South Western Sydney Local Health District Strategic & Healthcare Services Plan Strategic Priorities in Health Care Delivery to 2021 Leading care, healthier communities South Western Sydney Local Health District Liverpool Hospital Eastern Campus Locked Mail Bag 7279 Liverpool BC NSW 1871 Tel. (612) 9828 6000 Fax. (612) 9828 6001 www.swslhd.nsw.gov.au Prepared by: Planning Unit South Western Sydney Local Health District Wide distribution of this document is encouraged. It may be reproduced in whole or part for study or training purposes subject to inclusion of an acknowledgement of source. It may not be reproduced for commercial usage or sale. Copies may be made without permission; however, references made to information contained within must be done so with acknowledgment to the South Western Sydney Local Health District. ISBN 978 1 74079 155 7 Further copies of this document can be downloaded from the SWSLHD website www.swslhd.nsw.gov.au November 2013 SWSLHDSWSLHD Strategic Strategic & & Healthcare Healthcare ServicesServices Plan Plan StrategicStrategic Priorities Priorities in in Health Health Care Care Delivery Delivery toto 2021 Foreword Planning for health services is essential to ensure that health facilities, clinical services and systems are all able to meet the current and future needs of the population. In the South West of Sydney and for the Southern Highlands, this means working out how health services can best meet the needs of a rapidly growing and ageing community. It means understanding the unique health needs of members of the population who have a lower than expected health status, such as Aboriginal and Torres Strait Islander people, people who are refugees and people with a mental health issue or chronic disease. It also means defining the evidence based models of care appropriate for service delivery now and in the future to ensure effective use of public monies. Members of the local community, stakeholder groups, clinical leaders, staff and management have all had an opportunity to contribute to designing this future healthcare plan for the South Western Sydney and Southern Highlands communities. The plan ensures that the NSW health system’s core values of collaboration, openness, respect and empowerment are built into all future systems and that by 2021 SWSLHD is achieving for the community its Vision of “Leading care, healthier communities.” Sustained action across a broad range of fronts will be required to bring the vision to reality. “Leading care” will require a multilateral focus on issues such as quality improvement, safety, education, research, workforce development and training, to embed best practice and excellence in healthcare practice. “Healthier communities” will be achieved by placing patients and communities at the centre of care, providing holistic health that addresses social and cultural contexts across the spectrum of prevention and care. Centres of excellence will adopt best practice healthcare, translating research into clinical practice. SWSLHD’s Mission outlines how the vision will be achieved, involving core elements such as collaboration and innovation. “Collaboration” will require embedding of multidisciplinary teamwork and partnerships with individuals, communities and agencies in healthcare practice. Teamwork and partnerships will grow from an understanding of community needs and values, with a shared aim of providing seamless continuity of care and an integrated approach to planning for the future. “Innovation” will require a culture of inquiry and exploring new ways in service delivery, with understanding of the drivers and opportunity for future change. The District will support this culture through systematic evaluation of work practices, active encouragement of health research, rewarding workplace initiative and service redesign focussed on solutions to local needs. Importantly, all elements of the vision and mission in healthcare practice will be underpinned by a focus on equity. This will be at the forefront of service design and practice, with the aim of reaching the most disadvantaged, facilitating patient access to integrated networks of care and optimising the flow of privacy assured patient information between providers and settings of care. A fundamental focus will be on building the capacity of communities to address health issues. We have great confidence that the many initiatives in this plan can bring the District’s vision for the future to reality, ensuring it develops as a leader in the health care industry, locally and nationally. Professor Phillip Harris AM Amanda Larkin Chair Chief Executive South Western Sydney Local Health District Board South Western Sydney Local Health District SWSLHDSWSLHD StrategicStrategic & Healthcare Services Plan StrategicStrategic PrioritiesPriorities in Health Care Delivery toto 20212021 Table of Contents 1. EXECUTIVE SUMMARY .......................................................................................................................... 1 2. INTRODUCTION .................................................................................................................................... 5 3. SOUTH WESTERN SYDNEY LOCAL HEALTH DISTRICT .............................................................................. 6 3.1 GOVERNANCE ............................................................................................................................................. 7 3.2 ROLE OF LOCAL HEALTH DISTRICTS ................................................................................................................. 7 3.3 HEALTH FACILITIES IN SOUTH WESTERN SYDNEY ............................................................................................... 8 3.4 VALUES, VISION, MISSION AND PRINCIPLES ...................................................................................................... 8 3.5 CLINICAL STREAM AND NETWORKS ...............................................................................................................11 3.6 WORKFORCE ............................................................................................................................................11 3.7 HEALTH SERVICE ACTIVITY ..........................................................................................................................12 3.8 RESIDENT AND PATIENT FLOWS....................................................................................................................14 3.9 CLINICAL PLACEMENTS AND UNDERGRADUATE AND POST GRADUATE EDUCATION .................................................16 3.10 SERVICE PARTNERS AND OTHER KEY ORGANISATIONS ......................................................................................16 4. PLANNING PROCESS ........................................................................................................................... 19 5. PROFILE OF LOCAL COMMUNITIES ...................................................................................................... 21 5.1 POPULATION SIZE AND STRUCTURE ...............................................................................................................21 5.2 HEALTH EQUITY ........................................................................................................................................24 5.3 THE HEALTH OF THE COMMUNITY ................................................................................................................36 5.4 ACCESS TO HEALTH SERVICES ......................................................................................................................43 6. HEALTHCARE DEMANDS TO 2021 ........................................................................................................ 46 6.1 DEMOGRAPHIC TRENDS TO 2021 .................................................................................................................47 6.2 PROJECTED HEALTHCARE DEMAND TO 2021 ..................................................................................................49 7. ISSUES AND CHALLENGES ................................................................................................................... 59 7.1 ORGANISATIONAL WIDE PERSPECTIVE ...........................................................................................................59 7.2 COMMUNITY AND CONSUMER PERSPECTIVES .................................................................................................60 7.3 CLINICAL STREAM AND SERVICE NETWORK PERSPECTIVES .................................................................................66 8. SERVICE DEVELOPMENT DIRECTIONS .................................................................................................. 79 8.1 CORPORATE AND ORGANISATIONAL DIRECTIONS .............................................................................................81 8.2 MODEL OF CARE DEVELOPMENT FOR CLINICAL STREAMS AND SERVICE NETWORKS ................................................85 8.3 ADDRESSING THE NEEDS OF PRIORITY POPULATION GROUPS ...........................................................................100 8.4 ENABLERS FOR CLINICAL PRACTICE ..............................................................................................................108 9. PRIORITY STRATEGIC DIRECTIONS IN SERVICE DEVELOPMENT ........................................................... 117 9.1 BUILD CAPACITY TO EFFECTIVELY SERVICE GROWING DEMANDS FOR HEALTH CARE ................................................118