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Macarthur Corporate Plan 2014 – 2018 Template

Campbelltown and Camden Hospitals Jointly managed

Major Metropolitan peer group B1 & District peer group C1 facilities of

South Western Sydney Local Health District

Operational Plan 2014 – 2018

Leading care, healthier communities


Table of Contents

Foreword ............................................................................................................................... 2

Executive Summary ................................................................................................................................... 3

Introduction ................................................................................................................................................. 4

Values Framework ...................................................................................................................................... 5

Community Profile ...................................................................................................................................... 6

Facility Profile ............................................................................................................................................... 8

Future Demands ....................................................................................................................................... 14

Challenges in Meeting Demands – Current and Future ................................................................... 18

Priority Service Development Directions .............................................................................................. 20

Service Development Directions for Campbelltown Hospital to 2021 .......................................... 20

Service Development Directions for Camden Hospital to 2021 ..................................................... 24

Corporate Actions ................................................................................................................................... 25

Corporate Action 1: Providing High Quality Health Services................................................ 26

Corporate Action 2: Community Partnerships ..................................................................... 32

Corporate Action 3: Seamless Networks ............................................................................. 36

Corporate Action 4: Developing Our Staff ........................................................................... 39

Corporate Action 5: Research and Innovation ..................................................................... 44

Corporate Action 6: Enhancing Assets and Resources ....................................................... 47

Corporate Action 7: Supporting Business ............................................................................ 49

Corporate Action 8: Efficiency and Sustainability ................................................................ 52

Implementation ........................................................................................................................................ 57

Appendices ............................................................................................................................................... 58

Appendix 1: SWSLHD Guiding Principles ........................................................................... 58

Appendix 2: Health Snapshots for Campbelltown, Camden and Wollondilly LGAs .............. 59

Appendix 3: Morbidity and Mortality Data for the Macarthur Region .................................... 65

Appendix 4: Role Delineation Levels for Campbelltown and Camden Hospitals .................. 66

Appendix 5: Flow of Local Catchment Populations .............................................................. 67

Appendix 6: LGA of Residence of Inpatients of Campbelltown and Camden Hospitals ....... 70

Appendix 7: Core Activity Indicators from the Performance Management Framework ......... 72

Appendix 8: Campbelltown and Camden Hospitals Workforce Profile 2013 ........................ 74

Appendix 9: Inpatient Activity Projections by SRG for 2016/17 ........................................... 75

Appendix 10: Outpatient Activity (NAPOOS) Projections for 2016/2017 .............................. 77

Appendix 11: Service Development Directions for Campbelltown and Camden Hospitals ... 78


Foreword

Camden and Campbelltown Hospitals have a proud history of providing healthcare to the community

of the Camden, Campbelltown and Wollondilly Local Government Areas.

The completion of the Camden and Campbelltown Hospitals Operational Plan for 2014 – 2018 is a

key milestone in 2014 as the organisation steps into an exciting phase of growth and development.

As the capital works for the Stage 1 Redevelopment near completion and active planning for the

Stage 2 Redevelopment is well underway, our Operational Plan identifies clear strategies and action

for all services, across the South Western Sydney Local Health District eight areas of corporate

action.

As we continue to experience strong demand for our services; this plan which is strategically linked

to the South Western Sydney Local Health District Strategic and Healthcare Services Plan – Strategic

Priorities in Healthcare to 2021 will provide the framework for our contribution in the achievement

of the District Vision.

The progress and implementation of the plan will be the responsibility of the Camden and

Campbelltown Hospitals Executive and Clinical Council, and will be adapted to address new and

emerging priorities as they occur.

Many teams and individuals from Camden and Campbelltown Hospitals, and across South Western

Sydney Local Health District, have contributed to the development of this plan to ensure we have a

true collaboration that will deliver on our vision of “Leading care, Healthier Communities”.

Lynne Bickerstaff

General Manager

Camden and Campbelltown Hospitals


Executive Summary

Campbelltown and Camden Hospitals catchment area consists of the Campbelltown, Camden and

Wollondilly Local Government Areas (LGAs).

Campbelltown is a fringe, very large centre LGA under the Australian Classification Local

Governments covering an area of 312 square kilometers with density of 489 people per square

kilometer. In 2011 there were 151,221 residents, projected to rise to 186,225 people by 2021, which

is an 18.8% growth. Campbelltown is the 58th most disadvantaged of the 152 LGA in NSW and the

third most disadvantaged LGA in metropolitan Sydney.

Camden is a fringe, medium LGA under the Australian Classification of Local Governments covering

an area of 201 square kilometers with a population density of 282 people per square kilometer.

In 2011 there were 58,376 residents, projected to rise to 125,970 people by 2021 i.e. 53.7% growth.

Camden is the least disadvantaged LGA within SWSLHD (133rd of 152 LGAs in NSW SEIFA 2011).

Wollondilly is a fringe, medium (LGA) under the Australian Classification of Local Governments

covering an area of 2,556 square kilometres with a population density of 17 people per square

kilometer. In 2011 there were 44,403 residents, projected to rise to 53,501 by 2021 i.e. 17.0%

growth. Wollondilly rates as the 124th most disadvantaged of 152 LGAs in NSW (SEIFA 2011).

Campbelltown Hospital is undergoing significant enhancements. Stage 1 of the Redevelopment

includes the construction of a new multi-storey building. The new acute services building will house

inpatient wards, ambulatory, outpatient and allied health services, pathology and clinical

information. Existing buildings will also be upgraded and reconfigured to expand the Emergency

Department, Paediatric Outpatients, Birthing Suite and Maternity areas.

Planning Funding for the Campbelltown Hospital Redevelopment Stage 2 has been provided and

initial planning commenced.

Campbelltown Hospital is a major metropolitan group B1 hospital, operating under a common

executive management structure and with networked services with Camden Hospital, providing a

range of services at mainly role delineation level 4. It is a teaching campus for the University of

Western Sydney Medical School.

Camden Hospital is (for peer grouping purposes only) a District Group C1 hospital administered

under a joint management structure with Campbelltown Hospital, providing acute services at mainly

role delineation level 3. It also has a significant role in providing sub‐acute palliative care and

rehabilitation for South West residents. Karitane also operates a service from Camden Hospital.

To ensure that Campbelltown and Camden Hospitals continue to provide quality timely Health care

to the local community the local Operational Plan has developed for 2014-2018 where specific

strategies will be outlined that align to strategic goals and objectives of SWSLHD.


Introduction

In December 2013, the new SWSLHD Strategic and Healthcare Services Plan – Strategic Priorities in

Healthcare to 2021 and Corporate Plan 2013-2017 were released.

The vision and mission for the SWSLHD serve as a framework for strategic and corporate planning.

Together they link the fundamental goals of prevention and healthcare delivery to important

organisational attributes necessary for effective governance and service direction.

Eight fundamental strategic directions have been identified by the SWSLHD Board, Senior Management

and Clinical Leaders to drive development of health services over the next ten years.

The eight strategic directions:

1. Build capacity to effectively service growing demands for healthcare

2. Redesign of services bringing them closer to people and their communities

3. Integrated action with South Western Sydney Medicare Local

4. Partnering with external providers to deliver public healthcare

5. Enhancing service networks and growing centres of excellence

6. Shared access to unified information for all the healthcare team

7. Integrated focus on primary prevention for patients and communities

8. Embedding education and research within service delivery

The eight strategic directions are fundamental to service development for healthier communities over

the next 10 years. They can only be achieved with wide ranging action to embed the vision and values

framework in the day to day operations of the District.

To reflect the eight strategic directions, areas for corporate action have been identified. The areas for

corporate action will be focussed across these eight interconnected areas, with multifaceted strategies in

combination contributing to achievement.

1. High quality health services

2. Seamless networks

3. Research and innovation

4. Supporting business

5. Community partnerships

6. Developing our staff

7. Enhancing assets and resources

8. Efficiency and sustainability

The purpose of the Operational Plan is to outline the specific areas for corporate action that Camden

and Campbelltown Hospitals will take over the next five years to achieve facility goals and to

positively contribute to achievement of the SWSLHD Vision. The Campbelltown and Camden

Hospitals corporate actions will drive improvement and change across the facilities.

The Operational Plan includes as an appendix a core set of performance indicators from the LHD

Performance Management Framework (PMF) which will be used for monitoring, evaluation and reporting

processes.


Values Framework

Appendix 1 outlines the Guiding Principles SWSLHD applies in service delivery.


Community Profile

The Macarthur region covers 3,607 square kilometres and encompasses the three local government

areas of Campbelltown, Camden and Wollondilly. These three LGAs are covered by the South Western

Sydney Local Health District It has an estimated population of 254,000 people with 59.5% residents

living in Campbelltown LGA, 23.0% in Camden LGA, and 17.5% living in Wollondilly LGA (ABS Census

2011).


Campbelltown is a very large, fringe centre LGA under the Australian Classification Local

Governments covering an area of 312 square kilometers with density of 489 people per square

kilometer.

NSW Health Population Projection Series 1.2009 indicates that the population of the three local government areas that make up the Macarthur region – Camden, Campbelltown and Wollondilly – will increase from 254,000 persons in 2011 to 436,385 persons in 2026. This is an increase of 71.8% over the fifteen years. Growth in the number of people aged 70+ years will experience the largest percentage increase

from 2011 to 2026 (182%), followed by children aged 0-14 years (73.9%) and people aged 15-69

years (69.9%)

The Camden LGA will experience the greatest increase with the population increasing from 58,376

persons in 2011 to 174,327 persons in 2026 – an increase of 198.6%. This will be followed by the

Campbelltown LGA with an increase from 151,221 persons in 2011 to 203,925 persons in 2026 – an

increase of 34.9%; whilst the population of the Wollondilly LGA will increase from 44,403 persons in

2011 to 58,133 persons in 2026 (an increase of 30.9%)

In Campbelltown the Aboriginal or Torres Strait Islanders account for 3.2 % (4729) of residents which

is above the NSW rate of 2.5%. Campbelltown is the 58th most disadvantaged of the 152 LGA in NSW

and the third most disadvantaged LGA in metropolitan Sydney.

The South West Growth Centre is a major centre of population growth in NSW. Within the Macarthur

region, there is a projected 42,500 residents to move into the Oran Park, Turner Road and Catherine

Fields developments over the next 10 years. The most significant change in the population will occur in

the older age groups, particularly in the 65 years and over age cohort. However, it is estimated that there

will be an increase in the number of young families moving into the newly developed areas.

Life expectancy of Macarthur residents is comparable to NSW. The fertility rate (the average number

of babies born to a woman throughout her reproductive life) for Macarthur LGAs is approximately

2.05 births higher than the NSW rate of 1.91.

Some key areas where Macarthur differs from NSW include:

The proportion of Campbelltown residents who are Aboriginal and Torres Strait Islanders (3.2%) is higher than the NSW average (2.5%)

Campbelltown LGA has a high proportion of social housing dwellings (11.2%) compared to

NSW (4.4%)

The proportion of residents born overseas is less than NSW

A higher unemployment rate for Campbelltown LGA (7.4%) than NSW (5.9%)

Higher than the NSW rate for unhealthy behaviours such as alcohol consumption, smoking,

obesity and overweight, lower consumption of fruit and physical activity across the three

LGAs

Campbelltown LGA has a higher prevalence of diabetes (6.8%) compared to NSW (5.5%)

Campbelltown LGA has a rate of Hepatitis C notification that is higher than the NSW rate

A significantly higher rate of women who smoke during pregnancy than NSW and lower

rates for first ant-natal visit before 14 weeks gestation for all three LGAs

Appendices 2 and 3 provide additional demographic and health information about the residents of

the Macarthur region.


Facility Profile

Campbelltown Hospital is a major metropolitan group B1 hospital, located in the suburb of

Campbelltown. It is in the State electorate of Wollondilly and the Federal electorate of Macarthur.

Campbelltown Hospital operates under a common executive management structure and with

networked services with Camden Hospital, providing a range of services at mainly role delineation

level 4. It is a teaching campus for the University of Western Sydney Medical School.

Provides clinical services in:

Emergency Medicine

Cardiac Diagnostic Service

Surgical sub‐specialties including general, orthopaedics, breast, urology, elective ENT and

ophthalmology

Medical care within general medicine and sub‐specialty care including endocrinology,

gastroenterology, neurology, immunology, aged care, renal medicine, respiratory, oncology,

cardiology and rheumatology

Inpatient paediatric medical and surgical care

Adult and Paediatric Ambulatory Care Services and Hospital in the Home Services

Cancer therapy including radiation oncology, chemotherapy and haematology, palliative

care consultations

Intensive Care Unit/High Dependency Unit (ICU/HDU)

Women’s Services including gynecology, antenatal, birthing, postnatal, Feto‐Maternal

Assessment Unit and Early Pregnancy Assessment Unit

Medical Assessment Unit

Mental Health

Drug Health

Aged Care and Rehabilitation Services

Camden Hospital is (for peer grouping purposes only) a District Group C1 hospital located in the

suburb of Camden. It is in the State electorate of Camden and the Federal electorate of Macarthur.

Administration is under a joint management structure with Campbelltown Hospital, providing acute

and subacute services at mainly role delineation level 3. It also has a significant role in providing

sub‐acute palliative care and rehabilitation for South West residents. Karitane also operates a service

from Camden Hospital.

Providing clinical services in:

Emergency Department (on ambulance bypass networked with Campbelltown)

General Medicine and sub‐specialty medicine on consultation

Palliative Care

Rehabilitation

Medical Transit Unit

Aged Care

Karitane


University Medical Clinics Camden & Campbelltown (Outpatient Clinics)

Midwifery Group Practice antenatal clinics

Allied Health Services

Aged Care Assessment Team (ACAT)

Ambulatory Care – Infusion Service and Day Hospital

Transitional Aged Care Program (TACP)

Broughton House Dementia Day Care Centre

Metabolic Rehabilitation

Catchment Population

For Camden and Campbelltown Hospitals the local catchment population is the Macarthur LGAs of Campbelltown, Camden and Wollondilly. Other communities serviced by Campbelltown and Camden Hospitals include Liverpool, Wingecarribee, Fairfield and Bankstown. Camden and Campbelltown Hospitals accounted for 32,736 separations or 59.1% of total acute same day and overnight activity. Other hospitals within the SWSLHD provided a total of 15,936 separations (28.7%) with Liverpool Hospital provided the majority – 13,085 separations or 23.6% of total activity. The Sydney Children‟s Network provided a total of 1,673 separations or 3.0% of total acute same day and overnight activity. The remaining activity was provided by hospitals in the Western Sydney LHD (772 separations or 1.4%) and Sydney LHD (731 separations or 1.3%). Other public hospitals provided the remaining 3,534 separations or 6.4% of total activity.


Patient Activity and Performance

Campbelltown Hospital

2012/13 2011/12 2010/11

ED Attendances 58,689 56,608 54,381

Admissions 41,888 38,928 31,223

Non Admitted Patient Services

466,309 402,642 372,142

Births 2,884 2,784 2,821

Camden Hospital

2012/13 2011/12 2010/11

ED Attendances 12,582 12,444 11,878

Admissions 2,426 2,056 2,313

Non Admitted Patient Services

140,130 191,946 120,188

A number of issues and challenges have been identified that will impact on the types of services and

the way services will be delivered in Macarthur over the next twelve years and beyond.

These include but are not limited to:

The population of the Macarthur region is projected to increase from 254,000 persons in 2011 to

436,385 persons in 2026 - an increase of 71.8% over the fifteen years. This will increase demand for

both services and infrastructure.

More than half of all potentially preventable hospitalisations are from selected chronic conditions. In

2007-08, 19.24 (per 1,000 separations) were for chronic conditions such as diabetes, asthma, angina,

hypertension, congestive heart failure and chronic obstructive pulmonary disease (COPD).

Proposed future models of care reflect a reduction in the length of stay in the short to medium term

to 2021 but a marginal increase in length of stay up to 2026/27. To meet projected demand, there

will be an increase in short stay, ambulatory, outpatient and community based care. The increased

utilisation of short stay models of care in a range of clinical services from aged care, surgery,

medical, emergency and paediatric care allows for patients to be assessed , to undergo diagnostic

tests, to initiate treatment options and then be discharged to be followed up by

ambulatory/outpatient based services or other service providers e.g. General Practitioners. This


results in shorter but more intense interactions between patients, families and health care

providers.

Workforce

In 2013, 1,997 people or 17% of all SWSLHD staff were employed at Campbelltown and Camden

Hospitals. This includes 983 nurses, 339 medical staff and a range of other clinical and non-clinical

staff. Appendix 8 indicates the breakdown of the workforce by employment category.

On a typical day at Camden Hospital in 2013, there were:

7 patients discharged from hospital

34 people assessed in the emergency department

0 babies born

0 operations

309 outpatient, ambulatory and community based

services

On a typical day at Campbelltown Hospital in 2013, there

were:

161 patients discharged from hospital

161 people assessed in the emergency department

8 babies born

25 operations, including 11 emergency operations

890 outpatient, ambulatory and community based

services


Recent Achievements

The $139 million Stage 1 Redevelopment of Campbelltown Hospital is underway and due for

completion by the end of 2014. New services will be commissioned from early 2015 onwards.

Funding for planning for Stage 2 Redevelopment and the UWS Clinical School has been secured.

Camden and Campbelltown Hospitals received accreditation from the Health Education and Training

Institute (HETI) as a five term site for Junior Medical Officer (JMOs) training, allowing the JMOs to

remain at the Hospitals for the length their PGY1 and PGY2 years.

The Career Medical Officer recruitment in Sri Lanka is now supporting the Emergency Department

network of positions with Bowral and Fairfield, along with Camden and Campbelltown Hospitals.

Partners

Camden and Campbelltown Hospitals have strong links with the local community. The Hospital Auxiliaries, Blue Ladies, and other volunteers, have a strong presence at both facilities. They play an important role in the organisation through fundraising, and enhancing the patient experience through the provision of additional non-clinical services, aimed at providing additional comforts to patients. Pastoral Care volunteers offer spiritual care to patients and their families, to provide support during times of ill health. The Hospitals have effective links with the South Western Sydney Medicare Local in the coordinating hospital avoidance and community care. Campbelltown and Camden Hospitals have strong education, teaching and research relationships with the Kids Hospital Networks and the Universities including University Of Western Sydney, University of Sydney and TAFE, colleges and local schools. Campbelltown and Camden Hospitals have strong corporate relationships including Wakelings, the 24 Hour Fight against Cancer and the Kids of Macarthur Health Foundation.

49%

17%

3%

6%

1%

24%

0%

Campbelltown and Camden Hospitals Workforce Profile, 2013

Nursing

Medical

Imaging

Allied Health &Complementary Therapy

Pharmacy

General HospitalEmployees

Other


Education and Teaching

Campbelltown and Camden Hospitals have an innovative culture in partnership with the Centre for

Education and Workforce Development, universities and other external education providers.

Campbelltown and Camden Hospitals are teaching campuses of the University of Western Sydney,

with a Clinical School onsite at Campbelltown Hospital and University Medical Clinics of Camden and

Campbelltown operating from Camden Hospital.

Training is provided for students in Nursing, Allied Health, Medical and Surgical disciplines; from

universities, TAFE, colleges and local schools.

Research

Camden and Campbelltown Hospitals have embedded a culture of research within the facilities. Currently research is being undertaken in Cancer, Immunology and Pharmacy with coordination by the Research Committee. The Gudaga Research Project (which has a focus on home visiting and nutrition) conducted by CHETRE, with a goal on improving access to care for urban Aboriginal babies and families with young children.


Future Demands

In 2021/22, the demand for Macarthur residents for the new services is projected to be 5,102

separations which will account for 15,145 beddays. Without any intervention to increase activity in

the provision of these services, Campbelltown Hospital is projected to supply a total of 1,212

separations which will account for 2,006 beddays. This level of activity will indicate an overall level of

self sufficiency in these clinical services of 23.8%.

To increase the level of self sufficiency to the benchmark 80% for the new services, Campbelltown

Hospital will need to supply an additional 5,199 separations and a total of 10,402 beddays. This

increased activity will require an additional 42.6 beds in 2021/22.

Adult Overnight Activity

It is estimated that total acute adult overnight separations will increase from 12,207 separations in 2010/11 to 18,922 separations in 2021/22 (55.0% increase) and to 23,959 separations in 2026/27 (96.3% increase). Medical ESRGs will experience the greatest increase in separations to 2021/22 (58.4%) and 2026/27 (103.1%) whilst separations for surgical/procedural ESRGs will increase by 45.4% to 2021/22 and by 76.7% over the fifteen years from 2010/11 to 2026/27.

It is estimated that total acute adult overnight beddays will increase from 71,546 beddays in 2010/11 to 101,774 beddays in 2021/22 and to 129,775 beddays in 2026/27. Medical ESRGs will experience the greatest increase in beddays from 2010/11 to 2021/22 and over the fifteen years from 2010/11 to 2026/27.

Average length of stay for overnight stays over the fifteen years is estimated to decrease from 5.86 days in 2010/11 to 5.38 days in 2021/22 and thereafter to marginally increase to 5.42 days by 2026/27. The increasing acuity of patients due to the ageing of the population and the increase in the number of patients admitted with comorbidities could explain this increase.

Total bed requirements for acute adult overnight activity across Macarthur will increase from 230.6 beds in 2010/11 to 328.0 beds in 2021/22 and 418.3 beds in 2026/27 (estimated at 85% occupancy).

The greatest projected increase will be in medical overnight beds which will increase from 169.4 beds in 2010/11 to 252.3 beds in 2021/22 and to 324.1 beds in 2026/27. Surgical/procedural beds are projected to increase from 61.2 beds in 2010/11 to 75.8 beds in 2021/22 and to 94.1 beds in 2026/27.

Adult Same Day Activity

It is estimated that total acute adult same day separations will increase from 6,363 separations in 2010/11 to 11,066 separations in 2021/22 and to 13,783 separations in 2026/27. Medical ESRGs experience the greatest rate of growth in separations, although surgical/procedural ESRGs remain much higher in volume.

Total bed requirements for acute adult same day activity across Macarthur will increase from 21.2 beds in 2010/11 to 36.9 beds in 2021/22 and to 46.0 beds in 2026/27 (estimated at 120% occupancy). Surgical/procedural same day beds remain the most prevalent, increasing from 15.6 beds in 2010/11 to 26.2 beds in 2021/22 and to 32.1 beds in 2026/27 – an increase of 16.5 beds. Medical beds are projected to increase from 5.6 beds in 2010/11 to10.7 beds in 2021/22 and to 13.9 beds in 2026/27 – an increase of 8.3 beds.


Paediatric Overnight Activity

It is estimated that total acute paediatric overnight separations will increase from 4,074 separations in 2010/11 to 5,071 separations in 2021/22 and to 5,605 separations in 2026/77. Surgical/procedural ESRGs will experience the greatest increase in separations.

It is estimated that total acute paediatric overnight beddays will increase from 8,740 beddays in 2010/11 to 9,894 in 2021/22 and to 10,983 beddays in 2026/27. Surgical/procedural ESRGs will experience the greatest increase in beddays.

Average length of stay for overnight stays over the fifteen years is estimated to decrease slightly from 2.15 days in 2010/11 to 1.95 days in 2021/22 and to increase marginally to 1.96 days in 2026/27.

Total bed requirements for acute paediatric overnight activity across Macarthur will increase from 31.9 beds in 2010/11 to 36.1 beds in 2021/22 and to 40.1 beds in 2026/27 (estimated at 75% occupancy).

The highest growth will be in surgical/procedural overnight beds which will increase from 2.2 beds in 2010/11 to 2.8 beds in 2021/22 and to 3.2 beds in 2026/27. Medical beds remain much more prevalent and are projected to increase from 29.7 beds in 2010/11 to 33.4 beds in 2021/22 and to 36.9 beds in 2026/27.

Paediatric Same Day Activity

It is estimated that total acute paediatric same day separations will increase from 748 separations in 2010/11 to 1,108 separations in 2021/22 and to 1,296 separations in 2026/27. Medical ESRGs will experience the greatest increase in separations.

Total bed requirements for acute paediatric same day activity across Macarthur will increase from 2.5 beds in 2010/11 to 3.7 beds in 2021/22 and to 4.3 beds in 2026/27 (estimated at 120% occupancy). It is estimated that total maternity separations will increase from 4,460 separations in 2010/11 to 5,870 separations in 2021/22 and to 6,718 separations in 2026/27.

Beddays for maternity activity will increase from 15,404 beddays in 2010/11 to 19,205 beddays in 2021/22 and to 21,857 beddays in 2026/27.

Average length of stay will decrease slightly from 3.45 days in 2010/11 to 3.27 days in 2021/22 and to 3.25 days in 2026/27.

Total bed requirements for maternity services across Macarthur will increase from 55.8 beds in 2010/11 to 69.6 beds in 2021/22 and to 79.2 beds in 2026/27 (estimated at 75% occupancy).

Intensive Care Activity

Intensive Care/High Dependency activity is projected to increase from a total of 90,952 ICU/HDU hours in 2011/12 (estimated at 14 beds at 75% occupancy) to 129,538 ICU/HDU hours in 2021/22 and to 164,503 ICU/HDU hours in 2026/27 (25 beds at 75% occupancy). However the inclusion of the new services to come on line will increase the total ICU/HDU hours by an additional 8,898 ICU/HDU hours (2021/22) and by 11,505 ICU/HDU hours by 2026/27 – adding an additional 2 beds. This would bring the total ICU/HDU bed requirements in 2026/27 to 27 beds.

This represents an increase of 93.5% in the total number of ICU/HDU hours and 92.9% in the number of ICU/HDU beds over the fifteen years 2010/11 to 2026/27.

New Services Activity A number of clinical services will be introduced over the next fifteen years to reduce the number of outflows of Macarthur residents accessing services from hospitals outside the Macarthur region and to increase the level of self-sufficiency in service provision in the new services to 80% by 2026/27. New services will include: Orthopaedic Elective Joint Surgery

Interventional Cardiology


Haematology

Renal Medicine

Vascular Surgery

Thoracic Surgery

Plastic Surgery

Bariatric Surgery

Paediatric Surgery (planned) High Volume Short Stay Surgery In 2021/22, the demand for Macarthur residents for the new services is projected to be 5,102 separations which will account for 15,145 beddays. Without any intervention to increase activity in the provision of these services, Campbelltown Hospital is projected to supply a total of 1,212 separations which will account for 2,006 beddays. This level of activity will indicate an overall level of self-sufficiency in these clinical services of 23.8%. To increase the level of self-sufficiency to the benchmark 80% for the new services, Campbelltown



In 2026/27, the demand for Macarthur residents for the new services is projected to increase to 6,343 separations which will account for 19,029 beddays. Without any intervention to increase activity in the provision of these services, Campbelltown Hospital is projected to supply a total of 1,525 separations which will account for 2,589 beddays. This level of activity will indicate an overall level of self-sufficiency in these clinical services of 24%.

To increase the level of self-sufficiency to the benchmark of 80% for the new services, Campbelltown



SUB AND NON-ACUTE INPATIENT PROJECTED ACTIVITY

AMBULATORY PROJECTED ACTIVITY

Current The total number of NAPOOS provided by the two Hospitals increased from 514,849 NAPOOS in 2010/11 to 571,433 NAPOOS in 2012/13. This was an average growth of 5.0% per annum. At Campbelltown Hospital growth was a little over 4% per annum, with Camden Hospital activity increasing by 10% per annum. Projected It is projected that the total number of NAPOOS that the two Hospitals provide in 2021/22 will

increase to 1,042,889 NAPOOS and to 1,269,390 NAPOOS in 2026/27. There would need to be a

significant increase in the number of consulting rooms and day treatment/procedure spaces to cater

for this growth, some of which will be provided for in the Stage 1 redevelopment. The estimated

additional capacity required in Stage 2 will be determined through a future detailed planning

exercise.


OPERATING THEATRES AND PROCEDURAL ROOMS The total number of operating theatres and procedural rooms that will be required at Campbelltown Hospital has been estimated that the total surgical/procedural room activity will increase from 7,942 procedures in 2010/11 to 15,083 procedures in 2021/22 and to 18,029 procedures in 2026/27. This is a 90% increase in activity to 2021/22 and 127% increase to 2026/27.


Challenges in Meeting Demands – Current and Future

To ensure that Campbelltown and Camden Hospitals continue to provide quality timely health care

to the local community a number of issues and challenges have been identified that will need to be

addressed. These challenges will impact on the types of services and the way services will be

delivered in Macarthur in the future.

Population growth and the ageing of the population

The population of the Macarthur region is projected to increase from 254,000 persons in 2011 to

436,385 persons in 2026 - an increase of 71.8% over the fifteen years. This will increase demand for

both services and infrastructure.

Higher fertility rates for women in the Campbelltown LGA with 2.17 births per woman compared to

1.97 births per woman for the rest of NSW is one characteristic leading to the projected increase in

the population of the Macarthur region. Increase in birthing numbers also results in increased

children presenting to facilities for paediatric care.

The 70+ age groups will increase by approximately 175% in the fifteen years 2011 to 2026 – i.e. 12%

per annum. This will increase demand for most services due to the greater prevalence of disease and

disability in older age groups. It is estimated that nearly half of those aged 65–74 have five or more

long-term physical health conditions.

Increasing complexity of patients, particularly high rates of chronic disease and obesity

More than half of all potentially preventable hospitalisations are from selected chronic conditions,

including paediatric conditions. In 2007-08, 19.24 (per 1,000 separations) were for chronic

conditions such as diabetes, asthma, angina, hypertension, congestive heart failure and COPD.

There are higher rates of diabetes and asthma in the Campbelltown and Wollondilly LGAs than in the

rest of NSW as well as higher rates of smoking and overweight and obesity. This will lead to

increasing rates of chronic diseases and the subsequent increase in need for health services.

Evolving Models of Care

Proposed future models of care reflect a reduction in the length of stay in the short to medium term

to 2021 but a marginal increase in length of stay up to 2026/27. To meet projected demand, there

will be an increase in short stay, ambulatory, outpatient and community based care. The increased

utilisation of short stay models of care in a range of clinical services from aged care, surgery,

medical, emergency and paediatric care allows for patients to be assessed , to undergo diagnostic

tests, to initiate treatment options and then be discharged to be followed up by

ambulatory/outpatient based services or other service providers e.g. General Practitioners. This


results in shorter but more intense interactions between patients, families and health care

providers.

Demand for surgical/procedural day procedures is projected to increase by 46% over the next

decade with demand for procedures requiring an overnight stay increasing 24%. In addition, demand

for interventional cardiology (day only and overnight stay combined) is projected to increase by 44%.

Additional endovascular capacity will be required to provide for this demand and for vascular

surgery that is increasingly undertaken using endovascular techniques.

Workforce

The ageing of the current workforce and the need to deliver increasingly flexible and innovative

health services is leading to pressure to provide an appropriately skilled and adequately sized

workforce. With the changing patterns of disease and the ever evolving models of care and

technological advancements the workforce must be responsive and adaptive to learning and

acquiring new knowledge and skills.

The use of multidisciplinary teamwork is increasing. These will also require new skills, different

attitudes to collaboration and mechanisms to be established to ensure continuity of care.

Technological Advancements

Advancements in technology will continue to be a key driver for change in the way health services

are delivered in the future. The ever-increasing use of laparoscopic/endovascular techniques and

non-invasive procedures using multimodality hybrid imaging technologies in increasingly complex

procedures is reducing both the length of stay for patients as well as post procedural complications

relating to open-type procedures. The use of robots in surgery as well as in areas such as pharmacy

will also impact on the way services will be delivered.

Implications of Activity Based Funding (ABF)

The introduction of ABF funding provides opportunities and challenges that require consideration in

regard to the continuation of current models of care and potential changes to service delivery

models in the future.


Priority Service Development Directions

Service Development Directions for Campbelltown Hospital to 2021

Campbelltown Hospital is classified as a Major Metropolitan Hospital. The intention is to establish it

as Principal Referral Hospital by 2020, involving expansion of overall capacity (beds and services)

required for Tertiary Teaching Hospital status. This planning and development is consistent with the

Ministry of Health and SWSLHD Board approved planning outlined in the SWSLHD Strategic and

Healthcare Services Plan – Strategic Priorities in Healthcare to 2021 and Surgical and Procedural care

in South West Sydney - Service development directions to 2021. Continual progression will be

required to meet this goal including the service development directions in:

Aged care and Rehabilitation –

Enhance acute services including orthogeriatrics.

Develop inpatient services, including Acute Aged Care Assessment Unit to treat acute medical

geriatric syndromes, a secure unit for patients displaying challenging behavior and other

psychological symptoms of dementia and an outpatient and day hospital capacity with capacity

to accommodate sensory rooms and outside treatments areas (with slower stream sub-acute

rehabilitation to be provided at Camden Hospital).

Allied Health –

Provide extended hour Nutrition and Dietetics, Occupational Therapy, Physiotherapy, Podiatry,

Social Work and Speech Pathology in meeting the requirements of the Facility clinical stream

plans in the provision of care to the community.

Allied Health will provide extended hours for Social Work and provide a dedicated Allied Health

team within the Emergency Department to enhance the 7 day services currently provided.

Cancer ‐

Maximise capacity of the Macarthur Cancer Therapy Centre in medical oncology,

chemotherapy and in the longer term radiotherapy (State planning) linked to enhanced

surgical activity for high prevalence cancers such as lung, colorectal, breast and urological;

Establish a Wellness Centre to enhance survivorship; develop haematology and cancer

genetics.

Upgrade radiation oncology machinery e.g. linear accelerator replacements; maintain a fixed

site breast screen service in Campbelltown (currently Browne Street) and mobile services for

local communities, e.g. Tharawal AMS.

Develop inpatient and outpatient palliative care services linked to Camden Hospital.

Cardiovascular ‐

Expand on current cardiac services including cardiac catheterisation for primary and elective

PCIs, EPS procedures including diagnostic studies, radiofrequency ablations and cryoablations

for arrhythmia, device implantations, cardiac MRI and CT coronary angiography.

Increased adult and paediatric services for both inpatient and outpatient services.


Enhancing renal medicine and dialysis capacity (with an in-centre and expanded satellite

service).

Develop endovascular (interventional radiology, cardiac catheterisation and vascular surgery)

services.

Enhance availability of invasive cardiology including electrophysiology.

Provide outpatient pulmonary, cardiac and metabolic rehabilitation programs.

Complex Care and Internal Medicine ‐

Expand ambulatory care and outpatient capacity, including ED/Triage direct transfer to

Ambulatory Care options.

Develop an inpatient diabetes team and multidisciplinary clinics for people who are high risk,

complication screening, Aboriginal people, and pre-admission and urgent assessment clinics.

Enhance infectious diseases services including consultation, acute assessment and Chronic

Disease Management Programs – Connecting Care and Disease Specific CDMP programs

inclusive of Heart failure and respiratory failure, clinics and hospital in the home.

Expand immunology services including paediatric allergy testing/food challenges and ambulatory

care services for rapid access to intravenous infusions.

Develop a clinical genetics hub.

Enhance respiratory services including Lung Function Laboratory capabilities, capacity to manage

COPD and lung cancer and delivery of non-invasive respiratory ventilation.

Enhance sleep disorder services including expanded sleep study capacity and additional testing

services in daytime sleep latency and maintenance of wakefulness, with associated clinics.

Enhance interventional pulmonology services including supporting lung cancer services for

staging and diagnosis with EBUS (endobronchial ultrasound), providing interventional

bronchoscopy and pleural procedures with bedside ultrasound.

Develop urgent care clinics and ambulatory infusion capacity in rheumatology and an integrated

osteoporosis service with rheumatology, orthopaedics, allied health, nursing, and general

practice.

Enhance and strengthen dermatology services.

Expand physical capacity for neurology and neurophysiology services including inpatient beds,

neurophysiology/electrophysiology laboratory, clinics and research and the neuro audiology

service, and develop capabilities to manage complex patients.

Provide additional therapies for stroke including intravenous thrombolysis and neuro

interventional radiology available24/7 (State planning).

Review and refine the MAU Model of Care. Consideration given for expansion of HIV,

Rheumatology services and Metabolic Rehabilitation.

Critical Care ‐

Expand ED services and physical capacity including paediatric spaces.

Enhance the ED capacity to provide ESSU and maintain PECC services.

Establish assessment units adjacent to ED with associated clinics, with capability to provide the

model of care identified for Medical Assessment Units (MAU) and Surgical Assessment Units

(SAU).

Expand ICU (State planning) and HDU and establish cardiac SWSLHD Strategic & Healthcare

Services Plan Delivery to 2021 SWSLHD Strategic & Healthcare Services Plan Strategic Priorities


in Health Care Delivery to 2021step-down beds and respiratory high acuity beds (Respiratory

Non-Invasive Ventilation Unit).

Strengthen network and support structure with Bowral and District Hospitals for ICU/HDU

support and complex surgery.

Consideration for the implementation of a dedicated multidisciplinary rapid response team

(MET) to replace the historic MET team which consisted of bedside ICU medical and nursing

staff.

Drug Health ‐

Expand drug health capacity with enhanced consultation and liaison services (with extended

hours), tobacco cessation.

Ambulatory detoxification supported by GP shared care establishment of a primary health care

clinic.

Co-locate the Drug Health Service including the OTP clinic within the hospital and align with

other services and expand secondary NSP.

Investigate options for a multidisciplinary drug health/mental health co-morbidity

detoxification unit.

Gastroenterology and Liver ‐

Develop a Centre of Excellence in Upper GIT sub-specialties of bariatric surgery, complex biliary

surgery and benign oesophageal surgery.

Develop specialist multidisciplinary services for viral hepatitis.

Maintain and enhance the GI Motility Clinic; and establish home wards with a high acuity pod

for HDU step down patients.

Laboratory Services ‐

Enhance on-site anatomical pathology, particularly cytology and frozen section to support

surgical service expansion.

Medical Imaging ‐

Enhance imaging integration with and availability in ED.

Enhance services including MRI services and coronary CT, with enhanced access to nuclear

medicine / PET services and interventional radiology.

Mental Health ‐

Enhance inpatient capacity including intensive care, high dependency, older people, acute and

non acute, and include facilities to manage people who are behaviorally intoxicated.

Expand paediatric and adolescent mental health services.

Establish a tertiary complex cases clinic to support multidisciplinary management of mental

health in intellectual disability.

Consideration given to inpatient mental health and the prevalence of chronic disease for

example smoking, eating and exercise.


Oral Health ‐

Establish an Oral Health Hub with a focus on Paediatric Dentistry.

Paediatrics and Neonatology ‐

Develop a regional paediatric service with medical and surgical capability including paediatric

oncology, providing a SWSLHD hub for specialist and elective paediatric surgery including

paediatric anaesthetics (with dedicated theatre, imaging and associated HDU).

Enhance paediatric mental health, day therapy, development assessment services, sub

specialty clinics and expand the Special Care Nursery.

Teaching and Research ‐

Expand physical capacity to undertake research, including clinical trials.

Deliver expanded education functions including development of the clinical school/education

centre.

Surgical Specialties ‐

Develop peri-operative medicine for people with multiple medical co-morbidities admitted

under surgical teams.

Expand theatre numbers and develop a High Volume Short Stay (HVSS) surgical centre with

appropriate protocols to enhance short stay and day stay surgery, with additional endoscopic

room capacity to develop models for stand-alone or virtual stand-alone endoscopy patient

flow.

Enhance surgical services including spinal and other peripheral neurosurgery, head and neck

surgery, elective paediatric surgery, ophthalmology, dental surgery, bariatric surgery,

uncomplicated plastic, urology and thoracic surgery (in the medium term) and joint

replacement surgery (in the longer term).

Provide greater access to digital and robotic surgery and to new surgical technology evidenced

as efficacious.

Improved network arrangements for specialties such as orthopaedics, ophthalmology, ENT;

including support for Bowral and District Hospitals.

Womens Health

Expand birthing services; support a networked model of care in maternity services according to

role delineation which includes support of Bowral and District Hospital for management of

their exclusion criteria.

Midwifery and shared care models and new models for Aboriginal women.

Potentially develop higher level services.

Develop a foetal maternal assessment unit which includes reproductive imaging.

Explore options for some gynaecology procedures to be conducted in outpatient areas rather

than in operating theatres e.g. large loop excision of the transformation.


Service Development Directions for Camden Hospital to 2021

Further enhance and integrate clinical networks with Campbelltown Hospital and expand interest in

and physical capacity to undertake research, including clinical trials.

Aged Care and Rehabilitation ‐

Increase sub-acute inpatient capacity in geriatric care, transitional care and rehabilitation.

Expand outpatient and day hospital services for dementia patients and patients displaying

challenging behaviours.

Cancer ‐

Increase sub-acute inpatient and outpatient/day hospital capacity in palliative care.

Complex Care and Internal Medicine ‐

Increase ambulatory care services for people with chronic disease through University medical

clinics, and ambulatory infusion services.

Further develop multidisciplinary care clinics for patients with obesity, arthritis and other

complications of obesity e.g. diabetes.

Establish a leadership role to develop a comprehensive networked multidisciplinary

metabolism and obesity service across SWSLHD.

Provide the comprehensive multidisciplinary ambulatory assessment and management

component of a Centre of Excellence in Bariatric Surgery to be established in Macarthur, with

surgical care provided at Campbelltown Hospital.

Critical Care –

Maintain emergency medicine presence at current role delineation level, with capability to care

for walk-in patients.

Improved access to on-site diagnostic services and continuation of ambulance bypass to

Campbelltown Hospital.

Drug Health ‐

Provide for the Needle & Syringe Program (NSP) via Automatic Dispensing Machines and sharps

disposal bins.

Women’s Health ‐

Enhance antenatal and postnatal services for local mothers through continuing support of the

Midwifery Group Practice ambulatory services, GP shared care and access to on-site Karitane

mothercraft.


Corporate Actions

The corporate actions listed in the Operation Plan align with SWSLHD Strategic & Healthcare Services

Plan: Strategic Priorities in Health Care Delivery to 2026 and the Corporate Plan 2013 -2017:

Directions to Better health. The action plan below outlines the key actions that the facility will be

taking over the next five years to achieve the SWSLHD eight areas of corporate action:

1. High quality health services

2. Seamless networks

3. Research and innovation

4. Supporting business

5. Community partnerships

6. Developing our staff

7. Enhancing assets and resources

8. Efficiency and sustainability

Under each area of action, specific objectives and the associated risks of failure to make progress

have been identified. Specific strategies have been identified, together with timeframes and

responsible staff. The below Key will assist in identifying the responsible manager for individual

corporate actions.

Hospital Executive and Clinical Directors Abbreviation

General Manager GM

Director of Nursing and Midwifery Services DONMS

Director of Medical Services DOMS

Director of Finance DOF

Director of Corporate Services DOCS

Director of Allied Health DOAH

Director of Projects DOP

Director of Emergency DOE

Director of Surgery DOS

Human Resources Manager HRM

Quality Manager QM

Work Health and Safety Manager WHSM

Operational Plan Project Team OPPT

Patient Liaison Officer PLO

Hospital Executive Clinical Directors Community Participation Manager Executive Executive Assistant


Corporate Action 1: Providing High Quality Health Services

Campbelltown and Camden Hospitals will continue to develop and deliver quality health care. Through clinical governance and corporate structures and

systems, quality will be monitored and measured. The Hospital will implement a range of strategies to foster and strengthen health care.

Quality health care not only relates to the health care of people who are sick but also preventing health problems from occurring. There is considerable

evidence that intervention in the early years protects children against poor longer term outcomes and that health promotion strategies will prevent

premature death, reduce ill health and prevent further disability.

Our actions will focus on ethical conduct, interpersonal communication, respect and dignity, safety and quality, accreditation, managing the patient

journey, targets, timeliness and prevention and early intervention.

SWSLHD Objectives

1.1 Develop staff communication skills in working with patients, family and service providers

1.2 Ensure patients, carers, visitors, community and service providers are treated with dignity, respect and in an ethical manner

1.3 Improve the quality and safety of health services

1.4 Improve the patient experience

1.5 Implement early intervention and health promotion and illness prevention strategies


Actions Responsible Manager

Completed by

Links to CPS

1.1 Develop staff communication skills in working with patients, family and service providers

1.1.1 Work with the LHD to ensure comprehensive implementation of the Communication with Purpose Program within Camden/Campbelltown Hospitals to improve the way in which staff and managers communicate with each other, with patients and where relevant with external care providers in primary care and the health and non-health community sector. Specific areas to target:-

Clinical handovers

Facility to facility handovers

Discharge summaries to GPs and other external service providers

QM 2013 & Ongoing

1.1.1

1.1.2 Continue support the implementation of the Patient Based Care Challenge to ensure patients, carers and families are included as care team members. This will be supported by the development of an action plan to monitor the effectiveness of the Patient Care Challenge at Camden and Campbelltown Hospitals

DOMS, QM 2015 1.1.2

1.1.3 Participate in the development and implementation of the SWSLHD communication and workforce development strategy which embeds the mission, vision, CORE values and principles into all aspects of service operation commencing from orientation.

The facilities communications strategy includes:-

Facility Operational Plan to be based on the mission, vision, CORE values and principles which underpins all daily operations

Each service manager be provided with the mission, vision, CORE values and principles poster and asked to discuss within their teams/departments

An email be sent to all Facility staff as well as posters displayed around both Campbelltown and Camden hospitals to ensure that all staff are aware the mission, vision, CORE values and principles

Revise facility/department and ward orientation packages to ensure that the mission, vision, CORE values and principles are included

Develop strategies to support and implement succession planning across Camden and Campbelltown Hospitals.

Staffing profiles to be reviewed to evaluate current staffing mix within Allied Health, Nursing, Medical and corporate services

Support and encourage CPD for all staff

Revise and develop job descriptions to outline positional requirements for opportunities of HGD and backfilling due periods of staff leave

Hospital Executive

2014 1.1.3

The risk of not achieving this objective is: communication between staff, patients, carers, family and service providers is suboptimal, leading to increased complaints and possible reduced health outcomes for patients.



Completed by

Links to CPS

1.2 Ensure patients, carers, visitors, community and service providers are treated with dignity, respect and in an ethical manner

1.2.1 Implement the Respecting the Difference: Aboriginal Cultural Training Framework to provide staff with the knowledge and skills to deliver respectful, responsive and culturally sensitive services to Aboriginal people, families and communities.

All staff to complete the CEWD online learning module “ Respecting the Difference: Part 1”

Ensure that staff are aware of the Aboriginal Liaison Officers Role at Campbelltown and Camden Hospitals

Ensure that Key Strategies to support the ALO are included within the Allied Health Business plan 2014-2016

DOAH 2013 & ongoing

1.2.1

1.2.2 Implement the NSW Advance Planning for Quality Care at End of Life Strategic and Implementation Framework to integrate advance care planning for end of life into the care of people with chronic and life-limiting illness The development of an action plan to address gaps in the framework will assist with strategies being identified and monitored.

DOMS, DONMS 2015 1.2.2

1.2.3 Implement the LHD framework for ethical conduct to embed ethics into all facets of health service operation and to support development of models for ethical conduct for all staff.

Hospital Executive

2016 1.2.3

The risk of not achieving this objective is: patients, carers, visitors, community and service providers are not treated with dignity, respect and in an ethical manner.

1.3 Improve the quality and safety of health services

1.3.1 Meet National Patient Safety and Quality Standards through participation in external accreditation schemes and quality processes. Including the EQuIP National Accreditation Program. Recommendations following accreditation will be developed into an action plan with strategies identified to ensure compliance is met. Ensure all participants in the accreditation process have an adequate level of understanding and training regarding the process, including community representatives.

QM 2015 1.3.1

1.3.2 Participate in the SWSLHD Clinical Governance Framework including promotion of the Patient Based Care values and program, through the development of an Action Plan to implement the Clinical governance framework at Camden and Campbelltown Hospitals. Through the monitoring of Clinical Indicators and trends in issues via the Incident Information Management System (IIMS), a Business plan will be developed to ensure that issues are addressed and monitored. Risks that are also identified will be reviewed to minimise or eliminate outcome and added to the facilities risk register as required.

Hospital Executive

2014 1.3.2



Completed by

Links to CPS

Ensure compliance with National Safety and Quality Health Service Standards, documenting, monitoring and evaluating action plans and progress reports as required. Implement the 9 principles of timely patient care to:-

Improved systems to support safe and timely clinical assessments, investigations and treatments

Ensure that Allied Health, Medical and nursing staff are available for families outside of normal business hours

Improve the timeliness of referrals and transfer of care

Improve resource allocation

1.3.3 Continue implementation and monitoring of infection prevention strategies related to continuous improvement in:

Hand Hygiene (HH): Increase hand Hygiene Auditors across the facilities form within Allied Health, Medical , Nursing and Corporate Services

Hospital associated blood stream infections (HAI)

Antimicrobial stewardship (AMS)

Hospital Executive

HH-Ongoing

HAI-Ongoing

AMS-2015

1.3.3

1.3.4 Implement current and future Clinical Excellence Commission (CEC) initiatives including

“Between the Flags Program” to improve the way staff recognise and respond to patients whose clinical condition starts to deteriorate

o All staff to attend /complete the relevant DETECT training o Implement new Clinical forms as they are released from NSW Health

“Sepsis Pathway” to improve recognition and management of severe infection and sepsis o Monitor the “Sepsis Pathway” KPIs

Chest Pain Pathway to improve management of patients presenting with Chest Pain or other symptoms of myocardial ischaemia

o Develop a clinical audit tool and KPIs to monitor the use of the “Chest Pain Pathway” at Camden and Campbelltown Hospitals

“In Safe Hands” to build and sustain highly functioning healthcare unit team

DOMS, DONMS, DOAH

BTF-2013 & Ongoing

Sepsis Pathway-2014

CPP-Ongoing

In Safe Hands-2013 &

Ongoing

1.3.4

1.3.5 Work with the LHD to implement Agency for Clinical Innovation initiatives, and other clinical quality pathways. A review of ACI “Clinical Guideline for Stroke Management 2010” and “The Ortho-geriatric Model of Care, Clinical practice guide 2010” to identify service gaps. Strategies will then be developed within the facility business plan to address gaps.

Hospital Executive

2013 & Ongoing

1.3.5

1.3.6 Develop and implement strategies to meet targets in:

Timeliness of care for Emergency Departments, Surgery and Cancer

Elimination of incorrect Operating Theatre procedures resulting in death or major loss of function

Hospital Executive, DOE,

DOS

Ongoing 1.3.7



Completed by

Links to CPS

Include unplanned readmission rates

Review current models of service that will optimise access and ensure national and organisational targets are met or exceeded. Evaluate current governance structure and quality assurance framework (NEST,NEAT) to ensure sustained compliance and continuous improvement.

Evaluate current mechanisms to strengthen reporting and monitoring processes to support hospital wide compliance with auditing.

The risk of not achieving this objective is: an increase in incidents and adverse patient outcomes, with associated resource implications.

1.4 Improve the patient experience

1.4.1 Develop and implement a model of care for coordination within inpatient units to support multidisciplinary care and transfer of care to the community. Benchmark with other facilities to ensure models of care are current best practice. Implement the Whole of Hospital Project (WoHP) to identify issues and delays in timely patient care. Appoint a Whole of Hospital Project Leader who will drive the project and assist in the development and implementation of local strategies to improve timely patient care (eg: Patient Journey Boards, SIBR rounding).

DOMS; DONMS; DOAH and Clinical

Directors

2014 1.4.1

1.4.2 Implement the Essentials of Care Program, Productive Ward, or other quality improvement programs, to develop and evaluate all aspects of nursing and midwifery practice and patient care at a ward and unit level. This will be overseen by the Essentials of Care Governance Committee.

DONMS 2017 1.4.2

1.4.3 Monitor trends and use information from complaints and the NSW Patient Survey, Patient Experience Trackers, Patient Journeys and patient interviews to implement appropriate responses to achieve patient satisfaction.

PLO Ongoing 1.4.3

1.4.4 Support the implementation of the Clinical Excellence Commission Patient Based Care Challenge to assist in focussing the organisation on the patient. The Facility Business plan will identify key strategies to ensure implementation and continued compliance of patient based care.

DONMS; DOMS DOAH, QM

2015 1.4.4

The risk of not achieving this objective is: Increase in patient complaints, decreased facility reputation and community confidence, and adverse patient outcomes.



Completed by

Links to CPS

1.5 Implement early intervention and health promotion and illness prevention strategies

1.5.1 Strengthen awareness and preparedness to respond to major incidents, disasters and health emergencies; ensuring disaster procedures are embedded facility wide.

This will be facilitated by:

Developing a local Disaster Management Committee that will review and monitor disaster planning.

DONMS, DOCS 2013 & Ongoing

1.5.13

The risk of not achieving this objective is: Facilities unprepared for significant incidents/disasters, leading to adverse patient outcomes.


Corporate Action 2: Community Partnerships

Communities have a significant role to play in the operation of health services - in service planning, in service provision through volunteering, in health

research through participation in clinical trials and other forms of research, in working as businesses or local agencies with health services to meet patient

needs or to provide support services, and in building physical capacity through donations and philanthropy. Different approaches will need to be developed

to ensure that all members and sections of the community, including private business, can contribute.

Integral to service development and delivery will be partnerships with patients, clients, carers and the community, including the Macarthur Community

Representatives Network. Services will need to draw on the expertise, experience and diversity of community members and communities to ensure that

health responses are appropriate to local needs. In particular greater effort will need to be given to ensuring that communities who experience greatest

disadvantage are consulted and involved in planning and development of services and programs that are tailored to meet their needs.

Our action will focus on the information portal; health literacy; understanding community values; community participation; capacity building; media and

public relations and fund raising.

SWSLHD Objectives

2.1 Engage and involve stakeholders in planning, service development and delivery

2.2 Raise the profile of the Campbelltown and Camden Hospitals locally through timely and accurate information

2.3 Empower individuals and local communities to make informed health choices



Completed by Links To CPS

2.1 Engage and involve stakeholders in planning, service development and delivery

2.1.1 Continue implementation of the SWSLHD Community Participation Framework which outlines the formal processes for involving consumers and the community in health service planning and delivery

Review the SWSLHD Community Participation Framework to identify gaps at Campbelltown and Camden Hospitals. Address identified gaps by ensuring that strategies are identified within the facilities business plan to improve service planning and delivery

Community Participation

Manager

2013 & Ongoing 2.1.1

2.1.2 Increase the number and diversity of people involved in the Macarthur Community Representatives Network (MCRN) and consultation processes, to reflect the diversity of communities across the local government areas of Camden, Campbelltown and Wollondilly. This will be achieved by attending various external expositions, information sessions and fairs held within the community to increase Campbelltown and Camden profile and to promote community participation/ volunteering at Camden and Campbelltown Hospitals.


Manager

2014 & Ongoing 2.1.2

2.1.3 As per the framework, incorporate community and agency consultation into strategic and service planning for facilities, clinical streams and services including engagement of local community stakeholders by ensuring representation on organisational committees including planning and development.

For example:

Consult with Community Participation network regarding the development of the Facility Operational Plan

Conduct monthly Community Network Meetings

Include Community Representatives in the membership of strategic management committees

Hospital Executive

2013 & Ongoing 2.1.3

2.1.4 Expand community involvement in planning and development of capital works and infrastructure enhancement, using informal and formal processes such as Health Impact Assessments and Aboriginal Health Impact Statements, as well as further training opportunities to enhance contribution. This will be achieved by having a community representative as a part of the membership of the Building, Equipment and Works Committee, as well as any project team related to the planning and development of capital works and infrastructure enhancement. Ambassador package to be developed for consistent information when members of facility Executive meet with community groups.

DOP 2013 & Ongoing 2.1.4

2.1.5 Develop new approaches for consultation and communication with people from diverse backgrounds and generational groups to enhance their collaboration in service development.


Manager

2014 2.1.5

2.1.6 Increase the number of volunteers and Community Representatives contributing to and supporting Camden and Campbelltown Hospitals. This will be achieved by attending various external expositions information sessions/fairs in the community to increase Camden and Campbelltown Hospitals profile and to promote community participation/ volunteering at the Hospitals.


Manager

2014 2.1.6


2.1.7 Strengthen and build on partnerships with the Tharawal Aboriginal Medical Service to improve the health of Aboriginal people and their access to health services in the local government areas of Camden, Campbelltown and Wollondilly.

Ensure that the needs of the Aboriginal population of Macarthur are addressed within the facility and Allied Health business plan, with key strategies developed

DOAH Ongoing 2.1.8

2.1.8 Develop strategies to improve the fund-raising capacity of services and facilities at Camden and Campbelltown Hospitals

Annual Hospital Ball and Awards night

Support local fundraising initiatives including 24 hour fight, Kids of Macarthur Fund

DOF 2014 2.1.9

The risk of not achieving this objective is: services developed and offered do not meet the needs of the community.

2.2 Raise the profile of Campbelltown and Camden Hospitals locally through timely and accurate information

2.2.1 Work with the LHD Media & Communications Unit to implement the SWSLHD Media and Communication Strategy to build community interest and knowledge about healthy lifestyles and disease prevention, local health services and programs and innovation; providing access to local experts and spokespeople to provide a local context. Seek opportunity to promote facility services, particularly the promotion of hospital avoidance services to the community.

Executive Officer

2014 &Ongoing 2.2.1

The risk of not achieving this objective is: community expectations of facility access and service delivery are not accurate.

2.3 Empower individuals and local communities to make informed health choices

2.3.1 Work with the LHD Media & Communications Unit in using existing and emerging technologies to promote SWSLHD programs and initiatives aimed at improving access to and use of existing health services and programs, and to support healthier lifestyle choices

Including the provision of medical equipment donated to the hospitals through community groups and services

Hospital Executive

2013 & Ongoing 2.3.1

2.3.2 In collaboration with consumers, community representatives and community agencies, support and implement strategies to improve health literacy and build the capacity of individuals and Local Government Area communities to effectively engage in health programs and care. Key strategies will be identified within Facility Business plans to address identified gaps and improve access to care and understanding of services offered from Camden and Campbelltown Hospitals.


Manager

2015 & Ongoing 2.3.2

The risk of not achieving this objective is: undesirable health choices made by community, increasing chronic morbidities and preventable admissions.


Corporate Action 3: Seamless Networks

The health of individuals and communities is not only dependent on quality of health care and how and where health services and programs are delivered

but also on individual factors including the social and environmental determinants of health such as education, employment and income and food security.

Improving health can as a result be extremely difficult, requiring excellent communication, coordination and collaboration within and across health facilities

and services, with other health providers such as general practitioners, with community services and across levels of government.

Health improvement will require input from medical, nursing, allied health, prevention and other health practitioners from the hospital, community health

centres and primary health care settings. It will also require close collaboration and coordination with other government agencies and community based

services which provide ongoing support to individuals, families and communities.

Our actions will focus on clinical networks; transition of care; patient transport; inter-agency collaboration; high needs groups including carers, people with

disability, chronic care, mental health, child protection, Aboriginal people, culturally and linguistically diverse; Medical Local.

SWSLHD Objectives

3.1 Actively participate in regional and local forums to build capacity to respond to emerging needs

3.2 Foster coordinated planning and service delivery in health care

3.3 Improve transfer of care and patient access to services

3.4 Strengthen access and support for high needs groups



Completed by

Links To CPS

3.1 Actively participate in regional and local forums to build capacity to respond to emerging needs

3.1.1 Participate in and contribute to local councils and interagency planning, coordination and implementation forums addressing human services, people with disability, multicultural communities and Aboriginal people, and hospital avoidance strategies. Where possible attend local forums as requested/ invited by the community.

Senior Managers

Ongoing 3.1.4

3.1.2 Work in partnership with the LHD, clinical streams and South Western Sydney Medicare Local (SWSML) to develop targeted integration strategies; collaborative planning and community consultation approaches; responses to local health needs; common KPIs; shared representation on appropriate corporate governance entities; and efficient coordination and communication. A high priority integration strategy will be the collaborative development of care pathways which include; integrated action with NGOs and the health and non-health community sector.

Hospital Executive

2013 & Ongoing

3.1.5

3.1.3 Support the LHD framework for collaboration with other agencies and services, addressing opportunities, responsibilities, mechanisms and models of collaboration. A high priority will be in the application of this framework in the development of care pathways, in partnership with Residential Aged Care Facilities and UWS.

Hospital Executive

2014 3.1.6

The risk of not achieving this objective is: duplication or gaps in services offered within the local community.

3.2 Foster coordinated planning and service delivery in health care

3.2.1 In collaboration with the LHD, clinical streams, NSW Kids and Families and the Sydney Children’s Hospital Network, plan for local services and tertiary network arrangements for infants, children and adolescents with improved links for referrals between facilities and transfer of care.

DOAH, DONMS DOS Director,

Paediatrics

2014 & Ongoing

3.2.6

3.2.2 Continue to support and participate in the development and implementation of collaborative service models involving clinical streams, Community Health and primary health care providers such as the South Western Sydney Medicare Local and Aboriginal health services which:

Strengthen coordination and integration of service provision

Target potentially preventable hospitalisations

Hospital Executive

2013 & Ongoing

3.2.7

The risk of not achieving this objective is: access to services reduced for the community, with increases in avoidable admissions.

3.3 Improve transfer of care and patient access to services

3.3.1 Implement strategies to support clinical patient handover and transfer of care between professionals, teams, facilities and services with patient and carer involvement, including patient journey boards and multidisciplinary team handover. This will be monitored via incidents that involve patient handover/ transfer of care issues via the Incident Information Management system (IIMS) and patient complaints.

DONMS DOMS; DOAH Clinical

Directors

2014 3.3.1

3.3.2 Review current methodologies to ensure seamless transfer of care (discharge) processes are achieved through timely provision of information to patients, carers, families and General Practitioners.

Review the Camden and Campbelltown Hospitals intranet and internet WebPages every year to ensure that information is current

DONMS, DOMS, DOAH

2014 & Ongoing

3.3.1



Completed by

Links To CPS

3.3.3 Develop a system to ensure that all information available through intranet regarding facility services is up to date and comprehensive.

Executive Officer

2015 3.3.2

The risk of not achieving this objective is: lack of timely access to care, leading to increases in length of stay and reduced patient outcomes. Patients and carers not involved in the care process.

3.4 Strengthen access and support for high needs groups

3.4.1 Support and implement the LHD framework to achieve shared and coordinated service delivery with Aboriginal Community Controlled Health Services. Implement the revised LHD framework of Aboriginal Health service models, recruitment, models of engagement and care and participate in the implementation and development of evaluation strategies, of a pilot program where relevant. Review and evaluate current strategies and programs to ensure efficiency and access. This will be identified as a key strategy within the Facility Business plan where regular monitoring can occur.

DOAH 2013 & Ongoing

3.4.2

3.4.2 In collaboration with the South Western Sydney Medicare Local, continue to support the implementation of Chronic Disease programs for Aboriginal people to reduce the number of potentially avoidable hospitalisations.

DONMS, DOMS, DOAH

Ongoing 3.4.3

3.4.3 Implement locally the SWSLHD Disability and Carers Action Plan which will incorporate NSW Government interagency initiatives, the Carer’s Recognition Act and the SWSLHD Carers Model of Care Framework and Disability Guidelines. The Action Plan will address the implications of the introduction of the National Disability Insurance Scheme (NDIS) and the provision of therapy services under the Department of Ageing, Disability and Home Care’s Stronger Together: A New Direction for Disability Services 2006-2016.

Director of Aged Care;

DONMS, DOAH

2014 3.4.6

3.4.4 Expand access to health care for residents in rural fringe areas and geographically isolated areas through service outreach, Medicare Local, practical support and use of new technologies such as telehealth. Key strategies to address this will be developed within the Facilities Business plan.

DONMS, DOAH, DOCS,

Clinical Directors

2015 & Ongoing

3.4.9

3.4.5 Continue to improve facility responses to the Ministry of Health Guidelines, Policies and Procedures for the Protection of Children and Young People including assessment of children in ED and paediatric services and In Out of Home Care. Key strategies to address this will be developed within the Facilities Business plan.

DOMS, Director,

DONMS,DOAH

Ongoing 3.4.10

3.4.6 Contribute to planning, service development and implementation of local and interagency initiatives including:

Out of Home Care, Homelessness, Dementia and “Keep them Safe” Child Protection initiatives. DOMS,DONMS,

DOAH Ongoing 3.4.12

The risk of not achieving this objective is: limited access for high risk groups to coordinated and effective health services.


Corporate Action 4: Developing Our Staff

Over the next five years, there will be further development of health services in South West Sydney. Quality health services and care relies on having

sufficient staff with the necessary knowledge and skills to provide effective care and to provide it in the right location.

Campbelltown and Camden Hospitals will need to attract and retain skilled staff across all health professions and support services. It will also need to

ensure that the skills and knowledge of existing staff are developed and that staff have the capacity and adaptability to adopt new practice, and skills

needed to support innovation and change. Campbelltown and Camden Hospitals values their workforce and will ensure that staff are encouraged,

recognised and treated fairly and with respect.

Our action will focus on workforce planning, matching to demand; supply shortages, attraction; efficiency in recruitment, retention and succession

planning; performance management; job design / redesign and education.

SWSLHD Objectives

4.1 Develop a sustainable workforce that reflects and has the skills required to address community needs

4.2 Create an organisation that people want to work in

4.3 Develop relationships with future employees



Completed by

Links To CPS

4.1 Develop a sustainable workforce that reflects and has the skills required to address community needs

4.1.1 Continue to support the LHD Workforce Plan which considers the NSW Health Professional Workforce Plan and regular review of future workforce needs and prospective employees. This will be achieved through:

A review of Campbelltown and Camden’s workforce plan

Appropriate recruitment and use of casual pools

Improved management of staff leave including leave coverage and backfill

Increasing the Allied Health assistant workforce to support front line clinicians

HRM 2014 4.1.1

4.1.2 Contribute to the review and expansion of the range of clinical and non-clinical workforce development programs. Key strategies will be addressed within the facility Business plan.

HRM 2015 4.1.2

4.1.3 Continue to implement the LHD Aboriginal Employment Implementation Plan informed by the NSW Health Aboriginal Workforce Strategic Framework 2011-2015.

DOAH, HRM 2014 4.1.3

4.1.4 Contribute to the review and expansion of models of education and research which foster inter and intra-disciplinary teamwork, including simulation with multidisciplinary team training

DOMS, DONMS,

DOAH

2015 4.1.4

4.1.5 Continue to support the SWS CEWD and HETI in maintaining a strong and comprehensive educational service for all employees through coordination of education and learning opportunities.

HRM 2013 & Ongoing

4.1.5

4.1.6 Develop a robust framework for the implementation of new models of care including support services required. The framework will include the consultation processes, consideration of staffing and skill mix requirements and ensuring that positions are redesigned to align with emerging best practice business models.

Hospital Executive

2015 4.1.6

4.1.7 Determine workforce learning and capability development requirements, including leadership requirements, that align to organisational needs.

Develop a strategy to maintain existing or increase the skills and capacity of staff to contribute to increased self sufficiency by participation in education programs such as the HETI Finance management, project management, WH & S, HR and Grievance management courses.

Hospital Executive

2014 & 2015 4.1.7

4.1.8 Continue to monitor and enhance facility performance management processes includes professional development and succession planning.

Influence and promote an environment that guides and supports the development of individuals to increase developmental learning and capability for future succession planning, including backfilling as required.

HRM 2015 4.1.8

4.1.9 Develop mechanisms to consult with staff to ensure that education that is available is relevant, of interest and engaging in order to build professional workforce development; using this information to leverage opportunistically the professional development programs provided by external organisations including HETI, Universities, TAFE NSW

Hospital Executive,

HRM

2013 & Ongoing

4.1.9



Completed by

Links To CPS

and professional colleges.

4.1.10 Participate in the development of workforce information and use this information to inform decision making and planning, contribute to the evidence on staff-to-service benchmarks and meet NSW Health targets.

HRM 2014 & Ongoing

4.1.10

4.1.11 Continue to support the LHD performance management system that is effective, sustainable and clearly links individual performance to service goals and priorities and position descriptions.

This will be achieved by:-

All staff completing annual performance appraisals with job requirements and demands reviewed and compared with current job descriptions.

HRM 2014 4.1.11

4.1.12 Continue to work collaboratively with the Ministry of Health and the four Pillars (HETI, CEC, ACI and BHI) and the LHD, to influence and drive changes in state-wide awards and human resource management

HRM Ongoing 4.1.12

The risk of not achieving this objective is: difficulty in the attraction and retention of a highly skilled and effective workforce, impacting on the ability to provide relevant safe and timely care.

4.2 Create an organisation that people want to work in

4.2.1 Review orientation programs for new graduates and employees and participate in reviewing the delivery of mandatory training to ensure that information provided supports the mission, vision, CORE values and principles of the organisation with the focus being on patient centred care. Department working parties to be developed to support Facility requirements in compliance with mandatory education attendance, and monitoring processes associated with mandatory training.

HRM 2014 4.2.1

4.2.2 Create a respectful, effective and innovative Work Health Safety environment through implementation of the NSW Public Sector Workplace Health and Safety and Injury Management Strategy 2010-12 and includes:

Proactive workplace safety solutions

Programs which foster respect, prevent and address bullying

Robust incident reporting and risk management systems

Early return to work for injured staff programs

A framework for regular and effective staff consultation

Development and implementation of a WHS intranet site

DOCS, HRM 2014 & Ongoing

4.2.2

4.2.3 Continue to implement programs which improve the health and wellbeing of staff. This includes healthy worker initiatives which focus on issues such as vaccination, healthier eating, active transport, smoke free workplaces and staff amenities. Health promotion calendar to be reviewed with activities to be conducted as per the calendar.

Hospital Executive,

HRM

2014 & Ongoing

4.2.3



Completed by

Links To CPS

4.2.4 Support career and study pathways through recognised training programs. Support a workplace culture that influences the training and education of staff via performance management processes, professional development opportunities and succession development plans.

Hospital Executive,

HRM

2014 & Ongoing

4.2.4

4.2.5 Develop strategies to increase work place flexibility and address workload management issues. This will continue to be supported via Compurs, staff supervision and performance appraisal processes.

Hospital Executive

,HRM

2015 4.2.5

4.2.6 Develop and implement strategies informed by the NSW Health Your Say and NSW Public Sector Workplace surveys and the NSW Health Workplace Culture Framework Characteristics which focus on the culture of the facilities and which engage staff in development of responsive employee programs. The Facility Business plan will monitor these strategies and report on their outcomes.

Consider opportunities for after hours consultation with staff to ensure comprehensive employee engagement. This includes staff forums, mandatory training opportunities.

Hospital Executive, HRM and

Senior Managers

2014 & Ongoing

4.2.6

4.2.7 Continue to implement the recommendations from the SWSLHD Improving Support for Staff who are Carers which are included within the SWSLHD Workforce Plan.

HRM 2014 4.2.7

The risk of not achieving this objective is: facility reputation impacted leading to disengaged staff and increased absenteeism; and difficulties in attraction and retention of skilled employees.

4.3 Develop relationships with future employees

4.3.1 Work collaboratively with the LHD, universities and other educational agencies to grow clinical placement capacity, further develop linkages with tertiary education, ensure clinical training meets future facility service requirements and ensure quality clinical education placements (including education of staff providing clinical supervision).

DOMS, DONMS, DOAH, Clinical

Directors

2013 & Ongoing

4.3.1

4.3.2 Promote and encourage employment opportunities by establishing a strong and supportive corporate identity to the local community including Aboriginal traineeships.

Engage future employees using career expos and other forums aimed at promoting careers in Health for secondary students.

DOCS, HRM 2013 & Ongoing

4.3.2

The risk of not achieving this objective is: difficulties in the attraction and recruitment of potential future employees, with the required skill mix.


Corporate Action 5: Research and Innovation

Health services and practices are constantly evolving and changing with new evidence about better methods to respond to emerging needs and improve

health care. There are also changes led by national and state governments that require flexibility and new ways of working including new partnerships.

Campbelltown and Camden Hospitals have considerable clinical and research expertise and experience that can be leveraged to support the development

of healthcare services. Clinicians and health services will be encouraged and supported to assume leadership roles and identify where they can contribute

to health improvement. In collaboration with Ministry of Health agencies and other agencies, local services will use new health practice and contribute to

new evidence through innovation and research which leads to better health outcomes for local communities.

Our action will focus on research; university liaison; clinical trials; collaboration with NSW health agencies; best practice models of care; health service

redesign and building the evidence base.

SWSLHD Objectives

5.1 Foster an innovative culture and research capability

5.2 Support innovation and best practice in prevention and clinical settings



Completed by

Links To CPS

5.1 Foster an innovative culture and research capability Chief Executive

5.1.1 Continue to implement the District’s Research Strategy at Camden and Campbelltown Hospitals. Hospital Executive and Clinical

Directors

2012 & Ongoing

5.1.1

5.1.2 Further enhance education and mentoring programs to improve workforce capability to undertake research; including provision of employee opportunities to attend these programs.

Hospital Executive and Clinical

Directors

2013 & Ongoing

5.1.2

5.1.3 Continue to incorporate research into new service developments and initiatives, align new research with District and NSW priorities and develop new collaborations with the University sector. Staff who complete research will be encouraged to present their completed research at seminars and conferences to showcase the achievement and results identified.


Directors

2013 & Ongoing

5.1.3

5.1.4 Identify and support funding opportunities to increase clinical trial activity Hospital Executive and Clinical

Directors

2013 & Ongoing

5.1.4

5.1.5 Expand translational research and strengthen the application of evidence in new models of service delivery, including inter-disciplinary and external agency collaboration.


Directors

2013 & Ongoing

5.1.5

5.1.6 Further enhance research infrastructure including facilities, clinical skills laboratories, videoconferencing capacity, teaching links and funding, including planning for joint project between the MoH, SWSLHD, the Ingham’s Research Institute and UWS to build multi-storey Clinical School.

Hospital Executive and DOP

2013 & Ongoing

5.1.7

5.1.7 Build research interest and skills of corporate, nursing, allied health and medical professionals and managers, for skill development and succession planning.

DOMS, DONMS, DOCS, DOAH

2013 & Ongoing

5.1.8

The risk of not achieving this objective is: an inflexible organisation with inability to adapt to the changing healthcare landscape.

5.2 Support innovation and best practice in prevention and clinical settings

5.2.1 Continue to foster programs that acknowledge, showcase and celebrate the work of individual staff and teams and promote within the LHD, domestically and internationally. This will be supported by the annual Awards night to showcase and celebrate staff and Facility achievements.

Hospital Executive 2014 & Ongoing

5.2.1

5.2.2 Enhance Facility approaches for utilising staff skills and knowledge as well as sharing innovation and excellence across Facilities and clinical streams.

Hospital Executive 2014 & Ongoing

5.2.2

5.2.3 Continue to support the framework to increase participation in quality and innovation award programs. Camden and Campbelltown Hospitals will aim to submit at least one entry into the annual SWSLHD/NSW Health quality

Hospital Executive Ongoing 5.2.3



Completed by

Links To CPS

awards program, and one entry into the annual Premiers and ACHS quality awards program.

5.2.4 Develop and implement clinical redesign programs in identified areas. Key strategies to achieve this will be outlined in the Facility Business plan.


5.2.5 Implement the LHD framework linked to Clinical & Quality Council to assess, plan for, implement and evaluate new models of care, innovations in practice and emerging health technology. Key strategies within the facility Business plan will be outlined.

Executive Officer 2014 5.2.5

5.2.6 In collaboration with the LHD and universities, promote an exchange of ideas through opportunities for overseas travel to learn about and contribute to international discussions and hosting the visits of international experts.


The risk of not achieving this objective is: care does not reflect contemporary evidence based practice. Difficulty in the attraction and retention of staff with skills relevant to the needs of the local community. A culture that does not reflect continuous improvement.


Corporate Action 6: Enhancing Assets and Resources

Health service infrastructure includes buildings, equipment and information technology and needs to have sufficient capacity to meet the growing and

complex healthcare needs arising from demographic change. Additional investment will be required in public and private health services to meet this

demand.

Our action will focus on linking services and capital plans; facility capital development; equipment and technology; partnerships with the private sector;

asset maintenance, replacement, disposal and utilisation review.

SWSLHD Objectives

6.1 Provide physical capacity to address emerging health needs and population increases

6.2. Respond to changes in the operating environment

6.3 Ensure good stewardship of existing resources




6.1 Provide physical capacity to address emerging health needs and population increases

6.1.1 Complete funded projects including:

Campbelltown Hospital Acute Stage 1 redevelopment

Hospital Executive, DOP

2015 6.1.1

6.1.2 Work to achieve the SWSLHD Asset Strategic Plan to ensure that facility development reflects need and progress of projects including:

The Campbelltown Hospital Mental Health redevelopment

Campbelltown Hospital Stage 2

Campbelltown Hospital Clinical School building; in partnership with UWS.

DOP 2013 & Ongoing

6.1.2

6.1.3 Develop and implement strategies to increase management consultation with clinicians in the planning for future technology requirements and funding opportunities, and current capacity management during facility redevelopment.

DOCS, DOP Ongoing 6.1.8

The risk of not achieving this objective is: reduced access to care due to patient flow constraints as a direct result of inadequate physical capacity, and delays in patient interventions.

6.2 Ensure good stewardship of existing resources

6.2.1 Strengthen current systems and human resources to record status, maintain and update assets including repairs and maintenance within the organisation.

Review data collected on completed works to identify trends or issues over time and identify areas of system improvements including human resources to ensure that appropriate response time occurs as well as quality work completed.

DOCS, DOF 2014 6.3.1

6.2.2 Review utilisation of :

Plant and equipment and maximize performance and asset life

Clinical and non-clinical space to optimise use of existing facilities

The Camden and Campbelltown Hospitals fleet to ensure reasonable use

DOCS, DOF 2014 6.3.2

The risk of not achieving this objective is: inefficient use of assets leading to increased costs and interruptions to patient services.


Corporate Action 7: Supporting Business

In an environment of rapid change, clinicians and managers require access to appropriate and up-to-date information and data to support informed

choices, monitor progress and develop new ways of care. Information management and technology (IM& IT) provides potential for developing efficiencies,

promoting innovation and improving patient care.

A patient-centred Electronic Medical Record (eMR) informed by privacy considerations will provide a comprehensive view of each patient. All team

members will share access to the eMR, strengthening decision making and improving communication. There will also be a focus on business planning to

ensure service viability.

Our action will focus on electronic medical record; connectivity with primary care; Telehealth; voice and data networks; corporate IT systems; E Health,

business and services planning and data and information integration.

SWSLHD Objectives

7.1 Develop integrated and appropriate technology to meet the needs of clinicians, managers and patients.

7.2 Develop business intelligence and decision support capability.


Actions Responsible Completed Links To

7.1 Develop integrated and appropriate technology to meet the needs of clinicians, managers and patients

7.1.1 Expand teleconferencing, telehealth and access to web-based technologies and utilise fibreoptic initiatives including National Broadband Network (NBN) to improve clinical care, management and networking arrangements.

Scope video/teleconferencing model in Ambulatory setting, particularly in relation to Stage 1 and 2 of the Campbelltown Hospital Redevelopment.

Develop and implement key strategies as outline in Facility Business plan to monitor information management and technology advancements.

Implement Electronic Medical Records (eMR) functionality as per the SWSLHD eMR action plan.

DOP Ongoing 7.1.7

7.1.2 With a team leader appointed participate in and implement national and state-wide technology driven projects including:

Medication Management (including Pharmacy Systems)

Oracle Release 12

Payroll Systems

ICT Infrastructure

V Money

Rostering Systems

Patient Revenue Systems

Organisational Risk Management

Medical Imaging Information System

Business Information Strategy (Edward)

Community Health and Outpatient System

National personally controlled Electronic Health Record

eMR

IIMS

Stafflink

PBRC

Hospital Executive

Ongoing 7.1.8


Actions Responsible Completed Links To

eMercury

All projects will be included within the Facility Business plan to ensure appropriate monitoring and reporting on progress occurs.

The risk of not achieving this objective is: increased human resource demands due to inefficient use and access to technology support to meet the needs of clinicians, managers and patients.

7.2 Develop business intelligence and decision support capability

7.2.1 Implement the SWSLHD Data Integration model which enables timely access to data and information through a combination of IT solutions and District Support Unit activities. Develop capacity at Camden/Campbelltown Hospitals to enable timely data and information access. Streamline and consolidate reporting to reduce duplication and improve timeliness of reports and data extraction.

Executive Officer

2015 7.2.1

7.2.2 Implement the SWSLHD framework to enable clinical streams and services to identify service priorities and directions which are incorporated into Service Business Plans. Regular reporting of outcomes will occur to ensure accountability and progression with service changes.

Hospital Executive;

Clinical Directors

2014 7.2.2

7.2.3 Embed the Performance Framework processes into planning and operational activity, as outlined in the Facility Business plan.

Hospital Executive;

Clinical Directors

2013 & ongoing 7.2.3

7.2.4 Develop business planning capacity and undertake comprehensive planning to identify:

Benefits and risks of new proposals

The financial cost of service development directions

Hospital Executive;

Clinical Directors

2014 7.2.4

The risk of not achieving this objective is: duplication of data collection and reporting, and reduced effectiveness in decision making leading to increased costs of service provision and non-optimal use of human resources.


Corporate Action 8: Efficiency and Sustainability

Recent changes to funding models created by the National Health and Hospitals Reform Agreement will drive considerable change in how services are

funded, provided, organised and measured. There will be a growing emphasis on monitoring performance and identifying opportunities to improve

efficiency and effectiveness in care and service delivery. All services will need to ensure that the necessary processes and systems are used to drive

improvement.

Responding to new challenges will also create new risks. Systems will need to be developed to ensure that the risks are clearly identified and strategies are

in place to ensure that these risks are managed. These systems will need to be supported by effective governance.

Our action will focus on financial processes; activity based funding; budget management; financial modelling; support services; risk management and audit;

asset and energy sustainability; service efficiency and corporate governance.

SWSLHD Objectives

8.1 Strengthen the financial sustainability of Campbelltown and Camden Hospitals

8.2 Minimise risk

8.3 Contribute to environmental sustainability

8.4 Ensure efficiency of services

8.5 Strengthen governance

Campbelltown and Camden Hospitals Operational Plan 2014 - 2018

Page 53 of 81



8.1 Strengthen the financial sustainability of Campbelltown and Camden Hospitals

8.1.1 Develop a robust and sustainable financial framework and processes including:

Financial and reporting mechanisms to achieve costing targets

Financial accountability delegations

GM, DOF 2014 8.1.1

8.1.2 Develop capability, understanding and responsiveness to Activity Based Funding through:

Development of an ABF Facility framework and action plan

Development of staff education programs for ABF and coding

Development of audit and reporting systems for clinicians and service areas

Audit of local revenue performance to identify efficiencies as well as areas for improvement

DOF 2014 & ongoing

8.1.2

8.1.3 Maximise funding through Activity Based Funding including achievement of clinical coding targets and contribution to State-wide costing. Develop robust framework for monitoring coding and documentation, including appropriate resource allocation and IT infrastructure to ensure accurate activity is recorded.

DOF, DOCS 2014 & ongoing

8.1.3

8.1.4 Implement the District Efficiency and Revenue Plan. This will be regular monitored and reported on via key strategies within the Facility Business plan.

DOF 2014 8.1.4

8.1.5 Develop tools and capability within the Facility to provide Financial Impact Statements for new capital and service projects.

DOF 2014 & ongoing

8.1.5

8.1.6 Continue to develop financial capability in managers and staff to ensure effective financial management. This will be achieved by ensuring that:

All cost centre managers at Camden and Campbelltown Hospitals complete the NSW Health Management Training program conducted by HETI

Cost centre managers have budgetary control and accountability for procurement to ensure clinical input to, and engagement in operational decision making

All cost centre managers participate in SMRT training

Hospital Executive

2014 & ongoing

8.1.6

8.1.7 Strengthen local procurement capabilities with staff enrolment in training programs for staff responsible for making procurement decisions. Participate in proposed contract management initiatives led by the LHD, Ministry of Health and other related agencies.

Hospital Executive

Ongoing 8.1.8

8.1.8 Meet identified annual targets for services including:

Expenditure, revenue and payment of creditors

Activity from purchased volume in cost weighted separations, non-acute outpatient occasions of

DOF Ongoing 8.1.9


Page 54 of 81



service, Sub-Acute Non-Acute Patients (SNAP), acute inpatient services, cost weighted emergency

attendances and emergency services

The risk of not achieving this objective is: increases in operational budget deficits and incorrect budget allocation, leading to reduced service provision.

8.2 Minimise risk

8.2.1 Implement the LHD framework for managing risk, within Camden/Campbelltown Hospitals, which includes strategies to:

Develop a safety culture across the Facilities

Embed governance structures and arrangements into day to day operation

Develop and maintain risk registers

Establish formal processes for identifying and analysing risks

Develop risk management plans

Ensure disaster recovery and continuity

The Facility Business plan will support Facility risk management framework with key strategies identified to

monitor accountability, progression and achievements with risk management across Camden and Campbelltown

Hospitals.

Hospital Executive; QM

WHSM

2014 8.2.1

8.2.2 Participate in the SWSLHD Internal Audit comprehensive rolling program of audit, and implement strategies to achieve the recommendations. Develop and implement an audit schedule addressing high risk EQuIPNational and Numerical Profile standards. This schedule will be included within the Facility Business plan to ensure regular compliance and monitoring occurs.

Hospital Executive, QM

WHSM

2014 8.2.2

8.2.3 Develop a reporting framework to assess success in implementing Strategic and Corporate Plan initiatives and their effectiveness in achieving timely desired outcomes. This framework is outline in Facility Business plans to ensure accountability and compliance.

Executive Officer 2014 8.2.3

The risk of not achieving this objective is: repeated preventable incidents, leading to increased costs, injuries for staff and reduced outcomes for patients.

8.3 Contribute to environmental sustainability

8.3.1 Develop a local sustainability plan that aligns with the SWSLHD Sustainability Plan. A review of the SWSLHD sustainability plan will occur to identify gaps for Camden and Campbelltown Hospitals. Identified gaps will be

DOCS 2014 & 8.3.1


Page 55 of 81



addressed within the Facility Business plan. Ongoing

8.3.2 Develop a system to ensure environmental sustainability, efficiency and innovation is included in the asset maintenance framework.

DOCS 2013 & Ongoing

8.3.2

8.3.3 Participate in NSW Government and LHD environmental sustainability initiatives and implement strategies to reduce energy consumption across the Facilities.

DOCS 2014 8.3.3

The risk of not achieving this objective is: increased costs due to unsustainable business models.

8.4 Ensure efficiency of services

8.4.1 Review the efficiency and effectiveness of services and models of care and identify strategies for reengineering and disinvestment. Ensure evaluation mechanisms are included in the implementation of new models of care and services.

Executive 2013 & Ongoing

8.4.1

8.4.2 Identify, plan and implement increased use of hospital subacute beds/ classification and outpatient services to assist in the efficiency of acute bed utilisation.


8.4.2

The risk of not achieving this objective is: increased costs and potential service reduction.

8.5 Strengthen Governance

8.5.1 Identify key competency developmental requirements of the Executive for effective governance and implement a program to increase the knowledge, skills and expertise of Executive members including on call after hours responsibilities and skill requirements.


8.5.1

8.5.2 Further develop the management and decision making skills of the Executive, Senior Managers and Clinical Directors. Key strategies to support this will be identified within Facility Business plans.


8.5.2

8.5.3 Embed actions from the annual performance agreement, SWSLHD Strategic Priorities in Health Care Delivery to 2021 Healthcare Services Strategic Plan and Directions to Better Health for South Western Sydney – Corporate Plan 2012 – 2017 into operational plans.

Executive, OPPT 2014 8.5.3

8.5.4 Implement strategies to increase staff, volunteer and community representative awareness of statutory and related reporting requirements; including governance training for Community Representatives on level 1 hospital committees as required. This requirements will be communicated to staff via General information Circulars (GIC) which will be both electronic as well has hard copy around the Facilities.


8.5.4

The risk of not achieving this objective is: reduced decision making capability resulting in poor business decisions and governance.

8.6 Ensure work health safety


Page 56 of 81



8.6.1 Implement the LHD framework that incorporates the NSW Ministry of Health Policy Directive 2013_005 Work Health and Safety: Better Practice Procedures. The framework will be reviewed to identify gaps for Camden and Campbelltown Hospitals. The Facility Business plan with outline key strategies to improve compliance of framework with regular reporting to occur.

DOCS 2014 8.6.1

8.6.2 Support and implement the LHD Work Health and Safety management system that aligns with the NSW Work Health and Safety Act 2011. The Facility Business plan will monitor and report on outcomes achieved in regards to work health and safety.

DOCS 2014 8.6.2

8.6.3 Implement the LHD dashboard monitoring framework to benchmark success in implementing the Work Health and Safety management system. Regular auditing of this framework will occur as per the Facility business plan ensure compliance and accountability of staff.

DOCS 2014 8.6.3

The risk of not achieving this objective is: increased liability under the legislation and poorer outcomes for patients, visitors and staff.


Page 57 of 81

Implementation

This Plan identifies the key strategies that will be implemented in Campbelltown and Camden

Hospitals over the next five years. Against each key strategy the person(s) responsible for ensuring

that the operational aspects of the strategy are progressed and the completion status have been

identified.

The Camden and Campbelltown Hospitals Management Team will monitor, on a monthly basis,

progress against this Plan. It is expected that all services will contribute to achieving the objectives of

the Plan and will report progress to the Executive. The review process will include consideration of:

The performance reports prepared for the South Western Sydney Local Health District Annual Strategic Priorities and Performance Agreement with the NSW Ministry.

Local priorities from this Plan for inclusion in the Annual SWSLHD Strategic Priorities and Performance Agreement for the subsequent financial year.

New and emerging NSW Government priorities and whether they are adequately reflected within this Plan.

Reports on progress against strategies which may not be in the annual performance agreement. This may include strategies which have a longer timeframe or have been prioritised to respond to the operating environment.

Progress on strategies within this Plan will be used to inform the South Western Sydney Local Health

District Annual Report and reporting to the NSW Ministry of Health.


Page 58 of 81

Appendices

Appendix 1: SWSLHD Guiding Principles

The Principles which guide how services are managed and developed into the future are:

1. All residents have equity in access to health care services. People who are disadvantaged will be provided with assistance to access services where necessary.

2. Health services across the District will be of high quality.

3. Patients, communities, staff and service providers will be treated with courtesy, dignity and respect.

4. Health care will be patient and family centred and responsive to the needs of individuals,

families and communities.

5. Individuals and communities will be actively engaged in health care and programs. They will be provided with information and supported to make informed choices about their health. Autonomy in decision making will be respected.

6. Population health programs and strategies will be developed with communities and other

agencies to improve the health of local communities. Strategies will be multifaceted to increase effectiveness and sustainability.

7. Services will be provided as close to home as possible and integrated across hospitals,

community and primary health settings. Networks to centres of excellence and tertiary services will increase access to expertise when required and support timely care.

8. Teamwork will occur within all health services, and involves patients, community members and

service partners. New partnerships and opportunities to improve health and health care will be explored and developed.

9. The workforce is valued and will be consulted and included in the development and implementation of initiatives. Personal and professional development opportunities will be provided to enable staff to meet ongoing changes in the health system.

10. Services will be provided in a safe and healthy environment.

11. New models of care, health care practices and technology based on evidence will be used to

ensure that patients and communities receive the best and most appropriate service available. Innovation and research will be encouraged to ensure safe and appropriate interventions.

12. Services will be provided in an efficient and cost effective manner and will be evaluated and

remodelled as required.

13. Environmental sustainability will be fundamental to the design and delivery of clinical and non-clinical services and infrastructure.


Page 59 of 81

Appendix 2: Health Snapshots for Campbelltown, Camden and Wollondilly LGAs

Appendix 2.1: Campbelltown LGA

Campbelltown is one of seven local government areas (LGA) covered by the South Western Sydney Local

Health District (SWSLHD). It is a fringe, very large centre LGA under the Australian Classification Local

Governments covering an area of 312 square kilometres with density of 489 people per square kilometre.

Population Demographics

In 2011 there were 151,221 residents, projected to rise to 186,225 people by 2021 i.e. 18.8% growth

21.5% are ≤ 14 years and 5.72% ≥ 70 years of age. By 2021 the proportion of children and

older people will be 22.6% and 8.4% respectively. The fertility rate is 2.06 (NSW 1.91)

30.2 % speak a language other than English at (NSW 27.5%), the most common being Indo-

Aryan languages (e.g. Hindi and Bengali) 5.5%, Arabic (2.6%), South East Asian (e.g. Filipino)

2.5% and Samoan (2.1%)

4,729 residents (3.2%) identify as being Aboriginal or Torres Strait Islanders (NSW 2.5%)

224 refugees (humanitarian stream) settled here over 2008-2012

0%

20%

40%

60%

80%

100%

0-14 15-44 45-69 70-84 85+

% G

row

th

Years

Population Increase 2011 - 2021

Campbelltown SWSLHD NSW

0%

20%

40%

60%

80%

100%

Age Structure of LGA Populations 2011

0-14 15-44 45-69 70-84 85+


Page 60 of 81

It is the 58th most disadvantaged of 152 LGAs in NSW (SEIFA 2011) and the 3rd most

disadvantaged LGA in Metropolitan Sydney. The most disadvantaged suburbs are Claymore

and Airds

There are 6,749 (13.2%) social housing dwellings (NSW 5.0%). 645 people are homeless and

721 people live in crowded dwellings

43.0% have completed their education to year 10 or below (NSW 37.1% )

The unemployment rate is 7.4% (NSW 5.9%)

13.2% use only public transport (NSW 11.7%)

19.3% of private dwellings have no internet connection (NSW 20.1%)

61.3% (NSW 72.4%) of residents feel safe walking down their street after dark

63.2% (NSW 73.4%) of residents would feel sad to leave their neighbourhood

Health Behaviours of Adults

32.7% consume 2+ standard drinks a day (NSW 30.4%)

50.7% of residents consume the recommended daily amounts of fruit (NSW 56.6%) and 5.4%

consume the recommended daily amounts of vegetables (NSW 10%)

50% engage in adequate physical activity (NSW 55.2%)

35% are overweight (NSW 33.4%) and 26.7% are obese (NSW 19.6%)

25.3 % of adult residents smoke (NSW 17%). The Prevalence ratio for women who smoke

during pregnancy is 218 (NSW 100)

59% of women who had their first antenatal visit before 14 weeks gestation (NSW 79.3%)

The cervical screening rate for women aged 20-69 years is 59.4% (NSW 57.3%). The rate of

breast screening is 50.6% (NSW 76.3%)

Health Status

76.6% of adults rated their health as excellent, very good or good (NSW 80.2%). 15.9%

reported high or very high levels of psychological distress (NSW 11.1%)

Compared to NSW (100), Campbelltown has higher rates of death that are

- from all causes (106.8)

- potentially avoidable (118.6)

- from preventable causes (113.1)

- amenable to health care (121.3

- high body mass index attributable (105)

- smoking attributable (115.5)

The rate of deaths that are alcohol attributable is 98.3 (NSW 100)

Compared to NSW (100), Campbelltown has higher rates of hospitalisation that are


- potentially preventable (117.9)

- diabetes related (130.9)

- COPD related (129.8)

- from falls-related injury (117.9)

- high body mass index attributable (124.2)


- coronary heart disease related(118)

Alcohol attributable hospitalisations are 88 (NSW 100)

The prevalence of Diabetes is 6.8% (NSW 5.5%)

Hepatitis B notifications are 33.9/ 100,000 people (NSW 37.6/ 100,000). Hepatitis C

notifications are 78.1/ 100,000 people (NSW 57.2 / 100,000)


Page 61 of 81

Appendix 2.2: Camden LGA

Camden is one of seven local government areas (LGA) covered by the South Western Sydney Local Health

District (SWSLHD). It is a fringe, medium LGA under the Australian Classification of Local Governments

covering an area of 201 square kilometres with a population density of 282 people per square kilometre.


In 2011 there were 58,376 residents, projected to rise to 125,970 people by 2011 i.e. 53.7%

growth

23.8% are ≤ 14 years and 6.5% ≥ 70 years of age. By 2021 the proportion of children and

older people will be 23.7% and 8.6% respectively. The fertility rate is 2.03 (NSW 1.91)

13.7% speak a language other than English at home (NSW 27.5%), the most common being

Italian (1.5%), Spanish (0.9%) and Arabic (0.8%) and Cantonese (0.65%)

10 refugees (humanitarian stream) have settled here in 2008-2012

1,117 residents (2.0%) identify as Aboriginal people or Torres Strait Islanders (NSW 2.5%)

Camden is the least disadvantaged LGA within SWSLHD (133rd of 152 LGAs in NSW SEIFA 2011)

The most disadvantaged suburbs are Leppington and Austral

There are 420 (2.2%) social housing dwellings (NSW 5.0%)

0%

20%

40%

60%

80%

100%

120%

140%

160%

180%

0-14 15-44 45-69 70-84 85+

% G

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th

Years


Camden SWSLHD NSW

0%

20%

40%

60%

80%

100%


0-14 15-44 45-69 70-84 85+


Page 62 of 81

45.2% of residents have completed their education to year 10 or below (NSW 37.1%)

The unemployment rate is 4% (NSW 5.9%)

3.3% use public only transport (NSW 11.7%)

13.5% of private dwellings have no internet connection (NSW 20.1%)

79.7% (NSW 72.4%) of residents feel safe walking down their street after dark

81.0% (NSW 73.4%) would feel sad to leave their neighbourhood


36.5% consume 2+ standard alcoholic drinks a day (NSW 30.4%)

50.8% consume the recommended daily amounts of fruit (NSW 56.6%) and 7.7% consume the

recommended daily amounts of vegetables (NSW 10.0%)

50.9% engage in adequate physical activity (NSW 55.2%)

38.2% are overweight (NSW 33.4%) and 19.3% are obese (NSW 19.6%)

17.6% currently smoke (NSW 17.0%). The Prevalence ratio for women who smoke during

pregnancy is 123.1 (NSW 100)

68.0% of women have their first antenatal visit before 14 weeks gestation (NSW 79.3%)


breast screening is 68% (NSW rate 76.3%)

Health Status

77.8% of adults rated their health as excellent, very good or good (NSW 80.2%). Adults

indicated lower rates (9.5%) of high or very high psychological distress (NSW 11.1%)

Compared to NSW (100), Camden has lower rates of death that are



- amenable to health care (88.0)

- smoking attributable (97)

Compared to NSW (100), Camden has higher rates of death that are


- alcohol attributable (102.2)


Compared to NSW (100)i Camden has higher rates of hospitalisations that are

- that are potentially preventable (102.4)


- coronary heart disease related (106.3)

Compared to NSW (100) Camden has lower rates of hospitalisations that are


- COPD (78.1) related





The prevalence of Diabetes is 5.1 % (NSW 5.5%)

Hepatitis B notifications are 13.6/100,000 people (NSW 37.6/100,000). Hepatitis C

notifications are 22.9/100,000 people (NSW 57.2 / 100,000)


Page 63 of 81

Appendix 2.3: Wollondilly LGA

Wollondilly is one of seven local government areas (LGA) covered by the South Western Sydney Local

Health District (SWSLHD). It is a fringe, medium (LGA) under the Australian Classification of Local

Governments covering an area of 2,556 square kilometres with a population density of 17 people per

square kilometre.


In 2011 there were 44,403 residents, projected to rise to 53,501 by 2021 i.e. 17.0% growth

22.6% are ≤ 14 years and 6.6 % ≥ 70 years of age

By 2021 the proportion of children and older people will be 22.79% and 8.4% respectively.

The fertility rate is 2.08 ( NSW 1.91)

8.8% speak a language other than English at home (NSW 27.5%), the most common being

Italian (0.8%), Arabic (0.5%), Maltese (0.4%) and Greek (0.4%)

1,036 residents (2.4%) identify as Aboriginal people or Torres Strait Islanders (NSW 2.5%)

It is the 124th most disadvantaged of 152 LGAs in NSW (SEIFA 2011). The most disadvantaged

suburbs are Warragamba and Tahmoor

There are 191 (1.2%) social housing dwellings NSW (NSW 5.0%).

0%

10%

20%

30%

40%

50%

60%

70%

0-14 15-44 45-69 70-84 85+

% G

row

th

Years


Wollondilly SWSLHD NSW

0%

20%

40%

60%

80%

100%


0-14 15-44 45-69 70-84 85+


Page 64 of 81

51.1% have only completed their education to year 10 or below (NSW 37.1%)

The unemployment rate is 4.2% (NSW 5.9%)

2.1% use only public transport (NSW 11.7%)

16.5% of private dwellings have no internet (NSW 20.1%)

74% (NSW 72.4%) of residents feel safe walking down their street after dark

72.7% (NSW 73.4%) of residents would feel sad to leave their neighbourhood


33.0% of adults consume 2+ standard drinks a day (NSW 30.4%)

49.7% of residents consume the recommended daily amounts of fruit (NSW 56.6%) and

10.6% consume the recommended daily amounts of vegetables (NSW 10.0%)

52.9% engage in adequate physical activity (NSW 55.2%)

40.9% are overweight (NSW 33.4%) and 26.0% are obese (NSW 19.6%)

17.3 % of adults currently smoke (NSW 17.0%). The Prevalence Ratio for women who smoke

during pregnancy is 155.6 (NSW 100)

72.0% of women have their first antenatal visit before 14 weeks gestation (NSW 79.3%)


breast screening is 84.3% (NSW 76.3%)

Health Status

81.3 % of adult residents self-rated their health as being excellent, very good or good (NSW

80.2%)

Adults indicated lower rates (8.3%) of high or very high levels of psychological distress (NSW

11.1%)

Compared to NSW (100), Wollondilly has lower rates of death that are




- amenable to health care (85.2)

Compared to NSW(100), Wollondilly has higher rates of death that are



- high body mass index attributable (113)

Compared to NSW (100), Wollondilly has higher rates of hospitalisations that are

- coronary heart disease attributable (106.6)

- COPD related (104.4)


Compared to NSW (100), Wollondilly has lower rates of hospitalisations that are


- preventable (95.4)





The prevalence of Diabetes is 5.2% (NSW 5.5%)

Hepatitis B notifications are 8.9/ 100,000 people (NSW 37.6/ 100,000). Hepatitis C

notifications are 25.5/ 100,000 people (NSW 57.2 / 100,000)


Page 65 of 81

Appendix 3: Morbidity and Mortality Data for the Macarthur Region

Source: Data derived from Centre for Epidemiology and Evidence. Health Statistics New South Wales. Sydney: NSW

Ministry of Health. Available at: www.healthstats.nsw.gov.au. Accessed (10/10/2013).

Indicator Camden Campbelltown Wollondilly SWSLHD

Deaths from all causes 2005-2007, Standardised Mortality Ratio

(SMR)101.8 106.8 88.3 100.8

Life expectancy at birth and by gender 2002-2006Males: 80.1

Females: 84.3

Males: 79.4

Females: 82.9

Males: 80.6

Females: 85.1

Males: 78.7

Females: 83.5

Hospitalisations 2009-10 to 2010-11, smoothed number of

separations per year (smoothed estimate of Standardised

Separation Ratio - seSSR)

18,270 (92.9) 50,156 (103.8) 13,943 (96.5) 284,213

Potentially preventable hospitalisations 2009-10 2010-11

smoothed number of hospitalisations per year (seSSR)1,318 (95.1) 3,850 (115.8) 1,006 (100.4) 20,431 (n.a.)

Alcohol attributable hospitalisations, 2009-10 to 2010-11,

smoothed number of hospitalisations per year, (seSSR)262 (69.7) 797 (84.9) 229 (82.7) 4,792 (n.a.)

Smoking attributable hospitalisations, 2009-10 to 2010-11,

smoothed number of hospitalisations per year (seSSR)278 (93.3) 84 (114.7) 230 (99.8) 4,692 (n.a)

High body mass index attributable hospitalisations, smoothed

number of separations per year 2009-10 to 2010-11 (seSSR)263 (102.1) 806 (121.7) 216 (103.8) 4,218 (n.a)

Coronary heart disease hospitalisations 2009-10 to 2010-11

smoothed number of hospitalisations per year (seSSR)327 (106.3) 908 (112.6) 263 (106.6) 4,806 (n.a)

COPD Hospitalisations, persons aged over 65, 2008-09 to 2009-10,

smoothed number of separations per year (seSSR)74 (101.5) 252 (145.2) 58 (97.8) 1,533 (n.a.)

Diabetes hospitalisations, 2009-10 to 2010-11, smoothed number

of separations per year (seSSR)121 (91.3) 424 (130.9) 89 (89.4) 2,293 (n.a.)

Fall-related injury overnight hospitalisations, persons aged 65

years and over, 2008-2009 to 2009-2010 combined, smoothed

number of hospitalisations per year (seSSR)

163 (108.7) 369 (110.7) 100 (90.2) 2,659 (n.a.)

Potentially avoidable deaths, persons aged under 75 years, 2006

to 2007 combined, smoothed number of deaths per

year,smoothed Standarised Mortality Ratio (sSMR)

53 (84.4) 212 (116.6) 52 (92.6) 1,115 (n.a)

Deaths from preventable causes, persons aged under 75 years,

2006 to 2007 combined (sSMR)30 (81.8) 122 (113.1) 33 (98.4) 668 (n.a.)

Potentially avoidable deaths from causes amenable to health

care, persons aged under 75 years, 2006 to 2007 combined,

smoothed number of deaths per year (sSMR)

24 (94.4) 85 (114.9) 21 ( 93.3) 449 (n.a.)

High body mass index attributable deaths by LGA 2006 2007,

(sSMR)18 (112.6) 46 (105.0) 15 (113.0) 261 (n.a)

Alcohol attributable deaths, smoothed estimate of standardised

mortality ratios per year, 2006 - 2007 (sSMR)8 (102.2) 20 (98.3) 6 (100.5) 123 (n.a.)

Smoking attributable deaths, smoothed estimate of standardised

mortality ratios per year, 2006 - 2007 (sSMR)25 (97) 77 (115.5) 24 (106.4) 504 (n.a.)

Number of people with diabetes - NDSS Registrations (% of 2011

population) 2,630 (4.6%) 9,981 (6.8%) 2,062 (4.8%) 53,438 (6.1%)

All cancers, count and age standardised incidence rates per

100,000 2004 - 2008 966 (447.4) 2,646 (452.1) 862 (478.6) 16,609 (450.1)

All cancers, count and age standardised mortality rates per

100,000 2004 - 2008 292 (154.5) 957 (185.0) 288 (177.1) 6,347 (178.7)


Page 66 of 81

Appendix 4: Role Delineation Levels for Campbelltown and Camden Hospitals

Delineation Level Delineation Level

Service C’Town Camden Service C’Town Camden

Pathology 5 2 Orthopaedics 4 NPS

Pharmacy 5 3 Plastic Surgery NPS NPS

Diagnostic Imaging 4 3 Urology 4 NPS

Nuclear Medicine 3 3 Vascular Surgery NPS NPS

Anaesthetics 5 1 Maternity 4 NPS

Intensive Care 5 NPS Neonatology 3 NPS

Operating Suite 4 NPS Paediatric Medicine 4 1

Coronary Care 5 1 Paediatric Surgery 3 1

Emergency 4 2 Family & Child Health 4 3

General Medicine 4 1 Adolescents 4 NPS

Cardiology 4 1

Adult Mental health (Inpatient) 5 NPS

Dermatology 4 1

Adult Mental Health (Community) 4 NPS

Endocrinology 4 1

Child Adolescent Mental Health (Inpatient) 5 NPS

Gastroenterology 5 1

Child Adolescent Mental Health (Community) 3 NPS

Haematology 3 1

Older Adult Mental Health (Inpatients) NPS NPS

HIV/AIDS 2 1

Older Adult Mental Health (Community) 2 3

Immunology 5 1 Child Protection Services 4 1

Infectious Diseases 4 1 Drug & Alcohol Services 6 3

Oncology - Medical 5 1 Geriatrics 4 4

Neurology 4 1 Health Promotion 6 6

Oncology - Radiation 5 NPS Palliative Care 3 5

Renal Medicine 4 1 Rehabilitation 3 4

Respiratory 4 1 Sexual Assault Services 3 1

Rheumatology 4 1 Aboriginal Health 5 5

General Surgery 4 1 Community Health - General 5 5

Burns 3 1 Community Nursing 5 5

Cardiothoracic Surgery NPS NPS

Genetics 4 NPS

Day Surgery 4 NPS Multicultural Health 3 3

Ear, Nose & Throat 4 NPS Oral Health 2 2

Gynaecology 4 NPS Sexual Health Services 3 1

Neurosurgery 4 NPS Women's Health 4 4

Ophthalmology 1 NPS

Note “NPS” refers to where there is no planned service or a limited service. In addition, some services listed above are provided by other facilities including SWSLHD Community Health Services, Drug Health Services and Mental Health Services.


Page 67 of 81

Appendix 5: Flow of Local Catchment Populations

Appendix 5.1: Flow of Local Catchment Population to Hospitals for Inpatient Care – Campbelltown LGA residents 2011-12

Cardiology 1,112 68% 361 22% 8 0% 4 0% 15 1% 8 0% 3 0% 13 1% 120 7% 1,631

Interventional Cardiology 189 28% 400 60% 0% 5 1% 1 0% 6 1% 0% 0% 68 10% 669

Dermatology 129 70% 28 15% 5 3% 0% 0% 6 3% 5 3% 0% 11 6% 184

Endocrinology 119 60% 47 24% 1 1% 2 1% 2 1% 11 6% 3 2% 5 3% 13 7% 198

Gastroenterology 1,528 71% 268 12% 131 6% 11 1% 20 1% 30 1% 22 1% 46 2% 138 6% 2,148

Diagnostic GI Endoscopy 986 84% 72 6% 1 0% 4 0% 26 2% 17 1% 13 1% 16 1% 52 4% 1,171

Haematology 71 28% 78 31% 33 13% 2 1% 0% 13 5% 22 9% 0% 33 13% 252

Immunology & Infections 287 62% 39 8% 80 17% 0% 1 0% 7 2% 13 3% 3 1% 37 8% 464

Oncology 150 54% 52 19% 14 5% 1 0% 0% 12 4% 24 9% 4 1% 27 10% 280

Neurology 674 59% 191 17% 99 9% 17 1% 5 0% 17 1% 48 4% 7 1% 84 7% 1,135

Renal Medicine 188 55% 72 21% 2 1% 3 1% 1 0% 5 1% 9 3% 4 1% 61 18% 341

Respiratory Medicine 1,855 78% 308 13% 4 0% 24 1% 6 0% 43 2% 39 2% 22 1% 108 5% 2,387

Rheumatology 84 43% 19 10% 29 15% 0% 2 1% 6 3% 13 7% 19 10% 43 22% 196

Pain Management 63 50% 33 26% 1 1% 0% 1 1% 6 5% 5 4% 2 2% 16 13% 125

Non Subspecia l ty Med 1,471 73% 262 13% 21 1% 7 0% 11 1% 37 2% 31 2% 19 1% 181 9% 2,021

Breast Surgery 69 42% 57 35% 0% 3 2% 3 2% 0% 1 1% 5 3% 30 18% 163

Cardiothoracic Surg 6 4% 130 84% 0% 0% 0% 5 3% 0% 0% 14 9% 155

Colorecta l Surgery 419 81% 52 10% 0% 2 0% 7 1% 3 1% 4 1% 19 4% 33 6% 520

Upper GIT Surgery 437 70% 102 16% 1 0% 17 3% 7 1% 3 0% 1 0% 19 3% 52 8% 620

Neurosurgery 134 30% 229 51% 2 0% 7 2% 0% 13 3% 13 3% 5 1% 52 12% 450

Dentis try 48 33% 31 21% 0% 6 4% 0% 6 4% 8 5% 0% 47 32% 146

ENT & Head and Neck 652 62% 224 21% 1 0% 10 1% 1 0% 38 4% 29 3% 7 1% 93 9% 1,048

Orthopaedics 872 42% 569 28% 10 0% 17 1% 214 10% 59 3% 37 2% 34 2% 291 14% 2,069

Ophthalmology 373 57% 89 14% 0% 14 2% 0% 12 2% 3 0% 6 1% 161 25% 652

Plastic and Recon Surg 204 43% 160 33% 1 0% 23 5% 4 1% 21 4% 6 1% 6 1% 60 13% 479

Urology 684 66% 188 18% 0% 13 1% 2 0% 17 2% 21 2% 11 1% 108 10% 1,033

Vascular Surgery 61 17% 188 51% 2 1% 7 2% 11 3% 9 2% 4 1% 39 11% 85 23% 367

Non Subspecia l ty Surg 1,219 59% 495 24% 3 0% 15 1% 14 1% 40 2% 54 3% 34 2% 229 11% 2,069

Transplantation 0% 0% 0% 0% 0% 2 15% 0% 0% 11 85% 13

Extens ive Burns 1 7% 1 7% 0% 6 43% 0% 4 29% 0% 0% 2 14% 14

Tracheostomy 17 28% 27 44% 0% 0% 0% 4 7% 3 5% 2 3% 10 16% 61

Gynaecology 749 71% 168 16% 0% 1 0% 32 3% 0% 0% 9 1% 110 10% 1,060

Obstetrics 2,256 79% 471 16% 2 0% 0% 15 1% 0% 0% 16 1% 116 4% 2,860

Qual i fied Neonate 531 91% 40 7% 0% 0% 1 0% 1 0% 2 0% 0% 10 2% 585

Perinatology 0% 60 60% 0% 0% 0% 12 12% 11 11% 0% 17 17% 100

Drug and Alcohol 198 50% 32 8% 0% 9 2% 101 26% 1 0% 2 1% 8 2% 51 13% 394

Psychiatry - Acute 1,035 68% 56 4% 0% 299 20% 0% 1 0% 5 0% 10 1% 134 9% 1,530

Psychiatry - Non Acute 1 10% 0% 0% 0% 0% 0% 0% 0% 9 90% 10

Rehabi l i tation 8 2% 77 20% 245 63% 4 1% 17 4% 0% 0% 4 1% 41 10% 392

Psychogeriatric Care 0% 1 10% 1 10% 0% 0% 0% 0% 0% 8 80% 10

Pal l iative Care 15 9% 9 6% 125 77% 0% 0% 0% 0% 0% 13 8% 162

Maintenance 28 22% 17 13% 69 53% 0% 0% 0% 0% 4 3% 16 12% 130

Unal located 35 61% 7 12% 3 5% 1 2% 0% 1 2% 1 2% 1 2% 9 16% 57

Total 18,958 62% 5,710 19% 894 3% 534 2% 520 2% 476 2% 455 1% 399 1% 2,803 9% 30,351

% of

Total

Total Pub

Hosp

% of

Total

Sydney

Childrens

% of

Total

Bankstown

Lidcombe

% of

Total

Other

Hospital

Childrens

WestmeadService Related Group

Campbell

town

% of

Total Liverpool

% of

Total Camden

% of

Total Concord

% of

Total Fairfield

% of

Total


Page 68 of 81

Appendix 5.2: Flow of Local Catchment Population to Hospitals for Inpatient Care – Camden LGA residents 2011-12

Cardiology 393 66% 75 13% 62 10% 6 1% 1 0% 0% 7 1% 1 0% 50 8% 594

Interventional Cardiology 57 28% 126 61% 0% 5 2% 0% 0% 5 2% 4 2% 14 7% 207

Dermatology 35 80% 3 7% 1 2% 3 7% 0% 0% 1 2% 0% 1 2% 44

Endocrinology 40 73% 9 16% 2 4% 1 2% 2 4% 0% 1 2% 0% 0 0% 55

Gastroenterology 594 69% 88 10% 89 10% 7 1% 8 1% 5 1% 6 1% 11 1% 58 7% 855

Diagnostic GI Endoscopy 348 86% 21 5% 0% 6 1% 9 2% 0% 2 0% 2 0% 21 5% 407

Haematology 25 27% 25 27% 8 9% 4 4% 20 22% 0% 1 1% 0% 9 10% 92

Immunology & Infections 113 59% 4 2% 50 26% 1 1% 8 4% 0% 11 6% 1 1% 6 3% 193

Oncology 45 48% 10 11% 9 10% 16 17% 1 1% 0% 4 4% 4 4% 8 9% 93

Neurology 221 50% 50 11% 102 23% 7 2% 14 3% 0% 9 2% 2 0% 36 8% 439

Renal Medicine 76 78% 13 13% 1 1% 2 2% 1 1% 0% 0% 2 2% 5 5% 98

Respiratory Medicine 544 77% 54 8% 40 6% 7 1% 12 2% 0% 4 1% 5 1% 42 6% 703

Rheumatology 25 53% 4 9% 8 17% 2 4% 1 2% 0% 4 9% 0% 3 6% 47

Pain Management 26 46% 12 21% 9 16% 3 5% 0% 0% 0% 1 2% 6 11% 56

Non Subspecia l ty Med 452 58% 48 6% 129 17% 12 2% 8 1% 65 8% 4 1% 9 1% 57 7% 775

Breast Surgery 24 55% 10 23% 0% 0% 1 2% 0% 0% 4 9% 9 20% 44

Cardiothoracic Surg 0% 41 85% 0% 1 2% 0% 0% 2 4% 1 2% 4 8% 48

Colorecta l Surgery 118 79% 11 7% 0% 0% 1 1% 0% 0% 3 2% 19 13% 149

Upper GIT Surgery 140 74% 18 10% 4 2% 3 2% 3 2% 0% 4 2% 3 2% 17 9% 189

Neurosurgery 56 33% 75 44% 5 3% 4 2% 8 5% 0% 3 2% 5 3% 18 11% 169

Dentis try 3 11% 8 29% 0% 3 11% 1 4% 0% 6 21% 0% 7 25% 28

ENT & Head and Neck 186 59% 52 17% 5 2% 19 6% 7 2% 0% 5 2% 7 2% 39 12% 313

Orthopaedics 329 44% 179 24% 15 2% 28 4% 16 2% 0% 7 1% 9 1% 180 24% 754

Ophthalmology 167 72% 13 6% 2 1% 5 2% 2 1% 0% 2 1% 0% 40 17% 231

Plastic and Recon Surg 78 51% 35 23% 1 1% 4 3% 5 3% 0% 1 1% 3 2% 30 19% 154

Urology 207 71% 41 14% 2 1% 2 1% 8 3% 0% 0% 9 3% 32 11% 292

Vascular Surgery 10 11% 57 64% 4 4% 4 4% 0% 0% 1 1% 2 2% 13 15% 89

Non Subspecia l ty Surg 470 60% 151 19% 35 4% 14 2% 24 3% 0% 8 1% 10 1% 83 11% 785

Transplantation 0% 0% 0% 0% 0% 0% 0% 3 75% 3 81% 4

Extens ive Burns 0% 0% 0% 0% 0% 0% 0% 0% 2 100% 2

Tracheostomy 2 13% 7 44% 0% 0% 0% 0% 3 19% 2 13% 4 24% 16

Gynaecology 250 73% 33 10% 1 0% 0% 3 1% 0% 7 2% 8 2% 49 14% 343

Obstetrics 695 82% 85 10% 8 1% 0% 0% 2 0% 7 1% 9 1% 50 6% 847

Qual i fied Neonate 164 90% 11 6% 1 1% 1 1% 1 1% 1 1% 0% 0% 3 2% 182

Perinatology 0% 13 42% 0% 4 13% 4 13% 0% 4 13% 2 6% 6 19% 31

Drug and Alcohol 39 56% 3 4% 5 7% 0% 0% 0% 1 1% 1 1% 22 31% 70

Psychiatry - Acute 163 62% 12 5% 0% 3 1% 3 1% 67 25% 2 1% 0% 15 6% 265

Psychiatry - Non Acute 0% 0% 0% 0% 0% 0% 0% 0% 1 100% 1

Rehabi l i tation 6 4% 23 15% 105 68% 0% 0% 0% 1 1% 0% 19 12% 154

Psychogeriatric Care 0% 0% 0% 0% 0% 0% 0% 0% 15 100% 15

Pal l iative Care 7 12% 2 3% 50 83% 0% 0% 0% 1 2% 0% 0 0% 60

Maintenance 8 15% 7 13% 36 68% 0% 0% 0% 0% 0% 2 4% 53

Unal located 6 67% 0% 2 22% 0% 0% 0% 0% 0% 1 11% 9

Total 6,122 61% 1,429 14% 791 8% 177 2% 172 2% 140 1% 124 1% 123 1% 999 10% 9,955

% of

Total

Total Pub

Hosp

% of

Total Westmead

% of

Total RPA

% of

Total

Other

HospitalKaritaneService Related Group

Campbell

town

% of

Total Liverpool

% of

Total Camden

% of

Total

Childrens

Westmead

% of

Total

Sydney

Childrens

% of

Total


Page 69 of 81

Appendix 5.3: Flow of Local Catchment Population to Hospitals for Inpatient Care – Wollondilly LGA residents 2011-12

Cardiology 210 49% 59 14% 33 8% 66 15% 25 6% 2 0% 4 1% 0% 28 7% 427

Interventional Cardiology 26 21% 3 2% 63 50% 13 10% 0% 1 1% 5 4% 0% 14 11% 125

Dermatology 18 49% 5 14% 1 3% 2 5% 3 8% 0% 7 19% 0% 1 3% 37

Endocrinology 16 47% 3 9% 4 12% 1 3% 0% 1 3% 0% 2 6% 9 26% 34

Gastroenterology 258 44% 132 22% 31 5% 47 8% 58 10% 1 0% 6 1% 9 2% 54 9% 587

Diagnostic GI Endoscopy 159 52% 108 35% 5 2% 7 2% 0% 3 1% 2 1% 4 1% 22 7% 306

Haematology 15 16% 4 4% 9 10% 4 4% 13 14% 23 25% 4 4% 15 16% 20 22% 92

Immunology & Infections 46 61% 9 12% 2 3% 6 8% 9 12% 0% 0% 0% 3 4% 75

Oncology 51 63% 2 2% 6 7% 1 1% 3 4% 0% 1 1% 3 4% 17 21% 81

Neurology 122 38% 40 12% 23 7% 32 10% 50 16% 4 1% 3 1% 8 2% 47 15% 321

Renal Medicine 35 22% 7 4% 10 6% 2 1% 1 1% 92 58% 1 1% 2 1% 10 6% 158

Respiratory Medicine 246 51% 100 21% 22 5% 55 11% 12 2% 7 1% 2 0% 8 2% 39 8% 483

Rheumatology 5 18% 5 18% 1 4% 1 4% 1 4% 2 7% 0% 0% 13 46% 28

Pain Management 13 33% 4 10% 4 10% 6 15% 2 5% 1 3% 0% 0% 10 25% 40

Non Subspecia l ty Med 211 46% 71 16% 21 5% 30 7% 43 9% 13 3% 5 1% 6 1% 63 14% 457

Breast Surgery 10 33% 10 33% 4 13% 0% 1 3% 0% 0% 0% 5 17% 30

Cardiothoracic Surg 1 3% 0% 26 68% 0% 0% 3 8% 3 8% 1 3% 5 13% 38

Colorecta l Surgery 73 46% 57 36% 5 3% 5 3% 0% 0% 2 1% 2 1% 15 10% 157

Upper GIT Surgery 59 39% 37 24% 4 3% 13 9% 1 1% 2 1% 2 1% 2 1% 34 22% 152

Neurosurgery 35 26% 8 6% 53 39% 10 7% 5 4% 2 1% 2 1% 4 3% 21 15% 136

Dentis try 7 33% 0% 3 14% 2 10% 0% 1 5% 6 29% 0% 2 10% 21

ENT & Head and Neck 97 42% 20 9% 47 20% 15 6% 1 0% 5 2% 4 2% 9 4% 42 18% 231

Orthopaedics 195 33% 97 16% 122 20% 48 8% 4 1% 20 3% 7 1% 9 2% 106 18% 599

Ophthalmology 111 50% 45 20% 15 7% 0% 2 1% 3 1% 1 0% 1 0% 43 20% 220

Plastic and Recon Surg 33 24% 24 17% 16 12% 9 7% 0% 7 5% 9 7% 3 2% 40 29% 138

Urology 139 52% 28 10% 17 6% 24 9% 3 1% 9 3% 4 1% 10 4% 45 17% 269

Vascular Surgery 2 3% 6 8% 39 55% 4 6% 0% 3 4% 4 6% 0% 13 18% 71

Non Subspecia l ty Surg 213 35% 113 18% 104 17% 67 11% 20 3% 15 2% 9 1% 15 2% 76 12% 617

Transplantation 0% 0% 0% 0% 0% 0% 0% 0% 5 100% 5

Extens ive Burns 2 33% 0% 1 17% 2 33% 0% 0% 0% 0% 1 17% 6

Tracheostomy 1 13% 0% 1 13% 3 38% 0% 0% 0% 0% 3 38% 8

Gynaecology 129 52% 41 17% 22 9% 19 8% 0% 0% 2 1% 0% 33 13% 246

Obstetrics 311 54% 145 25% 28 5% 75 13% 1 0% 0% 1 0% 0% 12 2% 573

Qual i fied Neonate 73 71% 15 15% 4 4% 9 9% 0% 0% 0% 1 1% 2 2% 103

Perinatology 0% 0% 3 30% 4 40% 0% 0% 1 10% 1 10% 2 19% 10

Drug and Alcohol 22 31% 8 11% 4 6% 10 14% 1 1% 0% 7 10% 0% 18 26% 70

Psychiatry - Acute 124 48% 6 2% 2 1% 12 5% 0% 0% 69 26% 0% 48 18% 261

Psychiatry - Non Acute 0% 0% 0% 0% 0% 0% 0% 0% 3 100% 3

Rehabi l i tation 3 2% 4 3% 23 16% 14 10% 66 47% 0% 0% 0% 30 21% 140

Psychogeriatric Care 0% 0% 0% 0% 0% 0% 0% 0% 3 100% 3

Pal l iative Care 3 6% 0% 4 8% 4 8% 39 74% 0% 1 2% 0% 2 4% 53

Maintenance 5 14% 3 8% 2 6% 1 3% 18 50% 0% 0% 0% 7 19% 36

Unal located 1 25% 0% 0% 0% 0% 0% 1 25% 0% 2 50% 4

Total 3,080 41% 1,219 16% 784 11% 623 8% 382 5% 220 3% 175 2% 115 2% 967 13% 7,451

% of

Total

Total Pub

Hosp

% of

Total Westmead

% of

Total

Sydney

Childrens

% of

Total

Other

Hospital

Childrens

WestmeadService Related Group

Campbell

town

% of

Total Bowral

% of

Total Liverpool

% of

Total Nepean

% of

Total Camden

% of

Total


Page 70 of 81

Appendix 6: LGA of Residence of Inpatients of Campbelltown and Camden Hospitals

Appendix 6.1: Inpatients of Campbelltown Hospital 2011-12

Cardiology 1,112 61% 393 21% 210 11% 32 2% 10 1% 5 0% 19 1% 53 3% 1,834

Interventional Cardiology 189 65% 57 20% 26 9% 8 3% 1 0% 2 1% 2 1% 7 2% 292

Dermatology 129 66% 35 18% 18 9% 8 4% 1 1% 0% 1 1% 2 1% 194

Endocrinology 119 57% 40 19% 16 8% 21 10% 2 1% 3 1% 0% 9 4% 210

Gastroenterology 1,528 59% 594 23% 258 10% 68 3% 63 2% 14 1% 4 0% 72 3% 2,601

Diagnostic GI Endoscopy 986 57% 348 20% 159 9% 100 6% 69 4% 19 1% 1 0% 56 3% 1,738

Haematology 71 61% 25 22% 15 13% 1 1% 1 1% 1 1% 0% 2 2% 116

Immunology & Infections 287 61% 113 24% 46 10% 8 2% 5 1% 0% 1 0% 8 2% 468

Oncology 150 56% 45 17% 51 19% 9 3% 0% 6 2% 0% 8 3% 269

Neurology 674 61% 221 20% 122 11% 14 1% 1 0% 14 1% 9 1% 47 4% 1,102

Renal Medicine 188 54% 76 22% 35 10% 11 3% 8 2% 12 3% 4 1% 11 3% 345

Respiratory Medicine 1,855 67% 544 20% 246 9% 39 1% 15 1% 8 0% 14 1% 64 2% 2,785

Rheumatology 84 71% 25 21% 5 4% 1 1% 2 2% 0% 0% 2 2% 119

Pain Management 63 56% 26 23% 13 12% 5 4% 0% 1 1% 0% 4 4% 112

Non Subspecia l ty Med 1,471 61% 452 19% 211 9% 57 2% 30 1% 17 1% 8 0% 147 6% 2,393

Breast Surgery 69 60% 24 21% 10 9% 9 8% 2 2% 1 1% 0% 0 0% 115

Cardiothoracic Surg 6 75% 0% 1 13% 1 13% 0% 0% 0% 0 0% 8

Colorecta l Surgery 419 58% 118 16% 73 10% 55 8% 31 4% 10 1% 0% 17 2% 723

Upper GIT Surgery 437 60% 140 19% 59 8% 50 7% 15 2% 3 0% 2 0% 17 2% 723

Neurosurgery 134 56% 56 23% 35 15% 9 4% 3 1% 0% 0% 3 1% 240

Dentis try 48 37% 3 2% 7 5% 16 12% 10 8% 6 5% 0% 41 31% 131

ENT & Head and Neck 652 60% 186 17% 97 9% 75 7% 27 2% 26 2% 4 0% 25 2% 1,092

Orthopaedics 872 53% 329 20% 195 12% 77 5% 36 2% 19 1% 4 0% 102 6% 1,634

Ophthalmology 373 51% 167 23% 111 15% 33 4% 12 2% 8 1% 0% 30 4% 734

Plastic and Recon Surg 204 50% 78 19% 33 8% 48 12% 21 5% 3 1% 1 0% 17 4% 405

Urology 684 49% 207 15% 139 10% 135 10% 57 4% 104 7% 0% 77 5% 1,403

Vascular Surgery 61 77% 10 13% 2 3% 2 3% 0% 1 1% 1 1% 2 3% 79

Non Subspecia l ty Surg 1,219 56% 470 22% 213 10% 103 5% 45 2% 25 1% 1 0% 100 5% 2,176

Extens ive Burns 1 33% 0% 2 67% 0% 0% 0% 0% 0 0% 3

Tracheostomy 17 68% 2 8% 1 4% 0% 2 8% 1 4% 1 4% 1 4% 25

Gynaecology 749 59% 250 20% 129 10% 53 4% 24 2% 6 0% 6 0% 45 4% 1,262

Obstetrics 2,256 65% 695 20% 311 9% 77 2% 15 0% 54 2% 25 1% 55 2% 3,488

Qual i fied Neonate 531 63% 164 20% 73 9% 18 2% 3 0% 29 3% 7 1% 15 2% 840

Drug and Alcohol 198 64% 39 13% 22 7% 7 2% 6 2% 9 3% 0% 29 9% 310

Psychiatry - Acute 1,035 60% 163 9% 124 7% 79 5% 43 2% 112 6% 5 0% 167 10% 1,728

Rehabi l i tation 1 50% 0% 0% 1 50% 0% 0% 0% 0 0% 2

Psychogeriatric Care 8 44% 6 33% 3 17% 1 6% 0% 0% 0% 0 0% 18

Pal l iative Care 15 58% 7 27% 3 12% 1 4% 0% 0% 0% 0 0% 26

Maintenance 28 65% 8 19% 5 12% 0% 0% 0% 0% 2 5% 43

Unal located 35 73% 6 13% 1 2% 4 8% 2 4% 0% 0% 0 0% 48

Total 18,958 60% 6,122 19% 3,080 10% 1236 4% 562 2% 519 2% 120 0% 1,237 4% 31,834

WollondillyService Related Group

Campbell

town

% of

Total Camden

% of

Total

Total

Hospital

% of

Total Liverpool

% of

Total Fairfield

% of

Total

Winge

carribee

% of

Total Overseas

% of

Total Other LGAs

% of

Total


Page 71 of 81

Appendix6.2: Inpatient of Camden Hospital 2011-12

Cardiology 8 8% 62 60% 25 24% 1 1% 3 3% 0% 0% 4 4% 103

Dermatology 5 45% 1 9% 3 27% 0% 1 9% 0% 0% 1 9% 11

Endocrinology 1 20% 2 40% 0% 0% 1 20% 0% 0% 1 20% 5

Gastroenterology 131 45% 89 31% 58 20% 1 0% 8 3% 0% 0% 4 1% 291

Diagnostic GI Endoscopy 1 100% 0% 0% 0% 0% 0% 0% 0 0% 1

Haematology 33 61% 8 15% 13 24% 0% 0% 0% 0% 0 0% 54

Immunology & Infections 80 52% 50 32% 9 6% 1 1% 0% 12 8% 0% 2 1% 154

Oncology 14 52% 9 33% 3 11% 1 4% 0% 0% 0% 0 0% 27

Neurology 99 38% 102 39% 50 19% 1 0% 2 1% 0% 9 3% 1 0% 264

Renal Medicine 2 40% 1 20% 1 20% 0% 0% 0% 0% 1 20% 5

Respiratory Medicine 4 7% 40 70% 12 21% 0% 0% 0% 0% 1 2% 57

Rheumatology 29 74% 8 21% 1 3% 1 3% 0% 0% 0% 0 0% 39

Pain Management 1 8% 9 75% 2 17% 0% 0% 0% 0% 0 0% 12

Non Subspecia l ty Med 21 11% 129 65% 43 22% 2 1% 4 2% 0% 0% 1 1% 200

Breast Surgery 0% 0% 1 100% 0% 0% 0% 0% 0 0% 1

Upper GIT Surgery 1 17% 4 67% 1 17% 0% 0% 0% 0% 0 0% 6

Neurosurgery 2 17% 5 42% 5 42% 0% 0% 0% 0% 0 0% 12

ENT & Head and Neck 1 14% 5 71% 1 14% 0% 0% 0% 0% 0 0% 7

Orthopaedics 10 31% 15 47% 4 13% 0% 1 3% 0% 0% 2 6% 32

Ophthalmology 0% 2 13% 2 13% 0% 0% 5 31% 0% 7 44% 16

Plastic and Recon Surg 1 50% 1 50% 0% 0% 0% 0% 0% 0 0% 2

Urology 0% 2 40% 3 60% 0% 0% 0% 0% 0 0% 5

Vascular Surgery 2 33% 4 67% 0% 0% 0% 0% 0% 0 0% 6

Non Subspecia l ty Surg 3 5% 35 56% 20 32% 0% 0% 0% 0% 4 6% 62

Extens ive Burns 0% 0% 0% 0% 1 100% 0% 0% 0 0% 1

Gynaecology 0% 1 100% 0% 0% 0% 0% 0% 0 0% 1

Obstetrics 2 18% 8 73% 1 9% 0% 0% 0% 0% 0 0% 11

Qual i fied Neonate 0% 1 100% 0% 0% 0% 0% 0% 0 0% 1

Drug and Alcohol 0% 5 83% 1 17% 0% 0% 0% 0% 0 0% 6

Rehabi l i tation 245 54% 105 23% 66 14% 19 4% 9 2% 0% 0% 12 3% 456

Psychogeriatric Care 1 100% 0% 0% 0% 0% 0% 0% 0 0% 1

Pal l iative Care 125 55% 50 22% 39 17% 9 4% 2 1% 0% 0% 4 2% 229

Maintenance 69 50% 36 26% 18 13% 4 3% 3 2% 0% 0% 9 6% 139

Unal located 3 50% 2 33% 0% 1 17% 0% 0% 0% 0 0% 6

Total 894 40% 791 36% 382 17% 41 2% 35 2% 17 1% 9 0% 54 2% 2,223

WollondillyService Related Group

Campbell

town

% of

Total Camden

% of

Total

Total

Hospital

% of

Total

Winge

carribee

% of

Total Liverpool

% of

Total

Baulkham

Hills

% of

Total Blacktown

% of

Total Other LGAs

% of

Total


Page 72 of 81

Appendix 7: Core Activity Indicators from the Performance Management Framework

Appendix 7.1: Campbelltown Hospital Performance

Indicators 2010/11 2011/12 2012/13

Emergency Department

ED Admissions 15,489 16,981 17,752

ED Admissions to Ward 14,312 15,220 15,424

ED Attendance Triage 1 - Immediately life threatening 235 253 260

ED Attendance Triage 2 - Immenently life-threatening 2,803 3,788 4,077

ED Attendance Triage 3 - Potentially life-threatening 7,819 8,685 9,027

ED Attendance Triage 4 - Potentially serious 4,227 3,927 4,027

ED Attendance Triage 5 - Less urgent 405 328 361

ED Attendances 54,381 56,640 58,689

ED Available Beds 32 32 32

ED Emergency Access performance (EAP) 63.5% 52.1% 47.0%

ED National Emergency Access Target (NEAT) 50.4% 46.3% 53.6%

ED Transfer of Care (ToC) 69.0% 70.3%

ED Triage 1 (% seen ≤ 2 mins, immediately life threatening) 100.0% 100.0% 100.0%

ED Triage 2 (% seen ≤ 10 mins, immenently life‐threatening) 89.7% 88.3% 88.2%

ED Triage 3 (% seen ≤30 mins, potentially life‐threatening) 77.8% 80.3% 79.7%

ED Triage 4 (% seen ≤60 mins, potentially serious) 72.1% 74.5% 76.2%

ED Triage 5 (% seen ≤120 mins, less urgent) 93.2% 93.8% 91.1%

Separations

Separations Total 31,223 39,042 41,888

Separations Planned 7,884 12,145 15,784

Separations Unplanned 23,339 26,897 26,104

Separations Overnight 23,506 24,922 25,761

Separations Same Day 7,717 14,120 16,127

Acute Inpatient Activity

Acute Separations Total 31,188 38,968 41,742

Acute Overnight BedDays 116,622 122,195 121,480

Acute Separations Overnight 23,473 24,853 25,625

Acute Separations Same Day 7,715 14,115 16,117

ALOS Overnight

Average Length of Stay Overnight 4.98 5.09 4.99

Average Available Beds

Average Available Beds 420.6 441.4 439.4

Overnight Bed Days

Overnight Bed Days 117,177 126,804 128,541

Non-acute Inpatient Activity

Non Acute Separations Total 71 144

Non Acute Separations Overnight 66 134

Non Acute Separations Same Day 5 10

Births

Births 2,821 2,784 2,884

Surgery

Theatre Cases - Elective 4,732 5,407 5,261

Theatre Cases - Emergency 3,336 3,779 3,833

Theatre Cases - Total 8,068 9,186 9,094

National Elective Surgery Targets (NEST)

NEST 1 (% within 30 days) 76.9% 82.9% 90.4%

NEST 2 (% within 90 days) 83.4% 83.1% 87.2%

NEST 3 (% within 365 days) 90.7% 86.3% 87.5%

National Weighted Activity Units (NWAU) 1

Acute 30,081

ED 6,715

Mental Health 3,889

Non Admitted 8,467

Sub Acute 198

Non-admitted Patient Occasions of Service

NAPOOS 294,238 305,132 324,923

1. An NWAU is a measure of activi ty expressed as a common unit, aga inst which the National Efficiency Price (NEP) i s pa id. It

i s a point of relativi ty for pricing of hospita l services , which are weighted for cl inica l complexi ty. The ‘average’ hospita l

service i s worth one NWAU. More intens ive and expens ive activi ties are worth multiple NWAUs, and s impler and less

expens ive activi ties are worth fractions of an NWAU.NWAU not ava i lable for 2010/11 and 2011/12


Page 73 of 81

Appendix 7.2: Camden Hospital Performance

Indicators 2010/11 2011/12 2012/13

Emergency Department

ED Admissions 695 392 420

ED Admissions to Ward 7 73 72

ED Attendance Triage 1 - Immediately life threatening 3 1 4

ED Attendance Triage 2 - Immenently life-threatening 141 117 146

ED Attendance Triage 3 - Potentially life-threatening 314 167 161

ED Attendance Triage 4 - Potentially serious 212 83 90

ED Attendance Triage 5 - Less urgent 25 24 19

ED Attendances 11,878 12,449 12,582

ED Available Beds 6 6 6

ED Emergency Access performance (EAP) 90.7% 86.1% 94.1%

ED National Emergency Access Target (NEAT) 88.5% 85.4% 89.0%

ED Transfer of Care (ToC) 93.3% 78.0%

ED Triage 1 (% seen ≤ 2 mins, immediately life threatening) 100.0% 100.0% 100.0%

ED Triage 2 (% seen ≤ 10 mins, immenently life‐threatening) 94.0% 92.2% 92.1%

ED Triage 3 (% seen ≤30 mins, potentially life‐threatening) 89.1% 82.2% 84.1%

ED Triage 4 (% seen ≤60 mins, potentially serious) 88.1% 83.4% 85.8%

ED Triage 5 (% seen ≤120 mins, less urgent) 96.7% 95.2% 96.0%

Separations

Separations Total 2,313 2,237 2,426

Separations Planned 879 962 1,184

Separations Unplanned 1,434 1,275 1,242

Separations Overnight 1,163 1,160 1,087

Separations Same Day 1,150 1,077 1,339

Acute Inpatient Activity

Acute Separations Total 1,743 1,443 1,654

Acute Overnight BedDays 6,685 2,448 2,209

Acute Separations Overnight 599 384 334

Acute Separations Same Day 1,144 1,059 1,320

ALOS Overnight

Average Length of Stay Overnight 16.82 17.22 18.54

Average Available Beds

Average Available Beds 76.4 76.8 76.7

Overnight Bed Days

Overnight Bed Days 19,563 19,974 20,155

Non-acute Inpatient Activity

Non Acute Separations Total 787 759

Non Acute Separations Overnight 777 754

Non Acute Separations Same Day 10 5

National Weighted Activity Units (NWAU) 1

Acute 470

ED 1,046

Mental Health -

Non Admitted 2,271

Sub Acute -

Non-admitted Patient Occasions of Service

NAPOOS 93,640 113,161 112,8341. An NWAU is a measure of activi ty expressed as a common unit, aga inst which the National Efficiency Price (NEP) i s pa id. It

i s a point of relativi ty for pricing of hospita l services , which are weighted for cl inica l complexi ty. The ‘average’ hospita l

service i s worth one NWAU. More intens ive and expens ive activi ties are worth multiple NWAUs, and s impler and less

expens ive activi ties are worth fractions of an NWAU.NWAU not ava i lable for 2010/11 and 2011/12


Page 74 of 81

Appendix 8: Campbelltown and Camden Hospitals Workforce Profile 2013

Employment CategoryHeadcount (Number) of

Employees % of Employees

Nursing 983 49%

Medical 339 17%

Imaging 51 3%

Allied Health & Complementary Therapy 117 6%

Pharmacy 20 1%

General Hospital Employees 478 24%

Other 9 0.5%

Total 1,997 100%

Source: SWSLHD Workforce Profile, April 2013

Campbelltown and Camden Hospitals


Page 75 of 81

Appendix 9: Inpatient Activity Projections by SRG for 2016/17

Appendix 9.1: Inpatient Activity Projections for 2016/17 - Campbelltown Hospital

Seps

I/P Beds

@

B'mark2

Seps B'days

I/P Beds

@ 85%

B'mark3

Seps

Beds @

B'mark Seps B'days

Beds @

B'mark

NWAUs

V13

11 Cardiology 83 0.3 1,513 5,363 17.3 1,091 112 0.4 2,014 7,387 23.8 1,473 35%

12 Interventional Cardiology 0.0 238 1,459 4.7 468 0.0 322 1,795 5.8 629 34%

13 Dermatology 40 0.1 130 380 1.2 115 58 0.2 134 346 1.1 119 4%

14 Endocrinology 9 0.0 182 1,035 3.3 247 9 0.0 233 1,324 4.3 325 32%

15 Gastroenterology 677 2.3 1,456 5,823 18.8 1,366 964 3.2 1,779 6,829 22.0 1,746 28%

16 Diagnostic GI Endoscopy 1,389 4.6 176 882 2.8 585 1,840 6.1 220 959 3.1 775 32%

17 Haematology 7 0.0 78 402 1.3 110 22 0.1 109 581 1.9 188 71%

18 Immunology and Infections 29 0.1 423 1,279 4.1 286 55 0.2 492 1,296 4.2 315 10%

19 Oncology 11 0.0 194 1,556 5.0 340 31 0.1 281 1,995 6.4 515 52%

21 Neurology 40 0.1 918 5,595 18.0 1,091 43 0.1 1,221 6,174 19.9 1,462 34%

22 Renal Medicine 137 0.5 146 795 2.6 239 204 0.7 193 1,051 3.4 296 24%

24 Respiratory Medicine 131 0.4 2,476 11,084 35.7 2,431 166 0.6 3,011 13,348 43.0 3,134 29%

25 Rheumatology 5 0.0 75 346 1.1 69 12 0.0 93 484 1.6 106 53%

26 Pain Management 19 0.1 62 275 0.9 48 13 0.0 85 310 1.0 64 32%

27 Non Subspecia l ty Medicine 282 0.9 1,935 11,122 35.8 2,131 386 1.3 2,377 12,984 41.8 2,750 29%

41 Breast Surgery 37 0.1 77 292 0.9 137 76 0.3 75 206 0.7 167 22%

42 Cardiothoracic Surgery 0.0 5 45 0.1 22 0.0 8 115 0.4 35 61%

43 Colorecta l Surgery 270 0.9 275 2,327 7.5 996 412 1.4 341 2,600 8.4 1,281 29%

44 Upper GIT Surgery 46 0.2 634 2,715 8.8 961 51 0.2 700 2,677 8.6 1,151 20%

46 Neurosurgery 10 0.0 165 1,118 3.6 193 12 0.0 216 1,202 3.9 277 43%

47 Dentis try 138 0.5 0.0 77 105 0.4 0.0 59 -24%

48 ENT & Head and Neck 139 0.5 774 1,490 4.8 498 183 0.6 895 1,502 4.8 608 22%

49 Orthopaedics 393 1.3 1,044 7,241 23.3 2,098 617 2.1 1,214 6,573 21.2 2,586 23%

50 Ophthalmology 553 1.8 45 104 0.3 354 885 2.9 54 154 0.5 550 55%

51 Plastic and Reconstructive Surgery 275 0.9 130 696 2.2 303 379 1.3 123 403 1.3 313 3%

52 Urology 620 2.1 504 1,823 5.9 860 841 2.8 618 2,070 6.7 1,118 30%

53 Vascular Surgery 8 0.0 77 762 2.5 165 13 0.0 85 851 2.7 183 11%

54 Non Subspecia l ty Surgery 332 1.1 1,329 5,216 16.8 1,547 495 1.6 1,467 5,022 16.2 1,815 17%

62 Extens ive Burns 0.0 4 6 0.0 3 1 0.0 6 18 0.1 4 53%

63 Tracheostomy 0.0 27 798 2.6 620 0.0 35 984 3.2 846 37%

71 Gynaecology 730 2.4 466 1,190 3.8 895 808 2.7 513 1,196 3.9 987 10%

72 Obstetrics 266 0.9 3,319 10,041 32.4 3,728 324 1.1 3,904 11,160 36.0 4,682 26%

73 Qual i fied Neonate 43 0.1 821 5,039 16.2 1,207 46 0.2 900 5,499 17.7 1,367 13%

81 Drug and Alcohol 35 0.1 171 527 1.7 124 55 0.2 175 538 1.7 129 4%

82 Psychiatry - Acute 63 0.2 87 417 1.3 141 63 0.2 87 417 1.3 141 0%

99 Unal located 13 0.0 20 375 1.2 91 13 0.0 20 375 1.2 91 0%

Total Acute SRGs 6,830 23 19,976 89,618 289 25,636 9,291 31 23,996 100,425 324 32,288 26%

84 Rehabi l i tation 0.0 15 87 0.3 N/A 36 0.1 34 579 1.8 N/A

85 Psychogeriatric Care 0.0 1 15 0.0 N/A 0.0 1 18 0.1 N/A

86 Pal l iative Care 1 0.0 17 110 0.3 N/A 0 0.0 13 161 0.5 N/A

87 Maintenance 1 0.0 35 357 1.1 N/A 0.0 32 664 2.0 N/A

Total Sub and Non Acute SRGs 2 0 68 569 2 36 0 79 1,422 4

Total All SRGs 6,832 23 20,044 90,187 291 25,636 9,327 31 24,075 101,846 328 32,288 26%

2011-12 average available beds418 272

Estimated additional beds in 2017 above 2012 level at benchmark occupancy levels 13 56

1 excludes chemotherapy, renal dia lys is , unqual i fied neonates

2 benchmarked at 120% occupancy for 250 days p.a .

3 benchmarked at 85% occupancy for 365 days p.a . for acute care and 90% occupancy for 365 days p.a . for sub and non acute care

4 excludes emergency department, renal dia lys is , bass inets , del ivery sui te, des ignated mental health beds

Service Related Group1

2010-11 2016-17

% ∆ in

NWAUs

Day Only Overnight

Total

NWAUs

V13

Day Only Overnight


Page 76 of 81

Appendix 9.2: Inpatient Activity Projections for 2016/17 - Camden Hospital

Seps

I/P Beds

@

B'mark2 Seps B'days

I/P Beds

@ 85%

B'mark3 Seps

Beds @

B'mark Seps B'days

Beds @

B'mark

NWAUs

V13

11 Cardiology 0.0 23 202 0.7 23 0.0 41 336 1.1 69 203%

12 Interventional Cardiology 0.0 0.0 0 0.0 0 0 0.0 1 0%

13 Dermatology 13 0.0 0.0 3 11 0.0 1 4 0.0 3 6%

14 Endocrinology 0.0 3 47 0.2 7 1 0.0 5 78 0.3 20 186%

15 Gastroenterology 167 0.6 9 87 0.3 55 196 0.7 15 124 0.4 72 30%

17 Haematology 33 0.1 2 33 0.1 11 88 0.3 3 16 0.1 27 139%

18 Immunology and Infections 139 0.5 1 2 0.0 21 200 0.7 1 2 0.0 32 50%

19 Oncology 0.0 35 529 1.7 87 32 0.1 59 690 2.2 141 63%

21 Neurology 128 0.4 55 548 1.8 124 142 0.5 89 850 2.7 226 82%

22 Renal Medicine 3 0.0 2 66 0.2 7 94 0.3 4 45 0.1 50 578%

24 Respiratory Medicine 1 0.0 64 506 1.6 75 2 0.0 92 705 2.3 121 62%

25 Rheumatology 59 0.2 0.0 22 116 0.4 3 28 0.1 43 91%

26 Pain Management 0.0 1 7 0.0 1 0.0 2 9 0.0 1 156%

27 Non Subspecia l ty Medicine 29 0.1 162 1,739 5.6 291 48 0.2 215 1,963 6.3 364 25%

41 Breast Surgery 0.0 0.0 0 1 0.0 0.0 0 0%

46 Neurosurgery 0.0 3 71 0.2 4 0.0 10 106 0.3 19 444%

48 ENT & Head and Neck 1 0.0 1 24 0.1 4 3 0.0 2 26 0.1 5 19%

49 Orthopaedics 2 0.0 59 1,567 5.1 188 1 0.0 89 1,492 4.8 279 48%

50 Ophthalmology 12 0.0 4 21 0.1 8 8 0.0 4 22 0.1 7 -3%

51 Plastic and Reconstructive Surgery 0.0 3 9 0.0 2 1 0.0 3 9 0.0 2 16%

52 Urology 0.0 2 32 0.1 4 2 0.0 2 13 0.0 3 -22%

53 Vascular Surgery 1 0.0 9 157 0.5 30 1 0.0 12 150 0.5 33 12%

54 Non Subspecia l ty Surgery 1 0.0 5 98 0.3 12 0 0.0 9 101 0.3 17 34%

72 Obstetrics 4 0.0 7 11 0.0 4 2 0.0 6 11 0.0 4 -14%

73 Qual i fied Neonate 0.0 0.0 0 1 0.0 0.0 0 0%

81 Drug and Alcohol 0.0 2 3 0.0 1 0.0 3 6 0.0 1 7%

Total Acute SRGs 593 2 452 5,759 19 985 947 3 669 6,787 22 1,540 56%

84 Rehabi l i tation 1 0.0 292 7,740 23.6 N/A 101 0.3 537 10,037 30.6 N/A

85 Psychogeriatric Care 0.0 0.0 N/A 0.0 0 9 0.0 N/A

86 Pal l iative Care 3 0.0 213 2,941 9.0 N/A 1 0.0 367 4,762 14.5 N/A

87 Maintenance 4 0.0 169 2,791 8.5 N/A 0.0 178 3,667 11.2 N/A

Total Sub and Non Acute SRGs 8 0 674 13,472 41 102 0 1,082 18,475 56

Total All SRGs 601 2 1,126 19,231 60 985 1,049 3 1,751 25,262 78 1,540 56%

2011-12 average available beds46 65

Estimated additional beds in 2017 above 2012 level at benchmark occupancy levels -3 13

1 excludes chemotherapy, renal dia lys is , unqual i fied neonates

2 benchmarked at 120% occupancy for 250 days p.a .

3 benchmarked at 85% occupancy for 365 days p.a . for acute care and 90% occupancy for 365 days p.a . for sub and non acute care

4 excludes emergency department, renal dia lys is , bass inets , del ivery sui te, des ignated mental health beds

Service Related Group1

2010-11 2016-17

% ∆ in

NWAUs

Day Only Overnight

Total

NWAUs

V13

Day Only Overnight


Page 77 of 81

Appendix 10: Outpatient Activity (NAPOOS) Projections for 2016/2017

Clinical Services

2011/12

NAPOOS

Activity

2016/2017

Projections % Growth

Camden

Aged Care & Rehab 53,625 80,758 50.6%

Allied Health 7,178 10,809 50.6%

Cancer Services 408 488 19.5%

Cardiovascular 4,583 5,307 15.8%

Critical care 12,530 14,804 18.2%

Complex Care 6,007 6,956 15.8%

Medical Imaging 4,000 4,726 18.2%

Surgical Spec 929 1,098 18.2%

Pathology 14,308 16,941 18.4%

Paediatrics 32 38 18.3%

Womens Health 5,170 6,119 18.4%

Facility Services 11,642 13,784 18.4%

Camden Subtotal 120,411 161,828 34.4%

Campbelltown

Aged Care & Rehab 4,105 6,182 50.6%

Allied Health 26,815 38,370 43.1%

Cancer 35,333 42,223 19.5%

Cardiovascular 2,271 2,630 15.8%

Critical Care 39,436 46,594 18.2%

Gastro and Liver 1,232 1,427 15.8%

Complex Care 12,575 14,562 15.8%

Medical Imaging 28,795 34,021 18.2%

Pathology 84,839 100,449 18.4%

Paediatrics 13,468 15,926 18.3%

Womens Health 38,131 45,128 18.4%

Facility Services 58,416 69,165 18.4%

Campbelltown Subtotal 345,416 416,676 20.6%

Macarthur Subtotal 465,827 578,504 24.2%

NB. Excludes Mental Health


Page 78 of 81

Appendix 11: Service Development Directions for Campbelltown and Camden Hospitals

Extract from SWSLHD Strategic & Healthcare Services Plan


Aged care and Rehabilitation – enhance acute services including orthogeriatrics; develop inpatient

services, including a secure unit for patients with behavioural and psychological symptoms of dementia,

and outpatient and day hospital capacity (with slower stream sub-acute rehabilitation to be provided at

Camden Hospital)

Allied Health - provide extended hour social work and physiotherapy services for emergency and

specific inpatient caseloads 7 days/week

Cancer - enhance capacity of the Macarthur Cancer Therapy Centre in medical oncology, chemotherapy

and in the longer term radiotherapy (State planning) linked to enhanced surgical activity for high

prevalence cancers such as lung, colorectal, breast and urological; establish a Wellness centre to enhance

survivorship; develop haematology and cancer genetics; upgrade radiation oncology machinery e.g.

linear accelerator replacements; maintain a fixed site breast screen service in Campbelltown (currently

Browne Street) and mobile services for local communities e.g. Tharawal AMS; and develop inpatient and

outpatient palliative care services linked to Camden Hospital

Cardiovascular - expand physical capacity and services for inpatient and outpatient cardiology;

enhance renal medicine and dialysis capacity (with an in-centre and expanded satellite service);

develop endovascular (interventional radiology, cardiac catheterisation and vascular surgery)

services ensuring interventional radiology is available 24/7; enhance availability of invasive

cardiology including electrophysiology; and provide out of hours pulmonary, cardiac and metabolic

rehabilitation programs

Complex Care and Internal Medicine - expand ambulatory care and outpatient capacity, including

ED bypass options; develop an inpatient diabetes team and multidisciplinary clinics for people with

high risk, complication screening, Aboriginal people, and pre-admission and urgent assessment

clinics; enhance infectious diseases services including consultation, acute assessment and chronic

care clinics and hospital in the home; expand immunology services including paediatric allergy

testing/food challenges and ambulatory care services for rapid access to intravenous infusions;

develop a clinical genetics hub; enhance respiratory services including Lung Function Laboratory

capabilities, capacity to manage COPD and lung cancer and delivery of non-invasive respiratory

ventilation; enhance sleep disorder services including expanded sleep study capacity and additional

testing services in daytime sleep latency and maintenance of wakefulness, with associated clinics;

enhance interventional pulmonology services including supporting lung cancer services for staging

and diagnosis with EBUS (endobronchial ultrasound), providing interventional bronchoscopy and

pleural procedures with bedside ultrasound; develop urgent care clinics and ambulatory infusion

capacity in rheumatology and an integrated osteoporosis service with rheumatology, orthopaedics,

allied health, nursing, and general practice; enhance and strengthen dermatology services; expand

physical capacity for neurology and neurophysiology services including inpatient beds,

neurophysiology/electrophysiology laboratory, clinics and research and the neuroaudiology service,

and develop capabilities to manage complex patients; provide additional therapies for stroke

including intravenous thrombolysis and neurointerventional radiology available 24/7 (State

planning)


Page 79 of 81

Critical Care - expand ED services and physical capacity including paediatric spaces; enhance the ED

capacity to provide ESSU and maintain PECC services; establish assessment units adjacent to ED with

associated clinics, with capability to provide the model of care identified for Medical Assessment

Units (MAU), Acute Assessment Units (AAU) and Surgical Assessment Units (SAU); expand ICU (State

planning) and HDU and establish cardiac step-down beds and respiratory high acuity beds

(Respiratory Non-Invasive Ventilation Unit)

Drug Health - expand drug health capacity with enhanced consultation and liaison services (with

extended hours), tobacco cessation; ambulatory detoxification supported by GP shared care

establishment of a primary health care clinic; co-locate the Drug Health Service including the OTP

clinic within the hospital and align with other services and expand secondary NSP; investigate

options for a multidisciplinary drug health/mental health co-morbid detoxification unit.

Gastroenterology and Liver - develop a Centre of Excellence in Upper GIT sub-specialties of bariatric

surgery, complex biliary surgery and benign oesophageal surgery; develop specialist multidisciplinary

services for viral hepatitis; and establish home wards with a high acuity pod for HDU step down

patients

Laboratory Services - enhance on-site anatomical pathology, particularly cytology and frozen section to

support surgical service expansion

Medical Imaging - enhance imaging integration with and availability in ED; and enhance services

including MRI scanner, with enhanced access to nuclear medicine / PET services

Mental Health - enhance inpatient capacity including intensive care, high dependency, older people,

acute and non-acute, and include facilities to manage people who are behaviourally intoxicated; expand

paediatric and adolescent mental health services; establish a tertiary complex cases clinic to support

multidisciplinary management of mental health in intellectual disability

Oral Health - establish an Oral Health Hub with a focus on Paediatric Dentistry

Paediatrics and Neonatology - develop a regional paediatric service with medical and surgical capability

including paediatric oncology, providing a SWSLHD hub for elective paediatric surgery (with dedicated

theatre, imaging and associated HDU); and paediatric mental health, day therapy and development

assessment services

Teaching and Research - expand physical capacity to undertake research, including clinical trials, and

deliver expanded education functions including development of the clinical school/education centre.

Surgical Specialties - develop peri-operative medicine for people with multiple medical co-

morbidities admitted under surgical teams; expand theatre numbers and develop a High Volume

Short Stay (HVSS) surgical centre with appropriate protocols to enhance short stay and day stay

surgery, with additional endoscopic room capacity to develop models for stand-alone or virtual

stand-alone endoscopy patient flow; enhance surgical services including spinal and other peripheral

neurosurgery, head and neck surgery, elective paediatric surgery, ophthalmology, dental surgery,

bariatric surgery, uncomplicated plastic and hand surgery, urology and thoracic surgery (in the

medium term) and joint replacement surgery (in the longer term); and provide greater access to

digital and robotic surgery and to new surgical technology evidenced as efficacious

Women’s Health - expand birthing services, including networking with Bowral and District Hospital,

midwifery and shared care models and new models for Aboriginal women; potentially develop higher

level services; expand the Special Care Nursery; develop a foetal maternal sub unit which includes


Page 80 of 81

reproductive imaging; explore options for some gynaecology procedures to be conducted in outpatient

areas rather than in operating theatres e.g. large loop excision of the transformation zone (LLETZ)

Camden Hospital

Further enhance and integrate clinical networks with Campbelltown Hospital and expand interest in

and physical capacity to undertake research, including clinical trials.

Aged Care and Rehabilitation - increase sub-acute inpatient capacity in geriatric care, transitional

care and rehabilitation; and expand outpatient and day hospital services

Cancer - increase sub-acute inpatient and outpatient/day hospital capacity in palliative care

Complex Care and Internal Medicine - increase ambulatory care services for people with chronic

needs, including through University medical clinics, and including ambulatory infusion services.

Further develop multidisciplinary care clinics for patients with obesity, arthritis and other

complications of obesity e.g. diabetes; establish a leadership role to develop a comprehensive

networked multidisciplinary metabolism and obesity service across SWSLHD; and provide the

comprehensive multidisciplinary ambulatory assessment and management component of a Centre

of Excellence in Bariatric Surgery to be established in Macarthur, with surgical care provided at


Critical Care – maintain emergency medicine presence at current role delineation level, with

capability to care for walk-in patients, access to on-site diagnostic services and continuation of

ambulance bypass to Campbelltown Hospital

Drug Health - provide for the Needle & Syringe Program (NSP) via Automatic Dispensing Machines

and sharps disposal bins

Women’s Health - enhance antenatal and postnatal services for local mothers through continuing

support of the Midwifery Group Practice ambulatory services, GP shared care and access to on-site

Karitane mothercraft

Camden HospitalMenangle Road

Camden NSW 2570Tel. (612) 4634 3000Fax. (612) 4654 6240

www.swslhd.nsw.gov.au

Campbelltown HospitalTherry Road

Campbelltown NSW 2560Tel. (612) 4634 3000Fax. (612) 4634 3850

© South Western Sydney Local Health District

ISBN 978 1 74079 173 1

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