SWSLHD Liverpool Hospital · The redevelopment will include a new comprehensive and integrated cancer centre, an expanded emergency department, neonatal intensive ... Dec-21 1.2 Safe,

South Western Sydney Local Health District 1

SWSLHD Liverpool Hospital

A Facility of South Western Sydney Local Health District Operational Plan

2018 – 2020

Leading care, healthier communities

Liverpool 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 Liverpool Hospital ................................ 9

Liverpool Hospital Specific Initiatives July 2018 – June 2020 .................................................................. 18

Appendix – SWSLHD Role Delineation Levels ........................................................................................... 20



Introduction The Liverpool Hospital Operational Plan aims to provide a practical framework to embed the South Western Sydney Local Health District’s six strategic directions into the culture and community of Liverpool Hospital:

• Safe, Quality Care • A Healthy Community • Collaborative Partnerships • A Healthcare System for the Future • Our People Make a Difference • A Leader in Research and Teaching.

Liverpool is home to an incredibly diverse and unique population and Liverpool Hospital aims to reflect this in both their workforce and in the services that are offered to the local community. Liverpool Hospital has strategic partnerships with the Ingham’s Institute, the University of NSW, Western Sydney University and the Liverpool City Council which have enabled and contributed to a number of key achievements in recent years. These achievements include the purchase and development of the Da Vinci Robot, the Cyclotron facility, the MRI Linear Accelerator, the Raptor Suite and the Phase II Clinical Trials Centre, which have set a precedent for the next stage of innovative research within the south Western community. In June 2018, the NSW Budget announced that Liverpool Hospital would receive $740 million to transform into a world class health, education, innovation and research precinct. The major expansion of the hospital will showcase Liverpool as a hub for innovation and emerging technologies. The redevelopment will include a new comprehensive and integrated cancer centre, an expanded emergency department, neonatal intensive care, maternity and critical care capacity. As well as the Districtwide operational objectives, after being successfully accredited in 2018, 2018-2020 will involve a number of key focus areas for Liverpool Hospital. These include a strong focus on quality and safety with the rollout and implementation of Version 2 of the National Safety and Quality Accreditation Standards, a more strategic and planned approach to patient flow and access in emergency, surgery and critical care specialties; and a comprehensive oversight of care pathways and community health outreach. Liverpool Hospital aims to be ‘Australia’s Safest Hospital’, which encapsulates the goals of the Liverpool Executive Leadership Team: excellent patient outcomes, engaged and empowered consumers, a proud community, an engaged and motivated workforce, a platform for research and teaching and an innovative approach to care delivery.



Map of South Western Sydney Local Health District



Values Framework



Community Profile



Facility Profile Liverpool Hospital is located in the suburb of Liverpool in the local government area of Liverpool and is 50 minutes from the Sydney CBD. It is in the NSW state electorate of Liverpool and in the federal electorate of Hughes. Liverpool Hospital is a principal referral group A1 hospital with principal tertiary affiliations to the University of NSW and University of Western Sydney but also providing an active education programme for medical practitioners, nurses and health professionals and a range of clinical placements for students from universities around Australia. It provides referral and district acute services to the Liverpool catchment and higher level tertiary care for South Western Sydney residents at mainly role delineation level 6, critical care for rural retrieval catchments and a supra regional catchment in brain injury. The Hospital has undergone a major redevelopment in recent years (Phase 1), with further redevelopment proposed to cater for demand to 2021 and beyond (Phases 2 and 3). Liverpool Hospital also houses the State Office of Preventative Health and sits within an education and health precinct which includes the Ingham Institute of Applied Medical Research, Clinical Schools of the University of New South Wales and University of Western Sydney, South West Private Hospital and South Western Sydney TAFE. Liverpool Hospital provides tertiary level care at mainly role delineation level 6. Liverpool Hospital provides clinical services in:

• Emergency Medicine • Surgical sub-specialties including general, cardiothoracic, ENT, colorectal, neurosurgery,

ophthalmology, orthopaedics, plastics, oral and maxillofacial, upper gastrointestinal, vascular, gynaecology, urology, head and neck, hand, trauma and paediatrics

• Medical sub-specialties including cardiology, endocrinology, gastroenterology, HIV/AIDS, dermatology, immunology, microbiology and infectious diseases, neurology / stroke, renal, aged care, pain management, respiratory, clinical genetics and rheumatology

• Cancer therapy including medical and surgical oncology, chemotherapy, haematology and radiation oncology

• Obstetrics, newborn care, neonatology and paediatrics • Intensive Care Unit/High Dependency Unit (ICU/HDU) and Neonatal Intensive Care (NICU) • Anaesthetic Services • Ambulatory Care Unit • Mental Health • Drug Health • Rehabilitation including the Brain Injury Rehabilitation Unit • Palliative Care • Imaging – interventional, PET, MRI, CT , nuclear medicine, general radiography, PACS/RIS

technology • Sydney South West Pathology Service (SSWPS) • The Clinical Skills Centre



Strategic Directions



Operational Plan Reporting and Monitoring Framework

SWSLHD Strategic Plan 2018 – 2021 – Applicable Strategies for Liverpool Hospital

ID STRATEGIC DIRECTION KEY PRIORITY AREA STRATEGY LOCAL ACTIONS TO SUPPORT

IMPLEMENTATION OF STRATEGY EXECUTIVE SPONSOR

(ELT) LOCAL LEAD TIMEFRAME

1.1 Safe, Quality Care Consistently safe Implement the Safety Essentials program

across all facilities and services

• Safety essentials are discussed, and staged via the “Transforming your Experience Implementation Committee”

Director Clinical Governance

Patient Safety and Quality 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

• Established working group to implement recommendations from the project to improve care of the mental health patient in the emergency department environment

Director Nursing & Midwifery

Director Nursing & Midwifery Services

Dec-19


Develop and implement a Surgical and Procedural Care Plan which identifies the future location of services, expertise and equipment to improve patient safety

• Review and determine services that can be managed in other facilities across the district to support tertiary/quaternary service delivery at Liverpool Hospital

Director Operations

Director Medical Services Jun-19


Expand the use of electronic data management systems such as eMR2 and eMeds prescribing across the District to improve point of care clinical documentation

• eMeds clinical lead working group established to implement eMeds at Liverpool Hospital in late 2019

Chief Information Officer

General 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

• REACH has been implemented at Liverpool Hospital in all areas with the exception of ED, ICU and Mental Health Units.

• REACH is governed by the REACH committee and is also an agenda item at the deteriorating patient committee.


Patient Safety and Quality 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

• Explore opportunities to partner with universities (UNSW, WSU, UW) and Ingham Institute to expand research and education across the organisation

Chief Executive

General Manager

Dec-21

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

• The Emergency Department models of care are reviewed in conjunction with rosters to ensure appropriate mix and rosters. These will continue to be reviewed in line with activity and changes to the operational environment

Director Operations

Director Nursing & Midwifery Services/Director Medical Services

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

• Establishment of strategic robot committee to monitor efficacy and use of the robot in theatre

• Participate in trials related to the automation of elective surgical theatre access

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

• Implementation of the Advance Care Planning, End of Life and Palliative Care Strategic plan

• Identify opportunities in partnership with the palliative care team to support end of life discussion with families

Director Operations

Director Allied Health 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

• PROMPT-Care an integrated e-Health platform has been rolled out in cancer centre, with stage 2 pilot to commence – that enables timely clinical care and psychosocial feedback is obtained.


Patient Safety & Quality Manager

Dec-21



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

• Implementation of the my experience matters application for real time collection of consumer experience.

• Capture of consumer feedback via executive and leader rounds across the organisation



Jun-18








Implement the You Say, We Did program to provide evidence of changes implemented as a result of consumer feedback

• Implement the my experience matters surveys across the organisation and use feedback from this process to develop “you say, we did” across all departments in the organisation



Jun-20



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

• Commence discussions with the community and consumer participation network around the opportunities for open visiting hours and devise a policy around this



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

• • Develop a plan of action to implement the Arts

and Health Strategic plan Director Allied

Health

Director of Allied Health

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

• 80% of staff completed Respecting the Difference training by end 2018, 90% of staff completed by end 2019

• Increase cultural security for Aboriginal people, by ensuring appropriate identification and support through the hospital journey

Director Workforce

Director, Human Resources 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

• Work with the Aboriginal Health committee to ensure the Aboriginal Liaison Officers have the necessary support to meet the needs of the Aboriginal community

• Ensure notable occasions are commemorated appropriately and respectfully

Chief Executive

General Manager

Dec-21


Accountability and governance

Implement the Enterprise Risk Management Policy Framework 2017 to further develop risk maturity and reduce exposure to risk

• Table the Enterprise Risk Management Policy Framework at the Risk Management Committee to ensure compliance with framework.

• Identify opportunities for improvement in risk management on an annual basis

Chief Executive

General Manager

Jun-21








Review the capabilities of the Risk Management Information System to determine suitability to meet future risk management, clinical governance and internal audit requirements

• Participate in the evaluation process of products identified as suitable as a risk management system. Provide input to the potential use of a new system that will support clinician use and engagement with the tool

Chief Executive


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

• Review the Legislative Compliance Policy Framework via the Risk Management Committee to ensure compliance.

• Complete education sessions to ensure that all members of the executive team and senior leadership team are aware of their obligations and requirement of reporting

Chief Executive

Patient Safety & Quality 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

• Review policy and procedure implementation processes and ensure compliance with the Policy Framework.

• Table findings at the Executive Quality and Safety executive committee and ensure on going compliance with policy

Chief Executive


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

• Ensure all appropriate staff have completed Child Protection Education

• Paediatrics model of care in development in preparation for redevelopment


Director of Nursing and Midwifery Services

Dec-21



Collaboratively implement the SWS Childhood Overweight and Obesity Action Plan 'Growing Healthy Kids'

• Review action plan and determine gaps in service delivery for Liverpool Hospital

• Determine opportunities to partner with Campbelltown as SWSLHD paediatric hub for district

Director Population Health

Dr Paul Chay, Head of Paediatrics

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

• Determine opportunities to partner with Health Promotion to ensure appropriate pathways and referrals are embedded with front line clinical teams

• Develop a methodology for capturing the information to determine further opportunities for improvement and referrals for patients in to community for follow up

Director Operations

General Manager

Dec-21



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 our partners in Drug Health to determine opportunities for improving access for patients, and referrals to community based programs

• Develop information and resources for front line clinical staff to ensure that patients who require support can access in community based settings

Director Operations

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

• Regular meetings with the Community Participation Coordinator to identify opportunities to increase the number and diversity of people participating at Liverpool Hospital

• Engage the local council, schools and community groups to improve diversity and mix of participation

Chief Executive

Patient Safety & Quality 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

• Consider opportunities for implementing a child and youth advisory group for Liverpool Hospital

• Ensure that children and young people participate in appropriate feedback opportunities such as my experience matters, to embed suggestions and changes to enhance their health care journey


Patient Safety and Quality Manager Dec-21



Build staff capacity to understand and initiate consumer participation approaches to their clinical and non-clinical practice

• Develop capacity and capability within the community participation network to support staff in embedding consumer participation in clinical and non-clinical roles.

Chief Executive

Manager Community Participation Dec-21







Genuine engagement and communication

Implement a core District wide communication program to support effective communication with patients and staff

• Implement Core Chat • Determine alternate opportunities to

communicate between clinical teams to ensure that appropriate and timely handover of information occurs

• Determine opportunities for organisational communication that is real time, and not reliant on email/paper

Director Workforce

Director of Human Resources

Dec-20

3.52 Collaborative Partnerships Strategic partnerships

Build on partnerships with the NSW Ambulance Extended Care Paramedic Program

• Commence regular meetings with Executive teams and NSW Ambulance

Director Operations

General Manager Dec-21

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

• Determine feasibility of managed equipment service arrangements

• Work with private industry to determine partnership opportunities

Director Finance

Director Finance/General Manager

Dec-21

3.57 Collaborative Partnerships Funding opportunities

Widely promote South West Giving to facilitate fundraising from the local community, consumers and staff

• Explore opportunities to promote South West giving through fundraising events at the hospital Chief

Executive

General Manager Dec-21

4.67 A Healthcare System for the Future

Building and adapting for the future

Invest in the development of a public robotic surgery program to enable access to state-of-the-art surgical techniques which reduce the amount of time patients spend in hospital

• Enhance current robotic program as clinically indicated and able

• Ensure appropriate access to robotic surgery as monitored via the robotic steering committee

• Monitor performance – clinical and financial – to ensure long term viability and sustainability

Director Operations

General Manager

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

• Review all plans with the clinical teams and determine areas that require implementation

Director Operations

Director of Nursing and Midwifery, Director of Medical Services

Dec-21



Expand existing Wi-Fi capability and incorporate digital readiness into new health care facilities

• Develop an ICT strategy and implementation plan as part of the redevelopment that encompasses Wi-Fi capability and connectivity


Director of Corporate Services

Dec-21







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

• Evaluate the Geriatric Outreach service for effectiveness of avoidance strategies

• Determine opportunities to work with the Primary and Community Care team to develop collaborative strategies that result in ED avoidance

• Determine opportunities with the primary health network to partner in hospital avoidance programs

Director Operations

General Manager

Dec-21



Extend the hours of operation of designated ambulatory services to improve access and flexibility to meet consumer needs

• Review current outpatient configurations to determine opportunities for extending hours in line with resource requirements to extend hours

• Survey patients across selected specialities to determine if this is an opportunity for us to improve patient satisfactions and access

Director Operations

General Manager

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

• Review current acute/post-acute configurations to determine opportunities for extending hours in line with resource requirements to extend hours

• Develop a plan with the Primary Health Network and Primary and Community Health to determine opportunities to support acute and post-acute care

Director Operations

General Manager

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

• Establish a clinical variation working group to ensure that we are delivering appropriate care

• Evaluate Phase 1 LBVC strategies to determine effectiveness and ensure that they are delivering the outcomes as intended

Director Finance

Director Allied Health

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

• Identify early adopters/supporters of telehealth as pilot services and determine feasibility to increase use

• Consider options for services outside the LHD to utilise telehealth and partner to trial


General Manager

Dec-21







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

• Extend model of care work broader than the services impacted by the redevelopment to consider those patients from a CALD background

• Implement the ICPCC model of care

Director Operations

General 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

• Discussion of professional development reviews through executive workforce committee to develop strategies for meaningful, engaging review process. Strategies to be tracked via this committee to ensure progress and implementation, which will align with transforming your experience strategies.

Director Workforce

Director Human Resources

Dec-18



Build the Nurse Practitioner workforce across hospital and community settings to provide more timely and responsive expert clinical care

• Development of nursing workforce plan to enable development of suitable workforce for patient cohort

• Ensure that budget supports implementation of this workforce



Jun-20



Develop a SWSLHD Volunteer Program to coordinate the engagement and support of volunteers

• Implement the SWSLHD volunteer program • Review the current Liverpool Hospital volunteer

program to determine opportunities for improvement in the volunteer program

Director Workforce

Director of Human Resources Dec-20


Culture of respect and compassion

Review the SWSLHD On-Boarding Program to ensure alignment with Transforming Your Experience

• Discussion of on boarding program through executive workforce committee to develop strategies for meaningful, engaging onboarding. Strategies to be tracked via this committee to ensure progress and implementation, which will align with transforming your experience strategies

Director Workforce


Dec-18


Culture of respect and compassion

Develop and implement a District wide coaching and mentoring program to support staff development

• Discussion of coaching and mentoring through executive workforce committee to ensure equitable access and appropriate allocation of mentors and coaches across the organisation

Director Workforce

Director Human Resources Jun-20







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

• Develop a wellbeing program for staff of Liverpool Hospital, ensuring all occupational groups are involved

• Monitor progress via the Workforce Executive Committee

Director Workforce

Director Human Resources 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

• Ongoing continuation of the strategic robotic and automation committee at Liverpool Hospital

• Establishment of research user group through the redevelopment planning to ensure the future state is considered throughout the build

Chief Executive

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

• Track progress of student and post graduate numbers through workforce executive, and ensure that all professional groups are considered throughout the planning of placements and employment opportunities.

• Determine options to engage with local schools and technical colleges to identify further opportunities for young people to enter the workforce and gain meaningful employment.

Director Workforce


Dec-19



Liverpool Hospital Specific Initiatives July 2018 – June 2020

ID STRATEGIC DIRECTION

STRATEGY ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY FACILITY EXECUTIVE SPONSOR

LOCAL LEAD TIMEFRAME

1 Safe, Quality Care

Implement Data Integrity Project to improve quality of data inputted into clinical information systems

• Develop Handbook for Staff • Undertake audits • Deliver staff education

Director of Corporate Services

Business Manager, Outpatient Services

June 2019


Access and Performance (Emergency and Surgery)

• Development of an action plan to support improved access and performance

• Engagement of executive and senior clinicians to support improved and sustained performance

General Manager Sustainable Access Manager

June 2019


Comprehensive Care • Review committees/working groups to support comprehensive care, and that outcomes are reported to the highest level of governance

• Ensure appropriate multidisciplinary representation on working groups to achieve the best outcomes for patients

Director of Nursing and Midwifery


June 2019

4 Our People Make a Difference

Committee Restructure • Review current committee structure and make changes to ensure that governance is strengthened from the highest level of the organisation

• Ensure that the committee restructure places patients, staff and consumers at the forefront of decision making every time

• Ensure that the National Standards V2 are embedded into the right committee to ensure that governance is optimised and standards/actions are met

General Manager Executive Officer December 2018


Implement National Standards V2 • Continue with accreditation committee to embed version 2 into business as usual practices

• Identify clinical champions to ensure success across the accreditation program


Quality and Accreditation Manager

June 2020

6 A Health Community / Collaborative Partnerships

Ambulatory Care/Outpatient Services • Review outpatient and ambulatory services to determine options for improvement

Director of Medical Services

Outpatient Manager

August 2019

7 A Healthcare System for the Future

Develop partnership between the facility, SWSPHN and Community Health

• ICPCC implementation • Develop clinic referral and Health Pathways capacity • Complete



December 2019



ID STRATEGIC DIRECTION

STRATEGY ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY FACILITY EXECUTIVE SPONSOR

LOCAL LEAD TIMEFRAME

8 A Healthcare System for the Future

Pilot Rapid Access clinic for ED representations addressing Pain and Psychosocial factors

• Seek ACI and LHD support for pilot • Engage Community Health and align with ICPCC implementation

plan • Draft model of care for pilot


Emergency Dept CNC Director Emergency Department

June 2018


Develop model of care, community referral pathways and prioritisation guidelines for allied health in cancer services

• Psychology guideline development and service criteria • Social Work priority • Partnerships with community providers to promote physical activity



June 2018

10 Our People Make a Difference

Implement senior clinician mentoring program to promote succession planning and support multidisciplinary models of care

• Determine opportunities for mentoring both internal and external to SWSLHD

• Determine opportunities for mentoring outside the allied health profession to support leadership and development opportunities

General Manager Director Allied Health

March 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 4

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 Liverpool Hospital · The redevelopment will include a new comprehensive and integrated cancer centre, an expanded emergency department, neonatal intensive ... Dec-21 1.2 Safe,