Prepared by

Teresa Anderson

Chief Executive

Jacquie Ferguson

Director of Finance

17 July 2017

Sydney Local Health District Budget Presentation

2017/18

Overview

Wrap up of 2016/17

2016/17 Achievements

Overview of 2017/18 Service Agreement

2017/18 Service Level Agreement

Strategies and Priorities

Service Level Agreement

Key Performance Indicators

Budget Principles

2017/18 Budget Allocation from

MoH

Hospital & Service Budgets

Next steps

Wrap up of 2016/17

Actual $M

Budget $M

$ VAR % VAR STATUS

TOTAL

EXPENDITURE $1,698.5M $1,708.2M $9.67M (F) 0.57% (PERFORMING)

TOTAL REVENUE $1,570.9M $1,580.4M -$9.57M (U) -0.61% (UNDER

PERFORMING)

TOTAL NCoS $127.6M $127.7M $0.098M (F) 0.08% (PERFORMING)

GENERAL FUND FOR YEAR TO 30 JUNE 2017

Wrap up of 2016/17

Actual $M Budget $M $ VAR % VAR STATUS

TOTAL

EXPENDITURE $31.852M $25.587M -$6.265M (U) -24.85%

TOTAL REVENUE $44.084M $37.789M $6.477M (F) 16.66% (PERFORMING)

TOTAL NCoS $12.233M $12.203M $0.030M (F) 0.25% (PERFORMING)

SPECIAL PURPOSE & TRUST FUND FOR YEAR TO 30 JUNE 2017

Wrap up of 2016/17 Facility level financial performance 30 June 2017:

HOSPITAL / SERVICE 2016/17

NCoS ($M)

% 2015/16

NCoS ($M)

%

RPA $7.222M (U) -1.33% $9.210M (U) -1.74%

CONCORD $4.640M (U) -1.60% $3.133M (U) -1.10%

CANTERBURY $3.037M (U) -3.09% $1.439M (U) -1.52%

BALMAIN $0.037M (F) 0.12% $0.110M (F) 0.36%

IRO $0.101M (F) 0.54% $0.190M (F) 1.08%

SYDNEY DENTAL $4.575M (F) 10.09% $0.516M (F) 1.21%

MENTAL HEALTH $0.154M (F) 0.15% $0.129M (U) -0.13%

THOMAS WALKER $0.004M (F) 0.07% $0.147M (U) -3.07%

COMMUNITY HEALTH $1.440M (F) 4.13% $0.380M (F) 1.15%

POPULATION HEALTH $0.408M (U) -4.05% $0.254M (F) 2.89%

2016/17 Achievements PROJECT EXPENDITURE

RPA RADIOLOGY REPLACEMENT OF ANGIOGRAPHY

EQUIPMENT ROOM 1 & 2

$2.814M

RPA RADIOLOGY PROCUREMENT OF BIPLANE

ANGIOGRAPHY UNIT $1.814M

RPA RADIOLOGY REPLACEMENT OF CT1 & CT2

SCANNERS

$4.318M

RPA BUILDING 63 LIFT MODERNISATION $0.999M

SPECT-CT CAMERA REPLACEMENT AT CONCORD

HOSPITAL

$0.743M

CONCORD HOSPITAL CT SCANNER REPLACEMENT $1.881M

CONCORD HOSPITAL CATH LAB REPLACEMENT $1.366M

RPA SURGICAL AND ROBOTIC TRAINING CENTRE $3.356M

RPA REPLACEMENT FLUOROSCOPY SYSTEM -

SCREENING RM 1

$1.025M

CONCORD HOSPITAL NEUROSURGICAL MICROSCOPE

REPLACEMENT

$0.361M

2016/17 Achievements

WORK IN PROGRESS PROJECTS EXPENDITURE

SYDNEY DENTAL HOSPITAL LVL 4 REFURBISHMENT

(PHASE 2)

$1.451M

SLHD WIRELESS NETWORK STAGE 2

$1.263M

2016/17 BED REPLACEMENT PROGRAM

$2.888M

CONCORD HOSPITAL OPERATING THEATRES

ENDOSCOPIC EQUIPMENT REPLACEMENT

$1.998M

EMERGENCY DEPARTMENTS SECURITY AND

DURESS ALARMS UPGRADE (PART COMPLETED)

$7.292M

CHRIS O'BRIEN LIFE-HOUSE EQUIPMENT

/INTERVENTIONAL CT SCANNER

$1.471M

SLHD AGED CARE/REHAB. NETWORK - WORK

COMMENCED

$6.400M

MEDICAL RESEARCH INFR. INIT. (PH1) - BIO BANK

(TO BE COMPLETED AUG 2017)

$10.941M

RPA ENERGY EFFICIENCY GOVERNMENT PROGRAM

(EEGP) (WORK COMMENCED)

$6.992M

2016/17 Achievements

160,235 people attended emergency departments across SLHD

40,402 operations were performed in our hospitals

169,264 admissions and discharges across our hospitals

6,923 babies were born at RPA and Canterbury

2016/17 Achievements Maintained Performance at level 0

for the full year – 78 months in a

row

Came in on budget (Net Cost of

Service)

Maintained surgical performance at

0,0,0

Significantly improved performance

on most KPIs including ETP

Concord Hospital, Canterbury

Hospital, Mental Health, Oral Health

Services and Tresillian have all

achieved successful accreditation

with the Equip National standards

2016/17 Achievements Patient Achievements

Highest Performing District in State - timely care, transfer, flow, elective

surgery wait times and ETP + on budget.

Patient and Family Centred Care program continued to be implemented

across 8 groups each with a strategic plan.

Patient surveys show high levels of satisfaction in PACE, BHI, patient

journey.

Clinical Governance: maintained high quality and safety standards with

systems and processes audited based on national standards.

Continued implementation of Essentials of Care, Heart of Health, Productive

ward, Canterbury Cares and Intentional Rounding implemented across the

District.

2016/17 Achievements Staff Achievements

Workforce Strategic Plan developed and implemented

SLHD achieved the highest culture index and second

highest engagement score across the State (People

Matter)

Aboriginal Workforce development (1.7%) strategies

have been very actively pursued through AINs (nursing,

Admin Assistants program. Respecting the Difference

completed by 9,000 staff

Neuro-Intervention Service, Clinical Coding, health

analytics workforce recruitment issues addressed

Public health initiatives implemented to improve health of

our workforce including: Heart of Health, Get Healthy at

Work, Breastfeeding at Work, Ride to Work.

Performance Development and Review, Employee

recognition programs, The PITCH, EAP services.

Significantly reduced Excessive Annual Leave balances

2016/17 Achievements Research Achievements

Ongoing development of SHP, one of the first Advanced Health and

Research Translation Centres in Australia designated by NHMRC

Strengthening of Sydney Research + Sydney Health Partners

Ongoing development of the RPA Institute of Academic Surgery +

Institute of Robotic and Surgery Training

Ongoing development of the SLHD Clinical Research Centre + ICT

Health Informatics Unit

550 clinical trials underway across our five hospitals, giving our

patients access to the latest in drug treatments.

2016/17 Achievements Research Achievements

Further development of the Annual

Sydney Innovation and Research

Symposium - launched the Big Idea –

offering pre-seed funding to help bring

ideas to revolutionise healthcare

closer to commercialisation.

Strengthened Population Health,

Community Health, Nursing and Allied

Health Research

Further development of the RPA Clinic

at Charles Perkins Centre

Continued Implementation of

Research Strategic Plan

2016/17 Achievements Community Achievements

Strengthened Community engagement through consumer advisory

committees, community consultation and engagement in planning and

service delivery e.g. mental health, community health service developments

including the largest Peer worker program in Mental Health in Australia

Ongoing Investment in community-based health care e.g. Sustained Home

Visiting, community mental health, Sydney District Nursing

Enhancement of Integrated Care programs e.g. CCChip, Healthy Homes

and Neighbourhoods, Criteria–led Discharge, peer support workers,

HeatheNet, NDIS.

Ongoing strengthening of the partnership with Redfern Aboriginal Medical

Service- AMS clinics, Social Determinants of Health forum.

NGO engagement through Healthy Stronger Communities, EquityFest, RPA

HealthOne East consultations and through funding NGOs.

Implementation of Healthy Children’s initiatives, Go4Fun, Munch and Move,

Live Life Well @ School.

2016/17 Achievements Service Achievements

Ongoing leadership in urban development including Building Better Health in

Growing Inner West Conference + Local Council engagement.

Roll-out of the roadmap for the eMR across the District: eMR 2, VitalLink,

Barcode Identification, Emeds, SurgiNet, PowerChart Cardiovascular,

PowerChart Maternity

HIV testing increased by 98%, Hep C Treatment increased by 666%

Multiple service reviews + improvements across the District. e.g. Major

evaluation of Universal and Sustained Home Visiting, RPA Birth Centre, Renal

Dialysis, Concord Gynaecology etc.

New/upgraded service developments such as Peritonectomy, INR, Health

Interpreter Service, HiTH, Xtend, Chronic Care, obesity clinics, hybrid labs,

robotic surgery, genomics, imaging.

Strengthened discharge planning through Criteria-Led Discharge, Whole of

Health, PathWays, electronic discharge

2016/17 Achievements Service Achievements

Continued to work with Chris O’Brien Lifehouse (LH) to provide

selected cancer service for public patients under a service agreement

Completion of the Concord Hospital clinical service and capital plans

and the achievement of $341M for Stage 1 of the redevelopment.

Commencement of the Clinical Services Plan for Canterbury.

Development of the Model of Care for RPA HealthOne East, Green

Square in collaboration with community, local providers, NGOs, 4

universities and our staff.

Achievement of rates of Organ Donation at world best practice level.

Completion of the 113 liver transplants in 2016, up from 98 in 2015,

and completion of 117 kidney transplants, up from 100 in 2015.

Completion of 600 pelvic exenterations (June 2017) with the best 5

year survival of any centre in the world.

2016/17 Achievements Organisation Achievements

Ongoing enhancement of STARS to enable real time monitor services,

business processes, activity and outcomes.

Multiple signature events - AGM, Sorry Day, Imaging Think Tanks,

Neurosciences Think Tank, Genomics Think Tank to enhancement staff and

community engagement and shared planning.

Enhancement of websites across the District to improve communication with

staff and the community.

Establishment of social media – Facebook, Twitter etc.

Completion and implementation of the Annual Asset Strategic Plan

Implementation of Asset Financial Management (AFM) online system at

Canterbury Hospital and Sydney Dental Hospital

2016/17 Achievements Education Achievements

Expansion of Education programs in CEWD and continued development of

CEWD as a leading delivery site of the NSW Health RTO.

Enhancement of Clinical Placement capacity.

Development and implementation of the Education and Training Plan.

Strong collaboration with USydney and other tertiary partners.

2016/17 Achievements Sydney Dental

Completion of the Oral Health Services Clinical Services Strategic Plan,

including setting strategic direction of the service, guiding service and

capital development.

Achievement of 103% Dental Weighted Activity Units over and above the

MoH activity target including: exceeded both baseline and National

Partnership Agreement activity targets; significantly reduced waiting list for

general treatment patients and patients awaiting for Orthodontic

assessments.

Completion of facility upgrades including: refurbishment of Prosthodontic,

Periodontic Departments and Ceramic Laboratory including reception;

upgrade of Orthodontic Department dental chairs; upgrade of teaching

facilities on level 9 lecture theatre; upgrade of Clinical Dentistry

Department dental chairs and computing equipment upgrade

2016/17 Achievements

Drug Health

Clinical Redesign of the Harm Minimisation Program with

improvements to date including increased brief interventions with

service users

Establishment of Service User Advisory Groups at Redfern and

Canterbury aiming to improve engagement with injecting drug users,

encouraging access to treatment

Establishment of a Youth in Community Nurse Practitioner position in

the Redfern Waterloo area improving access for 12-25 year olds who

are affected by drugs and alcohol

2016/17 Achievements

Clinical Governance and Risk

Completion of the Audit of 215 Cancer patients as directed by Ministry on

time with no clinical issues identified.

Continue to be the best performer for TMF (claims performance and deposit

contribution).

Received TMF awards for STARS, The Pitch and the Fire Simulation

Centre.

2016/17 Achievements

Nursing and Midwifery

The reduction of hospital acquired pressure injuries- point prevalence

reduction from 5.3 to 1.57 and a rate per thousand bed days reduced from

1.17 in 14/15 to 0.50 in 16/17.

Introduction of the e-Trak product tracking program resulting in improved

patient safety when managing implantable device recalls as well as an

increase in revenue

Medical Services

Exploring avenues for providing additional support to JMOs including

website resources, notice boards, BPT OK program, enhanced EAP

involvement especially for debriefing, review of rostering practices,

streamlining recruitment to replace staff who leave and working with senior

staff to ensure JMOs take ADOs.

2016/17 Achievements

Opening of the RPA Robotic and Surgery Training Institute by the NSW

Minister for Health and Minister for Medical Research– An Australian-first

partnership between Sydney LHD, Device Technologies, da Vinci Surgical

Systems, Intuitive and the University of Sydney, bringing together clinical

care, research, training and state-of-the-art medical technology.

Commencement of the state’s second peritonectomy service at Royal Prince

Alfred Hospital

Commenced the Lucas CPR device trial with NSW Ambulance and St

Vincent’s

Building Better health forum on how we can all ensure Sydney remains

healthy and liveable while it continues to grow at a rapid rate.

Launch of the Living Well Living Longer program by the Minister for Mental

Health.

Held the Inaugural EquityFest event and launched the District’s Equity

Framework

2016/17 Achievements Community Health led the development of the Community Safety Huddle

e-form and associated business processes to provide a forum for frontline

staff to discuss safety concerns, security risks and assist in the

development of individualised management plans.

Launch of the Healthy Families Healthy Children website in April. This site

will provide comprehensive child health and development information with

children aged 0 – 5 years and forms part on the universal child and family

health service.

Implementation of The Child Health Information Link (CHIL) in January

2017 providing information and advice and appointments for Child and

Family Health Services.

2016/17 Achievements Awards

Premier’s Award for Transfer of Care program at RPA (with NSW Ambulance)

Prime Minister’s Award for Excellence in Public Sector Management for the

electronic medication management system at Concord Hospital, the first of its

kind in NSW.

TMF Awards for the Pitch, STARS and the Fire Simulation Centre

AMA Teacher of the Year Award – Dr Bethan Richards (RPA)

Pride of Concord Award – A/Prof John Cullen

Overview of the Service

Agreement

The objectives of the LHD Service Agreement To articulate responsibilities and accountabilities across all NSW Health entities for

the delivery of the priorities of the NSW Government and NSW Health.

To establish with Districts and Networks a performance management and

accountability system for the delivery of high quality, effective health care services

that promote, protect and maintain the health of the community and provide care and

treatment to sick and injured people.

To develop effective and working partnerships with Aboriginal Community Controlled

Health Services and ensure the health needs of Aboriginal people are considered in

all health plans and programs developed by the Districts and Networks.

To promote accountability to Government and the community for service delivery and

funding.

The Council of Australian Governments (COAG) has reaffirmed that providing

universal health care for all Australians is a shared priority and agreed a Heads

of Agreement for public hospitals funding from 1 July 2017 to 30 June 2020.

The Agreement preserves important parts of the existing system, including

activity based funding and the national efficient price.

There is a focus on actions to improve patient safety and the quality of services,

and reduce unnecessary hospitalisations.

The Commonwealth will continue its focus on reforms in primary care that are

designed to improve patient outcomes and reduce avoidable hospital admissions.

http://www.coag.gov.au/agreements

National Agreement – Hospital funding and

health reform

Each Health Service and Support Organisation must ensure that all applicable

duties, obligations and accountabilities are understood and complied with, and

that services are provided in a manner consistent with all NSW Health policies,

procedures plans, circulars, inter-agency agreements, Ministerial directives and

other instruments, and statutory obligations.

Districts and Networks are to ensure:

- Timely implementation of Coroner’s findings and recommendations, as well as

recommendations of Root Cause Analyses.

- Active participation in state-wide reviews.

Governance

Each Health Service and Support Organisation must ensure services are

delivered in a manner consistent with the NSW Health Corporate Governance

and Accountability Compendium (the Compendium) seven corporate governance

standards.

The Compendium is at:

http://www.health.nsw.gov.au/policies/manuals/pages/corporate-governance-

compendium.aspx

In particular, where applicable, they are to: provide required reports in

accordance with the timeframes advised by the Ministry; ensure ongoing review

and update to ensure currency of the Manual of Delegations (PD2012_059) and;

ensure NSW Auditor-General’s, the Public Accounts Committee and the NSW

Ombudsman’s recommendations where accepted by NSW Health are actioned in

a timely and effective manner, and that repeat audit issues are avoided.

Corporate Governance

The NSW Patient Safety and Clinical Quality Program provides an important

framework for improvements to clinical quality. Accreditation requirements of the

National Safety and Quality Health Service Standards have applied from 1

January 2014. The Australian Safety and Quality Framework for Health Care

provides a set of guiding principles that can assist Health Services with their

clinical governance obligations.

See http://www.safetyandquality.gov.au/wp-content/uploads/2012/04/Australian-

SandQ-Framework1.pdf

Clinical Governance

Annually, the Organisation will complete a Safety and Quality Account to

demonstrate achievements and ongoing commitment to improving and

integrating safety and quality into the organisation.

This approach places safety and quality reporting on the same level as financial

reporting as an accountability mechanism with public transparency. The Account

will review performance against key quality and safety measures and include

patient safety priorities, service improvements and integration initiatives.

Safety and Quality Accounts

Service Agreements are central components of the NSW Health Performance

Framework, which documents how the Ministry monitors and assesses the

performance of public sector health services to achieve the expected service

levels, financial performance, governance and other requirements.

The performance of a Health Service is assessed in terms of whether the

organisation is meeting the strategic objectives for NSW Health and Government,

the Premier’s priorities, the availability and implementation of governance

structures and processes, performance against targets, whether there has been a

significant critical incident or sentinel event.

The Framework also sets out the performance improvement approaches,

responses to performance concerns and management processes that support

achievement of these outcomes in accordance with NSW Health and Government

policy and priorities.

Performance Framework

A. Strategies and Priorities

B. Services and Networks

C. Budget

D. Purchased Volumes

E. Performance against Strategies and Objectives

Service Agreement Schedules

NSW Health Strategies and Priorities are to be reflected in the strategic and

operational and business plans of the Ministry and NSW Health Services and

Support Organisations. Delivery of the Strategies and Priorities is the mutual

responsibility of all entities.

– NSW: Making it Happen outlines NSW Health’s State Priorities, including 12

Premier’s Priorities that together define the NSW Government’s vision for a stronger,

healthier and safer NSW. As delivery of both Premier’s and State priorities is the

responsibility of all NSW Government Agencies, all entities work together to ensure

successful delivery, in both lead and partnering agency capacities. (see slide 34)

– Election Commitments: To be led by the Ministry, NSW Health is responsible for the

delivery of 102 election commitments over the period to March 2019 with the critical

support of Health Services and Support Organisations.

http://nswtreasury.prod.acquia-sites.com/sites/default/files/pdf/2015-

2016_Budget_Papers_-_Election_Commitments_2015-19.pdf

Schedule A: Strategies and Priorities

– NSW State Health Plan: Towards 2021 provides a strategic framework which brings

together NSW Health’s existing plans, programs and policies and sets priorities across

the system for the delivery of the right care, in the right place, at the right time.

http://www.health.nsw.gov.au/statehealthplan/Publications/NSW-state-health-plan-towards-

2021.pdf

The NSW Health Strategic Priorities 2017/18 document outlines how we work together to

achieve our core objectives. It builds on and complements the NSW State Health Plan:

Towards 2021 as well as directly aligning to the NSW State and Premier’s Priorities. (see

slide 35)

– Minister’s Priority: NSW Health will strive for engagement, empathy and excellence to

promote a positive and compassionate culture that is shared by managers, front-line

clinical and support staff alike. This culture will ensure the delivery of safe, appropriate,

high quality care for our patients and communities. To do this, Districts and Networks

are to continue to effectively engage with the community, and ensure that managers at

all levels are visible and working collaboratively with staff, patients and carers within

their organisation, service or unit. These requirements will form a critical element of the

Safety and Quality Account.

Schedule A: Strategies and Priorities

The Leading Better Value Care Program will create shared priorities across the NSW

health system so that the system works together to improve health outcomes, to

improve the experience of care and provide efficient and effective care. The main

components of this approach include the following:

- The Ministry of Health will continue as system administrator, purchaser and manager

and will articulate the priorities for NSW Health. Performance against delivery of the

priorities will be monitored in line with the NSW Health Performance Framework.

- Districts and Networks will determine implementation plans reflective of their local

circumstances. The Pillars, as required, will support Districts and Networks in a flexible

and customisable manner, to meet local needs.

- The Leading Better Value Care Program initiatives will be evaluated through

Evaluation and Monitoring Plans developed by the Agency for Innovation and Clinical

Excellence Commission. The primary objective is to assess the impact of the initiatives

across the Triple Aim. As some improvement measures are yet to be developed,

measurement across the Triple Aim will evolve.

Shared Priorities

Roles and responsibilities for Mental Health Intensive Care Units (MHICU), including

standardisation of referral and clinical handover procedures and pathways, the role of

the primary referral centre in securing a MHICU bed, and the standardisation of

escalation processes will be a key focus for NSW Health in 2017/18.

Key Focus for NSW Health in 2017/18

42

Outpatient Transformation

Program: The project aims

to revolutionise outpatient

services within the District by

improving patients’ and

families’ interactions with

services. Canterbury

Hospital’s Ante Natal Clinic is

the pilot site to develop a

“play book” to review and

transform outpatient services

across our Local Health

District.

Our Local Priorities

Sydney LHD’s Local Priorities

Planning: The following plans will be developed in 2017/18:

- Sydney Local Health District Strategic Plan - Royal Prince Alfred Hospital (RPA) Clinical Services Plan - Canterbury Hospital Clinical Services Plan and Master Plan - SLHD Diabetes Strategy - SLHD Health Advancement Plan - SLHD Cardiothoracic Service Plan - SLHD Genomics Development Strategy - Inter-sectoral Inner West Youth Health and Wellbeing Plan - SLHD Research Strategic Plan 2018 – 2022

Sydney Dental Hospital (SDH) and Oral Health Services: Following planning to

improve clinical services integration, a primary health clinic will be established to

address patients’ and visitors’ general health as well as oral health needs.

Sydney LHD’s Local Priorities Capital Works: The following major capital works

projects will be undertaken in 2017/18:

- Commence of the phased redevelopment of

Concord Repatriation General Hospital

- Complete capital works and open 6 additional beds

across Balmain Hospital to better manage patients

requiring isolation and are identified as bariatric.

- Complete a capital planning process to address

capacity and environment for Canterbury Hospital

Paediatric patients in the Emergency Department

and women attending the Ante Natal Clinic (the

latter in conjunction with the Outpatient

Transformation project).

Continued Establishment of the Peritonectomy

Program: Following commencement in March

2017, the aim is to deliver full projected activity in

2017/18. Royal Prince Alfred Hospital is a Centre for

Excellence for gastro-intestinal and colorectal

cancers including the pelvic extenteration program.

Sydney LHD’s Local Priorities

Neuro-Intervention (NI) Services: As the neuro-interventional workforce is small

across Australia, SLHD is committed to growing and fostering an NI workforce at

RPAH.

Stroke Service: RPA plans to recruit to a dedicated staff specialist and establish a

rapid access Transient Ischaemic Attack clinic for the Emergency Department.

RPA aims to increase the capacity to treat patients with stroke, vascular disease,

aneurysms, and other complex neurological and vascular conditions in an efficient,

cost effective and clinically advanced manner.

Organ Donation Transplantation: As part of the NSW and national effort to

improve organ donation for transplantation, SLHD will continue to build the

transplantation program and improve organ and transplantation results in

2017/2018.

Surgical and Robotic Training Institute: RPA will provide training to surgeons

from New South Wales, Australia and South East Asia In an industry partnership

with Intuitive and Device technologies. The purpose-built facility commenced

training in March 2017 and SLHD will continue to build the profile of the Institute

with the industry partners.

Sydney LHD’s Local Priorities

Information and Communications

Technology (ICT): ICT services will

continue to be improved and

enhanced, including:

- Finalise separation of IM&TD services

from the former Sydney South West

Area Health Service structure to SLHD

and South Western LHD respectively

- Complete the implementation of eMR2

across all facilities

- Complete the implementation of

eMeds across all facilities

- Complete the implementation of

Powerchart Cadiovascular

- Implement PowerChart Maternity

- Implement Powerchart Oncology and

Haematology

- Implement the BYOD program

- Complete the Implementation of AFM

online

- Pilot REGIS

- Implement the Human Capital System

Sydney LHD’s Local Priorities Research: SLHD will continue leading collaborative research partnerships (Sydney

Research) and facilitating translational research in particular through collaborative

projects (Sydney Health Partners).

Work with NSW Pathology of the implementation of the newly completed state of

the art NSW Health Statewide Biobank.

Continue to enhance our clinical trials capacity

Sydney LHD’s Local Priorities Investing in the Early Years: SLHD will

finalise redesign of its child and family health

services to ensure capacity to meet the needs

of families with children 0-5 years. New

service modalities will be explored, including an

interactive website. Resources will be re-

allocated to ensure sufficient capacity to

provide two-year sustained health home

visiting to families requiring additional support.

The most complex families will be offered care

coordination for all family members, with health

and social care needs in scope.

National Disability Insurance Scheme

(NDIS): SLHD has processes in place to

minimise NDIS discharge delays, where

possible. All Community Care Support Program

(CCSP) clients will be offered assistance to

apply to NDIS by SLHD staff, with advocacy

services available for the NDIS Support Plan

meeting.

Key Performance Indicators

(KPIs)

Capital Program

2017-18 National Health Funding Body

Service Agreement Period: 1 July 2017 – 30 June 2018

Budget principles

As with previous years, the District is holding a contingency of $35M (to meet

additional patient demands, unforeseen equipment replacement or other unexpected

District costs)

The District has established an allocation of $20M for enhancements which are being

finalised with the Executive and Clinical Directors.

LifeHouse budget allocated as per their agreement with the NSW Ministry of Health

To derive the Contingency:

– NWAU price adjusted for contribution to contingency

– Block funding adjusted for contribution to contingency

Facility budgets built using available ABF & Block Funding principles:

– ABF funding pool developed using discounted 2017FY prices

– Block funding allocated (e.g. Dental, AIDS, NGO grants)

– Alignment of Entity budgets to 2017FY actual and

budget.

LHD NWAUs X

SLHD PRICE

2017/18 Budget from MoH

SLHD Total Expenditure Budget for 2017-18 is:

MoH presents budget escalation on prior year annualised budget – this is a

5.7% increase for SLHD

$1.727BILLION

GENERAL FUND SP&T

$1.702B $25.102M

2017/18 Budget from MoH

SLHD Total Revenue budget for 2017-18 is:

Own Source Revenue represents a 4.04% increase on 2016/17 actual result

$1.664BILLION

Govt Contribution SP&T Own Source

$1.377B $38.318M $248.292M

Activity NWAU Prices 2017/18

NWAU prices:

– State Price = $4,691

– MoH determined SLHD Price = $4,588

– Mental Health Non Admitted = $2,952

Lifehouse NWAU price reflects the State Price = $4,691. The MoH will fund

SLHD at the State Price to enable this to be passed on to Lifehouse.

Facility NWAU Prices 2017/18

Facility / Service 2017-18 Price /

NWAU

RPAH $4,185

Concord Hospital $3,922

Canterbury $3,313

Balmain $3,728

IRO $3,239

Lifehouse $4,691

Mental Health $3,194

2017-18 Price reflects the 2016-17 price discounted by 1.05%. Discount reflects

the impact of the change from NWAU 16 to NWAU 17.

2017/18 NWAU Activity

SLHD NWAU activity targets

Facility / Service 2017-18

NWAU17

RPAH 123,703

Concord Hospital 65,628

Canterbury 27,256

Balmain 6,963

IRO 5,379

Lifehouse 7,976

Mental Health 29,370

Facility / Service Expenditure

$M

Revenue

$M

NCoS

$M

RPAH $624.545M $116.848M $507.697M

Concord Hospital $337.621M $65.560M $272.062M

Canterbury $108.518M $14.027M $94.491M

Balmain $46.304M $17.957M $28.347M

IRO $19.971M $3.928M $16.043M

Lifehouse $40.230M - $40.230M

Mental Health $103.788M $6.009M $97.779M

Thomas Walker $5.394M $0.006M $5.388M

Primary & Community Health $41.287M $7.681M $33.606M

Population Health $10.618M $0.371M $10.247M

Dental $44.081M $2.021M $42.060M

2017/18 Budgets

2017-18 Service Agreement

Service Agreement for 2017-18 detailing activity and funding was issued to the Chief

Executive on 20 June 2017.

The signed Service Agreement must be returned to the Secretary, NSW Health (by 31

July 2017).

The signed Service Agreement must be displayed in a prominent and easily

accessible location on the Sydney Local Health District website (by 31 July 2017).

Service and facility-level budgets (including staffing and activity levels) should be

published on the District website following Board deliberations (by 31 July 2017).

A summary of each facility and District-wide service total expense budget (all

programs) is also to be made available in a prominent location on the SLHD internet

site (by 31 July 2017).

The value of roadmapping (Productivity, Expenses and Revenue) goals required to

achieve on budget performance in 2017/18 must be identified by 31 July 2017.

Roadmaps must be loaded by the 30 September 2017.

Budgets and forecasts are to be loaded into the Statewide Management Reporting

Tool (SMRT) reporting system (by 31 July 2017).

Next steps 17 – 28 July 2017 – CE issues budget letters to facility GMs including budget,

activity and FTE targets. Summaries posted on internet URL:

www.slhd.nsw.gov.au/budget.html

31 July 2017 - Productivity, Expenses and Revenue Roadmapping goals

finalised.

District Budget Roadshows/Presentations

Next steps Continue strong governance over financial performance:

– Monthly distribution of modified monthly finance reports.

– CE & DoF performance meetings with GMs and Clinical Directors.

– Continued monthly performance reporting to FRAP.

– Monitoring of Productivity, Expenses and Revenue Roadmaps.

Questions?