcastle, Sydney College of TAFE and Dental Hospital remains a centre of linkages and partnerships with other the Australian Dental Association for the excellence in providing and supporting universities such as Western Sydney training of dentists, dental specialists, high-quality education and training. University and the University of NSW, Sydney Dental Hospital’s commitment oral health therapists, dental hygienists, with the focus on translational research. to research aligns with the three dental assistants and dental prosthetists. Its researchers have been part of many strategic directions of the Sydney innovations and firsts in Australia oral Local Health District Research Strategic The Sydney Dental Hospital Department health research projects. Plan 2018–2023: to invest in research, of Clinical Dentistry is a 31 chair dental lead quality research and implement clinic and 55 unit pre-clinical simulation In the next five years Sydney Dental knowledge by translating research into area which supports the Doctor of Hospital will build on its collaborative best practice. Dental Medicine and Bachelor of Oral networks and continue to focus on its Health programs of the Faculty of main goal of improving the oral health Dentistry of the University of Sydney, of its vulnerable population. The hospital training programs of the Faculty‘s is committed to positioning the facility Continuing Education in Dentistry as a high quality, multidisciplinary program, the Bachelor of Oral Health research institute, growing its research program, and the University of and promoting a research rich culture Newcastle and Sydney College of TAFE. and the integration of evidence Training is supported by the pre-clinical based clinical practice within Oral simulation area, which has 11 pods and Health Service. each pod has 5 operator (student) sites. The pre-clinical simulation area can accommodate a total of 55 students.

7 Australian Health Ministers’ Advisory Council 2001, Oral Health of Australians: National Planning for Oral Health Improvement

18 Sydney Dental Hospital Strategic Plan Sydney Dental Hospital Strategic Plan 19 Implementation and governance Strategic Action Plan 2019–2024 of key priorities

Focus area 1: Our facility

This action plan includes specific The implementation of this plan will be Timeframes Strategy Timeframe Responsibility Outcomes/measures strategies to achieve the priorities monitored by the Oral Health Services of the strategic plan. Four timeframes Senior Management Committee which Short term 0–12 months Priority 1: Maintain and improve the infrastructure, facilities and technology across the service to ensure accessible and high quality provide the sequential order of meets monthly. The committee will contemporary oral health care completion throughout the strategic subsequently develop a yearly report Medium term 1–3 years Review and update the Sydney Dental Hospital initiatives 0–12 General Manager Capital and assets work plan plan term. An Operational Plan will be at the end of each financial year to be within the Sydney Local Health District Asset Strategic Plan months developed and action commenced Manager, Corporate and implement a capital and assets work plan in consultation formulated each year to implement and presented to the Oral Health Clinical Long Term 4–5 years Services monitor strategic priorities. Council/Board. with key stakeholders Ongoing Ongoing Refurbish and redevelop COHCs, Special Care Dentistry, Ongoing General Manager Planning occurred for refurbishment Oral Surgery, sterilising department and other departments, and redevelopment of required Manager, Corporate ensuring staff and consumer feedback is incorporated into all departments Services facility improvements Works have commenced or Head of Specialist completed Services Staff and consumer feedback Head, Community Oral incorporated into plans Health Clinics

Continue to replace existing dental chairs and units with 1–3 years General Manager Increased number of modern dental modern chairs and units and ensure sufficient numbers chairs and units Manager, Corporate of left/right dental chairs in each clinic/department Services Sufficient left/right dental chairs to meet need Head of Specialist Services Head, Community Oral Health Clinics

Improve patient access to facilities, with a focus on disability Ongoing Manager, Corporate Reviewed access to SDH to ensure access Services ease of disability access Head, Special Care Continued planning of relocating the Dentistry Special Care Dentistry Department

Priority 2: Implement an electronic clinical information system and digital technologies in patient treatment and communication

Successfully implement a digital Oral Health solution, with 1–3 years General Manager Provide access to eMR Powerchart to integration to eMR and sterilising electronic tracking system all relevant staff to ensure patients are managed holistically

Integration of digital dentistry workflows that will improve 1–3 years Head of Specialist Digital dentistry processes the patient and staff experience where relevant and Services implemented appropriate

Ensure that all staff keep up with changing technology Ongoing Clinical Manager, Relevant staff being trained in through ongoing support, upskilling, training and education Training and the use of new technology and Education equipment Training and education records

Explore and implement new technology to manage 1–3 years Patient Flow Manager Tools to better manage waiting waiting lists, call centre demand, booking and changing lists, call centre demand and Manager, Centralised appointments appointments are explored and Oral Health Intake implemented Information Service Business Support Manager

20 Sydney Dental Hospital Strategic Plan Sydney Dental Hospital Strategic Plan 21 Strategic Action Plan 2019–2024

Strategy Timeframe Responsibility Outcomes/measures Strategy Timeframe Responsibility Outcomes/measures

Priority 3: Support Sydney Local Health District’s priority for a sustainable health system Priority 3: Further promote the services that Sydney Dental Hospital provides, e.g. Dalarinji Aboriginal Oral Health Clinic and state wide specialist referral services Provide infrastructure and develop programs that are Ongoing Manager, Corporate compliant with NSW Health waste management policy Services Further engage with services that are dedicated to engaging Ongoing General Manager Increased number of Aboriginal and with Aboriginal and Torres Strait Islander people Torres Strait Islander patients Manager, Domestic Clinical Stream Services Director Oral Health promotion sessions created specifically for Aboriginal Promote recyclable packaging, biodegradable materials and Ongoing Manager, Corporate and Torres Strait Islander people recycling of metals Services Provide clear and consistent information to rural and Ongoing Head of Specialist Communication materials are Manager, Domestic remote LHDs regarding the Dalarinji clinic and specialist Services developed Services services available at Sydney Dental Hospital, and the referral Head, Community Oral pathways for patients to access services Health Clinics Focus area 2: Our services Patient Flow Manager

Strategy Timeframe Responsibility Outcomes/measures Patient and Family Experience Officer Priority 1: Deliver an integrated primary care service at Sydney Dental Hospital to ensure accessible evidence based oral health care that integrates with general health care and wellbeing services Redevelop the Sydney Dental Hospital internet site with up- 0–12 General Manager Development of a new Sydney to-date, informative and relevant information months Dental Hospital and OHS internet site Clinical Stream Establish a Primary Care Clinic at Sydney Dental Hospital, 1–3 years General Manager Primary Care Clinic established Director with services provided based on consumer feedback Clinical Stream Primary Care services included in Director the Clinic to be driven by consumer Improve transparency and information to the public 0–12 Head of Specialist Development of new information feedback regarding eligibility and access to public oral health care months Services collateral regarding eligibility in Sydney Local Health District, patient flow and waiting list of access Head, Community Oral Partner with Sydney Local Health District Clinical Services Ongoing General Manager Oral Health integration into an information Health Clinics Improved reporting of general Integration portfolio and services across the Sydney Local increased number of SLHD programs Clinical Stream information, including waiting list Health District to further integrate oral health services into Patient Flow Manager Director Establishment of oral health information existing programs such as ccCHiP and improve partnership integrated care and vulnerable with other services such as diabetic services and oral health Head, Community Oral patient advisory committee promotion programs Health Clinics Focus area 3: Our communities, partnerships and environment Priority 2: Improve access to oral health services by increasing service provision and outreach to vulnerable communities Strategy Timeframe Responsibility Outcomes/measures Develop new partnerships and strengthen existing 1–3 years Head of Specialist Review methods for dental outreach partnerships with the relevant organisations to increase Services to ensure that these are relevant and Priority 1: Reduce disparities in the oral health status of people through primary prevention and oral health education and promotion outreach to the most vulnerable members in our community accessible to the community Head, Community Oral such as rural and remote patients, Aboriginal and Torres Expand the reach of oral health promotion to 1–3 years Head, Oral Health Increased oral health promotion sessions Health Clinics Develop additional oral health access Strait Islander patients, homeless, refugees, asylum seekers, preschools, schools, aged care facilities, hospitals, Promotion and targeted to these communities pathways and programs targeting mental health, drug health and justice health Head, Oral Health community groups (with a focus on multicultural and Research vulnerable patient groups Promotion and CALD groups), Aboriginal communities and Justice Research Health.

Continue to partner with rural and remote local health 1–3 years Patient and Family Develop additional oral health access Improve population health literacy through the 1–3 years Head, Oral Health Improved population health literacy through districts to promote the services of Sydney Dental Hospital Experience Officer pathways and programs targeting development of Oral Health promotion and Promotion and the development and distribution of oral and enable care for vulnerable patients vulnerable patient groups prevention resources that are suitable for all health Research health resources Head of Specialist literacy levels and that can be distributed widely Services Community Participation Head, Community Oral Coordinator Health Clinics Empower patients through increasing their Ongoing Head, Oral Health Increased primary prevention Implement digital technologies to improve efficiency, 1–3 years Head of Specialist Explore opportunities for tele- understanding of and ability to prevent diseases Promotion and Increased oral health promotion sessions accuracy, service reach and communication Services dentistry for rural communities Research Improved population health literacy through Head, Community Oral Implementation of digital dentistry Community the development and distribution of oral Health Clinics workflows Participation health resources Manager, Corporate Coordinator Services

22 Sydney Dental Hospital Strategic Plan Sydney Dental Hospital Strategic Plan 23 Strategic Action Plan 2019–2024

Focus area 4: Our patients, families carers and consumers

Strategy Timeframe Responsibility Outcomes/measures Strategy Timeframe Responsibility Outcomes/measures

Priority 2: Expand and enhance services to meet the needs of the increasing eligible population and increasing service demand Priority 1: Continue to encourage active participation of patients, families, carers and consumers in the planning, development, delivery and receipt of care and services Improve the services provided to Special Care 1–3 years Head of Specialist Build on the existing capacity of SCD staff Dentistry (SCD) patients Services in their skills to better manage patients with Continue to improve clinical service interface with Ongoing SDH and OHS Executive Review of strategies to provide family special needs patients through further development of Patient and group appointments Head, Special Care Family Centred Care initiatives Dentistry Develop additional PFCC initiatives for Identification and implementation of patients and carers within SCD patient and family centred care initiatives to improve clinical services for patients Continue to reduce waiting lists and increase Ongoing Head of Specialist Recruitment of staff to meet population capacity to provide patient treatment Services demands Consult with staff regarding new initiatives to 1–3 years SDH and OHS Executive New patient and family centred care ideas improve patient and family centred care and the being developed by staff Head, Community Oral Recruit to vacant positions and fill vacant patient experience Health Clinics chairs Greater ownership of patient and family centred care by staff Review of the hospital’s operational hours, with a possible extension to increase service Improve communication with consumers through 1–3 years Clinical Governance Use innovative methods to improve provision and reduce waiting lists more regular and more timely patient feedback Manager communication, e.g. iPads to provide real time feedback and enhanced Internet Ensure the timely processing of referrals Business Support page to waiting lists Manager

Respond to the changing nature of the eligible Ongoing Head of Specialist Review existing and develop new access Priority 2: Strengthen the approach to oral health promotion and preventative care to reduce the burden of disease population by developing and expanding services to Services pathways for vulnerable patients in accessing improve service capacity for vulnerable communities appropriate care Advocate for increased funding for preventative Ongoing General Manager Discussions with the Centre for Oral Health Head, Community Oral and the ageing population dentistry and public dentistry in general Strategy (COHS) and Ministry of Health Health Clinics Clinical Stream Director Advocacy at the Senior Oral Health Increase the access to General Anaesthetic services Ongoing General Manager; Additional anaesthetic lists within SLHD Executive (SOHE) across Sydney Dental Hospital Head of Specialist Services Increase the focus on health literacy through patient Ongoing Head, Oral Health Development of additional oral health information, clinician explanation and written Promotion and Research promotion information packages relevant Priority 3: Strengthen existing partnerships with external and internal organisations such as CERA, University of Sydney, University of NSW, resources for patients to identified needs University of Newcastle, TAFE, Aboriginal Community Controlled Health Services and acute hospitals Community Participation Coordinator Recruitment of more dedicated staff for Continue to partner with these organisations through Ongoing General Manager Partnerships continuing and further oral health promotion and education education, training, research and innovation developing training Clinical Stream Director Priority 3: Support the equitable provision of safe and culturally appropriate care

Increase engagement through collaborating with Ongoing General Manager Partnerships continuing and further Improve the availability of interpreters through 1–3 years Business Support Reduction in unexpected interpreter new and existing programs developing Clinical Stream strengthening the partnership with the Sydney Manager cancellations Healthcare Interpreter Service Director Trialling innovative methods for accessing interpreters, e.g. video interpreting Strengthen the Sydney Dental Hospital workforce Ongoing General Manager Increase in the number of conjointly through partnerships appointed staff Clinical Stream Review programs and education to assist the 1–3 years Head, Oral Health Additional oral health promotion programs Director culturally and linguistically diverse (CALD) Promotion and Research targeted for the CALD community community in accessing care Community Participation Coordinator

Ensure the Sydney Dental Hospital has procedures Ongoing SDH and OHS Executive Support staff training and education that support an integrated service response to Clinical Governance Monitor through the introduction violence, abuse and neglect for victims and families Manager of a VANS STARS app

Continue to develop strategies and connections 0–12 General Manager Recruitment to an Aboriginal Liaison to organisations that support the provision of months Officer role Head of Specialist appropriate and equitable care Services Development of a Health Justice Partnership with Redfern Legal Centre Head, Community Oral to provide legal services to patients Health Clinics Recruit to a dedicated Social Worker for SDH

24 Sydney Dental Hospital Strategic Plan Sydney Dental Hospital Strategic Plan 25 Strategic Action Plan 2019–2024

Focus area 5: Our staff

Strategy Timeframe Responsibility Outcomes/measures Strategy Timeframe Responsibility Outcomes/measures

Priority 1: Attract and retain highly qualified, skilled and diverse staff across all areas of the hospital and ensure succession plans are in place Priority 3: Strengthen the culture within Sydney Dental Hospital to reflect the CORE values, promote a positive workplace culture, increase respect and understanding of Aboriginal cultural issues and increase employee engagement and wellbeing Enable flexible work practices, including transition Ongoing General Manager Work with staff, managers and Workforce to retirement, where they meet the employee and Services to increase the number of staff who Workforce Manager Improve employee engagement and further embed Ongoing Manager, Workforce Implementation and monitoring of the organisational needs transition to retirement through reduced SDH CORE values Services ‘People Matter Employee Survey’ action plan hours General Manager Implementation and sustainability of the Staff who require flexible work practices Collaborative Leadership Project are enabled to do so, within organisational needs Recognise and promote the achievements of staff Ongoing Manager, Workforce Forums for staff recognition, e.g. compliment Services report at hospital staff meetings and Implement flexible strategies to increase the Ongoing General Manager Review and encourage the use of Visiting distribution of staff publications speciality workforce Dental Officers General Manager Workforce Manager Review the use of part time positions Support employee wellbeing by continuing to Ongoing Work Health and Development of SDH facilitators for MWAC and conjoint appointments with tertiary support the MWAC program, stretch program and Safety Manager Continued weekly MWAC sessions education institutions WH&S initiatives Manager, Workforce Ensure the timely recruitment to vacancies Ongoing General Manager Reduction in vacant positions Services All managers General Manager

Empower employees and encourage new ideas Ongoing General Manager Development of SDH internal pitch Support employees by strengthen the Human 0–12 Manager, Workforce Employ a permanent Work Health and Resources department and further embedding months Services Safety Manager New initiatives to improve services being WH&S into the culture of Sydney Dental Hospital and Recruit to a dedicated Human Resources driven by employees ongoing Officer Priority 2: Support staff through opportunities to improve workforce skills and capacity by providing relevant training, educational and leadership opportunities Adhere to cultural protocols such as flying the Ongoing Manager Corporate Strong culture of support for Aboriginal flag, hosting NAIDOC and other celebrations and Services Health Support dedicated time for staff to attend relevant Ongoing Clinical Manager, Continuation of twice yearly Continuing providing a welcoming environment including conferences and training opportunities Training and Professional Development Forums displaying Aboriginal artworks Education SDH staff attending SLHD and external conferences and training and professional Focus area 6: Our research development

Staff completing formal qualifications Strategy Timeframe Responsibility Outcomes/measures

Provide opportunities and training for staff to act Ongoing All managers Development of SDH staff competency Priority 1: Foster an environment that supports a collaborative approach to translational research and attracts clinical trials in more senior positions, where appropriate based Increased number of SDH staff taking on their development goals and competencies Provide research support, mentoring, training, 3–5 years Head, Oral Health Increased research activity and number on management positions within SDH time, involve staff in projects and support Promotion and Oral Health of projects and publications interests Research All Heads of Department Research committee members

Develop appropriate research infrastructure and 3–5 years Head, Oral Health Improved quality of research projects research support through Promotion and Oral Health Dedicated research assistants in Oral Research • the provision of access to journal database and Health journal articles for all clinical staff All Heads of Department Support from statisticians and health • dedicated research assistants and statistician Research committee economists support members

Foster translational and clinical research that 3–5 years Head, Oral Health Increased number of patients involved improve efficiency and reduces waiting times for Promotion and Oral Health in translation and clinical research our patients using integrated research models and Research Successful applications for translation new technologies All Heads of Department grants Research committee

26 Sydney Dental Hospital Strategic Plan Sydney Dental Hospital Strategic Plan 27 Strategic Action Plan 2019–2024

Focus area 7: Our education

Strategy Timeframe Responsibility Outcomes/measures Strategy Timeframe Responsibility Outcomes/measures

Priority 2: Support research that involves vulnerable and priority populations, as per the Healthy Mouths Healthy Lives: Australia’s National Priority 1: Further the role of Sydney Dental Hospital as a centre of excellence in providing high quality education and training Oral Health Plan 2015–2024 Improve communication pathways between Ongoing General Manager Presence of Heads of Discipline at SDH to tertiary institutes and Sydney Dental share expertise with post graduate students Work with interdisciplinary agencies to develop 1–3 years Head, Oral Health Increased number of interdisciplinary Clinical Stream Director research to understand the needs of priority Promotion and Oral Health projects Hospital through more conjoint and honorary populations Research appointments Clinical Manager, Training and Education All Heads of Department Research committee Collaborate with private partners, the Australian Ongoing Clinical Manager, Training Increased interdisciplinary approaches Dental Association and tertiary institutions to and Education members Training for oral health staff about develop training programs for both clinical and All managers interdisciplinary referral pathways non-clinical professionals Encourage research designs that involve and 3–5 years Head, Oral Health Increased number of CALD participants and how to manage patients requiring engage CALD communities Promotion and Oral Health in the research projects multidisciplinary care Research More grant applications to bodies who fund Training and education for clinical and All Heads of Department CALD research non-clinical professionals, including access Research committee pathways, digital dental practice etc. members Priority 2: Enhance and support the role of education, training and research as part of the delivery of specialist and community-based oral Strengthen relationships with organisations that 1–3 years Head, Oral Health Memorandum’s of Understanding with health services work closely with Aboriginal communities Promotion and Oral Health Aboriginal partner organisations Research Attract a specialist workforce and have 3–5 years Head of Specialist Increased specialist workforce and specialist Collaboration with SLHD Aboriginal supporting technology to deliver specialist Services training courses Head of Department Health Unit training courses for oral health professionals and Clinical Manager, Clinical Director Community Oral Health General Manager Clinics Support and develop the workforce in order Ongoing All executive Continuation of twice yearly Continuing Priority 3: Strengthen partnerships with private sectors, university and other research institutes for them to meet new challenges and changes Professional Development Forums in technology and skills Encourage high quality graduate and postgraduate 1–3 years Head, Oral Health Increased number of high quality projects Competency assessments research, strengthen the partnership with the Promotion and Oral Health at SDH and publications SDH staff attending SLHD and external Sydney Dental School and support ‘Putting mouth Research conferences and training and professional into health’ All Heads of Department development Research committee members

Liaise with MRIs, medical, nursing and allied 3–5 years Head, Oral Health Involvement of OH in partnership research health communities to create awareness of the Promotion and Oral Health grant applications importance of oral health, strengthen partnerships Research More research projects involving non and incorporate oral health in general health OH partners research projects

28 Sydney Dental Hospital Strategic Plan Sydney Dental Hospital Strategic Plan 29 Strategic Action Plan 2019–2024 References

Australian Health Ministers’ Advisory Council 2001, Oral Health Strategy Timeframe Responsibility Outcomes/measures of Australians: National Planning for Oral Health Improvement Priority 3: Continue to partner with the University of Sydney, University of Newcastle and TAFE to train the next generation of NSW Health professionals COAG Health Council: Healthy Mouths Healthy Lives: Australia’s National Oral Health Plan 2015–2024 Encourage ongoing education for all staff Ongoing All managers Increased number of staff completing higher education courses, with the support of SDH National Safety and Quality in Health Care Accreditation Standards – Second Edition Strengthen the relationships, communication and Ongoing Head Student Services Utilise TAFE clinical expertise in removable engagement with tertiary education facilities prosthodontic NSW Department of Planning and Environment Population General Manager Mentoring and training of new graduate Projections, 2016 Clinical Director Dental Officers NSW Health Policy Directive PD2017_027: Eligibility of Person’s Additional post graduate training programs for Public Oral Health Care in NSW introduced at SDH in partnership with the University of Sydney NSW Health PD2011_071: Oral Health Specialist Referral Commencement of a scholarship agreement Protocols between SDH and the University of Sydney Oral Health 2020: A Strategic Framework for Dental Health to support Aboriginal students in NSW Further develop the New Graduate Dental Officer Ongoing Head, Community Oral Continue the program and further refine program and strengthen mentorship for early Health Clinics the structure of the program with an aim Sydney Local Health District Aboriginal Health Strategic Plan career health professionals to develop and retain appropriate dental 2018–2022 professionals Sydney Local Health District Oral Health Services: Clinical Continue to support Aboriginal staff training and Ongoing All executive Increased the number of Aboriginal staff Services Plan 2017–2027 education within Sydney Dental Hospital and Oral completing the Aboriginal Trainee Dental Health Service Assistant program and the Aboriginal Trainee Sydney Local Health District Research Strategic Plan 2018–2023 Administration Officer program Sydney Local Health District Strategic Plan 2018–2023 Increased proportion of SDH staff identifying as Aboriginal Sydney Local Health District Workforce Strategic Plan Increased retention of Aboriginal staff 2016–2020 Commencement of a scholarship agreement between SDH and the University of Sydney to support Aboriginal students

30 Sydney Dental Hospital Strategic Plan Sydney Dental Hospital Strategic Plan 31 Appendixes

Appendix 1 Appendix 2

NSW Health Policy Directive PD2017_027: NSW Health Policy Directive PD2011_071: Eligibility of Person’s for Public Oral Health Care in NSW Oral Health Specialist Referral Protocols https://www1.health.nsw.gov.au/pds/ActivePDSDocuments/ https://www1.health.nsw.gov.au/pds/ActivePDSDocuments/ PD2017_027.pdf PD2011_071.pdf

Eligibility of adults for non-admitted oral health Eligibility for public oral health services care services The NSW Health ‘Eligibility of Persons for Public Dental Care’ For an adult to be eligible for free public oral health services policy directive defines eligibility for public dental care for NSW they must: residents. Adult patients will require a valid health care card or pension card to qualify for specialist oral health care. • Be normally resident within the boundary of the providing LHD; and Only adults (18yrs and over) who are self holders of valid Centrelink concession card are eligible for in-patient specialist • Be eligible for Medicare; and dental services including orthodontic surgery and for • Be 18 years of age or older; and non-admitted procedural dental specialist services such as endodontics, orthodontics, oral surgery, prosthodontics • Hold, or be listed as a dependent on, one of the following and periodontics. valid Australian Government concession cards: – Health Care Card All children and young persons (0–<18yrs) are eligible: – Pensioner Concession Card • to be referred for consultation – Commonwealth Seniors Health Card • for the provision of non-admitted treatment in all specialties, Note that holders of the State Seniors Card are not eligible for except orthodontics care unless they also hold one of the other concession cards listed above. • for admitted paediatric dental specialty services for conditions outlined in 11.2.1–11.2.4 Eligibility of children and young persons for However, only children and young persons (0-<18yrs) who are non-admitted oral health care services self holders or whose parents/guardians are holders of a valid For a child or young person to be eligible for free public oral Centrelink concession card, are eligible for admitted paediatric health services they must: dental specialty services for conditions outlined in 11.2.5 and 11.2.6 and for any orthodontic specialty service. • Be normally resident within the boundary of the providing LHD; and Exemption to these eligibility criteria can only be made for patients for teaching purposes and those patients with special • Be eligible for Medicare; and clinical needs as authorised by Clinical Directors of Local • Be less than 18 years of age. Health District Oral Health Services or their formally authorised delegate/s. For these cases a service charge may be applicable. Additional eligibility criteria may apply for some specialist oral health care. These are detailed in the Oral Health Specialist Referral Guidelines.

32 Sydney Dental Hospital Strategic Plan Planning for your future slhd.nsw.gov.au AVS 87562 AVS