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Metropolitan Health Service Annual Report 2015-16

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Metropolitan Health Service Annual Report 2015-16 Metropolitan Health Service Annual Report 2015–16 better health * better care * better value > > Metropolitan Health Service Annual Report 2015–16 North Metropolitan Health Service South Metropolitan Health Service Child and Adolescent Health Service Dental Health Service PathWest Laboratory Medicine < i > Statement of compliance HON MR JOHN DAY BSc BDSc MLA MINISTER FOR HEALTH In accordance with section 63 of the Financial Management Act 2006, I hereby submit for your information and presentation to Parliament, the final Annual Report of the Metropolitan Health Service for the financial year ended 30 June 2016. The Annual Report has been prepared in accordance with the provisions of the Financial Management Act 2006. As on 1 July 2016, the Metropolitan Health Service as it was previously constituted under the Hospital and Health Services Act 1927 section 15 was abolished and the Minister for Health ceased to have management and control of any hospital in the Metropolitan Health Service. This report is submitted, signed by the Reporting Officer, Dr David Russell-Weisz, Director General of the Department of Health, as appointed by the Treasurer under section 68(1) of the Financial Management Act 2006. Dr D J Russell-Weisz DIRECTOR GENERAL DEPARTMENT OF HEALTH REPORTING OFFICER 15 September 2016 < ii > Contents Overview of agency 1 Agency performance 19 Vision statement 2 Financial 20 Vision 2 Summary of key performance indicators 20 Values 2 Performance towards the National Partnership Agreement targets 23 Priorities 2 National Elective Surgery Target (NEST) 23 Executive summary 3 National Emergency Access Target (NEAT) 24 Prevention and Community Care Services 4 Improvements towards emergency department access 25 Health Services 4 Percentage of emergency department patients seen Chronic Disease Services 5 within recommended times 25 Aboriginal Health Services 6 Percentage of admitted patients transferred to an inpatient ward within 8 hours of emergency department arrival 26 Metropolitan WA at a glance 7 Rate of emergency attendances for falls in older persons 26 Operational structure 8 Significant issues 27 Enabling legislation 8 North Metropolitan Health Service 28 Administered legislation 8 Demand and activity 28 Accountable authority 8 Responsible Minister 8 Workforce challenges 28 WA Health structure 8 Managing funding reform and cost efficiencies 29 Metropolitan Health Service 2015–16 13 Health inequalities 29 Performance management framework 14 South Metropolitan Health Service 30 < iii > Demand and activity 30 Staff development 109 Workforce challenges 31 Industrial relations 110 Managing funding reform and cost efficiencies 31 Workers’ Compensation 110 Health inequalities 31 Unauthorised use of credit cards 111 Child and Adolescent Health Service 32 Government Building Contracts 111 Demand and activity 32 Governance requirements 112 Workforce challenges 33 Pecuniary interests 112 Managing funding reform and cost efficiencies 33 Other legal disclosures 112 Health inequalities 34 Disability access and inclusion plan 113 Disclosure and compliance 35 Compliance with public sector standards 117 Audit Opinion 36 Recordkeeping plans 117 Certification of financial statements 40 Occupational safety and health and injury 119 Financial statements 41 Appendices 131 Certification of key performance indicators 69 Appendix 1: Metropolitan Health Service contact details 132 Key performance indicators 70 Appendix 2: Board and committee remuneration 136 Ministerial directives 107 Summary of board and committee remuneration 107 Other financial disclosures 108 Pricing policy 108 Capital works 108 Employment profile 108 < iv > Overview of agency Contents < 1 > Vision statement Vision Priorities To deliver a safe, high quality, sustainable health system for all Western Australians. Our strategic priorities are focused on a continuum of care to support and guide health care through integrated service delivery from prevention and health promotion, early Values intervention, primary care through to diagnosis, treatment, rehabilitation and palliation. Ensuring people in Western Australia receive safe, high quality and accessible health WA Health’s Code of Conduct identifies the values that we hold as fundamental in our work services underpins our strategic priorities. This includes delivering health services that are and describes how these values translate into action. patient centred, based on evidence and within a culture of continuous improvement. Our values are: WA Health’s strategic priorities are: 1. Prevention and Community Care Services Quality Care 2. Health Services 3. Chronic Disease Services 4. Aboriginal Health Services. Respect Excellence Integrity Teamwork Leadership Contents < 2 > Executive summary The 2015–16 financial year marked the end of an era for WA Health, as the health system Information and Communications Technology (ICT) service delivery was also improved with made preparations to move away from a centralised governance structure and embrace a the upgrade of more than 90 per cent of WA Health’s computer fleet and the establishment devolved structure as of 1 July 2016. of an Incident Management Triage team to provide a 24-hour a day, seven-day-a-week, on-call facility for hospital staff requiring assistance with an ICT issue. Guided by the WA Health Reform Program 2015–2020, WA Health spent 2015–16 planning for the transition to the new governance arrangements, which will support the ongoing Roll-out of core clinical applications continued and the Psychiatric Online Information System sustainability and performance of the health system, and make it more responsive to was upgraded to support the implementation of changes to the Mental Health Act 2014. local communities. A contract was also awarded for the implementation of a new Laboratory Information System to support the delivery of pathology services. Central to the new structure was the passing of the Health Services Act 2016, which received Royal Assent on 26 May 2016. The most notable achievement of 2015–16, however, was the way in which WA Health’s professional, 42,000-strong workforce continued to excel at its core business of delivering The new legislation allowed for the creation of five Health Service Providers as separate world-class health care to the people of Western Australia, while also meeting increasing statutory authorities, governed by Boards, which are legally responsible and accountable for demand on the system. the oversight of hospital and health service delivery in their area. This included the creation of the new East Metropolitan Health Service. In 2015–16 WA Health managed: The Health Information Network, Health Corporate Network and Health Supply Network were * more than 562,000 inpatient separations, an increase of 25,000 on the previous year also amalgamated as Health Support Services which from 1 July 2016 was created as a * more than one million emergency department attendances, an increase of 20,000 on non-Board governed Health Service Provider. the previous year The legislation also established the Department of Health as the ‘System Manager’, * more than 2.4 million outpatient occasions of service – an increase of 145,000 on responsible for the overall management, performance and strategic direction of WA Health. the previous year. Also in 2015–16, the Mental Health Act 2014 was enacted and the long-awaited Public WA Health also performed well for the community against the four strategic priorities Health Bill 2014 passed through Parliament, replacing 100-year-old legislation and outlined in the WA Health Strategic Intent 2015–2020: Prevention and Community Care introducing a contemporary approach to managing public health. Services; Health Services; Chronic Disease Services; and Aboriginal Health Services. In addition, the State’s $7 billion infrastructure program continued its success, with the opening of the 307-bed St John of God Midland Public Hospital, which replaced the outdated Swan District Hospital. Significant headway was also made in preparation for the opening of the new Perth Children’s Hospital in the coming months. Contents < 3 > Prevention and Community Care Services Other mental health initiatives across the metropolitan region included: * The one-year anniversary of Touchstone, the metropolitan area’s integrated, multi- The Metropolitan Health Service delivers a number of prevention programs, focusing on the disciplinary specialist mental health service for 12 to 16-year-olds health and wellbeing of whole populations. These programs include comprehensive health education, disease control, public health and mental health services to people living in the * The establishment of the Child and Adolescent Mental Health Specialist Aboriginal metropolitan region. Mental Health Service * Co-location of Ward 4H at Princess Margaret Hospital (PMH) to Bentley Adolescent In 2015–16, Child Health Services continued to offer a universal schedule of child Unit, ahead of the move to Perth Children’s Hospital. health and developmental assessments to every child in the metropolitan area at the key developmental ages of 0–10 days, 6–8 weeks, 3–4 months, 8 months, 18 months and * Full implementation of 69 out of 83 recommendations for the Child and Adolescent three years. In addition, School Health Services promoted improved health outcomes for Health Service in the ‘Stokes Report’. school aged children and young people using a population-based approach to universal and PathWest worked with Health Care Infection Council of WA
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