GV Health Acute Service Plan - Implementation Plan ... · GV Health Acute Service Plan - Implementation Plan: ... network with an extended ... current level of inpatient paediatric

Strategies Action Date

1 Strategically position GV Health to better meet its role and community expectations 1.1 As a principal strategy of the service plan, enhance self sufficiency in the primary catchment from 73% to around 86% by 2021/22:

1.2.1 Develop key supporting strategies, including: Ongoing

1.2.1 Well developed partnerships Ongoing

1.2.2 Patient-centred Care Ongoing

1.2.3 Innovative service models Ongoing

1.2.4 Clinical Governance and cultural change Ongoing

1.2.5 Workforce flexibility Ongoing

2 In conjunction with the Health Department, provide improved access to GV Health services in the southern part of the catchment 2.1 Develop an agreed position with the Department of Health and Seymour Health to support referrals to GV Health 15/16

3 Progress the development of a RAPU 3.1 Develop/extend a model of care that has a specific focus on ACE patients based on a RAPU model 15/16

3.2 Move to the establishment of a fully-developed RAPU by stages with the first stage completed within 5 years, to include: 15/16

3.2.1 Clear criteria for patient selection 15/16

3.2.2 The physical co-location (clustering) of RAPU-type patients on the medical ward 15/16

3.2.3 Comprehensive geriatric assessment 15/16

3.2.4 Joint nurse and allied health assessments 15/16

3.2.5 Pharmacy assessment/review 15/16

3.2.6 Consistent general physician input 15/16

3.2.7 Clinical and non-clinical (electronic) discharge plan 15/16

4 Significant improve self sufficient for the catchment to 77% for cardiology and coronary care services, including 90+% in the primary catchment 4.1 Expand acute bed capacity 16/17

4.2 Stage 1 of a ten year strategy to include:

4.2.1 Maintaining a publicly accessible ambulatory diagnostic cardiology service in Shepparton, including TOEs, ECGs and stress tests 14/15

4.2.2 Adopting the Victorian Clinical Framework for cardiology services Heart Health Plan 14/15

4.2.3 Supporting awareness and local development of cardiac reperfusion services 18/19

4.2.4 Establishing formal collaborative links with a metropolitan specialist cardiology service to support the development of cardiology services at Shepparton 14/15

4.2.5 Establishing one specialise cardiology resident in Shepparton, supported by visiting cardiologist, totalling 1.5FTE 16/17

4.2.6 Undertaking a high profile education and research program for cardiovascular disease in the catchment 16/17

Internal Medicine - Cardiology and Coronary Care

Internal Medicine - Acute Care for the Elderly

Goals

GV Health Acute Service Plan - Implementation Plan

Strategies Action DateGoals

4.2.7 Undertaking a business case for the establishment of a hybrid CCL/intervention suite at GV Health 18/19

4.3 Stage 2 of the ten year plan that is likely to be activated at the completion of Stage 1 includes:

4.3.1 Appointing at least two cardiologist who are locally based, incorporating one (interventional) cardiologist 18/19

4.3.2 Developing a referral network with an extended catchment, including NSW 18/19

4.3.3 Establishment of a CCL if supported by the business case, with a gradual increase in procedure complexity, commencing with diagnostic intervention procedures 18/19

4.3.4 Enhancing the clinical capability of a Critical Care Unit to manage CCL cases 18/19

4.3.5 Supporting cardiac telemetry capability on a general medical ward, supported with nurse training and monitored in Critical Care Unit 15/16

4.3.6 Developing (regional) clinical leadership in cardiology 17/18

5 Partner with AWH to develop an integrated cancer model for the Hume Region 5.1 Develop specified and formal collaborative arrangements with AWH in relation to the proposed CCC at Albury 16/17

5.2 Develop a service model that:

5.2.1 Ensures close clinical liaison between the Shepparton based oncologists and the CCC based clinicians 15/16

5.2.2 Provides patient appointment times for consultation, planning sessions and therapies that minimise travel and patient inconvenience 15/16

5.2.3 Provides clinical and social support services for referred patients 15/16

5.2.4 Provides accommodation for patients and/or families where overnight stay is required 16/17

5.2.5 Incorporates referral back to GV Health for ongoing chemotherapy in a timely manner when multimodal therapy is completed 15/16

5.3 Develop similar services models for patients referred to Bendigo Health CCC 15/16

6 By 2021/22 improve self sufficiency for the catchment to 63% for medical oncology and 76% for chemotherapy 6.1 Referral back to GV Health following CCC treatments

6.2 Enhanced ICT that improves patient management flow and tracking 15/16

6.3 Progressively higher complexity of chemotherapy provide at GV Health 15/16

7 Undertake preliminary assessment for a Shepparton based comprehensive cancer centre 7.1 Undertake a business case and feasibility study on all aspects of a future CCC at Shepparton 17/18

7.2 Examine options for a service model and partnership arrangements that would be suitable for GV Health 17/18

8 By 2021/22 improve self sufficiency for the catchment to 70% for gastroenterology and Upper GIT combined 8.1 Auspice the development of a sub regional surgical outreach program that includes Upper GIT procedures 15/16

8.2 Develop capability to undertake ERCPs 14/15

8.3 Expanded acute bed capacity 15/16

Internal Medicine - Cancer Services

Internal Medicine - Gastroenterology


9 By 2012/22, improve self sufficiency for the catchment to 70% for general medicine, including 86% in the primary catchment 9.1 Further develop the referral base, which would include inter alia, expanding GV Health's role in secondary consultations to the region

9.2 Expand acute bed capacity 15/16

9.3 Enhance capability of Critical Care Unit 15/16

10 Develop a sub regional surgical outreach program that addresses elective waiting lists and limited theatre and bed capacity at GV Health 10.1 Develop a specific initiative to provide a viable surgical outreach program at smaller acute hospitals in the region

This is likely to include:

10.1.1 Continued ophthalmology service at Benalla Ongoing

10.1.2 Upper GIT Ongoing

10.1.3 Diagnostic Endoscopies Ongoing

10.1.4 Orthopaedics Ongoing

10.1.5 General Surgery Ongoing

101.6 ENT Ongoing

10.1.7 Urology 16/17

10.1.8 Gynaecology Ongoing

10.2 Expand the training of theatre nurses to support current and future needs to GV Health and support the outreach surgery program 16/17

Surgery - General Surgery

11 Consolidate and then enhance General Surgery capability for the catchment to achieve 76% self sufficiency by 2021/22, including 90% in the primary catchment 11.1 As a priority strategy, recruit two general surgeons over the next two years 15/16

11.2 Support the surgical outreach program (Goal 9) 15/16


11.4 Expand theatre capacity 15/16

11.5 Enhance clinical capability of Critical Care Unit 15/16

Surgery ENT

12 By 2021/22 improve self sufficient for the catchment to 56% for ENT, including 74% in the primary catchment 12.1 Support the appointment of an additional ENT VMO in the sub region 15/16

12.2 Support the surgical outreach program (Goal 9) 15/16




Surgical Outreach Program


13 By 2021/22 improve self sufficiency for the catchment to 58% for Gynaecology, including 75% in the primary catchment 13.1 Support the surgical outreach program (Goal 9) 15/16



13.3 Enhance clinical capability to Critical Care Unit 15/16

Surgery - Ophthalmology

14 By 2021/22 improve self sufficiency in the primary catchment to 70% for Ophthalmology 14.1 Continue to support the contracted ophthalmology service at Benalla Ongoing

Surgery - Orthopaedics

15 By 2021/22, improve self sufficiency for the catchment of 61% for Orthopaedics including 80% for the primary catchment 15.1 Support the surgical outreach program (Goal 9) 15/16

15.2 Examine the feasibility of contracting major orthopeadic procedure to NHW in the short to medium term 15/16




15.6 Appoint an additional orthopaedic surgeon 15/16

Surgery - Urology

16 By 2021/22 improve self sufficiency of the catchment to 68% for urology, including 83% for the primary catchment 16.1 Support the surgical outreach program (Goal 9) 15/16


16.3 Expand theatre capacity and sessions 15/16

16.4 Increase rates of less invasive surgery to align with contemporary clinical practice 15/16

16.5 Appoint an additional local based (VMO) urologists 16/17

Surgery - Vascular

17 Progressively develop vascular surgery capability at GV Health 17.1 Support the surgical outreach program (Goal 9) 18/19

17.2 Increase specialist vascular surgery theatre capacity and sessions 18/19

17.3Support the progressive development of interventional vascular procedures 18/19

Surgery - Gynaecology


Maternity Services

18 Operate consistent with a regional (Level 5 Capability) maternity service 18.1 Formalise referral and transfer arrangements for escalation to quaternary (Level 6) services 15/16

18.2 Provide consultation and advisory services to support local maternity service providers Ongoing

18.3 Continue to have flexible use of midwives across maternity and SCN Ongoing

18.4 Support other hospitals in the region in providing midwifery experience to maintain skills Ongoing

18.5 Consolidate the midwifery training model Ongoing

18.6 Evaluate a more intensive and integrated service thatwould provide ‘wrap around’ prevention, early intervention

TBD

19 Operate consistent with a high dependency Level 2 capability newborn service 19.1 Increase capacity to nine cots to meet future demand 14/15

19.2 Continue to provide CPAP on a short to medium-term basis as required 14/15

19.3 Continue to repatriate newborns no longer requiring intensive care from NICUs 14/15

20 Maintain the existing paediatric service 20.1 Continue to provide the current level of inpatient paediatric service and an increasing focus on ambulatory services 16/17

21 Expand and enhance the capability of clinical support services commensurate with increased self-sufficiency 21.1 Increase anaesthetic capacity by the equivalent of 20 sessions over the next five years 15/16

21.2 Increase peri-operative (theatre) capacity from four to seven by 2026/27, including:

21.2.1 Increase from three to four general theatres including one emergency theatre TBD

21.2.2 Increase from one to two day procedure suites TBD

21.2.3 Provision of one endoscopy suite TBD

21.3 Develop measures to reduce theatre nurse turnover rates and attract nurses to theatre training 15/16

21.4 Increase the clinical capability of Critical Care Unit to prevent it from becoming a ‘rate limiting factor’ to the service plan objectives, including: 15/16

21.4.1 Clinical partnering with a metropolitan ICU 15/16

21.4.2 The recruitment of an Intensivist (that also has a broader regional role) 15/16

21.4.3 Examine the feasibility of a second training partner for a consolidated emergency and critical care nurse training program 16/17

21.5 Undertake an audit (followed by a specific plan) relating to the bariatric needs across acute and mental health services 15/16

21.6 Examine the potential (new) areas where allied health professionals can have the most significant impact on patient outcomes (and reducing LOS), and substituting aspects of care currently delivered by medical specialists 16/17

21.7 Develop an evaluation framework that assesses the relative impact of allied health services on patient outcomes and patient flow 15/16

Newborn Services

Paediatric Services

Clinical Support Services


21.8 Systematically assess the relative resourcing of each allied health discipline across divisions and service streams, including allied health assistants, and then assess recruitment options or innovative models that can address minimum needs in the short to medium term 16/17

21.9 For Medical Imaging and Pathology, undertake a business case to develop (further) business opportunities for private referrals 15/16

21.10 Strengthen the pharmacy capability component of medical oncology 15/16

21.11 Support the further development of the pharmacotherapy program consistent with the recommissioned AOD service guidelines 16/17

Mental Health Services

22 Enhance access and integration of mental health services 22.1 Continue to support and consolidate the recovery-oriented model of care for all mental health patients 15/16

22.2 Expand acute capacity from 20 to 28 beds (functionally 30 beds) to meet forecast demand to 2026/27 TBD

22.3 Maintain the 20 psycho-geriatric bed capacity at current levels TBD

22.4 Master plan a functionally integrated and co-located mental health bed precinct for the acute and aged beds. Develop a business case that demonstrates the operational efficiencies that will accrue from this service redesign. TBD

22.5 Continue to build/strengthen partnerships and innovative service models including with:

22.5.1 Mental Illness Fellowship in relation to PARC and other services Ongoing

22.5.2 GPs as an effective method of primary care intervention Ongoing

22.5.3 Rumbalara in relation to culturally sensitive models that deliver effective services TBD

22.5.4 Headspace in relation to early intervention child and adolescent services Ongoing

22.6 Address specific service gaps in relation to:

22.6.1 ECATT presence in ED; and TBD

22.6.2 Consultation-Liaison psychiatry ongoing

22.7 Ensure appropriate clinical coverage in the southern part of the catchment through local staffing, effective electronic clinical information transfers, ‘tele-psychiatry’, and collaborative relationships with Northern Hospital and Austin Health Ongoing

22.8 In collaboration with AWH, develop the necessary clinical protocols that enable a more effective service with NSW mental health services Ongoing

22.9 Make substantial progress on an EMR for mental health, with interim solutions relating to scanned records Ongoing

22.10 Undertake specific workforce development initiatives, including:

22.10.1 Staff rotations within the community/NGO sector and with other health services Ongoing

22.10.2 In collaboration with AWH, develop a single medical training scheme across the Hume region for interns and registrars TBD

22.10.3 Develop a business case for a community nurse practitioner in the southern catchment TBD

22.11 Consolidate the Shepparton-based mental health team in the one location to generate synergies TBD

22.12 Co-locate the acute mental health bed-based service with other acute bed-based services as part of a future master plan TBD

22.13 Better reflect changes to the core business of mental health and consider the transfer of the Community Care Unit to a MHCSS TBD

22.14 Without compromising the availability of public clinics, expand the provision of private clinics delivered by GVAMHS Ongoing

22.15 Evaluate a comprehensive ‘wrap around’ prevention, early intervention, and post-intervention services, for complex mental health and trauma related attachment disorders TBD

Emergency Department


23 Enhance the patient experience of ED and improve service access 23.1 Increase capacity to meet expected growth in demand:

23.1.1 From 18 to 31 cubicles, including designated treatment spaces for resuscitation, fast-track, paediatrics and mental health patients; and TBD

23.1.2 From 8 to 10 MAPU/SSU beds TBD

23.2 Improve the model of care through the more effective streaming of patients to one of the four main patient categories Ongoing

23.3 Improve the model of care through the improved use of diversion and substitution strategies, including:

23.3.1 HARP staff presence in periods of high demand for chronic condition patient presentations 15/16

23.3.2 On-site (ECATT) mental health staff in periods of high demand 15/16

23.3.3 Direct admissions to sub-acute beds 15/16

23.3.4 Strengthening of NP-led urgent care service model that maximises scope of practice 14/15

23.3.5 Closer engagement of the paediatricians, palliative care and geriatric assessment in the model of care and operation of the service 16/17

23.3.6 More flexible and timely liaison between surgery and ED that provides a definitive care pathway 15/16

23.3.7 Expand hours of operation for the in-reach RACS service 16/17

23.4 Ensure experienced staff on the floor in periods of high demand Ongoing

23.5 Ensure that there are appropriate waiting area and treatment spaces for children 15/16

23.6 Ensure appropriate treatment spaces for mental health patients Ongoing

23.7 Ensure the appropriate use of the MAPU/SSU capacity, recognising the tight acute bed capacity 14/15

23.8 Develop enhanced clinical governance capability for the operation of the ED 15/16

24 Develop acute ambulatory services on a viable basis that better meet community demand

24.1 Substantially increase consultation/treatment room capacity to 39 rooms by 2021/22 plus provision for additional capacity due to changes in clinical practice, and 49 roomsby 2026/27 16/17

24.2 In addition to 24.1 above, include specialised consultation rooms for podiatry, audiology, plaster and EEG 16/17

24.3 Continue an OPSC 14/15

24.4 Undertake a specific review of the causes of high FTAs in some outpatient clinics 15/16

24.5 Promote the relative merits of converting to the same activity based funding system that applies to metropolitan and the largest regional hospitals 15/16

24.6 Expand the use of HITH and HARP services as a strategy to reduce bed pressures and improve patient experience 15/16

Workforce Development - Medical

25 Develop a comprehensive medical recruitment and retention plan 25.1 A plan that includes specialist medical staff/VMOs and the medical configuration of registrars, HMOs and supervisory structures 15/16

25.2 Potentially leverage recruitment opportunities with Shepparton Private Hospital 15/16

25.3 High priority appointments include: 15/16

25.3.1 Two general surgeons 15/16

Acute Ambulatory (Outpatient) Services


25.3.2 ENT surgeon 15/16

25.3.3 A second urologist 15/16

25.3.4 A sixth orthopaedic surgeon 15/16

25.3.5 A cardiologist 15/16

25.3.6 A gastroenterologist 15/16

25.3.7 Additional anaesthetic sessions 15/16

25.3.8 Additional vascular surgery sessions 17/18

25.4 Undertake specific workforce development initiatives, including a single medical training scheme for psychiatry across the Hume region for interns and registrars Ongoing

26 Invest in the nursing and allied health workforce 26.1 Develop a nursing workforce plan for the general and specialised nursing services including priorities for investment in workforce development 16/17

26.2 Develop an allied health workforce plan for each of the allied health disciplines including priorities for investment in workforce development (Also see Strategies 21.6 to 21.8) 16/17

26.3 Facilitate staff rotations with other health services and with the community/NGO sector Ongoing

26.4 Specialist (post-graduate) nurse training and recruitment in priority areas, including: Ongoing

26.4.1 Midwifery Ongoing

26.4.2 Theatre Ongoing

26.4.3 Emergency and intensive care Ongoing

26.5 Recruitment of oncology and renal nurses Ongoing

26.6 Progressive development of nurse practitioners in: Ongoing

26.6.1 Mental health Ongoing

26.6.2 Acute and chronic pain Ongoing

26.6.3 Pharmacotherapy Ongoing

26.6.4 Medical oncology Ongoing

26.6.5 Renal dialysis Ongoing

27 Proactively develop and/or support regional service networks 27.1 Partner with other public hospitals in the Hume region including AWH, NHW and local hospitals to develop:

27.1.1 Clinical leadership and clinical networks, including leadership in various specialties Ongoing

27.1.2 Medical administration Ongoing

27.1.3 Surgical outreach program Ongoing

27.1.4 Corporate services contracting Ongoing

27.1.5 Clinical service provision contracts/agreements Ongoing

Workforce Development - Nursing and Allied Health

Partnerships and Network Development


27.1.6 Workforce training Ongoing

27.1.7 Specialist consultations and support Ongoing

27.1.8 Clinical placements Ongoing

27.1.9 Patient repatriation Ongoing

27.2 Develop clinical affiliations (and agreements) with major metropolitan hospitals that link and access specialist tertiary/quaternary service support, particularly for cardiology, cancer, and emergency/critical care 14/15

27.3 Develop areas of mutual interest with Shepparton Private Hospital 14/15

27.4 Collaborate with Ambulance Victoria in relation to timely access to ED, and implementation of the cardiac reperfusion initiative 14/15

27.5 Work with GPs with respect to appropriate specialist referrals, effective electronic discharge, and engagement with mental health and AOD services 14/15/16

27.6 Collaboratively develop a new ‘connected care’ service model with GPs, Murray Primary Health Network, Rumbalara, City of Greater Shepparton, and Primary Care Connect including specific initiatives relating to: TBD

27.6.1 Care pathways for high prevalence chronic conditions, particularly cardio-vascular disease Ongoing

27.6.2 Secure ICT messaging and patient information transfer Ongoing

27.7 Work with Rumbalara Aboriginal Cooperative particularly with respect to:

27.7.1 Cultural sensitivity training at GV Health Ongoing

27.7.2 Outreach services such as HITH and HARP TBD

27.7.3 Maintain the liaison person for mental health and AOD services Ongoing

27.8 Partner with UoM and Latrobe University particularly with respect to: 16/17

27.8.1 Teaching and training programs Ongoing

27.8.2 Mutual benefits of joint appointments Ongoing

27.8.3 Emerging interests in research Ongoing

28 Empower and engage consumers and the broader community to ensure that GV Health remains connected 28.1 Engage the Community Advisory Committee in discussions relating to the service profile, models of care, and issues that directly impact on patient access Ongoing

28.2 Engage the community directly through the effective use of surveys/questionnaires, speaking engagements, and media Ongoing

28.3 Engage with the GV Health Foundation with respect to the strategic directions and the most appropriate basis to achieve GV Health's objectives Ongoing

28.4 Increase health literacy through increased access to the Patient Health Knowledge Exchange 16/17

29 Develop capital infrastructure that is fit-for-purpose and meets future service needs 29.1 Increase the acute bed capacity based on the forecast demand to 2026/27, including:

29.1.1 Critical Care Unit: 9 beds TBD

29.1.2 Acute medical: 61 beds TBD

29.1.3 Surgical: 33 beds TBD

29.1.4 MAPU/SSU: 10 beds TBD

Infrastructure

Partnerships and Community Engagement


29.1.5 Medical day stay: 5 chairs TBD

29.1.6 Day procedure unit: 16 chairs TBD

29.1.7 Maternity: maintain at 12 beds TBD

29.1.8 SCN: 10 cots TBD

29.1.9 Paediatric unit: maintain at 12 beds TBD

29.1.10 Dialysis: 16 chairs TBD

29.1.11 Chemotherapy: 9 chairs TBD

29.1.12 Acute Mental Health: 28 beds TBD

29.1.13 ED: 31 cubicles/treatment spaces TBD

29.1.14 Outpatients: 52 consultation/treatment spaces TBD

29.2 Provide for teaching space within each of the designated clinical areas TBD

29.3 Peri-operative suite, including: TBD

29.3.1 General operating theatres: 4 TBD

29.3.2 Day Procedure suite: 2 TBD

29.3.3 Endoscopy suite: 1 TBD

29.4 LDR and LDRP & assessment maintained at 7 suites TBD

29.5 Significantly enhanced design for ED and the theatre suite TBD

29.6 Master plan for the potential future development of radiotherapy at GV Health TBD

29.7 Consolidation and ‘street front’ location for medical imaging TBD

29.8 ‘Street front’ location for pathology TBD

29.9 Fully integrate the acute adult and aged mental health bed-based service with other bed-based services TBD

29.10 Fully integrate community mental health staff with mental health bed-based services TBD

29.11 Undertake a new master plan for the hospital site TBD

29.12 Provide for bariatric patient facilities across all areas of the acute service Ongoing

30 Proactively develop ICT capability to support care continuity, innovative service models, service quality and accountability 30.1 Support the development of a regional PAS and UR number consistent with the national guidelines 15/16

30.2 Facilitate high resolution, real time specialist consultations at designated sites, and all health services in the sub-region in relation to specialist mental health programservices that minimise the disadvantages of distance 15/16

30.3 Examine the feasibility of real time remote home monitoring and video-conferencing for patients TBD

30.4 Continue to support and extend tele-psychiatry services Ongoing

30.5 Progress the implementation of an EMR across GV Health Ongoing

30.6 Develop secure ICT messaging and patient information transfer with clinical partners Ongoing

30.7 Enable timely referral and direct bookings for discharged patients with third party service providers Ongoing

Information Communication Technology


30.8 Provide increased access to Patient Health Knowledge Exchange 17/18

30.9 Examine the feasibility of an entity wide data warehouse capability to enhance timely decision-making Ongoing

30.10 Develop an accountability framework for each service unit and for the organisation based on a ‘balanced scorecard’ approach Ongoing

30.11 Establish effective management and use of social and new media as part of a generational change in the approach to communication with the community Ongoing

31 Demonstrably improve clinical governance at GV Health 31.1 Undertake a multi-dimensional audit of the clinical governance framework and the baseline service quality performance over the past five years Ongoing

31.2 As a basis for further strengthening clinical governance, a framework be considered that examines specific measures supporting: Ongoing

31.2.1 An evidence-based approach Ongoing

31.2.2 Robust systems and processes that ensure ‘independence and objectivity’ based on reliable data/information Ongoing

31.2.3 Shared responsibility, teamwork and clear accountability Ongoing

31.2.4 Transparency, integrity and an open culture Ongoing

32.2.5 Supportive leadership Ongoing

31.2.6 Greater empowerment of patients/consumers Ongoing

31.3 Establish a prospective evaluation framework to assess the rate of progress in clinical outcomes and patient safety in 2018 Ongoing

32 Nurture and support an achievement culture

32.1 Examine a range of specific approaches/strategies that can change the prevailing culture, including: Ongoing

32.1.1 Demonstrated vision and leadership Ongoing

32.1.2 Engaging with, and aligning/realigning, staff Ongoing

32.1.3 Recruitment and orientation Ongoing

32.1.4 Supporting positive behaviours Ongoing

32.1.5 Training and education Ongoing

32.1.6 Performance measurement Ongoing

31.1.7 Teamwork Ongoing

32.1.8 Communication Ongoing

33 Embed teaching, training and research into the fabric of GV Health 33.1 Develop higher-level clinical teaching and training at GV Health through a staged process, including the collaborative development of a concept paper of what it would take to achieve this objective. 16/17

33.2 Develop (with the necessary partners) the infrastructure and ICT that can enhance the level of clinical training at GV Health. This will include: 17/18

Teaching, Training & Research

Clinical Governance and Patient Safety

Leadership, Organisation Development & Culture


33.2.1 High quality ‘tele-presence’ technology to enable virtual teaching and training to be undertaken from almost any setting 17/18

33.2.2 Appropriate ‘teaching space’ in all areas of the hospital 17/18

33.3 Support the development of vocational and technical training for a range of skills required at GV Health through GOTafe Ongoing

Documents

GV Health Acute Service Plan - Implementation Plan ... · GV Health Acute Service Plan - Implementation Plan: ... network with an extended ... current level of inpatient paediatric