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Western Sydney Local Health District Year in Review 2013-14

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Western Sydney Local Health District Year in Review 2013-14 YEAR IN REVIEW 2013-14 WESTERN SYDNEY LOCAL HEALTH DISTRICT BUILDING THE FUTURE Vision and Values ■ Better health services for the people of western Sydney and beyond. ■ Underpinning our vision are NSW Health’s four CORE values of collaboration; openness; respect; and empowerment. Contents 01 About Western Sydney Local Health District page 4 02 Financial Summary page 6 03 Chair and Chief Executive Report page 7 04 Healthcare Facilities Westmead Hospital page 9 Blacktown Hospital, Mount Druitt Hospital page 12 Auburn Hospital page 14 05 Specialty Services Mental Health page 15 Community Health page 16 Aboriginal Health page 17 Population Health page 18 Drug Health Services page 19 Multicultural Health Services page 19 Interpreter Services page 20 Translation Services page 20 06 Research & Education page 21 07 Patient Safety, Quality & Innovation page 24 08 The Board page 29 09 Executive Leadership Team page 32 10 Our Staff, Our Partners page 34 11 Location Directory page 36 12 Abbreviations and Glossary page 38 01 About Western Sydney Local Health District Western Sydney Local Health District (WSLHD) is responsible for providing and managing all public healthcare within five Local Government Areas (LGAs), incorporating 120 suburbs. It is one of 15 Local Health Districts (LHDs) in the NSW Health system. Our cutting-edge services provide The Hills Shire LGA a broad range of needs-specific healthcare to more than 900,000 residents as well as Statewide specialty services. We employ almost 9500 people across more than 100 sites including five hospitals and an extensive Blacktown LGA network of community health centres. WSLHD has the second largest population in NSW and is projected to grow to more than 1 million by 2031. We cover an area of approximately 780 square kilometres spanning the Parramatta Holroyd LGA LGAs of Blacktown, The Hills, Holroyd, LGA Parramatta and Auburn. Approximately 11,500, or 1.5 per cent of our population self-identified as Auburn being Aboriginal, with the majority Our major LGA (8000) living in the Blacktown LGA. healthcare facilities A total of 45 per cent of residents speak a language other than English Hospitals Community Health Centres at home with the largest proportion from Auburn at 79.5 per cent. 1 Auburn Hospital A Auburn Community Health Centre 2 Blacktown Hospital B Blacktown Community Health Centre 3 Mount Druitt Hospital C Doonside Community Health Centre 4 Cumberland Hospital D Merrylands Community Health Centre 5 Westmead Hospital E Mount Druitt Community Health Centre F Parramatta Community Health Centre G The Hills Community Health Centre YEAR IN REVIEW 2013-14 4 WESTERN SYDNEY LOCAL HEALTH DISTRICT An average day in numbers at WSLHD 2013-14 478 admissions to our five hospitals On average more than 650 patients were given appointments each day at our dental clinics 453 presentations to Emergency at four hospitals On average more than 330 individual clients were seen each day by our WSLHD Community Health Centres An average year in numbers at our LHD 165,481 63,340 9702 emergency babies delivered vaccinations were presentations administered YEAR IN REVIEW 2013-14 WESTERN SYDNEY LOCAL HEALTH DISTRICT 5 02 Financial Summary Through effective management of our Grants and Aliated Health Organisations Other Items business we are ensuring our patients and 0.88% 0.15% those we serve are receiving the best possible Depreciation and Amortisation healthcare and services. 4.14% Financial stability and sustainability are strategic priorities Other Operating for WSLHD. Expenses 25.22% Expenditure In 2013-14, WSLHD disbursed $1.43 billion providing healthcare to the people of western Sydney. The total number of healthcare services provided increased by 8 VMOs 2.42% per cent. Salary and Wages 67.18% More than half our budget was allocated to salaries and wages while $360 million was expended on operating expenses, predominantly clinical supplies and ancillary services. WSLHD generated revenue totalled $198 million, including $80 million from patient fees. The net cost of services Sales of Goods and Services before the government contributions was $1.231 billion. 77% Other Revenue 23% Looking ahead, WSLHD is committed to delivering quality patient care within budget notwithstanding the escalating costs associated with an increasing population, technological advances and complexity in patient Revenue conditions. We are committed to maintaining open and transparent financial practices. The complete audited financial statements are published in the 2013-14 NSW Health Statutory Financial Report and available on our website www.wslhd.nsw.gov.au Financial stability and sustainability are our priorities Leena Singh Executive Director Finance YEAR IN REVIEW 2013-14 6 WESTERN SYDNEY LOCAL HEALTH DISTRICT 03 Chair and Chief Executive Report We are pleased to present the and aged care to meet the growing Western Sydney Local Health patient needs of the community. District (WSLHD) 2013-2014 There was greater collaboration Year in Review. and strengthening of key strategic partnerships, both within our LGAs The past 12 months have been a and across the State. WSLHD time of progress in all our areas of formalised its alliance with Western operation not least of which has been Sydney Medicare Local which saw the announcement by the Minister for the district become one of three Health in November 2013 of $1 million demonstrator sites under the NSW in planning funding for the Westmead Integrated Care Strategy focused Hospital Redevelopment. A further $5 on improving the delivery of a more million has been allocated in the 2014- Stephen Leeder seamless and integrated healthcare 15 State Budget. system for the benefit of patients, GPs The planning will be underpinned and primary care providers. by the NSW Ministry of Health and As you read through the commentary the WSLHD commitment to deliver and highlights in this year’s edition, safe, high quality, innovative, and it is important to keep in mind the sustainable services into the future. goals and objectives of our business as The Westmead precinct is one of the reflected in WSLHD 2013-16 strategic largest integrated health, research, plan. The six priority areas that address and education precincts in the world. the diverse needs of our community This project will have the potential to now and into the future are: deliver in excess of 750,000 square metres of building area, which is 1. Culture approximately 380,000 square metres 2. Integrated care of additional space. 3. Partnerships At Blacktown Mount Druitt Hospital Expansion Project Stage 1 we 4. Organisational redesign are delivering a public health 5. Research and education; and infrastructure project that will expand 6. Financial stability and health services for the Blacktown sustainability. Local Government Area. The $322 million undertaking will add a range The WSLHD Board, Board sub- of contemporary health services committees, executive leadership including comprehensive care centres team and staff have worked for cancer, cardiology, respiratory determinedly to ensure our YEAR IN REVIEW 2013-14 WESTERN SYDNEY LOCAL HEALTH DISTRICT 7 03 Chair and Chief Executive Report organisation is on track to fulfil these WSLHD is committed to creating priorities. Some examples of our and maintaining a workforce that is progress include: representative of our patients and communities where differences are • Reducing our overall operational respected and new ideas welcomed. deficit of $4.5 million from the Our people are our most valuable previous year, despite clinical resource and key drivers of this activity increasing by 8 per culture ensuring we plan, deliver and cent. The LHD has focussed evaluate better quality, safety and on improving its financial patient outcomes. transparency, implementing improved costing systems and This year has seen tremendous providing greater financial growth and development of WSLHD. reporting and training throughout From large-scale infrastructure Danny O’Connor the organisation enhancements to the implementation of innovative models of care, our • Developing a consumer and organisation has continued its steady community engagement program progression into one of NSW’s leading to guide the advancement, Local Health Districts. implementation and improvement of local health services We express our gratitude to the Board, executive management team, • Partnering with Westmead all staff and volunteers for their Millennium Institute (WMI) dedication in providing excellent for Medical Research, Health healthcare, education and research. Education and Training Institute (HETI) and academic institutions Together we are building the future of including The University of Sydney, healthcare for the people of western University of Western Sydney and Sydney and beyond. University of Notre Dame Australia • Establishing an Information Technology (IT) strategic plan to support future IT innovation; and Stephen Leeder Chair • Achieving agreed National Elective Surgery Targets (NEST) through the work of the LHD Surgery Stream Taskforce resulting in more certainty and improved timeliness Danny O’Connor of access to elective surgery. Chief Executive YEAR IN REVIEW 2013-14 8 WESTERN SYDNEY LOCAL HEALTH DISTRICT 04 Healthcare facilities and services Westmead Hospital Westmead Hospital is a The NSW Government announced major teaching hospital of $6 million towards the hospital’s the University of Sydney for redevelopment. medical and dental students Once complete, Westmead Hospital and one of Australia’s
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