Strategic Deliverables. Key deliverables under the NSW Health Strategic Priorities 2018-19 will also be monitored, noting that process key performance indicators and milestones are held in the detailed Operational Plans developed by each Health Service and Support Organisation.
A. Key Performance Indicators Strategic Priority Safety & Quality Framework Domain Measure Target Not Performing X Under Performing Performing
Strategy 1: Keep People Healthy 1.1 Population Health Get Healthy Information and Coaching Service - Health professional referrals: Variance (%) Individual - See Data Supplement >10.0 variation below Target <=10.0 variation below Target Met or exceeded Target Healthy Children Initiative - Children’s Healthy Eating and Physical Activity Program (%): Population Health Primary schools - Trained primary schools achieving agreed proportion of Live Life Well @ School program practices (%) >=60 <55 55-59 >=60 Population Health Early childhood services – Sites achieving agreed proportion of Munch and Move program practices (%) >=60 <55 55-59 >=60
Strategic Deliverables. The following table identifies strategic deliverables applicable to the Bureau of Health Information under NSW Health Strategic Priorities 2017-18. There will be regular monitoring of progress against each deliverable by the BHI and provided quarterly to the Ministry (HSIPR Branch and the Deputy Secretary of System Purchasing & Performance) including expected dates for peer review and publication dates (including other interim dates in report production as appropriate). Risks and mitigation strategies will be identified should material delays occur. Quarterly meetings will be arranged to discuss progress against the BHI Workplan and performance related matters as appropriate.
6.2.1 Deliverables under NSW Health Strategic Priorities 2017-18. Strategy 2 Provide World-Class Clinical Care where Patient Safety is First Objective 2.5 Disseminate information to inform system performance and drive reform (shared Strategic Oversight lead)
6.2.2 Other key deliverables Key Deliverables for 2017/18 Timeline Key Deliverables for 2017/18 Timeline Key Deliverables for 2017/18 Timeline
6.2.3 Work Plan mapped to NSW Health Strategic Priorities 2017-18. Strategy Work Plan 2017/18 Contributes to Strategic programs Strategy 2. Provide World-Class Clinical Care where Patient Safety is First Objective 2.5 Disseminate information to inform system performance and drive reform Predictive risk for performance measurement Mental health PROMs, PREMs and PRIMs PROMS, PREMs and PRIMs Patient surveys and reporting
Strategic Deliverables. The following table identifies strategic deliverables applicable to the Cancer Institute NSW under NSW Health Strategic Priorities 2017-18. There will be regular monitoring of progress using a traffic light report against each deliverable to identify progress on track (green), slightly delayed but achievable (amber) or substantial delays (red). Risks and mitigation strategies will be identified.
6.2.1 Deliverables under NSW Health Strategic Priorities 2017-18. Deliverables under NSW Health Strategic Priorities 2017-18.
Strategy 1 Keep People Healthy Objective
1.1 Implement policy and programs to reduce childhood obesity Explore integration of telephone support services across multiple health behaviours to drive population health benefits. (with Centre for Population Health) Objective 1.2 Ensure preventive and population health programs to reduce tobacco use Explore integration of telephone support services across multiple health behaviours to drive population health benefits. (with Centre for Population Health) Embed tobacco cessation services within pregnancy services Objective 1.3 Embed a health system response to alcohol and drug use and work across government Explore integration of telephone support services across multiple health behaviours to drive population health benefits. (with Centre for Population Health) Strategy 2 Provide World-Class Clinical Care where Patient Safety is First Objective 2.1 Continue to embed quality improvement to ensure safer patient care Continue to analyse cancer data to identify clinical variation and inform Districts / Networks Strategy 5. Support and Harness Health and Medical Research and Innovation Objective 5.3 Make NSW a global leader in clinical trials Increase recruitment to NSW cancer clinical trials.
6.2.2 Other key deliverables
Strategic Deliverables. Key deliverables under the NSW Health Strategic Priorities 2019-20 will also be monitored, noting that process key performance indicators and milestones are held in the detailed Operational Plans developed by the Organisation.
A. Key Performance Indicators Strategic Priority Safety & Quality Framework Domain Measure Target Not Performing X Under Performing Performing
Strategy 1: Keep People Healthy
1.1 Effectiveness Childhood Obesity –Children with height and weight recorded (%) ≥70 <65 >65 and <70 ≥70 1.2/1.6 Equity Smoking During Pregnancy - At any time (%):
Strategic Deliverables. Key deliverables under the NSW Health Strategic Priorities 2019-20 will also be monitored, noting that process key performance indicators and milestones are held in the detailed Operational Plans developed by the Organisation.
Strategic Deliverables. In addition to key performance indicators, achievement of strategic deliverables by the Cancer Institute NSW under NSW Health Strategic Priorities 2019-20 will be monitored. There will be regular monitoring of progress by the Strategic Lead position and using Roadmaps. Strategic Priority Deliverable in 2019-20 Due by
1. Keep people healthy
1.1 Implement policy and programs to increase healthy weight in children 1.2 Ensure preventive and population health programs to reduce tobacco use 1.3 Embed a health system response to alcohol and other drug use and work across government agencies 1.4 Reduce the impact of infectious disease and environmental impacts on the community 1.5 Embed Aboriginal cultural concepts of health and wellbeing in programs and services 1.6 Support pregnancy and the first 2000 days Strengthen social marketing campaigns to address key risk factors such as tobacco, alcohol, obesity and immunisation (with CPH, HPNSW) Implement and evaluate annual tobacco control social marketing program to motivate quit attempts among the smoking population of NSW. June 2020
1.1 Implement policy and programs to reduce childhood obesity 1.2 Ensure preventive and population health programs to reduce tobacco use 1.3 Embed a health system response to alcohol and other drug use and work across Strengthen telephone support with additional digital communication channels and continue towards integration (with CPH) Collaborate with NSW Office of Preventive Health to progress alignment of NSW Quitline and Get Healthy Information and Coaching Service telephone support services. June 2020
1.2 Ensure preventive and population health programs to reduce tobacco use Implement smoking cessation framework within cancer services, Encourage LHD adoption of the NSW Smoking Cessation Framework to embed brief interventions for smoking cessation in clinical care settings with particular emphasis on cancer services, mental health and antenatal settings. Deliver evidence-based, effective and efficient NSW Quitline and iCanQuit services that focus on: 1. priority populations 2. health professionals 3. continuous quality improvement 4. integration, innovation and promotion. Ongoing Strategic Priority Deliverable in 2019-20 Due by
2. Provide World-Class Clinical Care where Patient Safety is First
2.1 Continue to embed quality improvement and redesign to ensure safer patient care Continue to assess unwarranted clinical variation in selected conditions incl. cancer (with ACI) E...
Strategic Deliverables. In addition to key performance indicators, achievement of strategic deliverables by the Agency for Clinical Innovation under NSW Health Strategic Priorities 2018-19 will be monitored.
Strategic Deliverables. Strategic Priority Deliverable in 2020-21 Due by
1. Keeping people safe and healthy
Strategic Deliverables. Key deliverables under the NSW Health Strategic Priorities 2018-19 will also be monitored, noting that process key performance indicators and milestones are held in the detailed Operational Plans developed by each Health Service and Support Organisation.
A. Key Performance Indicators Strategic Priority Safety & Quality Framework Domain Measure Target Not Performing X Under Performing Performing
Strategy 1: Keep People Healthy 1.4 Population Health Human Immunodeficiency Virus (HIV) Testing - Within publicly-funded HIV and sexual health services: Variance (%) Individual - See Data Supplement <98 Target >=98 and <100 >=100 Effectiveness Hepatitis C Antiviral Treatment Initiation – Direct acting - by LHD residents: Variance (%) Individual - See Data Supplement <98 Target >=98 and <100 >=100 Strategy 2: Provide World-Class Clinical Care Where Patient Safety is First 2.1 Safety Fall-related Injuries in Hospital – Resulting in fracture or intracranial injury – Rate (per 1,000 bed days) <0.13 >=0.15 >=0.13 and <0.15 <0.13 Safety 3rd or 4th Degree Perineal Lacerations During Delivery (Rate per 1,000 bed days) N/A Safety Hospital Acquired Venous Thromboembolism (Rate per 1,000 bed days) <0.33 >=0.47 >=0.33 and <0.47 <0.33 Safety Hospital Acquired Pressure Injuries (Rate per 1,000 bed days) <0.24 >=0.39 >=0.24 and <0.39 <0.24 Safety Healthcare Associated Infections (per 1,000 bed days) <4.58 >=5.19 >=4.58 and <5.19 <4.58 Safety Surgical Complications Requiring Unplanned Return to Theatre (Rate per 1,000 bed days) <1.03 >=1.29 >=1.03 and <1.29 <1.03 Safety Hospital Acquired Medication Complications (Rate per 1,000 bed days) <1.15 >=1.53 >=1.15 and <1.53 <1.15
Strategic Deliverables. Leading Better Value Care
