SWSLHD Bowral & District Hospital - South Western Sydney ... Hosp - Operation… · South Western...
Transcript of SWSLHD Bowral & District Hospital - South Western Sydney ... Hosp - Operation… · South Western...
South Western Sydney Local Health District 1
SWSLHD Bowral & District Hospital
A Facility of South Western Sydney Local Health District Operational Plan
2018 – 2020
Leading care, healthier communities
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 2
Table of Contents Introduction ................................................................................................................................. 3 Map of South Western Sydney Local Health District ................................................................... 4 Values Framework ...................................................................................................................... 5 Community Profile ....................................................................................................................... 6 Facility Profile .............................................................................................................................. 7 Strategic Directions ..................................................................................................................... 8 Operational Plan Reporting and Monitoring Framework .............................................................. 9
SWSLHD Strategic Plan 2018 – 2021 – Applicable Strategies for Bowral & District Hospital ... 9 Bowral & District Hospital Specific Initiatives July 2018 – June 2020 ..................................... 18
Appendix – SWSLHD Role Delineation Levels .......................................................................... 20
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 3
Introduction The Bowral and District Hospital (BDH) Operational Plan describes the local ways that BDH will deliver on the South Western Sydney Local Health Districts (SWSLHD) Strategic Plan 2018-21 in line with NSW Health values, collaboration, openness, respect and empowerment. The SWSLHD vision for the future, ‘Leading care, healthier communities’, sets the direction for BDH and is linked with local strategy and local community needs through this Operational Plan. This plan, in line with the Bowral and District Hospital Clinical Services Plan (CSP) to 2026, are the road maps for delivering local clinical services for the community. BDH has recently been through rigorous, detailed services planning to secure funding for the new clinical services building. The new 65 million dollar building means that patients and employees will, by 2020, enjoy a modern building and will be the enabler for new ways of thinking around models of care. With a changing operational environment and a new clinical services building expected to be delivered in 2020, there is new opportunity for all who work at and visit BDH. The BDH Operational Plan is divided into several sections all aligning with the six Strategic Directions of the SWSLHD Strategic Plan 2018-21:
• Safe, Quality Care • A Healthy Community • Collaborative Partnerships • A Health System for the Future • Our People Make a Difference • A Leader in Research and Teaching
This document highlights the current community profile and high level facility profile, before setting out in each area of the strategic directions, for now and in the future. This document will continue to be developed and updated as new strategy is developed and implemented and will assist the BDH Executive to monitor and report on progress.
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 4
Map of South Western Sydney Local Health District
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 5
Values Framework
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 6
Community Profile
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 7
Facility Profile
Bowral and District Hospital is a District Group C1 hospital, providing services for the local community mainly at role delineation level 3. Bowral and District Hospital provides clinical services in:
• Emergency Medicine • General Medicine, including Stroke, Cardiac and Aged care • General Surgery • Orthopaedic Surgery • Obstetrics • Gynaecology • Paediatrics, including Paediatric Outreach and Child & Adolescent Mental Health • High Dependency Unit (HDU) • Ophthalmology • Equipment Loans • Geriatrics • Anaesthetics, including Pre-admission Clinic • Cardiac Assessment and Rehabilitation • Mental Health including Day Therapy and Youth Services • Rehabilitation • Allied Health, including Social Work, Physiotherapy, Speech Pathology, Dietetics, Occupational
Therapy, Podiatry, Specialised Aged Care and Developmental Paediatrics • Aboriginal Health Clinic • Palliative Care • Haematology • Alcohol and Other Drugs services, including Needle Exchange • Pharmacy • Pathology • Radiological Imaging, including X-ray, Ultrasound and Computed Tomography (CT) • Renal Dialysis (single chair for self-dialysing home dialysis patients, classified as an outpatient
space and not included in inpatient bed count)
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 8
Strategic Directions
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 9
Operational Plan Reporting and Monitoring Framework
SWSLHD Strategic Plan 2018 – 2021 – Applicable Strategies for Bowral & District Hospital
ID STRATEGIC DIRECTION
KEY PRIORITY AREA
STRATEGY LOCAL ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY
EXECUTIVE SPONSOR (ELT) LHD
LOCAL LEAD TIMEFRAME
1.1 Safe, Quality Care
Consistently safe
Implement the Safety Essentials program across all facilities and services
• Work with TYE champions to continue roll out of TYE. • Patient and leader rounding to commence.
Director Clinical Governance
General Manager
Dec-21
1.2 Safe, Quality Care
Consistently safe
Implement the Feeling Safe in the Emergency Department project to enable better care of patients with a mental health condition in Emergency Departments
• Engage LHD CNS2 in the Feeling Safe in ED project leads
• Review 2017 audit recommendations and implement.
Director Nursing & Midwifery
Director of Nursing and Midwifery
Dec-19
1.3 Safe, Quality Care
Consistently safe
Develop and implement a Surgical and Procedural Care Plan which identifies the future location of services, expertise and equipment to improve patient safety
• Awaiting Clinical Stream Plan
Director Operations
General Manager
Jun-19
1.4 Safe, Quality Care
Consistently safe
Expand the use of electronic data management systems such as eMR2 and eMeds prescribing across the District to improve point of care clinical documentation
• Establish e-meds project user group • Recruit PAS officer • Seek opportunities to build EMR2 for local process e.g.
local ‘forms’
Director Information Communication and Technology
Manager of Finance and Corporate Services / Pharmacy Manager
Dec-20
1.6 Safe, Quality Care
Outstanding Quality
Implement the R.E.A.C.H. program across all relevant units to strengthen responsiveness to patient, carer and family concerns about deteriorating patients
• Relaunch REACH project and It’s OK to Ask project • Implement patient rounding • Implement PEM TYR program
Director Clinical Governance
Clinical Governance Manager
Dec-20
1.8 Safe, Quality Care
Outstanding Quality
Expand SWSLHD Centres of Excellence to strengthen clinical care through delivering services linked to research, teaching and education
• Review LHD research plan looking for opportunities to link with other hospitals in the district
• Establish preventative Lymphedema clinic
Chief Executive General Manager
Dec-21
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 10
ID STRATEGIC DIRECTION
KEY PRIORITY AREA
STRATEGY LOCAL ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY
EXECUTIVE SPONSOR (ELT) LHD
LOCAL LEAD TIMEFRAME
1.9 Safe, Quality Care
Appropriate and timely care
Review models of care in Emergency Departments to improve responsiveness to weekend demand and improve consistency of service systems across the District
• Commence ED working party (implement as necessary outcomes)
• Review current model of care • Review and incorporate ACI guidelines as appropriate • Review weekend discharge numbers and look for
opportunities to improve • Review regular clinical efficiencies during peak periods
eg. Winter Strategies
Director Operations
Director of ED / NUM ED
Jun-20
1.10 Safe, Quality Care
Appropriate and timely care
Invest in new technologies and models of care to reduce waiting time for elective surgery and improve the delivery of high quality, safe clinical care
• Weekly waitlist meetings • Review PAC process • Review stream plan and ACI guidelines
Director Operations
General Manager
Dec-21
1.12 Safe, Quality Care
Appropriate and timely care
Increase the accessibility of support provided to people and their families at end of life, including inpatient, community based and bereavement support services
• Appointed full time EOL Pall Care CNS • Pall Care volunteers • Establishment of Pall Care committee • Mortuary review • Designated Palliative Pall Care room including for
extended family in new clinical services build and MoC to support
Director Operations
Clinical Governance Manager
Dec-21
1.14 Safe, Quality Care
Evidence based and patient-centred care
Implement systems to capture patient reported outcomes in relation to physical and psycho-social needs to inform clinical decision making
• TOP 5 • Patient care board • Look for opportunities within MR2 to highlight physical
and social needs
Director Clinical Governance
Director of Nursing and Midwifery
Dec-21
1.15 Safe, Quality Care
Evidence based and patient-centred care
Expand the use of real time consumer experience monitoring systems to improve the way feedback is captured
• PREM’s • Patient rounding to commence
Director Clinical Governance
Director of Nursing and Midwifery / Clinical Governance Manager
Jun-18
1.16 Safe, Quality Care
Evidence based and patient-centred care
Implement the You Say, We Did program to provide evidence of changes implemented as a result of consumer feedback
• Re-invigorate Quality Boards • Executive Report Card (twice yearly) • Pulse Community News • More regular feedback to consumer groups
Director Clinical Governance
General Manager / Director of Nursing and Midwifery / Clinical
Jun-20
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 11
ID STRATEGIC DIRECTION
KEY PRIORITY AREA
STRATEGY LOCAL ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY
EXECUTIVE SPONSOR (ELT) LHD
LOCAL LEAD TIMEFRAME
Governance Manager
1.17 Safe, Quality Care
Evidence based and patient-centred care
Develop and implement a procedure for open visiting hours in appropriate clinical settings in order to better meet the support needs of patients, families and carers
• Work with PUG’s to develop and identify opportunities to support strategy in redevelopment
• Encourage Pall Care patients and families with open visiting hours to be with dying patients
• Children’s Ward already participating in strategy
Director Nursing & Midwifery
Director of Nursing and Midwifery / Operational Nurse Manager
Jun-19
1.18 Safe, Quality Care
Evidence based and patient-centred care
Invest in the delivery of a broad range of support services which recognise the psycho-social needs of people to achieve and maintain health or recover from injury, with a focus on implementing the Arts and Health Strategic Plan
• Work with Stream to identify ART and MUSIC strategy • Continue to engage with local high schools around
music and art (look for opportunities for patient contacts)
Director Allied Health
Human Resources/ Director Medical Services
Dec-21
1.19 Safe, Quality Care
Cultural safety Improve cultural safety for people from diverse cultures through offering opportunities for staff to complete Respecting the Difference and other cultural competency training
• Encourage staff to continue cultural training (HETi cultural competency training)
• Respecting the Difference enhancements (training) of the volunteer workforce.
Director Workforce
Human Resources / Clinical Governance Manager
Dec-21
1.20 Safe, Quality Care
Cultural safety Enhance the Aboriginal Liaison Officer program across the District to improve the way hospitals meet the needs of Aboriginal people and communities
• Develop KPIs for ALO for reporting purposes • Identify opportunities for patient stories/ journeys • Seek opportunities for culturally sensitive spaces
physically and aesthetically in the redevelopment.
Chief Executive Clinical Governance Manager / HOD Social Work
Dec-21
1.21 Safe, Quality Care
Accountability and governance
Implement the Enterprise Risk Management Policy Framework 2017 to further develop risk maturity and reduce exposure to risk
• Implement policy as required. • Improve accountability around risk management (better
linkages to service risks) • Improved governance
Chief Executive Clinical Governance Manager / Belinda Boylson (Senior Physiotherapist)
Jun-21
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 12
ID STRATEGIC DIRECTION
KEY PRIORITY AREA
STRATEGY LOCAL ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY
EXECUTIVE SPONSOR (ELT) LHD
LOCAL LEAD TIMEFRAME
1.22 Safe, Quality Care
Accountability and governance
Review the capabilities of the Risk Management Information System to determine suitability to meet future risk management, clinical governance and internal audit requirements
• Contribute facility person to assist with development/ implementation of agreed district position
Chief Executive Clinical Governance Manager
Jun-19
1.23 Safe, Quality Care
Accountability and governance
Implement the Legislative Compliance Policy Framework 2017 to ensure processes are in place to support and enhance staff awareness of statutory and organisational reporting requirements
• Improved governance model to be developed/ implemented.
• Seek opportunities for manager education
Chief Executive General Manager
Dec-20
1.24 Safe, Quality Care
Accountability and governance
Embed a District-wide Policy Framework to ensure the development and implementation of consistent policies, procedures and guidelines across all facilities and services
• Continue to work with the district to review existing policy with long term goal to reduce local policy and apply ministry policy where appropriate
Chief Executive Clinical Governance Manager / Human Resources
Dec-20
2.30 A Healthy Community
Prevention and early intervention
Implement the Child Protection in Your Hands Strategy to support staff to identify the caring responsibilities of adult patients and incorporate stressors and risk issues in care planning to improve child safety
• Implement policy as required. • Improve compliance with training modules • Improve social work interactions at ED touch point of
care
Director Clinical Governance
Director of Nursing and Midwifery / HOD Social Work.
Dec-21
2.31 A Healthy Community
Prevention and early intervention
Collaboratively implement the SWS Childhood Overweight and Obesity Action Plan 'Growing Healthy Kids'
• Implement the Weight Management Clinic •
Director Population Health
Operational Nurse Manager / NUM Paeds/ HOD Paeds
Dec-21
2.32 A Healthy Community
Prevention and early intervention
Embed into clinical practice the identification of modifiable risk factors and referral to appropriate support services, with an initial focus on smoking and high body mass index
• Look for opportunity with PHN to develop strategies to ensure patients are ‘operation’ ready
• Improve documentation/ recording of attempts at preparing patients.
• Improve links with local community based assistance (ie walking groups) to improve early intervention
Director Operations
Clinical Governance Manager / Director of Nursing and Midwifery
Dec-21
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 13
ID STRATEGIC DIRECTION
KEY PRIORITY AREA
STRATEGY LOCAL ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY
EXECUTIVE SPONSOR (ELT) LHD
LOCAL LEAD TIMEFRAME
2.35 A Healthy Community
Prevention and early intervention
Develop an integrated network of drug and alcohol treatment intervention services to reduce the harm from substance use and increase access to treatment
• Work with the district to identify resources and develop opportunities for a model of care, MoC
Director Operations
Director Medical Services / General Manager
Dec-21
3.44 Collaborative Partnerships
Consumer, patient and carer involvement
Increase the number and diversity of people participating in formal Consumer and Community Participation processes to better represent the views of the local community
• Pulse column. • Improved number of presentations to community groups • Improve the use of social media • Continue redevelopment public engagement
Chief Executive Clinical Governance Manager
Jun-18
3.45 Collaborative Partnerships
Consumer, patient and carer involvement
Increase the involvement of children and young people as partners in care, consistent with the Charter on the Rights of Children and Young People in Healthcare Services in Australia
• Formalise structure for feedback from consumers using the children’s ward
Director Clinical Governance
Clinical Governance Manager / Operational Nurse Manager
Dec-21
3.46 Collaborative Partnerships
Consumer, patient and carer involvement
Build staff capacity to understand and initiate consumer participation approaches to their clinical and non-clinical practice
• Seek opportunities for greater consumer representation on committees
• Less movement/ cancellations of meetings involving consumers
• Better understanding of consumers knowledge of the systems
• Regular feed-in from departments with strategic changes, ie: Redevelopment
Chief Executive Director of Nursing and Midwifery / Director Medical Services
Dec-21
3.48 Collaborative Partnerships
Genuine engagement and communication
Implement a core District wide communication program to support effective communication with patients and staff
• Improve social media usage. Seek opportunities for the usage of Yammer (or similar)
• Continue to develop TYE initiatives.
Director Workforce
Director of Nursing and Midwifery / Manager of Finance and Corporate Services
Dec-20
3.52 Collaborative Partnerships
Strategic partnerships
Build on partnerships with the NSW Ambulance Extended Care Paramedic Program
• Work with the district to review appropriate patient cohort for the area.
Director Operations
General Manager / Operational
Dec-21
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 14
ID STRATEGIC DIRECTION
KEY PRIORITY AREA
STRATEGY LOCAL ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY
EXECUTIVE SPONSOR (ELT) LHD
LOCAL LEAD TIMEFRAME
Nurse Manager
3.56 Collaborative Partnerships
Strategic partnerships
Establish innovative partnerships models with the private sector to reduce the cost of providing and replacing high end technology
• Audit current equipment to see what can be leased rather than purchased
• Work with larger facilities to look for partnership opportunities
• Seek local business for ‘sponsored’ or donated equipment’s
Director Finance
Manager of Finance and Corporate Services / Director Medical Services
Dec-19
3.57 Collaborative Partnerships
Funding opportunities
Widely promote South West Giving to facilitate fundraising from the local community, consumers and staff
• Review other sites strategy for same • Look at opportunities for promotion of funded programs
(e.g. BDCU) • Promote widely and often using local media (and social
media) to promote funded partnerships •
Chief Executive Manager of Finance and Corporate Services / General Manager
Dec-21
4.64 A Healthcare System for the Future
Building and adapting for the future
Redevelop Bowral and District hospital to provide upgraded patient facilities and medical equipment
• Continue with redevelopment program including robust FFE process
Director Operations
General Manager / Redevelopment Officer
Dec-21
4.68 A Healthcare System for the Future
Building and adapting for the future
Implement existing plans addressing future healthcare development, including the SWSLHD Cancer Plan and SWSLHD Advance Care Planning, End of Life and Palliative Care Plan
• Work with the streams to implement the plans as required
• Continue to work with SHPH regarding cancer services. • Ensure plans are tabled within stream meetings for
appropriate local actions
Director Operations
Director Medical Services / General Manager
Dec-21
4.69 A Healthcare System for the Future
Building and adapting for the future
Expand existing Wi-Fi capability and incorporate digital readiness into new health care facilities
• Engage with district IT to look for opportunities within redevelopment to ensure no ‘black spots’
• Ensure attendance and engagement with district ICT thought planning phases of redevelopment
Chief Information Officer
Manager of Finance and Corporate Services / IT
Dec-21
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 15
ID STRATEGIC DIRECTION
KEY PRIORITY AREA
STRATEGY LOCAL ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY
EXECUTIVE SPONSOR (ELT) LHD
LOCAL LEAD TIMEFRAME
4.72 A Healthcare System for the Future
Networked and integrated services
Develop Emergency Department avoidance strategies in collaboration with the residential aged care and primary health sector to improve community based management of chronic disease and end of life care
• Harbison program - Look to extend program to other RACFs
• Winter strategy for Chronic and Complex care patients in place and to be reviewed for outcomes for future resourcing
Director Operations
Director of Nursing and Midwifery / Manager of Finance and Corporate Services
Dec-21
4.73 A Healthcare System for the Future
Networked and integrated services
Extend the hours of operation of designated ambulatory services to improve access and flexibility to meet consumer needs
• Review current resources • BARKS program and seek opportunities to expand • Improved ward support after hours (paed ambulatory
care clinics) Create opportunities within the redevelopment to better integrate access
Director Operations
Operational Nurse Manager / NUM Paed
Dec-21
4.74 A Healthcare System for the Future
Networked and integrated services
Increase access to acute or post-acute services delivered in community or ambulatory settings to provide more accessible services to the community and reduce the need for Emergency Department presentations and inpatient admissions
• Seek opportunities for better integration with community services.
• Work with GP’s to identify ‘skill gaps’ and develop confidence for treatment in the community
• Work with the PHN to promote services that exist outside of the hospital
Director Operations
HOD Physiotherapy/ ONM
Dec-21
4.76 A Healthcare System for the Future
Agile and innovative care
Implement evidence based models of care in priority clinical areas identified through the Leading Better Value Care initiative to improve health outcomes, improve the experience of care and provide efficient and effective care
• Review and continue to update MOC. • Seek efficiencies within redevelopment through better
patient flows, access to services • Think more broadly about transfer of materials (such as
pathology) so technology can be used to move items (redevelopment)
• Improve usage of road maps to show efficiencies •
Director Finance
Manager of Finance and Corporate Services / Director of Nursing and Midwifery
Jun-19
4.80 A Healthcare System for the Future
Responsive to community diversity
Grow the use of telehealth models of care to support people living in rural areas of the District and beyond to access specialist expertise
• Telehealth improvements focusing on mental health and paediatric services (in ED)
• Create opportunities with the new MOC for ICU beds and possible telehealth consultations
• Work with ICT to have telehealth opportunities as part of the redevelopment as standard
• Seek opportunities for better linkages with district to reduce travel times (and therefore list clinical time) for meetings in other facilities.
Chief Information Officer
General Manager / Director Medical Services / Manager of Finance and Corporate Services
Dec-21
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 16
ID STRATEGIC DIRECTION
KEY PRIORITY AREA
STRATEGY LOCAL ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY
EXECUTIVE SPONSOR (ELT) LHD
LOCAL LEAD TIMEFRAME
4.83 A Healthcare System for the Future
Responsive to community diversity
Develop services to provide improved access, care coordination and self-management of chronic and complex conditions, with a focus on clients from a CALD background
• Better promote outpatient services such as CNC led chronic care focusing on the requirements of the community
• Through consumer representation, better understand the needs of the CALD within the area
• Ensure support (and better identification) for CALD within the facility
•
Director Operations
Director of Nursing and Midwifery / Operational Nurse Manager
Dec-21
5.87 Our People Make a Difference
Workforce for the future
Strengthen the professional development review process and increase uptake of professional development plans to support staff to achieve their career goals and meet the needs of the community
• Maintain a 90% compliance for PDR at BDH • Better educate and work with front line managers to
improve understanding of the importance of aspirational goal setting.
• Align PDR’s and managers goals with Strategic Direction and consumer needs
•
Director Workforce
Human Resources / General Manager
Dec-18
5.88 Our People Make a Difference
Workforce for the future
Build the Nurse Practitioner workforce across hospital and community settings to provide more timely and responsive expert clinical care
• Look for opportunities to partner with Campbelltown to share NP workforce
•
Director Nursing & Midwifery
Operational Nurse Manager / Human Resources
Jun-20
5.89 Our People Make a Difference
Workforce for the future
Develop a SWSLHD Volunteer Program to coordinate the engagement and support of volunteers
• Develop a local volunteers plan for greater support in redevelopment building
• Assign volunteer lead • Improve Exec representation at volunteer groups
Director Workforce
Human Resources / Clinical Governance Manager
Dec-20
5.91 Our People Make a Difference
Culture of respect and compassion
Review the SWSLHD On-Boarding Program to ensure alignment with Transforming Your Experience
• Work with SWSLHD to improve on-boarding of all positions
• Through the TYE committee establish communication/ education program to better understand on-boarding and the processes involved with recruitment
Director Workforce
Human Resources
Dec-18
5.92 Our People Make a Difference
Culture of respect and compassion
Develop and implement a District wide coaching and mentoring program to support staff development
• Work with front line managers to engage and be confident in addressing poor behaviour in the workplace.
• Create opportunities for staff to work in other locations/ programs within the district.
• Create opportunities for front line mangers to participate in ELT/ FCC
Director Workforce
ELT Jun-20
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 17
ID STRATEGIC DIRECTION
KEY PRIORITY AREA
STRATEGY LOCAL ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY
EXECUTIVE SPONSOR (ELT) LHD
LOCAL LEAD TIMEFRAME
5.94 Our People Make a Difference
Employer of choice
Develop and implement a SWSLHD Workplace Safety and Wellbeing Program to support the physical, mental and emotional health and wellbeing of staff
• Establish wellbeing program through wellness committee with regular programed resilience focused training
• Re-establish WHS champions for BDH • Create opportunities for management training in
Emotional Intelligence • Ensure Executive ‘think tank’ time is regular focusing on
future direction
Director Workforce
Human Resources / Operational Nurse Manager / Manager of Finance and Corporate Services
Jun-20
6.110 A Leader in Research and Teaching
Acknowledgement and recognition of research
Expand the research profile of SWSLHD through the establishment of new research institutes in priority areas including Robotics and Automation in Health, Innovation in Medical Technology, Cancer and Cardiovascular Disease and strengthen the roles of existing Research Institutes
• Work with the clinical streams to develop better research networks.
• Seek opportunities to partner with larger facilities to improve research in rural settings.
• Establish preventative lymphedema clinic and establish research component
Chief Executive General Manager / Director Medical Services
Jun-20
6.113 A Leader in Research and Teaching
Continuous education, teaching and training
Investigate opportunities to increase the number of undergraduate student placements and post graduate fellows across all disciplines
• Finalise workforce future plan • Work with Nursing to create opportunities to adjust skill
mix where safe, in line with workforce plan Seek opportunities for shared services such as registrars
Director Workforce
Human Resources / Director of Nursing and Midwifery / Director Medical Services
Dec-19
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 18
Bowral & District Hospital Specific Initiatives July 2018 – June 2020
ID STRATEGIC DIRECTION
STRATEGY ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY
FACILITY EXECUTIVE SPONSOR
LOCAL LEAD/S TIMEFRAME
1.1 Safe, Quality Care
Implement Data Integrity Project to improve quality of data inputted into clinical information systems
• Recruit to PAS position • Undertake audits • Deliver staff education
Director of Nursing& Midwifery
Clinical Information Department Manager / Operational Nurse Manager
June 2019
1.2 Our People Make a Difference
Develop and implement a Workforce Plan that aligns and supports the changing activity and operations of the organisation
• Establish current profile • Review efficiencies, capacity, capability, aging
workforce, skills needs. • Review profile against current and future MoC
in line with redevelopment.
ELT / Workforce Manager
Workforce Manager December 2018
1.3 A Healthy Community
Identify community profile for Wingecarribee (e.g. national against Bowral) and realign services to meet the need
• Consult with Population Health (epidemiology) for better data, information to better understand profile.
• Collaborate with PHN and general practice. • Review current efficiency and inefficiency in
services • Identify opportunities for service developments
in line with CSP
General Manager Director Medical Services/ Clinical Governance Manager
June 2019
1.4 Safe, Quality Care
Align Models of Care with redevelopment of service
• Review existing versus proposed MoC (including all disciplines) Complete GAP analysis.
• Develop individualised operational plans for each service/ward/unit.
• Identify opportunities for service development • Consider evidence, best practice models
internationally and within Australia (considering telehealth opportunities to offer new and innovative MoC linked with the district).
• Align findings with CSP.
General Manager Redevelopment Officer June 2019
1.5 Collaborative Partnerships
Community engagement: to identify and pursue opportunities for funding
• Consider potential funding opportunities from individuals, businesses and health funds.
• Target MoH initiatives, early request for appropriate resources
• Private health fund opportunities for partnered services
General Manager Manager of Finance and Corporate Services / Director Medical Services
December 2019
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 19
ID STRATEGIC DIRECTION
STRATEGY ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY
FACILITY EXECUTIVE SPONSOR
LOCAL LEAD/S TIMEFRAME
• Retail and commercial opportunities post redevelopment
1.6 A Leader in Research and Training
Build capacity within the organisation to participate in Research and Innovation, Teaching and training
• Establish/ map capacity of current staff • Research grant opportunities • Build and formalise networks with Ingham
Institute/ Universities etc to establish mentorship programs (possible resources)
• Partnerships with LHD to collaborate on projects (seek out representation on district committee)
• Establish preventative lymphedema clinic with research component linked to patient outcomes
Director Medical Services
Manager Medical Administration / Operational Nurse Manager
June 2019
1.7 A Healthcare System for the Future
Identify opportunities for telehealth • Identify capacity and capabilities inclusive of redevelopment
• IT capacity diagnostic • Opportunities for resource use within hospital
(TV health messaging, on hold etc)
Manager of Finance and Corporate Services
IT Support Officer / Redevelopment Officer
June 2019
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 20
Appendix – SWSLHD Role Delineation Levels
Service B’town Lidcombe Bowral Braeside Camden Campbell
town Fairfield Liverpool
Core Services
Anaesthetics and Recovery 5 3 NPS 1 5 3 6 Operating Suites 5 3 NPS 1 5 3 6 Close Observation Unit NPS 3 NPS NPS NPS NPS NPS Intensive Care 5 NPS NPS NPS 5 4 6 Nuclear Medicine 5 4 4 4 4 4 6 Radiology / Interventional 5 4 4 3 5 3 6 Pathology 5 3 4 2 5 4 6 Pharmacy 5 3 4 4 5 4 6
Clinical Services ED Emergency Medicine 5 3 NPS 2 5 3 6
Medi
cine
Cardiology / Interventional 4 3 NPS NPS 4 3 6 Clinical Genetics NPS NPS NPS NPS NPS NPS 6 Dermatology 3 3 NPS NPS 3 NPS 6 Endocrinology 5 3 NPS NPS 5 3 6 Gastroenterology 6 3 NPS NPS 5 3 6 General and Acute Medicine 6 3 NPS NPS 5 3 6 Geriatric Medicine 6 4 NPS NPS 5 3 5 Haematology 3 NPS NPS NPS 3 NPS 6 Immunology 4 2 NPS NPS 5 NPS 6 Infectious Diseases 5 2 NPS NPS 5 2 6 Neurology 5 3 NPS NPS 5 3 6 Medical Oncology 5 3 NPS NPS 5 1 6 Radiation Oncology 4 NPS NPS NPS 5 NPS 6 Palliative care 3 3 6 6 3 3 6 Rehabilitation 5 2 6 5 2 4 6 Renal Medicine 5 2 NPS NPS 4 3 6 Respiratory and Sleep Medicine 5 3 NPS NPS 5 3 6 Rheumatology 5 2 NPS NPS 5 2 6 Sexual Assault Services 3 1 NPS NPS 3 1 4 Sexual Health and HIV Medicine NPS 1 NPS NPS 2 NPS 4
Surg
ery
Burns 2 2 NPS NPS 2 2 4 Cardiothoracic Surgery NPS NPS NPS NPS NPS NPS 6 Ear, Nose and Throat 5 NPS NPS NPS 4 NPS 6 General Surgery 5 3 NPS NPS 4 3 6 Gynaecology 5 3 NPS NPS 5 3 6 Neurosurgery 4 NPS NPS NPS NPS NPS 6 Ophthalmology 5 3 NPS NPS 3 NPS 6 Oral health 3 3 NPS 3 3 3 45 Orthopaedic Surgery 5 3 NPS NPS 5 3 6 Plastic Surgery 5 NPS NPS NPS NPS NPS 6 Urology 5 NPS NPS NPS 5 NPS 6 Vascular Surgery 4 NPS NPS NPS NPS NPS 6
Bowral & District Hospital Operational Plan 2018 – 2020
South Western Sydney Local Health District 21
Service B’stown Lidcombe Bowral Braeside Camden Campbell
town Fairfield Liverpool Ch
ild an
d fa
mily
Hea
lth
Serv
ices
Child and Family Health 4 2 NPS 5 5 5 6 Child Protection Services 3 3 NPS 1 4 4 4 Maternity 4 3 NPS 1 4 3 6 Neonatal 3 2 NPS NPS 3 3 5 Paediatric Medicine 4 3 NPS NPS 5 3 4 Surgery for Children 3 2 NPS 2 3 3 4 Youth Health 4 2 NPS NPS 4 3 4
Ment
al He
alth
and
Drug
and
Alco
hol
Serv
ices
Child/Adolescent Mental Health (I/P) 3 NPS NPS NPS 5 NPS 3
Child/Adolescent Mental Health (Community) 3 3 NPS NPS 3 3 4
Adult Mental Health (Inpatient) 5 1 NPS NPS 5 NPS 5
Adult Mental Health (Community) 4 4 NPS NPS 4 4 4
Older Adult Mental Health (I/P) 2 NPS 2 NPS NPS NPS 1
Older Adult Mental Health (Community) 4 2 2 3 2 2 4
Drug and Alcohol Services 6 4 NPS 3 6 6 6
Com
mun
ity
Base
d
Aboriginal Health 4 2 2 4 4 4 6
Community Health 4 4 NPS 4 4 4 4
Notes:
• NPS - No Planned Service • Role delineation levels are guided by NSW Health Guide to the Role Delineation of Clinical
Services 2018 accessible via https://www.health.nsw.gov.au/services/Publications/role-delineation-of-clinical-services.PDF
• Role delineation levels may be updated in line with 2018 review.