This is my first edition of the update as Interim Chief Executive.
I want to start by thanking everybody for their kind messages of support and encouragement. They have been a much-appreciated reminder of what a supportive and caring workplace Monash Health is.
As I have mentioned in various forums, I am extremely humbled by the opportunity to lead this great organisation, and I am very conscious of the responsibility that comes with the role.
Supported by the Executive team, my focal point will be to finalise our organisational 2023/24 Quality Business Improvement Plan, maintaining our momentum with the essential programs underway and already delivering positive results.
Our Quality Business Improvement Plan is a prioritised plan of what we are committing to achieve within the next 12 months. This year’s plan has six key focus areas; workforce, timely care, finance, capital projects, research and digital.
Workforce
The workforce strategy to attract and retain the best workforce is well underway, and there is much more to come with exciting programs taking shape, in leadership development and marketing the value proposition to join and remain working in our unique organisation.
Excellence in Timely Care
In recent months we have been developing a new program of work called Excellence in Timely Care. I am excited about the potential this program presents to further improve how we provide care, and I look forward to sharing our thinking and seeking your input.
Finance
A key priority area over the next few months will include finalising our budget. The State Budget summarised key capital projects such as the Monash Medical Centre Tower and the expansion and upgrade of the Dandenong Hospital. Equally important however, will be our considerations for budgeting for our organisation’s programs and services.
Capital Projects
Continued government investment in our health service has resulted in several significant capital projects that will each play a role in securing our required expansion and growth. These include the Emergency Department redevelopment at Casey Hospital, a new parenting centre in Casey delivered in conjunction with our partners, our two Community Hospitals in Cranbourne and Pakenham, our new Residential Care development at Kingston, along with the new Monash Medical Centre tower and the Dandenong Hospital redevelopment.
Research
As an academic research centre, our research growth has been greater than 150% in the last five years. This is a testament to the strength of our program and the capabilities of our people. The strategy will inform how we ensure our researchers continue to be fully supported to expand our research program further and undertake quality research right across the organisation.
Digital
Our digital infrastructure and capability are central to working safely and effectively. Our digital strategy underpins our work, through the enhancement of organisation-wide digital systems, from the EMR (Electronic Medical Records) to payroll and recruitment. We will explore new domains, including how we might enhance our employee portal to optimise processes.
With these priorities in mind and our desire to sustain the trajectory of growth Monash Health has experienced, after careful consideration, the Chief Operating Officer portfolio during this interim period will be shared. This will help maintain our momentum within all divisions and programs under our new Operational Leadership structure, while providing additional capacity to support the focused work required to finalise our 23/24 budget and operational plan.
I am confident that, throughout this period, we will all remain steadfast to Monash Health’s intent to provide our community with the highest quality of care while keeping our iCare values at the core of all our interactions.
I look forward to continuing working with you, albeit in a different role, and sharing updates and successes on the prioritised work programs across the organisation throughout the interim period and beyond, while the recruitment process continues for the next Monash Health Chief Executive.
Regards
Martin
Martin Keogh
Interim Chief Executive
Interim Chief Operating Officer and Deputy Chief Operating Officer arrangements
I am pleased to share the following interim Operational Leadership structure:
Cath Cronin will be Interim Chief Operating Officer – Acute Services
Cath brings with her a depth of experience and understanding from her current portfolio that she can draw on as she takes responsibility for the following programs:
- Monash Surgery, Perioperative & Procedural Services, Casey Hospital, Dandenong Hospital Division
- Monash Medicine, Monash Medical Centre, Moorabbin Hospital Division
- Monash Women’s and Children, Monash Children’s Hospital Division
- Monash Heart, Intensive Care and Victorian Heart Hospital
Andrew Perta will be Interim Chief Operating Officer – Aged, Community & Mental Health
Andrew brings a considerable track record of driving positive change within Aged and Community Care at Monash Health and across other portfolios and roles as he takes responsibility for:
- Monash Aged and Rehabilitation & Adult Inpatient Allied Health, Kingston Centre Division
- Monash Public Health and Community Division
- Monash Mental Health
- Monash Health Specialist Consulting Clinics, Health Information and Language Services
While Cath and Andrew are in place in the Interim COO roles, the important work in their substantive roles will be continued by others.
Following an Expression of Interest (EOI) process, I am pleased to advise that Bernadette Comitti will assume the role of Interim Deputy Chief Operating Officer Monash Surgery, Perioperative and Procedural Services, Casey Hospital and Dandenong Hospital, and Stuart Cavill will be Interim Deputy Chief Operating Officer Kingston, Aged and Rehabilitation and Adult Inpatient Allied Health.
Both Bernadette and Stu have extensive experience in these respective portfolios, and I have no doubt they will relish the opportunity.
The Aboriginal Health and Engagement Program will continue to report directly to me as Interim Chief Executive.
This revised operational structure, reporting to me as Interim Chief Executive, will support continuity and coordination as a single point of accountability.
Interim Executive Director Digital Health arrangements
We have also concluded an EOI to cover a period of extended leave by the Executive Director Digital Health from now until 1 September 2023. I am delighted to announce that A/Prof Michael Franco has been successful in this process.
As our Chief Medical Information Officer and Program Director EMR and Informatics, Michael is well equipped to take on this role, overseeing all aspects of the Digital Health Division, including the continued development of our Digital Health strategy.
Victorian Heart Hospital passes 100-day milestone
This month marks a significant milestone in our journey as we celebrate 100 days since the opening of the Victorian Heart Hospital.
This occasion provides us an opportunity to reflect on our accomplishments, acknowledge the tireless efforts of our incredible teams, and express our heartfelt appreciation for the dedication everyone involved has shown in making the first 100 days of the Victorian Heart Hospital a resounding success.
All areas of the hospital are now operational, including the helipad, and the model of care is demonstrating improved patient outcomes. As you would expect however, there are some aspects of our model of care we need to refine based on learnings from our first 100 days. In coming weeks, we will be arranging forums for key stakeholders to come together to about these and how we continue our relentless pursuit for excellence in Cardiac Care.
Mask changes and entry screening
As advised earlier this week, Emergency Department teams (and those who have reason to work in the departments) will now be able to provide standard (non-transmission-based) care in surgical masks (previously N95). N95s remain the standard for SCOVID/COVID or other transmission-based care. We know this will be welcomed by many of you.
Next Wednesday, 28 June 2023, we will also remove the front door screening process which has been in place across most of our sites. These screening teams have played a key role in providing a safe environment across Monash Health, especially at the height of the pandemic.
There will also be some building entry points with employee swipe access that will become accessible without swipe cards (e.g. MHTP building at Clayton).
We would particularly like to extend our thanks to all who have worked as part of our screening teams over the past few years – they have played a key role in keeping our employees and patients safe. Pleasingly, many of these team members have elected to take up other roles within Monash Health.