clinical reconfiguration service plan final · the purpose of the salhn clinical reconfiguration...

For Official Use Only – I3– A3

Clinical Reconfiguration

Service Plan

Southern Adelaide Local Health Network

September 2016

Version 2.0

SALHN Clinical Reconfiguration September 2016. Version 2.0 /42

Contents

Executive Summary ...................................................................................................................... 4

Clinical Reconfiguration ................................................................................................................ 4

Workforce.. ................................................................................................................................... 5

1. Introduction .................................................................................................................................. 5

Consultation Stage 1 ..................................................................................................................... 6

Consultation Stage 2 ..................................................................................................................... 6

2. Purpose ......................................................................................................................................... 7

Long stay patient strategy ............................................................................................................ 7

Timely Aged Care Assessment Team (ACAT) assessments ........................................................... 7

Medical Ambulatory Care Service (MACS) ................................................................................... 7

Standardisation of care for planned surgical activity ................................................................... 8

Same Day and Extended Day Surgery ........................................................................................... 8

Enhancing patient care and collocation of services ..................................................................... 8

Hip and Knee Arthroplasty ........................................................................................................... 8

Care Awaiting Placement Service (CAPS) ..................................................................................... 8

Enhancing Patient Journey Projects ............................................................................................. 8

3. Capital Work Plans 2016 ............................................................................................................... 9

4. Improvement and efficiency Initiatives ...................................................................................... 10

Stage 1…….. ................................................................................................................................. 10

RGH Wards 2 and 6 (Stage 1A) ................................................................................................... 10

FMC Surgical (Stage 1B) .............................................................................................................. 10

FMC Medical (Stage 1C) .............................................................................................................. 11

Noarlunga Hospital Emergency Department (ED) ...................................................................... 11

Stages 1D, 2A, 2B and 2C ............................................................................................................ 11

5. Clinical Reconfiguration in-scope bed configuration (Stage 1 and 2 for Consultation) ............. 12

6. RGH clinical ward service moves (interim Planning only) .......................................................... 13

7. Clinical Reconfiguration Timelines ............................................................................................. 14

8. Workforce – In-scope services, units and staff........................................................................... 15

Workforce In-Scope Services, Units and Staff ............................................................................ 16

Human Resource (HR) Principles ................................................................................................ 16

Expression of Interest ................................................................................................................. 16

Wards/ units proposed to transition “As a Service” .................................................................. 17

Ward/ unit merger – RGH Ward 6 and Ward 2 .......................................................................... 17

Patient Services Assistants staff ................................................................................................. 17

Salaried Medical Officers ............................................................................................................ 18

9. Workforce Summary Affected FTE ............................................................................................. 19

Stage 1A. RGH ward 2 and 6 (general medicine) affected FTE ................................................ 19

Stage 1B Surgical Division 4GS, 5D and 5A affected FTE ........................................................ 20


Stage 1C Medicine Division 4A and Whittaker ward affected FTE ......................................... 21

Stage 1D Medicine Division FMC 6B (Acute Care of the Elderly-ACE) affected FTE ............... 22

Stage 2A Surgical Division FMC 5A (vascular) affected FTE .................................................... 23

Stage 2B Surgical Division FMC 5C (orthopaedics and plastics) affected FTE ........................ 24

Stage 2C Medicine Division FMC 6C (stroke and neurology) affected FTE............................. 25

Proposed Stage 3A Medicine Division FMC 6B (ACE) Indicative FTE for interim planning ........ 26

Proposed Stage 3B Mental Health Services Statewide Eating Disorder Service (SEDS) ............ 27

Proposed Stage 3C Division of Medicine Indicative FTE for interim planning ........................... 27

Interim Planning RGH Service Moves and Site Decommissioning ............................................. 29

Appendix 1 ......................................................................................................................................... 34

Clinical Reconfiguration RGH Service Moves and Decommissioning Expression of Interest ..... 34

Overview - Expression of Interest (EOI) ...................................................................................... 35

Eligible Employees ...................................................................................................................... 35

Wards/ units proposed to transition ‘As a Service’ .................................................................... 36

Further information .................................................................................................................... 36

EOI Timeline and Stages ............................................................................................................. 37

Grievance processes ................................................................................................................... 40

Appendix 2 - EOI application information for example only ............................................................. 41


Executive Summary

On 11 July 2016, Southern Adelaide Local Health Network (SALHN) staff were provided with an update on

the planning for Repatriation General Hospital (RGH) service moves and site decommissioning. The update

commenced a process for broader consultation with staff about how services are planned to be relocated

through clinical reconfiguration. This document provides further detail around the proposed plans for

formal consultation on stages 1 and 2 of clinical reconfiguration and associated Human Resources (HR)

processes. Planning around Stage 3 of the clinical reconfiguration and the components of RGH

decommissioning are provided in this document for additional information and context. Consultation on

clinical reconfiguration stage 3 and the components of the RGH decommissioning plan will occur in late

2016 and will be informed by the outcomes of stage 1 and 2.

In order to successfully transition services from the RGH to other locations within the SALHN, there have

been many improvement initiatives implemented in collaboration with clinicians. These initiatives are

aimed at streamlining care and reducing the amount of unnecessary time patients stay in hospital. These

initiatives are reducing the requirement for some multi-day beds across SALHN.

The improvement initiatives provide an opportunity to reconfigure clinical services while creating the

necessary capacity for services to transition from the RGH. Clinical reconfiguration involves the merger and

relocation of some services and wards across SALHN. This document details the preliminary work being

undertaken across SALHN to create the necessary bed capacity to support the RGH service moves while

making further improvements to streamline care across SALHN.

The commitment made by the Minister for Health that there will be no reduction to hospital beds until

improvement in performance and efficiencies can be demonstrated will be upheld by SALHN through the

clinical reconfiguration process.

To date, improvement initiatives and clinical reconfiguration have successfully:

• Supported the trial of a Medical Ambulatory Care Service (MACS) – commenced April 2016.

• Reduced the requirement for general medical beds at RGH and NH.

• Highlighted under-utilised capacity and opportunities for co-location of clinical areas/services.


Clinical reconfiguration is proposed to occur through stages 1, 2 and 3 and be supported by a minor capital

works program. Through the improvements in patient flow, discharge processes and the ‘right sizing’ of

wards, more patients will be located with their specialist teams, reducing the amount of time spent by

specialist teams locating and caring for patients in other wards. More single rooms will be built as part of

the capital works program with an overall increase of physical beds at Flinders Medical Centre (FMC).


Workforce

Nursing, medical, allied health, patient support assistants (PSA) and administrative staff will be in scope for

the changes across and within RGH, FMC and Noarlunga Hospital (NH). HR Principles will be applied for SA

Public Sector Wages Parity Enterprise Agreement: Salaried 2014 (WPEA: Salaried) staff (ASO, AHP, OPS, PO,

TGO, MeS, GFSc) and for Nursing/ Midwifery staff. Some staff will be required to relocate across sites

including the RGH, NH and FMC. This will occur in consideration of organisational needs and professional

and personal circumstances.

A formal Expression of Interest (EOI) process is proposed to be undertaken for in-scope WPEA: Salaried and

Nursing/ Midwifery staff to ascertain preferences in regard to clinical reconfiguration and the RGH service

moves and site decommissioning and to facilitate the future transition of staff.

Consultation with unions will take place as part of the SALHN Transforming Health Industrial Liaison Forum

and other meetings with representative organisations as appropriate. Staff will continue to be engaged and

consulted as part of this process (refer section 8 – Workforce).

1. Introduction

SALHN is constantly evolving to meet the needs of its community. In partnership with clinicians, SALHN has

introduced new strategies to improve patient care, minimise delays and reduce inpatient length of stay

across the Network.

The recent improvements in patient care have resulted in length of stay reductions for some areas and this

has provided opportunities to reconfigure services across the Network. The length of stay reductions have

resulted in:

• One general medical ward at RGH being ‘flexed down’ since December 2015.

• Reductions to general medical bed requirements at Noarlunga Hospital.

• Reduced Surgical Short Stay Ward utilisation at Flinders Medical Centre.

• Highlighted under-utilised capacity and opportunities for co-location of clinical areas/services.

The clinical reconfiguration will occur in several stages across RGH, FMC and NH, supported by a capital

works program. The clinical reconfiguration, including capital works, is to be completed to support the

preparation for the transfer of services from Repatriation General Hospital (RGH) in 2017. It is expected

that the clinical reconfiguration will create a number of efficiencies and quality improvements in patient

care which will:

• Improve patient care, outcomes and support improved patient flow and discharge processes.

• Right size wards to optimise skill mix and availability of senior staff.

• Enable more patients to be located with their specialist team reducing unproductive time spent

locating and caring for patients in other wards.

• Provide more single rooms for improved patient care and more purpose built areas to support

specialty areas.

• Include minor capital works to maximise available inpatient spaces.

• Prepare SALHN for the transfer of services from RGH to FMC and NH.


The Clinical reconfiguration includes the proposed stages 1, 2 and 3 incorporating ward mergers and

relocations across RGH, FMC and Noarlunga Hospital (NH).

Consultation Stage 1

In-scope Bed configuration

Comment Proposed

timeline Pre configuration Post Configuration

Stage Ward Beds Ward Beds

1A RGH 2/6 24 RGH 6 24

Formalise merger of RGH ward 2 and RGH ward 6

(General Medicine). Ward 2 beds have been flexed

down since December 2015.

October

2016

1B FMC

4GS 18

FMC

5D 28

Merger of 4GS (Elective Surgical Short Stay) and 5D

(Emergency Short Stay) and located in Ward5D. FMC

4GS Elective Surgical Short Stay ward is an 18 bed, six

day ward with approximately 10 beds occupied

Monday-Saturday

October

2016 1B

FMC

5D 28

1B FMC

5A 22

FMC

5A 26 FMC 5A (Vascular) will increase by 4 beds to 26 beds

1C FMC

4A 16

FMC

4A 24

4A is currently a General Medicine 16 bed ward and

will undergo capital works to increase bed capacity to

24 beds.

Whittaker ward at Noarlunga Hospital (NH) non-

winter occupancy has been approximately 21 beds.

This is expected to reduce to 16 with increased CAPS

beds/MACS model.

16 Whittaker Ward general medical beds are planned

to relocate to FMC 4A as part of a 24 bed general

medical ward

Oct-

December

2016

1C NH

Whittaker 28

1C FMC

6A 24

FMC

6A 28

Increase beds into FMC 6A (respiratory and

dermatology) from 24 to 28 beds

1D FMC

6B 16

FMC

6B 10

Reduction in beds in FMC 6B - Acute Care of the

Elderly (ACE) from 16 to 10 beds as bed efficiency

savings achieved

November

2016

Table 1.0 Clinical Reconfiguration stage 1 ward relocation and mergers

Consultation Stage 2


Comment Proposed

timeline Pre configuration


2A FMC

5A 26

FMC

5A 18

Reduction of 8 beds in FMC 5A (Vascular) from 26 to

18 beds as bed efficiency savings achieved

December

2016

2B FMC

5C 28

FMC

5C 20

Reduction of 8 beds in FMC 5C (Orthopaedics and

Plastics) from 28 to 20 beds as bed efficiency savings

achieved

December

2016

2C FMC

6C 26

FMC

6C 20

Reduction of 6 beds in FMC 6C (Stroke and

Neurology) from 26 to 20 beds as bed efficiency

savings achieved

December

2016

Table 2.0 Clinical Reconfiguration stage 2 ward relocation and mergers


2. Purpose

The purpose of the SALHN clinical reconfiguration service plan is to provide an overview of the strategies

and service moves across RGH, FMC and NH. It also outlines the proposed consultation process for stage 1

and 2 of clinical reconfiguration, the associated Human Resource management processes, workforce

indicative FTE, capital works plans and proposed timelines.

The clinical reconfiguration stage 3 plan and the components of RGH decommissioning are included for

additional information and context, however formal consultation around stage 3 will occur later in 2016

and will be informed by the outcomes of stage 1 and 2, and implementation and outcomes of other length

of stay reduction strategies.

SALHN is committed to evolving and developing new and more efficient and patient-centred ways of

providing care to manage growing demand. Clinicians have been engaged in developing strategies which

have reduced the time patients wait for treatment or subacute services. This has resulted in reduced multi-

day bed requirements and opportunities to reconfigure clinical services and spaces.

These strategies include (but are not limited to):

Long stay patient strategy

Improving internal processes for accessing tests, procedures or aged care assessments, and facilitating

timely discharge has reduced length of stay for many patients who historically have had a length of stay

greater than 14 days. Many of these patients no longer require acute medical care and are waiting for

subacute services or alternate placement accommodation. In November 2015, there were more than 100

patients at FMC with a length of stay greater than 14 days. This has reduced by approximately 25 percent.

Timely Aged Care Assessment Team (ACAT) assessments

In 2014/15 the average waiting time for ACAT assessment was over 8 days at FMC, 8 days at RGH and 5.5

days at Noarlunga. Additional ACAT assessors have been recruited and changes have been made to the

management of ACAT assessment appointments. Length of stay for patients awaiting assessment to return

home or to residential facilities has reduced significantly with approximately two thirds of assessments now

completed within two working days – a reduction of up to six days wait for some patients and resulting in

reduced multi-day bed requirements

Medical Ambulatory Care Service (MACS)

MACS is a trial specialist led ambulatory model of care located at the GP Plus Super Clinic Noarlunga. It aims

to:

• Provide rapid access to specialist medical ambulatory care services for patients.

• Substitute hospital admissions through more timely access to specialist care and follow up in the

community.


• Substitute Emergency Department presentations for care that is better provided in an ambulatory

setting.

• Support patients to remain at home while still receiving specialist care in an ambulatory setting.

• Enable early hospital discharge of medical inpatients providing rapid access to follow up

appointments.

This model supports a more consumer focused model of care and aims to substitute appropriate inpatient

work to outpatient and community management.

Standardisation of care for planned surgical activity

The clinical reconfiguration has identified opportunities to increase the number of patients that can be

admitted on the day of surgery and/or managed as same day or 23 hour surgery. The provision of clinically

appropriate same day or 23 hour surgery is reducing the demand on multi-day beds.

Same Day and Extended Day Surgery

Processes have been established to support compliance with the SA Health Same Day and Extended Day

Surgery Policy Directives

Enhancing patient care and collocation of services

The collocation of clinical services through the 'right sizing' of wards to optimise skill mix and specialist

expertise will improve patient flow, enabling more patients to be located and care for within their home

teams.

Hip and Knee Arthroplasty

A multidisciplinary pathway for elective hip and knee arthroplasty has been developed and implemented to

support patient discharge home or to rehabilitation in less than 3 days. The target of 75% compliance has

been consistently achieved since commencement in January 2016 with multi-day bed savings achieved as a

result of this.

Care Awaiting Placement Service (CAPS)

SALHN is progressing a further 10 CAPS beds in the community for patients awaiting residential aged care

placement. This is a direct (and more appropriate) substitution of multi-day beds.

Enhancing Patient Journey Projects

The development, piloting and implementation of consistent processes for managing the patient journey

across the care continuum to enhance quality care and reduce length extended length of stay.


3. Capital Work Plans 2016

A capital works program will support the SALHN clinical reconfiguration to provide additional in-patient and

clinical procedural capacity. The capital works will occur in a staged process with stage 1 due for completion

between October and December 2016 to enable to the transition of general medical beds from Whittaker

ward at NH. There will be no impact upon patient care or clinical services during this period.

The current Trainee Medical Officer (TMO) lounge at FMC has been relocated from Ward 4A (Medical

Ward) on level 4 to level 2 in the previous Chief Executive Office (CEO) space in February 2016. The level 2

space has undergone a refurbishment to ensure adequate facilities are available.

The vacated TMO space in FMC ward 4A will require minor capital works to create an additional eight

medical beds. The eight bed configuration will encompass one four bed bay and four single rooms to

support specific patient needs and to support flow out of the Emergency Department for patients requiring

single room accommodation for clinical needs. The capital works for ward 4A will be completed between

October and December 2016. This will result in an increase in bed capacity of Ward 4A from 16 beds to 24

beds and support the relocation of Whittaker beds.

A dedicated SALHN day procedure area will be custom built to accommodate services which have

historically been provided in inpatient beds, such as infusions and procedures. The dedicated space will

include a combination of chairs and/or a procedural room. This will accommodate the relocation of the

services from the Haematology/Oncology Day Unit on Ward 5G (and other appropriate day procedures) to

an area accompanying the level 2 medical outpatient clinics. The capital works is due to be completed in

late 2016. Consultation with affected stakeholders is occurring throughout the planning stages of this area.


The vacated space on Ward 5G will undergo refurbishment to increase the physical bed space of ward 5G

(Haematology/Oncology ward) from 16 beds to 24 beds. The increase in bed capacity will include the

configuration of four single rooms and one four bed bay. The refurbishment for the 5G space is due for

completion late 2016/early 2017.

The capital works associated with the clinical reconfiguration in 2016 will provide:

• additional physical 16 bed capacity at FMC including eight single rooms

• a SALHN day procedure unit that will support timely access to dedicated space for delivery of day

procedures and substitution of some work that has historically been provided in multi-day beds.

4. Improvement and efficiency initiatives

The commitment made by the Minister for Health that there will be no reduction to hospital beds until

improvement in performance and efficiencies can be demonstrated will be upheld. The improvement and

efficiency initiatives which have and will enable SALHN to successfully reconfigure clinical services are

outlined below.

Stage 1

RGH Wards 2 and 6 (Stage 1A)

At the RGH, bed savings have been demonstrated within general medicine with the sustained ‘flexing

down’ of Ward 2 since December 2015. SALHN proposes the formal consolidation of these beds as the first

stage of clinical reconfiguration.

FMC Surgical (Stage 1B)

• 4GS Surgical Short Stay ward, Ward 5A and Ward 5D

FMC 4GS Elective Surgical Short Stay (ESS) ward is an 18 bed, six day ward with approximately 10 beds

occupied Monday to Saturday.

• The unit is generally open Monday to Saturday morning however; is regularly flexed down and

closed with relevant patients managed in other areas of surgery.

• ESS Ward bed requirements have been further reduced over time through the successful

implementation of a number of length of stay reduction strategies and investment in additional day

of surgery resources.

• As this space is not currently fully utilised, SALHN is planning to re-purpose the ward in the future

as a 7 day Geriatric Evaluation and Management (GEM) Unit as part of the RGH decommissioning

process. This will maximise the use of the space for multi day patients.

• SALHN proposes to incorporate the current work undertaken in the ESS Ward within DOSA

(additional resources provided), within ward 5D (emergency Short Stay Surgical) and through

increasing 4 beds within Surgical Ward 5A.


• This will consolidate Short Stay Surgical work predominantly within 5D and will minimise patient

and staff movements currently occurring with the regular flexing down and closing of the existing

Ward 4GS space.

FMC Medical (Stage 1C)

Whittaker Ward, Ward 4A and Ward 6A

The completion of the capital works program provides an additional 8 beds in FMC ward 4A (general

medicine) increasing the bed capacity size of ward 4A from 16 to 24 beds. The timeline for completion of

the 4A capital works is between October and December 2016. An estimated 16 beds and the associated

staff from NH Whittaker (general medicine) ward will relocate to FMC ward 4A.

Other than peaks of Winter, Whittaker ward has been averaging approximately general medical beds in the

low 20’s.

The current 16 Bed ward in 4A will be increased to 24 beds. An additional 4 general medical beds will be

opened in 6A to support the transition.

Length of stay savings and increased ‘care awaiting placement packages’ will support the remaining beds

required to support the transitions. Other flexible general medical capacity is available to support any

increases/decreases in demand.

This will consolidate acute general medical services at FMC.

Noarlunga Hospital Emergency Department (ED)

When Whittaker general medical services transition to FMC, it is proposed that one general medical team

will transition with the service to FMC, and the second general medical team will realign to MACS in

Noarlunga GP Plus.

NH Community Emergency Department (ED) will continue to provide 24-hour emergency care to the local

community, including paediatric emergency care. Consultation continues with South Australian Ambulance

Service (SAAS) and SA Health around triage guidelines for FMC and NH EDs.

Stages 1D, 2A, 2B and 2C

SALHN will continue to flex capacity up and down pending demand, activity and acuity.

The further proposed bed reductions during stages 1D, 2A, 2B and 2C will be managed in the first instance

as usual business. Where length of stay strategies are demonstrated, multiday beds will be flexed down as

required. When there is a demonstrated reduction in bed capacity achieved for a prolonged period, local

consultation will occur with the in-scope clinical areas, staff and unions to formalise the proposed bed

closures related to these components of clinical reconfiguration.

As relevant to these areas, and where appropriate, other metrics will be discussed in terms of impacts

related to:

• Utilisation of other multi-day beds

• ED flow

• Intensive and Critical Care Unit flow

SALHN Clinical Reconfiguration September 2016. Version 2.0 /42 Page 12/42

5. Clinical Reconfiguration in-scope bed configuration (Stage 1 and 2 for Consultation)

SALHN Clinical Reconfiguration September 2016. Version 2.0. /42

6. RGH clinical ward service moves (interim planning only)

RGH Service Moves and Site DecommissioningTo

Future Beds

28

8

FMC Ward 5C

NH Collins

Hospital Ward

-2424

Current beds

RGH

Hospital

Ward 8

Ward

From

+8

+8

Total Net

Current Beds

20

0

26FMC. Ward 5A +818

-11

1. Numbers reflect funded public activity only

NH1. Myles -77

-24 24Ward 6C24Ward 6 +24RGH FMC 0

-29 24Ward 4G29Ward 1 +24RGH FMC. 0

0Ward 5 MylesNH-1111RGH 0 16+16

Ward 17 24RGH -24

RGH Ward 18 30 FMC. New Build

0 30+30-30

Daw House

15 FMC. New Build

0 15+15RGH -15

Rehab A,B,V

55 FMC. New Build

0 55+55RGH -55

Glenside. New Build

0

RGH Decommissioning Total ∆ -11

-44HDURGH 28FMC ICCU 028

0 24+24

Ph

ase

3,

No

v 20

17P

has

e 2,

Sep

tem

ber

20

17P

has

e 1,

Ju

ly 2

017

Ward Indicative

FTE change

BedChange

-11.82

-1.56

-22.06

SALHN Clinical Reconfiguration September 2016. Version 2.0. /42

7. Clinical Reconfiguration Timelines


8. Workforce – in-scope services, units and staff

Table 3.0 Workforce in-scope services, units and staff

*Identifies wards/units and services proposed to transition ‘as a service’. Note, Whittaker relates to Stage 1, 16 beds.

**RGH Ward 6 and Ward 2 have been merged for approx. 8 months -quarantined processes apply for these staff.

Mental Health Critical Care Medicine Surgery

Rehabilitation and

Aged Care

Sta

ge

1(c

on

sult

ati

on

)

**RGH Ward 2/6

Gen Med

FMC 6B

Acute Care Elderly (ACE)

*NH Whittaker

Gen Med

FMC 4A

Gen Med

FMC 6A

Respiratory/ Diabetes/

Dermatology

FMC 4GS

Surgical Short Stay

FMC 5D

Surgical Short Stay

(Emergency)

FMC 5A

Vascular

Sta

ge

2

(co

nsu

lta

tio

n) FMC 6C

Neurology / Stroke

FMC 5A

Vascular

FMC 5C

Orthopaedics /

Plastics

Sta

ge

3

(cu

rre

nt

pla

n) FMC 4GP

Eating

Disorders

FMC 6C

Div. of Medicine

FMC 6B

Div. of Medicine

RG

H D

eco

mm

issi

on

(cu

rre

nt

Pla

n)

*RGH Ward 17

*RGH Ward 18

RGH Ward 3

HDU

FMC

ICCU

RGH Ward 6

General Medicine /

GEM

RGH Ward 8

Orthopaedics/

Urology / Gen

Surgery

NH Collins

Gen Surgery

NH Myles

Gen Surgery /

Private

FMC 5A

Vascular

FMC 5C

Orthopaedics /

Plastics

RGH Ward 1

GEM

RGH Ward 5

GEM - (Behaviours

of Concern)

*RGH

Daw House

*RGH

Rehab A,B & V

Oth

er

Ind

ire

ctly

Imp

act

ed

Un

its

FMC

CCU

FMC 3G

Acute Medical Unit

FMC 4D

Gen Med

FMC 6G

Gen Med/ Renal

FMC 6D

Cardiology

FMC 5G

Haematology/ Oncology

FMC 5B

Neurosurgery/ Ear

Nose Throat

FMC 5E

Gastroenterology

FMC 5F

Surgery/ High

Dependency Unit


Workforce in-scope services, units and staff

Staff in the Divisions, Wards/Units provided in Table 3.0 are in-scope as part of the Clinical Reconfiguration

and RGH decommissioning process.

Human Resource (HR) Principles

The Transforming Health Nursing/ Midwifery HR Principles and the SA Public Sector Wages Parity: Salaried

2014 (WPEA: Salaried) – ASO, OPS, AHP, TGO, PO, MeS GFSc HR Principles will be applied to facilitate the

transition of staff as part of this change process.

Consultation will take place with the SA Salaried Medical Officers Association (SASMOA) and United Voice

about applicable arrangements for the relevant occupational groups.

For weekly paid employees the SA Public Sector Wages Parity Enterprise Agreement : Weekly Paid 2015

(WPEA: Weekly Paid) and the Guideline of the Commissioner for Public Sector Employment (CPSE): Changes

to Workforce Composition and Managing Excess Weekly Paid Employees-Redeployment, Retraining and

Redundancy will apply.

All in scope ongoing/ permanent WPEA: Salaried and Nursing/ Midwifery staff will be invited to express

their interest to be placed in the reconfigured units within the respective Divisions as provided in Table 1.0

Stage 1 and Table 2.0 Stage 2 (page 6).

Expression of Interest

A formal Expression of Interest (EOI) process will be undertaken for all in-scope ongoing/ permanent

Nursing/ Midwifery and WPEA: Salaried employees.

The EOI will invite staff to nominate for placement within their Division and preferred reconfigured

wards/unit. Placement may be over a staggered period in line with the proposed project timelines to

ensure staff in-scope at the latter stages of the process are not disadvantaged.

The EOI will be a quarantined merit based process and conducted in accordance with the relevant

HR Principles (which allow for such a process). In the first instance staff will be considered for placement

within their current Division. Staff may be considered for placement within other Divisions where

vacancies exist or arise. As part of the EOI staff may elect to be placed in a bank to be utilised across

applicable sites/ Divisions and wards on an as needs basis.

Staff that are not selected for a position as part of the formal EOI process may become unattached and

may, following due process/ case management, become excess. Staff will be provided with meaningful

work during this time until an alternative position is found for the employee. HR Principles and

underpinning industrial instruments will be applied.


Separate processes will be undertaken for staff currently engaged in Wards/ Units proposed to transition

“as a service”. The RGH Ward 2/6 merger (which is already in place) will be formalised as part of Stage 1

(1A) and selection of affected staff from that work/functional group will be quarantined.

Wards/units proposed to transition “as a service”

Subject to further consultation the following Wards/ Units are proposed to transition “as a service”.

Current staff will be given the opportunity to relocate with the ward/ unit.

• NH Whittaker (Stage 1 – 16 Beds)

• RGH Daw House

• Rehab A,B,V

• RGH Ward 18

• RGH Ward 17

Where there are less positions than current FTE as part of the transition, processes as provided in the

relevant HR Principles will take place. Employees may be required to relocate with the ward/unit across

SALHN in consideration of professional and personal circumstances. Voluntary processes will be utilised in

the first instance. Vacancies arising will be filled in accordance with the applicable HR Principles and where

required through an appropriate merit based processes.

Ward/unit merger – RGH Ward 6 and Ward 2

It is proposed that staff currently engaged within the merged Ward 6 and Ward 2 - General Medicine at the

RGH will be subject to a quarantined merit selection process as part of the EOI. Selection for the remaining

positions within the merged Ward (6) will be limited to those employees current assigned to Ward 6 and 2.

Staff may elect to be placed in a ‘bank’.

Employees within Ward 6 and Ward 2 may, as part of the EOI, seek to be placed within other wards of the

Division of Medicine stream as part of the EOI process. Staff that are unsuccessful in gaining a positon as

part of the reconfiguration may be declared unattached and following appropriate case management

become excess. The relevant occupational HR Principles will apply.

Resource Banks

To assist the management of staff transition and to provide reasonable options for affected employees,

banks will be established and available for staff who opt not to be placed in available positions. Positions

within banks will be limited.

Patient Services Assistants (PSA) staff

Subject to further consultation and where possible, staff at FMC will be reallocated to other areas within

FMC and staff at Noarlunga Hospital will be reallocated to other areas within Noarlunga Hospital. Further

consultation will occur about the transition of RGH weekly paid employees.


The provisions of the WPEA: Weekly Paid and the Guideline of the CPSE: Changes to Workforce

Composition and Managing Excess Weekly Paid Employees - Redeployment, Retraining and Redundancy will

be applied.

Salaried Medical Officers

There will be further consultation with SASMOA and affected medical officers about the proposal and the

impact on medical officers. Consultation will take place to establish appropriate transition arrangements in

consideration of the impact of the clinical reconfiguration and RGH service moves and decommissioning

process.


9. Workforce Summary - Indicative Affected FTE

Note: Nursing and midwifery staffing levels to be negotiated in accordance with the SA Nursing/Midwifery

Enterprise Agreement Staffing Model Appendix 2 Business Rules.

Stage 1A. RGH ward 2 and 6 (general medicine) affected FTE

EBA Budgeted FTE (Ward 2 NHPPD 6.04 & Ward 6 NHPPD 6.05)

Division Ward Classification Current FTE

RGH Medicine

W2 (n=18)

&

W6 (n=24)

General

Medicine

RN 3 1.00

RN 2 14.00

RN 1 26.99

EN 18.18

PSA 6.01

AHP 5.40

AH Assistant 0.50

Admin 2.00

Total 74.08

Indicative FTE post clinical reconfiguration Ward 6 (NHPPD 6.05)

Division Ward Classification Post merge FTE

RGH

Medicine

Ward 6

(24 beds)

General

Medicine

RN 3 1.00

RN 2 / RN 1 22.88

EN 14.62

PSA 3.20

AHP 2.70

AH Assistant 0.25

Admin 1.00

Total 45.65

Proposed indicative FTE decrease RGH Ward 2 & 6

Division Ward Classification FTE

RGH

Medicine

Ward 2

(18 beds)

General

Medicine

RN 3 0.00

RN 2 / RN 1 18.11

EN 3.56

PSA 2.81

AHP 2.70

AH Assistant 0.25

Admin 1.00

Total 28.43


Stage 1B Surgical Division 4GS, 5D and 5A affected FTE

Current Budgeted FTE (EBA ratio)


Surgery

4GS (n=18)

Surgical

Short Stay

&

5D (n=28)

Emergency

Short Stay

RN 3 2.00

RN 2 10.00

RN 1 28.34

EN 13.21

PSA 7.95

AHP 0.68

AH Assistant 0.01

Admin 2.20

Total 64.39

Indicative FTE post clinical reconfiguration (Equivalent

ratio)


Surgery

5D

(n=28)

Emergency /

Surgical Short

Stay

RN 3 1.00

RN 2 / RN 1 27.67

EN 10.89

PSA 5.47

AHP 0.63

AH Assistant 0.00

Admin 1.00

Total 46.66

Indicative FTE increase (NHPPD 7.35)

Division / Ward Classification Current FTE

Surgery

Vascular

↑4 beds in 5A

(n=26)

RN 3 0.00

RN 2 / RN 1 4.33

EN 2.63

PSA 0.00

AHP 0.02

AH Assistant 0.00

Admin 0.00

Total 6.98

Proposed indicative FTE decrease related to merged

ward 5D & 4GS, ↑4 beds in 5A


Surgery

Surgical 5D

merger and

↑ 4 beds in 5A

Vascular

RN 3 1.00

RN 2 / RN 1 6.03

EN 0.00

PSA 2.48

AHP 0.03

AH Assistant 0.01

Admin 1.20

Total 10.75


Stage 1C Medicine Division 4A and Whittaker ward affected FTE

Current Budgeted FTE (4A NHPPD 7.32, Whittaker NHPPD 6.25)


Division of

Medicine

FMC 4A (n=16)

NHS Whittaker

(n=28)

General

Medicine

RN 3 3.00

RN 2 6.00

RN 1 38.54

EN 22.49

PSA 6.64

AHP 9.46

AH Assistant 1.10

Admin 3.00

Total 90.23

Indicative FTE post clinical reconfiguration (NHPPD 6.6)


Division of

Medicine

Merged ward

FMC 4A

(n=24)

General

Medicine

RN 3 1.00

RN 2 / RN 1 24.93

EN 11.27

PSA 5.89

AHP 5.67

AH Assistant 0.00

Admin 1.00

Total 49.76

Indicative FTE increase (NHPPD 6.29)

Ward Classification Current FTE

Medical

↑4 beds in 6A

(n=28)

Respiratory / Dermatology

RN 3 0.00

RN 2 / RN 1 1.98

EN 2.04

PSA 0.00

AHP 0.84

AH Assistant 0.00

Admin 0.00

Total 4.86

Proposed indicative FTE decrease related to merged

ward 4A and Whittaker, ↑4 beds in 6A


Medicine

FMC 4A / Whittaker merger (n=24)

General Medicine

and

↑4 beds in 6A

Respiratory / Dermatology

RN 3 2.00

RN 2 / RN 1 17.63

EN 9.18

PSA 0.75

AHP 2.95

AH Assistant 1.10

Admin 2.00

Total 35.61


Stage 1D Medicine Division FMC 6B (Acute Care of the Elderly-ACE) affected FTE

Current Budgeted FTE (NHPPD 7.82)


FMC Medicine

6B

Acute Care of

the Elderly

(ACE)

(n=16)

RN 3 1.00

RN 2 1.00

RN 1 17.59

EN 10.86

PSA 2.95

AHP 5.68

AH Assistant 0.22

Admin 1.00

Total 40.30

Indicative FTE post clinical reconfiguration (NHPPD 7.82 )


FMC

Medicine

6B

Acute Care

of the

Elderly

(ACE)

(n=10)

RN 3 1.00

RN 2 / RN 1 12.31

EN 6.71

PSA 1.31

AHP 3.55

AH Assistant 0.14

Admin 1.00

Total 26.02

Proposed indicative FTE decrease related

to FMC ACE Ward 6B


FMC

Medicine

6B

Acute Care

of the

Elderly

(ACE)

(n=10)

RN 3 0.00

RN 2 / RN 1 6.29

EN 4.15

PSA 1.64

AHP 2.13

AH Assistant 0.08

Admin 0.00

Total 14.28


Stage 2A Surgical Division FMC 5A (vascular) affected FTE

Current Budgeted FTE (5A NHPPD 7.35)


Surgery

5A

Vascular

(n=26)

RN 3 1.00

RN 2 5.00

RN 1 25.02

EN 14.04

PSA 5.89

AHP 3.90

AH Assistant 0.00

Admin 1.00

Total 55.85



Surgery

5A

Vascular

(n=18)

RN 3 1.00

RN 2 / RN 1 21.29

EN 9.45

PSA 4.20

AHP 2.70

AH Assistant 0.00

Admin 1.00

Total 39.64

Proposed indicative FTE decrease

related to FMC Ward 5A


Surgery

5A

Vascular

(n=18)

RN 3 0.00

RN 2 / RN1 8.73

EN 4.59

PSA 1.69

AHP 1.20

AH Assistant 0.00

Admin 0.00

Total 16.21


Stage 2B Surgical Division FMC 5C (orthopaedics and plastics) affected FTE

Current Budgeted FTE (5C NHPPD 6.90)


Surgery

5C

Orthopaedic &

Plastics (n=28)

RN 3 1.00

RN 2 4.00

RN1 26.61

EN 13.78

PSA 5.89

AHP 2.52

AH Assistant 0.00

Admin 1.00

Total 54.80

Indicative FTE post clinical reconfiguration (5C NHPPD 6.90)


Surgery

5C

Orthopaedic &

Plastics (n=20)

RN 3 1.00

RN 2 / RN 1 21.69

EN 10.23

PSA 4.20

AHP 1.80

AH Assistant 0.00

Admin 1.00

Total 39.92


related to FMC Ward 5C


Surgery

5C

Orthopaedic

&

Plastics

(n=20)

RN 3 0.00

RN 2 / RN 1 8.92

EN 3.55

PSA 1.69

AHP 0.72

AH Assistant 0.00

Admin 0.00

Total 14.88


Stage 2C Medicine Division FMC 6C (stroke and neurology) affected FTE



Medicine

6C

Stroke &

Neurology

(n=26)

RN 3 1.00

RN 2 4.00

RN 1 23.56

EN 21.62

PSA 5.47

AHP 7.80

AH Assistant 0.00

Admin 1.00

Total 64.45



Medicine

6C

Stroke &

Neurology (n=20)

RN 3 1.00

RN 2 / RN 1 24.45

EN 13.82

PSA 4.20

AHP 6.00

AH Assistant 0.00

Admin 1.00

Total 50.47


related to FMC Ward 6C


Medicine

FMC 6C

Stroke &

Neurology

(n=20)

RN 3 0.00

RN 2 / RN 1 3.11

EN 7.80

PSA 1.27

AHP 1.80

AH Assistant 0.00

Admin 0.00

Total 13.98


Planning only. Indicative FTE. Not for Consultation.

Planning Stage 3A Medicine Division FMC 6B (ACE) Indicative FTE for interim planning



FMC Medicine 6B (ACE)

(n=10)

RN 3 1.00

RN 2 1.00

RN 1 11.31

EN 6.71

PSA 1.31

AHP 3.55

AH Assistant 0.14

Admin 1.00

Total 26.02

Indicative FTE post clinical reconfiguration


FMC Medicine 6B

RN 3 0.00

RN 2 / RN 1 0.00

EN 0.00

PSA 0.00

AHP 0.00

AH Assistant 0.00

Admin 0.00

Total 0.00


related to FMC ACE Ward 6B


FMC Medicine 6B / (ACE)

(n=0)

RN 3 1.00

RN 2 / RN 1 12.31

EN 6.71

PSA 1.31

AHP 3.55

AHP 0.00

AH Assistant 0.14

Admin 1.00

Total 26.02


Planning Stage 3B Mental Health Services Statewide Eating Disorder Service (SEDS)



FMC Mental

Health

Statewide

Eating

Disorder

Service

(SEDS)

4GP

(n=10)

RN 3 1.00

RN 2 1.00

RN 1 8.23

EN 4.02

PSA 1.31

AHP 0.20

AH Assistant 0.00

Admin 1.00

Total 16.76



FMC Mental

Health

(SEDS)

Relocation of

SEDS to 6B

(n=10)

RN 3 1.00

RN 2 / RN 1 9.23

EN 4.02

PSA 1.31

AHP 0.20

AH Assistant 0.00

Admin 1.00

Total 16.76


related to FMC 4GP SEDS


FMC Mental

Health

(SEDS)

Relocation to 6B

SEDS

(n=10)

RN Level 3 0.00

RN 2 / RN 1 0.00

EN 0.00

PSA 0.00

AHP 0.00

AH Assistant 0.00

Admin 0.00

Total 0.00


Planning Stage 3C Division of Medicine Indicative FTE for interim planning

Current Budgeted FTE (6C NHPPD 8.08 / Div of Medicine ~ 7.0)


Medicine

6C

Stroke &

Neurology

(n=20) +

Division of

Medicine

(n=12)

RN 3 2.00

RN 2 7.00

RN 1 31.28

EN 18.82

PSA 5.62

AHP 11.04

AH Assistant 0.00

Admin 2.00

Total 77.76



FMC

Medicine

Stroke &

Neurology (n=12)

RN 3 1.00

RN 2 / RN 1 15.57

EN 7.06

PSA 2.11

AHP 5.40

AH Assistant 0.00

Admin 1.00

Total 32.14



Medicine Division of

Medicine (n=20)

RN 3 1.00

RN 2 / RN 1 22.71

EN 11.76

PSA 3.51

AHP 5.64

AH Assistant 0.00

Admin 1.00

Total 45.63


Interim Planning RGH Service Moves and Site Decommissioning

RGH Ward 8, general medicine

Current Budgeted FTE (Ward 8 NHPPD 6.0 )


Surgery

RGH Ward 8

General Surgery

(n=24)

RN 3 1.00

RN 2 7.00

RN 1 16.28

EN 10.37

PSA 3.20

AHP 2.50

AH Assistant 0.00

Admin 1.00

Total 41.35


Division / Ward Classification Post merge FTE

Surgery

RGH Ward 8

General Surgery

(n=0)

Closed

RN 3 0.00

RN 2 / RN 1 0.00

EN 0.00

PSA 0.00

AHP 0.00

AH Assistant 0.00

Admin 0.00

Total 0.00

Proposed indicative FTE decrease related to RGH Ward 8

Division / Ward Classification FTE

*SALHN Division of

Surgery

RN 3 1.00

RN 2 / RN 1 23.28

EN 10.37

PSA 3.20

AHP 2.50

AH Assistant 0.00

Admin 1.00

Total 41.35

• Reduction for Division of Surgery across SALHN


Division of Surgery - FMC 5A, vascular

Current Budgeted FTE (Ward 5A NHPPD 7.35)


Surgery

FMC 5A

Vascular (n=18)

RN 3 1.00

RN 2 5.00

RN 1 16.29

EN 9.45

PSA 4.20

AHP 2.70

AH Assistant 0.00

Admin 1.00

Total 39.64


(NHPPD 6.04 -7.35)


Surgery

FMC 5A

Vascular

(n=26)

RN 3 1.00

RN 2 / RN 1 29.02

EN 14.04

PSA 5.47

AHP 3.90

AH Assistant 0.00

Admin 1.00

Total 55.43

Proposed indicative FTE increase related to FMC 5A


Surgery

FMC 5A (Vascular)

(n=26)

RN 3 0.00

RN 2 / RN 1 8.73

EN 4.59

PSA 1.27

AHP 1.20

AH Assistant 0.00

Admin 0.00

Total 15.79


Division of Surgery - FMC 5C, orthopaedics and plastics



Surgery

FMC 5C

Orthopaedics + Plastics (n=20)

RN 3 1.00

RN 2 4.00

RN 1 20.39

EN 10.23

PSA 4.20

AHP 5.20

AH Assistant 0.00

Admin 1.00

Total 46.02

Indicative FTE post clinical reconfiguration (5C - NHPPD 6.0 - 6.9)


RN 3 1.00

Surgery

FMC 5C

(Orthopaedics

+ Plastics)

(n=28)

RN 2 / RN 1 30.81

EN 13.78

PSA 5.89

AHP 7.28

AH Assistant 0.00

Admin 1.00

Total 59.76

Proposed indicative FTE increase related to FMC 5C


Surgery

FMC 5C

(Orthopaedics + Plastics)

(n=28)

RN 3 0.00

RN 2 / RN 1 6.42

EN 3.55

PSA 1.69

AHP 12.48

AH Assistant 0.00

Admin 0.00

Total 13.74


Noarlunga Hospital – Myles ward (combined public and private ward)

Current Budgeted FTE (Myles Ward )


NHS Myles

Private Ward (n=7) including

public activity only

NHS Collins (n=0)

RN 4 1.00

RN 2 2.00

RN 1 9.10

EN 3.59

PSA 0.66

AHP 0.24

AH Assistant 0.00

Admin 1.00

Total 17.59

Indicative FTE post clinical reconfiguration (Myles Ward )


NHS Myles

Private Ward (n=0) including

public

activity only

RN 3 0.00

RN 2 / RN 1 0.00

EN 0.00

PSA 0.00

AHP 0.00

AH Assistant 0.00

Admin 0.00

Total 0.00

Indicative FTE post clinical reconfiguration (Collins Ward)


NHS Collins

Surgical

(n=8)

RN 3/4 TBD

RN 2 / RN 1 13.15.

EN 4.10

PSA 0.66

AHP 0.24

AH Assistant 0.00

Admin 1.00

Total 19.15

Proposed indicative FTE increase related to Myles and Collins ward


NHS Myles

Private Ward /

NHS Collins

RN 3 TBD

RN 2 / RN 1 1.35

EN 0.21

PSA 0.00

AHP 0.00

AH Assistant 0.00

Admin 0.00

Total 1.56


RGH – High Dependency Unit (HDU)

Current Budgeted FTE (RGH Ward 3 - HDU)


RGH

High Dependency Unit (HDU)

(n=4)

RN 3 1.00

RN Level 2 10.00

RN 1 7.87

EN 0.00

PSA 1.89

AHP 0.30

AH Assistant 0.00

Admin 1.00

Total 22.06

Indicative FTE post clinical reconfiguration (RGH Ward 3 - HDU)


RGH HDU

(n=0)

RN 3 0.00

RN 2 / RN 1 0.00

EN 0.00

PSA 0.00

AHP 0.00

AH Assistant 0.00

Admin 0.00

Total 0.00

Proposed indicative FTE decrease related to RGH Ward 3 (HDU)


SALHN HDU

Ward 3

(n=0)

RN 3 1.00

RN 2 / RN 1 17.87

EN 0.00

PSA 1.89

AHP 0.30

AH Assistant 0.00

Admin 1.00

Total 22.06


Appendix 1


RGH Service Moves

and

Site Decommissioning

Expression of Interest


Overview - Expression of Interest (EOI)

To support the proposed transition of staff and as part of the SALHN Clinical Reconfiguration and RGH

service moves and decommissioning it is proposed to conduct a Division based Expression of Interest (EOI)

process.

The EOI process is underpinned by the Transforming Health HR Principles – Nursing and Midwifery and the

Transforming Health HR Principles SA Public Sector Wages Parity Enterprise Agreement: Salaried 2014

(WPEA: Salaried Employees).

The EOI will be open to the relevant in-scope occupational groups as detailed below in accordance with the

proposed stages of the clinical reconfiguration timeline. All information provided as part of the EOI is

confidential and will not be used for any other purposes.

The EOI will commence following the consultation period for the SALHN clinical reconfiguration and

resulting placements will take place reflective of the proposed Clinical Reconfiguration Service Plan.

Staff who participate in the EOI will then be eligible for placement with in respective Divisions and

wards/units.

Placements for allied and scientific health professionals will be in consideration of profession and location.

Allied and scientific health professionals will be able to provide relevant information as part of their

responses on the EOI application.

Eligible Employees

Nursing/Midwifery, Allied and Scientific Health, Operational, Technical and Administrative staff

All in-scope permanent/ ongoing nursing/midwifery, allied and scientific health, operational, technical and

administrative staff in SALHN, across Flinders Medical Centre (FMC), Repatriation General Hospital (RGH)

and Noarlunga Hospital (NH) will be invited to express their interest for future placements at RGH, FMC and

NH.

Current staff employed in the areas provided at 2.1 Wards/ units proposed to transition “as a service” will

be invited to participate in a quarantined process for those respective units.

These include:

• NH Whittaker (Stage1 – 16 Beds)

• RGH Daw House

• Rehab A,B,V

• RGH Ward 18

• RGH Ward 17

Medical staff

The EOI will not apply to Medical Officers.

Discussions regarding the impact on Medical Officers and the processes that will apply for medical staff will

take place with the South Australia Salaried Medical Officers Association.


Weekly Paid staff

The EOI will not apply to Weekly Paid employees.

The ancillary support services required will be determined once the planning progresses. Consultation will

occur with staff and United Voice as part of that process.

Wards/ units proposed to transition ‘as a service’

The following wards/ units are proposed to transition ‘as a service’. Current staff will be given the

opportunity to relocate with the ward/ unit.

• NH Whittaker (Stage1 – 16 Beds)

• RGH Daw House

• Rehab A,B,V

• RGH Ward 18

• RGH Ward 17

Part 3.3 of the HR Principles - Nursing and Midwifery provide that where a service or function is required to

relocate, subject to consultation, employees must be given the opportunity to relocate with the service.

This will be done in consideration of professional and personal circumstances. Part 3.2 will also apply in

that wherever reasonably practicable SA Health will utilise voluntary or expression of interest processes to

facilitate service moves.

The principles provided in the WPEA: Salaried HR Principles will be applied for respective employees.

Where appropriate a quarantined process may be applied in accordance with the

WPEA: Salaried HR Principles.

Staff within the wards/units detailed will be invited to express their interest as part of the EOI process for

that Unit. It is proposed that the affected staff in these wards/ units will transition ‘as a service’ in

consideration of affected staff’s professional and personal circumstances.

Staff within these wards/ will be provided an option to be part of a bank. Staff may elect to be considered

for placement elsewhere within their Division as appropriate. Employees that opt not to be transitioned

with their unit may become unattached and following appropriate case management an excess employee.

The appropriate HR Principles will apply.

Further information

• The EOI will be conducted through the eRecruitment system and commence following the

consultation period for the SALHN clinical reconfiguration. Staff will be advised of the opening and

closing dates via communication from the A/CEO.

• Communication including regular updates to assist and inform staff about the EOI process will be

via future CEO bulletins, staff forums and FAQs.

• As part of an eRecruitment process staff will be directed to the SA Health Careers internet site and

through the CEO staff bulletins and FAQs .

• A vacancy number will be given to enable staff to apply under the ‘Job Search’ link.

• Once submitted a standard response from eRecruitment will be provided to the employee.


• Staff are not required to provide resumes/CVs as part of the EOI process.

• Clinical Services Coordinators Level 3 and above may be required to undergo a further selection

process and may be required to be interviewed as part of that process.

• Staff may nominate to be placed in a bank.

• Staff will, where possible, be provided with an option to remain at their site. Staff may elect to be

considered for placement elsewhere within their Division or across SALHN as appropriate.

• All information will be strictly confidential and only used for the purposes for which it is gathered.

• All future transition and movement of staff will be in accordance with the established HR Principles

for the relevant occupational groups; and underpinning Industrial Instruments.

• Transfer will be based on substantive ongoing contracted hours of employment.

EOI Timeline and Stages

As provided at Section 8- Workforce In Scope Divisions, Services, Wards/Units – Employees the Clinical

Reconfiguration Service Plan implementation will be undertaken in a number of stages.

Clinical Reconfiguration Stage 1 and 2 – in-scope wards/ units

The EOI will commence following the consultation period for the SALHN clinical reconfiguration.

The areas identified as directly in-scope for Stages 1 and 2 of the Clinical reconfiguration are listed in Table

3.0.

Stage 1 of the reconfiguration is proposed to include the following:


Comment Pre configuration Post Configuration


1A RGH 2/6 24 RGH 6 24

Formalise merger of RGH ward 2 and RGH ward 6 (general

medicine). Ward 2 beds have been flexed down since

December 2015.

1B FMC

4GS 18

FMC

5D 28

Merger of 4GS (elective Surgical Short Stay) and 5D

(Emergency Short Stay) and located in Ward5D. FMC 4GS

Elective Surgical Short Stay ward is an 18 bed, six day ward

with approximately 10 beds occupied Monday-Saturday 1B FMC

5D 28

1B FMC

5A 22

FMC


1C FMC

4A 16

FMC

4A 24

4A currently General Medicine 16 bed ward and will undergo

capital works to increase bed capacity to 24 beds.

Whittaker ward at Noarlunga Hospital (NH) non-winter

occupancy has been approximately 21 beds. This is expected

to reduce to 16 with increased CAPS beds/MACS model.

16 Whittaker general medical beds are planned to relocate

to FMC 4A as part of a 24 bed general medical ward

1C NH

Whittaker 28

1C FMC

6A 24

FMC

6A 28

Increase beds into FMC 6A (respiratory and dermatology)

from 24 to 28 beds

1D FMC

6B 16

FMC

6B 10

Reduction in beds in FMC 6B - Acute Care of the Elderly (ACE)

from 16 to 10 beds as bed efficiency savings achieved


Stage 1A

It is proposed that the following configuration will be implemented in October 2016




1A RGH 2/6 24 RGH 6 24

Formalise merger of RGH ward 2 and RGH ward 6 (general

medicine). Ward 2 beds have been flexed down since

December 2015.

Stage 1B

It is proposed that the following configuration will be implemented in October 2016 and bed efficiencies are

demonstrated.




1B FMC

4GS 18

FMC

5D 28

Merger of 4GS (elective Surgical Short Stay) and 5D

(Emergency Short Stay) and located in Ward5D. FMC 4GS

Elective Surgical Short Stay ward is an 18 bed, six day ward

with approximately 10 beds occupied Monday-Saturday 1B FMC

5D 28

1B FMC

5A 22

FMC


Stage 1C

It is proposed that the following configuration will be implemented in a staged approach from October and December

2016 and once length of stay efficiencies are achieved




1C FMC

4A 16

FMC

4A 24

4A currently General Medicine 16 bed ward and will undergo

capital works to increase bed capacity to 24 beds.

Whittaker ward at Noarlunga Hospital (NH) non-winter

occupancy has been approximately 21 beds. This is expected

to reduce to 16 with increased CAPS beds/MACS model.

16 Whittaker general medical beds are planned to relocate

to FMC 4A as part of a 24 bed general medical ward

1C NH

Whittaker 28

1C FMC

6A 24

FMC

6A 28

Increase beds into FMC 6A (respiratory and dermatology)

from 24 to 28 beds


It is proposed that the merger of Ward 4A including NH Whittaker will include the transition of Whittaker and its staff

‘as a service’ as provided at part 2.1. The staff allocation for the 16 beds proposed to transition to FMC will be

considered as part of a quarantined processes.

Stage 1D

It is proposed that the following configuration will be implemented from November 2016 and once length of stay

efficiencies are achieved




1D FMC

6B 16

FMC

6B 10

Reduction in beds in FMC 6B - Acute Care of the Elderly (ACE)


Stage 2 – 2A, 2B, 2C of the reconfiguration will include the following:

It is proposed that the following configuration will be implemented in December 2016 and once length of stay

efficiencies are achieved.


Comment Pre configuration Post

Configuration


2A FMC

5A 26

FMC

5A 18

Reduction of 8 beds in FMC 5A (Vascular) from 26 to 18

beds as bed efficiency savings achieved

2B FMC

5C 28

FMC

5C 20

Reduction of 8 beds in FMC 5C (Orthopaedics and Plastics)


2C FMC

6C 26

FMC

6C 20

Reduction of 6 beds in FMC 6C (Stroke and Neurology) from

26 to 20 beds as bed efficiency savings achieved

Scope and eligibility of EOI for Stage 1 and 2

Staff within the Medicine and Surgery streams will be invited to express their interest for positions in

wards/units within the respective Division/ stream. Preference will be given to staff for placement where

the ward/unit is designated to transition ‘as a service’ and positions will be quarantined where it has been

identified as appropriate for this to occur.

Staff eligible for the EOI for the identified Divisions include those in Stage 3, RGH Decommissioning and the

indirectly impacted units (as provided at Table 3.0). All staff within the identified Divisions, wards and units

may lodge an EOI and be considered for placement as part of Stage 1 and 2.

In the first instance staff will be considered for placement within their current Division. Where vacancies

arise staff may be considered for placement in an alternative Division.

Eligible staff may also nominate to be placed, where applicable, in a bank.


Selection\ placement processes

To assist in the assessment, selection and placement of eligible employees a panel will be formed to review

the information provided and make a decision in regard to an appropriate offer of placement.

Panels will consist of:

• Divisional lead

• Nursing manager

• Allied Health lead (where applicable)

• Nursing/midwifery CSC Lvl 3

• Human Resources representative

• Other as required

The Panel will assess the relevant information gained from the eRecruitment process.

Appendix 2 provides an example of the EOI questionnaire and requested information.

Following appropriate consideration of responding applicants, successful employees will be provided with a

formal offer of placement.

Placement within respective Divisions, services and wards/ units will be in accordance with the proposed

timelines as reflected in the Clinical Reconfiguration Plan.

Notice periods and transfer will occur in accordance with the applicable HR Principles and underpinning

industrial instruments.

Grievance processes

Grievances arising from a decision as part of this process will be managed in accordance with the Grievance

process provided in the respective HR Principles and as determined by the respective industrial instruments

and legislation.


Appendix 2 - EOI application information for example only

The EOI will seek responses [examples only] from staff to the following information [examples only] to

assist in assessing staff preferences against organisational need. For example the questionnaire will

include:

• Employment status - ongoing

• FT/ PT (current)

• Occupational group/ stream

� Administrative � Nursing/ Midwifery

� Allied & Scientific Health

� Operational Services

� Technical

� Professional

• Classification/ Level

• Profession/ speciality/ specialism –area of professional practice or administrative speciality

� Nursing specialties/ areas of practice - list

� Allied Health specialities/ areas of practice - list

� Administrative specialties - list

• Site (current) � FMC � NH � RGH

• Specialty/ division (current)

� Mental Health

� Critical Care

� Medicine

� Surgery

� Geriatric Evaluation Management(GEM)

• Service (current) – [examples only]

� Gen Med � GEM – Behaviours of Concern

� Acute Care Elderly � Vascular

� Neurology/ Stroke � Gen Med/ Renal

� Division of Medicine � Gastroenterology

� Orthopaedics � ICCU


• Ward (current)

� RGH Ward 2 � FMC 3G � FMC 6A

� RGH Ward 6 � FMC 4A � FMC 6B

� RGH Ward 1 � FMC 4D � FMC 6C

� RGH Ward 3 � FMC 4GP � FMC 6D

� RGH Ward 5 � FMC 4GS � FMC - CCU

� RGH Ward 8 � FMC 5A � FMC - ICCU

� RGH Ward 17 � FMC 5B � NH Whittaker

� RGH Ward 18 � FMC 5C � NH Collins

� RGH Daw House � FMC 5D � NH Myles

� RGH Rehab A � FMC 5E

� RGH Rehab B � FMC 5F

� RGH Rehab V � FMC 5G

• Site (preferred) � FMC � NH � RGH

• Ward/unit (preferred) – list reconfigured wards/units- Stages 1 and 2 only

� RGH 6 � FMC 6A

� FMC 4A � FMC 6B

� FMC 5A � FMC 6C

� FMC 5C

� FMC 5D

• Consideration for placement within an alternate Division

• Preference for bank

� Bank

• Future preference FT/PT

• Additional qualifications and applicable allowances

• Consideration of an applicable Separation Payment

• Criminal history/ DCSI checks – NPC information

• Disciplinary/ misconduct information

clinical reconfiguration service plan final · the purpose of the salhn clinical reconfiguration...

Documents