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Central West Hospital and Health Service Central West Hospital and Health Service Public availability Copies of this annual report can be obtained from: Central West Health Glasson House 139 Eagle Street LONGREACH QLD 4730 Requests for copies to be posted can be made to: Central West Health PO Box 510 LONGREACH QLD 4730 Phone: +61 7 4652 8000 Email: [email protected] Web: www.health.qld.gov.au/services/centralwest/default.asp ISSN 2202-7130 The Queensland Government is committed to providing accessible services to Queenslanders from all culturally and linguistically diverse backgrounds. If you have difficulty in understanding the annual report, you can contact us on (07) 4652 8000 and we will arrange an interpreter to effectively communicate the report to you. Licence This annual report is licensed by the State of Queensland (Department of Health) under a Creative Commons Attribution (CC BY) 3.0 Australia licence. CC BY Licence Summary Statement In essence, you are free to copy, communicate and adapt this annual report, as long as you attribute the work to the State of Queensland (department name). To view a copy of this licence, visit http://creativecommons.org/licenses/by/3.0/au/deed.en Attribution Content from this annual report should be attributed as: The State of Queensland Central West Hospital and Health Service annual report 2012–13 © Central West Hospital and Health Service 2013 Contents Letter of Compliance 1 Chair’s introduction 2 2 Overview of the Central West Hospital and Health Service 4 2.1 Agency role and main functions 5 2.2 Operating environment 6 2.3 Machinery of government changes 6 3 The year in review 7 3.1 Strategic planning and engagement 7 3.2 Building and developing our workforce 7 3.3 Better healthcare for patients 7 3.4 Upgrading and maintaining our facilities 8 3.5 Accountability to the community 8 4 Our performance 9 4.1 Central West Hospital and Health Service Strategic Plan 2012–16 9 4.2 Service delivery statements 16 4.3 Other plans and measures 17 5 2012–13 financial highlights 20 5.1 Summary of financial performance 20 5.2 Chief finance officer statement 21 6 Corporate governance – management and structure 22 6.1 Central West Hospital and Health Service board and committees 22 6.2 Related entities 25 6.3 Executive management team 25 6.4 Senior management structure 27 6.5 Public Sector Ethics Act 1994 27 7 Governance – risk management and accountability 28 7.1 Risk management 28 7.2 External scrutiny 29 7.3 Audit committee 29 7.4 Internal audit 29 7.5 Information systems and record keeping 29 8 Governance – human resources 30 8.1 Workforce overview 30 8.2 Workforce governance 30 8.3 Workforce planning, attraction and retention and performance 31 8.4 Training and development 31 8.5 Early retirement, redundancy and retrenchment 32 8.6 Voluntary separation program 32 9 Open data 33 Abbreviations 34 Glossary 35 Attachment A: Compliance checklist 37 Financial statements 39 Contents i Letter of Complaince 1 1 Chair’s introduction 2012–13 saw one of the most significant changes The board also established a governance structure to the way public health services in Queensland and four committees to ensure accountability and are organised, regulated, funded and managed for the effective and efficient delivery of healthcare many years. services. Following the 2012 state election, the Queensland Under the leadership of the health service chief government embarked on a significant change executive, the health service has implemented an agenda to transform and renew the Queensland operational improvement program to restore the public sector. budget and focus on the safety and effectiveness of healthcare services provided in our communities. In line with the introduction of the Hospital and The health service has returned a modest budget Health Boards Act 2011 on I July 2012, the Central surplus in 2012–13, reduced reliance on agency West Hospital and Health Board was established staff and locums, maintained all existing healthcare with a mandate to control the Central West Hospital services in the region and embarked on strategies and Health Service. to improve access to specialist services and embed The board has reflected the principles and telehealth as a regular component of patient care. objectives of the reform agenda, which included the The board is delighted to report that progress Public Sector Renewal Program, a six month action towards delivering on the priorities of its strategic plan to ‘Get Queensland back on track’, a statement plan is on track as detailed in this annual report. of health priorities and ultimately the Blueprint for better healthcare in Queensland, in its strategic In 2013–14, the board will build on the success planning and engagement activities. achieved in its foundation year and work with our communities and healthcare partners to complete a One the highest priorities of the board in 2012–13 comprehensive healthcare plan for the central west has been to establish a relationship of openness and explore opportunities to ensure every dollar and trust as a foundation for ongoing community is well spent and delivers improvements to the capacity building and engagement. It began health and well being of the community. The health a monthly schedule of meetings in individual service will continue to expand telehealth services communities across the central west and convened and secure additional specialist and surgical visits public meetings to talk with communities about to reduce the disadvantage and travel burden their current and future healthcare needs and experienced by patients and their families. priorities. Board meetings were conducted in six communities, Alpha, Aramac, Barcaldine, Blackall, The board also intends to deliver a community Longreach and Winton and at each community dividend through the re-investment of the 2012–13 visited, the board engaged with local residents and budget surplus to upgrade hospital and health stakeholders to hear their views in a public forum. facilities and address the back-log of maintenance Communiqués outlining the matters discussed and works across the region. The investment will remove key decisions were circulated to all stakeholders residual safety risks for patients and staff and and posted in each facility for public access ensure facilities are fit for purpose to support our following each public meeting. healthcare services. The Central West Hospital and Health Service I wish to acknowledge the excellent work of our Strategic Plan 2012–16, Clinician Engagement dedicated staff right across the health service for Strategy 2013–15, Consumer and Community their energy and commitment throughout 2012–13. Engagement Strategy 2013–15 and a protocol Whether their role has been to deliver nutritious with Central and North West Queensland Medicare meals to our patients, manage the upkeep of Local, were all developed in consultation with key our facilities, perform medical and nursing stakeholders to maintain and develop existing services, safely deliver our babies or manage the healthcare services and standards. administrative services that keep the machine running, I thank our staff for their consistent level of performance. 2 Central West Hospital and Health Service Annual Report 2012–13 I also take this opportunity to thank my fellow board The board looks forward to working with the members for their support in governing the health Minister for Health, the health service chief service and taking the time to engage and listen to executive and his executive management team the views and aspirations of our local communities. over the next year to continue to build the best Their hard work, dedication and vision in the pursuit possible regional healthcare service for the benefit of health outcomes for the region was recognised of Queenslanders who live in, work in or visit the in May 2013 when the government re-appointed central west. all seven foundation members of the board for a further 3 year term. Map of the Central West Hospital and Health Service area 1. Chair’s introduction 3 Overview of the Central West 2 Hospital and Health Service Central West Hospital and Health Service Central West Health serves an estimated population, (Central West Health) was established as an as at 30 June 2012, of 12,417 persons. At June 2011, 8.3 per cent of the service’s population independent statutory body on 1 July 2012 identified as of Aboriginal or Torres Strait Islander under the provisions of the Hospital and origin, 5.6 per cent of the total population were born Health Boards Act 2011 (the Act). overseas and 0.6 per cent of the total population speak a language other than English at home.3 Central West Health is the principal provider of public health services to the communities of In 2012–13, Central West Health employed a total Queensland’s central west and works in partnership of 352 clinical, administrative and operational with the Central and North West Queensland staff (full-time, part-time and casual) and had an Medicare Local (the Medicare Local), the Royal operating budget of $54.4 million. Flying Doctor Service (RFDS) and local general practices to provide comprehensive healthcare Hospitals – Longreach, Barcaldine, Blackall, services to central west residents and visitors. Winton and Alpha Central West Health is governed by the Central Central West Health operates five public hospitals West Hospital and Health Board (the board) which delivering 24 hour accident and emergency care, controls the health service and is responsible to acute inpatient services, pharmacy, physiotherapy the Minister for Health for the performance and and radiology services and outpatient clinics. compliance of the health services it oversights. Longreach Hospital is the region’s procedural hub The board has appointed a health service chief offering surgical and elective procedures as well as executive to implement its strategic plans and gynaecological and obstetric services through its manage the day to day performance of the health regional maternity service.
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