NMHS Board public meeting Board achievements and information The - - PowerPoint PPT Presentation

NMHS Board public meeting

Board achievements and information

The Board’s role

The functions of the Board, in the name of the Health Service Provider, are set out in section 34 of the Health Service Act (HSA) 2016: Main functions are to provide:

• Health services stated in the service agreements for the Health Service Provider;
• Teaching, training and research that supports the provision of health services as

agreed with the System Manager; and

• Any other services agreed with the System Manager.

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Other functions include:

• Providing safe, high quality, efficient and economical health services to their local

communities.

• Developing and implementing corporate and clinical governance arrangements for

the Health Service Provider.

• Monitoring and improving the quality of health services.
• Delivering health services in accordance with Service Agreements with the Director

General.

• Employing Health Service Provider staff.
• Contributing to, implementing and keeping under review system-wide strategies

issued by the System Manager.

• Complying with the policy frameworks and System Manager directions that apply to
• r relate to the Health Service Provider.
• Maintaining land, buildings and assets controlled and managed by the Health Service

Provider.

• Consulting with health professionals working in the Health Service Provider,

consumers and community members about the provision of health services.

• Cooperating with other providers of health services, including primary health care, in

planning for and providing health services.

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Who we are

Professor Bryant Stokes AM Board Chair Professor Bryant Stokes AM is a highly distinguished neurosurgeon with three professorships at WA universities and a former Acting Director General of WA Health. Professor Stokes was awarded a Member of the Order of Australia in

• 2001. With extensive experience at a

senior executive level in WA Health, Professor Stokes brings strong leadership and governance skills to the NMHS Board.

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Associate Professor Rosanna Capolingua Deputy Board Chair Associate Professor Rosanna Capolingua is a highly qualified and experienced clinician, and is currently the Director of GP Liaison at St John of God Health Care Subiaco Hospital. Chair of the former Child and Adolescent Health Service Governing Council, Associate Professor Capolingua has served on many health boards and committees and is currently Chair of the WA Immunisation Strategy Committee, Board Member of St John of God Health Care, Board Member of the Board of Governors of University

• f Notre Dame and State Councillor for the

Australian Medical Association.

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Dr Margaret Crowley Board Member Dr Margaret Crowley has extensive experience as a Chief Executive Officer (CEO) in the community sector. She was previously a Director of the Warren Jones Institute for Community Health and Medical Research and CEO of the Association for the Blind of WA. Dr Crowley has held numerous board positions including, member of the Nursing & Midwifery Board of Australia as well as South Metropolitan Health Service Governing Council. Dr Felicity Jefferies Board Member Dr Felicity Jefferies has over 30 years’ experience as a medical practitioner working in both metropolitan and rural settings, and over 10 years’ experience as a member of the Medical Board of Western Australia. Dr Jefferies has a focus on ensuring consistent standards of quality and safety

• f medical services and a background in

rural workforce development, including as an inaugural member of Health Workforce Australia and a life member of Rural Health West.

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Ms Michele Kosky AM Board Member Ms Michele Kosky AM brings a depth of experience and understanding of the patient and carer perspective from recent positions as Executive Director of the Health Consumers Council of WA and as Deputy Chair of the Mental Health Law Centre. Ms Kosky has considerable experience on consumer advisory councils and on the Australian Commission on Quality and Safety in Healthcare in the development of the current Accreditation Standards. Mr Geoff Mather Board Member Mr Geoff Mather is Group Chief Financial Officer at the Royal Automobile Club (RAC)

• f WA and has extensive experience in

accounting, insurance, financial services, strategy, governance and operations. Mr Mather has a keen interest in retirement, aged care and education, and was formerly a non-executive director at Amana Living, an Anglican agency specialising in aged care and retirement living, where he also served as Chair of the Investment Committee and member of the Audit and Risk Committee.

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Mr Graham McHarrie Board Member Mr Graham McHarrie has over 35 years of professional experience as a Chartered Accountant with extensive experience in the disability services sector. A former partner of Deloitte, Mr McHarrie is currently Chair of Rocky Bay Inc. where he has also served as a board member. Mr McHarrie has also served as Chair on several finance and audit committees, and councillor on the Council of Edith Cowan University. Ms Maria Saraceni Board Member Ms Maria Saraceni is a barrister practising in regulatory and compliance law, with a focus on

• ccupational safety and health and

employment/industrial relations. A former Partner

• f Norton Rose and Jackson McDonald Lawyers,

she is currently an Adjunct Professor at the Murdoch University School of Law. Ms Saraceni has served on numerous Boards and Committees, including two terms as President of the Law Society of Western Australia and Director of Law Council; Chair of the Women’s Advisory Council in Western Australia; President of the Ethnic Communities Council of Western Australia; Director of the Federation of Ethnic Communities Councils of Australia and a Member of the SBS Community Advisory Council.

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Professor Grant Waterer Board Member Professor Grant Waterer is a consultant respiratory physician who has developed a successful academic career with major international roles, and is also a Doctor of Philosophy of Medicine. Currently Medical Co-Director of Royal Perth Hospital and Professor of Medicine at the University of Western Australia, Professor Waterer has over 20 years’ experience in various clinical and medical administrator positions. Rhonda Marriott Board Member Professor Rhonda Marriott was born in Derby, Western Australia, and is a descendent of Kimberley Nyikina Aboriginal

• people. She has extensive experience in

the professions of nursing and midwifery in both clinical and academic roles, celebrating 50 years of being a nurse and 28 years of being an academic in 2017. Professor Marriott is a senior researcher with expertise in Aboriginal maternal and child health matters. Recognised as a leader, she has been invited to contribute to many professional forums and conferences and brings a depth of knowledge to NMHS.

Board Committee’s

Safety & Quality Committee – Chair, Dr Rosanna Capolingua

• Committed to monitoring, oversight and proactive interrogation of the delivery of

quality care for our patients and those using our services

• Extends into the Health Service’s relationship with, and the impact on, family and

carers

• Meets monthly to carefully review Health Service Performance Safety (HSPR)

Indicators and Clinical Incidents

• Regularly engages with Health Service staff to expand their knowledge and

understanding of the committee

• Aims to have “finger on the pulse” knowledge across our services
• Works closely with NMHS Executive to bring a heightened level of oversight to care

delivery for best patient outcomes

• Has a strong sense of responsibility to ensure transparency and openness in the

health service and its processes.

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Board Committee’s

Finance Committee – Chair, Mr Graham McHarrie Supports and advises the Board in relation to its financial stewardship responsibilities and

• bligations.

The committee meets monthly with the main purpose of:

• making recommendations to the NMHS Board regarding the annual budget
• ensuring NMHS complies with applicable financial management law
• monitoring the adequacy of NMHS’s financial systems
• reviewing monthly financial reports
• informing the Board of significant and material financial risks
• reviewing significant contracts that have a financial impact on NMHS
• monitoring and reviewing NMHS Key Performance Indicators, and
• recommending for approval to the Board the annual financial statements.

Underlying the focus of the committee is the importance of the integrity of financial processes, systems and information, ensuring NMHS operates in an efficient and economical manner and achieves its objectives.

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Board Committee’s

Community, Clinician and Stakeholder Engagement Committee – Chair, Dr Margaret Crowley The Committee’s establishment reflects the commitment of the Board and Executive to actively engage with and facilitate engagement between, patients, carers, clinicians and the community. Advisory committee to the NMHS Board - assists with planning engagement strategies and meeting statutory commitments under WA legislation and national agreements. Principal focusses:

• Ensure that the voice of the patient is heard at every Board meeting
• Include patients and other key stakeholders in the development and delivery of

services, as well as the evaluation of their effectiveness. Current Committee focus:

• Developing the Patient Opinion feedback program within NMHS
• Rolling out the C4 Framework that assists clinical and support staff to more effectively

engage with patients, families and carers as well as other stakeholders

• Liaising with and supporting the work of NMHS Community Advisory Councils
• Liaising with staff and contributing to the development of an annual NMHS staff

engagement survey

• Developing a Board Engagement Strategy.

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Board Committee’s

Audit & Risk Committee – Chair, Ms Maria Saraceni The role of the Audit & Risk Committee is to provide advice, independent assurance and assistance to the Board on:

• Maintaining effective and efficient audit functions
• Risk, control and compliance frameworks
• Internal Audit obligations
• The Board’s external obligations as prescribed in the Financial Management Act

2006, the Auditor General Act 2006, Treasurer’s Instructions and other relevant legislation; and

• Ensure the implementation of and adherence to the Risk, Compliance and Audit

Policy Framework. Directly responsible and accountable to the Board for the exercise of its duties and responsibilities. Recognise day-to-day responsibility for management of the Health Service rests with the NMHS Chief Executive. The Committee ensures the following:

• The impact on patient safety and quality of care is considered in all decision-making.
• The impact on staff and organisational safety is considered in all decision-making.
• Good communication with NMHS Executive is in place.

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NMHS Board Achievements 2016/17:

• Election Commitments Oversight

– Patient Opinion – Osborne Park Hospital Development – Joondalup Health Campus Development Stage 2 – Urgent Care Clinics – Protection for Frontline Security Staff

• C4 (Clinicians, Consumers, Carers and Community) Engagement Framework –

Endorsed and in place throughout the hospital and health service network.

• Strategic Plan – pending Board endorsement today
• Formation of the NMHS Board’s Community, Clinician and Stakeholder Engagement

Committee

• Sustainable Health Review – NMHS submission following community, clinician and

stakeholder input

• Women and Newborn Health Service: An evaluation of clinical engagement.

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Board Priorities:

1. Patient safety and quality care 2. Fiscal responsibility at all levels of the organisation 3. Ongoing safety and wellbeing of our staff 4. Community engagement 5. Capital works, including the maintenance of our current buildings and equipment and to develop a replacement program where feasible of certain of these.

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NMHS Board public meeting

Chief Executive Report

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Acknowledging and celebrating achievements and service of our staff

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Acknowledging and celebrating achievements and service of our staff

Winners

• WA Health Excellence Award – Category Eight: Workforce

initiatives to improve service delivery: – Sir Charles Gairdner Hospital Surgical Division for the Theatre Efficiency Reform Program.

• Minister for Health Award for outstanding service of an

individual within the health sector: – Dr Diane Mohen, Medical Director of the State-wide Obstetric Support Unit at King Edward Memorial Hospital

• SCGH Long Service Awards and Charlies Excellence in

Service Awards – 81 recipients

• Other Awards and Achievements

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Reviews

• Public Sector Commission (PSC) Review of the

PathWest Forensic Biology Department

• Department of Health - Ross Inquiry into

PathWest Laboratory Medicine WA

• Public Sector Commission (PSC) — PathWest’s

management of a complaint about disclosure of confidential personal information

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Special Inquiry

• Special Inquiry into Government Programs

and Projects – QEII Parking – Outsourcing non-clinical services – Perth Children’s Hospital Water – Midland Health Campus

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Key Projects in the Health Service

• Sir Charles Gairdner Osborne Park Health Care Group

– Develop Patient-First material – Reducing Elective Surgery waitlists – Improving Emergency Access targets

• Women and Newborn Health Service

– Simulation training for the Newborn Emergency Transport Service

• PathWest

– Improving Organ Donor Screening tests – Progressing the SMART Sepsis Program and diagnosing septicaemia early.

• Mental Health

– Implementation of patient physical health program for long-stay patients.

• Graylands Decommissioning

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Key Projects in the Health Service

• Facilities management of Perth Children’s

Hospital

• Development of a NMHS Service Sustainability

Plan

• Development of a NMHS implementation plan in

response to Hugo Mascie-Taylor’s system-wide report - WA Review of Safety & Quality in WA Health

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Key Challenges across the Health Service

• Building maintenance of the ageing

infrastructure at some sites – asset audit has commenced

• Smoking around patients in public hospitals and
• n health facilities
• Medical Equipment Replacement Program

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Questions?

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NMHS Board public meeting

Annual Report 2016/17

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• NMHS prepared its inaugural

Annual Report as a Statutory Authority

• Function previously performed

by the Department of Health

• Specific requirements for Public

Sector Agency Annual Reports under the Financial Management Act 2006 and Treasurers instructions

• WA Public Sector Commission

and Department of Treasury also provide specific mandatory guidelines for agency Annual Reports.

• NMHS must prepare its Annual

Report to meet these guidelines as a minimum requirement.

Annual Report 2016/17

• An important tool in ensuring public sector transparency and accountability

by providing the WA Parliament with information about the performance of the public sector.

• Also increasingly important in assisting the public’s understanding of the

diverse operations of government agencies. The annual report is the primary mechanism for reporting NMHS performance against the strategic plan, budget papers, resource agreement and other strategic documents. With the WA Parliament as the primary audience, annual reports must be an

• bjective account of agency performance, rather than being presented for

promotional or commercial purposes.

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Purpose of our Annual Report - to quote the Public Sector Commissioner:

All HSP reports were tabled in Parliament by the Minister for Health on 10 October 2017.

Structure and content of annual report

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Board identified four additional important areas to be included:

1. Patient Voice and Experience – how NMHS listens, gathers feedback and makes changes. 2. Teaching and Training – important role NMHS plays in training current employees and teaching students in medicine, pathology, dentistry, allied health, nursing, and midwifery. 3. Research and innovation – highlights from SCGOPCG, Mental Health, WNHS, PathWest and Dental Services. 4. Learning from clinical incidents – an acknowledgement of adverse events – non-punitive approach to reporting and learning – incidents are investigated in accordance with Clinical Incident Management Policy and Open Disclosure Policy – Identified number of serious incidents where NMHS care contributed to death and harm – Provided an example of how we learnt from an incident.

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Annual Report Process

• Very rigorous reporting process, monitored by the NMHS

Project Management Office

• Dedicated Working Party included representatives from

Communications, Finance, Workforce, Business Intelligence, and the Project Management Office

• Project Manager coordinated the program: preparation of

templates, gathering information, quality control, and HSP/DoH liaison

• Approximately 10-month process, with an intense work

period from June - August.

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Preparing for 2017/18 annual report

• Schedule discussions with the Board in February 2018
• Greater focus on the Strategic Plan and its five Core

Strategies

• Report against the new Outcomes Based Management

Framework - which describes how outcomes, services and Key Performance Indicators (KPIs) are used to measure WA health system performance

• The OBM KPIs measure the effectiveness and efficiency
• f the services delivered against agreed State

Government priorities and desired outcomes.

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Closing comments

• While it’s a statutory requirement, it’s a powerful tool for highlighting issues

and achievements.

• Challenge is to present a report that is accessible, interesting and promotes

a sense of identity, as well as covering a large amount of information for different audiences.

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NMHS Board public meeting

Strategic plan

• Consultation on the Draft NMHS Strategic Plan closed in October

2017.

• More than 100 responses were received.
• Staff were generally supportive of the outlined Challenges and five

Core Strategies.

• Majority of staff feedback was included.

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• We place

patients at the centre of what we do.

• Our values

demonstrate the behaviour we expect.

• We will achieve
• ur Vision and

Mission through the five Core Strategies.

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• Expanded list of specialist services has been included on

page 9 to acknowledge the diversity of services provided by NMHS.

Our Challenges

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Acknowledgement of the challenges we face - not unique to NMHS.

• Meeting expectations – working with our partners to provide

seamless services.

• Medical equipment and facility standards – appropriate

equipment and buildings that are contemporary.

• Workforce changes – supporting people who are

transitioning to retirement, managing injury and fitness to work, and preparing our employees for the changes ahead.

• Fiscal environment – service must be financially sustainable,

but never compromising on safe and high quality care.

• Information systems – we need world-class systems to

support world-class care.

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Core Strategy 1

• Reforming services in line with the WA Health Clinical Services

Framework

• Responding to the Sustainable Health Review and the WA Health

Plan

• Programs to foster innovation and partnerships to support

alternative models of care

• Developing capacity and capability to ensure patients receive care

closer to home

• Enhancing partnerships with regional, community and primary

healthcare.

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Core Strategy 2

• Continue to develop teaching and training programs to maintain

skilled health professionals

• Provide supported and challenging clinical training for students and

trainees

• Developing a strategy to enhance research governance structures
• Promote and embed translational research
• Identify opportunities to enhance our research and increase our

competitiveness for national and international funding, and collaboration.

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Core Strategy 3

• Embed the NMHS C4 Engagement Framework and its tools

throughout the organisation to assist all employees to meaningfully engage with patients, carers, employees and our community

• Embed and promote Patient Opinion across all health services
• Develop and implement the NMHS Telehealth Strategy
• Implement social media options or other contemporary

communication methods

• Work with Community Advisory Councils and other forums of

patient/carer/community engagement to increase participation in decision-making.

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Core Strategy 4

• Continue to provide our employees with training opportunities
• Review mandatory training requirements and the resources available to ensure these

programs are available in the most efficient and effective manner

• Encourage all employees to speak up when they are concerned (e.g. Speaking up for

Safety Program), challenge the status quo, advocate for our patients and each other

• Embed coordinated employee health and wellbeing programs across all services
• Implement the Aboriginal workforce strategies within NMHS/Reconciliation Action

Plan to encourage and support Aboriginal people working in a wide range of clinical and corporate positions across all occupations.

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Core Strategy 5

• Build a performance framework that ensures our workforce is aware of their

responsibilities and accountabilities and is supported to be able to deliver and meet expectations

• Develop a NMHS Digital Health Strategy to identify our priorities for implementation

and innovation opportunities

• Build business intelligence systems that empower employees to make timely

decisions that positively impact on clinical care outcomes and the management of our resources

• Continue the asset review to support decision-making regarding asset maintenance

and facility planning.

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Board’s Risk Appetite Statement

• The NMHS Board has identified a number of areas where it will not accept risks.

Where the Board has rated an activity as ‘Zero’ and ‘Very Low Risk Appetite’, it means that the Board will not tolerate risks in these areas and will monitor activities very closely.

• Where the Board has determined that an activity is not of a high concern, it has a

higher tolerance for risk and therefore accepts that lesser controls can be in place.

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Next Steps

• Board endorsement of the Strategic Plan.
• Finalisation of the NMHS Operational Plan 2017/18
• Implementation of the Communication Plan for the Strategic Plan (e.g. launch,

simplified one-page public plan, general messaging, go live on hospital intranets etc.).

• Finalisation of the Strategic Plan Reporting Framework to monitor the delivery
• f the Strategic Plan (e.g. more detail for each core strategy including KPIs,

traffic light reporting, etc.).

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NMHS Board public meeting

Election Commitments Update

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What are Election Commitments (EC)?

• Promises made to the WA public by the major political parties when they are

campaigning prior to an election

• Effectively policy statements that public agencies and servants are required

to implement.

• These are not optional, nor are they usually up for negotiation.
• All political parties take their commitments very seriously and closely

monitor implementation.

• NMHS Board is responsible for the implementation of EC that relate to

NMHS. 2017 Election Commitments

• The 2017 WA Labor Platform outlines the McGowan Government’s Election

Commitment - Chapter 7 (pages 119-125) is WA Health-specific

• There are approx. 30 health, mental health and drug and alcohol-related

commitments.

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Election Commitments - directly implemented

• r relate to NMHS
• Patient Opinion – Introduce Patient Opinion in all public hospitals: putting

the voice of the patient and their opinion first

• Medihotels (Joondalup) – Create Medihotels to free up expensive hospital

beds so more patients can be treated and waitlists shortened

• Urgent Care Centres (Joondalup and Osborne Park) – take the pressure off

busy EDs: provides an alternative model of care and diverts patients out ED/long waits.

• Joondalup Health Campus - expansion including a Medihotel, Urgent Care

Centre, 90 new public beds and 30 new mental health beds

• Osborne Park - expansion of neonatal beds and rehabilitation services.

Provide land for aged care. Urgent Care Centre

• Protection for frontline security staff – increase staff protection through the

provision of anti-stab vests and mobile duress alarms

• Sustainable Health Review – to guide future investment in the WA health

system.

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Monthly reporting to the Board via the NMHS Project Management Office on:

• Project progress
• Schedule
• Issues and risks
• Cost
• Change requests
• Key deliverables
• Planned activities

for next month.

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Progress to date:

Patient Opinion

• Project complete - implemented throughout

NMHS hospital and service network

• Stories are actively being sought and

responded to

• 32 stories told to-date - parking being least

liked, staff and timeliness being most recommended

• Being monitored by NMHS Board, Executive,

Director General, Minister for Health, Health Consumers Council etc

• Lead is A/Executive Director, Strategy &

Executive Services Sylvia Meier.

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Progress to date:

Joondalup Health Campus Development Stage 2 (JHCD2)

• Project on track
• Business Case is being developed
• ver 2017/18 for Medihotel, Urgent

Care Centre, 90 new public beds and 30 new mental health beds

• Audit is underway to assess

potential activity related to the Medihotel

• Lead is Angela Kelly (Department of

Health), with NMHS CE Wayne Salvage as local sponsor.

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Progress to date:

Osborne Park Election Commitment (OPEC)

• Business Case for the expansion of neonatal

beds and rehabilitation services at the hospital is in its final stages

• Lead is A/Executive Director SCGOPHCG

Tony Dolan. Osborne Park land for aged care

• To be led by DoH and Landcorp.

Osborne Park Urgent Care Centre

• A request for an Expression of Interest is

being developed to test the market for a provider

• Lead is NMHS Executive Director

Procurement, Infrastructure & Contract Management Philip Aylward.

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Progress to date:

Protection for frontline security staff

• Discussion has occurred with hospitals and equipment has been
• rdered, as per local service requests
• Department of Health is leading this across the health system.

Sustainable Health Review (SHR)

• NMHS Board submitted a formal response on 26 October 2017
• Staff have been participating in working parties, committees, public

forums, as well as submitting their own submission

• SHR has been granted an extension, with Interim Report due end-

Jan 2018 (NMHS to respond/consult with staff). Final report due November 2018

• Lead is Department of Health.

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