SWSLHD Bowral & District Hospital - South Western Sydney ... Hosp - Operation… · South Western Sydney Local Health District 1 . SWSLHD . Bowral & District Hospital . A Facility

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


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



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.



Map of South Western Sydney Local Health District



Values Framework



Community Profile



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)



Strategic Directions



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


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


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


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


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


Clinical Governance Manager

Dec-20


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




KEY PRIORITY AREA





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



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



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


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 of Nursing and Midwifery

Dec-21



Expand the use of real time consumer experience monitoring systems to improve the way feedback is captured

• PREM’s • Patient rounding to commence


Director of Nursing and Midwifery / Clinical Governance Manager

Jun-18



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


General Manager / Director of Nursing and Midwifery / Clinical

Jun-20




KEY PRIORITY AREA




Governance Manager



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 of Nursing and Midwifery / Operational Nurse Manager

Jun-19



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


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


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


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




KEY PRIORITY AREA






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



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



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 of Nursing and Midwifery / HOD Social Work.

Dec-21



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



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




KEY PRIORITY AREA






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



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


Clinical Governance Manager / Operational Nurse Manager

Dec-21



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


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


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




KEY PRIORITY AREA




Nurse Manager


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


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



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



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




KEY PRIORITY AREA





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



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



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


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


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




KEY PRIORITY AREA





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



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

•


Operational Nurse Manager / Human Resources

Jun-20



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


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


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




KEY PRIORITY AREA





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 Specific Initiatives July 2018 – June 2020


STRATEGY ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY

FACILITY EXECUTIVE SPONSOR

LOCAL LEAD/S TIMEFRAME


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


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


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


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


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




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


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



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



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.

https://www.health.nsw.gov.au/services/Publications/role-delineation-of-clinical-services.PDF

https://www.health.nsw.gov.au/services/Publications/role-delineation-of-clinical-services.PDF

Documents

SWSLHD Bowral & District Hospital - South Western Sydney ... Hosp - Operation… · South Western Sydney Local Health District 1 . SWSLHD . Bowral & District Hospital . A Facility