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4.0 Governance – Management and Structure

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4.0 Governance – Management and Structure 4.0 Governance – Management and structure 4.0 GOVERNANCE – MANAGEMENT AND STRUCTURE 4.1 Organisational structure Board Chair Chief Executive Board Internal Audit Community Executive Committee Board Clinical Advisory Councils Group Safety and Quality Committee Finance Committee Risk and Audit Committee Statutory Services Support Services Clinical Operations Professional Leads Chief Finance Officer Clinical Governance Medical Services Safety, Quality Executive Director, Operations and Risk Clinical Directorates Nursing and Midwifery Organisational Allied Health Development, Royal Brisbane and Women’s Hospital Strategy and Implementation The Prince Charles Hospital Caboolture and Kilcoy Hospitals Redcliffe Hospital Community, Indigenous and Subacute Service Mental Health Oral Health Medical Imaging Executive Director, Clinical Services Clinical Streams Heart and lung Medicine Surgery Critical Care Women’s and Children’s Cancer Care Research Metro North Hospital and Health Service 2015–16 Annual Report 31 4.0 Governance – Management and structure CBAG ensures community voice in health care Community Board Advisory Group Since its establishment, CBAG has achieved: (CBAG) members play an important role • Input into revision of Metro North’s Strategic Plan in ensuring consumers and members of and development of the Health Service Strategy the community have a voice in public and Putting people first strategy health matters. • Identified emergent community engagement priorities for Metro North and guided the revision Metro North Hospital and Health Service of the Consumer and Community Engagement established CBAG in 2013 to recognise and Strategy – Connecting for Health address the needs and involvement of our consumers and carers in the provision and • Guided the design and implementation of the improvement of health services. LINK (Leading Innovation through Networking and Knowledge sharing) partnership fund. Ten CBAG comprises 24 representatives from peak innovative partnership projects have been funded consumer and community organisations including in 2015–16. This program is assisting Metro North state-wide and local organisations. Member to connect with the wider care provider system to organisations represent people with chronic provide care in the right place, at the right time in conditions, hard to reach populations and those innovative ways. with special health needs. Brisbane North PHN and the Metro North HHS Executive and Board are • Input and participation in annual Metro North also represented. Health Forums on ‘Patients at the Centre of Care’ (2014) and ‘Health Reform’ (2015) and ‘Working This collaboration with health consumers and the together to improve health’ (2016) community sector plays a vital role in improving health services and is integral to the delivery of • Input into the Leadership Values Framework for high quality, safe coordinated care. the Metro North Clinical Council Metro North aspires to be a recognised leader in • Review of policies and procedures including those consumer, carer and community engagement and relating to consumer and community partnerships always looks to provide accessible opportunities • Informed Metro North about Interstate Rankings for engagement. on Selected Health Indicators Australia 2012 which were included on the agenda for Chief Metro North aspires to be a Executive Forum • Input into Metro North’s ethics review, chronic recognised leader in consumer, disease model of care, the Quality of Care carer and community Report 2015 engagement and always • Currently assisting the development of indicators for measuring, monitoring, evaluating and looks to provide accessible reporting on continuous improvement in consumer opportunities for engagement and community engagement. 32 Metro North Hospital and Health Service 2015–16 Annual Report 4.0 Governance – Management and structure Connecting for better health Metro North Hospital and Health Service is committed to ensuring consumers and communities have a voice when it comes to their health care. The Connecting for Health Strategy for inclusive engagement, involvement and partnerships 2016-18 sets a clear direction for meaningful engagement into the future building on Metro North’s current strengths in this area. More than 50 stakeholders including consumer representatives, partner organisations, volunteers and staff contributed to the development of Connecting for Health. Ideas into action with a people focus Initiatives ranging from health and • Launch of the ICU Empathy Project at The wellbeing to improving patient Prince Charles Hospital to improve the patient education have been put into action as experience for end of life care and long stays in the Intensive Care Unit part of Metro North’s Putting people first Strategy. • Trial of a Safe Wards program in Mental Health to support staff to reduce conflict and With a focus on people, the strategy enables contain aggressive behaviours hospitals and services across Metro North to • New staff health and wellbeing programs improve the patient experience, support and at Caboolture Hospital and Community, develop staff, and work with partners to better Indigenous and Subacute Services and the connect care and improve health outcomes. launch of an Employee Wellbeing Service at Ideas for projects have been developed from the Royal Brisbane and Women’s Hospital. feedback provided by hundreds of staff who The strategy has also seen the launch of took part in Putting people first workshops programs of work involving the whole HHS and surveys. including seven Winter Strategy Innovation In its first year more than 70 initiatives have Alliances to address peak demand, been launched to bring the strategy to life. This establishment of an internal taskforce to address includes many projects run at a local hospital or occupational violence and the launch of the service level including: Metro North Staff Wellness Portal. Ongoing engagement with staff will continue to identify • New patient education materials at Redcliffe new initiatives. Hospital and interactive resources to support patients with chronic disease at home Metro North Hospital and Health Service 2015–16 Annual Report 33 4.0 Governance – Management and structure ICU patients supported with EMPATHY Critically ill patients are benefitting from a new project to increase their physical and emotional wellbeing in intensive care at The Prince Charles Hospital. The EMPATHY Project (End of Life Care The project will enable staff to work with patients Management and Planning and The Hard Yards) is and families to measure improvement in the patient looking to set a new benchmark in the delivery of experience, and formalise the excellent care already care for long term intensive care unit (ICU) patients provided by ICU staff to patients. and those nearing the end of their life. “Communicating effectively with people who are ICU physician and project medical lead Associate at their most vulnerable is challenging. We want Professor Nikki Blackwell said the focus of to improve the way we do this to ensure we can be EMPATHY is to create an environment that is as respectful of patient and family needs,” Associate positive as possible for ICU patients both clinically Professor Blackwell said. and emotionally. “A number of our ICU staff have done specialised “Our ICU is known for delivering first class training to put themselves in the role of patient and care, but out of necessity this care is delivered consider how they would take care of themselves in in a physical environment with intimidating these situations. This, in turn, allows them to bring a equipment, continuous noise and intrusive bright compassionate presence to their work.” lights,” Associate Professor Blackwell said. The EMPATHY team has developed a comprehensive “We want to create a more peaceful and checklist within the patient’s electronic health therapeutic environment and improve the care records to formalise and document their work. experience for patients and their families.” Patient and family decisions are recorded along with individualised end of life care plans. The project The focus is to integrate compassionate care with has also delivered improvement to the physical appropriate, excellent medical treatment during environment such as MP3 players at the bedside and complex critical illness and at the end of life. a bush-to-beach mural added to the outdoor balcony. 34 Metro North Hospital and Health Service 2015–16 Annual Report 4.0 Governance – Management and structure 4.2 The Board The Board is appointed by the Governor in Council Executive Committee on the recommendation of the State Minister for The role of the Executive Committee is to support Health and Minister for Ambulance Services and the Board by working with the Chief Executive to is responsible for the governance activities of the progress strategic issues and ensure accountability organisation, deriving its authority from the Hospital in the delivery of services within Metro North. The and Health Boards Act 2011 (Qld) and the Hospital and committee oversees the development of the Strategic Health Boards Regulation 2012 (Qld). Plan and monitors performance, the development of The functions of the Board include: the clinician, consumer and community engagement strategies and the primary health care protocol, • Developing the strategic direction and priorities for and works with the Chief Executive in responding to the operation of Metro North critical and emergent issues. • Monitoring compliance and performance
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