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Our Year in Review 2017-2018

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Our Year in Review 2017-2018 OUR YEAR IN REVIEW 2017 2018 Contents FROM THE CHIEF EXECUTIVE 3 FROM THE BOARD CHAIR 5 OUR STRATEGIC PRIORITIES 6 SESLHD SENIOR EXECUTIVE 2017-18 7 OUR RESEARCH 8 CAPITAL WORKS & REDESIGN 14 SESLHD SNAPSHOTS 18 NURSING & MIDWIFERY 22 MEDICAL EXECUTIVE DIRECTORATE 26 PROGRAMS & PERFORMANCE 28 PRIMARY INTEGRATED & COMMUNITY HEALTH 32 ALLIED HEALTH 34 PLANNING POPULATION HEALTH & EQUITY 36 IMPROVEMENT & INNOVATION 38 MENTAL HEALTH 40 ROYAL HOSPITAL FOR WOMEN 42 ST GEORGE HOSPITAL 44 PRINCE OF WALES HOSPITAL 46 SYDNEY/SYDNEY EYE HOSPITAL 48 SUTHERLAND HOSPITAL 50 UNITING WAR MEMORIAL HOSPITAL 52 GARRAWARRA CENTRE 54 CALVARY HEALTH CARE KOGARAH 55 THANK YOU TO OUR VOLUNTEERS 56 SUPPORT FROM OUR FOUNDATIONS 58 ON A TYPICAL DAY South Eastern Sydney Local Health District 172 Admissions via emergency 473 departments 255 Total admissions Overnight 625 admissions Emergency presentations 218 152 Same day Ambulance admissions 7220 arrivals Outpatient treatments 2 OUR YEAR IN REVIEW 2017-2018 From the Chief Executive I Gerry Marr It has been a successful year at South Eastern Sydney Local Health District as we continue our transformation through the Journey to Excellence Strategy 2018-2021. We have committed ourselves to reshaping our models of care, radically changing the way we treat people and expanding services into people’s homes and communities. The new strategy has been developed in partnership with our staff and community to guide the district towards transformational change, as we work to empower communities to improve their health and wellbeing. Our five strategic priorities: delivering safe, person-centred care; workforce wellbeing; better value; community wellbeing and health equity; and research and innovation, will drive the way we deliver health care services into the future. The Inspiring Ideas In line with a district key priority, to foster research and innovation, Challenge has showcased Associate Professor Christopher White was appointed as Director of Research. His appointment will allow us to build capacity and capability the depth of innovative for research and enable the next generation of researchers to make an ideas from staff, and the impact in all fields of health care delivery. standard of projects and results are testament to the I’m very impressed by the commitment of our staff and the level of innovation and excellence in the health care being delivered across the district. The valuable work taking place. Inspiring Ideas Challenge has showcased the depth of innovative ideas from staff, and the standard of projects and results are testament to the valuable work taking place. As part of an improvement education program, our Improvement Academy has provided organisation-wide leadership development to around 3000 staff who have been trained in ways to improve the patient care they provide. We celebrated some key milestones in 2017-18, including the 160-year anniversary of caring at Prince of Wales Hospital; the 60-year anniversary of Sutherland Hospital and the 20-year anniversary of the Royal Hospital for Women’s move from Paddington to Randwick. This year saw Sydney/Sydney Eye Hospital named the 2017 Most Outstanding City Hospital in Australia by the Australian Patients Association. This follows the hospital’s engagement with the Patient Opinion feedback platform which has led to targeted improvement projects responding directly to what patients said. The district will greatly benefit from investment in new and improved services during 2017-18, including: w An unprecedented $720 million to deliver the Randwick Health and Education Precinct, allowing for the integration of education, training and research with world-class clinical services. w The opening of the new Acute Services Building at St George Hospital, as part of the $277-million campus redevelopment. More beds, a new helipad and twice as many operating theatres will ensure patients receive high-quality care in world-class facilities. w The opening of the Sutherland Hospital expansion as part of the $62.9-million redevelopment, including a new and expanded Emergency Department, Short Stay Unit, General Medical Unit, Inpatient Unit and expanded Critical Care Medical Unit. I thank staff for their continuous dedication in providing exceptional care to our patients, our volunteers who freely give their time to support our work and our community partners who work with us to improve the population’s health. OUR YEAR IN REVIEW 2017-2018 3 ABOUT US South Eastern Sydney Local Health District 7,573 bAbIEs bORN IN hOspITAl 178,353 AdMITTEd pATIENTs sERVICE EVENTs 8,724 2,635,125 Covers 468 residents identify NON-AdMITTEd pATIENTs square kms as Aboriginal sERVICE EVENTs 228,206 TOTAl EMERGENCY pREsENTATIONs 47,212 ThEATRE ATTENdANCEs 30% from non- 20,610 English speaking 37% have long-term EMERGENCY sURGERIEs backgrounds health conditions 0 pATIENTs OVERdUE FOR sURGERY ENd 2017-18 95.3% sURGERIEs CARRIEd OUT ON TIME 936,560 21% have multiple residents morbidities sydney/sydney Uniting War Eye hospital Memorial hospital prince of Wales hospital The Royal hospital for Women 1,071,930 st George expected population hospital by 2028 Calvary health Care Kogarah The sutherland hospita l South Eastern Sydney Local Health District Garrawarra Centre 4 OUR YEAR IN REVIEW 2017-2018 From the board Chair I Michael still As I write this letter it is clear that South Eastern Sydney Local Health District (SESLHD) is an organisation which has gone through significant improvement and change in recent years. Our Journey to Excellence has delivered real time enhancements to the already high-quality health care we provide for patients and our communities. The district has improved in every area and I note that it is no longer classified as requiring close watch under the NSW Health Performance Management Framework and is now meeting performance targets. This is no small feat and it is due to the commitment of our 14,054 staff whom, on behalf of the Board, I thank sincerely. Improvement and innovation continue to be at the heart of all we do – to build on the world-class research, treatments, facilities and services which comprise SESLHD. Partnerships, too, are key to our organisational excellence including strong relationships with our colleagues at the UNSW Sydney, University of It is with some sadness Sydney, University of Technology Sydney and our co-located partners in the that I farewell our Chief Mindgardens Alliance as well as others brought together as SPHERE - the Executive Gerry Marr ObE, Sydney Partnership for Health, Education, Research & Enterprise. while at the same time, celebrating his outstanding The year saw SESLHD attract new professionals such as Valerie Jovanovic, achievements for south General Manager, Sutherland Hospital, while we inevitably lose others to retirement, such as the renowned Professor Neville Hacker, a global leader Eastern sydney local in gynaecological oncology who began pioneering treatments at The Royal health district. The face of Hospital for Women 32 years ago. our district has changed under Gerry’s leadership The spotlight has shone on a number of initiatives and facilities this year and on behalf of the board, including the new Microbiome Research Centre at St George Hospital, led by I thank him on his very Professor Emad el Omar, home to ground-breaking work on human microbiota and utilising state-of-the-art science to answer important clinical questions. successful efforts. We wish Gerry all the very best for Meanwhile, Prince of Wales Hospital’s new emergency department opened; his retirement. 160 years of caring on the site was celebrated and, just weeks later, its Spinal Injuries Unit showcased an Australian first with its use of artificial intelligence to support patients in their communication: DeloitteASSIST. Outside of our hospitals, SESLHD’s presence and planning efforts were recognised with the success of “Communities at the Centre”, an initiative of the Directorate of Planning, Population Health & Equity (DPPHE). Led by this directorate, with 10 other government and non-government agencies, a framework is being developed with the community – at the outreach The sEslhd board: shopfront, at workshops and pop-up cafes – to build community resilience and optimise wellbeing for residents in the public housing areas of South w Michael still, Chair Maroubra and its surrounds. w patricia Azarias w Jonathan doy DPPHE’s outstanding work in bridging inequitable differences in health and wellbeing experienced by this disadvantaged population group is reflective of w Associate professor the aims in our district’s Equity Strategy – a key part of the vision steering our Robert Farnsworth work now and into the future. w Associate professor peter Gonski During the year we continued to pave the way for our regeneration of the w dr debra Graves Randwick Campus in a partnership with UNSW Sydney and we expect the first sod to be turned for the rebuild of the Acute Services Building early in w liam harte 2019. We thank Health Infrastructure for its great commitment to helping us w dr Gregory levenston make the Randwick Campus one of Australia’s leading health, education w Janet Mcdonald and industry precincts. w Neville Mitchell w helene Orr As well, we are working toward the next stage of redevelopment at St George w professor Allan spigelman Hospital and looking to the future of the infrastructure needs of Sutherland Hospital. A very sincere Thank You to our staff and leadership teams for all that you do in serving our community. OUR YEAR IN REVIEW 2017-2018 5 Our strategic priorities in summary Journey to Excellence safe, person-centred Workforce wellbeing and integrated care strategy 2018-2021 We will create an environment Everyone in our community will have where our people will be accountable and can be happy, Our purpose access to safe, compassionate and well and supported to reach their high-quality health care. That care potential. To enable our community should be provided either at home or as close to home as possible.
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