Business Plan 2019 – 2020

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Business Plan2019-2020

Together Achieving Better Health

nbmlhd.health.nsw.gov.au Together Achieving Better Health3 Business Plan 2019 – 2020

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Section Heading

Building services for the future 2

Our health neighbourhood 4

Our values and vision 6

Our community and our staff 7

Our consumers’ priorities 8

Highlights from 2018/2019 10

The year ahead

+ Healthy people and communities 12

+ Better patient and consumer experiences 13

+ Talented, happy and engaged workforce 14

+ Responsible governance and financial management 15

+ Hub for research and innovation 16

2019-2020

Contents

2 Business Plan 2019 – 2020

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Nepean RedevelopmentA $1 billion expansion and upgrade of Nepean Hospital, to be delivered in two stages, is underway and will include two community-based services.

Building services for the future

Stage 1Stage 1 includes the construction of a new clinical tower, rooftop helipad and a new multi-storey car park. Stage 1 also includes the expansion of Nepean Cancer Care Centre’s oncology service and the provision of 15 chemotherapy chairs. The new clinical service tower has an expected completion date in 2021.

Stage 2The Nepean Hospital Clinical Services Plan 2018-2036 has been developed to guide the planning for Stage 2. The LHD is in discussions with NSW Health to determine the service requirements to deliver the $450 million Stage 2.

The first stage of the redevelopment includes:

A new and expanded

emergency department

More than 12 new operating

theatres

18 new birthing suites, an increase

of ten

A new neonatal intensive care

unit with additional cots

More than 200 additional

overnight beds

Transforming our DistrictBlue Mountains Health ServicesThe possibility of a single, new hospital in the Blue Mountains is being considered. Strategic planning has commenced to understand clinical services and health needs across the Mountains region with the potential of the hospital offering both acute and primary services, and a clinical school.

Integrated Health Services in the CommunityA framework for the integration of community based health services is under development. A clinical services plan and health impact assessment is being created in partnership with GPs, Wentworth Healthcare (NBMPHN) and Greater Western Aboriginal Health Service, NGOs and local residents.

Artist impression:Design pending further consultation

nbmlhd.health.nsw.gov.au Together Achieving Better Health4 Business Plan 2019 – 2020

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Our health neighbourhood

Lithgow Hawkesbury

Blue Mountains

Penrith

Our health neighbourhood 464,072

residents in 2036

379,000 residents in 2017/18

OUR CHANGING COMMUNITY

Nepean Principal Referral Hospital

Hawkesbury Hospital

Springwood Community Hospital

Blue Mountains District ANZAC Memorial Hospital

Lithgow Hospital

Lemongrove CommunityHealth Centre

Hawkesbury CommunityHealth Centre

Portland Tabulam Health Service

Cranebrook CommunityHealth Centre

Katoomba CommunityHealth Centre

Penrith CommunityHealth Centre

St Marys CommunityHealth Centre

Proposed Katoomba Community Health Centre

Springwood CommunityHealth Centre

Lawson CommunityHealth Centre

Lithgow CommunityHealth Centre

2km

6km

We provide health services through our hospitals and health facilities to over 379,000 residents across 9,179km2.

115km

90km

Source: Population estimates downloaded from Health Activity Projections Platform and Analytics in CaSPA.

3km

3km

15km

10km

4km

Proposed Orchard Hills Community Health Centre

Proposed St Marys Community Health Centre

6km2km

25km

54km

25km

St Clair CommunityHealth Centre

nbmlhd.health.nsw.gov.au Together Achieving Better Health6

Section Heading

2,859Nursing and Midwifery Staff

787 Medical Staff

686 Allied Health Staff

110 Oral Health Staff

1,528 Clinical Support, Administration, Management

and Miscellaneous Staff

25 Research and Academic Staff

4,947Babies

born

280Research proposals

127,696Presentations to

Emergency Department

8,588Emergency surgical

procedures

11,210Elective

surgeries

83,455Admissions to hospital

1,047,575Community and

outpatient occasions of service

5,995 Total Staff

TogetherAchievingBetter Health

Our vision

Our values support our vision, shape our culture and reflect our principles and beliefs.

Our values

NSW Health CORE Values

01Collaboration

02Openness

03Respect

04Empowerment

SAR

Safety

Agility and responsiveness

Resourceeffectiveness District

SAFER Values

EExcellence FFairness and equity

We will drive innovation and excellence in health service delivery and provide safe, equitable, high quality, accessible, timely and efficient services that are responsive to the needs of patients and the community.

Our values and vision Our community and our staff

White Ribbon Accredited Workplace

Business Plan 2019 – 2020

Source: Staff estimates downloaded from Stafflink and Statewide Management Reporting System.

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Our consumers’ priorities Consultation with the community and our staff identified five top priorities for the 2018-2023 Strategic Plan. During 2018/19 we:

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Our consumers’ priorities

Mental health Signed a NSW-first Mental Health Consumer and Carer

Council Charter.

Began implementation of the NBMLHD Mental Health Strategic Plan and Aboriginal Mental Health Strategy.

Undertook a $1.5M redevelopment of therapeutic spaces within the Nepean Mental Health Centre, using co-design with consumers.

Hospital care Hosted the Build a Better Hospital Consumer Forum in

October 2018 where consumers shared their experiences with clinicians and health managers to help design models of care for the Nepean Redevelopment.

Built a new $4.7M satellite renal dialysis centre at Blue Mountains Hospital to provide life-saving dialysis treatment closer to home.

Drug & alcohol issues Undertook a multi-disciplinary review of early intervention

strategies within Drug and Alcohol inpatient services to manage challenging behaviours, sexual safety and prohibited substance use.

Developed a partnership with Penrith Liquor Accord providing coasters to local pubs with information about alcohol dependency support services.

Obesity Launched the Obesity Collective and held an Obesity Summit (a

Sydney Ideas event) at the Charles Perkins Centre Nepean in 2018 to discuss the topic Let’s talk about shame and blame in obesity.

Population growth Established a multi-disciplinary

Healthy Built Environment group to increase awareness of the association between health and the natural and built environments in which we live.

Opened 15 new consultation rooms at Nepean Cancer Care Centre in February 2019 – doubling the amount of rooms to care for more patients.

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Highlights from 2018/2019

HEALTHY PEOPLE AND COMMUNITIES

Highlights from 2018/2019

1BETTER PATIENT AND CONSUMER EXPERIENCES

2TALENTED AND ENGAGED WORKFORCE

3RESPONSIBLE GOVERNANCE AND FINANCIAL MANAGEMENT

4HUB FOR RESEARCH AND INNOVATION

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Supported immunisation across NBMLHD to achieve rates of 99% of Aboriginal children, and 95% of non-Aboriginal children being fully immunised at 4 years of age (Oct-Dec 2018).

Conducted an education program in childcare centres aimed at helping staff and families to reduce common childhood disease outbreaks.

Established new models of care and discharge processes in Mental Health and Drug and Alcohol services to increase competence in cultural assessment and person centred care for Aboriginal and Culturally and Linguistically Diverse communities.

Implemented a pilot program, introducing two Patient Experience Managers into the Nepean Emergency Department (ED) waiting room to help improve patient experiences.

Created a post-discharge clinic in Nepean Hospital Intensive Care Unit (ICU) - the first of its kind in NSW. The clinic aims to prevent and manage post-ICU trauma, depression and morbidity, resulting in positive impacts on patient wellbeing.

Upgraded Nepean Hospital ED to increase security measures and provide a larger sub-acute area and waiting room. Blue Mountains Hospital ED was also upgraded with a new separate children’s area, reception, triage and waiting room.

Continued our Aboriginal Workforce Strategy implementing the Koori Kids program and Aboriginal traineeships to build our Aboriginal workforce.

Implemented a framework and managers’ toolkit to improve communications across the District, using a feedback model to engage staff.

Attained the highest response rate in NSW* in the 2018 Junior Medical Officers (JMO) Wellbeing Survey with a 5% improvement in the overall wellbeing index and 16% increase in healthy work/life balance.

* compared to peer hospitals

Successfully achieved accreditation by the Australian Council on Healthcare Standards until 2022. Standards met with merit included Partnering with Consumers and Research Governance.

Launched the NBMLHD Patient Flow Coordination Hub to support facilities to improve patient flow and manage patient transport across the District.

Engaged expertise to work closely with clinicians to improve efficiencies, increase productivity and enhance the patient journey at Nepean Hospital.

Hosted the inaugural Together Achieving Better Health Conference in November 2018. The conference was held over three days, attracting a number of high profile speakers and more than 250 attendees.

Obtained approval for Nepean Hospital ICU bio bank from the Human Research Ethics Committee. As a world-first, it captures specimens and critical condition data from all admissions for future research.

Received a worldwide patent for our ground-breaking HIST (flu test) allowing us to commercialise its use in the USA, Japan, China, Europe and Australia.

Our dedicated staff have delivered many innovative projects in 2018 - 2019 to help us achieve our aims.

WAITING ROOM

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FROM THE CHIEF EXECUTIVEThere are challenges to implementing a population health approach and patientcentred models of care. This depends largely on improving health literacy in the community and influencing human behaviours to make more healthy life choices.

With our commitment to health equity, we are reviewing the location of our services, implementing more person-centred care, and promoting health prevention programs. Our review includes the impact and opportunities that the Western Sydney Airport and the Western Parkland City will bring. Collaborative partnerships have been established with local councils and educational institutions, our neighbouring LHDs, the NBMPHN, State and Federal governments, Greater Western Aboriginal Health Service and local communities, to ensure that population health is clearly on the agenda as the region develops.

HEALTHY PEOPLE AND COMMUNITIES1

To support our commitment to healthy people and communities we will:

Improve childhood immunisation coverage rates of children up to two years of age and Aboriginal children of all ages

Boost the number of private water suppliers who comply with the Public Health Act 2010

Build stronger referral pathways and models of care with St John of God Health Care to provide evidence based services to meet the needs of people living in the Hawkesbury region

Conduct community events to promote reducing health risk factors in partnership with NBMPHN, Greater Western Aboriginal Health Service, other health institutions and local councils

Establish an NBMLHD Child Wellbeing Collaborative Pathways panel in conjunction with Safe Start

The year ahead

FROM THE CHIEF EXECUTIVEWe are always working to redesign models of care so that they best address local and individual health needs. We are committed to ensuring they are embedded in everyday practice.

To do this effectively we engage directly with our local residents to help co-design new services and redesign existing ones. The Nepean Redevelopment offers us a unique opportunity to design a new hospital that prioritises patient experience. Throughout the project we are actively working to seek feedback from consumers and carers to make sure we get it right.

Actively engage consumers in strategic planning for future services and models of care

Open the new six-chair renal dialysis unit at Blue Mountains Hospital

Broaden partnerships with primary healthcare, General Practitioners, multi-specialty community-based providers, allied health, acute services and Greater Western Aboriginal Health Service to support integrated care delivery

Build the health literacy of our consumers to enable them to increase their confidence and control over their own health throughout their life course

Continue to support and refine the implementation of new models to meet the needs of our consumers

Deploy the NBMLHD Health Equity Wellness Framework

Develop an innovative ICT strategy in conjunction with business and clinical services and the Nepean Hospital redevelopment requirements to support better patient experiences

Open an expanded Nepean Cancer Care Centre with more chemotherapy chairs and a third linear accelerator to deliver radiotherapy treatment

To support our commitment to better patient and consumer experiences we will:

Roll out a queue flow system in Nepean Cancer Care Centre to improve outpatient management

Improve access to Patient and Aboriginal Liaison Officers to provide a culturally appropriate service for individuals, families and carers

Increase access to care for residents living in rural and remote areas and aged care facilities by liaising with speciality services to expand outpatient services, including telehealth consultations such as neurology and fracture clinics

Strengthen governance and quality of care for patients with a disability through collaboration with disability support services and the National Disability Insurance Agency.

BETTER PATIENT AND CONSUMER EXPERIENCES2

Continue to collaborate with NBMPHN to expand the Health Pathways Information Portal, using input from allied health, public health, Aboriginal health, specialised services and general practitioners

Reduce duration of gastroenteritis outbreaks in institutions such as childcare and residential aged care

Tackle childhood obesity by continuing to record body mass index (BMI) measurements and provide referral to appropriate programs and services

Work with the Deaf Society to develop a telehealth solution for interpreter services that can be implemented within the clinical environment.

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Continue to implement our workforce strategies by investing in ‘growing our own’ and developing our talent through succession planning

Nurture a skilled workforce by tailoring work plans for specialist groups such as Aboriginal and Torres Strait Islander, and culturally and linguistically diverse employees

Further strengthen our relationship with Nova Employment and the Disability Scheme

Maintain Nepean Centre for Oral Health’s record of attracting 20% of the total undergraduate clinical placement for Doctor of Clinical Dentistry (Oral Surgery) and post-graduate speciality program students across NSW

Provide opportunities to ensure NBMLHD staff receive education and training to maintain their credentials and accreditation requirements

Adopt the contemporary ‘Road Map’ modelling to deliver a standard of excellence aimed at improving the health of our community within a safe and effective system, based on person-centred care

Develop and implement a new, intuitive application to support NBMLHD planning processes and encourage a paperless procedure for business plans and local priority initiatives

Launch the NBMLHD Allied Health Clinical Governance Framework to improve staffing, competence and service integration

Promote the benefits of salary packaging to NBMLHD employees

Engage staff to excel in capturing activity accurately so that clinical pathway analysis can be undertaken

Implement a new big data warehouse, EDWARD, to improve data capture and to link the end to end patient journey

FROM THE CHIEF EXECUTIVEPositioned in a rapidly growing region, there are numerous opportunities ahead for us to promote NBMLHD as the region’s employer of choice. Nepean Hospital is well placed with the $1 billion redevelopment and our ‘grow our own’ strategy, which has been successful at Lithgow Hospital and Portland Tabulam Health Services, providing staff with career progression opportunities. We have a strong presence of graduate and post-graduate students, links with universities and industry and of course great liveability in the Penrith, Blue Mountains and Hawkesbury regions.

NBMLHD’s commitment to grow a skilled Aboriginal workforce has seen a number of programs established including Koori Kids Futures work experience program, NBMLHD Aboriginal Traineeship Strategy, NBMLHD/POCHE Centre of Indigenous Health Pathway to Midwifery program, and NSW Aboriginal Cadetship programs.

FROM THE CHIEF EXECUTIVEThe expansion of the south-west and north-south corridors along with the Western Sydney Airport will provide opportunities to join together with our neighbouring local health districts and private healthcare providers to ensure the needs of new communities are met.

By continuing to embed our business partnership model we are supporting strong governance, financial management and improved public accountability within our hospitals and health facilities.

Internally, one of our priorities is to establish a data capture service which supports accurate and high-quality reporting, risk management and effective decision making.

TALENTED, HAPPY AND ENGAGED WORKFORCE

RESPONSIBLE GOVERNANCE AND FINANCIAL MANAGEMENT

3 4To support our commitment to a talented, happy and engaged workforce we will:

To support our commitment to responsible governance and financial management we will:

Begin the rollout of succession planning by providing opportunities for job shadowing, rotation and transition strategies, cadetships and traineeships

Develop and implement new initiatives to embed safe behaviours and practices and to improve staff wellbeing

Develop a talent attraction strategy and campaign to support future workforce needs

Support staff education and training needs through the development of a strategic staff education plan.

The year ahead

Implement a new reporting platform to improve efficiencies in viewing and reporting performance measures

Strengthen relationships with Western Sydney and South Western Sydney LHDs and our education partners to provide responsible health service delivery for the region.

Business Plan 2019 – 2020

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Section Heading

Continue to expand telehealth by exploring opportunities and implementing innovative, personalised health technologies to support residents living with complex conditions or in remote locations

Implement the NBMLHD Research Strategic Plan in collaboration with universities and relevant partners that harnesses the opportunities of the Nepean Redevelopment and the Nepean Research Foundation

Foster oral health research with the Western Sydney University Collaboration for Oral Health Outcomes, Research Translation & Evaluation, Charles Sturt University and University of Sydney by undertaking three research/quality improvement projects each year

Maintain service level research working groups such as Drug and Alcohol, Allied Health and NBMLHD Research Coordinators Group

Promote application submissions to apply for more research grants across disciplines.

FROM THE CHIEF EXECUTIVEThe Local Health District has a strong research profile with both pioneering and emerging researchers on staff. This year our focus is on developing strategic partnerships with The Quarter (Penrith), universities and others to embed a collaborative approach to research and clinical innovation. As leaders in teleheath technology and robotic surgery, we aim to establish a world-class bench to bedside research profile where the research is trialled and delivered right here.

The Nepean Redevelopment, planned expansion of Blue Mountains Health Services along with expected growth in the regions surrounding the Western Sydney Airport and north-south rail corridor, will provide our allied health, nursing and medical researchers with numerous opportunities for translational research, clinical trials and innovative solutions.

HUB FOR RESEARCH AND INNOVATION5

To support our commitment to being a hub for research and innovation we will:

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The year ahead

Undertake collaborative research with UNSW Centre for Social Research in Health through the Fostering the sexual well-being of Aboriginal young people project

Work with NBMPHN to complete ‘Mapping the Stories’ to provide recommendations for new ways of working

Establish an evidence-based planning framework that uses health impact assessments and opportunities to forecast potential undesirable health outcomes, enhance positive impacts and deliver comprehensive and accountable, research supported, decision making

Trial a concept for a public health notifiable diseases initiative within a residential aged care facility

Expand the use of Home Haemodialysis Remote Monitoring System in collaboration with Agency of Clinical Innovation and eHealth, to other LHDs.

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Nepean Blue Mountains Local Health DistrictPO Box 63Penrith NSW 2751Telephone: (02) 4734 2000Fax: (02) 4734 3737

Web: www.nbmlhd.health.nsw.gov.auEmail: NBMLHD-mail@health.nsw.gov.au Facebook: www.facebook.com/NBMLHDTwitter: @NBMLHDYouTube: Nepean Blue Mountains Local Health DistrictLinkedIn: Nepean Blue Mountains Local Health District (NBMLHD)Instagram: @nepeanbluemountains

© Nepean Blue Mountains Local Health District. This work is copyright. It may be produced in whole or in part for study or training purposes subject to the inclusion of acknowledgement of the source and no commercial usage or sale. Reproduction for purposes other than those indicated requires permission from Nepean Blue Mountains Local Health District , 2019.