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?
Top Related