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Nsw Health Organisations SECTION 6 NSW HEALTH ORGANISATIONS NSW HEALTH Annual Report 2018–19 NSW Health Organisations 201 rehabilitation and continuing care programs through NSW Health services, non-government organisations NSW HEALTH and Aboriginal community controlled health services. • Launched the Strategic Framework for Suicide ORGANISATIONS Prevention in NSW 2018-2023. The Framework was developed by the NSW Mental Health Commission and the NSW Ministry of Health in collaboration with people with lived experience of a suicide attempt or NSW MINISTRY OF HEALTH bereaved by suicide, communities concerned about suicide, government agencies, clinicians, service 73 Miller Street providers and experts in suicide prevention, and North Sydney NSW 2065 starts the journey towards zero suicides in NSW. 100 Christie Street • Referred more than 500 women to the expanded St Leonards NSW 2065 Substance Use in Pregnancy and Parenting Services. (Relocated to St Leonards in May 2019) • Scaled up the Hepatitis in Prisons Elimination Locked Mail Bag 961 Program and achieved virtual elimination of hepatitis North Sydney NSW 2059 C in 12 correctional facilities. • Completed Housing for Health in 23 Aboriginal Telephone: 9391 9000 communities to improve safety and reduce Fascimile: 9391 9101 infections. Email: [email protected] Website: www.health.nsw.gov.au • Committed $67.2 million over five years to implement Business hours: 9am-5pm, Monday to Friday key recommendations from the Royal Commission into Institutional Responses to Child Sexual Abuse. • Released the Integrated Prevention and Response to Violence, Abuse and Neglect Framework. • Committed $12.05 million over four years for the recruitment of more than 1250 NSW patients to the Australian Genomic Cancer Medicine Program and established six PhD Scholarships for related postgraduate research opportunities. • Completed implementation of Electronic Medication Secretary: Elizabeth Koff (biography on page 8) Management (eMeds) at 84 sites, with an additional 12 sites going live with the Electronic Medical Record Key achievements 2018-19 (eMR). • Launched the Milk Bank in December 2018, to provide pasteurised donor human milk to vulnerable Supported implementation of infants in neonatal intensive care units. Leading Better Value Care initiatives • Increased distribution of influenza vaccines doses in more than 100 health facilities to from 2.2 million in 2017-18 to 2.4 million doses in help accelerate NSW Health’s move to 2018-19. value based healthcare • Invested $38 million in overweight and obesity prevention. • Provided 27,000 occasions where patients received • Continued deployment of the Electronic Record for acute care in a Hospital in the Home service rather Intensive Care (eRIC) to support the delivery of than having to stay in a hospital bed. improved safety and better clinical decision-making • Invested an additional $2 million to further improve for critically ill patients in intensive care units. access to elective surgery services in NSW. Around • Exceeded the 40 per cent target by rolling out My 97.1 per cent of patients had elective surgery in their Food Choice – a more personalised way of serving clinically recommended timeframe. patient meals – to 42 per cent of beds statewide, an • Employed more than 2500 new graduate nurses and increase from 33 per cent at the end of 2017-18. midwives. • Implemented the Emergency Department Patient • Grew the NSW Health Aboriginal Workforce to 2.75 Experience initiative in the emergency departments per cent, exceeding the minimum target of 2.6 per at Liverpool, Lismore, Blacktown and Nepean cent. hospitals to help patients, carers and their families • Delivered 26 infrastructure projects across NSW on feel more welcome, safe, cared-for and empowered. time and on budget. The mid-point pilot evaluation showed, on average, a 30 per cent improvement in patient satisfaction • Invested more than $13.5 million on tobacco control across all four hospitals. initiatives and developed the NSW Health Tobacco Strategy Work Plan 2019-2021 to guide efforts to • Commenced planning for a system-level strategy for tackle smoking as a leading cause of disease and patient and carer experience that will build on premature death. existing work and initiatives on patient experience, patient-centred care, value-based care, patient- • Committed $225.3 million to minimise harm reported measures, culture and leadership, and from alcohol and other drug use by delivering eHealth initiatives. comprehensive education, intervention, treatment, 202 NSW HEALTH Annual Report 2018–19 NSW Health Organisations Leading Better Value Care continued to be a key priority for the ACI as we supported more than 40 STATUTORY HEALTH hospitals and facilities to implement programs under nine initiatives, across two tranches. We hosted CORPORATIONS workshops, forums and webinars for thousands of clinicians to support capability and knowledge sharing for facilities across NSW. AGENCY FOR CLINICAL INNOVATION The Unwarranted Clinical Variation Taskforce was Level 4, 67 Albert Avenue reconvened during the year to bring clinical leaders, Chatswood NSW 2067 senior managers and policy makers together to inform the reduction of unwarranted clinical variation. The PO Box 699 taskforce has focused on a range of clinical areas such Chatswood NSW 2057 as stroke, hysterectomy and hip fracture and broader Telephone: 9464 4666 themes such as organisational culture. Facsimile: 9464 4728 The ACI, with the Clinical Excellence Commission Email: [email protected] (CEC), commenced a program of visits to local health Website: www.aci.health.nsw.gov.au districts and specialty health networks across the state. Business hours: 8:30am-5pm, Monday to Friday These visits included presenting to boards and staff in each region, sharing ideas and building on how the ACI and CEC work together to improve how care is delivered in NSW. A significant milestone during the year was publishing the ACI’s Strategic Plan for 2019-22, which articulates our vision for the future of healthcare and healthier futures for the people of NSW. We used an innovative approach to gathering evidence to inform the development of the plan, including interviewing Chief Executive: Dr Jean-Frédéric Levesque organisations from around the world, creating a logic Dr Jean-Frédéric Levesque joined the Agency for model with staff and consulting widely within the NSW Clinical Innovation (ACI) as Chief Executive in June health system to refine our strategic directions. The 2017. He brings experience in clinical practice in refugee plan outlines how we will work with patients and health and tropical medicine, in clinical governance and clinicians to provide innovations that are evidence in academic research to the ACI. based, clinically led, person centred and value driven. Dr Levesque is a member of the Strategic Analytic To enable this work, the ACI established an evidence Advisory Committee of the Canadian Institute of generation and dissemination unit to provide increased Health Information and a Fellow of the Royal College of support to ACI’s clinical networks, synthesising Physicians of Canada in Preventive Medicine and Public available evidence to inform the development Health. He holds a Doctorate in Public Health, a Masters of new innovations. in Community Health and a medical degree from the The ACI’s success is built on the dedication and Université de Montréal, Canada. He is a Conjoint professionalism of its staff. This year we changed Professor at the Centre for Primary Health Care and our environment to embrace flexible, activity-based Equity of the University of New South Wales. working to support our transformative work. The ACI team has responded positively and I would like to Year in review acknowledge their significant contribution throughout The Agency for Clinical Innovation (ACI) leads the year. innovation in clinical care across NSW. We do this by bringing clinicians, patients and healthcare managers together to support innovation, design and 738 members from NSW Health implementation. joined the newly launched Telehealth This year our 39 networks, institutes and taskforces Capability Interest Group to share worked closely with senior clinicians to deliver new innovative telehealth models of care models of care, clinical guides, resources and tools that support the delivery of improved healthcare. Our teams partnered with local hospital teams to pilot and scale programs addressing system priorities including intensive care unit access block, implementing the patient reported measures program across the state, and supporting Leading Better Value Care initiatives. NSW HEALTH Annual Report 2018–19 NSW Health Organisations 203 Key achievements 2018-19 • Developed and implemented nine Leading Better BUREAU OF HEALTH INFORMATION Value Care initiatives, across two tranches, in over 40 NSW public hospitals and facilities, including hosting 67 Albert Avenue a series of webinars, forums and workshops reaching Chatswood 2067 thousands of clinicians to support capability, skill Telephone: 9464 4444 building and knowledge sharing. Facsimile: 9464 4445 • Eight additional hospitals joined the National Surgical Email: [email protected] Quality Improvement Program, taking the total Website: www.bhi.nsw.gov.au number participating in the program to 16 hospitals. Business hours: 9am-5pm, Monday to Friday Four hospitals have now rolled out a site-specific quality improvement program. • Launched the Intensive Care Unit Exit Block Project, a whole of
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