Our achievements over the last five years in delivering healthcare have ensured that we are well prepared to respond to the challenges ahead and to meet the complex healthcare needs of the NSLHD community.
CHALLENGES » Population growth and an ageing population » Increasing patient demand, acuity and complexity » Ongoing impact of the COVID-19 pandemic on our workforce, patients, carers, the community and services as it becomes part of business as usual: – Maintaining a state of readiness for ongoing challenges of the pandemic – Caring for patients with planned and non-urgent healthcare needs – Workforce impacts including fatigue, early retirement, training and education of students and clinicians, gaps in the new graduate pipeline, and staff wellbeing » Balancing increasing demand and costs of service delivery with finite resources including capacity constraints » Rapid increase in digital technologies and shift to digital healthcare and adaptation by both patients and staff including those unable to easily use technology » Operating in an increasingly complex healthcare environment with policy and funding from both the Federal and State governments, and with multiple partners including private providers and primary care.
OPPORTUNITIES » Increasing importance placed on patient and carer engagement, diversity inclusion, value-based care, partnerships, and integration of services to improve patient and carer experience and outcomes
» Building on our achievements arising from the COVID-19 pandemic: – Structures to support rapid decision making and effect change
– Development of virtual care expertise and technology – Improved relationships with our care delivery partners
» The use and translation of research to inform clinical practice and service delivery » The role and impact of technological change, data availability and data analytics to inform value-based care and improve patient care and outcomes » Transforming and developing digital health and virtual care capabilities that integrate across services and providers » Targeted and sustainable investment in, and development of, non-admitted patient services across NSLHD » The use of virtual care and other technologies to improve patient and carer access to services and the provision of increased out of hospital care options » Strengthening the network of hospitals and services across NSLHD to provide increased service capability and capacity for inpatient and ambulatory care » Enhancing existing partnerships and collaborations with the Sydney North Health Network, general practice and primary care, our affiliated health organisations, residential aged care facilities, private hospitals, tertiary education partners, and the NORTH Foundation » Increasing philanthropic and fundraising opportunities through the NORTH Foundation to support research and innovation to deliver exceptional healthcare » Precinct planning and building on the vision for the St Leonards Health, Research and Education Precinct Plan » Working towards and achieving our target of Net Zero carbon emissions by 2035 » Partner with Northern Beaches Hospital to enhance collaboration across the clinical streams by establishing integrated networks including outreach from hospital to community based services.
23
NSLHD Strategic Plan 2022-2027
Made with FlippingBook - professional solution for displaying marketing and sales documents online