www.sesiahs.health.nsw.gov.au

Transcription

www.sesiahs.health.nsw.gov.au
A N N U A L
R E P O R T
2006/2007
Sydney/Sydney
Eye Hospital
SOUTH EASTERN SYDNEY
ILLAWARRA AREA HEALTH SERVICE
St George Hospital
St Vincent’s Hospital
War Memorial
*Randwick Hospitals Campus
Calvary Healthcare
Sutherland
Sutherland Hospital
Gower Wilson
Hospital
Garrawarra Centre
Lord Howe Island
Coledale Hospital
Bulli Hospital
Wollongong
Wollongong Hospital
Port Kembla Hospital
Shellharbour
Kiama
Shellharbour Hospital
Kiama Hospital
David Berry Hospital
Shoalhaven Hospital
Shoalhaven
Milton Ulladulla Hospital
N
*Randwick Hospitals Campus Prince of Wales Hospital
Royal Hospital for Women
Sydney Children’s Hospital,
Randwick
ADDRESS
South Eastern Sydney Illawarra Area Health Service
Level 4, Lawson House, Wollongong Hospital
Loftus St Wollongong NSW 2500
Mail to: LMB 8808, SCMC NSW 2521
CONTACT
Telephone I (02) 4253 4888
Facsimile I (02) 4253 4878
Email I trim@sesiahs.health.nsw.gov.au
Web I www.sesiahs.nsw.gov.au
BUSINESS HOURS
Administration office open from 8.30am - 5.00pm Monday to Friday
Published by: South Eastern Sydney Illawarra Area Health Service Editoral Team: Ian McManus I Marilyn Johnson
Financial Team: Kim McConnochie I Fran Hickey Design Team: Garry McArthur I Joel de los Santos
Contents
Map and contact details
inside cover
n
Letter to the Minister
1
Foreword from the Chief Executive
2
Section 1 - Profile, purpose and goals
Organisation chart
Purpose and goals
Summary of the Seven Strategic Directions
3
4
5
6
Section 2 - Performance
Performance indicators
Corporate Governance Statement
Key milestones for the Strategic Plan
7
7
17
20
Section 3 - Health services
SESIH facility activity levels
SESIH facility beds and bed equivalents
Hospital services
Other health services
21
22
22
23
45
Section 4 - Health support services
Corporate Services
61
61
Section 5 - Our people
Workforce development
Executive reports
Staff profile
Equal Employment Opportunity
Occupational Health and Safety
Teaching and training initiatives
Research
Official overseas travel
67
67
68
77
77
78
80
81
82
Section 6 - Our community
Area Health Advisory Council
Fundraising and sponsorship
Links with Non-Government Organisations
Our Volunteers
93
93
94
98
100
Section 7 - Freedom of information
Freedom of information applications
103
103
Section 8 - Financial report
Financial overview
Financial statements
105
105
108
Index
160
Letter to Minister
The Hon. Reba Meagher MP
Minister for Health
Parliament House
Macquarie Street
Sydney NSW 2000
Dear Minister
I have pleasure in presenting the South Eastern Sydney Illawarra Area Health
Service Annual Report 2006 - 07.
The Report complies with the requirements for annual reporting under the
Accounts and Audit Determination for public health organisations and the
2006 - 07 Directions for Health Service Annual Reporting.
Yours sincerely
Professor Debora Picone AM
Chief Executive
Better Services – Healthier People
1
Healthy People – Now and in the Future
Foreword from the Chief Executive
T
Royal Hospital for Women has enabled
these hospitals to add several new
clinical applications to services available,
while doubling patient capacity for MRIs.
his year’s Annual Report for South
Eastern Sydney Illawarra Health
(SESIH) reflects the emergence of a
much stronger and more cohesive
organisation.
Sydney Hospital now boasts the nation’s
largest - and leading - specialist Hand
Unit and, following the launch of
Wollongong Hospital’s first Integrated
Breast Cancer Treatment Service, women
in the Illawarra now have access to an
integrated breast cancer service with
state-of-the-art mammography
equipment. Cancer patients needing
radiation therapy have also benefited
from a new linear accelerator installed
at the Prince of Wales Hospital, and
upgraded medical imaging diagnostic
technology at St George Hospital.
The SESIH Clinical Services Strategic
Plan has delivered an integrated health
system for our Area - a large and
diverse part of NSW - by creating strong
networks via Area-wide services, clinical
streams, and hospital networks.
The appointment of three Network
General Managers was an important
step in consolidating the organisation,
and in guiding the alignment of our
facilities within the new Area structure.
Already, the networks have assisted in
the implementation of shared on-call
rosters, individual clinician appointments
and training rotations.
To assist our Network General Managers,
we have recruited highly experienced
clinicians to head the Area’s new clinical
streams. Their aim is to ensure that
patient care is consistent across our
hospital sites and health care centres.
In creating our new structure we have
achieved the capability to provide
services across our communities more
effectively and efficiently, while
maintaining centres of excellence for
our highly specialised services.
A major program of capital works
supporting these organisational and
structural developments has included
the opening of a $5 million Cardiac
Catheterisation Laboratory at Sutherland
Hospital and a $2 million upgrade of
medical imaging services in the Illawarra,
including the provision of an on-site
CT-Scanner at Shellharbour Hospital.
A $5.2 million purpose-built aged-care
unit was opened at the Prince of Wales
Hospital to improve acute care for older
patients, and the opening of a MRI Suite
at the Randwick Hospital’s campus to
support the Prince of Wales Hospital,
Sydney Children’s Hospital and the
The Sydney Cord and Marrow Transplant
facility opened at Sydney Children’s
Hospital is playing a vital role in making
umbilical cord blood available to
patients, and pursuing research to extend
the medical applications of cord blood.
Primary and community care in the
Central Network received a major boost
with the opening of a new $5 million
Community Health Centre and a
Cannabis Clinic at Sutherland Hospital
in February this year. As well, we are
currently constructing a new purposedesigned renal service for patients in
the Sutherland Shire.
With the NSW Government providing
the largest funding boost on record for
facilities and initiatives to deliver leading
mental health care, we have more than
$15 million in new capital works now
underway for mental health services
across the Area.
Six of our emergency departments
have been strengthened with the
establishment of eight new nurse
practitioner positions, aimed at providing
faster, more efficient care to patients
with less complex conditions.
Strategies like the Clinical Access
Redesign Program are also making an
2
impact in our emergency departments,
and during 2006 - 07 the Area achieved
marked improvement in performance
against all emergency department
indicators, despite significant increases
in activity. As well, the Clinically Prioritise
Treat model was implemented to
improve access and equity for elective
surgical patients.
The new Area structure is also providing
more opportunities for consumer
participation in a wide range of issues
that affect our patients and their loved
ones. The Area Health Advisory Council
(AHAC) is working to ensure that
clinicians, patients and the community
are effectively engaged and consulted in
the planning and development of our
health services. At the recommendation
of the AHAC, we now have a new
model for consumer participation with
nine consumer advisory committees,
and a mental health community
consultative committee.
My gratitude goes to the DirectorGeneral of NSW Health, NSW Health
staff, and to both Health Ministers and
their staff for the ongoing support and
encouragement given to our Area
Health Service.
I know I leave South Eastern Sydney
Illawarra in very capable hands - not
only those of my Executive team who
have assisted me over the years, but also
the highly committed and skilled staff
who will carry forward the excellent
programs, strategies and initiatives we
have created.
Their efforts continue to inspire and
uplift me, and I look forward to hearing
more about their excellent work, in my
new role as Director-General of NSW
Health.
Professor Debora Picone
Chief Executive
AM
South Eastern Sydney Illawarra
Area Health Service
1
Profile, purpose and goals
Geography and setting
Socio-economic profile
SESIH covers approximately 6,331 square kilometres,
stretching from Sydney Harbour in the North, down
through Sydney’s eastern and southern suburbs, to as
far south as Durras on the South Coast.
By 2011, the SESIH catchment population is expected
to reach 1.24 million. On average, SESIH residents are
healthier than previous generations and their NSW
counterparts. None of the LGAs that comprise SESIH has
a mortality rate higher than the NSW average. Those
within SESIH most affected by the burden of death and
disease are indigenous, rural, and the socio-economically
disadvantaged. The two LGAs with the highest rate of
socio-economic disadvantage are the Shellharbour and
Botany LGAs.
In addition to the highly urbanised areas of Sydney,
southern Sydney, Wollongong, Shellharbour and Port
Kembla, SESIH includes the rural areas of the Kiama,
Berry, Shoalhaven and Milton Ulladulla regions. Heavy
industry is concentrated in and around Port Botany,
Wollongong and Port Kembla.
Major causes of ill-health and morbidity
The Area covers 13 Local Government Areas:
◗ Botany
◗ Shoalhaven
◗ Hurstville
◗ City of Sydney (shared with Sydney
◗ Kiama
South West Area Health Service)
◗ Kogarah
◗ Sutherland
◗ Randwick
◗ Waverley
◗ Rockdale
◗ Wollongong
◗ Shellharbour ◗ Woollahra
In recent years, there have been significant increases
among SESIH resident and patient populations in the
areas of:
◗ Chronic conditions including obesity, diabetes and
dementia, and to a lesser extent, mental illness,
musculoskeletal conditions and cardiovascular
disease.
◗ Hospitalisation rates for mental illness and injuries
(eg falls among the elderly).
◗ Increasing numbers of people requiring renal
dialysis.
Population characteristics
◗ The Area’s estimated resident population is 1.16
million, or 17 percent of the total population of NSW.
The population is increasing, with the highest growth
rate recorded in the Sydney LGA.
◗ Each day, the Area’s north is affected by
approximately 750,000 people travelling to the
Sydney CBD, while the Area’s south is influenced by
the number of holidaymakers who visit the South
Coast each year.
◗ Approximately 13,000 people (approx one percent)
are Aboriginal or Torres Strait Islanders of which 45
percent reside in the Wollongong and Shoalhaven LGAs.
◗ Some 300,000 residents were born overseas and 18
percent speak a language other than English at
home. Botany and Rockdale LGAs have the highest
proportion of non-English speaking people (approx
35 per cent), compared with the Kiama and
Shoalhaven LGAs which have less than five percent.
◗ Of SESIH’s population, 10 percent are aged 70 years
and older. Children under five years old make up
approximately six percent of the population, with
Shellharbour LGA having the highest proportion of
children under five.
3
Profile, purpose
and goals
1
SECTION
Organisation chart
Director, Internal Audit
Ms Norelle Maffullo
Executive Clinical
Director
Director, Office of the
Chief Executive
Chief Executive
Professor Debora Picone
Professor Denis King
Ms Nel Buttenshaw
Director, Corporate
Communications
Ms Alison Errey
Director, Clinical
Governance
Professor
Susan Hanson
Director, Clinical
Operations
Mr Matthew Daly
Director, Financial
& Corporate
Services
Director, Population
Health, Planning
& Performance
Director, Workforce
Development
Mr John Roach
Ms Elizabeth Koff
(until 16 February 2007)
4
Dr Siun Gallagher
Director, Nursing &
Midwifery Services
Ms Kim Olesen
Profile, purpose
and goals
Purpose and goals
Objectives
SESIH continues to focus its efforts on delivering high
quality health services that are responsive to the needs
of health consumers and the community and will ensure
that services can adapt to meet future challenges.
Work together with our clinicians, communities and
other levels of government to:
◗
Our vision, ‘Healthy People - Now and in the Future’
reflects this focus and is supported by the four goals
common to the NSW Health system below. The seven
strategic directions for SESIH - and NSW Health underpin our vision and goals, as do our mission and
objectives.
◗
◗
Our goals are:
◗ To keep people healthy.
◗ To provide the health care that people need.
◗ To deliver high quality services.
◗ To manage health services well.
◗
◗
Protect, promote and maintain the health of, and
reduce health inequities between, our diverse
communities.
Enhance the safety, access, appropriateness and
effectiveness of our services, while ensuring that the
distribution of high quality services and clinicians
match population need.
Be accountable and responsible to, and esteemed by,
our resident, patient and referral communities, while
demonstrating ethical and sound clinical and
corporate practices and outcomes.
Value and respect our workforce, while promoting
research and teaching within a culture of learning
and innovation.
Make smart choices for investment, while staying
alert to new risks and opportunities.
Vision I Healthy People – Now and in the Future
Mission I Better Services – Healthier People
5
4
Summary of the Seven Strategic Directions
1
Make prevention everybody’s business
The familiar saying that ‘prevention is better than cure’
is supported by clinical evidence. But putting prevention
into practice is not easy and benefits are not always
immediately apparent. Reducing risk factors such as
smoking, obesity, risky alcohol use and stress requires
strong will and sustained action by individuals, families,
communities and governments. Similar effort is needed
to increase protective factors such as good nutrition,
physical activity, healthy environments and supportive
relationships.
The health and well-being of local communities depends
on much more than health services, but access to quality
health care makes a significant difference. Current
arrangements for funding, organisation and delivery of
human services involve three levels of government and a
broad range of other agencies. Inevitably these complex
arrangements lead to gaps in services and duplication.
It will be vital to work collaboratively within and beyond
the health system to better link and co-ordinate services
and bridge the gaps.
5
better experiences for
2 Create
people using health services
6 Build a sustainable health workforce
Delivery of quality health services depends on having
adequate numbers of skilled staff working where they
are needed. Addressing the current shortfall in the supply
of health professionals is one of our key priorities for the
future. A shortage of staff or uneven distribution of staff
will limit consumer access to the health care needed.
Strengthen primary health and
continuing care in the community
Primary health services include general practice,
community health centres and community nursing
services, youth health services, pharmacies, allied health
services, Aboriginal health and multicultural services.
They are provided in both public and private settings
and by specific non-government organisations. For most
people they may be the first point of contact with the
health system. They are also the services people tend to
use most.
Make smart choices about the costs
and benefits of health services
As the costs of health care continue to rise, consuming
a growing share of Government and consumer resources,
greater rigour, broader community participation, stronger
accountability and a solid evidence base are required to
decide how available funds should be spent.
Creating better experiences for people using public
health services is a matter of making sure that services
continue to be high quality, appropriate, safe, available
when and where needed, and co-ordinated to meet each
individual’s needs, including those from Aboriginal or
other culturally and linguistically diverse backgrounds.
3
Build regional and other partnerships for health
7 Be ready for new risks and opportunities
The NSW health system is a large, complex organisation
that must continually adapt in a dynamic environment to
meet the changing health needs of the community. The
system’s capacity to be ready to respond strategically to
all situations, both predicted and unexpected, cannot be
taken for granted.
6
2
2
Performance
2
SECTION
Performance
NRG @ OOSH (out of school hours care for children
aged 5-12 years) was extended to the Illawarra and
Shoalhaven with the Area’s Health Promotion Service
providing programs, menu reviews and workshops to
25 services and small grants to nine services.
Indicators for Strategic Direction 1
a Target met
r Action required
INDICATOR
Baseline
P Monitoring required
2006-07
Target
2006-07
Result
A plan supporting the NSW Health breastfeeding policy
is being implemented by the SESIH Lactation Group. The
plan will ensure consistent breastfeeding information is
provided across the Area, and fosters collaboration
between services and supports workforce development.
Chronic disease risk factors
(16+ years)
▼
▼
a
a
Alcohol (risk drinking behaviour % )
Smoking (daily or occasionally % )
Overweight or obese (% )
38
21
44
Potentially avoidable mortality
Persons aged <75 years
(age adjusted rate
per 100,000 population)
147
▼
133
a
Immunisation against Influenza
65 years and over (% )
77
80
78
P
Children fully immunised at 1 year (%)
91
>90
91
a
34
18
49
Fall injuries Hospitalisations for
people aged 65 years and over
(age adjusted hospital separation
rate per 100,000 population)
(excluding day stays)
Males
Females
2,135
2,904
1,932
2,812
r
Ongoing support was provided for the NSW Health
Fresh Tastes strategy to increase the availability of
healthy food in school canteens. In 2006 - 07, 82 schools
participated in network meetings, received individual
advice about healthy menus and fundraising ideas and
a quarterly newsletter was distributed to 150 schools.
Tobacco
Tobacco continues to cause more Australian deaths
each year than any other preventable risk factor. In
2006 - 07, the Area’s Health Promotion Tobacco
Program supported the NSW Health Tobacco Action
Plan 2005 - 09 priorities, with activities at a local level
to reduce tobacco related harm.
r
r
Strategic Direction 1
These included:
◗ Continued strong media coverage of the risks posed
by environmental tobacco smoke (ETS) in the Chinese
media. Both World No Tobacco Day and the Car and
Home: Smoke Free Zone initiatives received
considerable coverage in newspapers, satellite TV
and local radio.
◗ A pilot project encouraged Chinese-speaking GPs
to routinely provide smoking cessation advice and
provide free nicotine replacement therapy as
appropriate to Chinese-speaking patients.
◗ Development of a Quit Smoking program for Arabicspeaking women in Cringila, in the Wollongong
region.
Make prevention everybody’s business
Healthy weight
Childhood is a key period for influencing healthenhancing lifestyle behaviours. In 2006 - 07, the Healthy
Weight Program continued to support children and
families to establish healthy eating and physical activity
behaviours and reduce the potential for developing
chronic disease later in life.
The Live Life Well @ School partnership project, with
the NSW Department of Education and Training and the
Catholic Education Office, has progressed from planning
to implementation. Identified schools in the Illawarra,
Kiama and Shoalhaven will receive financial support to
make changes in the school environment.
Falls Prevention
The Area Falls Injury Prevention Plan 2007 - 2012,
covering community, acute and sub-acute care and
residential care for aged settings was completed.
The Healthy Eating and Active Play @ Playgroup
initiative enhances the abilities of supported playgroups
to support vulnerable families with children 0 - 5 years
old through the provision of resources and staff training.
The Area Falls Prevention Co-ordinator, appointed in
January 2007, conducted presentations on falls risk
7
◗
factors and prevention strategies for use at both a
hospital and hospital network level. Education sessions
on falls risk factors and their management were also
provided to nurses working in residential care
(Shoalhaven Division) and GPs (St George Division).
NSW Health-funded pedometer and cardiac
rehabilitation research project.
Indicator
Fall injuries - Hospitalisations for people aged 65
years and over (age adjusted hospital separation
rate per 100,000 population) (excluding day stays):
Male and Female
The Acute/Sub-Acute Falls Prevention Working Party
was established to support and monitor unit level
implementation of the Australian Council for Safety
and Quality in Health Care (ASQC) Guidelines.
Major factors impacting performance
◗
An Area-wide Falls Reduction Forum held in September
2006 showcased both programs in place and being
developed to facilitate a reduction in fall injury for
the SESIH population.
The Area Falls Prevention Co-ordinator was appointed
in January 2007 to facilitate implementation of NSW
Health policy on preventing falls in older people.
Projects being undertaken to meet targets
Indicator
◗
Chronic disease risk factors (16+ years):
Overweight or obese (%)
◗
◗
This indicator is based on adult data. However, the
NSW Health priority for health promotion is childhood
overweight and obesity, therefore SESIH’s programs
focus on children and are largely based on work
with schools.
◗
◗
◗
◗
◗
◗
◗
◗
◗
◗
Live Life Well @ School, an intensive project newly
established within five schools in the Illawarra and
Shoalhaven to address physical activity and nutrition.
Healthy Eating and Active Play @ Playgroup, funded
through Families NSW in the Northern Network.
NRG @ OOSH (out of hours school care for children
aged 5-12 years) in the Illawarra and Shoalhaven.
SESIH Lactation Group, implementing a plan to
support the NSW Breastfeeding Policy.
Training resources and support for childcare service
advisors and staff at long day care childcare centres.
Support for NSW Health’s ‘Fresh Tastes’ Strategy to
increase the availability of healthy food in school
canteens.
NSW Health’s healthykids and Go for 2 and 5 fruit
and vegetable campaign messages incorporated into
projects and activities of the Health Promotion Service.
Gentle exercise and strength training classes for
older people (reaching approximately 1,300 people
per week).
◗
◗
◗
◗
8
Developed six year Area Falls Injury Prevention Plan
2007 - 2012 for older people to implement NSW
Health policy. Established Area Falls Injury Prevention
Steering Committee and three supporting working
parties for community, acute and sub-acute and
residential care for aged settings.
Gentle exercise and strength training classes continue
to be the main focus for the provision of physical
activity opportunities for community-living older
people (reach is 1,300 per week).
The SESIH physical activity directory was updated and
is available to staff on the SESIH intranet. Hard copies
will be provided to community and allied health.
In partnership with the St George Migrant Resource
Centre, 18 multicultural day care staff from nine
language groups trained to deliver Tai Chi for arthritis
to their clients.
Presentations on falls risk factors and prevention
strategies for use at hospital and network level and
nursing staff in acute and sub-acute care, residential
care and for community and GPs.
Health Promotion Falls Prevention Team supporting
the Better Balance program at the University of
Wollongong (UOW) - linking older people at risk of
falls to exercise physiologists for individual or group
programs.
Wollongong Hospital Emergency project is identifying
and referring older patients over 70 years with falls
risk to three southern hospital network falls clinics
and the UOW Better Balance program.
The Prince of Wales Hospital is conducting a research
project to analyse causes of falls related incidents
over a six month period and action taken at ward
level.
Performance
a Target met
r Action required
INDICATOR
Baseline
2006-07
Target
Create better experiences for people
using health services
2006-07
Result
In 2006 - 07, SESIH achieved marked improvement in
performance against all emergency department
indicators despite significant increases in activity. The
introduction of new emergency models of care and the
establishment of nurse practitioner positions in SESIH
emergency departments has assisted in achieving this
improvement.
Emergency Department
triage times
Cases treated within
benchmark times (%)
a
a
(%)
(%)
(%)
(%)
(%)
100
78
57
59
82
100
80
75
70
70
100
91
72
74
87
Off-stretcher time
Transfer of care to the ED
<30 minutes from ambulance
arrival (%)
72
90
75
r
70
71
80
80
79
79
P
P
130
0
1
P
0
0
3
P
Ambulatory contacts
Acute overnight inpatient
separations
284,808
330,713
291,025
r
4,815
5,500
4,871
r
Planned surgery
Cancellations on day of surgery (%)
N/A
<5
4.6
a
Emergency Department
Hospital inpatient
76
92
▲
▲
77
92
a
a
Unplanned/unexpected readmissions
within 28 days of separation –
all admissions (%)
7.3
▼
6.7
a
Wrong patient, site, procedures (no.)
7
▼
10
r
Falls in hospitals (rate per 1,000
bed days)
3.4
▼
3.6
Triage 1 within 2
Triage 2 within 10
Triage 3 within 30
Triage 4 within 60
Triage 5 within 120
minutes
minutes
minutes
minutes
minutes
P
a
a
The Area Health Service achieved optimisation of elective
patient flow across all facilities and waiting times for
elective surgical patients. The average number of ready
for care days for category one patients fell from 21.6
days in June 2006 to 14.8 days in June 2007, and the
average time for category three patients fell from 265.9
to 184 days for the same period.
Emergency admission performance
Patients transferred to an inpatient
bed within 8 hours of treatment (%)
Overall
Mental Health
Clinicians and clinical managers in radiology worked
with hospital staff to re-engineer radiology processes to
reduce the number of sentinel events related to patient
identification.
Waiting times
Booked medical and surgical patients:
Urgency Category 1
Waiting >30 days
All Urgency Categories
>12 months (long waits)
The Area, through the Clinical Redesign Unit, has
participated in the statewide survey of patient
experience.
Mental Health (no.)
Consumer satisfaction
Proportion (%) of sampled population
rating their healthcare as “excellent”,
“very good”, or “good”
The Area is looking to establish a range of initiatives
to further improve performance against emergency
department performance indicators including the
establishment of medical assessment and planning units,
after-hours GP clinics, and the Third Door concept for
the management of elderly patients.
Implementation of the recommendations from the Older
Persons and Chronic Care Clinical Redesign Project and
the review of primary and community health services
will introduce a range of initiatives aimed at the better
management of patients in the community, and at
preventing avoidable admissions to inpatient services.
P
SESIH will expand the clinically prioritise and treat model
across all surgical specialties to improve access and equity
for elective surgical patients, and realign surgical services
to meet demand and the objectives of the Clinical
Services Strategic Plan.
9
◗
The focus on application of open disclosure principles
and transparency of investigation of complaints and
adverse events will be reinforced via planned Clinical
Governance Unit-led education programs and support
tools. This includes web-based information for SESIH
consumers.
◗
◗
Indicator
Off stretcher time <30 minutes (%)
Actions being taken to meet target
The main factors which impact on overall performance
are the increase in the total number of ED attendances,
and the increase in ambulance attendances.
◗
◗
◗
◗
◗
Pilot project with NSW Ambulance Service investigating alternatives to ED presentation.
Establishment of alternative models for the
management of medical patients.
With the continuing growth in age and population,
the number of ED attendances arriving by ambulance
is continuing to increase as evidenced over the past
number of years (8 percent between 2004 - 05 and
2005 - 06, and 13 percent between 2005 - 06 and
2006 - 07.
The Area’s off-stretcher performance has improved
greatly, from 65 percent in 2004 - 05, 72 percent in
2005 - 06 to 75 percent in 2006 - 07. With more
innovative strategies/programs in place, the Area is
expected to continue to improve its off-stretcher
performance: 78 percent in 2007 - 08 (4.3 percent
increase from 2006 - 07). If improvement continues,
it is expected that the Area will meet the 90 percent
target by 2011-12.
◗
◗
Mental Health - Acute overnight
inpatient separations
◗
◗
◗
Mental Health - Ambulatory contacts
◗
As per changes to performance reporting for
ambulatory activity, increased focus is being placed
on collection of community care hours rather than
contacts as this is considered to be more meaningful
data for mental health services. Performance reports
are now provided by NSW Health (INFORMH) for
this indicator rather than ambulatory contacts.
Services therefore continue to implement strategies
to improve collection of ambulatory contacts;
however the primary focus remains on improving
collection of community care hours.
The Mental Health Information Development
Program team continues to provide regular
performance reports against this performance
indicator. The service is working with senior and
middle management to improve performance, as
well as providing support and training to clinicians.
Indicator
Indicator
◗
Performance target is based on funded FTE, including
service enhancements. Delayed recruitment of FTE
will impact on performance against this target.
Increased focus on collection of outcome measures
and Community Care Hours has impacted on
performance against this indicator.
Services relying on batch entry of data have
significant challenges in ensuring timely entry of data
due to limited administrative resources. Strategies to
maximise data entry processes and direct clinician
entry remain a priority.
Mental Health Clinical Service Redesign Activity.
Assertive Care Progression Model of Care Initiatives.
Targeted Long Length of Stay Care Complex Multi
Agency Plans, per venue, per individual.
St Vincent’s Mental Health Service reported a
significant decline in contacts during the transition
period (of several months) for source systems from
SCI-MHOAT to CHIME.
Several services, though improving performance
against target, remained on average, below the
expected target.
10
Performance
9
Indicator
a Target met
Wrong patient, site, procedures
r Action required
◗
◗
◗
INDICATOR
Some variations may arise in response to changes in
reporting requirements and practices. Notifications
may be increasing in the short term, and strategies
are being implemented to mitigate incidents.
The baseline for the target calculation was set prior
to the implementation of the Incident Information
Management System (IIMS) in May 2005, and
subsequent increased reporting of clinical incidents.
Increased awareness, anecdotally, of reporting
incorrect patient and incorrect procedure incidents
in radiology, radiation oncology and nuclear medicine.
Baseline
2006-07
Target
2006-07
Result
Avoidable hospital separations
(age adjusted rate
per 100,000 population)
Vaccine preventable conditions
(including measles, pertussis
and influenza)
Acute conditions (including dental,
ENT, kidney infections)
Chronic conditions (including angina,
diabetes complications
and COPD)
53
▼
47
a
904
▼
927
r
1,042
▼
997
a
Aboriginal persons (no.)
Non-Aboriginal persons (no.)
3,139
1,961
▼
▼
3,324
1,915
a
Mental Health acute
adult readmission
within 28 days to same facility (%)
11
<10
12
P
Suspected suicides of patients
in hospital, on leave, or within
7 days of contact with a mental
health service (number)
04/05:16
05/06:20
▼
13
a
10
6.1
P
P
13
r
TOTAL
◗
◗
◗
◗
Quality improvement projects have commenced in
the Central and Southern Hospital Networks.
Audit of the Area’s right patient, right site, right
procedure policy.
In operating theatre suites, strategies include
reinforcement and refining of patient identification
and correct implant verification procedures,
particularly during time out; process redesign to
reduce the instances where mothers and babies are
separated following caesarean section; review of
processes for storing and accessing implants in
theatres.
In radiology, radiation oncology and nuclear
medicine, service strategies include staff education
in relation to NSW Health policies, review and
reinforcement of consent procedures for
interventional radiology procedures, clearer
identification of different types of central lines in
procedural list systems, and liaison with patient
identification working parties.
Low birth weight babies
weighing less than 2,500g (%)
Aboriginal babies (no.)
Non-Aboriginal babies (no.)
9.4
5.7
Postnatal home visits Families receiving a Families
NSW visit within 2 weeks of births (%)
9
▼
>65
Strengthen primary health and other
continuing care in the community
A framework for the management of avoidable
admissions has been established focussing on the use of
ambulatory care settings and home based services to
provide care to patients outside the acute care services.
Criteria for identifying these patients and referring them
directly to non-inpatient services and clinical guidelines
for the management of patients in the ambulatory or
community setting, have been established.
r
11
◗
The Older Persons and Chronic Care Clinical Redesign
Program has established an implementation plan which
includes strategies for preventing avoidable admissions
for older people and those with complex care needs.
The slight increase in readmission rate from 2005 - 06
to 2006 - 07 is believed to be associated with the
establishment of the Psychiatric Emergency Care Centres
(PECCs) at St George and St Vincent’s Hospitals, and a
subsequent change in the threshold for admissions to
mental heath services.
Indicator
Postnatal home visits - Families receiving a Families
NSW visit within two weeks of the birth (%)
◗
SESIH will establish processes to look at decreasing
hospital admissions and emergency department
attendances for frequent attendees, establishing
alternative models of care and support to enhance the
management of these patients in community and
ambulatory care services.
◗
SESIH will appoint an Area Director of Primary and
Community Health to oversee the implementation of
the recommendations of the Older Persons and Chronic
Care Redesign Project. This will see a new model of care
introduced for the management of these patients which
will be aimed at providing seamless services across the
continuum of care and supporting the management of
these patients in the community.
◗
Indicator
◗
The data that is used to provide the performance
figures are 12 months behind, and the Area has made
improvements throughout the 2006 - 07 period.
The availability of Early Bird groups and breastfeeding
groups across many parts of SESIH has allowed families
to access services soon after discharge, and then not
see the need for a follow-on or home visit. This
has increased the rate of decline for home visiting.
The data excludes families who are offered a universal
home visit, but who decline in favour of attending a
clinic.
◗
Avoidable hospital separations (age adjusted rate
per 100,000 population) acute conditions and
Aboriginal persons
◗
◗
◗
The Area has continued to provide weekly chronic care
Aboriginal health clinics at La Perouse, where a
significant Aboriginal community resides. Diabetes
and vascular care clinics are also held monthly.
Review to determine how other Area Health Services
are calculating the decline rates for home visiting and
how that is being recorded and reported.
Ensuring the offer of a home visit is provided in a
non-biased manner and that this is reflected in work
practices.
To ensure adequate resources/equipment are available
so the Child and Family Service has a home visit
as a priority rather than clinic-based services.
Establishment of protocols for clinical management.
Consistency of management across the three hospital
networks.
Projects being undertaken to meet target:
◗
◗
◗
A framework for the management of avoidable
hospital admissions has been established, focusing on
the use of ambulatory care setting and home-based
services to provide care to patients outside acute care
services.
Agreed Area-wide strategies have been signed off
and incremental targets set.
A monitoring and variance reporting schedule has
been established.
12
Performance
Otitis Media
a Target met
r Action required
INDICATOR
Otitis Media Screening
Aboriginal children aged
0-6 years screened (%)
Baseline
2006-07
Target
2006-07
Result
68
85
86
SESIH has two Otitis Media Co-ordinators: one located
in the Southern Network, and one based in Central and
Northern Networks. These positions were established as
part of the NSW Health Otitis Media Strategic Plan for
Aboriginal Children (2000).
a
The role of the Otitis Media Co-ordinators is to facilitate
co-ordination and implementation of the Strategic Plan,
ensure the implementation of the Two Ways Together
Otitis Media Screening Plan (2004 - 08), and to establish
and develop partnerships with Aboriginal stakeholders
and key agencies.
Build regional and other partnerships for health
Consumer participation
There was a significant improvement in Otitis media
screening rates in SESIH in 2006 - 07, with 86 percent of
children in the target population being screened. This
was a marked improvement on the rate of 68 percent in
2005 - 06.
Since the introduction of Area Health Advisory Councils
(AHACs) in 2005, the South Eastern Sydney Illawarra
AHAC has been undertaking its responsibility to advise
the Chief Executive on issues such as consumer and carer
participation, health service planning and budgets, and
workforce development.
a Target met
The primary focus of the AHAC to date has been to
ensure that a model for consumer participation,
suitable for consumers, carers and the organisation,
is implemented throughout the Area
Health Service.
INDICATOR
Net cost of service – General Fund
(General) variance against budget (%)
Creditors > Benchmark as at
the end of the year ($’000)
Following an extensive process undertaken by the
AHAC and the Area’s Consumer Participation Unit, the
consumer participation structure chosen is consistent
with the Area’s organisational and clinical management
structures, and recognises the significant role that
consumers have in the development and delivery of
health services.
Major and minor works – Variance
against Budget Paper 4 total
capital allocation (%)
Baseline
0.15
2006-07
Target
$0
2006-07
Result
-0.01
a
$0
$0
$0
a
45.7
0
-5.1
a
Make smart choices about the cost and benefits
of health services
Indicator
The revised structure, which provides for the
establishment of nine new Consumer Advisory
Committees (CACs) across the Area, was chosen following
consultation with existing consumer groups and Hospital
Executives, and after an examination of a number of
different models of consumer participation currently
operating in other Area Health Services.
r Action required
Sound resource and financial management
Objectives
Use finite resources wisely
During 2006 - 07 SESIH continued to allocate enhanced
funding to provide improved clinical services across the
Area Health Service. An additional $1 million provided for
the added cost of high-cost and complex cancer
drugs/treatment at Sydney Children’s Hospital, $1 million
13
to establish four professorial chairs at Wollongong
Hospital and $0.5 million additional funding for increased
orthopaedic surgery at Sutherland Hospital. SESIH
achieved all of its financial benchmarks for the year and
completed a number of significant capital works within
the available funding.
In 2006 - 07 an additional 134 transitional aged care
places were created across SESIH and the SAFTE pilot at St
George Hospital was recognised as an efficient model
of care for the elderly group which it targeted. This
program has been approved to continue in 2007 - 08.
The shift in funding to the southern section of SESIH was
also evident with orthopaedic services being provided
effectively at Shoalhaven District Memorial Hospital and
the start of construction of new mental health facilities
at Shellharbour and Wollongong Hospitals.
Increase accountability of funding decisions
Managerial budget performance and reporting processes
were strengthened with the application of an Area-wide
financial system PowerBudget that allows managers to
review, at their desktops, their budget accountabilities.
This ongoing monitoring of budgetary performance and
the provision of appropriate clinical care within agreed
benchmarks is a priority for managers and staff.
Improve Information and Clinical Technology Systems
This last year saw a major part of the activities focused
on the amalgamation of systems from the former
Illawarra, and the South Eastern Sydney Area Health
services with the continuing rollout of the iSOFT iPM
Patient Administration System (PAS) and its integration
with other clinical systems including pathology, radiology,
pharmacy and billing applications. This project was a
massive undertaking by SESIH and now has more than
8,000 users benefiting.
SESIH achieved its financial benchmarks of an on-budget
NCoS result and achieved capital expenditure against its
revised yearly targets.
SESIH is implementing episode funding pricing signals
into hospitals to ensure that services can be maintained
against peer reference costs.
The major future focus is the implementation of the
State-wide Electronic Medical Records (eMR) System
across SESIH. The eMR will provide common clinical
systems across NSW Health for theatres, emergency
departments, wards and outpatient clinics, and will
allow patient records to be kept electronically so that
each time a patient visits a hospital, the doctor can have
electronic access to that patient’s medical history, results
of past and current tests, and even radiology reports.
Improve efficiency
The amalgamation of the SESIH Corporate Services
allowed for savings to be identified, and provided over
$12 million to be redirected to improve clinical front line
services. Additional nurses and doctors were funded to
meet increased levels of surgical and medical demand.
The improvement in corporate service delivery continues
with desktop financial and employee information being
available for managers to review and manage their
staffing levels and budgets effectively.
As part of this project, communication upgrades are
being made in the northern and southern sectors to
ensure data flows quickly and reliably. Mobile and
wireless computers will also be a feature in the
emergency departments and ICUs to ensure that the
eMR is able to be viewed at the patient’s bedside.
Logistic services for the supply of clinical goods across the
Area was strengthened and improved by consolidating to
one Area warehouse facility.
Shift the balance of investment
Demand for services within hospitals is ever increasing,
as the population grows and the age of the population
increases.
Internationally and within Australia these trends require
changes in the way services are delivered with
community-based models of care being developed.
14
Performance
a Target met
r Action required
Baseline
2006-07
Target
2006-07
Result
Staff turnover permanent staff
separation rate (%)
15.9
6
N/A
Workplace injuries (%)
6.1
5.3
N/A
Sick leave – annual average per
FTE (hour) (quarters 1 and 2 only)
30.4
29.4
31.3
INDICATOR
Be ready for new risks and opportunities
The Area Health Service has established a New
Interventions Committee to assess the clinical
appropriateness of new interventions, products and
services. Together with the Area Clinical Council, this
provides a forum for SESIH to take advantage of new
opportunities and to ensure that this is done in a
controlled and open environment.
r
A quality framework has been established for Medical
Imaging in the Central and Southern Hospital Networks
as a process of managing quality and embedding NSW
Health’s Correct Site, Correct Procedure, Correct Patient
policy directive.
Build a sustainable health work force
Indicator
Sick leave – annual average per FTE (hours)
SESIH has enhanced and realigned resources provided
to critical response (disaster management) services across
the Area, and the Area risk review now includes
emergency management to manage the recovery of
critical infrastructure resources.
◗
◗
◗
Limited reporting tools available to monitor sick
leave by professional and network groupings.
Consistency and varied ongoing management of sick
leave across the hospital networks.
Early winter season with flow-on of increased sick
leave.
In 2006 - 07, the Area recruited a Counter Disaster
Development Co-ordinator to support the development
of an Area training strategy for critical response
management.
◗
◗
◗
Clinical Streams are required to report against agreed
clinical indicators to facilitate Area-wide benchmarking
and performance management and to facilitate service
changes to support equity of outcomes.
Enhance reporting to allow for data reporting by
professional and network groupings.
Review and re-enforcement of SESIH Sick Leave Policy.
Monthly review of sick leave data at Executive and
Network level and reduction strategies identified to
meet target.
Continuing refinement of clinical processes associated
with the community mental health teams should improve
the capacity of these teams to provide appropriate
alternatives to readmission in some cases.
Incident and complaint reporting support identification
of clinical risks and ‘near miss’ incidents. For example,
advice in relation to inappropriate storage of
concentrated IV potassium replacement therapies at a
particular site resulted in an Area-wide working party to
develop guidelines for safe practice in relation to
potassium replacement.
15
Build a sustainable health workforce
Strategic Direction
Build a sustainable
health workforce
Director Workforce
Development, Tony Farley
◗
Reduce staff turnover
in line with industry
best practice
◗
◗
◗
◗
Planned initiatives for
2007 - 08
Highlights for
2006 - 07
KPIs
Reduce the incidence
of workplace injuries
◗
◗
◗
Enhanced employee
related reporting
deployed
Develop turnover
reporting
Reduction of staff
turnover
Reduction in
frequency of injury
claims
Reduction in
workplace injuries
(categories with the
most frequent
notifications) by 2.7%
49% reduction of
compensable claims by
fund year
◗
◗
◗
◗
◗
◗
◗
◗
◗
◗
Reduce the number of
paid sick leave hours
taken per year by full
time employees by 5%
each year until 2009
◗
◗
◗
Enhance reporting
developed. Data
reporting by
professional and
network groups
Provision of turnover
reports to Executive
and Networks
Review of sick leave
policy
◗
◗
◗
◗
◗
Increase the proportion
and distribution of
clinical staff in order to
meet the demand for
services
◗
◗
◗
Strategies identified
in Draft Workforce
Plan to increase the
proportion and
distribution of clinical
staff
Introduction of
Network Visiting
Medical Officer
appointments
Implementation of
the Clinical Stream
structure across Health
Service
◗
◗
Increase the proportion
and distribution of
Aboriginal staff in
order to meet the
demand for services
◗
◗
◗
Development of the
new Aboriginal
Employment Strategy
(AES) for SESIH
2007-2010
Development of the
National Aboriginal
Health Worker (AHW)
Competencies
Development of the
Aboriginal Workforce
Survey
◗
16
Benchmarking with
other Area Health
Services
Deliver enhanced
turnover reporting
Maintain staff turnover
reduction
Benchmarking with
other Area Health
Services
Enhance incident
identification/
notification reporting
Maintain/reduce
compensable claims
Deliver enhanced
reporting by
professional and
network groupings
Provision of enhanced
reports to Executive
and Networks
Deliver reviewed sick
leave policy and reenforcement of sick
leave policy
Finalise and
implement the Area
Workforce Plan
Finalise all Network
Visiting Medical Officer
appointments
Finalise implementation
of the Clinical Stream
structure across Health
Service
Implementation of AES
with support by the
Aboriginal Employment
Steering Committee
(Chaired by Manager
Workforce Services)
focusing on the four
key objectives: 1. Recruitment
2. Retention and career
development
3. Developing nonAboriginal Stakeholder
Capabilities
4. Working in
partnership with
external Aboriginal
and non-Aboriginal
stakeholders
Developing and
implementing
recognition of prior
learning (RPL)
assessment process in
line with the AQF. The
RPL process will enable
AHWs to have their
skills and knowledge
assessed against the
competency standards
prior to undertaking
nationally recognised
training (at the
appropriate
qualification level)
Implement Workforce
Survey to all Areas
within SESIH to
capture the correct
data for Aboriginal
workforce. The survey
will focus on:
1. Demographics
2. Education and training
3. Workforce Performance
Performance
SESIH clinical governance structures have incorporated:
Corporate Governance
◗
The Chief Executive of SESIH carries out the functions,
responsibilities and obligations in accordance with the
Health Services Act, 1997 and is committed to better
practices as outlined in the Guide on Corporate
Governance Compendium, issued by NSW Health.
◗
◗
The Chief Executive has practices in place to ensure the
primary governing responsibilities of the South Eastern
Sydney and Illawarra Area Health Service are fulfilled in
respect to:
◗
◗
◗
◗
◗
◗
◗
SESIH successfully implemented the NSW Patient Safety
and Clinical Quality Program requirements in 2005 - 06
and continues to utilise the framework provided by this
statewide program to maintain effective clinical
governance across the Area.
Setting strategic direction
Ensuring compliance with statutory requirements
Monitoring performance of the Health Service
Monitoring the quality of health services
Industrial relations/workforce development
Monitoring clinical, consumer and community
participation, and
Ensuring ethical practice.
Managing clinical incidents and complaints
Systems are in place at facility, network and Area Health
Service levels to monitor and manage the reporting of
clinical incidents and complaints, utilising the Incident
Information and Management System (IIMS).
During 2006 - 07, a total of 17,134 incidents were
notified across SESIH using IIMS. This represents an
average of 1,428 incident notifications per month. The
IIMS incident notifications are responded to at all levels
in the organisation, from front-line clinical managers
through to senior managers. Key improvement areas
consistent with the national and international data
relating to clinical risk, have been identified through
analysis of IIMS data (for example inpatient falls,
medication errors, hospital acquired infections, transfer
of care). SESIH has worked with the Clinical Excellence
Commission, NSW Health Quality and Safety Branch and
other Area Health Services to develop strategies in
response to these identified clinical risk areas.
Clinical Governance and Quality
Clinical governance, in its broadest sense, provides a
framework through which all clinicians and health service
managers share accountability for patient safety and
clinical quality.
Elements of effective clinical governance include:
◗
◗
◗
Ensuring the availability of explicit standards and
performance expectations through performance and
operational systems.
Corporate and individual responsibility for assessing,
achieving and maintaining a high level of competence
to ensure the safe and effective delivery of health
care.
Ensuring that patient safety and clinical quality are
focal areas for health service management and are
identified as key priority areas for executive
performance management.
Strong and effective partnerships
SESIH contributes to a range of statewide initiatives to
improve patient safety and clinical quality. In 2006 - 07,
this involved participation in working groups convened
by the Clinical Excellence Commission or NSW Health
Quality and Safety Branch that addressed patient safety
risks in the areas of incorrect procedures in radiology,
medication safety, management of the deteriorating
patient falls prevention program and hospital acquired
infection prevention. Close collaboration with other
Area Health Services has enabled sharing of effective
initiatives.
Within SESIH, clinicians and managers are responsible for
the quality of health care delivered within our facilities.
Clinicians have a responsibility for the quality and safety
of the care they provide, and for contributing to the Area
Health Service’s broader clinical governance functions, a
role endorsed by the NSW Medical Board in its Code of
Professional Conduct (July 2005).
Strong and effective partnerships between clinicians
and managers.
Clear lines of accountability for clinical care
communicated across the organisation.
Effective mechanisms for feedback and sharing
lessons learned.
17
Establishing clear lines of accountability
Blood Watch
Blood Watch is a statewide transfusion medicine
improvement program with the primary goal of
improving the safety and quality of fresh blood product
transfusion in NSW public hospitals.
In line with the implementation of the Clinical Services
Plan (2005) SESIH has appointed senior medical clinicians
to the positions of Clinical Stream Directors. These senior
clinical leaders form the Area Health Service’s Clinical
Council and are involved in key decisions involving
clinical service planning, delivery and evaluation. A key
component of their role is ensuring patient safety and
improving clinical quality. The Clinical Governance Unit
works with the Clinical Stream Directors to ensure
appropriate and effective auditing of clinical care, to
improve the quality of clinical data needed to support
clinical management and decision-making.
SESIH has established a Blood and Blood Products
Committee, which is responsible for the six key areas of
the Blood Watch program, including appropriateness of
therapy; reporting of adverse transfusion related events;
accurate costing and ongoing education and training.
Implementation of the NIMC
SESIH successfully implemented the National Inpatient
Medication Chart across all its facilities in 2006 - 07
achieving 100 percent compliance with the
implementation target.
Working with patients and families
SESIH is committed to the principles of open disclosure
and has incorporated the principles into incident and
complaints management policies and procedures across
the Area Health Service. Openness and transparency in
communication with patients and families following a
complaint or adverse event builds trust and is the ethical
thing to do. Training for all staff in the process of open
disclosure has commenced.
Implementing clinical practice
improvement initiatives
In 2006 - 07, SESIH implemented a number of statewide
practice improvement initiatives. These included:
Falls Injury Prevention
SESIH has targeted strategies to reduce the incidence of
falls in the community, in residential care and in acute
and sub-acute inpatient facilities. A Falls Injury Prevention
Plan 2007 - 2012 has been developed and is being
implemented across all facilities, and in partnership with
general practitioners, residential aged care facilities and
community based organisations across the Area Health
Service.
18
Performance
Progress in developing health service five year Strategic Plans,
Health Care Service Plans, including Key Milestones for implementation
National
Commonwealth policy
drivers including
Council of Australian
Governments (COAG)
State
Network
Area
Stream
Driving State
Policy
State Plan
Health Futures
Planning
Related strategies,
eg. Illawarra Regional
Strategy
State Health Plan
SESIH Strategic
Plan: Towards 2010
SESIH Clinical
Services Strategic
Plan
Network Health
Services Plan
◗ NHN
◗ CHN
◗ SHN
Area Enabling Plans
◗ Workforce
◗ Asset
◗ IM&T
◗ Risk Management
◗ Research & Teaching
19
Clinical Stream Plans
Key Milestones for implementation
Future directions
The key strategies that will guide the Area in achieving
its outcomes in these priority areas include:
The SESIH Clinical Services Strategic Plan 2006 - 09 (CSSP)
is utilised as the basis for further planning by the hospital
networks and all clinical streams. To date, all three
hospital networks have progressed network plans with
anticipated completion by the end of December 2007.
◗
In 2006 - 07 this strategy led to the creation of the three
hospital networks (Northern, Central and Southern)
aligned with 12 specialty-based clinical streams. The
networks have assisted in the implementation of shared
on-call rosters, individual clinician appointments and
training rotations. It is expected that these processes
will be extended in the coming year.
The Area Enabling Plans encompass: risk management;
asset; information management and technology; research
and teaching and workforce. With the release of the
Area’s CSSP, planning in these areas commenced in 2007.
Planning in the Clinical Streams has been led by the Area
Clinical Stream Directors in partnership with the Hospital
Network Managers and the Area Executive, using the
CSSP as the framework and starting point. The planning
has engaged key staff across the whole Area with stream
directors expected to report on progress at the end of
each financial year.
◗
The key priorities for SESIH include addressing:
Clinical specialties
Mental Health
Cancer
Aged Care
Heart and Circulation
Neurology
Renal Dialysis
Trauma
◗
Obesity
Smoking
Biopreparedness
Equity
◗
◗
◗
◗
Build external partnerships.
Many health improvements are achieved, not because
of health service intervention but because of social or
welfare support. By linking with other government
departments such as housing, community services,
childcare services and local government, SESIH has
fostered further development of the Families NSW
initiative as well as Housing for Mental Health, ensuring
a whole of government approach.
Population Health
◗
◗
◗
Enhance access and care with
co-ordinated patient journeys.
Developments include the establishment of the Rural
Health Directorate in the Shoalhaven to address
issues unique to rural communities as well as the
commencement of a major initiative to investigate the
needs, services and gaps in the provision of services to
older people and those with a chronic illness. These
projects focus on the enhancement of co-ordination
of care to improve the patient experience and reduce
service duplication and wastage.
Key priorities and directions
◗
◗
◗
◗
◗
◗
◗
Clinician-led Area-wide departments to create
integrated services delivered from Sydney
Harbour to North Durras.
3
◗
Aboriginal Health
Shoalhaven / Shellharbour / Inner City people
Wollongong Hospital
Transport
Significant headway has been achieved in the
development of an Area Workforce Plan, an Asset
Strategic Plan and Operating Theatre Utilisation Review.
The completion of these plans is anticipated in 2007 - 08.
Improved Capacity
◗ Ambulatory Care
◗ Elective Surgery
◗ Emergency Departments
Develop new strategies that build upon
the Area Clinical Services Strategic Plan.
20
South Eastern Sydney
and Illawarra Area
Health Service
3
Health Services
3
SECTION
Health Services
Health facilities
PRINCIPAL REFERRAL FACILITIES
SUB ACUTE FACILITIES
MAJOR DISTRICT FACILITIES
Prince of Wales Hospital and
Community Health Services
Barker Street
Randwick NSW 2031
T. 02 9382 2222
F. 02 9382 2033
Calvary Health Care Sydney
91-101 Rocky Point Road
Kogarah NSW 2217
T. 02 9553 3111
F. 02 9587 1421
Madigan Boulevard
Shellharbour NSW 2529
T. 02 4295 2500
F. 02 4295 2497
Coledale District Hospital
Lawrence Hargrave Drive
Coledale NSW 2515
T. 02 4267 2266
F. 02 4267 3628
Shoalhaven District
Memorial Hospital
Shoalhaven Street
Nowra NSW 2541
T. 02 4421 3111
F. 02 4421 4967
The St George Hospital and
Gray Street
Kogarah NSW 2217
T. 02 9113 1111
F. 02 9113 3960
St Vincent's Hospital
Victoria Street
Darlinghurst NSW 2010
T. 02 8382 1111
F. 02 8382 2494
Wollongong Hospital
Loftus Street
Wollongong NSW 2500
T. 02 4222 5000
F. 02 4253 4600
SPECIALISED REFERRAL
FACILITIES
Barker Street
Randwick NSW 2031
T. 02 9382 6111
F. 02 9382 6513
Sydney Children's Hospital
and Community Child
Health Services
High Street
Randwick NSW 2031
T. 02 9382 1111
F. 02 9382 1451
Tannery Road
Berry NSW 2535
T. 02 4464 1001
F. 02 4464 1716
Garrawarra Centre
Princes Highway
Waterfall NSW 2233
T. 02 9548 4700
F. 02 9520 7133
Kiama Hospital and
Community Health Service
Bonaire Street
Kiama NSW 2533
T. 02 4233 1033
F. 02 4233 1005
Cowper Street
Port Kembla NSW 2505
T. 02 4223 8000
F. 02 4223 8025
War Memorial Hospital,
Waverley
125 Birrell Street
Waverley NSW 2024
T. 02 9369 0100
F. 02 9387 7018
Sydney Hospital and
Sydney Eye Hospital
Macquarie Street
Sydney NSW 2000
T. 02 9382 7111
F. 02 9382 7320
21
The Sutherland Hospital
and Community Health
Services
430 The Kingsway
Caringbah NSW 2229
T. 02 9540 7111
F. 02 9540 7197
DISTRICT FACILITIES
Bulli District Hospital
Hospital Road
Bulli NSW 2516
T. 02 4284 4344
F. 02 4283 0688
Gower Wilson Memorial
Hospital
Lagoon Road
Lord Howe Island NSW 2898
T. 02 6563 2000
F. 02 6563 2240
Princes Highway
Ulladulla 2539
T. 02 4455 1333
F. 02 4253 4630
Eastern Sydney Scarba
Service and Early
Intervention
Program
24a Ocean Street
Bondi NSW 2026
T. 02 9365 7999
F. 02 9365 7937
SESIH facility activity levels
Separation
FACILITY paration
Planned as
% of total
separation
Same day as
% of total
separation
Expenses
Overnight Non-admitted Emergency Expenses
Department (accrual
(accrual basis
acute bed
patient
attendances basis $000)
$000)
days
services
Daily
Acute
Acute
average of bed
bed
days
days
inpatients
3,845
2,112
2,453
52.20
5,800
15,839
16,807
8,043
Calvary Healthcare, Sydney
4,044
2,711
2,634
83.40
22
N/A
71,716
N/A
N/A
Coledale Hospital
324
40
N/A
26.20
8,136
5,800
4,291
N/A
6,559
503
264
12
23.0
N/A
N/A
2,194
N/A
5,885
80
10
6,733
121
673
3,634
Gower Wilson Hospital
21
0
0.10
12
16,083
Kiama Hospital
225
15
0
16.00
2,365
7,250
3,257
N/A
2,756
319
887
22.30
53,979
2,353
45,454
12,015
8,586
1,174
571
21
61.00
161,650
43,899
94,980
N/A
29,530
Prince of Wales Hospital
41,512
22,632
21,506
523.30
186,617
145,740
871,061
44,609
351,952
14,799
2,576
3,527
148.30
42,307
50,561
101,054
N/A
68,370
N/A
N/A
N/A
RHW closed Nov. 2005
N/A
N/A
N/A
1.00
2
365
Sacred Heart Hospice
1,019
1
27
56.6
128,386
N/A
34,164
N/A
N/A
15,328
5,303
7,905
148.50
N/A
291
55,209
22,819
34,918
Shoalhaven Hospital
20,199
8,608
10,087
162.90
52,965
143,643
156,420
31,846
78,245
St George Hospital
54,077
26,433
24,381
546.90
80,122
162,259
870,904
53,707
296,311
38,641
17,806
22,353
351.70
24,624
106,033
465,341
40,156
N/A
18,206
4,260
3,229
268.50
54,084
76,897
533,899
34,389
126,742
14,270
7,266
6,422
117.50
18,288
35,873
236,719
34,034
129,023
Sydney/Sydney Eye Hospital
10,425
4,282
5,326
67.50
365
19,301
417,626
37,051
67,251
War Memorial Hospital
550
30
4
32.50
166,701
80
46,062
N/A
N/A
Wollongong Hospital
41,431
15,744
19,000
443.80
294
45,061
322,417
47,782
231,580
Others
TOTAL
358,126
283,349
120,973
986,787
3153.20
28,806
4,714,434
861,255
639,414
366,572
2,094,756
SESIH facility beds and bed equivalents
AREA HEALTH SERVICE
Dedicated
overnight
unit
Dedicated
same-day
unit
Other
unit
Total
bed
equivalents
General
Hospital
unit
50
6
0
55
55
Calvary Healthcare, Sydney
88
7
0
95
95
Coledale Hospital
24
0
0
24
24
26
0
0
26
26
Garrawarra Centre
120
0
0
120
0
Gower Wilson Hospital
3
0
0
3
3
Kiama Hospital
120
0
0
20
20
Kiama Hospital Nursing Home
0
0
0
0
28
28
0
28
0
0
68
0
0
68
68
473
47
0
520
520
192
8
0
200
200
72
0
0
72
72
143
10
0
153
153
Shoalhaven Hospital
151
34
0
185
185
St George Hospital
533
52
0
585
585
293
35
0
327
327
281
13
0
294
294
130
11
0
141
141
Sydney/Sydney Eye Hospital
70
7
0
77
77
War Memorial Hospital
35
0
0
35
35
Wollongong Hospital
414
41
0
454
454
SESIH
3,214
270
0
3,484
3,484
Nursing
Home
units
22
Total
120
120
*Beds in Emergency Departments, Delivery Suites, Operating Theatres and Recovery Rooms are excluded.
Community
Bed
Residential equivalents
150
3,634
P R I N C I PA L R E F E R R A L FA C I L I T I E S
◗ The hospital and community health service received
four year accreditation from ACHS and achieved an
above benchmark OH&S Numerical Profile score of
84 percent.
◗ The Aged Care refurbishment of a 58-bed inpatient
unit with acute care and rehabilitation services was
completed.
◗ In Cancer Services, a new linear accelerator was
purchased to replace the old machine and an existing
simulator was replaced with a CT scanner for
improved oncology planning.
◗ The professorial suite was built for the newlyappointed Professor of Medicine.
Prince of Wales Hospital (POWH) and Community
Health Services are based on the Randwick Hospitals
Campus along with Sydney Children’s Hospital, the
Royal Hospital for Women and the Prince of Wales
Private Hospital. It is part of the Northern Hospital
Network of South Eastern Sydney Illawarra Health.
A tertiary referral and teaching hospital, POWH
has close relationships with The University of NSW
(UNSW), The Black Dog Institute and the Prince
of Wales Medical Research Institute. Other services
housed within the Randwick Campus include the
South Eastern Area Laboratory Service, the Kiloh
and Euroa Mental Health Centres and the Eastern
Heart Clinic.
Key issues and events
◗ The integration of the hospital into the Northern
Hospitals Network was commenced with the
appointment of a Network General Manager and the
establishment of Clinical Programs across the Prince
of Wales and Sydney/Sydney Eye Hospitals.
◗ In 2006, the POWH Foundation held its first major
fundraising event, Hollywood Nights, supported by
ambassador Sam Neill and friends and many generous
sponsors. More than $150,000 was raised.
Areas of excellence include oncology, cardiac,
renal transplant, neuroscience, subspecialty medicine
and surgery, HIV/AIDS, aged care, emergency and
intensive care, community health, and rehabilitation.
Statewide referral services include HIV/AIDS,
Lithotripsy, Spinal Medicine, Hyperbaric Medicine,
Neurovascular Surgery and Interventional NeuroRadiology.
Summary of business activity
◗ POWH admitted 41,787 patients in 2006 - 07, a three
percent increase on the previous year.
◗ The Emergency Department treated 44,608 patients.
◗ 870,414 occasions of service were delivered to
outpatients.
◗ A total of 43 percent of admissions were emergency
or unplanned activity.
◗ There were around 2,500 full-time equivalent staff
and the hospital has 577 beds.
Future directions
◗ To continue to improve demand management and
patient access, particularly with the opportunities of
networked services with Sydney/Sydney Eye Hospitals
and its role in General Medicine, non-complex elective
surgery and statewide specialty services for
Ophthalmology and Hand Surgery.
◗ To implement the Area Clinical Services Strategic Plan
with the ongoing development of Area lead services
for neurovascular services, spinal cord injury, complex
epilepsy, renal transplants, and specialised cancer
surgery ie, sarcoma and pancreatic-biliary cancers.
◗ To continue to focus on quality and patient safety,
in particular fall reductions, adverse drug reactions,
incorrect procedures or sites, health care associated
infections and overall improved incident and
complaint management.
◗ To replace the Hyperbaric Chamber, maintaining the
service as the only public chamber in NSW.
◗ To continue to develop the research value of the
campus working closely with key research partners.
Major goals and outcomes
◗ Fewer emergency patients waited more than eight
hours for a ward bed (from 28 to 21 percent of
patients - target 20 percent), despite an eight percent
growth in ED presentations.
◗ Triage times improved for category 3 and 4 patients
waiting in the Emergency Department.
◗ No patients who were ready for care waited more
than 12 months for their elective surgery.
◗ No urgent patients (category 1) waited more than
30 days for their elective surgery.
23
Wollongong Hospital
◗ There were 42,557 admissions to the hospital this year.
◗ The average length of stay for the hospital was 3.8
days, compared with 5.7 days in 2005 - 06.
◗ The average occupancy of the facility was 103.7
percent.
◗ Medical outpatient services contributed to the 322,419
total non-admitted patient occasions of service.
◗ Staff (average actual) Full time equivalent (FTE) was
1,566 in 2006 - 07.
Wollongong Hospital is the major or principal referral
hospital within the Southern Hospitals Network. The
hospital has 468 beds and provides Level 5/6 services
in surgery, medicine, maternal and neo-natal care,
paediatrics, intensive care, emergency and cancer care.
The hospital has a catchment area of approximately
350,000 people. It is the major tertiary referral service
for the Network which extends from Helensburgh in
the north to North Durras in the south.
◗ Wollongong Hospital achieved an OHSRWS Numerical
Profile audit score of 72 percent compared to 68
percent in 2005 - 06.
◗ Construction commenced on an Older Persons Mental
Health Unit at Wollongong Hospital, due for
completion November 2007.
◗ Continue to improve all ED targets.
◗ Expansion of Cancer Care Service with recruitment of
Palliative Care Consultant and Clinical Nurse Consultant
at Wollongong Hospital.
◗ Review commenced for the establishment of an
Emergency Medical Unit (EMU)
◗ Restructure of Patient Flow Unit to include an
Emergency Department Navigator to improve patient
access and flow.
◗ Recruitment of Cardiology CNC and implementation of
Chest Pain Evaluation Area beds.
◗ Single point of contact for breast cancer patients from
diagnosis to treatment.
◗ Additional Paediatric Surgeon appointed to increase
paediatric surgical activity.
◗ Wollongong Hospital is preparing for ACHS
Accreditation survey in September 2007.
◗ Wollongong Hospital submitted four Quality Projects
and two Joint Quality Projects in the 2006 NSW Health
Awards.
Future directions
◗ SHN Falls Forum held in October 2007 with participants
from across the Area attending.
◗ Renovation of medical ward B7.
◗ Construction of Psychiatric Emergency Care Centre
(PECC).
◗ Planning underway for construction of Medical
Assessment and Planning Unit (MAU).
◗ Development of paediatric day ambulatory care unit.
24
St Vincent’s Hospital was established 150 years ago by
the Sisters of Charity. It operated on the philosophy of
providing health care to all those in need, on a nondenominational basis; a philosophy that continues to
guide the Hospital’s work today.
◗
Owned and operated by the Sisters of Charity,
St Vincent’s Hospital is part of St Vincent’s and Mater
Health Sydney (SV&MHS), which is the NSW arm of the
Sisters of Charity Health Service. St Vincent’s Hospital
is the recognised establishment of the affiliated health
organisation operating within the South Eastern
Sydney and Illawarra Area Health Service (SESIH). It
operates under a Memorandum of Understanding
between the Board of SV&MHS, SESIH and the NSW
Minister for Health. St Vincent’s Hospital reports to
SESIH for performance but not governance.
◗
◗
Through a formal agreement, St Vincent’s Hospital
manages Sacred Heart Hospice, also an Affiliated Health
Organisation under the NSW Health Service Act.
◗ St Vincent’s Hospital provides acute care services to both
inpatients and outpatients.
◗ Specialty areas include; heart and lung transplantation,
bone marrow transplantation, cardiology, cancer, HIV/AIDs
care, respiratory medicine, mental health, and alcohol and
drug services.
◗ The hospital also provides a comprehensive range of
community health services, including mental health, drug
and alcohol, diabetes, dementia care and generalist
community health care.
◗
◗
◗
◗ The past year saw increased clinical activity. Increasing
numbers of presentations to the Emergency Department
placed pressure on access block, bed numbers and surgery
times, however the introduction of new strategies helped
to effectively manage demand.
◗ Under SESIH’s Clinical Services Plan, St Vincent’s has been
identified as continuing its role as a major teaching
hospital and tertiary referral centre for adults and
provider of selected statewide services. Under the Plan,
the hospital will network certain services within the Area
Health Service, such as renal transplantation, hand surgery
and secondary level ENT surgery, while it will work
towards a single cardiac surgery centre for SESIH.
◗ In October 2006, the hospital was awarded a further two
years of accreditation from the Australian Council on
Healthcare Standards.
◗ In the first half of 2007, the SV&MHS Board and Executive
of St Vincent’s Hospital welcomed an independent funding
◗
review by Mr Bob Sendt, former NSW Auditor-General.
The final report findings were given in May and the
hospital, SESIH and NSW Health have been constructively
working together regarding the best implementation of
the recommendations.
The review confirmed that St Vincent’s is a well-managed
hospital, and made some constructive recommendations
for improvements, and acknowledged increased activity
over recent years.
After many years of planning and fundraising, the
hospital commenced a magnetic imaging resonance (MRI)
service in April 2007, purchased with funds raised by the
Sirens Group and other supporters. A PET/CT scanner was
installed in Nuclear Medicine in early 2007, one of only
four centres in Sydney to provide this type of service.
A significant achievement was the planning and
preparation of the re-development of the O’Brien
building to house an integrated mental health, drug and
alcohol and community health services facility. Project
application approval was achieved in May 2007 and early
works construction will commence late 2007. The Caritas
site, which currently houses mental health services, was
sold to help fund the project, which is also supported by
government funding.
Planning is also underway for a Garvan St Vincent’s
Campus Cancer Centre incorporating cancer treatment
and research.
Implementation of robust electronic clinical information
systems throughout the hospital will enhance and improve
communication, patient outcomes and overall clinical care.
Staff are committed to continuing the Mission of the Sisters
of Charity. Many outreach programs are undertaken to
provide care to people less fortunate. This year, as well as
the hospital’s ongoing commitment to patients from the
Solomon Islands, health care support has continued for the
Asylum Seekers Centre in Surry Hills and planning is
underway with Rotary Australia to support a health care
clinic in East Timor.
Celebrations to mark the Hospital’s Sesquicentenary and
150 years of the Sisters of Charity health ministry in
Australia were held throughout 2007 beginning with a
Liturgy in January. Other celebrations included an open
day for the local community, historical display and mass.
Sacred Heart
◗ Established by the Sisters of Charity in 1890, Sacred Heart
Hospice is a 72 bed facility treating more than 800 palliative
care and rehabilitation patients every year.
◗ A memorandum of understanding between the Hospice,
SESIH and the NSW Minister for Health defines the role and
funding of the Hospice within the NSW public health system.
◗ A major achievement for Sacred Heart Palliative Care was
the establishment of an Academic Unit in Palliative Care.
More than $3 million in funding was secured from a
consortium of partners.
25
St George Hospital and
◗ Enhancement of Cancer Care services at SGH
continued with the replacement of one of the linear
accelerators.
◗ Dr Yong Li was awarded a Cancer Institute NSW Early
Career Development Fellowship of $543,189 for
research using proteomic approaches to identify novel
biomarkers in tear and serum to improve diagnosis
and monitor progression in prostate cancer.
◗ Implementation of a fully integrated midwifery service
across the St George and Sutherland Hospitals.
◗ The first group of 19 students graduated from stages
one and two of the two-year Nursing Studies Program
for Year 11 and 12 HSC students.
St George Hospital and Community Health Service
(SGH) is an accredited teaching hospital of the
University of NSW.
The hospital offers a comprehensive range of
inpatient and community-based health services to
more than 250,000 residents within southern Sydney.
SGH is designated as a major trauma service for NSW.
◗ Emergency Department (ED) access increased from
67 percent to 75 percent alongside an increase of 9
percent in patient presentations. The average length
of stay for admitted patients in the ED decreased from
9.2 hrs to 7.4 hrs.
◗ Aged care episodes increased by 2 percent and
rehabilitation episodes almost doubled.
◗ Increases in unplanned activity occurred in Psychiatry,
Cardiothoracic Surgery, Respiratory Medicine, ENT,
Oncology and Gastroenterology.
◗ The Long-Wait Strategy was implemented in 2005. This
led to a reduction in the number of patients waiting
for surgery more than 12 months from 435 in July
2005, to zero in June 2006. There were no patients
waiting more than 12 months at the end of June 2007.
◗ The inpatient transfers to St George Hospital from
other acute hospitals increased by 15 percent of which
41 percent was attributable to hospitals outside SESIH.
◗ The number of births increased by 94 from 2,382 in
2005 - 06 to 2,476 in 2006 - 07, an increase of 3.9
percent.
◗ A SGH midwife was named Johnson & Johnson
‘Midwife of the Year’ for NSW. This is the second year
a midwife from the hospital has won this award.
◗ The Gastroenterology Department at St George
Hospital secured two competitive NH&MRC Project
grants with funding totalling $916,000 over the next
three years.
◗ The Dean of Faculty of Medicine’s Research Initiative
was awarded to Professor Beng Chong and others for
the establishment of a centre of clinical excellence in
thrombosis and bleeding disorders.
◗ Numerical profile result achieved - 70 percent.
Future directions
◗ St George Hospital received $1.3 million for the
implementation of a new “smart theatre” system to
provide surgeons with enhanced image clarity and the
ability to turn the operating theatre into a virtual
classroom.
◗ Stage 5 of the SGH redevelopment has progressed
with the first planning phase for construction of a new
building to house an ambulatory care centre, medical
suites and office space underway.
◗ Further development of the hospital as one of the
designated trauma centres in NSW.
◗ Increased focus on meeting the needs of older persons
and people with chronic diseases.
◗ The Central Hospital Network will undertake EQuIP
Accreditation in 2007 - 08.
◗ Implementation of the Central Hospital Network
management structure commenced with recruitment
to a number of key positions.
◗ St George Hospital’s Orthopaedic Research Institute
received international recognition for their
groundbreaking study into the healing of injured intervertebral discs using the Bone Morphogenic Protein-7
(BMP-7) molecule.
◗ Completion of the redevelopment of the Sterile
Services Department following a $2 million
enhancement.
◗ The Clinical Practice Improvement Unit won the Baxter
NSW Health award for the ‘Reformation Project’,
which involved a review and audit of all clinical forms.
26
S P E C I A L I S E D R E F E R R A L FA C I L I T I E S
◗ Appointment of Professor William Walters AM as
Executive Clinical Director and Dr Paul Garvey as
Director of Clinical Services. In addition, the
appointment of Dr Alec Welsh to the Chair of
Maternal Fetal Medicine, associated with the
University of NSW.
◗ In June 2007 the hospital hosted the NSW Health
Department Forum on Caesarean Section, which was
attended by more than 100 delegates from
metropolitan and rural NSW.
The Royal Hospital for Women (RHW) is the oldest
women’s hospital in Australia and the only specialist
women’s hospital in NSW. For more than a century
the Royal Hospital for Women has provided care to
women and critically ill babies from within South
Eastern Sydney Illawarra Health Service and NSW.
The services provided at this specialised referral
hospital include breast care, gynaecology,
gynaecological oncology, maternity, maternal fetal
medicine, menopause, natural therapies research,
newborn intensive care and reproductive medicine.
Future directions
◗ Appointment of the Director of Obstetrics and
Maternal Fetal Medicine.
◗ With the appointment of the Chair of Maternal Fetal
Medicine there will be further developments in clinical
service, education and research in this area.
◗ Replacement of some gynaecology surgical services
from inpatient to outpatient activity.
◗ Additional funding announced for a Level 3 cot from
the State Government to further enhance neonatal
services.
◗ Birth rates increased with estimated total births of
4,400 this year. Outpatient attendances increased by
10 percent overall, Gynaecology and Gynaecology
Oncology activity remained steady.
◗ The demand for the MotherSafe service continued to
grow significantly, this year it received more than
15,000 calls from women and health care practitioners.
◗ The ‘Problems in Early Pregnancy’ clinic was relocated
and services extended.
◗ The Wertheim Prize, an international Gynaecological
Oncology Award was awarded to Professor Neville
Hacker, the Director of the Gynaecological Oncology
Department.
◗ Introduction of placental vascular laser occlusion in
twin-to-twin transfusion syndrome, where one twin
receives blood from the other twin, leading to
potentially fatal complications for both unless the
circulations are separated by laser occlusion of
communicating blood vessels.
◗ Funding was provided to open the Malabar
Community Midwifery Service, which has strong links
to the Aboriginal Maternal and Infant Health Service
run at the hospital. In addition, Midwifery Group
Practice at Mascot was established.
27
Sydney Children’s Hospital and
Community Child Health Services
◗ Received the maximum four-year period of ACHS
accreditation without any limitations.
◗ Successfully halved Ear Nose and Throat (ENT)
outpatient waiting times from more than 12 months
to six months or less. This was achieved through
improved assessment of written referrals from
clinicians as well as referring patients with district
level problems from out of the catchment area back
to their local community. These strategies will now be
explored in other clinical services.
◗ SCH was formalised as lead agent for child and
adolescent health in South Eastern Sydney Illawarra
Health, with the appointment of Professor Les White
to the position of Director of Child and Adolescent
Clinical Stream.
◗ The Pain and Palliative Care Services combined to
function as a single unit.
◗ New initiatives in Aboriginal health were established
including:
• an Aboriginal cord blood program with Royal
Darwin Hospital,
• the inaugural Aboriginal Child Health Forum run by
Greater Eastern and Southern NSW Child Health
Network,
• new community based Aboriginal services.
The Sydney Children’s Hospital (SCH) and Community
Child Health Services has multi-level roles. These
include serving the local community as a lead
paediatric agency for South Eastern Sydney Illawarra
Health and the Greater Eastern and Southern NSW
Children Health Network (GESCHN), and at a state
and national level in contributing to the direction
of child health services.
The hospital is an internationally recognised centre
of excellence for child health with a full range of
specialist services treating children from all over NSW
and Australia with many conditions including cancer,
trauma, HIV/AIDS, congenital abnormalities, heart
disease and respiratory disorders.
◗ In 2006 - 07, the overall hospital inpatient activity
increased by 2.7 percent to a new peak total of
14,555. Non-admitted occasions of service for the year
totalled 318,589, representing an overall increment of
10.2 percent.
◗ The Emergency Department’s busiest winter months
peaked at 30 percent higher activity than last year.
Despite this, SCH was the only metropolitan hospital
to meet all emergency department benchmarks in
NSW for the April-June period.
◗ While the cumulative full year impact in the
Emergency Department is up by a more modest 7.4
percent to 34,026 presentations, this, in the context of
annual trends over several years, signals important
challenges for service delivery and planning processes.
◗ Bed occupancy rates averaged 92 percent for the year.
The rate of 96.6 percent in December suggested that
inpatient activity levels were higher than expected
during the seasonal downturn.
◗ As of June 2007 there were no patients on the waiting
list who have waited more than 12 months for
admission, and no patients waiting longer than one
month in the most urgent waiting list category.
◗ The Sydney Cord and Marrow Transplant Facility was
officially opened by Governor-General of the
Commonwealth of Australia, His Excellency Major
General Michael Jeffery, AC, CVO, MC.
◗ A Virtual Tour for children going to theatre was
launched on the SCH website.
◗ SCH celebrated the 10th anniversary of Clown Doctors
in Australia.
Future directions
◗ In 2007 - 08, SCH aims to address space restraints with
the commencement of a new clinical services building.
28
Sydney Hospital and Sydney Eye Hospital
Incorporating ADAHPT, Kirketon Road Centre, The Langton Centre,
Lions NSW Eye Bank and Sydney Sexual Health Service.
29
◗ The integration of the hospital into the Northern
Hospitals Network was commenced with the
appointment of a network General Manager and the
establishment of Clinical Programs across the Prince of
Wales and Sydney/Sydney Eye Hospitals.
◗ In April 2007, the Kirketon Road Centre (located in
Kings Cross) celebrated 20 years of operation. The
centre is involved in the prevention, treatment and
care of HIV/AIDS and other sexually transmitted
infections among at risk populations.
Sydney Hospital and Sydney Eye Hospital (SH/SEH) in
Macquarie Street Sydney, and is the oldest hospital in
Australia. It incorporates the Kirketon Road Centre
(KRC), Langton Centre and the Sydney Sexual Health
Centre as well as the AIDS Dementia and HIV
Psychiatry Team.
SH/SEH has a close relationship with the University
of Sydney and the University of NSW. Areas of
excellence include ophthalmology, hand surgery,
sexual health, HIV/AIDS and drug and alcohol.
Future directions
◗ To fully establish the operations of the Clinical
Programs across the POWH and S/SEH campuses for
the Northern Network.
◗ To implement the Area Clinical Services Strategic Plan
ie, enhance the General Medicine role of the hospital,
increase capacity for the delivery of non-complex
elective surgery and provide statewide specialty
services in Ophthalmology and Hand Surgery.
◗ To continue to focus on quality and patient safety, in
particular fall reductions, adverse drug reactions,
incorrect procedures or sites, health care associated
infections and overall improved incident and
◗ To build the OH&S capacity of the hospital.
◗ To complete the Technical Sterilising Service Unit
refurbishment early in 2008.
◗ To continue to develop the teaching and research
partnerships of the Campus.
◗ SH/SEH admitted 10,425 patients in 2006 - 07, a six
percent increase on the previous year.
◗ The Emergency Department treated 18,429 patients.
◗ The Eye Emergency Department saw 18,619
attendances.
◗ Outpatients provided 417,520 occasions of service.
◗ There were around 500 full-time equivalent staff and
94 beds.
◗ The hospital consistently achieved performance
targets for improving patient access from Emergency
Department to the wards and emergency triage times,
while managing a four percent growth in patient
activity.
◗ No patients who were ready for care waited more
than 12 months for their elective surgery.
◗ No urgent patients (category 1) waited more than
30 days for their elective surgery.
◗ An ACHS Periodical Review was completed in April
2007 and the hospital received an excellent report
with three recommendations that are achievable.
◗ The refurbishment of the Hand Outpatient Clinic
and Therapy was completed.
◗ Construction of the Microsurgery Skill Laboratory
commenced for the training of eye and hand staff.
29
S U B A C U T E FA C I L I T I E S
Calvary Health Care Sydney (CHCS) is an Affiliated Health
Organisation listed in Schedule 3 of the Health Services
Act. CHCS is a service of the Little Company of Mary
Health Care (LCMHC).
◗
◗
◗
It is one of 17 similar hospitals and aged and
community services in Australia. LCMHC is Australia’s
biggest palliative care provider. CHCS provides
palliative care services to St George and Sutherland
areas, and rehabilitation and geriatric services to the
St George district.
◗ With the continuing emphasis on patient services in the
community setting, a $10.33 million redevelopment is
planned for Ambulatory Care Services.
◗ The Transitional Aged Care Program was implemented
and provides rehabilitation services to 26 patients in
their homes. Without this support these patients
would have required residential aged care placement.
◗ CHCS participated in the Clinical Redesign process for
the Central Sector and have implemented the findings
of the review to improve discharge planning and
access to rehabilitation beds at CHCS for patients from
acute hospitals.
◗ The NSW Artificial Limb Service continued to
implement Quality Improvement projects to enhance
services to amputees across the state. An example of
this is the introduction of the Early Management
Program which will see prostheses made by
prosthetists for the first time during the acute postoperative phase of amputee rehabilitation.
Palliative Care Services
◗ Occupied bed days increased by 3.38 percent in the
43 palliative care beds
◗ A Community Palliative Service aimed at maintaining
patients at home or in the inpatient nursing home
provided 2,196 non-admitted occasions of service per
month.
◗ Rural outreach is provided by specialised medical
practitioners visiting the Central Coast. Telehealth
supports this service.
◗ A Bereavement Counselling Service supported
bereaved families and community members on 2,183
occasions of service.
◗ A Chronic Pain Clinic for outpatients provided 4,781
occasions of service.
◗ The Holistic Healing Centre provided 18,113
complementary therapies to the public.
◗ Continued ACHS accreditation. The organisation-wide
assessment in November 2006 awarded the hospital
four years accreditation.
◗ The hydrotherapy pool construction is planned to
expand and enhance rehabilitation services.
Calvary Rehabilitation and Geriatric Services (CRAGS)
◗ The number of funded beds increased during the year
and there were 14,072 occupied bed days in 2006 - 07.
An increase of 5.1 percent due to reduced length of
stay (by 10.6 percent) resulting from the
commencement of a day program.
◗ A Veterans Home Care Program operated for the
Central Sector and provided assessments for services in
the home.
◗ A nursing homes service to residents, funded by the
Chronic Care Program, provided medical care for
patients allowing them to remain in familiar
surroundings and avoid transfer to hospital.
◗ A Driver Rehabilitation and Assessment Service was
self-funded.
◗ Appliance services including managing the Artificial
Limb Service for NSW, Program for Appliances for
Disabled People (PADP) for the St George area, and
paediatric PADP for the Northern and Central Sectors.
The Repatriation Appliance Scheme and an Equipment
Lending Pool operated from CRAGS.
Day Respite Services were provided for adult
patients with brain injury and for dementia clients.
Podiatry Services were provided at the hospital and to
people with a disability in the community.
Non-admitted patient occasions of services increased
by 5.1 percent.
Future directions
◗ CHCS will continue its palliative care, rehabilitation
and geriatric streams and work with the Area’s acute
hospitals to improve patient access and relieve bed
pressure in these facilities.
◗ A Day Rehabilitation Unit to accommodate an
additional ten patients daily will be developed to
facilitate early discharge.
◗ CHCS plans to build a Dementia Day Care Service
on-site and extend the existing program.
◗ Transfer of NSW Artificial Limb Service, Home Oxygen
Program and the Program of Appliances for Disabled
Persons (PADP) to NSW Health Support in 2008.
30
Coledale District Hospital
◗ There were 298 admissions to the hospital this year.
percent.
◗ Staff (average actual) full time equivalent (FTE) was
72 in 2006 - 07.
Coledale Hospital provides inpatient rehabilitation
services with 20 beds, as well as a Transitional Aged
Care Unit, comprising 14 beds. Coledale decreased
bed numbers from 38 to 34 beds in November 2006
following the closure of the nursing home beds.
A range of multidisciplinary rehabilitation services
are provided to people requiring rehabilitation from
medical and surgical conditions. The 18 bed West
Wing was a Commonwealth-funded, fully accredited,
high-level residential care facility until it ceased in
November 2006 when the Nursing Home licences
were transferred to the Church of Christ, Nowra.
◗ Coledale Hospital achieved an OHSRWS Numerical
Profile audit score of 97 percent, compared to 90
◗ Move to full operation of the Transitional Acute Care
Unit from April 2007.
From April 2007 Coledale Hospital provided 14 places
on the Transitional Aged Care Program (TACP) which is
a jointly funded, collaborative program between NSW
Health and the Australian Government that seeks to
improve the transition of older people from hospital
back to the community or to residential aged care.
◗ Improved security surveillance of site.
◗ Shorten average length of stay to NSW Health
benchmark through re-admission avoidance and
supportive discharge.
◗ Open Coledale inpatient places and promote service
model and eligibility criteria to local GPs.
The program is goal-oriented, time-limited and targets
older people at the conclusion of an acute or subacute hospital episode who require more time and
support in a non-hospital environment in order to
complete their healing process, optimise their
functional capacity and access their longer term
care arrangements.
Future directions
◗ Purchase replacement airconditioning equipment.
Coledale Hospital also provides the Illawarra
community with outpatient services. The
rehabilitation physicians conduct specialised
outpatient services from the site. A community
Occupational Therapy service is also provided.
31
◗ David Berry is preparing for ACHS Accreditation survey
in September/October 2007.
◗ Installation of an appropriate security mesh/screen on
the verandah of Karinya to improve safety and patient
comfort.
David Berry Hospital provides rehabilitation and
palliative care services to the residents of the
Shoalhaven. The Aged Care Assessment Team for the
Shoalhaven and community palliative care services are
also based at David Berry Hospital.
Inpatient rehabilitation services are provided from the
Rehabilitation Ward (17 beds) and inpatient palliative
care services are provided from the Karinya Palliative
Care Unit (nine beds).
Future directions
◗ Continued improvement in access to the Palliative
Care Specialist Service with the addition of a Palliative
Care Registrar in January 2008.
◗ Focus on continued improvements in patient care with
implementation of clinical supervision sessions for
nursing staff.
◗ Ongoing maintenance program including repair of
Karinya roof and replacement of internal ceilings and
removal of roofing materials.
◗ Preparation underway for 2009 Hospital Centenary
celebrations with support of local community.
days, compared with 17 days in 2005 - 06.
◗ A total of 447 clients were seen by the Aged Care
Assessment Team with an average wait time of 16.5
days.
◗ The average occupancy of the facility was 87.9 percent
compared to 83.7 percent in 2005 - 06.
◗ Staff (average actual) Full time equivalent (FTE) was
61 in 2006 - 07.
◗ David Berry Hospital achieved an OHSRWS Numerical
◗ Appointment of a Palliative Care Staff Specialist.
◗ Development and implementation of Practice.
◗ Development Plan for Palliative Care Services.
32
Garrawarra Centre
29
◗ There were 52 admissions and 54 discharges.
◗ Bed occupancy for the 2006 - 07 year was 99.61
percent.
◗ FTE for 2005 - 06 is 184 compared to 185 in 2005 - 06.
Garrawarra Centre is a purpose-built, dementiaspecific, residential aged-care facility, managed
within the Central Hospital Network.
The centre provides high-level, holistic care for
dementia sufferers who exhibit challenging
behaviours and require a safe and secure
environment to be cared for and live in.
◗ Self–directed learning packages based on policies,
accreditation standards and best practice were
developed for all staff, clinical and non-clinical.
◗ Installation of eight large umbrellas in cottage
courtyards to provide sun protection for residents.
◗ Staff Education developed a program called CSI
(Clinical Scene Investigation) that has been nominated
for “Idea of the Year” through the Aged Care Channel.
◗ Completion of the water tower project.
◗ Refurbishment of the Garrawarra Function Centre.
Garrawarra has a capacity of 120 beds with resident
accommodation comprising four cottages, each
housing 30 residents.
◗ The Aged Care Standards & Accreditation Agency
accredited the Garrawarra Centre until May 2008.
◗ Three fire-fighting water tanks and two domestic
water tanks were installed during 2006 - 07.
◗ New exercise garden being established with a golf
putting green, walking path and a bus stop.
Future directions
◗ Renovation of the cottages with a focus on
appropriate interior design for dementia residents.
◗ Strengthening of links with the Central Network and
provision of learning and networking opportunities
for clinical staff.
33
Kiama Hospital and Community Health Service
percent.
36 in 2006 - 07.
Kiama Hospital and Community Health Service is an
integrated health care model providing inpatient
and outpatient services to the local community. The
hospital has 20 beds, which are a combination of slow
stream medical and nursing home respite beds.
◗ Kiama Hospital achieved an OHSRWS Numerical
◗ Improvement in fire safety in a number of areas
within the hospital.
◗ Kiama Hospital is preparing for ACHS Accreditation
survey in September/October 2007.
Future directions
◗ Upgrade several areas to improve environmental
conditions and safety for patients.
34
Port Kembla District Hospital
◗ There were 1,168 inpatient admissions this year.
◗ The average length of stay was 19.2 days, compared
with 25 days in 2005 - 06.
percent.
260 in 2006 - 07.
Port Kembla District Hospital is a multi-service facility
of the Southern Hospitals Network. Services consist of
rehabilitation, aged care services, palliative care and
drug and alcohol services. These are provided on an
inpatient, outpatient and community basis.
Port Kembla Hospital provides a comprehensive range
of rehabilitation services at Level 5/6 (excluding acute
spinal rehabilitation) as well as palliative care.
Inpatient rehabilitation services are provided from
42 beds. There are 15 palliative care beds provided
on the first floor of the hospital. Orana Withdrawal
Management Unit is a 10 bed inpatient alcohol
withdrawal unit.
◗ Port Kembla Hospital achieved an OHSRWS
Numerical Profile audit score of 91 percent compared
to 86 percent in 2005 - 06.
The hospital also offers outpatient rehabilitation and
allied health services, is the centre for the Aged Care
Assessment Team and Placement Service, and the
Community Rehabilitation Service.
◗ Port Kembla is preparing for ACHS Accreditation
survey in September 2007.
Also located on site is a childcare service (Hillview),
Area Food Services, Dental, Community Mental
Health, Interpreter Service and the First Step
Program.
Future directions
◗ Electricity and water upgrades to infrastructure.
◗ Repair of main roof to prevent water damage to
wards.
◗ Relocation of the Illawarra Brain Injury Service (IBIS)
on to the site in 2008.
35
War Memorial Hospital, Waverley
◗ The Rehabilitation Unit’s bed occupancy remained
high in 2006 - 07 (92.94 percent)
◗ Referrals to and attendance at the outpatients clinics
increased in comparison to previous years.
◗ Expenditure and income budgets were achieved.
The War Memorial Hospital Board continued to
supplement the capital and replacement projects
significantly.
War Memorial Hospital (WMH), Waverley is an
affiliated public hospital under the governance of the
Uniting Church in Australia (NSW) Synod. The WMH
Board is now appointed by and reports to UnitingCare
NSW.ACT – Sydney Region.
The primary role of the hospital is aged rehabilitation
and assessment services. It provides rehabilitation and
non inpatient rehabilitation and podiatry services;
dementia and frail aged day care services; an Aged
Care Assessment Team as well as specialist clinics and
health promotion activities. Services include dialysis,
hydrotherapy, partner (spouse) accommodation
[Elizabeth Hunter Lodge] and strong clinical links with
both St Vincent’s Hospital and Prince of Wales Hospital.
The War Memorial Hospital also accommodates the
Health and Ageing Professorial Research Unit.
The hospital is affiliated with the University of New
South Wales. It supports students from this entity and
other colleges and professional institutions in their
training and pursuit of qualifications and careers.
◗ Achieved 72 percent in the OH&S Numeric Profile.
◗ Ongoing review of referral patterns for the
rehabilitation unit and outpatient services to ensure
appropriate patients were being referred.
◗ Ongoing review, implementation and upgrade of
information technology services.
◗ Ongoing review of manual handling, risk
management activities and related policies.
◗ Ongoing development and review of key performance
indicators and benchmarking targets using EQuIP,
SNAP and local data systems.
◗ Ongoing planning by UnitingCare NSW.ACT. Sydney
Region and War Memorial Hospital to develop an
aged care campus.
◗ Completed planning for refurbishment of the Morgan
Building. This will provide single access to all inpatient
and outpatient services to one location. This will
commence late 2007.
◗ Numerous health promotion programs were provided
including:
• Health education for stroke, Parkinson’s disease
and rehabilitation patients.
• Diabetes, speech, orthotic, continence and seating
clinics to educate patients and their carers about
the latest procedures and equipment available.
◗ The CEO retired after 26 years. This position was
combined with the DON position and was successfully
appointed in November 2006 as Site Manager/DON.
Future directions
◗ Continue to explore opportunities to expand
appropriate outpatient and ambulatory care services
for War Memorial Hospital.
◗ Continued development of the aged care campus
concept.
36
M A J O R D I S T R I C T FA C I L I T I E S
◗ There were 15,326 admissions this year.
percent.
◗ Medical outpatient services contributed to the 55.209
273 in 2006 - 2007.
Shellharbour Hospital provides district hospital services
in emergency, surgical, medical, maternity postnatal
and mental health. In addition, a satellite dialysis unit
is provided for residents for the Shellharbour and
Kiama region. The hospital has a lead role in
gynaecology and laparoscopic surgery within the
Southern Hospital Network.
Shellharbour Hospital provides a range of services to
meet the needs of the local communities and fulfils
a role as a support hospital in the Southern Hospitals
Network by accepting the transfer of patients from
Wollongong Hospital who do not have complex care
needs.
◗ Shellharbour Hospital achieved an OHSRWS Numerical
Profile audit score of 89 percent which was the same
result in 2005 - 06.
◗ Construction commenced on the 20 bed secure nonacute Mental Health Inpatient Unit.
◗ Planning is well underway for the construction of the
Mental Health Adolescent Mental Health Day Unit,
due for completion in late 2008.
Shellharbour also provides a range of outpatient
services to the community including cardiac, renal,
paediatric, diabetes and allied health services.
Shellharbour Hospital also has a significant mental
health role in the provision of acute mental health
beds and non-acute care unit.
◗ Shellharbour is preparing for ACHS Accreditation
survey in September 2007.
Future directions
◗ Implement Cardiac Pathways project to enhance care
of patients who present with chest pain.
◗ Improve medication safety for patients through an
education program for staff and patients.
◗ Continue upgrade to the hospital environment to
improve safety.
37
Shoalhaven District Memorial Hospital
◗ There were 19,885 admissions this year.
◗ The average length of stay was 2.9 days, compared
with 4.8 days in 2005 - 06.
◗ The average occupancy of the facility was 90.3 percent.
553.0 in 2006 - 07.
Shoalhaven District Memorial Hospital provides services
predominantly to residents of the Shoalhaven Local
Government area in association with David Berry
and Milton Ulladulla Hospitals.
Shoalhaven District Memorial Hospital provides a
range of services including emergency, surgical,
elective orthopaedic and plastic surgery, medical,
intensive care, obstetric, gynaecology, paediatric,
neonatal care, rehabilitation and aged care.
◗ Shoalhaven District Memorial Hospital achieved an
OHSRWS Numerical Profile audit score of 84 percent
compared to 53 percent in 2005 - 06.
◗ Implement the Shoalhaven After Hours GP Clinic to
provide assistance and relief to the Emergency
Department, pending certain access levels being
attained.
◗ Recruitment of a Clinical Nurse Consultant for the
Emergency Department and funding for the provision
of specialised equipment to operate a stroke service
out of Shoalhaven Hospital.
◗ Improvement in provision of orthopaedic services
within the Shoalhaven.
Outreach renal dialysis services are provided from
Wollongong Hospital, and outreach oncology services
are also provided at Shoalhaven, with strong links to
the Illawarra Cancer Care Services and Illawarra Renal
Services.
◗ Shoalhaven District Memorial Hospital is preparing
for ACHS Accreditation survey in September 2007.
Future directions
◗ Improve car parking by increasing capacity and
upgrade of access to facilities.
◗ Full implementation of the stroke service.
38
The Sutherland Hospital and
Community Health Service
◗
◗
The Sutherland Hospital and Community Health
Services is an associated teaching hospital of The
University of NSW. The hospital offers extensive
inpatient and community-based services to residents
of the Sutherland Shire.
◗
◗
◗ Emergency Department (ED) access increased from
76.3 percent to 87.5 percent alongside an increase of
11 percent in patient presentations. The average
length of stay for admitted patients in ED decreased
from 7 hrs to 5.9 hrs.
◗ A multi-disciplinary team worked to reduce the
number of patients waiting for surgery more than
12 months from 122 at 30 June 2005 to zero at 30
June 2006, in line with NSW Health requirements.
This figure has been maintained at 30 June 2007.
◗ Elective orthopaedic activity increased by 35 percent
(+273 separations) in comparison to 2005 - 06 due to
the elective joint surgery which was transferred from
St George Hospital. Total elective procedures
increased by 18.6 percent.
◗ The number of births increased from 1,037 in
2005 - 06 to 1,052 in 2006 - 07 an increase of 1.4
percent.
◗
◗ Creation and recruitment to the Central Network
Nursing Co-Director positions.
◗ Key staffing positions were recruited to: Director of
Emergency and Department Director of Anaesthetics.
◗ Numerical profile result achieved - 93%.
Future directions
◗ A purpose-built Satellite Renal Dialysis Unit is
currently under construction with completion
anticipated in January 2008.
◗ A 20-bed non-acute Mental Health Unit is under
construction and due for completion in late 2008.
◗ Reconfiguration of the Killara Acute Ward is being
planned to create a 17-bed Aged Care Acute Unit
and a 10-bed Dementia Unit.
◗ The establishment of a 15-bed Geriatric Assessment
Unit.
◗ The Central Hospital Network will undertake ACHS
Accreditation in 2007 - 08.
◗ Development of a 112-bed private nursing home on
the grounds of the Sutherland Hospital site.
◗ Capital works projects continued with the
commissioning of the $5 million Caringbah
Community Health Centre.
◗ The Cannabis Clinic received a $1.1 million
enhancement from the NSW Government
guaranteeing its operation over the next four years.
It currently provides counselling to 166 clients per
annum.
◗ The Paediatric area and the Mental Health interview
room in the ED were refurbished.
◗ The Fast Track model of care was successfully
implemented in the ED.
◗ A new full-time Obstetrician Gynaecologist Staff
Specialist was appointed. This position will provide
supervision and on-going training to Junior Medical
staff and clinical support for the ED.
◗ The maternity service was re-designed across the
Central Hospital Network with Sutherland Hospital
becoming a centre of excellence in low to moderate
risk maternity care.
Successful implementation of the Jonah Ward project.
Clinical trials in the Oncology Clinic were introduced
allowing easier access for Sutherland Shire patients to
participate.
A Clinical Psychologist was appointed to Cancer
Services.
A Falls Prevention Program was implemented across
the organisation.
A Pressure Relieving Program was implemented
across the organisation.
39
D I S T R I C T FA C I L I T I E S
◗ Bulli Hospital had a total of 3,826 admissions to the
hospital this year compared to 4,241 in 2005 - 06.
◗ The average length of stay for the hospital was five
percent.
◗ Outpatient services increased to 16,606 total nonadmitted patient occasions of service, up from 15,984
in 2005 - 06.
121 in 2006 - 07.
Bulli Hospital is a 62 bed district hospital providing
geriatric, medical, surgical and Level 1 emergency
department services for the local community.
Bulli Hospital provides the lead role in ophthalmology
and ENT surgical services for the Network and
continues to experience high demand for medical and
geriatric services. Bulli has demonstrated significant
reduction in surgical waiting lists.
◗ Bulli Hospital achieved an OHSRWS Numerical Profile
audit score of 75 percent, a significant improvement
on 59 percent in 2005 - 06.
◗ The acute geriatric service at Bulli Hospital is a
multidisciplinary team of clinicians dedicated to
improving the care of older patients.
◗ The Emergency Department continued to provide a
Level 1 service, 24 hours per day.
◗ A day-only Geriatric Outpatient Therapy Unit was
established at the Hospital and provides a
comprehensive and co-ordinated team approach to
ongoing physical and social therapy with strong links
to patients’ GPs.
◗ Bulli Hospital is preparing for the ACHS Accreditation
survey in October 2007.
Future directions
◗ Bulli Hospital continues to focus on improvements to
patient care and service delivery including the
development of leadership and management
systems that reflect clinical and corporate
governance.
40
Gower Wilson Memorial Hospital
◗ Implementation of computer network systems with
remote links to AHS intranet, internet, which allow
access to policies, recent clinical information and
promotion of paperless communication system.
◗ Implementation of IIMS and staff training in reporting
mechanisms for incidents, complaints and adverse
events.
◗ Development and streamlining of regular staff
meetings, OH&S practices including work place
inspections, communication and reporting.
◗ Pharmaceutical Benefits Scheme on-line claiming and
staff training for community pharmacy process.
◗ Individualised care plans for community clients.
◗ The adaptation of the community to a primary health
care model rather than a medical model of care.
◗ The creation and promotion of a culture of ongoing
quality improvement, including QI register and
reporting.
◗ Successful community consultation with senior AHS
management personnel.
◗ Implementation of a patient call system through
remote system door chimes.
Gower Wilson Memorial Hospital is a multi-purpose
service based on Lord Howe Island which provides
primary, aged, community and acute care services.
Primary Care
◗ Health promotion (eg. healthy eating/lifestyle, QUIT
or Sunsmart programs, education/prevention
programs on national health priority areas)
◗ Healthy Ageing program
◗ Antenatal/postnatal groups
◗ Children’s health
◗ Women’s health
◗ Men’s health
◗ Speech therapy
◗ Podiatry
◗ Physiotherapy
◗ Palliative care
◗ Family counselling
◗ Drug and Alcohol counselling
◗ General practice (ie. care provided by a general
practitioner)
◗ Dental Care.
◗ Limited nursing resources affecting ability to provide
respite care within Gower Wilson Memorial Hospital.
◗ Community pharmacy - SIGMA.
◗ Ongoing consultation with Lord Howe Island Board
and community to ensure future directions of health
care service meet needs of the island.
Aged and Community Care
◗ One Community Aged Care Package
◗ Nil episodes of Respite Care for reporting period.
Community Care
◗ Home and community care type services
◗ Respite care
◗ Community nursing (not included above)
◗ Community transport
Future directions
◗ Aged care customer focus.
◗ Recruitment strategies to promote, attract and
maintain a nursing casual pool.
◗ Handing over community pharmacy management to
local General Practitioner to govern.
◗ Ongoing work to engage the Lord Howe Community
in the improvement of health services on the island.
◗ Radio page systems (UHF), to be used on the island for
duress calls. Such systems could be programmed with
a preset button activation that would send a signal
and immediately notify the police officer.
Acute care
◗ Accident and emergency
◗ Medical
◗ Surgical
◗ Retrieval (Ambulance Service on island operated by
GP and Nursing Staff)
41
Milton Ulladalla Hospital
◗ Milton Ulladulla Hospital experiences a large seasonal
activity increase in summer, due to the region’s
popularity as a tourist destination.
◗ There were 2,756 admissions to the hospital this year,
a reduction on last year’s admissions of 2,907.
◗ The average length of stay for the hospital was three
days.
percent.
60 in 2006 - 07.
Milton Ulladulla Hospital is a 25 bed, rural acute
facility. Its main focus is to provide acute services
to the local community by providing general
medicine, minor surgical, low risk obstetric,
emergency, ambulatory care and day centre services.
An outreach oncology service operates on a regular
basis. The hospital is staffed by Visiting Medical
Officer General Practitioners.
◗ Milton Ulladulla Hospital achieved an OHSRWS
Numerical Profile audit score of 85 percent compared
to 58 percent in 2005 - 2006.
◗ Milton Ulladulla Hospital is preparing for ACHS
Accreditation survey in September 2007.
Future directions
◗ Building refurbishment and clearing of site to start
construction of Cancer Support building on site.
42
Eastern Sydney Scarba Program
◗ Scarba works with children 0-12 years, their families,
Department of Community Services (DoCS) and other
agencies to facilitate the development of positive
parent-child relationships, to help children work
through the effects of abuse and neglect, develop
resilience and to implement strategies to provide
ongoing support for these families.
Scarba works with families where abuse, which is
considered to be moderate to high, to children has
occurred. This involves conducting groups and working
with children and families individually, to identify and
meet needs, develop strengths and nurture resilient
children.
◗ Consolidated a strength-based working model to
build resilience in families and children 0-12 years
including improving children’s academic
achievements, strengthen the connection between
children and carers, and advocate to improve systemic
and co-ordinated responses to children.
◗ Linking children and parents to community
organisations such as sporting associations and
educational support.
◗ Improved parenting skills and awareness of their
parental responsibilities.
◗ Continued interagency co-operation with DoCS via
worker exchange program and quarterly managers
meetings.
◗ Supported a playgroup for vulnerable and at risk
toddlers and their parents in conjunction with EIP.
◗ Commenced an additional supported playgroup
based on ‘Circle of Security’ framework.
◗ Parenting and self-care groups offered to parents
and carers.
◗ Children’s groups provided to explore art, gardening
and theatre, with an aim to increase children’s selfesteem, connections and sense of achievement.
◗ Provided eight parenting workshops to clients of the
Scarba service and broader community to assist
developing skills in how to manage bullying, first aid,
safety in the home and child cardiac pulmonary
resuscitation (CPR).
Future directions
◗ Continue to run home-based therapeutic
interventions and family support work to vulnerable
and at risk children and families.
◗ Continue the supported playgroup, jointly with EIP,
for vulnerable and at risk toddlers and their parents.
◗ Undertake a detailed evaluation of the Scarba
program and the supported playgroups.
◗ Continue to provide ongoing parenting workshops.
43
Early Intervention Program
◗
The Early Intervention Program (EIP), established
by the Benevolent Society in 1988, has worked for
almost 20 years with high risk families throughout
the antenatal period, and the first three years of the
child’s life. The parents referred to our service have
generally experienced traumatic histories and come
into parenting with limited emotional resources.
Managed with support of grants and funds from private
sources to:
◗ Run four terms of a mother’s art therapy group.
◗ Undertake an initiative to specifically engage the most
marginalised women in the antenatal phase.
◗ Offer a men’s antenatal group, co-facilitated by a male
worker from the mental health service.
Referrals come from the community, but
predominantly from the Royal Hospital for Women
(RHW), and the program has become an integral part
of the perinatal mental health care initiative at the
RHW.
◗ The EIP dedicates approximately half of its resources to
individually visiting families at home, and also offers a
range of integrated centre based groups. These include
antenatal therapeutic support groups, infant massage
(privately funded), and a mother-baby therapeutic
group.
◗ Maintained a high standard and quality of work with
our individual families, working in the home as well as
linking these families, where appropriate, into EIP or
alternative community groups and resources.
◗ Provided consultation to services both within and
outside the Benevolent Society and presented at a
number of forums throughout the last 12 months.
These include; the internationally recognised Marcee
Society Conference (QLD), the Adolescent Service at
Prince of Wales Hospital, the Parent Infant Foundation,
the Institute of Psychiatry.
◗ Along with Eastern Sydney Scarba Services (ESSS), EIP
has implemented an extensive evaluation process for
all new clients.
◗ Facilitated, in conjunction with ESSS, a supported
playgroup, which provides an opportunity for families
to explore their attachment with their babies/children
through the medium of play, and discussion.
◗ Successfully obtained Families NSW funding to
facilitate a Circle of Security therapeutic group - an
internationally recognised initiative for working
effectively with high risk families.
Group programs receive ongoing evaluation to
establish their effectiveness. Some important results
from this evaluation has indicated that an increase in
reflective capacity is evident. This evaluation continues.
Future directions
◗ Continue with high quality intervention for high risk,
traumatised new parents,
◗ Continue to offer innovative group programs.
◗ Continue to administer and refine evaluation
processes.
◗ Present work at the World Infant Mental Conference in
Yokohama, Japan in 2008.
◗ Present to other professional forums where
appropriate.
44
Health services
Other Health Services
Community Health
Improve health and reduce health inequity
◗
◗ Community Health provides a range of communitybased prevention, early intervention, assessment
and treatment services to maintain the health of
individuals and communities.
◗ Continued to provide a wide range of health
maintenance, continuing care and hospital alternative
services from more than 100 community health centres
across the Area and in workplaces, schools and homes.
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◗ As part of the Network management restructure
Community Health Services are managed within each
of the hospital networks.
◗ A review of all primary and community health services
across the Area was undertaken in late 2006 - 07.
Key Issues and events
◗ Develop resources to support the Aboriginal
Population Health Scholarship and recruit new
students to the program
Future directions
◗ The implementation of the recommendations of the
Older Persons and Chronic Care Clinical Redesign
Project will present a significant challenge to primary
and community health services across the Area in
2007 - 08.
◗ Details of individual primary and community health
service’s achievements and future directions are
included in the facility reports.
◗ An Area Director of Primary and Community Health
will be appointed early in the new financial year to
oversee implementation of the recommendations of
this review.
Improve effectiveness and integration
◗ Completed the Division of Population Health
Strategic Directions Statement 2006 - 2010. This
document will guide the organisational development
of the Division by creating a framework for achieving
health improvement for the SESIH community and
through developing a shared vision for population
health.
◗ An organisational culture project was conducted to
help develop an effective and integrated Division of
Population Health. This involved a literature review,
manager interviews, a staff survey and workshops.
As a result, conducting staff performance appraisals
has become a priority, communication and
information exchange is being strengthened and a
cross-divisional infrastructure has been established.
Division of Population Health
Population Health services and programs aim to improve
the health status of the population. The focus is on
health promotion, disease and injury prevention and
health protection, with an emphasis on reducing health
inequities between population groups.
Future directions
◗ Strengthen epidemiological capacity of the Division.
◗ Continue to implement strategic directions and build
on recommendations of the organisational culture
and equity projects.
The Division of Population Health comprises: HIV/AIDS
and Related Programs, Multicultural Health, Public
Health, Health Promotion, Women’s Health and
Community Partnerships. The division also has
responsibility for the Area Falls Prevention Policy
co-ordination and General Practice liaison.
A mid-term formative evaluation of the Aboriginal
Population Health Scholarship Program was
conducted and a series of recommendations made to
improve the program. The program assists Aboriginal
students financially and professionally through the
undergraduate degree in Population Health at the
University of Wollongong, while also providing work
experience placements with a different Population
Health service each semester.
A Divisional Equity project was conducted to
investigate the ways in which equity can be better
integrated within the Division of Population Health.
Recommendations included the establishment of a
cross-divisional practitioners’ special interest group,
development of an equity profile and a stronger
focus on Aboriginal Health.
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47
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Strengthen the Division’s focus on, and support for,
programs to improve Aboriginal health.
Multicultural Health Service
◗
The Multicultural Health Service (MHS) focuses on
supporting health services to provide accessible and
culturally appropriate services and programs across the
continuum of care. Key functions include: implementation
and monitoring of our Ethnic Affairs Priority Statement,
diversity health in the workplace, community programs
and supporting research to inform the development of
culturally appropriate models of care.
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The Area Multicultural Health Service is complemented by
hospital-based diversity health co-ordinators, health care
interpreters and community-based multicultural health
workers. It is also well-served by a number of designated
multicultural health positions within SESIH services and
clinical streams, including mental health, HIV/AIDS,
women’s health, aged and extended care and health
promotion.
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Capacity building activities
◗ Expanded cultural diversity learning and development
programs to enhance the capacity of managers and
clinicians to effectively address issues of cultural
diversity in health care using the Diversity Health Kit
produced at Prince of Wales Hospital. The Diversity
Health Leadership Program has been adapted to other
sites in SESIH.
◗ Developed and implemented an Area-wide
collaborative care model for refugees using GPs,
health staff and settlement services. Refugees receive
a comprehensive health assessment on arrival, full
immunisation within 12 months of settlement and
ongoing co-ordinated health care.
◗ Delivered culturally appropriate End of Life Care
sessions across SESIH. Sessions include presentations
from palliative care and representatives of relevant
religions.
◗ Provided English classes – one hour per week onsite,
for all employees speaking English as a second
language.
◗ Continued to educate staff and community on
diversity health issues to increase cultural awareness
and ability to respond effectively.
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46
Completed evaluation of multilingual information and
health care interpreter services at the Royal Hospital for
Women to improve co-ordination and efficiency of
development and dissemination of resources and use of
interpreters.
Held 12 information sessions with a total of 64 newlyarrived refugees in Illawarra, outlining the Australian
health system.
A play called Fear and Shame was written to promote
positive messages about mental health in the
Macedonian community. An excerpt was performed at
the Diversity Health Conference at St George Hospital.
Developed 10 culturally diverse stories for the Heart
Handbook for patients and the Cardiac Storyboard
Handbook for clinicians at the Prince of Wales Hospital.
The project aims to increase understanding of the
patient experience and fosters dialogue between
patients and staff.
A Chinese Mental Health Program at St George
Hospital and St Vincent’s Hospital examined attitudes
and beliefs of people from mainland China regarding
mental illness and mental health services.
Researched the need for Holocaust awareness training
for Sacred Heart Hospice with a view to producing a
resource for Area Health Services.
A pilot study was conducted to reduce the fears of
families needing to place relatives in residential care.
The pilot, Partners in Residential Care, demonstrated
practical ways in which relatives and staff can cooperate to provide high quality, culturally appropriate
care.
Continued the Building Healthier Men - Multicultural
Men’s Health Project. This shed-based project targets
men who may suffer from mental health problems, are
isolated, lack support networks and are poorly
prepared for a life after traditional work.
Culturally and Linguistically Diverse (CALD) Mother’s
Art, Health and Wellness Project. This project targeted
women with new babies and engaged with them
through the medium of art in discussions around health
and mothering issues. Some 80 women participated
and a major arts exhibition resulted.
Developed a snapshot of bilingual staff employed by
the former South Eastern Area Health services, from
2004 - 06, to assist in decision-making around the best
use of bilingual staff.
Continued research projects, including culturally
appropriate care for children, clinical care for refugee
children, pain assessment for CALD patients and
medication management for CALD elderly people.
Health services
legislation; and education and advocacy among members
of the public, health professionals and partner
organisations including local government, divisions of
general practice, area health service staff and other
government agencies.
◗ Consolidated integration of multicultural health
services across the Area taking into consideration the
recommendations of the review of the Multicultural
Health Service.
◗ Provided enhancement grants aimed at assisting staff
to develop projects addressing EAPS standards and
enable consolidation of work undertaken under
previous grants.
◗ Organised a 2006 Diversity Health Conference, for 170
delegates across the Area Health Service attending a
conference in the St George area to raise awareness
on the challenges of providing appropriate health
care to CALD communities.
The Public Health Unit is comprised of the operational
teams including Environmental Health, Infectious Diseases
and Immunisation, Epidemiology and Research, and
Cancer Control which are in turn supported by the
administrative team. Staff are located at two sites, the
Randwick Hospitals campus and the University of
Wollongong campus.
Future directions
◗ Ensure performance against the Area’s Employee
Assistance Program (EAPs) is on target with goals
identified for health services.
◗ Develop a strategic plan for SESIH Multicultural
Health.
◗ Develop a service plan to support health needs of
refugees.
◗ Review of the Multicultural Health Research Plan
(2002).
◗ Develop a service agreement with the two Health Care
Interpreter Service providers covering SESIH.
◗ Develop an Area policy on the governance of the role
of bilingual staff in the use of their language other
than English skills in the workplace.
◗ Extend the Diversity Health Co-ordinators positions to
the Southern Hospital Network.
◗ Develop the content for MHS intranet and internet
pages, and launch in 2008.
◗ Implement recommendations of the Diversity Health
Enhancement Grants Review.
Infectious Diseases and Immunisation
◗ Co-ordinated and completed the public health
investigation into a cluster of cases of acute hepatitis
C among patients of one eastern suburbs general
practice.
◗ Managed infectious diseases and environmental
health investigations into the outbreaks of
Legionnaires’ Disease associated with Circular Quay
and with the St George district.
◗ Prepared the public health component of the SESIH
Influenza Pandemic Plan and contribution to
pandemic influenza policy development at state and
national levels.
◗ Multidisciplinary investigation of an outbreak of
locally acquired Ross River Virus infections among
residents of Sydney’s southern suburbs.
◗ Provided key infectious diseases surveillance and
epidemiology support to the Sexually Transmissible
Diseases in Gay Men Action (STIGMA) group.
◗ Continued co-ordination of the NSW cruise ship health
surveillance and environmental inspection program.
◗ Established and managed the high school-based
Human Papilloma Virus (HPV) vaccination program.
◗ Continued management of the Year 7 high school
program for vaccination against hepatitis B and
chickenpox.
◗ Provided public health support to Illawarra primary
care and secondary clinical services caring for newlyarrived refugees.
Public Health Unit
The primary role of the Public Health Unit is one of
health protection - to identify, prevent and minimise
public health risks to the community, whether infectious,
chemical or radiological, arising from other humans,
from animals, or from the inanimate environment. This
is undertaken through a series of intersecting measures:
surveillance of health, disease, risk factors and
behaviours; primary prevention at an individual level;
enforcement of public health and tobacco control
47
Environmental Health
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Future directions
◗ Increase emphasis on compliance with the latest
provisions of the Smoke Free Environment Act which
came into force in July 2007 and requires all enclosed
premises to be totally smoke free.
◗ Public Health aspects of compliance with the smokefree workplace policy in SESIH facilities, in particular
the legislated banning of smoking in all enclosed
areas.
◗ Respond to the challenge of substantial increases in
infectious syphilis in gay men.
◗ Need to mount the high school HPV vaccination
program in years 7-10.
◗ Address growing demand for surveillance and public
health response capacity due to an increasing range
of infectious diseases, and outbreaks, of public health
concern.
◗ Mount a comprehensive and co-ordinated public
health response to the APEC Leaders' Week within an
emergency management framework.
◗ Work closely with local government to increase its role
and responsibility in relation to prevention of
legionella infection from contaminated cooling
towers.
◗ Further development of pandemic influenza planning
and the need to determine sources of a workforce for
public health response in the event of a pandemic.
Investigated and responded to mercury contamination
of the portable water supply in a sustainable system
in a Sydney office building.
Intensive monitoring of compliance with tobacco
legislation, in particular Sales to Minors and Tobacco
Advertising provisions of the Public Health Act and
the Smoke Free Environment Act.
Participated with Botany Bay City Council and other
government departments to successfully establish a
response to Botany groundwater contamination.
Participated in a multi-agency response to
hydrocarbon contamination of land at Millers Point
from past use as a gasworks, and successful
remediation plan.
Successfully conducted environmental health surveys,
including:
• Unflued gas heaters in 41 Catholic primary schools.
• Rainwater tanks in private premises providing
drinking water to members of the public.
• Skin penetration premises.
Initiated and collaborated on immunisation research
projects, including:
• St George Hospital paediatric ward immunisation
study.
• Evaluation of the hepatitis B high school vaccination
program.
• Sydney Children’s Hospital study of opportunistic
immunisation in the Emergency Department.
Women’s Health and Community Partnerships Unit
◗ Public health preparedness and prevention for the
APEC forum including the environmental health
surveillance of key buildings in close collaboration
with the Council of the City of Sydney.
◗ Achieved a superior level of immunisation uptake
(92.4%) among children aged 12-14 months residing
in the Area.
◗ Best poster award at the National Communicable
Diseases Control Conference for a poster describing
an outbreak of food poisoning caused by Clostridium
perfringens.
◗ Publication in peer-review journals of a range of
articles including: Preparing for the inevitable – an
influenza pandemic; Epidemic infectious syphilis in
inner Sydney – strengthening enhanced surveillance;
Investing in capacity to meet the challenge of an
influenza pandemic; Risk factors and seroprevalence
of markers for hepatitis A, B and C in persons subject
to homelessness in inner Sydney.
Programs within Area Women’s Health and Community
Partnerships during 2006 - 07 collaborated with a wide
range of health services, community organisations and
non-government organisations. The aim being to improve
the health and well-being of women, young people and
people subject to homelessness. The unit continued to
provide leadership and co-ordination for implementing
health policy and programs that address inequities in
health outcomes in relation to these groups.
The Area Women’s Health (AWH) program areas include
Early Parenting, Violence and Abuse Prevention, Health
Equity and Community Initiatives and Well Women’s
Health. The Youth Health Program developed initiatives
to increase the capacity of SESIH to respond to the health
needs of young people and improve their access to
services. The Homelessness Health Program supported,
monitored and advocated for the implementation of the
SESIH Homelessness Health Strategic Plan 2004 - 09.
48
Health services
50
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◗ Active participation in statewide initiatives including
shaping the NSW Women’s Health Strategic Plan and
supporting the first NSW Women‘s Health Summit
held in March.
◗ Continued consolidation of the Women’s Health team
resulted in the transfer of Southern Hospital Network
staff under a single strategic and operational
management structure.
◗ Developed a vision statement in line with the State
Health Plan and local strategic directions; Healthier
Women: Healthier Communities.
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A training needs assessment of Early Parenting
Educators informed the updating of session content.
Established language specific playgroups at Arncliffe
and Daceyville.
Participated in the production of an antenatal DVD
titled Your Health/Your Pregnancy.
Completed Father Links Project Stage 1, evaluating
male-led discussion groups within antenatal
preparation for parenthood and commenced Father
Links Project Stage two that seeks to work with
Aboriginal fathers at La Perouse.
Completed Young Parents Project Report.
Health Equity and Community Initiatives Program
Violence and Abuse (Adults) Prevention Program
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The Bilingual Community Education Program provided
seven programs to 69 women. The programs were
delivered in Spanish, Chinese and Macedonian and
covered a range of topics relating to physical and
mental health and well-being, migration, parenting
and ageing.
Botany Women’s Committee established a bank
account and independently began to hold functions
for residents. Committee members have worked on a
garden beautification project and intend to enter the
garden in the Botany Spring Garden Competition.
More than 500 plants were donated by the Botanical
Gardens to this project. The Botany Community
Development Project Consultation Report was
finalised and presented at the National Health
Promotion Conference in Adelaide.
An Arabic Quit Smoking Program for women was
held and a report written and released. All
participants made their homes and cars smoke free.
The Women’s Hands Project, a community
development activity within east Nowra, commenced
and a steering group has been established.
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Well Women’s Health Program
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Early Parenting Program
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Some seven competency-based training programs for
96 educators were provided across SESIH. Training
programs included group skills and Earlybird Program
facilitation.
The Earlybird Program Facilitators Training DVD was
completed and distributed across NSW. This work was
presented at two national conferences.
In partnership with University of Technology of
Sydney (UTS), the program provided group skills
training and support to midwives participating in the
Centering Pregnancy trial.
and Illawarra Area
Health Service
The SESIH Domestic Violence Policy Implementation
Group continued to provide leadership across the
Area and now has representation from the Southern
Hospital Network.
The November 2006 Domestic Violence Screening
Snapshot revealed 100 percent participation of
mandated services and a 74 percent client screening
rate. A total of six percent of women identified as
experiencing domestic violence.
Completed and distributed the Services for
Perpetrators of Domestic Violence pamphlet.
Provided 15 training sessions on domestic violence
and routine screening to 245 health staff.
Facilitated three sites in St George Hospital (Alcohol
and Other Drugs, and Antenatal) for a research project
on the impact of routine screening for domestic
violence, undertaken by University of New South
Wales (UNSW).
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49
Under the Well Women’s Health Program, 821 women
attended the well women’s clinics, and 725 pap tests
were taken across the hospital networks. Of these,
127 women (15 percent) had not been screened for
four years or more and 43 (5 percent) had never been
screened.
A total of 146 women (18 percent) were referred to
other health service providers as a result of their clinic
visits with a further 51 women (6 percent) referred to
their local GP as a result of their Pap Test report and
recommendations requiring further management by
their GP.
A total of 633 women attended 58 presentations and
groups within the community on topics related to
preventative health screening, sexual and reproductive
health.
51
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A total of 150 nursing staff attended
training/education updates on topics related to well
women’s health.
The program collaborated with the College of Nursing
to support women’s health nurse training.
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Future directions
◗ Collaborate with maternity and early childhood
health nurses to build their capacity to address health
inequities.
◗ Building partnerships for health is the primary focus
of the Botany and East Nowra Community.
◗ Consolidate community development strategies
within the Botany community development project.
◗ Continue to monitor cervical cancer screening rates
and respond to under-screened groups.
◗ Improve data relating to people subject to
homelessness accessing health services.
◗ Map youth health and service needs and evaluation
of the UZ youth health project.
◗ Develop a well women’s clinic as part of Malabar
Midwifery Link Service to enhance Aboriginal
women’s access to sexual and reproductive health
care.
Homelessness Health
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Assisted clients of five inner city homelessness NGOs
to gain improved access to flu vaccine.
Represented SESIH on the NSW Partnership Against
Homelessness interagency forums and contribution to
the development of partnership initiatives.
Promoted the Area’s Special Needs Dental Service,
which increased access to services for homeless
people.
Participated in NSW Audit Office’s consultation on
services for the homeless.
Youth Health
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Co-ordinated the Better Futures Regional Working
Group initiative: Youth Participation Workshop at
Prince of Wales Campus (24 attendees).
Represented SESIH on whole-of-government
initiatives, including the Better Futures Regional
Strategy.
In partnership with community agencies delivered
innovative youth health programs including the Up
Zone Youth Clinic and the Kings Cross Youth at Risk
Project to provide improved services for young
people.
Health Promotion Service
The Health Promotion Service strives to improve health
and reduce health inequity among communities of South
Eastern Sydney, Illawarra, Kiama and Shoalhaven.
Underlying social, economic, physical and behavioural
determinants of health are addressed through both
population level and targeted approaches. Programs
include: healthy weight, falls injury prevention amongst
older adults, tobacco, and health equity and community
initiatives.
◗ More than 500 women attended the inaugural NSW
Women’s Health Summit held at Sydney Town Hall in
March.
◗ The Macedonian women’s advisory committee hosted
an information and awareness evening on breast and
cervical screening for Macedonian women in the St
George district. The information evening, attended by
47 women focused on the importance of regular
screening for women of all ages.
◗ The Malabar Midwifery Link Service was opened at
Malabar. The Aboriginal component of the service has
enabled the delivery of an outreach midwifery, child
health and paediatric clinic at the new La Perouse
Community Health Centre
◗ A successful Healthy Ageing Expo was held in
Cronulla.
Co-ordinated an outdoor film event in Youth Week
as part of the Kings Cross Youth at Risk Project
Co-ordinated a youth participation workshop for
SESIH staff.
Healthy weight
◗ Live Life Well @ School, a partnership project with the
NSW Department of Education and Training and the
Catholic Education Office, is working intensively with
five schools in the Illawarra, Kiama and Shoalhaven
on physical activity and nutrition.
◗ Continue to implement Healthy Eating and Active
Play @ Playgroup which enhances the abilities of
supported playgroups to support vulnerable families
with children 0 - 5 years old by the provision of
resources and staff training.
50
Health services
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Childcare service advisors and staff at long day
childcare services received training, quarterly
newsletters and individual assistance with menu
reviews.
NRG @ OOSH (out of school hours care for children
aged 5-12 years) extended to the Illawarra, Kiama and
Shoalhaven with the Health Promotion Service
providing program, menu reviews and workshops to
25 services and small grants to nine services.
As an active member of the SESIH Lactation Group,
Health Promotion supported implementation of the
NSW Breastfeeding Policy. This year, Health Promotion
worked with the Area Women's Health and Community
Partnerships Unit, Families NSW and Child and Family
Health services to produce and distribute a training
DVD/video which encourages peer support for new
parents, to child and family health nurses across NSW.
Supported the NSW Health Fresh Tastes strategy to
increase the availability of healthy food in school
canteens. This year, 82 schools participated in network
meetings, received individual advice about healthy
menus and fundraising ideas. A quarterly newsletter
was distributed to 150 schools.
NSW Health healthykids and 'Go for 2 and 5' fruit and
vegetable campaign messages were incorporated into
projects and activities, including a childhood obesity
forum; transition to school information sessions; and
an electronic wellness program with 67 community
health staff encouraged to review their healthy
eating, physical activity and energy balance.
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Tobacco control
◗ Training was provided to childcare workers about
environmental tobacco, and referral options
provided.
◗ A pilot project encouraged Chinese-speaking GPs to
routinely provide smoking cessation advice and
provide free nicotine replacement therapy as
appropriate to Chinese-speaking patients. Evaluation
will determine the suitability of this project for
further expansion.
◗ Participation in the Multilingual Quitline Service
Advisory Committee has assisted in ensuring the
service is appropriate to the needs of the Chinesespeaking community.
◗ Identified the need to target the Arabic-speaking
community and determined suitable strategies to
adopt.
Falls injury prevention amongst older adults
◗ Worked closely with the Area Falls Prevention
Co-ordinator to implement strategies for the
community component of the Area Falls Prevention
Plan.
◗ Gentle exercise and strength training classes
continued to be the main focus for the provision of
physical activity opportunities for community-living
older people across the Area. In the St George and
Sutherland areas, support was given to a community
organisation known as SHARE to deliver 26 ongoing
exercise classes for 364 older people each week. The
annual Make a Move mass media recruitment strategy
resulted in more than 240 enquiries with almost 20
percent enrolling in an ongoing class. In the southern
region nearly 900 older people attended the 68
classes offered each week through Heartmoves. Four
classes targeted culturally and linguistically diverse
communities.
Provided professional development and class
enrolment strategies to support Heartmoves fitness
leaders. Eight leaders were supported to complete
the National Heart Foundation re-accreditation
training.
A partnership with the St George Migrant Resource
Centre resulted in 18 multicultural day care staff from
nine language groups being trained to deliver 'Tai Chi
for Arthritis' to their clients. Simple gentle exercise
equipment was also provided.
The physical activity directory was updated and made
available to staff via the Area’s intranet. Users can
search by suburb or preferred activity.
Facilitated links to other services and communitybased exercise programs as part of the Better Balance
research project with the University of Wollongong.
Better Balance seeks to ensure older people at risk of
falls are referred by GPs to exercise physiologists for
individual support, education and training.
Conducted a variety of falls prevention and physical
activity presentations to about 250 people across the
Area.
Equity and communities
◗ Commenced place-based projects with local
communities from the south-west Wollongong/Dapto
and Maroubra areas. The projects involved providing
communities and service providers with a training
workshop to enable them to take photographs of
their local environment as seen through their eyes.
Two exhibitions reflecting issues raised by groups of
women and youth took place in the Illawarra region.
51
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HIV/AIDS and Related Programs Unit
Two pilot programs were conducted with Maori and
Tongan communities to improve the health outcomes
of children through improved parenting skills, as part
of a collaborative project with the Department of
Education and Training, Families NSW, Area Women's
Health and Community Partnerships Unit and Pacific
Community non-government organisations.
Health Promotion continued to be an active member
of Food Fairness Illawarra, a coalition formed to
address food security in the region. Food Fairness
Illawarra developed a practical, plain English resource
to promote updated food donation legislation that
encourages businesses to donate excess food. Other
activities include a market basket survey to map food
outlets in southern Wollongong suburbs, support for
the Warrawong Community Kitchen and the
development of a Traditional Food Directory for
newly-arrived refugees.
◗ The HIV/AIDS and Related Programs (HARP) Unit is
responsible for Area-wide strategic oversight and
program management for local and statewide sexual
health and HIV/AIDS services and programs and
hepatitis C health promotion and prevention services
funded by the Australian Government and NSW
Health’s AIDS Program.
◗ The Unit provides an Area-wide health promotion
service and is the program manager for AIDS funded
non-government organisations auspiced by SESIH and
provides line management for two statewide services:
the NSW Workforce Development Program in
Hepatitis, HIV and Sexual Health (WDP), and the AIDS
Dementia and HIV Psychiatry Service (ADAHPS).
◗ Preliminary results for the Illawarra and Shoalhaven
NSW Health funded pedometer and cardiac
rehabilitation research project indicated that
pedometer-based intervention increased the short-and
medium-term physical activity levels of people with
heart disease who had also attended a cardiac
rehabilitation program.
◗ Continued to provide co-ordination and support to the
Aboriginal Population Health Scholarship program.
◗ Now in its seventh year, SHIP (School Health Incentive
Program) continued to grow. This year, 42 schools
received small grants to implement projects addressing
breakfast programs and resilience and physical activity,
amongst other health issues.
◗ Provided funding and support to Healthy Cities
Illawarra whose work contributes to healthy
environments in the Illawarra community.
Program Management
◗ Improved the quality and consistency of data
collection to meet the requirements of the NSW
HIV/AIDS and Sexual Health Minimum Data Set (MDS).
◗ Provided up-to-date HARP data fact sheets and
financial information to inform planning and service
development for the HARP sector.
◗ Developed infrastructure within the HARP sector to
support the development and implementation of Area
planning processes in response to NSW Strategies in
HIV/AIDS, STIs and Hepatitis C and Aboriginal
Implementation Plan 2006 - 09 including the HARP
Planning and Performance Steering Committee, Clinic
Services Committee and committees in the Northern,
Central and Southern Hospital Networks to coordinate the implementation of strategies with
Aboriginal communities.
◗ Established the HARP Partnership between the AIDS
Council of NSW, Bobby Goldsmith Foundation, People
Living with HIV/AIDS (PLWHA), (NSW) and Sydney
South West Area Health Service (SSWAHS) to coordinate the implementation of the SESIH HIV/AIDS
and Sexually Transmitted Infections (STIs) Plan.
◗ Undertook extensive consultation with HIV/AIDS and
sexual health services, non-government organisations
and community agencies in the development of the
SESIH HIV/AIDS and Sexually Transmissible Infections
Prevention, Treatment, Care and Support
Implementation Plan 2007 - 2010 and Hepatitis C
Implementation Plan.
Future directions
◗ Continue to implement the five-year plans for each
program area.
◗ Develop a Health Promotion Workforce Development
Plan.
52
Health services
Area Falls Prevention Program for older people
Health Promotion and Blood Borne Prevention Programs
◗ Established a program for raising awareness about HIV
and sexual health among culturally and linguistically
diverse communities (CALD) in the Illawarra, in
partnership with Healthy Cities and other
stakeholders.
◗ Conducted the Hoops 4 Health program using sport
as a fun and interactive way to talk with young
Aboriginal people about health, looking after
themselves and hepatitis C.
◗ Implemented STI testing campaigns for gay men,
including men from CALD backgrounds.
◗ Ran a series of teacher training workshops on using
the Talking Sexual Health package.
◗ Worked in partnership with non-government and
community agencies to run health promotion
programs among people living with HIV/AIDS.
◗ Undertook a series of outreach activities promoting
sexual health among TAFE and university students.
◗ Contributed to the development of an innovative
project which seeks to identify risk factors for young
people most at risk of taking up injecting, and
supplied tools to current injectors on how to
discourage others’ initiation to injecting.
◗ Promoted access to treatment for hepatitis C among
people using Needle and Syringe Programs and
Alcohol and Other Drug Services through the St
George Hepatitis C Clinic Project.
◗ Worked in partnership with Needle and Syringe
Program staff to increase access to resources for
people who inject drugs through the Pharmacy
Fitpak Project.
Summary of activity
The Area Falls Prevention Co-ordinator is responsible for
facilitating the implementation of the NSW Health policy
on preventing falls in older people across SESIH.
◗ Developed the Area Falls Injury Prevention Plan
2007 - 2012. The plan covers community, acute and
sub-acute care and residential care for aged settings.
◗ Conducted presentations on resources, falls risk
factors and prevention strategies for use at hospital
and network level.
◗ Conducted education sessions on falls risk factors and
their management for nurses working in residential
care (Shoalhaven Division) and general practitioners
(St George Division).
◗ Area Falls Prevention Co-ordinator appointed in
January 2007.
◗ Established Area Falls Injury Prevention Steering
Committee and three supporting working parties for
co-ordinating implementation in community, acute
and sub-acute care and residential care.
Future directions
◗ Continue to support implementation of the SESIH
Falls Injury Prevention Plan 2006 - 2012.
◗ Develop standardised hospital falls prevention policy.
◗ Implement standardised falls risk assessment tool
across SESIH.
◗ Support facilities to prepare documentation for
EQuiP’s fall criteria.
◗ Expand strength and balance physical activity
programs for older people, particularly tai chi.
◗ Conducted a range of activities across the Area in
association with National Hepatitis C Awareness Week
to raise the awareness of the importance of effective
self-management practices for people with hepatitis C.
◗ Co-ordinated local activities contributing to 2006 NSW
World AIDS Day.
◗ Implemented a range of strategies targeting young
people during Sexual Health Week 2006.
◗ Involvement with NAIDOC Week activities across the
Area in partnership with the Kirketon Road Centre,
Sydney Sexual Health Centre and the AIDS Council of
NSW.
◗ Increased the health promotion capacity of the HARP
Unit, particularly in the area of Aboriginal sexual
health.
Oral Health Services
The Oral Health Service provides routine and specialised
dental treatment to holders of Health Care Cards,
pensioners and all children up to 18 years of age,
including an after-hours emergency dental service.
All hospital inpatients and persons with drug and alcohol,
mental health and homelessness issues may
also access care.
53
encompassing teaching, research and treatment in
conjunction with the University of Sydney Faculty of
Dentistry, the Australian Dental Association, and the
two Teaching Hospitals.
Oral health screening, promotion, prevention, and early
intervention initiatives are also undertaken in a range of
settings, such as playgroups, kindergartens, pre-schools,
primary schools, group homes, hostels, community health
centres, nursing homes and intensive English schools.
Mental Health Services
◗ Successful recruitment strategies resulted in
employment of additional dental officers and one
dental therapist.
◗ Expansion of child dental services in Nowra and an
additional dental clinic built.
◗ Significant improvement in waiting times for
removable prosthodontic services in the Illawarra was
achieved. Waiting times were reduced by an average
of four years.
◗ The Information System for Oral Health (ISOH) is now
available in all dental clinics in SESIH. ISOH is the
statewide information system for managing all aspects
of a patient’s treatment such as appointments,
treatment provided, previous and future courses of
care, and fee for service treatment offered to the
patient.
◗ Further development of Clinical Networks in the
Northern, Central and Southern Mental Health
Networks occurred with common organisational
structures in the final stages of establishment.
◗ The continuing development and networking of
services within targeted areas, Child and Adolescent
services, non-acute and rehabilitation services and
emergency mental health care, has resulted in
significant enhancements to service delivery.
◗ Planning commenced for the establishment of purpose
built Child and Adolescent Inpatient Beds,
and an Area Clinical Co-ordinator for Child and
Adolescent Services was appointed.
◗ The construction of three non-acute mental health
units and the establishment of two Psychiatric
Emergency Care Centre (PECC) services at Prince of
Wales and Wollongong hospitals progressed.
◗ Construction of a 15-bed Specialist Older Persons
Mental Health Unit at Wollongong Hospital
commenced as did recruitment of an associated
community mental health team.
◗ A number of key Mental Health Program Policies have
been developed and implemented, strengthening the
clinical governance processes of the Mental Health
Program. Priority for development of such policies has
been given to areas of identified clinical risk.
◗ Significant work undertaken in relation to preparation
for the accreditation Survey by the Australian Council
on Healthcare Standards, scheduled for May 2008. This
is the first time that Mental Health Services will seek
accreditation as a single unified program rather than
as individual services affiliated with local hospitals.
◗ An Area-wide approach to Mental Health Learning
and Development has been implemented, with a
central registration process and maintenance of
education attendance records for all mental health
staff.
◗ Implementation of action plans in relation to specific
population groups or service specialties developed in
2005 - 06 continued. These plans focus on increasing
the capacity of the service to respond to service
◗ Oral Health Planning Day for all staff was held at
Jamberoo Function Centre, Jamberoo Valley in
December 2006. The planning day was an opportunity
for staff, stakeholders and consumers to develop
appropriate goals and strategies to address
anticipated future trends. Sessions also undertaken
to address areas of concern identified by staff.
◗ Oral Health staff have worked hard at investigating
appropriate staffing levels for the Illawarra and
Shoalhaven regions. As a result, a number of
recruitment strategies were developed, which
resulted in unfilled dental officer, dental therapist
and dental assistant positions being filled.
Future direction
◗ Expand the Special Needs Dental Service model into
the Illawarra region.
◗ Implement the Early Childhood Oral Health (ECOH)
program, targeting siblings and relatives of infants
with significant oral disease.
◗ Establish the Shoalhaven Centre for Oral Health in
conjunction with the Population Health, Planning and
Performance Directorate. The Shoalhaven Centre of
Oral Health will be a multi-purpose oral health facility,
54
Health services
54
◗
◗ The Area Mental Health program is entering a period
of significant development with funding for two
additional non-acute mental health units having been
approved, and establishment of these services is
currently in planning.
◗ Planning is occurring for the establishment of a
purpose-built Child and Adolescent Mental Health
Unit in the Northern Network, with a small number
of inpatient beds also identified for the Southern
Network.
◗ A Clinical Co-ordinator Child and Adolescent Mental
Health Services was appointed to provide a key
leadership role in the further development and coordination of Child and Adolescent Mental Health
Services.
◗ Preparation commenced for the 2008 Accreditation
review by the Australian Council for Health Care
Standards. This will be the first review as a single
Mental Health Program, requiring significant
preparations.
◗ Implementation of the comprehensive Strategic
Workforce Plan for Mental Health, to address the six
priority areas: Visible and transparent management;
Performance management at all levels, Recruitment
and retention strategies that attract and retain staff
and provide for workforce distribution; on the job
learning; relevant and effective work practices that
support changing health service provision and staff
needs; and an environment and culture that promotes
staff well-being.
demands within these areas. These areas include
Older Person’s Mental Health Services, Rehabilitation,
Carer and Family Support and Consumer Participation.
An Aboriginal Mental Health Action plan was
completed in 2006 - 07 and an Area Co-ordinator
Aboriginal Mental Health has been appointed to
support the implementation of this plan.
◗ Mental Health Services continued collection of
Outcome Measures for Mental Health clients, with
improvement noted from 2005 - 06 results.
◗ Construction commenced on a 20-bed non-acute unit
at Shellharbour Hospital and a specialist Inpatient
Unit for Older Persons at Wollongong Hospital and
establishment of an associated community mental
health team.
◗ Establishment of a Psychiatric Emergency Care Centre
(PECC) at Prince of Wales Hospital commenced.
◗ The Aboriginal Mental Health Strategic Plan was
finalised and supports improved service provision to
this population. An Area-wide Aboriginal Mental
Health Co-ordinator was appointed to support the
implementation of this plan.
◗ The Mental Health Services participated in the
implementation of the NSW-wide MH-COPES (Mental
Health Consumer Perceptions and Experiences of
Services) survey, which will provide feedback which
can be used locally for consultation with consumers
and improvements to services.
◗ Implementation of Patient Flow initiatives of the
mental health program and SESIH continued to report
positive performance regarding access to Mental
Health Services from the emergency departments in
the Area.
and Illawarra Area
Health Service
Future direction
◗ Focus will continue on ensuring effective use of
Housing and Supported Accommodation Initiative
(HASI) places for people with mental illness living in
community housing, strengthening approaches for
emergency mental health care and maximum use of
PECC resources where available.
◗ Continued focus on specialist services for older people,
rehabilitation and children and adolescents.
◗ Review and development of non-acute and
rehabilitation programs within the Area, in line with
the completed Rehabilitation Strategic Plan.
◗ The Mental Health Services will continue to progress
implementation of strategies to meet the targets
identified in the NSW Health Area Mental Health
Report Card and Mental Health Performance
Agreement.
55
55
Area Drug and Alcohol
South East Sydney and Illawarra
Medical Imaging (SESAIMI)
The program provides a range of specialist treatment
services across the Area including inpatient and
outpatient detoxification, individual counselling, group
therapy, opioid pharmacotherapy, consultation and
liaison to general hospitals, telephone consultancy and
support services, court diversion programs and a Drugs In
Pregnancy service.
Work continued towards the amalgamation of the ten
medical imaging departments across the Area into one
operating business unit - South Eastern Sydney and
Illawarra Medical Imaging (SESAIMI) - to occur on
1 July, 2007.
The service performed 390,549 radiological examinations
in 2006 - 07 and it is projected that the service will
perform approximately 400,000 examinations in 2007 - 08.
Medical Resonance Image (MRI) services are available at
the Randwick Hospitals and Wollongong Hospital. The
Randwick Hospitals Campus is the centre of excellence
for interventional neurovascular radiology (INR) and the
service has available two modern 64 slice CT scanners
located at St George and Wollongong Hospitals.
Prevention and early intervention services focusing on
issues such as drink driving, tobacco related morbidity
and infectious disease transmission are also provided.
In 2006 - 07 the program provided in excess of 38,000
treatment episodes.
◗ All activity and financial targets were met.
◗ Establishment of comprehensive case management
plans for all opioid pharmacotherapy patients.
◗ Expansion of the Magistrates Early Referral Into
Treatment Program to Waverley Local Court.
◗ All new patients received a comprehensive assessment
within five days of first contact.
◗ Consolidation of the Area Medical Imaging business
unit.
◗ Completion of the installation of Picture Archiving
and Communications Systems (PACS) to the remaining
SESAIMI sites.
◗ Roll-out of the Radiology Information System (RIS) to
all radiology departments in the Central and Northern
Hospital Networks.
◗ Equity in the delivery of tertiary level diagnostic
services to facilities in SESIH, in particular the
acquisition of onsite MRI services at St George and
Sutherland Hospitals.
◗ Ongoing attraction and retention of specialist medical
and paramedical personnel.
◗ Attained accreditation through the Royal Australian
and New Zealand College of Radiologists (RANZCR)
and the National Accreditation Testing Association
(NATA).
◗ An Area Director of Drug and Alcohol Services was
appointed.
◗ Recruitment for other senior management positions
commenced.
◗ A specialist Cannabis Clinic was established in the
Central Network.
Future direction
◗ All management positions to be filled by the end of
2007.
◗ Implementation of the recommendations of the
external review into the clinical and governance
structures of the service.
◗ Successfully implement both the PACS and RIS
computer systems to all SESAIMI sites.
◗ Complied with and reported key performance
indicators to NSW Health.
◗ Accessed and provided of all radiology examinations
within SESAIMI.
◗ Acquired facilities and equipment commensurate with
the role delineation of the hospitals that SESAIMI
services.
56
Health services
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Reported on and improved the level of customer
satisfaction within SESAIMI.
Achieved full staffing within SESAIMI.
Managed and reduced the level of workplace injury.
Promoted radiology as an area of quality research
and developed strategic alliance with universities
and industry to promote research.
Delivered in-house MRI services at St George and
Sutherland Hospitals.
◗
Future directions
◗ Successfully implement PACS to deliver the state’s first
filmless radiology service from Randwick in the north
to Milton Ulladulla in the south.
◗ Commence a 24/7 radiology registrar coverage to all
SESAIMI sites.
◗ Develop strategic alliance with major universities
offering undergraduate and post-graduate training
opportunities.
◗ Achieve 100 percent self-sufficiency in the provision of
in-house radiology services.
◗ Increase the awareness and benefits of hospital-based
radiology services to external medical referrers.
◗ Acquire new tertiary level radiology equipment
commensurate with the role delineation of the
servicing hospital.
◗ Recruit and maintain specialist personnel required to
deliver tertiary level radiology services to all SESIH
hospital sites.
◗ Professor Colin Chesterman AOM and Professor
Sydney Bell AM received Queens Birthday honours for
their contributions to their profession and to our
community through their lifetimes of work.
◗ Full availability of the Anatomical Pathology at
Wollongong Hospital and Haematology at St George
and Sutherland Hospitals has high acceptance from
clinicians. Integration of clinical and laboratory
haematology at St George and Sutherland Hospitals
means this well-proven model is now standard across
all SEALS sites.
◗ In Wollongong, anatomical pathologists from private
sector providers Southern.IML Pathology were
engaged to work on-site to help SEALS staff provide
anatomical pathology services to the Southern
Hospital Network.
◗ Identified new opportunities for training anatomical
pathology registrars in the Illawarra which may
contribute to future sustainability.
◗ Finalised several senior management positions in a
new structure within SEALS which will provide a solid
base from which to engage with NSW Health’s
decision to proceed with a statewide restructure of
pathology services.
South Eastern Area Laboratory Service (SEALS)
In 2006 - 07 SEALS continued to provide a comprehensive
range of diagnostic testing, processing 1.2 million
pathology requests at its seven laboratories, amounting
to a six percent increase compared to 2005 - 06. Of the
requests, 41 percent were processed by SEALS North, 34
percent by SEALS Central, and 25 percent by SEALS South.
◗ Progressed the amalgamation of the pathology
business units under a single structure, under the
business name of SEALS. This positions the pathology
service to engage with NSW Health’s statewide
reorganisation of public pathology services. SEALS
will become one of four Pathology clusters.
◗ Addressed a serious shortage of specialist pathologists
in two laboratories. Resolving this has been a major
priority and services were fully restored.
Planned for the replacement and standardisation of
SEALS Blood Transfusion Laboratory Information
Systems, with the Cerner Pathnet Millennium Blood
Bank module to be implemented. This project forms
part of the Area’s broader electronic medical record
(eMR) project, to be completed in 2007 - 08. The eMR
Project is a significant call on SEALS resources with the
need for staff involvement in several of the planning,
design and testing initiatives and particularly around
Orders and Results Reporting.
Following a successful project in collaboration with
the NSW Cancer Institute in 2005 - 06 to replace
paper-based notification of cancer diagnoses to the
NSW Cancer Registry with electronic messaging, SEALS
is now working with NSW Health on electronic
notification of notifiable diseases. In addition to
greater efficiency, this approach is expected to
improve reliability and timeliness of notification,
enhancing public health surveillance and response
capacity.
57
◗
Nursing and Midwifery Services
Continued to meet the challenge of maintaining
superior laboratory medicine services in an
environment where technological capability and
growth in demand inexorably rise, while competition
for limited funds intensifies.
(acute and community based)
◗ The commitment, innovation and professionalism
demonstrated by SESIH Nursing and Midwifery Service
on a daily basis, is fundamental in the provision of
quality healthcare and improved health outcomes
for local communities. Activities include:
◗ Ensuring a future workforce through active
participation in school-based initiatives.
◗ Streamlining processes to enable improved capacity
to support undergraduate clinical placements.
◗ Targeted marketing strategies and website
development have seen SESIH stand out as the
employer of choice for those considering nursing in
NSW.
◗ Attracting and retaining a diverse workforce has
been achieved through supporting initiatives such as
orientation, induction, preceptorship and mentorship
for new nurses and midwives and those in career
transition.
◗ Professional and career development is accessible to
all levels of nurses and midwives, with more than 350
nursing clinical education and training initiatives on
offer, as well as post-registration and short nursing
courses for nurses within the Area and across NSW.
◗ A comprehensive approach to role redesign has seen
sustainable improvements, including enrolled nurse
scrub role in operating theatres being adopted across
SESIH and taken up in other Area Health Services.
◗ A culture of critical inquiry and innovation has seen
SESIH lead the way in introducing new models of care
such as three tiers of nursing, midwifery-led care and
nurse practitioner roles.
◗ Promoting and supporting excellence in teaching and
training has enabled nurses and midwives across SESIH
to evaluate practice, engage in research and publish
their findings.
Future direction
◗ Continue to complete the amalgamation of services.
◗ Information technology rationalisation and capability
will be a critical priority for SEALS.
◗ Develop strategies to mitigate the impact of a
national pathology workforce shortage while
continuing to work with the governments and
professional bodies on state and national initiatives.
◗ Continue to retain the capacity to support and serve
the community with a focus on quality of service
delivery and cost-efficiency.
◗ More than 300 new graduate nurses commenced in
SESIH this year. This coincides with an improved
satisfaction with the program.
◗ Developed an attractive clinical career framework
with the establishment of 14 Nurse Practitioner
positions across SESIH services and providing access
to a Nurse Practitioner Orientation Program.
◗ Supported managers to develop and maintain high
level of skills in introducing a Nursing and Midwifery
Services Executive Program.
58
Health services
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Developed and implemented leadership development
initiatives such as the Clinical Excellence Commission’s
statewide Clinical Leadership Program (30 participants
each year) and the SESIH/University of Wollongong
Effective Leadership Program (60 participants each
year).
Fostered frontline clinical leadership by sponsoring
and leading patient safety initiatives such as Clean
Hands Campaign and Nurse Seen Times Project.
Adopted an Area-wide approach to using the
Learning Management System (LMS) for standardising
and improving transportability of nursing and
midwifery clinical education.
Strong representation on the Electronic Medical
Record Clinical Advisory groups and working parties.
Regular reports on performance provided by Area
Nurse Manager, with 20 percent benchmark for
‘nurse seen time’ logged in EDIS, achieved for triage
categories 2 - 5.
A pilot site for NSW Health, Nursing and Midwifery
Office initiative to introduce enrolled nurses into
critical care units.
Participated in Renal Services Network Models of
Care Project, three project teams exploring skill mix
and models of care.
Successful implementation of a model of care for
children requiring long-term ventilation utilising
enrolled nurses as primary carers.
Centering Pregnancy - evaluation of program in
progress.
◗
Future directions
◗ Gower Wilson Memorial Hospital community nursing
to adapt the existing medical model of care to a
primary health care model.
◗ Area Professor of Midwifery to introduce interactive
learning packages to SESIH, from UK research grant
in conjunction with Guys and St Thomas’ and Kings
College hospitals.
◗ Actively participate as a member of the NSW Health,
Nursing and Midwifery Office, Models of Care
Reference Group, building sustainability of workplace
innovation and widely disseminating outcome.
◗ Support a series of educational initiatives that aim to
raise awareness and build capacity of nurses and
midwives to engage in practice development initiatives.
◗ Establish an institute to strengthen collaboration
between nursing and midwifery professors and
clinical chairs.
◗ Continue to support clinical leadership initiatives,
and evaluate the impact.
◗ Seek out opportunities to foster and maintain
partnerships with external agencies, including
universities, TAFE, Registered Teaching Organisations,
and other Area Health Services.
◗ Continue to market and promote nursing and
midwifery to various target audiences.
◗ August 2006, REACH launch - an International
research collaborative between The Royal Hospitals
in Belfast, The Children’s Hospital at Westmead,
Northern Sydney Central Coast Area Health Service
and South Eastern Sydney Illawarra Area Health
Service.
◗ November 2006, hosted SESIH Nursing and Midwifery
‘In FOCUS’ conference.
◗ November 2006, The Hon. John Hatzistergos attended
the graduation of the first cohort of Year 12 students
completing HSC nursing subject at St George Hospital.
The program is a 2007 Baxter Health award nominee.
◗ December 2006, Malabar Community Midwifery Link
Service opened.
◗ April 2007, community consultation conducted on
Lord Howe Island.
◗ May 2007, co-hosted International Nurses Day
Conference - ‘Success Through Collaboration’ with
the University of Wollongong.
and Illawarra Area
Health Service
Key stakeholder in the development of the
‘Operations at Sydney International Airport Borders
During an Influenza Pandemic’ - annex to the NSW
Human Influenza Pandemic Plan.
June 2007, Royal Hospital for Women hosted a
statewide forum on Caesarean Section: planning an
intervention that aims to reduce the rate of repeat
caesarean section.
59
60
and Illawarra Area
Health Service
4
Health support services
◗ Completed Phase 5 re-development at Prince of Wales
Hospital.
◗ Introduced an Area-wide one-patient menu.
◗ Re-accreditation of all Southern Network Food Service
facilities and the Sutherland Hospital Food Service in
the Central Network. Accreditation attained for St
George, Prince of Wales and Sydney/Sydney Eye
Hospital’s Food Service facilities.
◗ Rationalised and improved retail services across the
Southern Network.
◗ Developed and implemented an OHS Plan for SESIH
Food Service.
Corporate services
Shared Services
Overview
NSW Health has embarked on a program to transfer
certain support services to a new entity named
HealthSupport. This program will provide economic
benefits by centralising group procurement, with these
benefits directed into the provision of clinical services.
Control of the Illawarra Linen Service was transferred to
HealthSupport in 2006. Food Services, Procurement and
Logistics, and transactional based Finance and Workforce
Services are undergoing preliminary investigations with
expected transition to HealthSupport occurring between
June 2008 and December 2008.
Future direction
◗ Phase two and three re-development of the kitchen
◗ Phase six re-development of Prince of Wales Hospital
kitchen.
◗ Redevelopment of kitchen facilities at Shoalhaven
Hospital, incorporating the two retail units into one
viable business unit.
◗ Upgrading of food storage facilities at the Central
Production Unit at Port Kembla.
◗ Develop and expand high-protein frozen products for
health service use and public purchases.
◗ Upgrade the Food Service heavy vehicle fleet.
◗ Implement the Healthy Eating Policy in Area retail
outlets, as well as upgrading outlets to improve
service delivery and cost-effectiveness.
Food Services
The amalgamated SESIH Food Service Business Unit
produced more than 3.31 million patient meals during
the year. The Central Production Unit (CPU) at Port
Kembla prepares meals for the Greater Southern Area
Health Service, as well as providing some products to the
Northern Sydney Central Coast and Greater Western
Area Health Services, and frozen meals to the general
public. Services are now provided to the Northern
Network from to Sydney/Sydney Eye and Prince of Wales
Hospitals, and to the Southern Network’s Milton
Ulladulla Hospital.
Procurement and Logistics
◗ Rolled out one Food Safety Plan across the Food
Service with accreditation for all SESIH Food Service
sites.
◗ Introduced one costing model and standardised
business practices for the Area.
◗ Developed a product range particularly for special
diets, including gluten-free, nut allergen and salt-free
meal packs.
◗ Improved the management of worker’s compensation
cases to achieve reduced premiums.
◗ Implemented one database across the Area and
converted facility systems to a Microsoft Windows
environment.
◗ Standardised OHS policies and practices across the
SESIH Food Service.
The major goal and function is to maintain an efficient
purchasing and supply support service to patient care
facilities.
◗ Closure of the Balgownie Warehouse and the smooth
transition of all purchasing and stores functions to the
Material Resources Department (MRD) in the Central
Network.
◗ Customer feedback indicated satisfaction with the
service provided.
◗ Developed a Distribution Centre in the Southern
Network.
61
Health support
services
4
SECTION
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Continued to provide a cost-effective service and
negotiated of a number of supply agreements to
reduce costs and improve clinical outcomes.
Developed Area-wide standardised business processes
for procurement and logistics.
Increased roll-out of online requisitioning.
◗ Amalgamation restructures to Area Finance saw the
establishment of three expertise centres for the
provision of SESIH’s accounting operations, patient
billing, financial and budget management services.
◗ The standardisation of accounting policies, procedures
and systems was further enhanced in 2006 - 07 by the
implementation of a new budgeting and financial
reporting application, known as PowerBudget. This
application offers a more efficient mechanism for
developing and deploying budgets. It also provides a
desktop reporting tool for all budget holders across
SESIH facilitating a more efficient and detailed
budget review process.
Future direction
◗ Seek further opportunities for E-technologies to
reduce the operating costs of the supply chains.
◗ Work with HealthSupport to meet future goals.
◗ Introduce, in conjunction with HealthSupport/Health
Procurement, a catalogue of health-related items,
linked to Oracle.
Financial Services
◗ The Financial Services Division provides a range of
accounting services and financial management
information to ensure that the Health Service’s
financial performance is effectively monitored,
managed and reported.
◗ The corporate function of the Division is to provide
the Health Service with reliable financial controls and
to provide the Executive and staff of the Area with
accounting and financial reports including business
analysis, performance measurement and management
support to assist them in their decision making
process.
◗ The Financial Services Division assists the Executive
with its corporate governance responsibilities by
providing advice and direction on financial,
accounting and assets management matters.
◗ Implementation of PowerBudget system for all
registered users across SESIH.
◗ Completion of staff training across SESIH for
PowerFTE module.
◗ Planning and relocation of staff / services to Newcastle
Service Centre.
Future direction
◗ In order to achieve greater control and monitoring of
staffing levels across SESIH, the PowerBudget system
provides SESIH with a Staff Establishment Profiling
module, known as Power FTE which will be rolled out
to facilities in early 2007 - 08. A new VMO (Visiting
Medical Officers) budget management feature will
also be available to PowerBudget users in 2008.
◗ SESIH is scheduled to join the NSW Health /
HealthSupport Service Centre, located in Newcastle,
in December 2008. This will result in core financial
transactional based activities such as accounts
payable, banking services, accounts receivable and
payroll services being relocated.
The Division delivers the following services:
◗ Accounts Payable
◗ Patient Billing Services
◗ Accounts Receivable
◗ Maintenance of General Ledger
◗ Assets Recording & Reporting
◗ Trust Fund Administration
◗ Treasury Functions
◗ Taxation
◗ Budget Allocations
◗ Financial Modelling and Analysis
◗ Maintenance and Development of Accounting Policies
and Procedures
◗ Management of Electronic Financial Databases
Monthly Financial Performance Reporting
Compliance with Statutory Requirements
Preparation of Annual Statutory Financial Statements
Asset Management
◗ Area-wide master planning continued to match assets
with service delivery needs. Special emphasis was
placed on the development of a draft urban planning
view of Area facilities, in preparation of a full Asset
Strategic Plan for SESIH being completed.
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Health support
services
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Following the restructure of Asset Management,
and in line with the Area amalgamation process,
a continued review of SESIH was undertaken,
recognising NSW Health’s Shared Corporate Services
reform program. A significant component was the
initiation of a review of the engineering and
maintenance services. It is planned to finalise and
implement a new structure for this service late in 2007.
◗ Asset strategic planning, as part of a statewide
initiative continued, including the preparation of
condition assessment reports for all of the Area’s key
sites.
◗ Finalised refurbishment of Rees Ward (rehabilitation)
at Port Kembla Hospital.
◗ Initiated water and electrical supply projects at Port
Kembla Hospital.
◗ Commenced planning and design of a brain injuries
unit for Port Kembla Hospital.
◗ Several mental health projects commenced. These
included non-acute mental health units at
Shellharbour Hospital and Sutherland Hospital and a
mental health inpatient unit for older people at
Wollongong Hospital.
◗ Commenced planning for a non-acute mental health
unit at St George Hospital.
◗ A new Community Health Centre at Sutherland
Hospital was finalised and commissioned in January
2007.
◗ Tenders called for a satellite dialysis unit at Sutherland
Hospital.
◗ Renovation of the St George Hospital Sterilising
Department was finalised.
◗ A professorial unit in the Edmund Blacket Building at
the Prince of Wales Hospital was finalised by the
University of NSW.
◗ Completed an extension to the Hyperbaric Unit at the
Prince of Wales Hospital. A project to replace the
hyperbaric chamber in the unit was initiated, with the
recruitment of a project manager and consultants for
the project.
◗ Completed renovations on the aged care ward at the
Prince of Wales Hospital.
◗ A further stage in the renovation of the POWH
kitchen was finalised.
◗ Construction of an intraocular laboratory and a hand
unit at Sydney/Sydney Eye Hospital commenced.
◗ Planning for a collaborative research laboratory at
Sydney/Sydney Eye Hospital commenced.
◗ Progress was made on two community funded cancer
services projects - the Cancer Care Outpatients facility
at Milton-Ulladulla Hospital, and new facilities for the
Prostate Cancer Institute at St George Hospital, which
is expected to enter the construction stage early 2008.
and Illawarra Area
Health Service
The Amity Group, a private health care provider,
advanced the planning and design for a proposed
nursing home at Sutherland Hospital. This included
community consultation and negotiations with
Sutherland Shire Council.
Future direction
◗ Finalise many of the projects initiated.
◗ Area-wide asset strategic planning, including the
identification of key initiatives for the next five years.
◗ Restructure the provision of asset management and
maintenance services will continue within the context
of NSW Health’s Shared Corporate Services and health
infrastructure initiatives.
Information Management
and Technology Services
Overview
The Information Services Division (ISD) is an Area-wide
service that is the principal provider of information
management and technology (IM&T) services for SESIH
and has the primary function of supporting the Area’s
IM&T infrastructure.
Incorporating Clinical and Corporate Services
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63
Major focus on the amalgamation of systems from the
former SESAHS and SESIH with the continuing rollout
of iSOFT iPM Patient Administration System (PAS) and
its integration with other clinical systems including
pathology, radiology, pharmacy and billing
applications. This project was a massive undertaking
for the Area as it now has over 8,000 users.
Implemented one email system Area-wide. Users can
now log on from anywhere in the Area and access
their emails. Health professionals can also access their
personal Microsoft Office folders from anywhere in
the network.
Other systems merged include: the Oracle Information
System, ISOH Dental system, the Health Information
Exchange (HIE data Warehouse), CHIME (Community
Health) and HOSBIL (Patient Billing).
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The major achievements accomplished with the support
of clinical and business users are:
◗ Completed implementation of the Area-wide
implementation iSOFT iPM Patient Administration
System.
◗ Completion of Oracle Financial Management using a
new hosting model from Health Technology.
◗ Implemented the Jonah Emergency Department
patient tracking system into a number of hospitals.
◗ Standardised MS Outlook across the Area, providing
transparent access to email, the intranet and MS
Office folders across the network.
◗ Merged databases for the amalgamated Area for
ISOH (Dental), Renal, Obstetrical (ObstetriX), Patient
Billing and Health Information Exchange (HIE Data
Warehouse).
◗ Completed the implementation of the Operating
Room Management Information System (ORMIS)
Upgrade Project - upgrading the four databases that
were running on different versions of the product on
different servers, to the one merged system.
◗ Completed the implementation of megabit capacity
between Wollongong and St George Hospitals to
provide improved bandwidth and deliver a variety of
information services between hospitals Area-wide
including real-time audio video, high-speed Webbased applications and image diagnostics.
◗ Implementation of latest Storage Area Network (SAN)
technology in the Illawarra to assist with improving
user response and access to data from all the
Computer Central Servers by providing greater disk
capacity with more flexibility and faster access,
including the implementation of faster fiber
technology disk drives.
◗ Implemented the Virtual Private Network (VPN) in the
Northern Sector, which allows access to SESIH intranet
via the internet for clinicians and support staff
providing them with higher bandwidth access than
the previous dial-up services in a secure and managed
environment. VPN access has been available for some
time in the Southern Sector.
◗ Upgraded the filtering software for Spam.
◗ Consolidated health IT professionals. The
rationalisation of these skills has provided an
improved central body of competencies that are now
available Area-wide.
◗ Participated in the planning and development of
many clinical, corporate and infrastructure projects to
support the advances in medicine and technology
Restructuring of ISD staff in line with the Shared
Services Model. All positions in ISD were re-advertised,
requiring staff to apply for these positions.
As part of the development of services to Health
Technology (HT), over the past year ISD transitioned
the Area’s Help Desk to HT which is being established
as a state-wide Service Desk (SWSD). Issues logged via
the SWSD are prioritised and escalated to the next tier
support staff.
SESIH also transferred the hosting of its Oracle
Financial Management System to HT, and the hosting
and IT support services for that application are
provided from HT’s Data Centre, Newcastle, while
business support for the application is provided from
SESIH.
Additional services provided by ISD include:
◗ Support and operation of approximately 160
applications.
ISD supports:
◗ 30,000 SESIH internet visits per month.
◗ 65,000 intranet visits per week.
◗ 1,200 web pages.
◗ 100,000 files that include the web pages and
documents on the intranet.
◗ 1 million email messages per week.
◗ 550 VPN users logging in remotely.
◗ Ongoing support of the Area's increasing
infrastructure for both the wide and local area
networks (WAN and LAN) including approximately
16,000 desktops, laptops and PDAs, 4,500 printers,
320 Windows servers, 20 VMS servers and 18 Unix
servers, all linked through a WAN from Sydney CBD
to Milton-Ulladulla.
◗ Procurement of hardware, software and associated
vendor services.
◗ Business value-added services such as project
management/co-ordination, business process reengineering, change management, benefit realisation
and communication management.
◗ Strategic planning to assist Area and facility
management in determining IM&T solutions to
support their business needs and technical expertise
to facilitate IM&T projects.
◗ Information management such as data modelling,
development of solutions for data storage, access,
security, privacy etc.
◗ Participation in the EQuIP processes.
64
Health support
services
which have driven, and continue to drive, the level of
complexity of both the infrastructure and applications
including: Radiology Information System (RIS);
Electronic Medical Record (eMR) System; CheckList
(a tool that enables the allocation of resources,
planning capacity and the analysis of waiting lists),
and EiCAT (an infection surveillance and staff health
database); Medical Oncology (implementation of the
Varian software that supports the scheduling of
patients, billing and the creation of treatment
protocols; and the Executive Dashboard.
Corporate Communications
Throughout the year, Corporate Communications staff
work closely with members of the Area Executive and
with staff at all levels across SESIH.
Staff attached to the directorate work across the
three hospital networks and are physically based at
Wollongong Hospital, St George Hospital, and the
Randwick Hospitals campus. Due to the unique
communications requirements of Sydney Children’s
Hospital, two public affairs staff are based at that
hospital.
◗ Information Management and Technology Services
faced the challenge of dealing with increased demand
for services in a climate of competing demand for
resources available, and a worldwide shortage of IT
professionals.
◗ Accommodating the changes that have arisen as a
result of transferring the Area’s Help Desk Services to
Health Technology’s Statewide Service Desk.
◗ Consolidated and upgraded infrastructure technology
to provide the building block for future IM&T projects.
◗ Increased maintenance needed on our systems as a
result of changes in data standards that requires extra
data mapping and building of interfaces, whenever
new systems are introduced, and interfaces to current
systems.
◗ Ongoing review of ISD through the proposed shared
corporate services initiative planned by the NSW
Health and Health Technology.
◗ Balancing new project proposals with available
resources, and using NSW Health’s definitions of
“Core” applications (highest priority), followed by
“Common” and lastly, “Diverse” (projects which relate
to only one hospital) to rank and classify projects.
Functions provided by the directorate include issues
management, media liaison, internal communication,
web publishing, global email distribution, graphic design,
print publishing, and events management.
◗ Maintained a 24/7 on-call media liaison service for the
Area and its facilities, involving onsite presence as
required, and support to Area staff and NSW Health.
◗ Attained high level, positive media coverage of Area
activities to optimise quantity and quality of news
coverage.
◗ Supported official openings, launches and events
across the Area.
◗ Produced a fortnightly on-line newsletter for SESIH
staff from the Chief Executive.
◗ Effectively managed publications and corporate image
guidelines across the Area.
◗ Maintained designated Area sections of the corporate
intranet.
◗ Managed the dissemination of information to SESIH
staff via global email messages.
◗ Designed and produced brochures and other printed
information for electronic and hard copy publication
to support front line services.
◗ Produced the 2005 - 06 SESIH Annual Report.
◗ Coordinated all display advertising across the Area in
line with NSW Health Advertising Guidelines.
◗ Produced monthly on-line newsletters for the staff of
the Central and Southern Hospital Networks.
Future directions
Implement the electronic medical record (eMR) across
the Area. This will involve:
◗ Upgrade the communication links between the
northern and southern hospitals in preparation for
the greater bandwidth requirements needed for
transmission of the eMR documents.
◗ Implement the General Electric Radiology Information
System (RIS) in the Central and Northern networks and
the Hermes Nuclear Medicine Archiving system, which
will also be integrated through the RIS to the eMR.
◗ Upgrade the Area’s Unique Patient Identifier (UPI)
software and change the operating system
environment that hosts this application and upgrade
the current iPM PAS system.
◗ The structure of the directorate was reviewed and
realigned in response to changing needs of Area
services.
65
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◗ Control self-assessment techniques were developed
and applied to audit reviews as an efficient means of
securing broader audit coverage.
◗ Maintained representation on the NSW Health Audit
Working Party which meets at least twice yearly.
◗ Implemented training opportunities as part of the
Unit’s performance development program.
Worked with ISD to streamline global email
distribution and improve editorial standards.
Implementation of guidelines for all design and print
requests to ensure quality and consistency of
publications.
Future directions
◗ Further re-structure of the directorate to improve
strategic alignment of resources to meet media issues
management and media monitoring needs of the
Area and the Executive.
◗ Maintain high-level media and issues-management
support for the Area Executive and staff.
◗ Implement performance management of all
directorate staff.
Future directions
◗ Commence strategic audit planning in 2007 - 08.
◗ Respond, via the NSW Health Audit Working Party, to
the transition of selected services to Health Support
Shared Corporate Services in 2007 - 08.
Internal Audit
The Internal Audit Unit is directly responsible to the Chief
Executive for independent appraisal of the adequacy and
effectiveness of the organisation’s systems of internal
control, risk management and governance. The service
also has the capacity to review operations or programs to
ascertain if results are consistent with established or
appropriate objectives, and goals and if the operations or
programs are being carried out as planned. Internal Audit
also provides advice and training to strengthen the
corruption resistance of the organisation and, at the
Chief Executive’s request, will co-ordinate or conduct
special investigations.
◗ The Audit and Risk Management Committee has
continued to meet every two months.
◗ Quality activities such as the evaluation of the Audit
and Risk Management Committee along with
development of charters, performance development
systems and planning for a quality assurance review
have commenced.
◗ Maintained corruption prevention activities.
◗ Continued to engage in audit planning and follow-up
processes.
◗ Completed substantial planned audit assignments for
SESIH as well as review of four Second and Third
Schedule facilities, 16 special assignments and
provided ad-hoc requests for advice by line managers
on 211 occasions.
and Illawarra Area
Health Service
66
5
5
Our people
5
SECTION
Our people
Strategic Profile of the Workforce
guidance; individual mediations, multi-party
mediation; group facilitation; conflict coaching;
training programs and referral to other services
such as EAP and Human Resources. In addition, an
international conference entitled ‘Towards Harmony
in the Health Workplace’ was held in partnership with
Change Champions (external providers) at which a
paper and a workshop were presented on the Internal
Mediation Program.
Workforce Development
◗ The Workforce Development Directorate is comprised
of: Workforce Performance, Workforce Services,
Workforce Planning and Innovation and the
Organisational Learning Units.
◗ Workforce Development activities focus on the
planning, delivery and monitoring of high quality
strategic, consultative, operational and transactional
services across the Health Service.
◗ The Workforce Development Directorate drives the
planning of workforce support structures, processes
and systems; identifies and responds to individual
workforce needs; and plans for the future.
◗ A major focus of the Workforce Services Branch
during 2006 - 07 was the provision of support to
managers and staff during the final stages of the
former Areas and implementation of the new Clinical
Stream structure. Extensive consultation with staff and
industrial associations occurred on a regular basis to
finalise the new structure.
◗ At a facility, hospital and network level, the Workforce
Services Branch continued to provide a broad range of
services including: change management; recruitment
and selection; staff reward and retention; performance
management; grievance and dispute resolution; award
interpretation; staff advisory services; and contribution
to overall facility management. In addition, through
provision of an Area service, Workforce Services staff
participated in a range of service improvements and
standardisation initiatives.
◗ The Employee Assistance Program (EAP) counselling
and consultancy services continued to be well utilised
by employees and managers across all facilities and
occupational groups. In this period 1,237 new clients
(employees and some close family members) accessed
the counselling services at four campus locations and
at the offices of the two external EAP organisations,
with a total of 4,273 counselling sessions provided.
There were more than 252 workplace consultations
and 102 group sessions conducted, which included
support following workplace trauma, in-services/
training programs and information/promotional
briefings.
◗ The Internal Mediation Program continued to
operate successfully. During 2006 - 07 there were 22
workplace conflicts referred to the program. A range
of services were offered including: assessment and
recommendations; management support and
◗ Standardisation of Workforce Services policies and
forms across the Area. All Human Resources related
policies and forms were standardised and are
available on the intranet.
◗ Implemented the amalgamation processes.
◗ Developed and implemented procedures for control
of recruitment.
◗ Implemented the electronic recruitment management
tool (Ezijobs) across all networks.
◗ Implemented, and paid on time, all Award increases.
◗ Upgraded Workforce Development’s intranet site,
reflecting the networked service structure.
◗ Refined Workforce Reports to accommodate financial
aspects and initiatives, and clinical to administration
ratios.
◗ Implemented workforce elements of the
‘Powerbudget’ program to support the achievement
of staff establishment controls and performance
monitoring and accountability.
◗ Significant development, consultation and research
toward the introduction of the Area Workforce Plan.
◗ Attended the Industrial Relations Commission,
Government Related Employees Appeals Tribunal,
Anti Discrimination Board and other jurisdictions to
assist in the resolution of claims submitted by
individuals and industrial associations.
◗ Salary Packaging processes and marketing plans
developed and implementation commenced.
Currently more than 9,000 employees salary package,
an increase of 11.5 percent over the previous year.
◗ Developed and implemented strategies to improve
recruitment, retention and distribution of the medical
workforce in all networks, with particular emphasis on
the Southern Network.
◗ Commenced planning for the implementation of an
Area-wide ‘Staff Screening and Vaccination Plan’.
◗ Planned for the implementation of an Area-wide
‘Smoke Free Workplace’ Plan.
◗ Reviewed Area Human Resources Services to ensure
support of Networks and Area services.
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Executive reports
Improved internal processes for the management of
the medical workforce across SESIH. Collaborated with
NSW Health to oversee the implementation of new
procedures for recruitment of various Junior Medical
Officer categories.
Name: Professor Debora Picone
Title: Chief Executive
Key responsibilities
The Chief Executive is responsible for the performance
of SESIH as measured across a range of accountabilities
which comprise:
◗ High priority issues
◗ Innovation and continuous improvement
◗ People management
◗ Corporate contribution
◗ Generic accountabilities
◗ Mr Tony Farley was appointed to the position of
Director Workforce Development.
Future directions
◗ Support the improvement of medical officer training
and sustainable governance models for training.
◗ Increase the take-up rate of employees participating
in Salary Packaging.
◗ Continue to improve Workforce Performance reports
and managers’ capacity to use these to support the
organisation’s focus on managing workforce numbers
and productivity.
◗ Increase managerial mentoring and training.
◗ Promote innovative approaches to addressing
workforce shortages including role redesign and new
roles where appropriate.
◗ Continue to develop and implement strategies to
improve recruitment, retention and distribution of
the medical workforce in all Networks.
◗ Develop and implement FTE control system in
collaboration wih the Chief Finance Officer’s unit
(Powerbudget).
◗ Develop and implement an Area-wide Emergency
Workforce Plan, Staff Screening and Vaccination Plan
and a Smoke Free Workplace Plan.
◗ Develop and implement a recruitment control system
for the Area (EziJobs).
◗ Continue to review the Area Human Resources Service
to ensure maximum support for the achievement of
Network and Area goals.
◗ Strengthen working relationships between IMET and
SESIH to assist the development of networks and
workforce distribution.
◗ Support a review of optimal staffing numbers to align
this with clinical needs.
◗ Review functions of the Organisation Learning Unit
to Area-wide mandatory training capabilities and
develop a framework and policy for mandatory
learning across SESIH.
◗ Improve Area workforce data collection, quality and
reporting, and standardise across the Area.
◗ Improve processes for the management of the medical
workforce across SESIH and collaborate with NSW
Health to oversee the implementation of new
procedures for recruitment of various JMO categories.
AM
SESIH continued to maintain substantial compliance
with the NSW Health’s Corporate Governance and
Accountability Compendium during 2006 - 07.
Major achievements include:
◗ The implementation of the Hospital Network structure.
◗ Alignment of the Area committee structure with
corporate governance responsibilities and the
production of the Area Corporate Governance
Manual in compliance with NSW Health Corporate
Governance and Accountability Compendium.
◗ The establishment of the network Clinical Practice
Improvement Units across the three hospital
networks to systematise corporate governance.
◗ The Randwick Hospitals’ Campus (including POWH,
SCH and RHW) achieved three year accreditation with
the Australian Council of Health Care Standards,
(ACHS) and Sydney Hospital successfully undertook
its periodic review in 2006 - 07.
Significant achievements reported against
NSW Health Strategic Directions
1. Make prevention everybody’s business.
Healthy Weight
◗ In line with the NSW Health priority for health
promotion of childhood overweight and obesity,
SESIH programs focussed on children and were
largely based around working with schools.
68
Our people
Falls Prevention
◗ An Area Falls Prevention Coordinator was appointed
and an Area Falls Injury prevention Plan 2007 - 2012
was completed. The Acute/Sub-Acute Falls Prevention
Working Party was established to support and monitor
unit level implementation of Australian Safety and
Quality Council (ASQC) Guidelines.
4. Build regional and other partnerships for health.
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2. Create better experiences for people
using health services.
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The Area achieved marked improvement in
performance against all emergency department
indicators despite significant increases in activity.
Elective patient flow across all facilities and waiting
times for elective surgical patients was optimised.
Clinicians and clinical managers in radiology worked
with hospital staff to re-engineer radiology processes
to reduce the number of sentinel events related to
patient identification.
Through the Clinical Redesign Unit the Area participated
in the Statewide survey of patient experience.
A pilot project with NSW Ambulance Service
investigated alternatives to ED presentation.
Establishment of alternative models for the
management of medical patients.
The Area’s off-stretcher time improved from 72 percent
in 2005 - 06, to 75 percent in 2006 - 07.
Implementation of emergency models of care and the
ED Jonah system.
The Mental Health Program was aligned across the
clinical and hospital networks to manage demand
through innovative models, early intervention and
community care.
5. Make smart choices about the costs and
benefits of health services.
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Older Persons and Chronic Care Redesign Project
developed.
Review of Primary, Ambulatory and Community Health
Services across SESIH.
New structure implemented for Aboriginal Health.
Achieved target of 0 to 6 years Aboriginal children
screened for Otitis Media.
Aboriginal Health promotion programs were focussed
on vaccine preventable conditions, acute conditions
and chronic conditions.
SESIH continued to allocate enhanced funding to
provide improved clinical services across the Area.
Managerial budget performance and reporting
processes were strengthened with the application of
PowerBudget.
The ongoing monitoring of budgetary performance
and the provision of appropriate clinical care within
agreed benchmarks was a priority.
SESIH achieved financial benchmarks of an on-budget
NCoS result, and achieved capital expenditure against
its revised yearly targets.
Amalgamation of SESIH Corporate Services allowed for
savings to be identified, and provided over $12 million
to be redirected to improve clinical front line services.
Additional nurses and doctors were funded to meet
increased levels of surgical and medical demand.
I&CT activity focussed on the amalgamation of
Information Technology (IT) and Clinical Technology
(CT) systems from the former Illawarra and South
Eastern Sydney Areas.
6. Build a sustainable health workforce.
3. Strengthen primary health and continuing
care in the community.
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The SESIH Area Health Advisory Council (AHAC) advised
the Chief Executive on issues such as consumer and
carer participation, health service planning and
budgets, and workforce development.
The consumer participation structure is consistent with
the Area’s organisational and clinical management
structures, and allowed for the establishment of nine
new Consumer Advisory Committees (CACs) across the
Area.
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69
Monitoring and reporting of staff turnover improved to
reduce staff turnover in line with industry best practice.
Workplace injuries and compensation claims reduced.
Sick leave monitoring and reporting system developed.
Strategies identified in Draft Workforce Plan to increase
the proportion and distribution of clinical staff.
Introduction of Network Visiting Medical Officer
appointments.
Development of Aboriginal Employment Strategy
2007 - 2010 and the National Aboriginal Health Worker
Awards to increase the proportion and distribution of
Aboriginal staff to meet the demand for services.
◗ The hospital network structures were fully established,
providing clear lines of accountability for corporate and
clinical governance across SESIH.
◗ Establishment of the Clinical Council, brought Clinical
Stream Directors and Network General Managers
together, overseeing the implementation of the Area’s
Clinical Services Plan and ensuring that clinical services
are managed efficiently and equitably, and that quality
service provision is maintained.
◗ Implementation of a range of new emergency models
of care across SESIH facilities to improve the flow of
patients through emergency departments into
inpatient facilities, where required. This resulted in
significant improvement against all emergency
department performance targets, with achievement of
access and triage benchmarks by April 2007, ensuring
more timely access to services for the community with
gains in:
• Off stretcher times
• Emergency department access and mental
health access through emergency departments
• Triage performance
◗ Development of elective surgical patient management
plans consistent with the Area’s strategic goals and the
objectives of the Clinical Services Plan.
◗ Maintenance of long wait surgical targets and overdue
urgent elective surgical targets throughout the year,
improving access to operating theatres for patients
requiring elective surgery.
◗ Development of a range of Area-wide consistent
clinical policies and procedures to ensure appropriate
clinical care and patient outcomes.
◗ Establishment of a cold joint centre at Sutherland
Hospital to improve access to orthopaedic surgery for
patients in the Central Hospital Network and
decreasing the per unit cost of procedures.
◗ Established medical imaging and nuclear medicine as
Area-wide business units.
◗ The appointment of the Area Director of Allied Health
and a review and restructure of Allied Health Services
across SESIH, integrating these services within each of
the hospital networks.
◗ Reviewed and developed recommendations for primary
and community health services across the Area Health
Service.
◗ Review of renal and renal transplant services across
SESIH and the appointment of an Area Director of
Renal Medicine.
7. Be ready for new risks and opportunities.
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New Interventions Committee established to assess the
clinical appropriateness of new interventions, products
and services.
A quality framework established for Medical Imaging
for the Central and Southern Hospital Networks as a
process of managing quality and embedding the NSW
Health Correct Site, Correct Procedure, Correct
Patient policy directive.
Resources provided to critical response (disaster
management) services enhanced and realigned
across SESIH.
A Counter Disaster Development Coordinator was
recruited to support development of an Area
training strategy for critical response management.
Incident and complaint reporting were geared to
support identification of clinical risks and ‘near miss’
incidents.
Name: Matthew Daly
Title: Director, Clinical Operations
◗ Responsible for the efficient and effective operation
of the Area’s clinical services including planning,
development, management, monitoring and reporting
across all aspects of clinical service provision.
◗ Oversees the clinical services provided in each of the
three hospital networks which deliver within a defined
geographical area and across the 13 clinical streams
which span service delivery across SESIH.
◗ Establishes performance criteria for clinical services,
monitoring performance against these criteria and
working with stream and network executive teams
to optimise quality and equity of access and outcomes.
◗ Responsible for the implementation of redesign and
improvement systems and processes to enhance access
to clinical services and improve their efficiency and
effectiveness.
◗ Implements systems and processes to ensure
operational and financial accountability through
clinician and management partnerships.
◗ The Director, Clinical Operations is the point of
organisational accountability for all aspects of clinical
service provision in SESIH.
Significant achievements
◗ All appointments to clinical stream positions were
filled and the clinical streams now co-ordinate,
monitor and evaluate the provision of clinical services
across the Area Health Service.
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Our people
◗ A Chair of Maternal Foetal Medicine was established
with UNSW.
◗ Establishment of an Area-wide Critical Care Bed
Management Policy to improve intensive care and high
dependency patient flow.
◗ Review of heart failure and cardiac rehabilitation
services to identify common key performance
indicators and service delivery models.
◗ Critical response simulation exercises at Wollongong
and St Vincent’s Hospitals to enhance counter disaster
preparedness.
◗ Finalisation of the Visiting Medical Officer
appointments and Visiting Dental Officer appointment
in the Southern Hospital Network.
◗ Establishment of the Area Research Committee, with
the Southern Hospital Network Health Research and
Ethics Committee (HREC) successful in its application
as a NSW Health Lead HREC.
◗ A review of blood and blood product utilisation was
undertaken with the establishment of a policy for
utilisation based on best clinical practice overseen by
the newly established Blood and Blood Products
Committee.
◗ Construction of a 15-bed Specialist Older Persons
Mental Health Unit at Wollongong Hospital
commenced, also recruitment for staff of the
associated community mental health team.
◗ The Aboriginal Mental Health Strategic Plan was
finalised and an Aboriginal mental Health Coordinator
appointed to support implementation of the plan.
◗ Patient flow initiatives achieved positive performance
regarding access to Mental Health Services from
emergency departments.
◗ Implementation of the Strategic Workforce Plan for
Mental Health to address the seven priority areas:
• Visible and transparent management
• Performance management at all levels
• Recruitment and retention strategies that attract
and retain staff and provide for workforce
distribution
• On the job learning
• Relevant and effective work practices that support
changing health service provision and staff needs
• Creating an environment and culture that promotes
staff well being.
Pathology - South Eastern Area Laboratory Services
(SEALS)
◗ Amalgamation of the pathology business units under a
single structure and under the business name of SEALS
progressed.
◗ A serious shortage of specialist pathologists in two
laboratories was addressed satisfactorily and services
fully restored.
◗ Planning undertaken for the replacement and
standardisation of SEALS Blood Transfusion Laboratory
Information Systems with the Cerner Pathnet
Millennium Blood Bank module.
◗ SEALS commenced working with NSW Health on
electronic notification of notifiable diseases.
◗ SEALS continued to meet the challenge of maintaining
superior laboratory medicine services in an
environment where technological capability and
growth in demand inexorably rise.
Drug and Alcohol Services
◗ Appointment of an Area Director of Drug and Alcohol
Services and recruitment commenced for senior
management positions.
◗ A specialist Cannabis Clinic was established in the
Central Network.
◗ Expansion of the Magistrates Early Referral Into
Treatment Program to Waverly Local Court.
◗ The clinical structures for Mental Health Services each
of the SESIH networks were further developed.
◗ Continuing development and networking of services
within targeted areas of Child & Adolescent Services;
non-acute and rehabilitation services; and emergency
mental heath care resulted in significant enhancements
to service delivery.
◗ Planning commenced for establishment for purpose
built child and adolescent inpatient beds, and an Area
Clinical Coordinator for Child and Adolescent Services
was appointed.
◗ The construction of three non-acute mental health
units and two Psychiatric Emergency Care (PECC)
services at POWH and Wollongong Hospital progressed.
Medical Imaging
◗ Amalgamation of the ten medical imaging
departments across the Area into one operating
business unit called South Eastern Sydney and Illawarra
Medical Imaging (SESAIMI), progressed to occur on 1
July 2007.
71
◗ The Area Medical Imaging Business Unit was
consolidated.
◗ Installation of Picture Archiving and Communications
Systems (PACS) to remaining SESAIMI sites was
completed.
◗ The Radiology Information System (RIS) was rolled out
to all radiology departments in the Central and
Northern Hospital Networks.
◗ Achieved equity in the delivery of tertiary level
diagnostic services to facilities in SESIH, in particular
the acquisition of onsite MRI services at St George
and Sutherland hospitals.
◗ Attainment of accreditation through the Royal
Australian and New Zealand College of Radiologists
(RANZCR) and the National Accreditation Testing
association (NATA).
Name: Professor Susan Hanson
Title: Director, Clinical Governance
◗ Management and monitoring of Area-wide systems for
Incident investigation and management.
◗ Management and monitoring of Area-wide systems for
◗ Analysis and reporting of clinical incidents, adverse
events and patient safety clinical risks.
◗ Implementation of statewide Clinical Practice
Improvement initiatives.
◗ Ensure systems are in place for managing complaints
and concerns about a clinician.
◗ Improvement of clinical incident notification across
SESIH.
◗ Enhanced quality of the processes relating to
investigation and management of serious SAC 1
incidents and reporting, including the incorporation of
open disclosure processes.
◗ Enhanced quality of complaint management processes
across the Area.
◗ Implementation of an Area-wide structure of Hospital
Network Clinical Practice Improvement Units to
manage patient safety and clinical quality.
Oral Health Services
◗ Successful recruitment strategies resulted in
employment of additional dental officers and one
dental therapist.
◗ Expansion of child dental services in Nowra and an
additional dental clinic built.
◗ Significant improvement in waiting times for
removable prosthodontic services in the Illawarra
was achieved.
◗ The Information System for Oral Health (ISOH) was
made available to all SESIH dental clinics. ISOH is the
state-wide information system for managing and
recording all aspects of a patient’s treatment
72
Our people
◗ Successfully completed the roll-out of the iSoft Patient
Administration System (PAS) across all tertiarycontrolled facilities in the Area Health Service.
◗ Established the management/implementation team
and commenced extensive communication and
consultation process with clinicians in readiness for
the roll-out of a total Electronic Medical Record (eMR)
Clinical System (Cerner), across the Area Health Service.
◗ Oversaw the delivery of the Area’s capital works
program which saw a number of significant projects
undertaken including:
• Commenced planning and design for brain injuries
unit for Port Kembla hospital.
• New mental health projects commenced including:
non-acute mental health units at Sutherland and
Shellharbour hospitals; a mental health inpatient
unit for older people at Wollongong Hospital; and
planning for a mental health unit for older people
• New community health centre at Sutherland Hospital
was completed and opened.
• Tenders were called for a satellite dialysis unit at
Sutherland Hospital.
• Renovation of the St George Hospital sterilising
department was finalised.
• Professorial Unit at the Prince of Wales Hospital
(POWH) was finalised by the University of NSW.
• Extension to the POWH Hyperbaric Unit was
completed and the project to replace the unit was
initiated.
• Construction of an Intraocular Laboratory and a
Hand Unit at Sydney/Sydney Eye Hospital (S/SEH) was
commenced.
• Planning for a collaborative research laboratory at
S/SEH was commenced.
• Progress made on two community funded cancer
services projects: the Milton Ulladulla Hospital Cancer
Care Outpatients Unit; and new facilities for the
Prostate Cancer Institute at St George Hospital.
• Community consultation and negotiations with
Sutherland Shire Council undertaken for a proposed
nursing home at Sutherland Hospital by private
health care provider, The Amity Group.
Name: John Roach
Title: Director, Financial and Corporate Services
◗ Develops and implements systems to ensure effective
management of the Area’s budget.
◗ Provides the Chief Executive and NSW Health with
timely, comprehensive and accurate financial reports.
◗ Ensures the Area Health Service’s compliance with
government and NSW Health policies in respect of
financial management and reporting.
◗ Develops financial strategies for the management of
the Area’s budget and co-ordinates their
implementation.
◗ Develops and implements systems for the accurate
recording and effective management of the Area’s
assets.
◗ Oversees the development and delivery of the Area’s
Information Management and Technology Strategy.
◗ Establishes and maintains an effective management
framework for the development and delivery of
administrative and corporate support services within
SESIH, including procurement, transport, asset
maintenance and Area business units.
◗ Co-ordinates and leads SESIH’s participation in the
statewide Shared Services Reform Program.
◗ Develops and implements effective strategies in
respect of Corporate Risk Management.
◗ Achieved targeted financial benchmarks for the Area’s
Net Cost of Services result and creditor management.
◗ Implemented an Area-wide Financial Executive and
Cost Centre Manager’s Desktop Reporting System that
allows drill down reporting of budget, actual costs and
staffing establishments.
◗ Successful participation in Shared Corporate Service
strategy with completion of transfer of the Area’s
Linen Service to HealthSupport.
◗ Effectively managed the transfer of SESIH IT Help Desk
Services to a statewide operation, managed and
owned by HealthTechnology.
◗ Continued to ensure the timely negotiation and
evaluation of legal, commercial and contractual
agreements across the amalgamated Area.
◗ Undertook an extensive review of the maintenance
and engineering operations across the Area, and
completed union and staff consultations.
73
◗ Reviewed non-emergency health transport services
across the Area to facilitate the implementation of the
Transport for Health policy.
◗ Supported the completion of facility planning
initiatives for mental health capital developments in
the Southern and Central Hospital Networks, including
the Specialist Mental Health Service for Older People
◗ Developed a range of standard and interactive
performance reports available to Area Health Service
staff via the Area Intranet site. These reports provide
up-to-date data on the Area’s performance against
agreed targets relating to access, predictable surgery,
and the NSW Health Dashboard measures.
◗ Completed the Review of Aboriginal Health Services
across SESIH, to support the achievement of the Area’s
strategic priorities in relation to improved outcomes
for Aboriginal people in South Eastern Sydney, the
Illawarra and Shoalhaven.
◗ Established, in collaboration with the Royal Hospital
for Women and Area Nursing and Midwifery Services,
the Malabar Midwifery Link Service, providing safe,
culturally appropriate care to mothers and babies from
socially disadvantaged groups who are at risk of poor
perinatal outcomes and social isolation.
◗ Commenced outreach clinics at the La Perouse
Aboriginal Community Health Centre. Clinics focus on
early intervention and the management of chronic
conditions affecting Aboriginal and Torres Strait
Islander people.
◗ Worked with the Area Health Advisory Council to
implement a new structure for consumer participation
across the Area, including recruitment of consumer
representatives to nine local Consumer Advisory
Committees throughout the Area.
◗ Developed and implemented a strategic review of
primary and community-based services that focus on
Older Persons and Chronic Care via the Clinical
Redesign Program, and initiated the Surgical Redesign
Project.
◗ Improved performance in two-yearly participation rate
for women in the target age group (50-69 years)
undergoing breast screening.
Name: Elizabeth Koff
Title: Director, Population Health, Planning
and Performance
◗ Leads and directs the development, implementation,
monitoring and evaluation of a strategic approach to
population health, planning and performance across
SESIH.
◗ Enhances the Area’s capacity to effectively meet the
needs of its residents, now and into the future.
◗ Manages Population Health and Health Protection
(including Public Health), Planning and Service
Development, Performance Management, Aboriginal
Health, Consumer Participation, Clinical Redesign and
BreastScreen Services across the Area.
◗ Completed the Division of Population Health Strategic
Directions Statement 2006 - 2010, which guides the
organisational development of the Division by creating
a framework for achieving health improvement for
the SESIH community.
◗ Developed the Area Falls Injury Prevention Plan
2007 - 2012, covering community, acute and sub-acute
care, and residential care for aged settings.
◗ Established the high school-based Human Papilloma
Virus (HPV) vaccination program for girls in Years
10-12, to prevent cervical cancer arising from chronic
infection with HPV.
◗ Prepared the public health component of the SESIH
Influenza Pandemic Plan and contributed to pandemic
influenza policy development at state and national
levels.
◗ Completed mid-term formative evaluation of the
Aboriginal Population Health Scholarship Program,
which provides financial and professional support to
cadets, including work experience placements within
the Population Health service.
◗ Developed and implemented an Area-wide
collaborative care model for refugees using GPs, health
staff and settlement services, which provides a
comprehensive health assessment on arrival, full
immunisation within 12 months of settlement and
ongoing co-ordinated health care.
◗ Completed the SESIH ‘Strategy on a Page’ Framework,
which aligns the strategic objectives, key performance
measures and strategic initiatives for SESIH.
◗ Completed the SESIH Health Service Strategic Plan
Towards 2010.
74
Our people
Name: Tony Farley
Title: Director, Workforce Development
Name: Kim Olesen
Title: Director, Nursing and Midwifery Services
◗ Provide strategic advice to the Chief Executive on all
matters concerning workforce planning, workforce
development strategy, human resources strategy,
organisational change and organisational learning.
◗ Direct the efficient and effective provision of
occupational health safety and rehabilitation, human
resource and employee/industrial relations advisory
and other services to the organisation.
◗ Provide executive leadership on all workforce matters,
including recruitment and retention, education and
training, workforce assessment and planning and
leadership and learning.
◗ Improve Area workforce data collection, quality and
reporting, and standardise across SESIH.
◗ Continue workforce planning for the medical
workforce, including approaches to assess workforce
requirements, especially in relation to distribution of
junior medical staff to support workforce planning.
◗ Improve management of industrial issues and
consultation.
◗ Maintain quality professional practice and ensure
appropriate nursing and midwifery clinical, educational
and managerial systems are in place to support and
facilitate best practice models in partnership with
other health professional groups.
◗ Develop and monitor the implementation of,
and review, local and statewide nursing initiatives for
the Chief Executive, to ensure the nursing workforce
was aligned with the service delivery requirements of
SESIH.
◗ Provide strategic advice to the Chief Executive on
all matters relating to the nursing and midwifery
workforce to enable decisions to be made on creating
and maintaining an appropriately resourced, qualified
and competent nursing workforce for the Area Health
Service.
◗ Provide nursing leadership in the Area Health Service
by building and maintaining relationships with facility
Directors of Nursing to achieve a collaborative, coordinated and professional approach to nursing and
midwifery issues.
◗ Responded effectively to current and impending
workforce shortages, particularly in relation to the
supply, distribution and quality of hospital doctors.
◗ Planned and implemented strategic improvements to
the HRIS and Payroll functions to prepare for new
technology and Payroll amalgamation.
◗ Upgraded Workforce Performance reporting to
accentuate the organisation’s focus on managing
workforce numbers and productivity and enhance the
organisation’s ability to monitor its financial performance.
◗ Implemented new indicators of Workforce performance.
◗ Provided leadership and advice on the matter of selecting
a staff establishment control system that will improve
control of workforce numbers and distribution.
◗ Embedded the Workforce Development portfolio
within the organisation.
◗ Full compliance with NSW Health’s system recruitment
processes for junior medical staff and a major
contribution to the statewide upgrade of recruitment
programs.
◗ Progressed the streamlining of recruitment processes
through roll-out of Ezijobs online recruitment.
◗ Developed and implemented the Full-Time Equivalent
(FTE) control system (a collaborative project with the
CFO unit) - Powerbudget.
◗ Introduction of a professional development program
for the Nursing Executive of SESIH.
◗ Continued focus on the development of the Nurse
Practitioner role and the establishment of a further
14 Nurse Practitioner positions within SESIH.
◗ A Higher School Certificate Nursing Subject Program
conducted at St George Hospital became a nominee in
the 2007 Baxter Awards.
◗ Nursing and Midwifery in Focus Conference held in
November 2006. The focus of the day was on
innovation and practice development initiatives in four
priority areas: Capacity Building; Quality and Safety;
Models of Care and Professional Practice Development.
◗ Developed and implemented leadership development
initiatives such as the Clinical Excellence Commission
statewide Clinical Leadership Program and the
SESIH/University of Wollongong Effective Leadership
Program.
75
Name: Beth Kotze
Title: Director, Mental Health Services
Conjoint Associate Professor UNSW
Name: Alison Errey
Title: Director, Corporate Communications
◗ Manage and implement internal and external
communication strategies, including print and
electronic communications.
◗ Manage corporate image and branding.
◗ Manage web content and on-line communication
strategies.
◗ Media liaison management including the provision of
timely and accurate advice and responses to the media
and community.
◗ Promote health messages to the wider community.
◗ Promote health strategies through media and strategic
communications.
◗ Manage health service involvement in commercial
productions, including film and advertising.
◗ Develop policies to support effective communication
within the organisation and disseminate health
information to the community.
◗ Implementation of the Mental Health Clinical Service
plan including implementation of key MH strategic
plans across the age groups and across populations.
◗ Implementation of the Mental Health Workforce
Strategy.
◗ Effective application of the Area’s MH funding
enhancements.
◗ Establish effective collaborative relationships with key
stakeholders in the Area’s Drug and Alcohol Services.
◗ Ensure achievement of allocated budget and
implementation of budget strategies and targets for
MH - monitoring and reporting of MH Program
expenditure to meet National, State and Area
priorities.
◗ Ensure high quality Mental Health Services.
◗ Service development, strategic planing and
performance monitoring and reporting for Mental
Health Services.
◗ Implemented a strategy and associated procedures for
more effective utilisation of on-line communications
through an areawide global email structure and
fortnightly, on-line newsletters from the Chief Executive
and individual monthly electronic publications from
Network General Managers.
◗ Attained high-level, positive media coverage of Area
activities with the issuing of almost 800 media releases,
hosting of 61 visits (an average of more than one a
week) and the effective management of 2390 media
enquiries.
◗ Implemented new procedures for publication and
design management including the release of the SESIH
Corporate Image Guidelines and area-wide approval
procedure for logo usage and approval.
◗ Developed and implemented a revenue and
governance structure supporting the use of SESIH
facilities for non-media filming and photography.
◗ Establishment of network-based media liaison staff to
provide on-site and on-call media liaison assistance 24/7.
◗ Commencement of capital development of a specialist
older persons mental health inpatient unit in
Wollongong and recruitment to positions within the
newly established older persons community mental
health service.
◗ Commencement of construction of a purpose built
non-acute mental health inpatient unit in
Shellharbour.
◗ Funding secured for two additional non-acute mental
health units in St George and Sutherland, and
Psychiatric Emergency Care Units at Prince of Wales
and Wollongong Hospitals.
◗ Contribution at State Level to Mental Health Service
development through Chairing of the Chronic and
Continuing Care, Rehabilitation and Recovery Working
Party and further roll-out of the Statewide Working
with Families program.
◗ Maintenance of access rates for mental health patients
presenting to Emergency Departments.
76
Our people
Staff profile
SESIH values the diversity of its employees and is
committed to employment practices that ensure
fairness and equity.
Salaried full time equivalent
staff employed as at June 2007
June 07
Medical
1,389
Nursing
6,287
Allied Health
1,400
Other prof. and para-professionals
440
Oral Health Practitioners and Therapists
80
Corporate Services
605
Scientific and technical clinical support staff
1,049
Hotel Services
1,122
Maintenance and Trades
133
Hospital Support Workers
1,768
Other
43
TOTAL
14,314
SESIH actively supports and reports (via the Premier’s
Department) to the office of the Director of Equal
Opportunity in Public Employment and collects Equal
Employment Opportunity (EEO) information from its
staff. This information helps to determine if EEO policies
are making SESIH an equitable place to work, while also
allowing improved employment access for equal
employment opportunity groups.
Achievements and planned outcomes
SESIH has improved employment access for equal
employment opportunity groups, through the following
initiatives:
◗ Continued support of the Spokeswomen’s Program.
◗ Offering disabled apprenticeships in SESIH.
◗ Continued to work on strategies and initiatives that
provide equal employment opportunities for EEO
groups within its boundaries.
Clinical Excellence Commission
(Statutory Authority)
Medical
2
Nursing
Corporate Services
Planned outcomes
◗ Identify specific positions within SESIH that would be
suitable for people with disabilities.
◗ Develop Aboriginal Employment Strategies to increase
attraction and retention of Aboriginal people.
◗ Increased development opportunities for CALD women
through the Spokeswomen’s Program.
21
Allied Health
TOTAL CEC
23
Third Schedule Facilities
St Vincent's Hospital (includes Hospice)
2,282
Calvary Hospital
248
Waverley War Memorial Hospital
118
Waverley Nursing Home - ( no longer operational)
TOTAL THIRD SCHEDULE FACILITIES
2,648
GRAND TOTAL CONTROLLED AND
NON-CONTROLLED ENTITIES
16,986
77
Staff numbers
by level as at
30 June 2007
Aboriginal
people and
Torres Strait
Islanders
People from
racial, ethnoreligious minority
groups
People whose
language first
spoken as a
child was not
English
People
with a
disability
Employment basis
Total
Staff
Respondents
Permanent Full-time
9,074
67%
29%
71%
0.80%
14%
14%
1%
Permanent Part-time
4,916
66%
11%
89%
0.50%
10%
10%
1%
Temporary Full-time
2,020
64%
35%
65%
0.40%
20%
20%
1%
Temporary Part-time
549
73%
17%
83%
0.40%
11%
11%
1%
Contract-Sessional
256
27%
51%
47%
13%
9%
1%
Casual
3,228
51%
29%
71%
0.50%
9%
10%
1%
TOTAL
20,043
64%
25%
75%
0.60%
13%
13%
1%
Percentage of staff
head count by level
as of 30 June 2007
Level
Women
Men
Subgroup as estimated % of total staff in each employment category
Subgroup as % of total staff in each category
Total
Staff No.
Respondents
Men
Aboriginal
people and
Torres Strait
Islanders
Women
People whose
language first
People from
spoken as a
racial, ethnoreligious minority child was not
English
groups
People
with a
disability
People with
a disability
requiring
work-related
adjustment
< $33,910
285
160
52
233
2
27
33
1
0
$33,910 - $44,537
4,633
3,095
1,201
3,432
46
554
720
67
17
$44,537 - $49,791
1,445
993
247
1,198
9
172
195
11
1
$49,791 - $63,006
4,450
2,989
638
3,812
26
538
514
55
12
469
434
54
16
$63,007 - $81,478
3,463
2,479
705
2,758
18
$81,478 - $101,849
1,539
1,086
593
946
3
300
280
9
3
> $101,849 (non SES)
810
508
493
317
2
134
103
8
4
> $101,849 (SES)
0
0
0
0
0
0
0
0
0
TOTAL
16,625
11,280
3,929
12,696
106
2,194
2,279
205
53
OHS and workers compensation statistics
issues in real time, help formulate policy, identify the
need to develop or review safe work procedures, focus
education and training, and provide current details of
specific incidents.
Incident Information Management System (IIMS) is the
electronic database system used by SESIH for recording
OHS incidents. The benefit of IIMS over previous facilitybased systems is that it allows the standardisation of
incident categories so that meaningful comparisons can
be made between different populations of interest. The
data provides information on the occurrence and trending
of incidents across SESIH that can be used to review OHS
The table following shows the OHS incident categories
with the most frequent notifications that occurred across
SESIH for the July 2006 - June 2007 period.
78
Our people
The surplus result for SESIH has decreased from
$10,080,229 for the 2006 - 07 fund year to $8,474,194
for 2007 - 08 fund year.
Number of notifications
Category of OH&S notification
Manual handling
558
Workplace violence
(verbal and physical)
418
Slip, trip and falls
462
SESIAHS
This is mainly due to an increase in wages from
$1,228,274,670 for 2006 - 07 to $1,318,591,337 for 2007 - 08.
Effective claims and injury management practices as well
as an overall improvement in claims experience shows a
positive reflection in the deposit premium for 2007 - 08.
Details of injuries and prosecutions under
Occupational Health and Safety Act 2000
In 2006 - 07 the ‘experience’ premium was $20,617,488
and in 2007 - 08 it is $17,022,536.
SESIH has been charged this financial year for an alleged
breach of Section 8(1) of the OHS Act 2000 for failing to
ensure the safety of its employees. A plea of not guilty
has been entered.
Workers Compensation 2006 - 07
Comparative Performance Analysis as at 31 March, 2007
A verdict was due to be handed down in August 2007,
however no decision has been made as yet.
Workers compensation and injury management
Capped reported
Deposit
Deposit
Surplus/
incurred cost ($)
premium ($)
premium ($)
shortfall ($)
excl GST
Incl GST
excl GST
18,112,935
19,924,229
8,474,194
2005
2006
6,344,368 4,762,429
Fund
year
Total
no.
claims
2005-06
2006-07
Freq/100
Incurred
FTE
FTE
costs ($)
Cost
per
FTE ($)
1,156
16,421
7.0
6,383,000
445
774
16,903
5.0
2,936,000
191
◗ There has been a decrease in the total number of
claims.
◗ The frequency of claims per 100 employees has
dropped, as has the average cost of claims per
employee.
Figures provided by NSW Treasury Managed Fund as at 30 June 2007.
Number of claims for 2006-07 by
accident type - 30 June 2007
Total cost
incurred ($)
Days lost
Number of
claims
Total cost
incurred ($)
Being hit by an object
$319,503
704
106
$3,014.18
Biological factors
$20,296
43
25
$811.84
Body stressing
$2,062,488
4,858
469
$4,397.63
Chemicals or other substances
$54,389
128
21
$2,589.95
Heat, radiation and electricity
$9,802
27
10
$980.18
Hitting an object
$104,541
193
61
$1,713.78
Mental Stress
$386,282
369
55
$7,023.31
Other
$97,193
175
38
$2,557.72
Accident type
Slip or fall
$1,149,380
2,122
211
$5,447.30
Sound and pressure
$19,548
0
1
$19,547.51
Vehicle accident
$210,264
502
78
$2,695.70
TOTAL
$4,433,686
9,122
1,075
$4,124.36
* Excludes casual employees.
79
◗ Fostering a learning culture by ensuring new nurses
and midwives and those in career transition have access
to appropriate orientation, induction, preceptorship,
mentorship and clinical supervision.
◗ Co-ordination of more than 4,000 undergraduate and
postgraduate Health and Behavioural Sciences students
requiring clinical placement and clinical supervision.
◗ Co-ordination of the Certificate IV Trainee Enrolled
Nurse Program, Certificate III Assistants in Nursing
Program and HSC Nursing Studies program.
◗ Contribution to more than 30 research and 100 clinical
practice improvement, clinical redesign and practice
development activities, and
◗ Sponsorship, co-ordination and implementation of
clinical leadership programs for nursing, midwifery,
allied health and ambulance officers.
Teaching and training initiatives
Overview of business activity
SESIH has maintained its commitment to providing
quality education and training for all staff.
The Area Organisational Learning Unit provides
education and training programs to the Health Service.
Local staff development and education units located in
the hospitals and facilities (along with unit-based
educators), continue to provide high quality, innovative
and supportive education and training initiatives.
All facilities contributed to the ongoing delivery of
orientation, induction and mandatory training to enable
staff to meet their legislated or other organisational
obligations.
◗ Organisational Learning Governance committee
established. The role of this committee is to assist in
setting the strategic direction for learning within SESIH
and to ensure learning resources are allocated
appropriately to achieve organisational objectives.
◗ A co-ordinated and strategic approach to orientation
and mandatory education is being implemented across
SESIH.
◗ SESIH Mandatory Training Framework established.
◗ SESIH Learning and Development Leave policy
developed and issued.
◗ SESIH Performance Development policy developed and
issued. Associated training developed and rolled out to
site-based facilitators.
◗ Learning Management System rolled out across most
SESIH sites.
◗ Work is continuing to streamline training and
education programs across SESIH in order to reduce
duplication in course design, promote transportability
of learning across SESIH sites and enable consistent
Area reporting of training completion.
◗ Changes to the way the Area uses the governmentfunded Existing Worker Traineeship scheme means
employees now have more flexibility to choose a
qualification directly related to their work
responsibilities. Currently there are 10 qualifications
being accessed including: the Certificate IV in Frontline
Management and Certificate IIIs in Sterilisation,
Occupational Therapy Assistance, Dental Assistance
and Cleaning Services.
The Learning Management System (LMS) recorded 59,961
attendances at training sessions during the reporting
period. This figure, whilst a useful indicator of activity,
does not include all attendances at training as the LMS
does not currently capture all this data.
SESIH has also continued to provide high quality training
to staff through specialist services and units. Programs
included:
◗ Training and education related to identifying and
responding to children and young people at risk of
harm provided through the Child Protection Unit and
Area educators.
◗ Routine screening and responding to domestic
violence through the Women’s Health Unit.
◗ Programs designed to support the provision of
culturally appropriate and sensitive care provided
through the Area’s Multicultural Health Unit and
skilled facility education staff.
◗ Delivery of OHS related training programs provided
through the Organisational Learning Unit, Workforce
Safety & Injury Management Service and facility-based
OHS staff.
SESIH Nursing and Midwifery Services’ ongoing
commitment to quality clinical teaching and training
curriculum is demonstrated by their governance of clinical
education and practice development initiatives, including:
◗ Audit completed on the 350 clinical education and
training initiatives to ensure quality, consistency and
transferability of learning outcomes.
80
Our people
◗ e-Learning Seminar hosted by SESIH succeeded in
bringing Health Service Educators from across the
state together to share ideas and resources for on-line
learning initiatives.
◗ SESIH is co-ordinating a statewide discussion to reach
consensus on what constitutes mandatory training for
all staff, and to clarify the role of education and
training services across all Area Health Services.
During 2006 - 07, SESIH actively pursued the development
of platforms to provide the infrastructure to support current
research activities as well as providing for developments to
meet future needs. The involvement of the Area Health
Service in agreements to establish the New South Medical
Research Institutes and the Illawarra Institute for Health
and Medical Research was a significant landmark in these
endeavours.
A Heads of Agreement, signed in 2006, to establish the
New South Medical Research Institutes involving SESIH,
University of New South Wales, Children’s Cancer Institute
of Australia, Black Dog Institute and Prince of Wales Medical
Research Institute provides a framework within which formal
collaborations and partnerships can be developed. The vision
for the New South Medical Research Institutes is to be a focal
point for health and medical research and for the translation
of those research outcomes into health and commercial
benefits for the nation.
Future directions
◗ A shift in focus for the Organisational Learning Unit
from delivering learning programs to liaising with
content experts to ensure standardisation of quality
programs throughout the Area.
◗ Maximisation of expertise within the Organisational
Learning Unit as specialists in designing outcomefocused adult education learning and development
options.
◗ Support for Area initiatives that enhance capacity
for staff to undertake nationally recognised training.
◗ Identification of new delivery methods to support
delivery of timely and relevant learning programs
across the Area, including use of blended learning
programs that utilise e-Learning technologies.
This Agreement recognises that whilst individual
organisations offer unique research opportunities and
investments in healthcare outcomes, through collaboration,
each adds synergy in creating an environment and critical
mass for sustainable research, and a focus for innovation
into the future.
Research
Members of this consortium already have established
national and international leadership in a number of
research areas, with cancer and neurosciences being
identified as key research strengths. The May 2006
announcement of funding for capital works will expand
the capacity to accommodate research teams, and
importantly, will provide the opportunity to co-locate
research teams to enable further development and
consolidation of research activities.
In 2006 - 07, SESIH staff continued to undertake a diverse
range of research activities directed towards improving
healthcare outcomes achieved through advances in
knowledge and skills to assist in the prevention and
treatment of illness and disease.
Activities undertaken ranged from laboratory-based
investigations of clinical problems, to evaluation of the
efficacy of treatment modalities, epidemiological studies,
clinical trials of new therapies, and evaluation of
healthcare delivery systems.
SESIH and the University of Wollongong (UoW) entered into
an agreement to establish the Illawarra Institute for Health
and Medical Research in mid 2006. Their aim is to create a
centre of excellence which will focus on clinical research
practice, community health research and education, health
service delivery, populations-based interventions and
preventative health care.
Often these activities involved multidisciplinary teams
working at a number of locations across the Area. In
some instances, studies were undertaken in collaboration
with colleagues from affiliated organisations, notably the
University of New South Wales, the University of
Wollongong, and affiliated research institutes. Research
activities have been supported through external funds
obtained either from competitive, peer-review funding
agencies, such as NHMRC, or external commercial
contracts, foundations or philanthropic organisations.
Recognising the role of research in underpinning improved
skills and health outcomes in clinical practice, this agreement
was an important initiative to support the development of
the UoW Graduate School of Medicine, which opened in
2007, and builds on the existing strong relationship between
the Area Health Service and a number of University
departments including the Faculty of Health and Behavioural
Sciences, and the Centre for Health Services Development.
81
◗ B Fonseca, Paediatrics, STG. Meeting. NZ. General
◗ B Fonseca, Paediatrics, STG. APLS Course. Waikato, NZ.
General
◗ M Golding, ED, TSH. European Emergency Medicine.
Italy. General
◗ P Gottlieb, A and D, STG. Digestive Disease Week.
Washington, USA. SP&T
◗ P Graham, Cancer Care, STG. 2006 RANZCA. Singapore.
SP&T
◗ M Hersch, Neurology, STG. XXVIII International
Conference. Edinburgh, UK. SP&T
◗ J Holt, Renal, STG. ISSHP Conference. Lisbon, Portugal.
SP&T
◗ T Jacques, ICU, STG. Symposium @ Kings College.
London, UK. SP&T
◗ M Joseph, Aged, STG. **. NZ. General
◗ E Karantanis, Obstetrics, STG. ICS 3rd Annual Meeting.
Netherlands. General
◗ E Karantanis, Obstetrics, STG. ICS Meeting. NZ. General
◗ P Kocney, Infectious, STG. ICAAC. Chicago, USA.
General
◗ B Kotze, Mental Health, Area Mental Health. 19th
ENCP Congress and 36th EABCT. Paris, France. General
◗ S Krilis, Immunology, STG. EAOH. Vienna, Austria. SP&T
◗ U Krishnan, Paediatrics, STG. Annual Meeting - Paeds.
Barcelona, Spain. General
◗ M Lassare, Rheumatology, STG. ACR Conference.
◗ M Lassare, Rheumatology, STG. EULAR 2007 Scientific
meeting. Barcelona, Spain. SP&T
◗ S Lindstrom, Respiratory, STG. ANZSRS 2007. Auckland,
NZ. SP&T
◗ S Lindstrom, Respiratory, STG. TSANZ Meeting.
Auckland, NZ. SP&T
◗ M Links, Oncology, STG. AA for CR. Los Angeles, USA.
SP&T
◗ J McCrohan, Cardiology, STG. SCMR 2007. Rome, Italy.
SP&T
◗ J McCrohan, Cardiology, STG. RANZCR - Speaker.
Christchurch, NZ. SP&T
◗ A McDonald. Anaesthetics. STG, Association of
Anaesthetics, Munich. Germany, General
◗ G Mifsud. ED. STG, BADM Conference, London, UK,
General
◗ G Mifsud. ED. STG, Joint Courses - EATES and ETS. Graz,
Austria. General
◗ G Mifsud, ED, STG. 3rd World Conference on
Ultrasound. Paris, France. General
◗ G Mifsud, ED, STG. 1st Congress on Disaster and
Emergency Med. Amsterdam, Netherlands. General
Official overseas travel
Area
◗ K Olesen, Area Nursing, JCVU. Copenhagen, Denmark.
SP&T
Central Hospital Network
◗ S Baldwin, Aged Care, STG. **. NZ, General.
◗ P Boers, Neurology, STG. Joint World Congress,
Stockholm, Sweden. SP&T
◗ G Bowring, Rehabilitation, STG. ACRM ASNR
Conference. Boston, USA. General
◗ M Brown, Renal, STG. ESA&ANZSN Annual
Conference. London, UK. General
◗ M Brown, Renal, STG. NASSHP Conference, Los
Angeles, USA. SP&T
◗ J Bucci, Oncology, STG. 12th International Meeting.
Rome, Italy. SP&T
◗ C Carmody, Sexual Health, STG. Summer School 2007.
Oxford, UK. General
◗ T Chan, ED, STG. ACEM + CENZ Combined.
Wellington, NZ. General
◗ E Clarke, Respiratory, STG. 27th Union World
Conference. Paris, France. SP&T
◗ E Clarke, Respiratory, STG. 2nd Ripid International.
London, UK. SP&T
◗ E Clarke, Respiratory, STG. Rare Pulmonary Diseases
and Orphaned Drugs in Respiratory Medicine Diffuse
Lung Diseases. Milan, Italy. SP&T
◗ K Clarke, Psychiatry, Area Mental Health. Beyond the
Crossroads. Birmingham, UK. General
◗ I Cook, Gastroenterology, STG. Dysphagia Research
Society. Vancouver, Canada. General
◗ G Davis, Women's/Children's, STG. NASSHP, San Diego,
USA. General
◗ J Davis, Palliative Care, STG. **, Kuala Lumpur,
Malaysia. General
◗ T Diamond, Endocrinology, STG. 4th Congress APSSAM.
Denpasar, Indonesia. SP&T
◗ J Bothe, Surgery, Div. Critical Care and Surgery. STG.
Knowledge Utilisation and Implementation in Health
Service. Minneapolis, USA. SP&T
◗ M Dreux, Anaesthetics, STG. Euroanaesthesia 2007.
Munich, Germany. General
◗ P Dunn, Social Work, STG. Cancer Institute
International Sabbatical. USA and England. Sponsors
◗ J Edmonds, Rheumatology, STG. ACR/ARHP Scientific
Meeting. Washington, USA. General
82
and Illawarra Area
Health Service
Our people
◗ L Mills, Nursing Services, STG. JCVU, Copenhagen,
Denmark. SP&T
◗ L Morfis, Geriatric, STG. ASGM Conference. NZ.
General
◗ J Moses, Respiratory, STG. American Thoracic Society.
San Francisco, USA. SP&T
◗ D Murrell, Dermatology, STG. SID. Los Angeles, USA.
SP&T
◗ D Murrell, Dermatology, STG. EADV, Vienna, Austria,
SP&T
◗ D Murrell, Dermatology, STG. AAD Conference.
◗ J Myburgh, ICU, STG. ESICH Congress. Berlin, Germany.
SP&T
◗ J Myburgh, ICU, STG. Dingle 2007 Conference.
Ireland. SP&T
◗ J Myburgh, ICU, STG. PROCESS Study Meeting. Paris,
France. SP&T
◗ T Nau, ED, STG. RACS ASC 2007. Christchurch, NZ.
General
◗ T Nau, ED, STG. 8th EFFORT Congress. Florence, Italy.
General
◗ M Novy, Retrieval, STG. London Hospital Helicopter
Service. London, UK. General
◗ M O'Leary, ICU, STG. 6th Summer Conference ICU.
Toronto, Canada. SP&T
◗ M O'Leary, ICU, STG. ISICEM 21st International.
Brussels, Belgium. SP&T
◗ P Paton, Anaesthetics, STG. Annual Congress 2007.
Dublin, Ireland. General
◗ A Pethebridge, Psychiatry, STG. Annual Meeting - RCP.
Glasgow, UK. General
◗ G Skowronski, D&A, STG. ESICM Conference. Berlin,
Germany. SP&T
◗ S Tan, Rehab, STG. Fall Conference. Hawaii, USA.
General
◗ S Tivey, Anaesthetics, STG. University of Virginia.
Virginia, USA. General
◗ S Wright, Cardiology, STG. CT Coronary Angiography.
New York, USA. SP&T
◗ K Yates, Paediatrics, STG. APPES 4th Scientific
Meeting. Thailand. General
Northern Hospital Network
◗ L Andrews, Oncology, POW. Intl. Society for
Gastrointestinal hereditary Tumours. Yokohama, Japan.
SP&T
◗ T Barnes, Albion Street Centre, POW. Indonesian
HIV/AIDS Project. Jakarta-Makassar, Indonesia. SP&T
◗ T Barnes, Albion Street Centre, POW. HIV NRT
Conference and Bamra Project Visit. Bangkok,
Thailand. SP&T
◗ T Barnes, Albion Street Centre, ACS. HIV/AIDS
Indonesia Project. Jakarta-Makassar, Indonesia. SP&T
◗ T Barnes, Albion Street Centre, POW. Indonesia
HIV/AIDS Project. Jakarta-Makassar, Indonesia. SP&T
◗ A Bartlett, Outpatents, RHW. ADIPS, Christchurch, NZ.
General
◗ N Bates, Snr Project Co-ordinator, POW. HIV/AIDS
◗ N Bates, Snr Project Co-ordinator, POW. AusAid ISMPP.
Port Moresby, Papua New G. SP&T
◗ N Bates, Snr Project Co-ordinator, POW. Indonesian
HIV/AIDS Project and Tachin Project. Jakarta, Indonesia.
SP&T
◗ N Bates, Albion Street Centre, ASC. HIV/AIDS Indonesia
Project. Jakarta, Indonesia. SP&T
◗ N Bates, Albion Street Centre, ASC. AusAID HIV/AIDS
Indonesian Project. Jakarta, Indonesia. SP&T
◗ N Bates, Albion Street Centre, ASC. PNG-Consultancy
Project Evaluation. Port Moresby, PNG. Sponsorship
◗ N Bates, Albion Street Centre, ASC. PNG HIV/STI AusAID
Project. Port Moresby, PNG. SP&T
◗ M Beaudoin, Cardiac Anaesthetics, POW. Anaesthesia
Conference. New York, USA. General
◗ K Bedley, Clinical Psychologist, POW. Health Care
Worker Safety Project. Jakarta, Indonesia. SP&T
◗ J Beeby, Medical Imaging, POW. Conference. Rome,
Italy. SP&T
◗ J Bell, D&A, POW. National Addiction Centre. London,
UK. General
◗ J Bell, D&A, POW. Conference. USA . General
◗ M Bennett, Diving and Hyperbaric, POW. UHMS ASM.
Hawaii, USA. SP&T
◗ M Berger, Medical Imaging, POW. Radiology in Ireland.
Ireland. SP&T
◗ E Bergin, Nurse Educator, POW. Enhancing Practice 6:
Innovation, Creativity, Patient Care and
Professionalism. Edinburgh, UK. Self Funded
◗ V Binns, Community and Ambulatory Care, POW.
World Physical Therapy 2007. Vancouver, Canada.
SP&T
83
◗ M Bishay, Anaesthesia, POW. Greek/Aust Int Legal and
Medical. Greece. General
◗ E Bland, Neuro-Oncology Co-ordinator, CNC, SCH.
COG Nursing Workshop. Dallas, USA. SP&T
◗ K Bolton, Diabetes Centre, POW. AusAid Pacific Island
Project - Diabetes. Vanuatu. Sponsors
◗ K Booth, Physiotherapist, RHW. International
Continence Society 36th Annual meeting. Christchurch,
NZ and USA. SP&T
◗ M Boyle, ICU, POW. European Society of Intensive Care
Medicine, 19th Annual Congress. Barcelona, Spain.
SP&T
◗ M Bragg, Emergency, POW. Conference. NZ. General
◗ M Bragg, Emergency, POW. Society of Neuromuscular
Sciences. Japan. General
◗ B Brigham, Medical Oncology, POW. Conference.
Turkey. SP&T
◗ T Broe, Ageing Research Centre, POW. Movement
Disorder Society. Turkey. General
◗ A Brown, Orthotics, SCH, POW. 13th World Congress
of the Intl Society for Prosthetics and Orthotics.
Vancouver, Canada. No Cost
◗ C Burns, Paediatric Asthma Education, Child and
Family, SCH. TSANZ 2007 Annual Scientific Meeting.
Auckland, NZ. General
◗ G Caplan, Geriatric Medicine, POW. American Geriatric
Society, USA. General
◗ G Caplan, Geriatric Medicine, POW. Australian Society
for Geriatric Medicine. NZ. General
◗ B Carrigg, Allied Health, SCH. Douglas and Lola
Scholarship Study Tour - Autism USA. (Various) USA.
SP&T
◗ S Carroll, Radiation Oncology, POW. **. Germany.
SP&T
◗ S Carroll, Radiation Oncology, POW. TROG. NZ. SP&T
◗ S Carroll, Radiation Oncology, POW. Paediatric
Radiation Oncology. Barcelona, Spain. SP&T
◗ S Carroll, Radiation Oncology, POW. Primary Therapy
of Early Breast Cancer. Switzerland. SP&T
◗ B Chan, Emergency, POW. ER Medicine. Alaska, USA.
General
◗ B Chan, Emergency, POW. North American Congress
of Clinical Toxicology. San Francisco, USA. General
◗ B Chan, Emergency, POW. **. San Francisco, USA.
General
◗ K Chan, Radiation Oncology, POW. ISRS 2007. San
Francisco, USA. SP&T
◗ J Close, Geriatrics, POW. British Geriatric Society
Meeting. UK. General
◗ J Close, Geriatric Medicine, POW. Australia & New
Zealand Society of Geriatric Medicine. NZ. General
◗ J Close, Geriatric Medicine, POW. **. NZ. General
◗ S Colagiuri, Endocrinology, POW. **. UK. SP&T
◗ S Colagiuri, Endocrinology, POW. Endo Diabetes and
Metabolism. India. SP&T
◗ J Colebatch, Neurology, POW. Japan Equilibrium
Society. Japan. SP&T
◗ R Collins, Snr Amputee Physiotherapist, POW. World
Congress of the International Society for Prosthetics
and Orthotics. Vancouver, Canada. SP&T
◗ K Coote, Albion Street Centre, ASC. Training Course Training of Health Care Workers in HIV AIDS Clinical
Care Counselling and Tra. Shanghai, China. SP&T
◗ M Crawford, Anaesthesia, POW. Operation ServiceOpen heart surgery, Port Moresby Hospital. PNG.
Personal
◗ D Cupitt, Medications, RHW. 20th International
Conference of the Organisation of Teratology
Information Specialist. Pittsburgh, USA. SP&T
◗ S Daniells, Nutrition and Dietetics, POW. European
Society of Parenteral and Enteral Nutrition. Prague,
Czech Republic. Sponsorship
◗ G Davidson, Anaesthesia, POW. **. Paris, France.
General
◗ D Dimitru, Clinical Information, POW. TROG. Rotorua,
NZ. SP&T
◗ L Dowdell, Medical Imaging, POW. Crisp Medical
Imaging Nurses Conference. Christchurch, NZ. Personal
◗ E Durna, PUD, Reproductive Unit, RHW. 22nd Annual
Meeting of the Europeans Society of Human
Reproduction Embryology. Prague, Czech Republic.
SP&T
◗ C Ealing, Albion Street Centre, ASC. Bamras
Collaboration/HIVNAT/TACHIN Project. Bangkok,
Thailand. SP&T
◗ S Engel, Rehab and Spinal, POW. Int Nordic Spinal.
Iceland and UK. General
◗ E Evans, Medical Genetics, SCH. To collect data (in the
form of parent interviews and development
assessments) for the Mowat-Wi. Various cities in the
US. SP&T
◗ M Ewing, Snr Project Co-ordinator, POW. HIV/AIDS
◗ L Farrell, Senior Physiotherapist, Physiotherapy, SCH.
Visit to National Clinical FES Centre. Salisbury and
Queen Mary's Gait Laboratory, Rockhampton. UK.
SP&T
◗ D Finucci, Emergency, POW. BAEM Spring Conf 2007.
UK. General
84
Our people
88
◗ A Flax, Ophthalmology, POW. Hawaiian Eye Meeting.
Hawaii, USA. General
◗ J Foster, Diabetes Transplant Unit, POW. 2007 Joint
Conference CTS-IPITA-IXA. Minnepeapolis, USA. SP&T
◗ G Frank, Podiatrist, Diabetes Centre, POW. AusAid
Pacific Island Project - Diabetes. Vanuatu. Sponsors
◗ P Frank, Corneal Transplant, S/SE. Cornea and Eye Bank
Meeting. Auckland, NZ. SP&T
◗ M Friendlander, Medical Oncology, POW. **. USA.
SP&T
◗ V Furner, Albion Street Centre, ASC. **. Shanghai,
China. SP&T
◗ R Galway, A/Nurse Educator, SCH. Australasian Nurse
Educators Conference. Wellington , NZ. SP&T
◗ S Gatt, Anaesthesia and ICU, POW. AACA 2006.
Singapore. SP&T
◗ S Gatt, Anaesthesia, POW. AEEAN and SOAP. Canada.
General
◗ S Gatt, Anaesthesia, POW. **. Ireland. General
◗ A Ghanbari, Respiratory Medicine, POW. ANZSRS, ASM
2007. Auckland, NZ. SP&T
◗ D Giles, Neurosciences, POW. Epilepsy Drug Trial
Brivaracetam . Kuala Lumpur, Malaysia. Sponsored
◗ J Gold, Albion Street Centre, POW. TACHIN HIV/AIDS
Nutritional Project. Bangkok, Thailand. SP&T
◗ J Gold, Albion Street Centre, ASC. WHO Project
Meeting. Berlin, Germany/Geneva. SP&T
◗ D Goldstein, Medical Oncology, POW. **. Bangkok,
Thailand. nil
◗ D Goldstein, Medical Oncology, POW. 2007 ASCO Ann
Mtg. USA. SP&T
◗ D Goldstein, Medical Oncology, POW. Euro Study
Pancreatic Cancer. Italy. SP&T
◗ D Goldstein, Medical Oncology, POW. QMT Investigator
Mtg. Thailand. SP&T
◗ E Goodison-Farnsworth, Rehabilitation, SCH. Intl
Children's Continence Society. Antalya, Turkey. Self
Funded
◗ I Goodwin, A/Nurse Educator, SCH. Australasian Nurse
Educators Conf. Wellington, NZ. SP&T
◗ J Goulder, IT Manager, POW. World Food Program
Workshop. Bangkok, Thailand. SP&T
◗ D Gracey, Nephrology, POW. **. Boston, USA. General
◗ D Gracey, Nephrology, POW. Dialysis Nephrology
Transplant Workshop. NZ. General
◗ D Gracey, Nephrology, POW. **. San Diego, USA.
General
◗ D Gracey, Nephrology, POW. Transplant Congress,
USA. General
◗ A Graudins, Emergency, POW. Emer Med Acute Care
Series. USA. General
◗ S Greig, Albion Street Centre, ASC. Meeting South
Pacific Chief Nursing Officers Alliances. Apia, Samoa.
SP&T
◗ S Greig, Speech Pathology, SCH. Cranio Facial Society
of Great Britain. Dublin, Ireland. SP&T
◗ M Grogan, Radiation Oncology, POW. RANZCR 2006
Annual Meeting. Singapore. SP&T
◗ G Groves, Endocrinology, SCH. Australian Diabetes
Educators Assoc Annual Scientific Meeting.
Christchurch, NZ. SP&T
◗ W Haindl, Nuclear Medicine, POW. NYU Clinical
Imaging Essentials. USA and Switzerland. SP&T
◗ W Haindl, Nuclear Medicine, POW. Mane, USA. SP&T
◗ W Haindl, Nuclear Medicine, POW, European Thyroid
Congress. Naples, Italy. SP&T
◗ W Haindl, Nuclear Medicine, POW. Brain PET 07.
Japan. SP&T
◗ W Haindl, Nuclear Medicine, POW. PET Imaging Site
visitation. New York, USA. SP&T
◗ J Heads, Lactation RHW, RHW. Interdisciplinary
Breastfeeding Practice - Integration through
Innovation. Philadelphia, USA. Sponsors
◗ SM, Heng, Radiation Oncology, POW. ESTRO Teaching
Course: Dose Calculation and Verification for External
Beam Therapy. Budapest, Hungary. Sponsorship
◗ CC Hew, Medical Imaging, POW. Radiology Annual
Meeting. Florida, USA. SP&T
◗ C Hiew, Medical Imaging, POW. European Society of
Paediatric Radiology. Spain. SP&T
◗ CC Hiew, Medical Imaging, POW. RSNA 2005. ** .
General
◗ C Hiew, Medical imaging, POW. 50th Annual Meeting.
USA. SP&T
◗ R Hill, Albion Street Centre, POW. AusAid Indonesia
HIV/AIDS Project. Jakarta-Makerssar, Indonesia. SP&T
◗ R Hill, Albion Street Centre, POW. WHO - PNG
Consultancy. Port Moresby, PNG. SP&T
◗ R Hill, Clinical Consultant, POW. HIV/AIDS Indonesia
Project. Jakarta, Makassar, Indonesia. SP&T
◗ R Hill, Albion Street Centre, POW. Indonesian HIV/AIDS
Project, Jakarta Makassar Indonesia. SP&T
◗ R Hill, Albion Street Centre, POW. WHO Workshop
Delivery. Port Moresby, PNG. SP&T
◗ R Hill, Clinical Nurse Consultant, POW. Indonesia
HIV/AIDS Project. Jakarta, Makassar, Indonesia. SP&T
◗ C Hook, Radiation Oncology, POW. Paediatric
Radiation Oncology Society Congress. Barcelona,
Spain. SP&T
85
89
◗ F Levy, Mental Health, POW. International Society for
Research in Child and Adolescent Psychopathology.
London, UK. SP&T
◗ R Lim, Medical Imaging, POW. **. Canada. SP&T
◗ KB Lindrea, Newborn Care, RHW. 6th Intl Neonatal
Nursing Conference. Delhi, India. Personal
◗ E Loughman, Anaesthesia, POW. Evidence Based mgmt
of acute pain. NZ. General
◗ E Loughman, Anaesthesia, POW. Paed Critical Care.
Switzerland and Holland. General
◗ J Mackie, Nephrology, POW. Australian & NZ Dialysis
and Transplant Workshop. Queenstown, NZ. General
◗ B Maged, Anaesthesia, POW. Aust Int Leg and Med.
Crete, Greece. General
◗ S McCarthy, Emergency, POW. **. UK. General
◗ RD McDonald, Chronic Respiratory, SCH. 20TH Annual
North American Cystic Fibrosis Conf. Denver, USA.
SP&T
◗ RD McDonald, Non-Procedural Directorate. SCH.
Australia and NZ Cystic Fibrosis Nurses Conference.
Auckland, NZ. Self Funded
◗ D McKenzie, Respiratory Medicine, POW. Conference.
Munich, Germany. SP&T
◗ M McShane, Endocrinology, POW. Prenatal Screening
Fundamentals and Innovations. Providence Rhode
Island, USA., SP&T
◗ P Melling, Albion Street Centre, ASC. Project Activity HCWS Project. Jakarta, Indonesia. Other
◗ P Melling, Clinical Consultant, POW. Safehands
Project/AusAid. Jakarta, Indonesia. Other
◗ P Melling, Infection Control, POW. Indonesia HIV/AIDS
Project. Makassar, Jakarta, Indonesia. SP&T
◗ P Melling, Albion Street Centre, POW. Indonesia
HIV/AIDS Prevention and Care Project. Jakarta,
Indonesia. SP&T
◗ P Melling, Infection Control, POW. Healthcare Worker
Safety Project. Jakarta - Indonesia. SP&T
◗ P Melling, Albion Street Centre, POW. AUSAID.
Indonesia HIV/AIDS Project, Jakarta - Indonesia. SP&T
◗ P Middleton, Emergency, POW. Conference. Barcelona,
Spain. General
◗ D Miners, Patient Flow, NN. HRT PT Streaming and
Volume Prediction. Auckland, NZ. General
◗ M Montebello, Langton Centre, POW. WFSBP 2007
Conf. Chile. SP&T
◗ K Morgan, Anaesthesia, POW. Conference. NZ.
General
◗ D Moses, Radiology, POW. **. Berlin. SP&T
◗ J Murray, Epilepsy Research Co-ordinator,
Neurosciences, POW. UCB Pharma Investigator
Meeting. Kuala Lumpur, Malaysia. Sponsors
◗ C Hook, Radiation Oncology, POW. ESTRO - Annual
Meeting. Leipzig, Germany. SP&T
◗ L Houtzager, Albion Street Centre, ASC. Indonesian
HIV/AIDS Conference. Jakarta Makassar Surabaya. SP&T
◗ L Houtzager, Albion Street Centre, ASC. AusAID
Nutritional Thai Project - Tachin. Bangkok, Thailand.
SP&T
◗ L Houtzager, Albion Street Centre, ASC. Tachin Thai
◗ L Houtzager, Albion Street Centre, ASC. Nutritional
Tachin Project. Bangkok, Thailand. SP&T
◗ L Houtzager, Albion Street Centre, POW. Indonesia
HIV/AIDS Project. Makassar, Jakarta, Indonesia. SP&T
◗ L Houtzager, Albion Street Centre, POW. Indonesian
HIV/AIDS Project AusAid. Jakarta-Makerssar, Indonesia.
SP&T
◗ L Houtzager, Dietician, POW. World Food Program
Workshop. Bangkok, Thailand. SP&T
◗ L Houtzager, Albion Street Centre, POW. Tachin Project.
Bangkok, Thailand. SP&T
◗ L Houtzager, Albion Street Centre, POW. HIV/AIDS
Indonesia Project. Jakarta, Makassar, Indonesia. SP&T
◗ S Jarvis, Physiotherapist, RHW. International
Continence Society 36th Annual Meeting. Christchurch,
NZ. SP&T
◗ D Jelley, Registered Nurse, Anaphylaxis Education,
Immunology, SCH. ASCIA Annual Scientific Meeting.
Queenstown, NZ. General
◗ K Johnson, Clinical Perfusion, POW. Perfusion
Downunder. Queenstown, NZ. SP&T
◗ L Jones, Rehabilitation Medicine, POW. Innovation in
Rehab. NZ. General
◗ S Karunaratne, Radiology, POW. MRM. Turkey. SP&T
◗ S Karunaratne, Medical Imaging, POW. ESSR. Turkey.
SP&T
◗ P Katrak, Rehab/Spinal, POW. Seoul, Korea. General
◗ A Khatri, Oncology Research, POW. AACR Centennial
Annual mtg 2007. Los Angeles, USA. SP&T
◗ KE Khor, Anaesthesia, POW. Cong of the Euro Fed of
IASP. Istanbul, Turkey. General
◗ B Kwan, Respiratory Medicine, POW. Thoracic Society
of Australia and NZ ASM 2007. Auckland, NZ. SP&T
◗ A Lancaster, Cerebral Palsy Service, SCH. Annual
Meeting of American Academy of Cerebral Palsy and
Developmental Medicine. Boston, USA. SP&T
◗ B Lee, Spinal and Rehab, POW. NORDIC Spinal Cord
Societies. Iceland and Denmark. General
◗ J Lehm, Diving and Hyperbaric, POW. Undersea and
Hyperbaric Med Soc ASM. USA. SP&T
86
Our people
◗ J Murray, Clinical Trial, POW. 1) EPY 369 Investigator
Seminar 2) Asian Oceanic Epilepsy Conference. Kuala
Lumpur, Malaysia. Sponsors
◗ N Murray, Respiratory Medicine, POW. TSANZ. NZ.
General
◗ R Musson, Albion Street Centre, ASC. HIV/AIDS
Indonesia Project. Jakarta - Indonesia. SP&T
◗ R Musson, Project Co-ordinator, ASC. TACHIN Project.
◗ R Musson, Albion Street Centre, ASC. HIV/AIDS
Indonesia Project. Jakarta, Makassar, Indonesia. SP&T
◗ R Musson, Albion Street Centre, ASC. TACHIN Project.
Bangkok, Thailand. Other
◗ K Nadew, Paediatric HIV Service, SCH. Intl Symposium
on Children HIV/AIDS and 2006 Intl AIDS Conference.
Toronto, Canada. Personal
◗ C Ng, Registrar, Radiation Oncology, POW. Faculty of
Radiation Oncology Singapore Meeting. Singapore.
SP&T
◗ K Nicholl, Oncology Social Work, POW. 8th World
Congress of Psycho Oncology. Venice, Italy. SP&T
◗ J O'Brien, Albion Street Centre, POW. HIV/AIDS
Indonesia Project. Jakarta - Indonesia. SP&T
◗ M O'Donnell, Kiloh Centre, POW. Conference. Canada.
SP&T
◗ M O'Donnell, Mental Health, POW. Conference. USA.
General
◗ A Parasyn, Surgery, POW. CS Annual Scientific Congress.
NZ. General
◗ A Parasyn, Surgery, POW. RACS Annual Scientific
Congress. NZ. General
◗ G Paretz, Medical Imaging, POW. **. USA. SP&T
◗ J Pereira, Medical Imaging, POW. **. Berlin. SP&T
◗ G Peretz, Medical Imaging, POW. Conference. NZ. SP&T
◗ G Peretz, Medical Imaging, POW. RANZCR. NZ. SP&T
◗ G Peretz, Medical Imaging, POW. Soc of Paediatric
Radiology. USA. SP&T
◗ G Peretz, Medical Imaging, POW. Conference. USA. N/A
◗ R Philips, Medical Imaging, POW. Conference. Chicago,
USA. SP&T
◗ R Philips, Radiology, POW. UKRC. UK. SP&T
◗ EN Por, Endocrinology, POW. Investigator Meeting for
ORIGIN Study. Hong Kong. Sponsors
◗ EN Por, Endocrinology, POW. Investigators Meeting for
ADVANCE Study. Vienna, Hungary. Sponsors
◗ J Post, Infectious Dis, POW. 17th European Cong of Clin
Microbiology. Germany. General
◗ T Price, Albion Street Centre, ASC. **, Shangai-China.
SP&T
◗ B Pussell, Nephrology/Medicine, POW. Conference. USA.
General
◗ B Pussell, Nephrology/Medicine, POW. World Congress
of Nephrology. Rio de Janeiro/Japan. General
◗ B Pussell, Nephrology, POW. Uni of Cambridge and
Euro Dialysis and Transplant conf. UK and Spain.
General
◗ B Pussell, Nephrology/Medicine, POW. ANZSN DNT
Workshop. NZ. General
◗ H Ramaswamykanive, ICU, POW. Trauma, Shock,
Inflammation and Sepsis, Munich, Germany, Personal
◗ S Reginiano. Anaesthesia. POW, European Society of
Anaesthesiology. Munich, Germany. General
◗ M Rose, Research Management, Clinical Services, POW.
1) Intl Workshop on Harmonisation 2) AALAS Annual
Conference. Salt Lake City, USA. Self Funded
◗ M Rose, Research Management, Clinical Services, POW.
6th World Congress on Alternatives and Animals in the
Life Sciences. Tokyo, Japan. Personal
◗ M Rossleigh, Nuclear Medicine, POW. 13th Internal
Symposium of Radionuclides in Nephrourology. Turkey.
SP&T
◗ M Rossleigh, Nuclear Medicine, POW. Conference.
Greece. SP&T
◗ M Rossleigh, Nuclear Medicine, POW. Conference. USA.
SP&T
◗ I Rotenko, Emergency, POW. Emergency Med and Acute
Care. Hawaii, USA. General
◗ S Ruhle, Radiation Oncology, POW. Quality Assurance
for Siemans Linear Accelerators. Singapore. General
◗ P Russell, Professor/Director Oncology Research, POW.
Innovative Minds In Prostrate Cancer Today. Atlanta,
USA. Other
◗ P Russell, Prof/Director Oncology Research, POW.
Innovations in Prostrate Cancer. San Francisco, USA.
SP&T
◗ P Russell, Oncology Research, Institute of Oncology,
POW. XIV Annual Congress of ESGT. Athens, Greece.
SP&T
◗ M Ryan, Nursing-Oncology, RHW. 11th Biennial IGCS
Meeting. Santa Monica, USA. SP&T
◗ S Ryan, Infectious Diseases, POW. 9th Intl Symposium
on modern Concepts in Endocarditis and Cardiovascular
Infections. Heidelberg, Germany. Personal
◗ S Sadler, Albion Street Centre, ACS. TACHIN Project.
◗ S Sadler, Albion Street Centre, ASC. TACHIN Project.
87
◗ F Spencer, Senior Physiotherapist, SCH. Study Tour.
Douglas and Lola Douglas Scholarship. UK, Norway,
Sweden, Belgium. SP&T
◗ R Stacey, Clinical Perfusion, POW. Perfusion
Downunder. Queenstown. NZ, SP&T
◗ M Stoodley. Neurosurgery. POW, NI, NZ, General
◗ KA Thomas. Corneal Transplant. S/SE. Cornea and Eye
Bank Meeting. Auckland, NZ. SP&T
◗ K Tiller, Medical Oncology, POW. Intl Psycho-Oncology
Society Conference. Venice, Italy. SP&T
◗ M Tomkins, Albion Street Centre, POW. The 3rd
Indonesian Intl Symposium of Infection. Jakarta,
Indonesia. SP&T
◗ T Tran, Radiation Oncology, POW. GEC-ESTRO-ISIORT
Joint Meeting and Pre Meeting Workshop. Montpellier,
France. SP&T
◗ B Tuch, Endocrinology, POW. Conference. France.
General
◗ B Tuch, Endocrinology, POW. Int Diabetes Fed Conf.
South Africa. General
◗ C Turton, Albion Street Centre, ASC. HIV/AIDS
XINSIANG Project. Urumqi. China, Sponsors
◗ C Turton. Albion Street Centre. ASC, Delivery of
Workshop for the Burnet Institute. Yangon, Myanmar,
Other
◗ C Turton, Albion Street Centre, POW. World Health
Org. HIV/AIDS Strategy Meeting. Suva, Fiji. SP&T
◗ C Turton, Albion Street Centre, POW. WPRO-WHO
HIV/AIDS Consulting Regional Meeting. Suva, Fiji.
Sponsors
◗ J Turton, Neurosurgery, POW. Intl Conference on
Recent Advance in Neurotraumatology. Tiajin, China.
SP&T
◗ M Van Rooijen, Medical Imaging, POW. Conference.
New York, USA. General
◗ L Vandervliet, Nutrition and Dietetics, SCH. ISPAD, Intl
Society for Paed. and Adol. Diabetes - Incl Health Prof.
Science School. Cambridge, UK. Sponsors
◗ N Vernon, Endocrinology, POW. Pacific Island Project.
Vanuatu. Sponsors
◗ P Versace, Ophthalmology, POW. Conference.
Greece/USA. General
◗ M Watts, Registrar, Infect Diseases, POW. American
Society of Tropical Med. and Hygiene. Annual
Meeting. Atlanta, USA, Personal
◗ B Way, Emergency, POW. Conference. USA. General
◗ B Way, Emergency, POW. Conference. UK and USA.
General
◗ S Sadler, Albion Street Centre, ASC. Nutritional Tachin
Project. Bangkok, Thailand. SP&T
◗ S Sadler, Albion Street Centre, ASC. World Food
Program Meetings. Vienna, Rome and Phnom Pen.
Project
◗ S Sadler, Albion Street Centre, POW. Tachin HIV/AIDS
◗ S Sadler, Albion Street Centre, POW. World Food
Program Workshop. Bangkok, Thailand. SP&T
◗ S Sadler, Albion Street Centre, POW. Tachin, HIV/AIDS
◗ S Sadler, Albion Street Centre, POW. AusAidTachin
◗ E Salvador, Medical Imaging, POW. 22nd CRISP
Conference. Christchurch, NZ. Personal
◗ D Sandeman, Anaesthetics, POW. World Congress of
Paediatric Critical Care. Geneva, Switzerland. General
◗ D Sandeman, Anaesthetics, POW. Conference. Istanbul,
Turkey. General
◗ M Schneider, Radiation Oncology, POW. ISRS 2007. San
Francisco, USA. SP&T
◗ K Schweigert, Psychologist, Tumbatin Clinic, SCH. Joint
Aust.-Kunming Training Program on Child
Development. Kunming, Yunnan Province, China.
SP&T
◗ J Sheather, Albion Street Centre, ASC. HIV Training
Course. Shangai-China. SP&T
◗ J Sheriff, Health and Ageing Research, WMH. Intl
Conference on healthy Ageing 2006. Taipei, Taiwan.
Self Funded
◗ J Shiels, NCC, POW. 6th Intl Neonatal Nursing
Conference. Delhi, India. Personal
◗ K Sidhu, Diabetes Transplant Unit, POW. 4th Annual
Meeting of ISSCR. Toronto, Canada. SP&T
◗ R Smee, Radiation Oncology, POW. ** USA. SP&T
◗ R Smee, Radiation Oncology, POW. Innovative
Approaches in Hon Oncology. Barcelona, Spain. SP&T
◗ R Smee, Radiation Oncology, POW. Australia & New
Zealand Head & Neck Society. NZ. SP&T
◗ R Smee, Radiation Oncology, POW. RANZR. Singapore.
SP&T
◗ R Smee, Radiation Oncology, POW. Meeting. USA.
SP&T
◗ D Smith, Albion Street Centre, ASC. AusAID Xinjiang
HAPAC Project. Urumqui, China . SP&T
◗ E Somerville, Neurology, POW. Asian-Oceania Epilepsy
Congress. Kuala Lumpur, Malaysia. General
◗ E Somerville, Neurology, POW. Asian Epilepsy Academy
Workshop. Indonesia. General
88
Our people
92
◗ E Wegner, Nuclear Medicine, POW. 8th International
Conference of Nuclear Cardiology. Prague. SP&T
◗ E Wegner, Nuclear Medicine, POW. Conference. Hawaii,
USA. SP&T
◗ E Wegner, Nuclear Medicine, POW. ** Korea/Italy/London.
SP&T
◗ J Wenderoth, Medical Imaging, POW. ISMRM. Berlin,
Germany. SP&T
◗ J Wenderoth, Medical Imaging, POW. Oxford Advanced
Aneurysm Symp. Oxford, UK. Self Funded
◗ P White, Medical Physicist, POW. ISRS 2007. San Francisco,
USA. SP&T
◗ N Wickham, CPU, SCH. 11TH Ispcan European Conf on
Child Abuse and Neglect. Lisbon, Portugal. SP&T
◗ J Williams, HandN/CNS Research Manager, POW. ISRS
2007. San Francisco, USA. SP&T
◗ A Wilson, Albion Street Centre, ASC. PNG HIV/STI AusAID
Project. Port Moresby, PNG. SP&T
◗ D Wolfers, Anaesthesia and Hyperbaric Medicine, POW.
Operation Service- Open Heart Surgery. Port Moresby,
PNG. SP&T
◗ D Wolfers, Anaesthesia and Hyperbaric Medicine, POW.
Anaesthesia for Developing Countries. Oxford, UK. SP&T
◗ W Wong, Radiation Oncology, POW. RANZCR. Singapore.
SP&T
◗ W Wong, Radiation Oncology, POW, Brachytherapy in
Gynaecological Malignancies. Austria. SP&T
◗ A Wright, Nurse Educator, RHW. 6th Intl Neonatal
Nursing Conference. Delhi, India. Personal
◗ SJ Yap, Anaesthetics, POW. American Society of
Anaestheologist Meetings. Chicago, USA. General
◗ G Youssef, Cardiology, POW. European Society of
Cardiology World Congress. Barcelona, Spain. SP&T
◗ L Zhao, Haematology Research, POW. 4th Asian Pacific
Congress on Thrombosis and Hemostasis, Suzhou. China,
SP&T
◗ M Zhu. Snr Hospital Scientist. S/SE. Cornea and Eye Bank
Meeting. Auckland, NZ. SP&T
Southern Hospital Network
◗ SI Abey. Staff Specialist. TWH, Digestive Diseases Week
2007. USA. SP&T
◗ N Al-Khateeb, Staff Specialist, PKDH. Workshop on
lumber spine injection. UK. General
◗ PWT Allin, Staff Specialist, SDMH. International Forum on
Quality and Safety in Health Care. Spain. General
◗ EA Almond, Staff Specialist, SHH. Association of Medical
Education in Europe. Italy. General
◗ OM Arvela, Staff Specialist, TWH. EANM 2006. Greece.
SP&T
89
◗ GD Barclay, Staff Specialist, PKDH. 6th Annual
Kaleidoscope Conference. Ireland. General
◗ AJ Bezzina, Staff Specialist, TWH. European Society Of
Intensive Care Medicine Annual Congress and
European Society of Emergency Medicine. Spain.
General
◗ M Boers, Staff Specialist, PKDH. Wellness Program
Workshop and Cutting Edge National Addiction
Conference. NZ. General
◗ W Braun, Surgery, TWH. Centennial Meeting of the
SIU. Paris, France. Self Funded
◗ KM Brown, Staff Specialist, PKDH. 2007 International
Vulvovaginal PG course. Canada. General
◗ KM Brown, Staff Specialist, PKDH. 22nd IUSTI - Europe
Conference on Sexually Transmitted Infections.
France. General
◗ KD Cartwright, Staff Specialist, TWH. American Society
of Haematology. USA. SP&T
◗ KD Cartwright, Staff Specialist, TWH. 9th International
Symposium on Myelodysplastic Syndrome. Italy. SP&T
◗ RVK Cherukuri, Staff Specialist, TWH. RACS Annual
Congress. NZ. General
◗ RVK Cherukuri, Staff Specialist, TWH. 2007 AANS
Annual Meeting. USA. General
◗ WY Chia, Staff Specialist, TWH. European Society for
Paediatric Urology Annual Congress 2007. Belgium.
General
◗ YH Chieng, Staff Specialist, TWH. APASL2007. Japan.
SP&T
◗ JN Christley, Staff Specialist, SDMH. 4th World
Congress of the International Society of Physical and
Rehabilitation Medicine. Korea. General
◗ KJ Coleman, Staff Specialist, TWH. IUGA. Greece. SP&T
◗ KJ Coleman, Staff Specialist, TWH. British Congress
O&G 2007. UK. SP&T
◗ AE Collins, Staff Specialist, Kiama. Update Course
Elderly Medicine. UK. General
◗ D Cummings, Physiotherapy, SHH. Dr Vodder Manual
Lymph Drainage Level 11/111. Walchsee, Austria. Self
Funed
◗ RC Davenport, Staff Specialist, DBH. NeuPSIG.
Germany. General
◗ IR Davidson, Staff Specialist, PKDH. ISIS
Radiofrequency Workshop. USA. General
◗ WS Davis, Staff Specialist, TWH. SMFM Meeting. USA.
SP&T
◗ M Dubossarsky, Staff Specialist, PKDH. Australasian
Sports Medicine. NZ. General
◗ BS Elison, Staff Specialist, TWH. British Nuclear
Medicine Society. UK. SP&T
◗ BS Elison, Staff Specialist, TWH. SNM Conference. USA.
SP&T
◗ CH Fox, Staff Specialist, TWH. Faculty of Radiation
Oncology 2006 Annual Scientific Meeting. Singapore.
SP&T
◗ CH Fox, Staff Specialist, TWH. San Francisco Radiation
Oncology. USA. SP&T
◗ AL Glasgow, Staff Specialist, TWH. St Gallen Primary
therapy of early breast cancer 2007. Switzerland. SP&T
◗ AL Glasgow, Staff Specialist, TWH. European Society of
Medical Oncology 31st Annual Meeting. Turkey. SP&T
◗ A Grillas, Staff Specialist, TWH. American College of
Gastroenterology Annual Scientific Meeting and
Postgrad Course. USA. SP&T
◗ GJ Hart, Staff Specialist, BDH. TSANZ. NZ. SP&T
◗ GJ Hart, Staff Specialist, BDH. American Thoracic
Society. USA. SP&T
◗ D Hill, Staff Specialist, TWH. Royal College of
Radiologists Spring Meeting. UK. SP&T
◗ T Hobbs, Oncology Clinical Trials, TWH. TROG 19th
Annual Meeting. Rotorua, NZ. SP&T
◗ F Hunt, Radiotherapy/IAHS/ Wollongong, TWH. TROG
19th Annual Meeting. Rotorua, NZ. SP&T
◗ A Jenssen, Staff Specialist, PKDH. ISPO 2007. Canada.
General
◗ RN Juste, Staff Specialist, SDMH. 19th European Society
of Intensive Care Medicine Congress and Royal
College of Anaesthetists P. Spain. UK. General
◗ W Kealy-Bateman, Staff Specialist, SDMH. 7th Int. Con.
of Int. Soc for Adol Psychiatry and Psychology.
Canada. General
◗ JL Kohlhagen, Staff Specialist, TWH. American Society
of Nephrology Annual Scientific Meeting. USA.
General
◗ I Korbel, Staff Specialist, TWH. Site Visits at Wentworth
House. UK. General
◗ I Korbel, Staff Specialist, TWH. 19th ECNP Congress
2006 / EABCT Annual Congress. France. General
◗ I Korbel, Staff Specialist, TWH. 8th World Congress of
Psycho-Oncology. Italy. General
◗ I Korbel, Staff Specialist, TWH. World Congress of
Psycho-Oncology. Italy. General
◗ I Korbel, Staff Specialist, TWH. VIII Annual Meeting of
the International Society of Addiction Medicine.
Portugal. General
◗ I Korbel, Staff Specialist, TWH. 12th Oxford Workshop
in Teaching Evidence Based Practice. UK. General
◗ I Korbel, Staff Specialist, TWH. Beyond The Crossroads.
UK. General
◗ M Lonergan, Staff Specialist, TWH. Dialysis Nephrology
and Transplant Workshop. NZ. SP&T
◗ E Lucas, NI, TWH. Expedition Investigators Meeting.
Vienna, Austria. Sponsorship
◗ JM Mann, Staff Specialist, PKDH. 46th annual scientific
meeting of the international spinal cord society/ossur
vi. Iceland. General
◗ JM Mann, Staff Specialist, PKDH. 67th annual assembly
American academy of physical medicine and
rehabilitation. USA. General
◗ SC Marsden, Staff Specialist, DBH. 16th International
Congress on Care of Terminally Ill. Canada. General
◗ J Matthews, Diabetes, SDMH. Aust. Diabetes Educators
Annual Scientific Meeting. Christchurch, NZ. General
◗ J Matthews, Diabetes, SDMH. Aust. Diabetes Educators
Annual Scientific Meeting. NI . General
◗ JA McDonald, Staff Specialist, TWH. Digestive Disease
Week. USA. SP&T
◗ DJ McMahon, Staff Specialist, TWH. Royal College of
Psychiatrists Annual Conference. UK. General
◗ AA Miller, Staff Specialist, TWH. Computer-based
Medical Systems. Slovenia. SP&T
◗ AA Miller, Staff Specialist, TWH. HC2007: Challenging
Boundaries. UK. SP&T
◗ AA Miller, Staff Specialist, TWH. American Society
Therapeutic Radiology and Onc. and Tutorial. USA.
SP&T
◗ RG Moses, Staff Specialist, TWH. American Diabetes
Association. USA. General
◗ R Moses, Diabetes, TWH. Expedition Investigators
Meeting. Vienna, Austria. Sponsorship
◗ RG Moses, Staff Specialist, TWH. Australian Diabetes
Society. NZ. General
◗ RG Moses, Staff Specialist, TWH. 6th International
Insulin Resistance. Tanzania, Africa. General
◗ GR Murray, Staff Specialist, CDH. 6th Mediterranean
Congress of PRM and 14th Cochrane Colloquium.
Portugal. General
◗ R Murthy, Staff Specialist, TWH. HIMSS AsiaPac07.
Singapore. General
◗ EH Nasser, Staff Specialist, TWH. American Society
Therapeutic Radiology and Oncology 48th Annual
Meeting. USA. SP&T
◗ TH Nguyen-Dang, Staff Specialist, SHH. China
Interventional Therapeutics CIT 2007. China. SP&T
◗ TH Nguyen-Dang, Staff Specialist, SHH. Tokyo
Percutaneous Cardiovascular Intervention. Japan.
SP&T
◗ A Norrie, Endocrinology, SDMH. ADEA Annual
Conference. Christchurch, NZ. SP&T
90
Our people
◗ F Owen, Cancer service, TWH. 4th Mayo Clinic State of
the Art Symposium on Hematologic Malignancies.
Wellington, NZ. SP&T
◗ J Potter, Staff Specialist, TWH. Hong Kong Geriatric
Medicine Society meeting. Hong Kong, China. SP&T
◗ J Potter, Staff Specialist, TWH. Geriatric Medicine
Annual Scientific Meeting. NZ. SP&T
◗ CJ Poulos, Staff Specialist, PKDH. Study tour. Canada.
General
◗ WAB Pratt, Staff Specialist, SDMH. 46th Annual ICAAC.
USA. General
◗ JP Quinlan, Staff Specialist, CDH. AAPMR 2006 annual
assembly. USA. General
◗ KS Rachakonda, Staff Specialist, TWH. ESICM 19th
Annual Congress. Spain. SP&T
◗ A Reid, NI, TWH. Prepend/Impendia Investigator
Training. Singapore. Sponsorship
◗ C Sanderson, Staff Specialist, PKDH. European
Association of Palliative Care. Hungary. General
◗ P Saysana, Staff Specialist, TWH. Stanford symposium
on emergency medicine 2007. USA. General
◗ PB Smith, Staff Specialist, TWH. 2006 ASICS Conference
of Science and Emergency Medicine in Sport. Fiji.
General
◗ H Tangen, CNC, TWH. ADS and ADEA Annual Scientific
Meeting. Christchurch, NZ. General
◗ H Tangen, CNR, SDMH. ADS and ADEA Annual
Scientific Meeting. ** General
◗ A Taylor, Staff Specialist, SDMH. Annual Scientific
Meeting 2006. NZ. General
◗ A Taylor, Staff Specialist, SDMH. British International
Congress of Obstetrics and Gynaecology. UK. General
◗ A Webb, Diabetes, TWH. SYR 322 OPI-004 Investigator
Meeting. Rome, Italy. Other
◗ C Wen, Staff Specialist, TWH. Annual Meeting of
American Society of Nephrology. USA. SP&T
◗ C Wen, Staff Specialist, TWH. World Congress of
Nephrology. Brazil. SP&T
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SEALS
◗ T Brighton, Haematology – North. 4th Asian-Pacific
Congress on Thrombosis and Haemostasis. Suzhou,
China. SP&T
◗ T Brighton, Haematology - North. Einstein VTE Phase
III SMCC Excie Meeting. Barcelona, Spain. External
◗ M Buckley, Genetics - Randwick. OECD Meeting on QA
in Molecular Genetics. Paris, France. SP&T
◗ M Buckley, Genetics - Randwick. UPPMD Meeting on
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91
Co-ordination of International Databases. Amsterdam,
Netherlands. SP&T
M Buckley, Genetics - Randwick. European Society for
Immunodeficiencies. Budapest, Hungary. SP&T
P Bullpitt, Anatomical Pathology - North. 2006 ASCP
Annual Meeting. Las Vegas, USA. SP&T
K Cartwright, Haematology - South. ASCO. Chicago,
USA. SP&T
K Cartwright, Haematology - South. ASH. Orlando,
USA. SP&T
K Cartwright, Haematology - South. 9th International
Symposium on Myelodysplastic Syndrome. Florence,
Italy . SP&T
C Chesterman, Haematology - North. Assistance for
National Children's Hospital . Hanoi, Vietnam. SP&T
C Cheung, Haematology - North. American Society of
Haematology . Orlando, Florida. USA. SP&T
C Dr Baleriola, Microbiology. 17th ECC MID/25th
ICC2007. Munich, Germany. SP&T
SJ Ho, Haematology - Central. 9th International
Symposium on Myelodysplastic Syndromes. Florence,
Italy. SP&T
A Isaacs, Haematology Registrar. Mayo Clinic
Symposium - Haematology Malignancies. Wellington,
NZ. SP&T
P Kitching, Anatomical Pathology - North. 26th
International Congress of the IAP. Montreal, Canada.
SP&T
SH Lee, Haematology - Central. International Society
for Laboratory Haematology. Miami, Florida, USA.
SP&T
SH Lee, Haematology - Central. Aperio Technologies
Pathology Visions 2006. San Diego, USA SP&T
R Lindeman, Haematology - North. 12th Congress of
the European Haematology Association. Vienna,
Austria. SP&T
R Lindeman, Haematology - North. 29th International
Congress of the International Society of Blood
Transfusion. Cape Town, South Africa. SP&T
S MacCallum, Haematology - North. 12th Congress of
the European Haematology Association. Vienna,
Austria. SP&T
S MacCallum, Haematology - North. 48th ASH Annual
Meeting. Orlando, Florida, USA. SP&T
G McBride, Anatomical Pathology - South. Post Grad
Course Diagnostic Breast Pathology. Austria. SP&T
G McBride, Anatomical Pathology - South. ASCP
Pathology Update. Canada. SP&T
◗ G McBride, Anatomical Pathology - South. IAP 2006.
Canada. SP&T
◗ G McBride, Anatomical Pathology - South. ASCP
Workshop. USA. SP&T
◗ G McBride, Anatomical Pathology - South. AACC Lab
200X Conference. USA. SP&T
◗ S McKenzie, Anatomical Pathology - South. USCAP
Annual Meeting. USA. SP&T
◗ E Millar, Anatomical Pathology - Central. 5th Asia
Pacific International Academy of Pathology Congress.
Singapore. SP&T
◗ J Moshides, Clinical Chemistry. 2007 AACC Annual
Meeting. San Diego, USA. SP&T
◗ D Naidoo, Clinical Chemistry - North/Central.
International Society for Free Radical Research 13th
Biennial Conference. Davos, Switzerland. SP&T
◗ D Naidoo, Clinical Chemistry - North/Central. 39th
Annual Oak Ridge Conference - Harnessing New
Technology for Clinical Diagnostics. St Louis, USA.
SP&T
◗ D Naidoo, Clinical Chemistry - North/Central.
Professional Practice in Clinical Chemistry Course - A
Review and Update. Washington DC, USA. SP&T
◗ D Naidoo, Clinical Chemistry - North/Central. 20th
Symposium of the Protein Society. San Diego, USA.
SP&T
◗ G O'Sullivan, Haematology - Central. 12th Congress of
the EHA. Vienna, Austria. SP&T
◗ G O'Sullivan, Haematology - Central. Mayo Clinic
Symposium on Haematologic Malignancies.
Wellington, NZ. SP&T
◗ P Presgrave, Haematology - South. EBMT. Lyon, France.
SP&T
◗ S Ramanathan, Haematology - Central. ESH - EBMT
Training Course on Blood. Marrow Transplant.
Alicante, Spain. SP&T
◗ B Rawlinson, Virology - Randwick. Presentations 11th
International CMV 2007 Workshop. Toulouse, France.
SP&T
◗ B Rawlinson, Virology - Randwick. Talk and Lab Visit Virology Dept, University of Cambridge. Cambridge,
UK. SP&T
◗ B Rawlinson, Virology - Randwick. Congenital CMV and
visit to congenital CMV patients, University of
Bologna. Rome, Italy . SP&T
◗ D Reeves, Anatomical Pathology - North. 16th
International Congress of Cytology. Vancouver,
Canada. SP&T
◗ D Reeves, Anatomical Pathology - North. International
Academy of Pathology Centennial Congress 2006.
Montreal, Canada. SP&T
◗ U Samaraweera, Anatomical Pathology - North. 4th
Annual Study Day of the British Association of
Gynaecological Pathologists. London, UK. SP&T
◗ J Saveriumuttu, Haematology - South. British Society
for Haematology 47th Annual meeting. Bournemouth,
UK. SP&T
◗ P Taylor, Microbiology - North/Central. Laboratory
Networking. Dubai, UAE. SP&T
◗ P Taylor, Microbiology - North/Central. Real Time PCR
for the Clinical Microbiology Laboratory - Mayo Clinic.
Rochester, USA . SP&T
◗ P Taylor, Microbiology - North/Central. 37th World
Congress on Lung Health. Paris, France. SP&T
◗ C Theocharous, Anatomical Pathology - Central.
Surgical Pathology of Soft Tissue, Head and Neck
Gynaecological and Lymph Node Tumours - . Hawaii,
USA. SP&T
◗ K Tran, Anatomical Pathology - Central. 20th
Combined Skin Pathology Course. Pittsburgh, PA,
USA. SP&T
◗ G van der Vegte, Endocrinology. 5th World Congress
on Ovulation Induction . Rome, Italy. SP&T
◗ P Warburton, Haematology - South. X11th
International Myeloma Workshop. Kos Island, Greece.
SP&T
◗ C White, Endocrinology - Randwick. ECTS - Innovation
in Postmenopausal Osteoporosis: A Therapeutic
Breakthrough. Copenhagen, Denmark. SP&T
◗ C White, Endocrinology - Randwick. 5th Winter
Symposium - Endocrinology. Diabetes and Metabolism
- from bench to bedside. Vellore, India. SP&T
◗ C White, Endocrinology - Randwick. Society for
Neuromuscular Sciences. Niseko, Japan. SP&T
◗ R Wilson, Executive Unit. Cerner Conference. Orlando,
Florida. General
◗ R Wilson, Executive Unit. Site Visit, Baton Rouge,
Louisiana, USA. General
◗ K Wise, Microbiology - South. Antibiotics Conference.
Singapore. SP&T
◗ K Wise, Microbiology - South. Infectious Diseases
Conference. San Francisco, USA. SP&T
** information not recorded
92
6
Our community
redesign, patient quality and safety, transport for
health, Aboriginal health, extending care choices and
the NSW State Plan.
Area Health Advisory Council
Role and functions
Council members
The role of the Area Health Advisory Council (AHAC) is
to facilitate the involvement of health services providers,
consumers and other members of the local community in
developing SESIH policies, plans and initiatives in relation
to the provision of health services.
Clinical members
A/Professor Bob Farnsworth OAM – Chair (Surgery)
Dr Hunter Watt (Urology)
Dr Maureen Lonergan (Renal)
Prof Richard Henry (Paediatrics and Respiratory Medicine)
resigned October 2006
Dr Jane McCrohan (Cardiology) resigned April 2007
Ms Debbie Cansdell (Registered nurse, operating theatres)
The SESIH AHAC held nine meetings in various locations
across the Area in 2006 - 07.
The AHAC has the following functions:
◗ Advise health services providers, consumers and other
community members about SESIH policies, plans and
initiatives in providing health services.
◗ Seek the views of health services providers, consumers
and other community members about SESIH policies,
plans and initiatives in providing health services and
advise the Area Chief Executive of those views.
◗ Confer with the Area Chief Executive on how best to
support, encourage and facilitate community,
consumer and health service provider involvement in
the Area’s health services planning.
◗ Liaise with other Area Health Advisory Councils about
local and statewide initiatives in providing health
services.
◗ Publish reports relating to its work and activities.
◗ Other functions conferred or imposed by the
regulations.
Community members
Mr Gerald Moore (Nowra)
Mr Alwyn Thomas (Blakehurst)
Mr Peter Holz (Horsley)
Dr Rowan Vickers (GP, Caringbah) resigned April 2007
Ms Toni Garretty (Woonona)
Ms Mary Lamb (Ulladulla)
Ms Ibtisam Hammoud (Dulwich Hill) resigned May 2007
Community activity
Local health participation groups
Consumer participation aims to involve consumers in the
planning of health services delivery.
Throughout 2006 - 07, the Area implemented, under the
guidance of the Area Health Advisory Council, a new
program for consumer participation, while continuing
to support and resource carer groups.
Achievements
During 2006 - 07, the AHAC:
◗ Continued to schedule its meetings across the Area
Health Service, with an AHAC Access Forum held
before each meeting as an opportunity to meet with
local consumers/community members and local staff.
◗ Continued to develop the annual work plan with
priority focus given to overseeing the implementation
of a model for consumer/community participation
across the Area.
◗ Other identified areas of focus included: Area Clinical
Services Strategic Plan, Avian Flu preparedness,
consultation process with the community regarding
Shellharbour Hospital Maternity Service, carers in
Health, Consumer and Carer Rights and
Responsibilities Policy development, mental heath,
SESIH quarterly performance reporting, clinical
To achieve this, consumer advisory committees were
established for the following hospitals and community
health services: Prince of Wales and Sydney/Sydney Eye
Hospitals, Royal Hospital for Women, St George Hospital,
Sutherland Hospital, Garrawarra Centre,
Wollongong/Coledale/Bulli and Port Kembla Hospitals,
Shellharbour and Kiama Hospitals and Shoalhaven and
David Berry/Milton Ulladulla Hospitals.
The recruitment of consumers to these committees
utilised an open and transparent process involving a
comprehensive advertising campaign, group interviews
and appointment, based on ensuring as far as possible,
that the group was representative of its communities.
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Our community
6
SECTION
The structure of Sydney Children’s Hospital’s Parent
and Consumer Council and the Mental Health Consumer
Committees did not change. Their purpose is to ensure
consumers have a clear voice in ongoing issues affecting
them, and to provide them with an opportunity to work
with the Health Service.
Fundraising and sponsorship
In addition to their volunteer work, the POWH Volunteers
undertake fundraising through their operation of the
Garden Coffee Shop. They raise revenue towards the
purchase of equipment for patient care. In addition to
the $30,000 raised for the hospital, this year the
volunteers also funded the construction of all-weather
cover and new garden areas for the Coffee Shop
courtyard.
In addition, consumers and carers also contributed to
numerous clinical areas throughout SESIH.
The Carer Support Team continued to support and
resource carer groups, NGOs and Area services to
develop and implement innovative health redesign
projects, to ensure carers’ needs are met. Examples
include the development of a renal support group at
Shoalhaven Hospital, educating carers at Garrawarra
Centre to engage them in care planning and service
development, provision of training for Motor Neurone
Service care workers to improve carer confidence in
and use of the service, supporting the pilot of a brain
injury group with the Illawarra Brain Injury Service team,
and undertaking numerous Carer Week activities.
Prince of Wales Hospital Foundation
The POWH Foundation has strong links with the
community to assist the hospital to create better
community awareness. The Foundation was formed for
public charitable purposes to encourage, support, and
assist the hospital in the fields of research, education,
and specific activities and projects.
Royal Hospital for Women Foundation
The Foundation is the principal fundraising organisation
for the Royal Hospital for Women. It plays a role in
funding research, education and special needs for the
hospital through generous support from the community.
The Foundation also supports the hospital through the
work of its volunteers.
Sydney Children’s Hospital
In addition to the funds transferred to the hospital by
the Sydney Children’s Hospital Foundation, the hospital
received $401,787 in donations from the community.
Sydney Children’s Hospital Foundation
The Sydney Children’s Hospital Foundation is the principal
fundraising organisation for the Sydney Children’s
Hospital. To view the Foundation’s activities and
achievements, visit: www.sch.edu.au/help/foundation/
During the year the Foundation transferred a total
$8.2 million to the Sydney Children’s Hospital.
St George Hospital and Community Health Service
In 2006 - 07 the hospital received $1.782 million through
fundraising activities and donations. The fundraising
strategies included direct mail campaigns, bequests,
events and raffles.
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Our community
The bi-annual direct mail campaigns raised more than
$138,715 for the 2006 Winter Appeal, the 2006 Christmas
Appeal, the 2007 William Tan Rehabilitation Appeal, and
part of the 2007 Winter Appeal. The funds assisted with
the purchase of an ultrasound machine for the Emergency
Department and a video assisted bronchoscope for the
Intensive Care Unit.
The Opportunity Shop, along with proceeds from the
Auxiliary’s regular craft stalls raised a total of $27,000,
of which $25,000 was donated towards the video assisted
bronchoscope for the Intensive Care Unit, and $2,000 for
the William Tan Rehabilitation Appeal to upgrade and
purchase equipment for the gymnasium/facility rooms in
the Rehabilitation Ward.
During the financial year, the hospital received a total of
$187,000 in bequests, and a further $46,387 was received
‘In Memoriam’.
The Lamrock Committee of St George Hospital
President: Ms Toni Horsey
Fundraising events held by The Lamrock Committee this
year included a fashion parade, art show, trivia night,
salmon drive, craft stalls, raffles and the Annual Kogarah
Fair and Charity Bed Race. In this financial year, the
Lamrock Committee raised in excess of $50,000 towards
the William Tan Rehabilitation Appeal, with a further
$12,000 towards the appeal raised thanks to the
Committee’s first fundraising dinner in June.
The hospital’s Community Relations Department staff
again assisted community groups and organisations with
major fundraising events for the benefit of the hospital.
These included the 15th Annual Kogarah Fair and Charity
Bed Race event held in August 2006, which raised more
than $30,000 towards the Prostate Cancer Institute.
Garrawarra Centre
The Diversional Therapy staff at Garrawarra Centre
raised $1,346 through their craft stalls and raffles to
purchase resources needed for the residents’ leisure
and recreation programs.
The William Tan Fundraising Dinner, organised by the
St George Hospital Lamrock Committee in June 2007,
raised more than $12,000 towards the Rehabilitation
Appeal. The monthly market days and barbecue organised
by the Community Relations Department raised more
than $14,000.
The Hospital Volunteers who organise the craft and
bookstalls raised $5,482 towards the purchase of medical
equipment, and a total $8,237 was raised through internal
raffles.
SHN Fundraising Unit
The area covered by the Southern Hospital Network
(SHN) Fundraising Unit ranges from Coledale Hospital in
the north, to Milton Ulladulla Hospital in the south.
In the past financial year, SHN Fundraising raised more
than $300,000 through community donations, corporate
donations, direct mail campaigns, fundraising groups
and bequests.
The Sydney Credit Union continued its sponsorship
agreement with the hospital, which included sponsorship
of a bed in the Annual Kogarah Fair and Charity Bed Race,
sponsorship and support of the 2006 St George Hospital
staff Christmas barbecue, and the annual St George
Hospital Recognition Awards.
A bequest of $64,000 for the Palliative Care Unit at Port
Kembla Hospital was received from the estate of the late
Mrs R McDonnell.
Hospital Auxiliaries
Allawah Auxiliary President: Ms Verna Phillips
Barton and Friends Auxiliary President: Ms Christine Baker
During the year, SHN Fundraising held a direct mail
campaign with a target of $50,000 to purchase a new
EEG for Wollongong Hospital’s Children’s Ward. The
campaign successfully met its target and raised $51,272
to purchase the equipment.
St George Hospital’s Allawah and Barton Auxiliaries
continued their fundraising efforts for St George Hospital.
The Allawah Auxiliary raised $4,200 towards a video
assisted bronchoscope for the Intensive Care Unit.
The Angels of Hope Community Committee was formed
three years ago to raise awareness and funding for
mental health projects in the Illawarra.
The Barton Auxiliary continued to operate the
Opportunity Shop in Derby Street, Kogarah.
95
The Angels of Hope held their annual race day in
February 2007. Members of the Glen Tobin Trust,
another charity formed to raise funds to support local
mental health services, held their Spud Tobin Charity
Golf Day in October 2006. The combined funds raised by
the Angels of Hope Race Day and the Glen Tobin Charity
Golf Day reached more than $100,000 for mental health
services.
Wollongong Hospital
Friends of Wollongong Hospital President:
Barbara Harrison
In addition to providing toiletries and sleepwear for
patients in need, the Friends of Wollongong Hospital
raised funds through its raffles and gift shop sales
towards the purchase of equipment. This included a
$7,074 sphygmometer for physiotherapy, a $3,225 ECG
monitor; a $3,710 observation monitor for the surgical
ward; a $2,201 vaccine refrigerator for respiratory
medicine; a $24,995 BiPAP vision ventilator and a
$10,900 bed mover for the emergency department;
and Yellow Fin positioning equipment for the operating
theatres costing $9,520.
About Faces Photography, with sponsorship from the
City Cost Credit Union, produced a 2007 Calendar
featuring the children of the Illawarra. Proceeds from
sales of the calendars supported the purchase of new
equipment for Wollongong Hospital’s Neonatal Unit
and Paediatric Emergency Area.
President: Anne Lewis
Port Kembla Hospital Auxiliary continued its fundraising
towards the purchase of equipment for patient care.
During the year it raised $16,000 for equipment for the
refurbished Ground Floor Rehabilitation Unit, and for
new, electronically-operated beds.
The South Coast Pigeon Club held a Pigeon Race in
support of Wollongong Hospital Children’s Services.
A total of $40,000 was successfully raised towards the
purchase of new cardiac monitors for the Children’s
Ward.
The United Hospital Auxiliaries, The Illawarra Dialysis
and Transplant and Transport Association, and the
Illawarra Cancer Carers have also raised funds during
the 2006 - 07 financial year for the Area.
President: Lyn Thompson
Members of Shellharbour Auxiliary have a goal to
replace older beds in the hospital wards through their
fundraising. During the year they raised $15,852 to
purchase six new electronically-operated beds, and
a further $8,000 was raised to purchase bariatric
commodes; a respiratory humidifier for the Special Care
Unit; a laryngoscope for the Emergency Department;
and ultrasound equipment for the Physiotherapy Unit.
United Hospital Auxiliaries (UHA)
Apart from Coledale Hospital, the hospitals in the
Southern Network are supported by hospital auxiliaries
which are “branches” of the UHA.
Bulli Hospital
Bulli Hospital is supported by Bulli, Corrimal and
Friends of Bulli Hospital branches of the UHA.
Friends of Bulli Hospital President: Joy Bragg
Corrimal branch UHA President: Jean Ronald
Bulli branch UHA President: Janice Puddle
During the year, Corrimal branch raised $12,000 for
four Hi Lo beds, Bulli branch raised $3,336 for a video
processing unit, and Friends of Bulli provided $1,100 for
four lifter slings. The combined auxiliaries also
purchased bedside cabinets, a pulse oximeter, pedal
exerciser, two walkers, and four special patient alarms.
In August 2006, the Auxiliary assisted the hospital staff
to hold an Open Day to celebrate the hospital’s 20th
Anniversary.
President: Helen Van Hoven
During the year members of the David Berry Hospital
Auxiliary raised funds from their annual book sale,
‘Christmas in July’ luncheon, fashion parades and street
stalls. A total of $27,330 was raised towards the purchase
of a Monark rehabilitation trainer, two neurological
tables, electronically-operated beds, bariatric chairs
and wheelchairs.
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Our community
Ethnic Affairs Priority Program
The auxiliary members contributed a total of 6,408 hours
of voluntary service for the hospital.
Achievements
Shoalhaven Hospital is supported by two very hard
working Auxiliaries, the Nowra and Greenwell Point
branches of the UHA.
The Area's Ethnic Affairs Priorities Statement (EAPS) for
the financial year 2006 - 07 indicates a comprehensive
level of activity and performance in the five areas of
assessment designated for public sector organisations
by the Community Relations Commission for a
Multicultural NSW.
Greenwell Point Auxiliary President: Diana Medcalf
Meetings are held monthly at Greenwell Point
Community Memorial Hall. Last financial year Greenwell
Point Auxiliary members contributed 3822 voluntary
hours of service, and raised $5,077 towards the purchase
of equipment for the hospital.
Planning and evaluation
The principal achievements were the sustainability of
facility-based and service-based EAPS and the continued
employment of Diversity Health Co-ordinators in a
number of the participating facilities.
Nowra Auxiliary President: Pat Glasby
The Auxiliary members raise funds through their
management of the vending machines, stalls, raffles
and garage sales. In 2006 - 07 they raised $2,997 for the
hospital.
A number of key strategic documents such as the Area
Clinical Services Strategic Plan 2006 - 09, Division of
Population Health Strategic Direction Statement
2006 - 2010 and the draft SESIH HIV/Aids and STIs
Prevention and Care Plan embrace the cultural diversity
of the Area and commit to access and equity principles.
Significant equipment purchases through the year
included: four new maternity beds, $10,000 towards a
stress machine; two washing machines for Hotel Services;
Yellow Fins for the operating theatres, two video
machines for staff education; a digital weighing chair
for the rehabilitation unit; a wheelchair for the 23hr
ward; and two mobile phones with blue tooth
technology. A total of $131,000 was raised by the
Nowra Auxiliary, which also provided 84,686 hours of
voluntary service to Shoalhaven Hospital.
Program and service delivery
The Diversity Health Enhancement Grants Program,
which is funded and administered by the Area
Multicultural Health Service, has continued to provide
considerable support to initiatives within the hospitals
and community health services such as research and
community development projects. This year its key focus
was on funding the development of six Diversity Health
Leadership Kits.
Staff fundraising
Two events were held by the staff to raise funds for their
hospital. They were the Shoalhaven Hospital Ball, where
160 people attended, and a theatre night attended by
140 people. A total of $4,600 was raised for the hospital
through these events.
The majority of the Area services have implemented
initiatives targeting specific culturally and linguistically
diverse population groups such as the Macedonian,
Chinese, Greek, Thai, Indonesian and refugee
communities. This is evident in the detailed EAPS
report by the Area submitted annually.
Milton Ulladulla Hospital Auxiliary President:
Mary Lamb
The Milton Ulladulla Hospital Branch donated
approximately $32,000 for new equipment, which
included a new $26,000 humidicrib for the maternity
area and $6,000 towards other equipment needs.
Communication
While production of multilingual resources has been
ongoing, a number of facilities have examined processes
used to identify the need for and production of
translations with the aim of improving timelines and
efficient use of resources.
97
The amalgamation of the Health Care Interpreter Service
of the former South East with Sydney South West Area
was completed and a new service level agreement will
be developed in the coming year.
Non-Government Organisations
Links with Non-Government Organisations (NGOs)
During 2006 - 07, the Area administered grants to NonGovernment Organisations (NGOs) totaling more than
$16 million.
Staffing
Although the Multicultural Health Service experienced a
number of staff vacancies during the year, it was able to
largely maintain its structure. In addition, a number of
specific multicultural positions were maintained in Area
services, such as mental health, women’s health and
sexual health.
Funding was provided for 98 health-related projects
provided by 87 NGOs, across 13 different program areas.
A summary of NGO projects funded in 2006 - 07 by
program area:
Cultural diversity learning and development programs
in some sites targeted the capacity of managers and
clinicians to effectively address issues of cultural diversity
in healthcare by organising specific workshops. These
were based on managing services to culturally and
linguistically diverse communities.
Funded services
The NGOs administered by SESIH abide by the NSW
Health Operational Guidelines, which indicate that all
services must be accessible as stipulated in the NSW AntiDiscrimination Act.
Work will commence to standardise the EAPS criteria for
NGO contracts.
Program Area
Number of NGOs
Total grant ($)
Women’s Health
5
1,075,300
204,000
Carer’s Program
5
Community Transport
7
82,655
Health Promotion
5
699,600
Drug and Alcohol
23
6,461,705
AIDS
11
2,490,900
External Health
1
80,000
Community Services
14
1,700,250
Mental Health
5
975,000
Aged and Disability
12
881,800
HACC
7
1,798,425
IHSHY (Homeless Youth)
1
147,800
National Women’s Health
2
110,200
TOTAL
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$16,707,635
SESIH values the significant contribution of communitybased health-funded NGOs in identifying health needs
and providing health services in a cost effective manner
to our community, in partnership with government
agencies.
98
Our community
NGOs by Program Area
Approved
grant ($)
$15,825
$971,800
$15,300
$77,500
$11,325
$44,250
Women's Health
Centacare-Natural Fertility Services
Illawarra Womens Health Centre
Shoalhaven Womens Health Centre
Waminda (South Coast Women’s Health
& Welfare Aboriginal Corporation)
YWCA-Encore Program
$1,075,300
$61,800
$355,000
$191,900
CRC (Community Restorative Centre)
Foley House Inc.
GAMMA NSW Inc
Healthy Cities Illawarra Inc
Luncheon Club AIDS Support Group Inc.
Youth Accommodation Association (NSW) Inc.
$168,100
$298,500
External Health
Australian Council on Health Care Standards
$80,000
$80,000
Carers’ Program
Can Revive Inc
Eastern Respite & Recreation -The Creativity Centre
Illawarra Retirement Trust
Learning Links-Caring for Carers Group
Sydney Multicultural Community Services Inc
$204,000
$50,000
$24,700
$30,000
$49,300
$50,000
$1,700,250
Community Transport
Holdsworth Street Community Centre (Woollahra) Inc.
Illawarra Community Services
Kiama Community Transport
Randwick/Waverley Community Transport Group Inc.
South Sydney Community Transport Inc.
Sutherland Shire Community Transport Inc.
Wollongong Community Transport
$82,655
$16,500
$22,700
$5,540
$6,700
$10,000
$13,200
$8,015
Community Services
Australian Red Cross NSW Glen Mervyn Young Women’Health project
CanTeen - The Australian Organisation for Young People
Childbirth Education Association of Australia
Compassionate Friends NSW Inc.
Enough is Enough Anti - Violence Movement Inc.
Homicide Victims Support Group Inc.
Interrelate -Family Life Movement of Australia (NSW)
Lifeline South Coast NSW
Macular Degeneration Foundation
Mission Australia - Court Support Service
St George Cancer Support Group Inc.
St John Ambulance Australia (NSW)
St Vincent de Paul Society - Matthew Talbot Hostel
Wayside Chapel - Crisis Centre
Health Promotion
AIDS Council of NSW Inc.- Gay & Lesbian Anti-Violence
Combined Pensioner & Superannuants Association of NSW
Healthy Cities Illawarra Inc.
Illawarra Aboriginal Medical Service
Nutrition Australia (NSW Division) Inc.
$699,600
$130,700
$137,100
$350,400
$25,000
$56,400
$975,000
$56,200
$165,400
$386,400
$156,200
Drug and Alcohol
Baptist Community Services - Darcy House Project
Drug & Alcohol Multicultural Education Centre
Haymarket Foundation Ltd.
Kedesh Rehabilitation Services
Mission Australia- Drug & Alcohol Intervention Program
Odyssey House McGrath Foundation
Phoebe House Inc
Salvation Army (NSW) - William Booth House
(Post Detox Rehab)
Salvation Army (NSW) - Bridge Nursing Hostel
(24 hour Detox)
Salvation Army (NSW) - Oasis Youth Support Network
Salvation Army (NSW) - Alf Dawkins Detox Unit
Salvation Army (NSW) - Catherine Booth House
St George Youth Services Inc.READY Project
Station Ltd
Ted Noffs Foundation Inc.
Waminda (South Coast Women’s Health &
Welfare Aboriginal Corporation)
Waverley Action for Youth Services - Kids at Risk project
Waverley Drug & Alcohol Centre
Wayside Chapel - Shepherd of the Streets
We Help Ourselves (WHOS) Inc-MTAR Program
We Help Ourselves (WHOS) Inc-OSTAR Program
Wollongong Crisis Centre
Women's Alcohol & Drug Action Committee (Jarrah House)
$6,461,705
$21,600
$85,850
$122,400
$420,870
$122,100
$245,000
$584,550
Mental Health
A.R.A.F.M.I. Illawarra
After Care Association - Eastern
Suburbs Support Service
Independent Community Living Association Inc.
Psychiatric Rehabilitation Association - The Outlook
Psychiatric Rehabilitation Association
Aged and Disability
Association of Genetic Support of Australasia Inc.
Australian Tinnitus Association (NSW) Ltd.
Cancer Patients' Assistance Society of NSW
Carers NSW Inc.
Council on the Ageing (NSW) Inc.
Headway Illawarra Inc.
Little Bay Coast Centre for Seniors Inc.
Multiple Sclerosis Limited (NSW/VIC)
Neurofibromatosis Association of Australia Inc.
Nurses on Wheels Inc.
Palliative Care Association of NSW Inc.
Uniting Care Ageing Blue Nursing Service
$881,800
$70,300
$51,000
$113,600
$3,900
$44,200
$41,100
$36,300
$306,500
$15,500
$119,300
$70,200
$9,900
HACC
Anglicare Chesalon Aged Services-Sutherland Podiatry
Kiama Municipal Council Home Nursing Service
Kingsgrove Community Aid
Nurses on Wheels Inc.
Southern Cross Community Healthcare Pty Ltd - Sutherland
Spinal Cord Injuries Australia
Uniting Care Ageing Blue Nursing
$1,798,425
$209,134
$97,105
$48,423
$1,186,132
$69,347
$135,064
$53,220
IHSHY (Homeless Youth)
Southern Youth and Family Services Association Inc.
$147,800
$147,800
AIDS
AIDS Council of NSW Inc.- Positive Living Centre
Bobby Goldsmith Foundation Inc. Supported Accommodation
Bobby Goldsmith Foundation Inc. - Administration Grant
Bobby Goldsmith Foundation Inc. - Client Services
Bobby Goldsmith Foundation Inc. - Financial Counsellor
$2,490,900
$276,400
National Women's Health
Southern Youth and Family Services Assoc. Inc.
Illawarra Aboriginal Medical Service
$110,200
$47,200
$63,000
TOTAL (number of projects – 98)
$16,707,635
$371,855
$692,600
$360,000
$708,100
$25,185
$88,000
$98,100
$232,200
$72,100
$108,500
$102,200
$124,100
$138,385
$236,750
$418,455
$1,082,805
$223,450
$206,250
$590,350
$58,450
99
$236,100
$15,600
$61,500
$44,500
$54,800
$527,500
$36,400
$47,300
$278,500
$47,350
$9,500
$40,000
$201,200
$100,000
$210,800
Our Volunteers
Volunteers are an integral part of the Sydney Children’s
Hospital and can be found in all areas of the Hospital.
The following volunteer programs are currently in place:
Volunteers and Chaplaincy
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Ward volunteers
Ward grannies
Administrative support
Theatre scrubs volunteers
Meet and greet at the enquiries counter
Star Café volunteers
School Explorer volunteers
Hospital School volunteers
Australian College of Natural Therapies - neck
and shoulder massages for parents and staff
◗ Patient camp volunteers
Chaplaincy services to Sydney Children’s Hospital, the
Royal Hospital for Women and the Prince of Wales
Hospital, are provided by the Chaplaincy Co-ordinator
for the POWH and Randwick Hospitals campus.
During the year, chaplaincy to the Randwick hospitals
campus was strengthened through the diversity and
commitment of the pastoral care team. The chaplains
and volunteers from a range of faith traditions
demonstrated high levels of motivation and skill. The
increase in volunteer numbers contributed to an ongoing
commitment to training in effective pastoral care.
In March 2007, the Sydney Children’s Hospital Volunteer
Advisory Committee was established. Current points of
discussion include production of a volunteer training
video, reviewing the volunteer handbook, and how
hospital policies (eg. infection control guidelines) may
impact on volunteer duties.
Research conducted on the Randwick campus confirmed
that the faith traditions of patients are important to
them, and that the majority want visits from chaplains
while in hospital. The chaplaincy also provided valuable
input for hospital policy development.
Prince of Wales Hospital Volunteers
The volunteers who support POWH are self-managed by
an elected executive committee which oversees several
sub-committees. Last year, a total of 209 volunteers were
registered as working at POWH and in the community:
assisting with Respite Care at Annabel House; at the
Albion Street Centre Ankali Program; Palliative Care with
home visits; the Fitness Program in the Eastern Suburbs;
and with the ReViVe Aged Care Program in the recently
completed aged care precinct at POWH. These volunteers
recorded 50,000 hours of service within the hospital, and
5,000 hours in the community.
Garrawarra Centre
In addition to the Friends of Garrawarra Centre, there are
five volunteers who assist with the activities program for
the residents including hairdressing, music, bus outings,
social interaction, and crafts. The centre also receives
visits from a Community Visitors Scheme volunteer.
Garrawarra Centre has church services provided for
the residents by Anglican, Catholic, Baptist and Uniting
Church chaplains.
Chaplaincy services to meet the spiritual needs of
patients at St George and Sutherland Hospitals and
Garrawarra Centre are provided by the Chaplaincy Coordinator. The service was boosted by volunteer chaplains
trained during the year.
Within the hospital, the volunteers carry out duties
which include working in the Garden Coffee Shop, acting
as hospital guides, and providing administrative support.
The volunteers also provide the patient trolley and the
mobile library services seven days a week, and manage
the Wig Library for cancer patients.
Hospital Chaplaincy Service Network
The spiritual needs of patients in the hospitals from
Coledale to Milton are catered for by the 70 members of
the Healthcare Chaplains’ Association. They are approved
volunteers who have undergone training, offered locally
twice a year, and who commit to weekly patient visits on
an interdenominational basis.
During May/June the volunteers contributed significantly
to the working party established to upgrade all signage
throughout the Randwick hospitals campus.
Sydney Children’s Hospital has more than 140 current
volunteers, who contribute 400 hours of work per week.
100
Our community
Each hospital has its own team of chaplains, headed by
a co-ordinator, who tailors their ministry to the needs of
that hospital. The chaplaincy teams meet monthly, and
region-wide gatherings are held for continuing
education, including an annual residential conference
each September.
To assist the work of the IDTA, during the year the City
Coast Credit Union Foundation provided $25,000 towards
the running of the patient transport service for those
renal patients without means of transport.
Friends of Wollongong Hospital
The Friends of Wollongong Hospital is a branch of the
United Hospital Auxiliaries (UHA). During the year, the
Friends contributed a total 24,916 hours of voluntary
service. In addition to staffing the hospitality desk at the
hospital’s Crown Street entrance, the Friends provided
a range of services to patients which included washing,
and maintaining flowers and the mobile library. They
also provided voluntary administrative support to the
renal unit, maternity ward, birthing centre, emergency
department, and chest clinic.
Illawarra Cancer Carers
Illawarra Cancer Carers are a wholly volunteer
organisation. Their activities include caring for patients’
non-medical needs in the Illawarra Cancer Care Centre
and Wollongong Hospital Oncology Ward, and providing
drivers to take patients to and from their appointments
for treatment.
In October 2006 the Carers held a celebration to mark
their having raised more than $1 million to help cancer
patients in the Illawarra since they began fundraising in
1994.
During the year they raised $5,581 from their cork
collection fundraiser. The Carers’ major fundraiser
‘Banquet at the Beach’ held in June raised $129,000
towards new equipment for refurbishment of the Cancer
Care Centre Oncology Department and for equipment
for cancer research at the University of Wollongong.
Their major donations for equipment during the year
included: $7,500 for a Dragon Boat for the Breast Cancer
Support Group; $39,600 for infusion pumps; and $1,662
to support the Field of Women event.
Port Kembla Hospital Palliative Care Volunteers
The hospital’s Volunteer Co-ordinator works with the
45 volunteers who provide services such as home cooking
for morning teas, newspapers and reading materials as
well as meeting other needs of the patients in the
Palliative Care Unit.
Illawarra Dialysis and Transplant Association (IDTA)
IDTA is small group of volunteers who are renal dialysis
patients, their carers and friends. They raise funds to
assist the Illawarra Renal Dialysis Unit at Wollongong
Hospital to purchase specialised equipment for patients
of the unit and to provide transport for outpatients who
need regular dialysis.
101
102
7
Freedom of
information
7
SECTION
Freedom of information
During the 2006 - 07 financial year South Eastern Sydney
and Illawarra Area Health Service received 118 new
requests for information under the Freedom of
Information Act 1989, compared with 319 for the
2005 - 06 financial year. Overall, the number of FOI
applications decreased by 63 percent. The decease in
FOI applications is attributed to medical records being
released under the Health Records and Information Privacy
Act 2002 (HRIPA) which came into force in September 2004.
Two applications for an internal review were received
within the reporting period. Five applications required
consultations with parties outside SESIH and two
applications were reviewed by the Administrative
Decisions Tribunal. No Ministerial certificates were
issued within the reporting period.
FOI fees received in the 2006 - 07 financial year
amounted to $4,149.
SESIH completed 129 FOI applications during the 2006 - 07
financial year with three carried forward to the next
reporting period.
Freedom of
information
applications
APPLICATIONS
PERSONAL
2004-05
2005-06
NON-PERSONAL
2006-07
2004-05
2005-06
2006-07
25
Received
672
294
93
6
26
Brought forward
21
15
14
0
0
0
Completed
659
295
106
6
26
23
Carried forward
34
14
1
0
0
2
OUTCOMES
Granted in full
663
266
85
5
18
19
Granted in part
2
5
12
1
5
0
Refused
4
13
5
0
1
2
Deferred
0
0
0
0
0
0
Application withdrawn
24
11
4
0
2
2
GROUNDS FOR
RESTRICTIONS
Applicants
wrongly directed
1
6
1
1
1
0
Deposit not paid
0
12
0
0
1
0
Document exempt
1
11
14
0
2
2
available
0
0
2
0
2
0
Released to medical
0
0
1
0
0
0
Material otherwise
PROCESSING TIME
0-21 days
509
238
91
4
19
20
22-35 days
53
44
13
2
5
2
>35 days
20
13
2
0
2
1
103
Financial report
8
Financial overview
Financial Summary
Expenses
The audited financial statements presented for the South
Eastern Sydney and Illawarra Area Health Service are for
the period 1 July 2006 to 30 June 2007. The Net Cost of
Services budget was $1.609 billion, against which the
audited actuals of $1.592 billion represent a favourable
budget variation of $17 million or 1.08 percent.
2005-06
Actuals
$000
2006-07
Actuals
$000
2006-07
Budget
$000
Employee Related
1,172,469
1,158,762
1,111,255
Visiting Medical
Officers
60,577
57,775
58,528
Other Operating
Expenses
469,280
454,688
436,598
Depreciation and Amortisation
62,097
61,814
62,378
Grants and Subsidies
40,530
37,393
21,492
Finance Costs
1,167
316
847
Payments to Affiliated
Health Organisations
288,636
287,735
291,037
TOTAL EXPENSES
2,094,756
2,058,483
1,982,133
Sale of Goods and Services
438,488
418,343
376,547
Investment Income
14,652
5,921
10,500
Grants and Contributions
38,823
19,365
31,727
Other Revenue
11,449
8,821
11,670
TOTAL REVENUES
503,412
452,450
430,444
The reported variation can be largely attributed to
increased contributions above initial budget estimates
from protected special purpose and trust fund
arrangements.
In achieving this result the South Eastern Sydney and
Illawarra Area Health Service is satisfied that it has
operated within the level of government cash payments,
and has restricted operating costs to the budget
available. It has also ensured that no general creditors
exist at balance date in excess of levels agreed with
NSW Health.
Revenues
Gain/(Loss) on Disposal
1,052
(600)
679
Other Gains/ (Losses)
(1,568)
(2,644)
(1,413)
NET COST OF SERVICES
1,591,860
1,609,277
1,553,781
As at 30 June 2007, the Area Health Service had no over
45 days General Recurrent Trade Creditors. The year’s
Creditors Benchmark (42 days) was also nil at balance
date.
SESIH total general creditors profile monthly average
was 44.4 days for the 12 months ending 30 June 2007.
Budget increases/
(decreases) 2006 - 07
Budget increases/decreases
Awards
56,572
CPI Escalation
9,403
3rd stage beds
8,205
Transitional Aged Care beds
6,193
High Cost drugs
6,100
General growth
1,500
General growth –
1,000
Corporate Service and
other operational efficiencies
(10,295)
Mental Health –
Community Initiatives
2,151
Inter Area Patient Flows
(non cash movement)
(40,250)
AIDS Project Funding
3,332
Superannuation
5,586
Other
5,999
TOTAL
55,496
The variations in 2006 - 07 stem from budget adjustments
and other movements as shown.
105
Financial report
8
SECTION
Program Reporting
2005-06
2006-07
Expenses
$000
Revenue
$000
NCOS
variance
(%)
Expenses
$000
Revenue
$000
NCOS
variance
(%)
Primary and Community
118,035
5,683
112,405
124,722
6,660
118,062
Aboriginal Health
2,990
424
2,566
3,157
499
2,624
Outpatient Services
267,231
15,549
251,682
283,018
18,436
264,003
Emergency Care Services
152,561
17,312
135,249
161,239
20,340
141,036
Overnight Acute
882,818
278,392
604,426
940,371
326,428
614,031
Same Day Acute
108,361
35,918
72,443
114,540
42,039
72,501
135,033
3,328
131,705
118,346
3,937
114,409
Rehab and Extended Care
169,440
38,714
130,726
179,645
45,653
133,992
Population Health
23,252
8,310
14,942
24,514
9,831
14,683
Teaching and Research
122,412
24,975
97,637
145,204
29,307
115,897
TOTAL
1,982,133
428,352
1,553,781
2,094,756
502,896
1,591,860
PROGRAM
Program reporting
Directions in funding
The South Eastern Sydney and Illawarra Area Health
Service reporting of programs is consistent with the ten
programs of health care delivery utilised across NSW
Health and satisfies the methodology for apportionment
advised by NSW Health.
As a result of the establishment of the new Area Health
Service on January 2005, it has become necessary for
each Area Health Service to prepare its financial
statements using the Australian Equivalents to
International Financial Standards (AEIFRS).
Program increases of more than 10% together with all
program reductions are explained as follows:
In addition to the need to adopt AEIFRS, the Area Health
Service has needed to respond to several other significant
challenges:
◗ the amalgamation of accounting and financial systems.
◗ the restructuring of corporate and business support
services (initially addressing linen, food and IT
systems) designed to generate funds to source further
front line services.
◗ the improvement of procurement practices consistent
with the NSW Government’s Shared Corporate
Services Reform Strategy.
◗ the implementation of revenue best practice
initiatives as advised by NSW Health in relation
to the retention of own source revenues.
◗ a new standard chart of accounts was rolled out
across all sites.
◗ the implementation of Power Budget, an application
that offers a more efficient mechanism for developing
and deploying budgets, forecasts and associated
financial analysis utilising a turnkey business
intelligence software platform.
Mental Health Services - the net cost of services
decreased by $17.3 million (13.1%). This was mainly
due to the one-off expense in respect of the St Vincent’s
Hospital Caritas Mental Health facility in 2005 - 06.
Population Health - the net cost of services decreased
by $0.3 million (1.9%). This was mainly due to an increase
of $1.5 million in revenue, which exceeded the increase
in expenditure of $1.3 million.
Teaching & Research - net cost of services increased by
$18.2 million (18.7%). This was mainly due to a greater
commitment by the Area in staff education programs,
enhancement, award and growth funding that was partly
committed to this program, and a refinement in the cost
allocation process for this program.
106
Financial report
The 2007 - 08 budget –
about the forthcoming year
• $5.5 million for non-acute mental health units at
Sutherland, St George and Shellharbour Hospitals.
• $3.2 million to improve mental health facilities at
Illawarra Older Person’s Unit at Wollongong.
• Funding to progress the development and
construction of a Psychiatric Emergency Care
Centre at Wollongong.
• $3.3 million ($7.6 million over 3 years) to replace
the hyperbaric chamber at Prince of Wales Hospital
used for treating decompression illness and
advanced wound management.
• $1.4 million for digital operating theatres at St
George Hospital.
• $400,000 to upgrade and enhance a range of
medical imaging and patient monitoring
equipment at Sydney Children’s Hospital.
South Eastern Sydney and Illawarra Area Health Service
received its 2007 - 08 allocation on 30th June 2007.
◗
◗
◗
SESIH initial cash budget for 2007 - 08 is $1.71 billion
which is an increase of $86.3 million, or a 5.3 percent
increase over last year’s initial funding.
Major health service enhancements for the 2007 - 08
Budget include:
• An additional 50 beds and community-based bed
equivalents within the Area, including extra
inpatient beds at Wollongong Hospital.
• A new after hours GP Clinic at Shoalhaven Hospital.
• Improved mental health services for the South
Eastern Sydney Illawarra areas.
• $625,000 to expand the award-winning mental
health Housing Accommodation Support Initiative
(HASI).
• $250,000 for Aboriginal child sexual assault services.
• $200,000 for improved child and adolescent mental
health services.
• $100,000 for eating disorder services based at
Prince of Wales Hospital.
• $434,000 to support a four-bed stroke unit at
Shoalhaven Hospital.
• $300,000 for the expansion of renal services at
• $1.26 million for additional orthopaedic services at
• An additional $3.3 million to reduce elective
surgery waiting times throughout the Health
Service.
Major capital projects for SESIH that are provided
for in the 2007 - 08 Budget include:
• $2.5 million for child and adolescent mental health
inpatient units at Sydney Children’s Hospital and
Shellharbour Hospital.
• $1.1 million for improvements to the Child and
Adolescent Mental Health Day Unit at Shellharbour
Hospital.
107
Operating Statement for the year ended 30 June 2007
PARENT
Actual
2007
$000
Budget
2007
$000
CONSOLIDATION
Actual
2006
$000
Notes
Expenses excluding losses
Operating Expenses
Employee Related
Personnel Services
Visiting Medical Officers
Other Operating Expenses
Finance Costs
Payments to Affiliated Health Organisations
0
1,172,469
60,577
469,280
62,097
40,530
1,167
288,636
0
1,158,762
57,775
454,688
61,814
37,393
316
287,735
787,143
324,112
58,528
436,596
62,378
21,492
847
291,037
2,094,756
2,058,483
1,982,133
438,488
14,652
58,080
11,449
418,343
5,921
19,365
8,821
376,547
10,500
38,261
11,670
Retained Revenue
Investment Income
Other Revenue
522,669
452,450
436,978
Total Retained Revenue
1,052
(1,568)
(600)
(2,644)
(679)
(1,413)
1,572,603
1,609,277
1,547,247
1,511,611
1,511,611
1,460,583
10,775
17,169
22,691
(4,624)
0
0
0
22,075
15,865
1,517,762
1,550,855
1,499,139
(54,841)
(58,422)
(48,108)
3
4
5
2(i), 6
7
8
9
Total Expenses excluding losses
10
11
12
13
Actual
2007
$000
Budget
2007
$000
Actual
2006
$000
1,172,469
0
60,577
469,280
62,097
40,530
1,167
288,636
1,158,762
0
57,775
454,688
61,814
37,393
316
287,735
1,111,255
0
58,528
436,596
62,378
21,492
847
291,037
2,094,756
2,058,483
1,982,133
438,488
14,652
38,823
11,449
418,343
5,921
19,365
8,821
376,547
10,500
31,727
11,670
503,412
452,450
430,444
Gain/(Loss) on Disposal
Other gains/(losses)
14
15
1,052
(1,568)
(600)
(2,644)
(679)
(1,413)
Net Cost of Services
36
1,591,860
1,609,277
1,553,781
2(d)
1,511,611
1,511,611
1,460,583
2(d)
10,775
17,169
22,691
(4,624)
0
0
19,257
22,075
22,399
1,537,019
1,550,855
1,505,673
(54,841)
(58,422)
(48,108)
Government Contributions
NSW Health Department
Recurrent Allocations
Capital Allocations
(Asset Sale Proceeds transferred to the
NSW Health Department)
Acceptance by the Crown Entity of
employee benefits
Total Government Contributions
RESULT FOR THE YEAR
The accompanying notes form part of these Financial Statements
2(a)(ii)
Statement of Recognised Income and Expenditure for the year ended 30 June 2007
PARENT
CONSOLIDATION
Actual
2007
$000
Budget
2007
$000
Actual
2006
$000
(618)
0
0
618
0
0
(3,764)
0
0
(3,764)
0
0
(48,108) Result for the Year
(54,841)
(58,422)
(48,108)
(48,108) TOTAL INCOME AND EXPENSE RECOGNISED FOR THE YEAR
(58,605)
(58,422)
(48,108)
0
0
9,311
Actual
2007
$000
Budget
2007
$000
Actual
2006
$000
Notes
(618)
0
0 Net increase/(decrease) in Property, Plant and Equipment Revaluation Reserve
618
0
Available for Sale Financial Assets
0 Financial asset revaluation reserve
(3,764)
0
0 Asset transfer to Health Support
(3,764)
0
0 TOTAL INCOME AND EXPENSE RECOGNISED DIRECTLY IN EQUITY
(54,841)
(58,422)
(58,605)
(58,422)
31
EFFECT OF CHANGES IN ACCOUNTING POLICY AND
CORRECTIONS OF ERRORS
9,311 Rights to Receive Fixed Asset
0
0
0
0
(43,988) Accumulated Funds
0
0
(43,988)
0
0
(27,084) Reserves
0
0
(27,084)
0
0
TOTAL EFFECT OF CHANGES IN ACCOUNTING POLICY
(61,761) AND CORRECTIONS OF ERRORS
0
0
(61,761)
31
Balance Sheet as at 30 June 2007
PARENT
Actual
2007
$000
Budget
2007
$000
CONSOLIDATION
Actual
2006
$000
Notes
Actual
2007
$000
Budget
2007
$000
Actual
2006
$000
18
19
20
21
13,323
51,842
18,899
82,398
166,462
15,522
52,771
18,829
75,403
162,525
22,747
46,376
18,899
75,403
163,425
25
486
7,719
7,719
166,948
170,244
171,144
19
801
739
554
22
22
22
1,177,529
88,019
165,551
1,431,099
1,157,118
114,346
165,738
1,437,202
1,206,548
96,705
171,726
1,474,979
24
12,331
1,551
10,780
ASSETS
22,747
46,376
18,899
75,403
163,425
Current Assets
Cash and Cash Equivalents
Receivables
Inventories
Financial Assets at Fair Value
13,323
51,842
18,899
82,398
166,462
15,522
52,771
18,829
75,403
162,525
486
7,719
166,948
170,244
801
739
1,177,529
88,019
165,551
1,431,099
1,157,118
114,346
165,738
1,437,202
12,331
1,551
1,444,231
1,439,492
1,486,313 Total Non-Current Assets
1,444,231
1,439,492
1,486,313
1,611,179
1,609,736
1,657,457 Total Assets
1,611,179
1,609,736
1,657,457
129,834
7,420
338,686
2,270
128,775
(1,364)
161,164
9,144
130,783
4,565
316,309
8,946
478,210
297,719
460,603
5,719
19,260
19,021
14,376
197,106
25,928
11,890
17,123
20,267
44,000
237,410
49,280
522,210
535,129
509,883
1,088,969
1,074,607
1,147,574
31
31
244,208
844,638
1,088,846
220,217
854,390
1,074,607
243,590
903,243
1,146,833
25
123
0
741
1,088,969
1,074,607
1,147,574
7,719 Non Current Assets Held for Sale
171,144 Total Current Assets
Non-Current Assets
554 Receivables
Property, Plant and Equipment
1,206,548 - Land and Buildings
96,705 - Plant and Equipment
171,726 - Infrastructure Systems
1,474,979 Total Property, Plant and Equipment
10,780 Other
LIABILITIES
Current Liabilities
Payables
Borrowings
Provisions
Other
129,834
7,420
338,686
2,270
128,775
(1,364)
161,164
9,144
130,783
4,565
316,309
8,946
478,210
297,719
460,603 Total Current Liabilities
5,719
19,260
19,021
14,376
197,106
25,928
Non-Current
Liabilities
11,890 Borrowings
17,123 Provisions
20,267 Other
44,000
237,410
49,280 Total Non-Current Liabilities
522,210
535,129
1,088,969
1,074,607
244,208
844,638
1,088,846
220,217
854,390
1,074,607
123
0
1,088,969
1,074,607
27
28
29
30
28
29
30
509,883 Total Liabilities
1,147,574 Net Assets
EQUITY
243,590 Reserves
903,243 Accumulated Funds
1,146,833
Amounts recognised in equity relating to assets
741 held for sale
1,147,574 Total Equity
Cash Flow Statement for the year ended 30 June 2007
PARENT
Actual
2007
$000
CONSOLIDATION
Budget
2007
$000
Actual
2006
$000
Notes
CASH FLOWS FROM OPERATING ACTIVITIES
Payments
Employee Related
Finance Costs
Other
Actual
2007
$000
Budget
2007
$000
Actual
2006
$000
(1,119,685)
(44,748)
(1,167)
(915,222)
(1,110,146)
(41,611)
(316)
(740,151)
(1,075,645)
(21,492)
(847)
(781,969)
(2,080,822)
(1,892,224)
(1,879,953)
(1,119,685)
(44,748)
(1,167)
(915,222)
(1,110,146)
(41,611)
(316)
(740,151)
(752,155)
(21,492)
(847)
(1,105,459)
(2,080,822)
(1,892,224)
(1,879,953) Total Payments
553,242
14,652
10,926
371,856
5,921
7,270
Receipts
316,104 Sale of Goods and Services
11,359 Interest Received
107,585 Other
553,242
14,652
10,926
371,856
5,921
7,270
316,104
11,359
107,585
578,820
385,047
435,048 Total Receipts
578,820
385,047
435,048
1,511,611
10,775
1,511,611
17,169
1,511,611
10,775
1,511,611
17,169
1,460,583
22,691
(4,624)
0
(4,624)
0
0
1,517,762
1,528,780
1,517,762
1,528,780
1,483,274
15,760
21,603
15,760
21,603
38,369
Cash Flows From Government
1,460,583 NSW Health Department Recurrent Allocations
22,691 NSW Health Department Capital Allocations
Asset Sale Proceeds transferred to the
0 NSW Health Department
1,483,274 Net Cash Flows from Government
38,369 NET CASH FLOWS FROM OPERATING ACTIVITIES
1,200
1,200
(16,073)
(6,995)
(32,245)
0
CASH FLOWS FROM INVESTING ACTIVITIES
Proceeds from Sale of Land and Buildings, Plant and Equipment
1,567 and Infrastructure Systems
Purchases of Land and Buildings, Plant and Equipment
(34,570) and Infrastructure Systems
(7,176) Purchases of Investments
(21,868)
(31,045)
(40,179) NET CASH FLOWS FROM INVESTING ACTIVITIES
2,023
(5,339)
2,023
194
(3,316)
2,217
(9,424)
22,747
(7,225)
22,747
5,107 NET INCREASE / (DECREASE) IN CASH
17,640 Opening Cash and Cash Equivalents
13,323
15,522
22,747 CLOSING CASH AND CASH EQUIVALENTS
36
CASH FLOWS FROM FINANCING ACTIVITIES
8,100 Proceeds from Borrowings and Advances
(1,183) Repayment of Borrowings and Advances
6,917 NET CASH FLOWS FROM FINANCING ACTIVITIES
18
1,200
1,200
1,567
(16,073)
(6,995)
(32,245)
0
(34,570)
(7,176)
(21,868)
(31,045)
(40,179)
2,023
(5,339)
2,023
194
8,100
(1,183)
(3,316)
2,217
6,917
(9,424)
22,747
(7,225)
22,747
5,107
17,640
13,323
15,522
22,747
Program Statement of Expenses and Revenues for the Year Ended 30 June 2007
SERVICE'S EXPENSES AND
REVENUES
Program
Program
Program
Program
Program
Program
Program
Program
Program
Program
1.1 *
1.2 *
1.3 *
2.1 *
2.2 *
2.3 *
3.1 *
4.1 *
5.1 *
6.1 *
Non Attributable
Total
2007
2006
2007
2006
2007
2006
2007
2006
2007
2006
2007
2006
2007
2006
2007
2006
2007
2006
2007
2006
2007
2006
2007
2,006
$000
$000
$000
$000
$000
$000
$000
$000
$000
$000
$000
$000
$000
$000
$000
$000
$000
$000
$000
$000
$000
$000
$000
$000
76,278
72,566
1,985
1,889 151,970 144,574
96,602
91,900
521,952 492,396
3,956
3,822
102
99
7,882
7,615
5,009
4,840
25,185
23,527
656
613
50,176
46,873
36,216
33,832
4,055
4,073
106
106
8,078
8,115
5,136
5,159
27,515
1,616
1,403
43
37
3,220
2,796
2,046
1,777
10,967
517
376
68
49
73
53
113,370 105,279
8,247
7,658
11,267
33,463
Expenses excluding losses
Operating Expenses
Employee Related
Visiting Medical Officers
Finance Costs
Total Expenses excluding losses
76
55
1
1
152
110
96
70
13,556
12,589
264
245
61,540
57,148
16,134
14,983
124,722 118,035
3,157
2,990 283,018 267,231 161,239 152,561
67,166
63,897
73,474
69,898
89,594
85,234
16,820
16,002
76,628
72,899
----
----
25,935
3,483
3,365
3,810
3,681
4,646
4,489
873
843
3,973
3,839
----
----
60,577
58,528
239,207 221,668
30,582
28,569
24,259
22,662
32,145
30,029
5,554
5,188
25,300
23,635
----
----
469,280
436,596
27,640
3,571
3,587
3,906
3,924
4,762
4,784
894
898
4,074
4,092
----
----
62,097
62,378
9,524
1,423
1,236
1,557
1,352
1,898
1,648
356
309
17,404
1,410
----
----
40,530
21,492
90
65
17
12
77
56
----
----
1,167
847
46,510
43,191
0
0
17,748
16,481
----
----
288,636
291,037
940,371 882,818 114,540 108,361 118,346 135,033 179,645 169,440
24,514
23,252 145,204 122,412
0
0
26,843
1,172,469 1,111,255
2,094,756 1,982,133
Revenue
5,043
4,331
381
327
13,931
11,963
18,973
16,293
38,626
33,170
2,982
2,561
36,767
31,573
7,445
6,393
22,196
19,061
----
----
438,488
Investment Income
370
265
28
20
1,020
731
285
204
7,761
5,563
772
553
218
156
2,028
1,453
546
391
1,624
1,164
----
----
14,652
10,500
979
800
73
60
2,702
2,208
754
616
20,567
16,808
2,046
1,672
579
473
5,373
4,391
1,444
1,180
4,306
3,519
----
----
38,823
31,727
6,139
6,255
621
633
166
169
1,557
1,587
416
424
1,239
1,263
----
----
11,449
11,670
326,611 279,501
42,065
36,028
3,945
3,359
45,725
39,004
9,851
8,388
29,365
25,007
0
0
503,412
430,444
(361)
56
(36)
15
(10)
146
(94)
39
(25)
116
(75)
----
----
1,052
(679)
(830)
(748)
614,031 604,426
(82)
72,501
(74)
(23)
(21)
(218)
(196)
72,443 114,409 131,705 133,992 130,726
(59)
14,683
(53)
(174)
14,942 115,897
(157)
97,637
---0
---0
(1,568)
(1,413)
1,591,860 1,553,781
1,537,019 1,505,673
1,537,019 1,505,673
Other Revenue
282
287
18
21
777
792
234
239
Total Revenue
6,674
5,683
500
428
18,430
15,694
20,246
17,352
26
(17)
2
(1)
73
(47)
20
(13)
(40)
(36)
118,062 112,405
(3)
2,658
Gain / (Loss) on Disposal
Other Gains / (Losses)
Government Contributions
----
----
----
(3)
(109)
(98)
(30)
(27)
2,566 264,624 251,682 141,003 135,249
----
----
----
----
RESULT FOR THE YEAR
* The name and purpose of each program is summarised in Note 17.
The program statement uses statistical data to allocate the current period's financial information to each program.
----
292,144 250,875
559
----
----
----
----
----
----
----
----
----
----
----
----
(54,841)
376,547
(48,108)
Notes to and forming part of the Financial Statements
for the Year Ended 30 June 2007
1.
The South Eastern Sydney and Illawarra Area Health Service Reporting Entity
The South Eastern Sydney and Illawarra Area Health Service was established under the provisions of the Health
Services Act with effect from 1 January 2005.
The South Eastern Sydney and Illawarra Area Health Service, as a reporting entity, comprises all the operating
activities of the Hospital facilities and the Community Health Centres under its control. It also encompasses the
Special Purposes and Trust Funds which, while containing assets which are restricted for specified uses by the
grantor or the donor, are nevertheless controlled by the Health Service. The South Eastern Sydney and Illawarra
Area Health Service is a not for profit entity.
With effect from 17 March 2006 fundamental changes to the employment arrangements of Health Services were
made through amendment to the Public Sector Employment and Management Act 2002 and other Acts including
the Health Services Act 1997. The status of the previous employees of Health Services changed from that date.
They are now employees of the Government of New South Wales in the service of the Crown rather than
employees of the South Eastern Sydney and Illawarra Area Health Service. Employees of the Government are
employed in Divisions of the Government Service.
In accordance with Accounting Standards these Divisions are regarded as special purpose entities that must be
consolidated with the financial report of the related Health Service. This is because the Divisions were
established to provide personnel services to enable a Health Service to exercise its functions.
As a consequence the values in the annual financial statements presented herein consist of the South Eastern
Sydney and Illawarra Area Health Service (as the parent entity), the financial report of the special purpose entity
Division and the consolidated financial report of the economic entity. Notes have been extended to capture both
the parent and consolidated values with notes 3, 4, 12, 27, 29 and 36 being especially relevant.
In the process of preparing the consolidated financial statements for the economic entity consisting of the
controlling and controlled entities, all inter-entity transactions and balances have been eliminated.
The South Eastern Sydney and Illawarra Area Health Service reporting entity is consolidated as part of the NSW
Total State Sector Accounts.
These financial statements have been authorised for issue by the Chief Executive on 30th October 2007.
2.
Summary of Significant Accounting Policies
The South Eastern Sydney and Illawarra Area Health Service's financial statements are a general purpose
financial report which has been prepared in accordance with applicable Australian Accounting Standards (which
include Australian equivalents to International Financial Reporting Standards (AEIFRS)), the requirements of the
Health Services Act 1997 and its regulations including observation of the Accounts and Audit Determination for
Area Health Services and Public Hospitals.
Property, plant and equipment, investment property, assets held for trading and available for sale are measured at
fair value. Other financial statement items are prepared in accordance with the historical cost convention. All
amounts are rounded to the nearest one thousand dollars and are expressed in Australian currency.
Judgments, key assumptions and estimations made by management are disclosed in the relevant notes to the
financial statements.
The financial statements and notes comply with Australian Accounting Standards which include AEIFRS.
Comparative figures are, where appropriate, reclassified to give a meaningful comparison with the current year.
AASB-2007.04, Amendments to Australians Accounting Standards arising from ED151 and other amendments,
has application for accounting periods commencing on or after 1 July 2007. The standard is not being early
adopted in 2006/07 and the new options available in the standard will not be applied.
AASB123, Borrowing Costs, has application in reporting years beginning on or after 1 January 2009. The
Standard, which requires capitalisation of Borrowing Costs has not been adopted in 2006/07 nor is adoption
expected prior to 2009/10.
AASB101, Presentation of Financial Statements, has reduced the disclosure requirements for various reporting
entitles, However, in not for profit entities such as Health Services there is no change required.
AASB7 Financial Instruments: Disclosures, locates all disclosure requirements for financial instruments within the
one standard. The Standard has application for annual reporting periods beginning on or after 1 January 2007.
The Standard will not be early adopted and has no differential impact.
Other significant accounting policies used in the preparation of these financial statements are as follows:
a)
Employee Benefits and Other Provisions
i)
Salaries & Wages, Current Annual Leave, Sick Leave and On Costs
(including non-monetary benefits)
At the consolidated level of reporting liabilities for salaries and wages (including non
monetary benefits), annual leave and paid sick leave that fall wholly within 12 months of the
reporting date are recognised and measured in respect of employees' services up to the
reporting date at undiscounted amounts based on the amounts expected to be paid when
the liabilities are settled.
All Annual Leave employee benefits are reported as "Current" as there is an unconditional
right to payment. Current liabilities are then further classified as "Short Term" or "Long
Term" based on past trends and known resignations and retirements. Anticipated payments
to be made in the next twelve months are reported as "Short Term". On costs of 21.7% are
applied to the value of leave payable at 30 June 2007 inclusive of the 4% award increase
payable from 1 July 2007, such on costs being consistent with actuarial assessments.
Unused non-vesting sick leave does not give rise to a liability as it is not considered
probable that sick leave taken in the future will be greater than the benefits accrued in the
future.
The outstanding amounts of workers' compensation insurance premiums and fringe benefits
which are consequential to employment, are recognised as liabilities and expenses where
the employee benefits to which they relate have been recognised.
ii)
Long Service Leave and Superannuation Benefits
At the consolidated level of reporting Long Service Leave employee leave entitlements are
dissected as "Current" if there is an unconditional right to payment and "Non Current" if the
entitlements are conditional. Current entitlements are further dissected between "Short
Term" and "Long Term" on the basis of anticipated payments for the next twelve months.
This in turn is based on past trends and known resignations and retirements.
Long Service Leave provisions are measured on a short hand basis at an escalated rate of
8.1% inclusive of the 4% payable from 1 July 2007 for all employees with five or more years
of service. Actuarial assessment has found that this measurement technique produces
results not materially different from the estimate determined by using the present value
basis of measurement.
The South Eastern Sydney and Illawarra Area Health Service's liability for the closed
superannuation pool schemes (State Authorities Superannuation Scheme and State
Superannuation Scheme) is assumed by the Crown Entity. The South Eastern Sydney and
Illawarra Area Health Service accounts for the liability as having been extinguished resulting
in the amount assumed being shown as part of the non-monetary revenue item described as
"Acceptance by the Crown Entity of Employee Benefits". Any liability attached to
Superannuation Guarantee Charge cover is reported in Note 27, "Payables".
The superannuation expense for the financial year is determined by using the formulae
specified by the NSW Health Department. The expense for certain superannuation
schemes (i.e. Basic Benefit and First State Super) is calculated as a percentage of the
employees' salary. For other superannuation schemes (i.e. State Superannuation Scheme
and State Authorities Superannuation Scheme), the expense is calculated as a multiple of
the employees' superannuation contributions.
Consequential to the legislative changes of 17 March 2006 no salary costs or provisions
have been recognised by the South Eastern Sydney and Illawarra Area Health Service
beyond that date.
iii)
Other Provisions
Other provisions exist when: the South Eastern Sydney and Illawarra Area Health Service
has a present legal or constructive obligation as a result of a past event; it is probable that
an outflow of resources will be required to settle the obligation; and a reliable estimate can
be made of the amount of the obligation.
These provisions are recognised when it is probable that a future sacrifice of economic
benefits will be required and the amount can be measured reliably.
b)
Insurance
The South Eastern Sydney and Illawarra Area Health Service's insurance activities are conducted
through the NSW Treasury Managed Fund Scheme of self insurance for Government Agencies. The
expense (premium) is determined by the Fund Manager based on past experience.
c)
Finance Costs
Finance costs are recognised as expenses in the period in which they are incurred.
d)
Income Recognition
Income is measured at the fair value of the consideration or contribution received or receivable.
Additional comments regarding the accounting policies for the recognition of revenue are discussed
below.
Revenue from the sale of goods and services comprises revenue from the provision of products or
services, i.e. user charges. User charges are recognised as revenue when the service is provided or
by reference to the stage of completion.
Patient Fees
Patient Fees are derived from chargeable inpatients and non-inpatients on the basis of rates specified
by the NSW Health Department from time to time.
Investment Income
Interest revenue is recognised using the effective interest method as set out in AASB139, "Financial
Instruments: Recognition and Measurement". Rental revenue is recognised in accordance with
AASB117 "Leases" on a straight line basis over the lease term. Dividend revenue is recognised in
accordance with AASB118 when the South Eastern Sydney and Illawarra Area Health Service's right to
receive payment is established.
Debt Forgiveness
Debts are accounted for as extinguished when and only when settlement occurs through repayment or
replacement by another liability.
Use of Hospital Facilities
Specialist doctors with rights of private practice are subject to an infrastructure charge for the use of
hospital facilities at rates determined by the NSW Health Department. Charges consist of two
components:
a monthly charge raised by the South Eastern Sydney and Illawarra Area Health Service
*
based on a percentage of receipts generated
the residue of the Private Practice Trust Fund at the end of each financial year, such sum
*
being credited for South Eastern Sydney and Illawarra Area Health Service use in the
advancement of the South Eastern Sydney and Illawarra Area Health Service or individuals
within it.
Use of Outside Facilities
The South Eastern Sydney and Illawarra Area Health Service uses a number of facilities owned and
maintained by the local authorities in the area to deliver community South Eastern Sydney and
Illawarra Area Health Services for which no charges are raised by the authorities. The cost method of
accounting is used for the initial recording of all such services with cost being determined as the fair
value of the services given which is then duly recognised as both revenue and matching expense.
Grants and Contributions are generally recognised as revenues when the South Eastern Sydney and
Illawarra Area Health Service obtains control over the assets comprising the contributions. Control
over contributions is normally obtained upon the receipt of cash.
NSW Health Department Allocations
Payments are made by the NSW Health Department on the basis of the allocation for the South
Eastern Sydney and Illawarra Area Health Service as adjusted for approved supplementations mostly
for salary agreements, patient flows between Area Health Services and approved enhancement
projects. This allocation is included in the Operating Statement before arriving at the "Result for the
Year" on the basis that the allocation is earned in return for the South Eastern Sydney and Illawarra
Area Health Services provided on behalf of the Department. Allocations are normally recognised upon
the receipt of Cash.
General operating expenses/revenues of Calvary Health Care Sydney, Eastern Sydney Scarba and
Early Intervention Program, Sacred Heart Hospice, St Vincent's Hospital and War Memorial Hospital
(Waverley) have only been included in the Operating Statement prepared to the extent of the cash
payments made to the Health Organisations concerned. The South Eastern Sydney and Illawarra Area
Health Service is not deemed to own or control the various assets/liabilities of the aforementioned
Health Organisations and such amounts have been excluded from the Balance Sheet. Any exceptions
are specifically listed in the notes that follow.
e)
Goods & Services Tax (GST)
Revenues, expenses and assets are recognised net of the amount of GST, except:
the amount of GST incurred by the South Eastern Sydney and Illawarra Area Health Service
*
as a purchaser that is not recoverable from the Australian Taxation Office is recognised as
part of the cost of acquisition of an asset or as part of an item of expense;
*
f)
receivables and payables are stated with the amount of GST included.
Inter Area and Interstate Patient Flows
Health Services recognise patient flows from acute inpatients (other than Mental Health Services),
emergency and rehabilitation and extended care.
Patient flows have been calculated using benchmarks for the cost of services for each of the
categories identified and deducting estimated revenue, based on the payment category of the patient.
The adjustments have no effect on equity values as the movement in Net Cost of Services is matched
by a corresponding adjustment to the value of the NSW Health Recurrent Allocation.
Inter State Patient Flows
Health Services recognise the outflow of acute inpatients from the area in which they are resident to
other States and Territories within Australia. The Health Services also recognise the value of inflows for
acute inpatient treatment provided to residents from other States and Territories. The expense and
revenue values reported within the financial statements have been based on 2005/06 activity data
using standard cost weighted separation values to reflect estimated costs in 2006/07 for acute
weighted inpatient separations. Where treatment is obtained outside the home health service, the
State/Territory providing the service is reimbursed by the benefiting Area.
The reporting adopted for both inter area and interstate patient flows aims to provide a greater
accuracy of the cost of service provision to the Area's resident population and disclose the extent to
which service is provided to non residents.
The composition of patient flow expense/revenue is disclosed in Notes 5 and 10.
g)
Acquisition of Assets
The cost method of accounting is used for the initial recording of all acquisitions of assets controlled by
the South Eastern Sydney and Illawarra Area Health Service. Cost is the amount of cash or cash
equivalents paid or the fair value of the other consideration given to acquire the asset at the time of its
acquisition or construction or, where applicable, the amount attributed to that asset when initially
recognised in accordance with the specific requirements of other Australian Accounting Standards.
Assets acquired at no cost, or for nominal consideration, are initially recognised as assets and
revenues at their fair value at the date of acquisition except for assets transferred as a result of an
administrative restructure.
Fair value means the amount for which an asset could be exchanged between knowledgeable, willing
parties in an arm's length transaction.
Where settlement of any part of cash consideration is deferred beyond normal credit terms, its cost is
the cash price equivalent, i.e. the deferred payment amount is effectively discounted at an assetspecific rate.
Land and Buildings which are owned by the Health Administration Corporation or the State and
administered by the South Eastern Sydney and Illawarra Area Health Service are deemed to be
controlled by the South Eastern Sydney and Illawarra Area Health Service and are reflected as such in
the financial statements.
h)
Plant & Equipment and Infrastructure Systems
Individual items of property, plant & equipment are capitalised where their cost is $10,000 or above.
Prior to 1 July 2006 assets were recognised based on a value of $5,000 or above.
“Infrastructure Systems” means assets that comprise public facilities and which provide essential
services and enhance the productive capacity of the economy including roads, bridges, water
infrastructure and distribution works, sewerage treatment plants, seawalls and water reticulation
systems.
i)
Depreciation
Depreciation is provided for on a straight line basis for all depreciable assets so as to write off the
depreciable amount of each asset as it is consumed over its useful life to the South Eastern Sydney
and Illawarra Area Health Service. Land is not a depreciable asset.
Details of depreciation rates initially applied for major asset categories are as follows:
Buildings
2.5%
Electro Medical Equipment
- Costing less than $200,000
10.0%
- Costing more than or equal to $200,000
12.5%
Computer Equipment
20.0%
Infrastructure Systems
2.5%
Office Equipment
10.0%
Plant and Machinery
10.0%
Linen
20.0%
Furniture, Fittings and Furnishings
5.0%
Depreciation rates are subsequently varied where changes occur in the assessment of the remaining
useful life of the assets reported.
j)
Revaluation of Non Current Assets
Physical non-current assets are valued in accordance with the NSW Health Department's "Valuation of
Physical Non-Current Assets at Fair Value". This policy adopts fair value in accordance with AASB116,
"Property, Plant & Equipment" and AASB140, "Investment Property".
Property, plant and equipment is measured on an existing use basis, where there are no feasible
alternative uses in the existing natural, legal, financial and socio-political environment. However, in the
limited circumstances where there are feasible alternative uses, assets are valued at their highest and
best use.
Fair value of property, plant and equipment is determined based on the best available market
evidence, including current market selling prices for the same or similar assets. Where there is no
available market evidence the asset's fair value is measured at its market buying price, the best
indicator of which is depreciated replacement cost.
The South Eastern Sydney and Illawarra Area Health Service revalues Land and Buildings and
Infrastructure at minimum every three years by independent valuation and with sufficient regularity to
ensure that the carrying amount of each asset does not differ materially from its fair value at reporting
date. The last revaluation for assets assumed by the Area as at 1 January 2005 was completed on 1
April 2005 and was based on an independent assessment.
Non-specialised assets with short useful lives are measured at depreciated historical cost, as a
surrogate for fair value.
When revaluing non-current assets by reference to current prices for assets newer than those being
revalued (adjusted to reflect the present condition of the assets), the gross amount and the related
accumulated depreciation are separately restated.
For other assets, any balances of accumulated depreciation existing at the revaluation date in respect
of those assets are credited to the asset accounts to which they relate. The net asset accounts are
then increased or decreased by the revaluation increments or decrements.
Revaluation increments are credited directly to the asset revaluation reserve, except that, to the extent
that an increment reverses a revaluation decrement in respect of that class of asset previously
recognised as an expense in the Result for the Year, the increment is recognised immediately as
revenue in the Result for the Year.
Revaluation decrements are recognised immediately as expenses in the Result for the Year, except
that, to the extent that a credit balance exists in the asset revaluation reserve in respect of the same
class of assets, they are debited directly to the asset revaluation reserve.
k)
As a not-for-profit entity, revaluation increments and decrements are offset against one another within a
class of non-current assets, but not otherwise.
Where an asset that has previously been revalued is disposed of, any balance remaining in the asset
revaluation reserve in respect of that asset is transferred to accumulated funds.
Impairment of Property, Plant and Equipment
As a not-for-profit entity with no cash generating units, the South Eastern Sydney and Illawarra Area
Health Service is effectively exempt from AASB 136 Impairment of Assets and impairment testing. This
is because AASB136 modifies the recoverable amount test to the higher of fair value less costs to sell
and depreciated replacement cost. This means that, for an asset already measured at fair value,
impairment can only arise if selling costs are regarded as material. Selling costs are regarded as
immaterial.
l)
Assets Not Able to be Reliably Measured
South Eastern Sydney and Illawarra Area Health Service may at times hold certain assets that are not
recognised in the Balance Sheet because the South Eastern Sydney and Illawarra Area Health Service
is unable to measure reliably the value for the assets. South Eastern Sydney and Illawarra Area Health
Service has not identified any assets that are not able to be reliably measured.
m)
Restoration Costs
The estimated cost of dismantling and removing an asset and restoring the site is included in the cost
of an asset, to the extent it is recognised as a liability.
n)
Non Current Assets (or disposal groups) Held for Sale
The South Eastern Sydney and Illawarra Area Health Service has certain non-current assets (or
disposal groups) classified as held for sale, where their carrying amount will be recovered principally
through a sale transaction, not through continuing use. Non-current assets (or disposal groups) held
for sale are recognised at the lower of carrying amount and fair value less costs to sell. These assets
are not depreciated while they are classified as held for sale.
o)
Investment Properties
Investment property is held to earn rentals or for capital appreciation, or both. However, for not-forprofit entities, property held to meet service delivery objectives rather than to earn rental or for capital
appreciation does not meet the definition of investment property and is accounted for under AASB 116
Property, Plant and Equipment. The South Eastern Sydney and Illawarra Area Health Service does not
have any property that meets the definition of Investment Property.
p)
Intangible Assets
The South Eastern Sydney and Illawarra Area Health Service recognises intangible assets only if it is
probable that future economic benefits will flow to the South Eastern Sydney and Illawarra Area Health
Service and the cost of the asset can be measured reliably. Intangible assets are measured initially at
cost. Where an asset is acquired at no or nominal cost, the cost is its fair value as at the date of
acquisition. All research costs are expensed. Development costs are only capitalised when certain
criteria are met. The useful lives of intangible assets are assessed to be finite. Intangible assets are
subsequently measured at fair value only if there is an active market. As there is no active market for
the South Eastern Sydney and Illawarra Area Health Service's intangible assets, the assets are carried
at cost less any accumulated amortisation. The South Eastern Sydney and Illawarra Area Health
Service's intangible assets are amortised using the straight line method based on the useful life of the
asset. In general, intangible assets are tested for impairment where an indicator of impairment exists.
However, as a not-for-profit entity the South Eastern Sydney and Illawarra Area Health Service is
effectively exempted from impairment testing (see Note 2[k]).
q)
Maintenance
The costs of maintenance are charged as expenses are incurred, except where they relate to the
replacement of a component of an asset in which case the costs are capitalised and depreciated.
r)
Leased Assets
s)
A distinction is made between finance leases which effectively transfer from the lessor to the lessee
substantially all the risks and benefits incidental to ownership of the leased assets, and operating
leases under which the lessor effectively retains all such risks and benefits.
Where a non-current asset is acquired by means of a finance lease, the asset is recognised at its fair
value at the commencement of the lease term. The corresponding liability is established at the same
amount. Lease payments are allocated between the principal component and the interest expense.
Operating lease payments are charged to the Operating Statement in the periods in which they are
incurred.
Inventories
Inventories are stated at cost. Costs are assigned to individual items of stock mainly on the basis of
weighted average costs.
Obsolete items are disposed of in accordance with instructions issued by the NSW Health Department.
t)
Other Financial Assets
Financial assets are initially recognised at fair value plus, in the case of financial assets not at fair
value through profit or loss, transaction costs.
The Health Service subsequently measures financial assets classified as held for trading at fair value
through profit or loss. Gains or losses on these assets are recognised in the Operating Statement.
Assets intended to be held to maturity are subsequently measured at amortised cost using the effective
interest method. Gains or losses on impairment or disposal of these assets are recognised in the
Operating Statement. Any residual investments that do not fall into any other category are accounted
for as available for sale financial assets and measured at fair value directly in equity until disposed or
impaired. All financial assets (except those measured at fair value through profit or loss) are subject to
annual review for impairment.
Purchases or sales of financial assets under contract that require delivery of the asset within the
timeframe established by convention or regulation are recognised on the trade date i.e. the date the
Health Service commits itself to purchase or sell the assets.
u)
Equity Transfers
The transfer of net assets between agencies as a result of an administrative restructure, transfers of
programs/functions and parts thereof between NSW public sector agencies is designated as a
contribution by owners and is recognised as an adjustment to "Accumulated Funds".
Transfers arising from an administrative restructure between Health Services/government departments
are recognised at the amount at which the asset was recognised by the transferor Health
Service/Government Department immediately prior to the restructure. In most instances this will
approximate fair value. All other equity transfers are recognised at fair value.
The Statement of Recognised Income and Expenditure reflects the Net Assets or change in equity in
accordance with AASB 101 Clause 97.
v)
Financial Instruments
Financial instruments give rise to positions that are a financial asset of either South Eastern Sydney
and Illawarra Area Health Service or its counter party and a financial liability (or equity instrument) of
the other party. For South Eastern Sydney and Illawarra Area Health Service these include cash at
bank, receivables, other financial assets, payables and interest bearing liabilities.
In accordance with Australian Accounting Standard AASB139, "Financial Instruments: Recognition
and Measurement" disclosure of the carrying amounts for each of the AASB139 categories of financial
instruments is disclosed in Note 41. The specific accounting policy in respect of each class of such
financial instrument is stated hereunder.
Classes of instruments recorded and their terms and conditions measured in accordance with
AASB139 are as follows:
Cash
Accounting Policies - Cash is carried at nominal values reconcilable to monies on hand and
independent bank statements.
Terms and Conditions - Monies on deposit attract an effective interest rate of approximately 5.0% as
compared to 5.5% in the previous year.
Loans and Receivables
Loans and receivables are recognised initially at fair value, usually based on the transaction cost or
face value. Subsequent measurement is at amortised cost using the effective interest method, less an
allowance for any impairment of receivables. Short-term receivables with no stated interest rate are
measured at the original invoice amount where the effect of discounting is immaterial. An allowance
for impairment of receivables is established when there is objective evidence that the entity will not be
able to collect all amounts due. The amount of the allowance is the difference between the asset’s
carrying amount and the present value of estimated future cash flows, discounted at the effective
interest rate. Bad debts are written off as incurred.
Terms and Conditions - Accounts are generally issued on 30-day terms.
Low or zero interest loans are recorded at fair value on inception and amortised cost thereafter. In
2006/07 this involved the restatement of loan values as at 1 July 2006 for all loans negotiated prior to
that date.
Designation of Financial Assets - TCorp Hour-Glass Investment
The Hour Glass Investment facilities are unit trust investment funds managed by NSW Treasury
Corporation. The South Eastern Sydney and Illawarra Area Health Service has been issued with a
number of units in managed investments based on the amount of the deposit and the unit value for the
day.
Investments in the TCorp-Hour Glass Investment facilities were designated at ‘fair value through profit
or loss' as at 30 June 2007, in accordance with AASB 139.
The Hour-Glass Investment facilities were designated at ‘fair value through profit or loss’ using the
second leg of the fair value option i.e. these financial assets are managed and their performance is
evaluated on a fair value basis, in accordance with a documented risk management strategy, and
information about those assets is provided internally on that basis to the South Eastern Sydney and
Illawarra Area Health Service’s key management personnel.
Terms and Conditions – Treasury Corporation Hour Glass Investment Deposits attracted interest rates
of 4.9% to 8.38% in the year ended 30 June 2007. This compares with interest rates of 9.3% to 10.1%
in the previous year.
Trade and Other Payables
Accounting Policies -– These amounts represent liabilities for goods and services provided to the
Health Service and other amounts, including interest. Payables are recognised initially at fair value,
usually based on the transaction cost or face value. Subsequent measurement is at amortised cost
using the effective interest method. Short-term payables with no stated interest rate are measured at
the original invoice amount where the effect of discounting is immaterial. Payables are recognised for
amounts to be paid in the future for goods and services received, whether or not billed to the South
Eastern Sydney and Illawarra Area Health Service.
Terms and Conditions - Trade liabilities are settled within any terms specified. If no terms are
specified, payment is made by the end of the month following the month in which the invoice is
received.
Borrowings
Accounting Policies - Bank Overdrafts are carried at the principal amount. Other loans are classified
as non trading liabilities and measured at amortised cost. Interest is charged as an expense as it
accrues. Finance Lease Liability is accounted for in accordance with AASB117, "Leases".
Terms and Conditions - Bank Overdraft interest is charged at the bank's benchmark rate. Interest
bearing loans are payable at quarterly intervals with interest charged between 6.45% and 7.45%.
w)
Borrowings
Non interest bearing loans within NSW Health are initially measured at fair value and amortised
thereafter. All other loans are valued at amortised cost.
x)
Trust Funds
The South Eastern Sydney and Illawarra Area Health Service receives monies in a trustee capacity for
various trusts as set out in Note 33. As the South Eastern Sydney and Illawarra Area Health Service
performs only a custodial role in respect of these monies, and because the monies cannot be used for
the achievement of the South Eastern Sydney and Illawarra Area Health Service's own objectives, they
are not brought to account in the financial statements.
y)
Budgeted Amounts
The budgeted amounts are drawn from the budgets agreed with the NSW Health Department at the
beginning of the financial reporting period and with any adjustments for the effects of additional
supplementation provided.
z)
Emerging Asset
The South Eastern Sydney and Illawarra Area Health Services' emerging interest in the St George,
Sydney and Randwick Campus Hospitals car parks has been valued in accordance with the
Department of Health's policy for Accounting for Privately Financed Projects. This policy required the
South Eastern Sydney and Illawarra Area Health Service to initially determine the estimated written
down replacement cost by reference to the project's historical cost escalated by a construction index
and the system's estimated working life. The estimated written down replacement cost was then
allocated on a systematic basis over the concession period of 25 years using the annuity method and
the 10 year Government Bond rate of 6.27% for St George Hospital, 9.21% for Sydney Hospital and
5.58% for Randwick Campus Hospitals at commencement of the concession period. The adoption of
this policy paper represents a change in accounting policy and the financial impact thereof is disclosed
in note 24.
PARENT
2007
$000
CONSOLIDATION
2006
$000
3.
2007
$000
2006
$000
845,944
56,572
19,257
75,801
29,227
90,231
38,570
0
16,831
36
802,345
52,212
22,399
68,256
23,188
90,616
28,218
807
22,889
325
1,172,469
1,111,255
661
2,213
Employee Related
Employee related expenses comprise the following:
0
0
0
0
0
0
0
0
0
0
588,317
36,984
15,865
48,347
16,425
64,190
0
572
16,213
230
Salaries and Wages
Awards
Superannuation [see note 2(a)] - defined benefit plans
Superannuation [see note 2(a)] - defined contributions
Long Service Leave [see note 2(a)]
Annual Leave [see note 2(a)]
Sick Leave and Other Leave
Redundancies
Workers Compensation Insurance
Fringe Benefits Tax
0
787,143
Total
0
1,567
The following additional information is provided:
Employee Related Expenses capitalised - Plant and Equipment
Note 1 addresses the changes in employment status effective from 17 March 2006
4.
Personnel Services
Personnel Services comprise the purchase of the following:
845,944
56,572
19,257
75,801
29,227
90,231
38,570
0
16,831
36
222,259
15,228
6,534
19,909
6,763
26,426
19,987
235
6,676
95
Salaries and Wages
Awards
Superannuation [see note 2(a)] - defined benefit plans
Superannuation [see note 2(a)] - defined contributions
Long Service Leave [see note 2(a)]
Annual Leave [see note 2(a)]
Redundancies
Fringe Benefits Tax
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1,172,469
324,112
Total
0
0
0
0
10,778
22,687
91,168
12,409
10,498
36,097
5,585
11,339
1,281
84,432
3,336
9,547
21,688
85,332
13,294
9,995
35,088
3,921
5,348
1,266
73,500
2,819
10,599
11,621
11,661
2,204
1,403
83,972
4,932
6,576
1,698
3,184
22,885
3,496
9,965
5,474
15,207
5,906
16,070
2,721
2,760
70,947
4,090
6,055
1,649
2,369
36,655
5,347
826
4,196
469,280
436,596
The following additional information is provided:
661
646
Personnel Services Expenses capitalised - Plant and Equipment
Note 1 addresses the changes in employment status effective from 17 March 2006
5.
10,778
22,687
91,168
12,409
10,498
36,097
5,585
11,339
1,281
84,432
3,336
9,547
21,688
85,332
13,294
9,995
35,088
3,921
5,348
1,266
73,500
2,819
10,599
11,621
11,661
2,204
1,403
83,972
4,932
6,576
1,698
3,184
22,885
3,496
9,965
5,474
15,207
5,906
16,070
2,721
2,760
70,947
4,090
6,055
1,649
2,369
36,655
5,347
826
4,196
469,280
436,596
Blood and Blood Products
Domestic Supplies and Services
Drug Supplies
Food Supplies
Fuel, Light and Power
General Expenses (See (b) below)
Hospital Ambulance Transport Costs
Information Management Expenses
Insurance
Inter Area Patient Outflows, NSW (see (d) below)
Interstate Patient Outflows (see (e) below)
Maintenance (See (c) below)
Maintenance Contracts
New/Replacement Equipment under $10,000
Repairs
Maintenance/Non Contract
Other
Medical and Surgical Supplies
Postal and Telephone Costs
Printing and Stationery
Rates and Charges
Rental
Special Service Departments
Staff Related Costs
Sundry Operating Expenses (See (a) below)
Travel Related Costs
Total
PARENT
2007
$000
CONSOLIDATION
2006
$000
5.
2007
$000
2006
$000
Other Operating Expenses (continued)
170
9,795
826
0
(a) Sundry Operating Expenses comprise:
Aircraft Expenses (Ambulance)
Contract for Patient Services
170
9,795
826
0
9,965
826
Total
9,965
826
1,437
1,446
855
1,725
2,783
175
1,647
312
5
556
1,489
735
2,649
5,141
10,778
3
215
401
384
244
5,697
1,437
1,446
855
1,725
991
114
961
268
0
1,178
739
449
4,769
2,196
12,421
7
250
287
160
385
7,333
(b) General Expenses include:Advertising
Books, Magazines and Journals
Consultancies
- Operating Activities
- Capital Works
Courier and Freight
Auditor's Remuneration - Audit of financial reports
Auditor's Remuneration - Other Services
Data Recording and Storage
Legal Services
Membership/Professional Fees
Motor Vehicle Expenses
Motor Vehicle Operating Lease Expense - minimum lease payments
Other Operating Lease Expense - minimum lease payments
Payroll Services
Quality Assurance/Accreditation
Translator Services
Security Services
Licence Fees
Other
2,783
175
1,647
312
5
556
1,489
735
2,649
5,141
10,778
3
215
401
384
244
5,697
991
114
961
268
0
1,178
739
449
4,769
2,196
12,421
7
250
287
160
385
7,333
36,097
35,088
Total
36,097
35,088
37,488
42,664
37,488
42,664
6,157
6,708
6,157
6,708
43,645
49,372
43,645
49,372
(c) Reconciliation Total Maintenance
Maintenance expense - contracted labour and other (non employee
related), included in Note 5
Employee related/Personnel Services maintenance expense included in Notes 3 and 4
Total maintenance expenses included in Notes 3, 4 and 5
(d) Expenses for Inter Area Patient Flows, NSW on an Area basis are as follows:-
58,900
6,610
8,401
1,670
872
1,570
437
5,972
49,432
6,611
7,898
977
947
1,594
389
5,652
Sydney South West
Sydney West
Northern Sydney Central Coast
Hunter New England
North Coast
Greater Southern
Greater Western
Children's Hospital Westmead
58,900
6,610
8,401
1,670
872
1,570
437
5,972
49,432
6,611
7,898
977
947
1,594
389
5,652
84,432
73,500
Total
84,432
73,500
(e) Expenses for Interstate Patient Flows are as follows:1,036
88
1,130
131
46
739
166
27
60
2,036
(350)
78
882
86
Australian Capital Territory
Northern Territory
Queensland
South Australia
Tasmania
Victoria
Western Australia
1,036
88
1,130
131
46
739
166
27
60
2,036
(350)
78
882
86
3,336
2,819
Total
3,336
2,819
PARENT
2007
$000
CONSOLIDATION
2006
$000
2007
$000
2006
$000
6. Depreciation and Amortisation
39,022
16,909
6,166
40,848
15,302
6,228
Depreciation - Buildings
Depreciation - Plant and Equipment
Depreciation - Infrastructure Systems
39,022
16,909
6,166
40,848
15,302
6,228
62,097
62,378
Total
62,097
62,378
7. Grants and Subsidies
14,736
2,203
16,260
7,331
14,244
1,647
480
5,121
Non Government Voluntary Organisations
Grants to Community Aged Care Packages
Research Organisations
Other
14,736
2,203
16,260
7,331
14,244
1,647
480
5,121
40,530
21,492
Total
40,530
21,492
8. Finance Costs
1,167
847
Interest on Bank Overdrafts and Loans
1,167
847
1,167
847
Total
1,167
847
23,492
1,060
14,034
241,191
8,859
22,250
1,082
13,541
222,373
8,539
288,636
267,785
0
23,252
0
23,252
288,636
291,037
9.
23,492
1,060
14,034
241,191
8,859
22,250
1,082
13,541
222,373
8,539
288,636
267,785
0
23,252
0
23,252
288,636
291,037
(a) Recurrent Sourced
Calvary Hospital
Eastern Sydney Scarba Centre
War Memorial Hospital Waverley
(b) Capital Sourced
Total
PARENT
2007
$000
CONSOLIDATION
2006
$000
2007
$000
2006
$000
6,608
31
1,725
6,240
0
1,394
8,364
7,634
112,133
1,721
34,581
9,678
4,268
2,950
836
37
2,768
23
344
244,719
379
291
56
476
3,147
73
7,933
0
988
2,723
102,736
1,864
27,245
6,548
1,763
1,646
932
4,557
831
20
299
193,537
1,796
1,116
54
935
4,032
110
11,419
2,734
1,043
3,696
430,124
368,913
438,488
376,547
118,734
21,430
33,478
19,836
17,994
22,426
10,821
86,003
17,952
29,168
16,835
14,756
18,044
10,779
244,719
193,537
3,020
393
1,439
1,213
323
1,224
321
4,506
618
2,600
1,359
243
2,252
(159)
7,933
11,419
Interest
Lease and Rental Income
11,105
3,547
7,645
2,855
Total
14,652
10,500
10. Sale of Goods and Services
(a) Sale of Goods comprise the following:6,608
31
1,725
6,240
0
1,394
8,364
7,634
Sale of Prosthesis
Other - Equipment Sales
Pharmacy Sales
(b) Rendering of Services comprise the following:112,133
1,721
34,581
9,678
4,268
2,950
836
37
2,768
23
344
244,719
379
291
56
476
3,147
73
7,933
0
988
2,723
102,736
1,864
27,245
6,548
1,763
1,646
932
4,557
831
20
299
193,537
1,796
1,116
54
935
4,032
110
11,419
2,734
1,043
3,696
430,124
368,913
438,488
376,547
Patient Fees [see note 2(d)]
Staff-Meals and Accommodation
Infrastructure Fees
- Monthly Facility Charge [see note 2(d)]
- Annual Charge
Cafeteria/Kiosk
Car Parking
Child Care Fees
Clinical Services (excluding Clinical Drug Trials)
Commercial Activities
Enteral Nutrition Income
Fees for Medical Records
Inter Area Patient Inflows, NSW
Linen Service Revenues - Other Health Services
Linen Service Revenues - Non Health Services
Meals on Wheels
Salary Packaging Fee
Services Provided to Non NSW Health Organisations
PADP Patient Co-payments
Patient Inflows from Interstate
Non Staff Meals
Food Service Revenues - Other Health Services
Other
Total
(c) Revenues from Inter Area Patient Flows, NSW on an Area basis
are as follows:
118,734
21,430
33,478
19,836
17,994
22,426
10,821
86,003
17,952
29,168
16,835
14,756
18,044
10,779
244,719
193,537
Sydney South West
Sydney West
Northern Sydney Central Coast
Hunter New England
North Coast
Greater Southern
Greater Western
(d) Revenues from Patient Inflows from Interstate are as follows:3,020
393
1,439
1,213
323
1,224
321
4,506
618
2,600
1,359
243
2,252
(159)
7,933
11,419
Australian Capital Territory
Northern Territory
Queensland
South Australia
Tasmania
Victoria
Western Australia
11. Investment Income
11,105
3,547
7,645
2,855
14,652
10,500
PARENT
CONSOLIDATION
2007
$000
2006
$000
6,690
5,916
861
1,184
3,395
1,689
19,257
1,624
198
17,266
3,025
9,116
1,514
289
2,975
900
6,534
13,908
0
0
58,080
38,261
2007
$000
2006
$000
Clinical Drug Trials
Industry Contributions/Donations
Commonwealth Government grants
Commonwealth Teaching Hospital grants
Mammography grants
NSW Government grants
Personnel Services - Superannuation Defined Benefits
Research grants
University Commission grants
Other grants
6,690
5,916
861
1,184
3,395
1,689
0
1,624
198
17,266
3,025
9,116
1,514
289
2,975
900
0
13,908
0
0
Total
38,823
31,727
531
357
109
120
156
6,444
1,551
2,181
528
514
1
88
6
8,000
1,469
1,064
11,449
11,670
12. Grants and Contributions
13. Other Revenue
Other Revenue comprises the following:531
357
109
120
156
6,444
1,551
2,181
528
514
1
88
6
8,000
1,469
1,064
11,449
11,670
Commissions
Conference and Training Fees
Discounts
Sale of Merchandise, Old Wares and Books
Sponsorship Income
Treasury Managed Fund Hindsight Adjustment
Rights to Receive Fixed Assets
Other
Total
14. Gain/(Loss) on Disposal
9,444
8,000
12,929
10,683
Property Plant and Equipment
Less Accumulated Depreciation
9,444
8,000
12,929
10,683
1,444
1,200
2,246
1,567
1,444
1,200
2,246
1,567
(244)
(679)
Written Down Value
Less Proceeds from Disposal
Gain/(Loss) on Disposal of
Property Plant and Equipment
(244)
(679)
7,719
9,015
0
0
1,296
0
1,052
(679)
Assets Held for Sale
Less Proceeds from Disposal
Gain/(Loss) on Disposal of Assets
Held for Sale
7,719
9,015
0
0
1,296
0
Total Gain/(Loss) on Disposal
1,052
(679)
15. Other Gains/(Losses)
(1,568)
(1,413)
Impairment of Receivables
(1,568)
(1,413)
(1,568)
(1,413)
Total
(1,568)
(1,413)
Purchase of Health Promotion
Education and
Assets
Research
Total
PARENT AND CONSOLIDATION
16.
Conditions on Contributions
$000
$000
$000
Contributions recognised as revenues during the current reporting period for which
expenditure in the manner specified had not occurred as at balance date.
73
31,259
31,332
Contributions recognised in amalgamated balance as at 30 June 2006 which were
not expended in the current reporting period.
403
72,508
72,911
Total amount of unexpended contributions as at balance date.
476
103,767
104,243
Comment on restricted assets appears in Note 26.
17.
Programs/Activities of the Health Service
Program 1.1 -
Primary and Community Based Services
Objective:
To improve, maintain or restore health through health promotion, early intervention,
assessment, therapy and treatment services for clients in a home or community setting.
Program 1.2 -
Aboriginal Health Services
Objective:
To raise the health status of Aborigines and to promote a healthy life style.
Program 1.3 -
Outpatient Services
Objective:
To improve, maintain or restore health through diagnosis, therapy, education and
treatment services for ambulant patients in a hospital setting.
Program 2.1 -
Emergency Services
Objective:
To reduce the risk of premature death and disability for people suffering injury or acute
illness by providing timely emergency diagnostic, treatment and transport services.
Program 2.2 -
Overnight Acute Inpatient Services
Objective:
To restore or improve health and manage risks of illness, injury and childbirth through
diagnosis and treatment for people intended to be admitted to hospital on an overnight
basis.
Program 2.3 -
Same Day Acute Inpatient Services
Objective:
To restore or improve health and manage risks of illness, injury and childbirth through
diagnosis and treatment for people intended to be admitted to hospital and discharged on
the same day.
Program 3.1 -
Objective:
To improve the health, well being and social functioning of people with disabling mental
disorders and to reduce the incidence of suicide, mental health problems and mental
disorders in the community.
Program 4.1 -
Rehabilitation and Extended Care Services
Objective:
To improve or maintain the well being and independent functioning of people with
disabilities or chronic conditions, the frail aged and the terminally ill.
Program 5.1 -
Population Health Services
Objective:
To promote health and reduce the incidence of preventable disease and disability by
improving access to opportunities and prerequisites for good health.
Program 6.1 -
Teaching and Research
Objective:
To develop the skills and knowledge of the health workforce to support patient care and
population health. To extend knowledge through scientific enquiry and applied research
aimed at improving the health and well being of the people of New South Wales.
PARENT
CONSOLIDATION
2007
$000
2006
$000
94
13,218
11
0
85
6,063
2,293
14,306
13,323
22,747
18.
2007
$000
2006
$000
94
13,218
11
0
85
6,063
2,293
14,306
13,323
22,747
Current Assets - Cash and Cash Equivalents
Cash on Hand
Cash at Bank
Cash at Bank Capital
Short Term Deposits
Cash assets recognised in the Balance Sheet are reconciled to cash
at the end of the financial year as shown in the Cash Flow Statement as follows:
13,323
22,747
Cash and cash equivalents (per Balance Sheet)
13,323
22,747
13,323
22,747
Closing Cash and Cash Equivalents (per Cash Flow Statement)
13,323
22,747
14,710
5,760
1,759
11,125
4,465
2,320
1,811
3,172
4,442
14,404
12,355
398
10,326
5,608
0
112
330
249
49,564
43,782
3,188
3,656
19.
Current/Non Current Receivables
14,710
5,760
1,759
11,125
4,465
2,320
1,811
3,172
4,442
14,404
12,355
398
10,326
5,608
0
112
330
249
Current
(a) Sale of Goods and Services
Sale of Goods and Services - Patient Fees
Sale of Goods and Services - Other
Debtors Non Operating
Debtors GST
Debtors Expense Recoupment
Leave Mobility
Intrahealth
Other Debtors
49,564
43,782
Sub Total
3,188
3,656
46,376
5,466
40,126
6,250
Sub Total
Prepayments
46,376
5,466
40,126
6,250
51,842
46,376
Total
51,842
46,376
1,210
0
739
0
1,210
739
Less Allowance for impairment
1,210
0
739
0
Non Current
(a) Sale of Goods and Services
Patient Fees
Other Debtors
1,210
739
Sub Total
653
185
Less Allowance for impairment
653
185
557
244
554
0
Sub Total
Prepayments
557
244
554
0
801
554
Total
801
554
1,492
76
1,458
85
1,492
76
1,458
85
(b) Impairment of Receivables during the year - Current and
Non Current Receivables:
- Patient Fees
- Other
1,568
1,543
Total
1,568
1,543
1,684
4,646
9,590
1,556
4,085
9,502
(c) Sale of Goods and Services Receivables include:
Patient Fees - Compensable
Patient Fees - Ineligible
Patient Fees - Other
1,684
4,646
9,590
1,556
4,085
9,502
15,920
15,143
15,920
15,143
Total
PARENT
2007
$000
CONSOLIDATION
2006
$000
20.
2007
$000
2006
$000
Inventories
5,682
10,078
225
0
2,914
5,679
11,667
94
216
1,243
Current - at cost
Drugs
Medical and Surgical Supplies
Food and Hotel Supplies
Engineering Supplies
Other including Goods in Transit
5,682
10,078
225
0
2,914
5,679
11,667
94
216
1,243
18,899
18,899
Total
18,899
18,899
21.
Current/Non Current Assets - Financial Assets at Fair Value
82,398
75,403
Current
Treasury Corporation - Hour Glass Investment
82,398
75,403
82,398
75,403
Total
82,398
75,403
22.
1,770,133
1,760,187
592,604
553,639
1,177,529
1,206,548
234,079
237,823
146,060
141,118
88,019
96,705
246,640
246,648
81,089
74,922
165,551
171,726
1,431,099
1,474,979
Property, Plant and Equipment
Land and Buildings
At Fair Value
Less Accumulated depreciation
and impairment
Net Carrying Amount
Plant and Equipment
At Fair Value
and impairment
Net Carrying Amount
Infrastructure Systems
At Fair Value
and impairment
Net Carrying Amount
Total Property, Plant and Equipment
At Net Carrying Amount
1,770,133
1,760,187
592,604
553,639
1,177,529
1,206,548
234,079
237,823
146,060
141,118
88,019
96,705
246,640
246,648
81,089
74,922
165,551
171,726
1,431,099
1,474,979
23.
Property, Plant and Equipment - Reconciliations
2007
Carrying amount at start of year
Additions
Adjustments
Recognition of Assets Held for Sale
Disposals
Administrative restructures - transfers in/(out)
Depreciation expense
Reclassifications
Carrying amount at end of year
2006
Carrying amount at start of year
Additions
Adjustments
Recognition of Assets Held for Sale
Disposals
Administrative restructures - transfers in/(out)
Depreciation expense
Reclassifications
Carrying amount at end of year
Buildings
Work in
Progress
Plant and
Equipment
Infrastructure
Systems
Total
$000
$000
$000
$000
$000
$000
193,185
30
1,007,790
0
0
(61)
(57)
(1,280)
(39,022)
12,656
980,026
(425)
(380)
(420)
0
0
191,990
5,573
11,675
0
0
0
0
0
(11,735)
5,513
96,705
12,216
0
(1,008)
(2,064)
(16,909)
(921)
88,019
171,726
0
(9)
0
0
0
(6,166)
0
165,551
1,474,979
23,921
(9)
(486)
(1,445)
(3,764)
(62,097)
0
1,431,099
Land
Buildings
Work in
Progress
Plant and
Equipment
Infrastructure
Systems
Total
$000
$000
$000
$000
$000
$000
193,185
0
0
1,090,319
2,543
(52,347)
3,148
9,400
1,148
81,002
33,251
0
177,966
0
(12)
0
0
0
(2,246)
0
0
0
193,185
(40,848)
8,123
1,007,790
0
(8,123)
5,573
(15,302)
0
96,705
(6,228)
0
171,726
1,545,620
45,194
(51,211)
0
(2,246)
0
(62,378)
0
1,474,979
(i)
Land and Buildings include land owned by the Health Administration Corporation
and administered by the South Eastern Sydney and Illawarra Area Health Service [see note 2(g)].
(ii)
Land and Buildings were valued by the State Valuation Office
on 1 April 2005 [see note 2(j)].
Those involved with the valuation are not employees of the South Eastern Sydney and Illawarra Area Health Service.
CONSOLIDATION
PARENT
2007
$000
Land
2006
$000
24.
2007
$000
2006
$000
Non Current Assets - Other
12,331
10,780
Non Current
Emerging Rights to Assets (refer Note 2(z))
12,331
10,780
12,331
10,780
Total
12,331
10,780
25.
Non Current Assets held for sale
486
7,719
Assets held for sale
Land and Buildings
486
7,719
486
7,719
Total
486
7,719
Amounts recognised in equity relating to assets held for sale
123
741
Available for sale financial asset revaluation increments/decrements
123
741
123
741
Total
123
741
The South Eastern Sydney and Illawarra Area Health Service has identified a property at 9 St George Rd Bexley as being available for sale in 2007/08 as
it is surplus to requirements.
PARENT
CONSOLIDATION
26. Restricted Assets
The South Eastern Sydney and Illawarra Area Health Service's
financial statements include the following assets which are
restricted by externally imposed conditions, eg. donor
requirements. The assets are only available for application in
accordance with the terms of the donor restrictions.
2007
$000
2006
$000
2007
$000
2006
$000
56,810
49,071
Specific Purposes
56,810
49,071
19,823
27,610
19,727
Research Grants
19,823
19,727
23,963
Private Practice Funds
27,610
104,243
23,963
92,761
Total
104,243
92,761
28,249
1,273
3,519
1,168
9,517
0
77,596
24,743
2,235
1,500
811
2,510
0
70,381
2,412
1,923
936
249
2,992
14,184
707
8,819
884
4,009
129,834
130,783
Category
27.
0
0
3,519
1,168
9,517
29,522
77,596
0
0
1,500
811
2,510
26,978
70,381
2,412
1,923
936
249
2,992
14,184
707
8,819
884
4,009
129,834
130,783
Payables
Current
Accrued Salaries and Wages
Payroll Deductions
GST
FBT
PAYG
Accrued Liability - Purchase of Personnel Services
Trade Creditors
Other Creditors
- Capital Works
- Capital Acquisitions
- Intra Health Liability
- Contracted Patient Services
- Other
Total
28.
Current/Non Current Borrowings
7,420
4,565
Current
Other Loans and Deposits
7,420
4,565
7,420
4,565
Total
7,420
4,565
5,719
11,890
Non Current
5,719
11,890
5,719
11,890
Total
5,719
11,890
7,420
5,663
56
4,565
11,875
15
13,139
16,455
Other loans still to be exringuished represent monies to be repaid
to the NSW Health Department.
Final Repayment is scheduled for 2013/2014.
Repayment of Borrowings
(excluding Finance Leases)
7,420
5,663
56
4,565
11,875
15
Not later than one year
Between one and five years
Later than five years
13,139
16,455
Total Borrowings at face value
(excluding Finance Leases)
PARENT
2007
$000
CONSOLIDATION
2006
$000
29.
2007
$000
2006
$000
Provisions
0
0
0
0
338,686
0
0
0
0
316,309
Current Employee benefits and related on-costs
Employee Annual Leave - Short Term Benefit
Employee Annual Leave - Long Term Benefit
Employee Long Service Leave - Short Term Benefit
Employee Long Service Leave - Long Term Benefit
Provision for Personnel Services Liability
74,917
88,292
17,351
158,126
0
88,775
62,617
16,455
148,462
0
338,686
316,309
Total Current Provisions
338,686
316,309
0
19,260
0
17,123
Non Current Employee benefits and related on-costs
Employee Long Service Leave - Conditional
Provision for Personnel Services Liability
19,260
0
17,123
0
19,260
17,123
Total Non Current Provisions
19,260
17,123
0
0
0
387,468
0
0
0
360,410
338,686
19,260
29,522
0
316,309
17,123
26,978
0
387,468
360,410
387,468
360,410
1,087
0
1,183
7,763
0
1,183
2,270
8,946
19,021
0
20,267
0
19,021
20,267
Aggregate Employee Benefits and Related On-costs
Provisions - current
Provisions - non-current
Accrued Salaries and Wages and on costs (Note 27)
Accrued Liability - Purchase of Personnel Services (Note 27)
30.
1,087
0
1,183
7,763
0
1,183
2,270
8,946
19,021
0
20,267
0
19,021
20,267
Other Liabilities
Current
Income in Advance
Non-Interest DOH Loans
Other
Non Current
Income in Advance
Non-Interest DOH Loans
In July 1995, $5.5m was received as income in advance from IPG under the terms of contract to operate a car park facility
at the Sydney Hospital Campus for 25 years.
In July 1997, $5m was received as income in advance from HCOA under the terms of contract to provide and operate a private hospital
at the Randwick Hospital Campus for 40 years.
In July 1998, $18.5m was received as income in advance from IPG under the terms of contract to operate a car park facility
at the Randwick Hospital Campus for 25 years.
In June 1999, $4.54m was received as income in advance from IPG under the terms of contract to operate a car park facility
at the St George Hospital Campus for 25 years.
31. Equity
Balance at the beginning of the financial
reporting period
Correction of errors
Rights to Receive Fixed Assets
Annual leave on cost
Car parks
Restated Opening Balance
Accumulated Funds
2007
2006
$000
$000
Asset Revaluation Reserve
2007
2006
$000
$000
Available for Sale Reserves
2007
2006
$000
$000
Total Equity
2007
2006
$000
$000
903,243
986,028
243,590
270,674
741
741
1,147,574
0
903,243
9,311
(19,873)
(24,115)
951,351
0
243,590
(27,084)
243,590
0
741
0
741
0
1,147,574
1,257,443
0
9,311
(19,873)
(51,199)
1,195,682
(3,764)
0
0
0
0
0
(3,764)
0
899,479
951,351
243,590
243,590
741
741
1,143,810
1,195,682
Result for the year
Correction of error for annual leave on cost
Transfer to Result for Year on
disposal of available for sale financial assets
(54,841)
(45,963)
(2,145)
0
0
0
0
(54,841)
(45,963)
(2,145)
0
0
0
0
(618)
0
(618)
0
Total
(54,841)
(48,108)
0
0
(618)
0
(55,459)
(48,108)
Asset revaluation reserve balances
transferred to accumulated funds on disposal of asset
0
0
618
0
0
0
618
0
Total
0
0
618
0
0
0
618
0
844,638
903,243
244,208
243,590
123
741
1,088,969
1,147,574
Changes in equity - transactions with
owners as owners
Increase/(Decrease) in Net Assets from Administrative Restructure
Total
Changes in equity - other than transactions
with owners as owners
Transfers within equity
Balance at the end of the financial
reporting period
The asset revaluation reserve is used to record increments and decrements on the revaluation of non current assets. This accords with the South Eastern
Sydney And Illawarra Area Health Service's policy on the "Revaluation of Physical Non Current Assets" and "Investments", as discussed in Note 2(j).
2007
$000
2006 32. Commitments for Expenditure
2007
$000
$000
(a) Capital Commitments
Aggregate capital expenditure contracted for at balance date but not provided for in the accounts:
2006
$000
25,997
28,584
21,273
30,219
Later than one year and not later than five years
25,997
28,584
21,273
30,219
54,581
51,492
Total Capital Expenditure Commitments (including GST)
54,581
51,492
Of the commitments reported at 30 June 2007 it is expected that $12.473m will be met from locally
generated monies.
(b) Other Expenditure Commitments
Aggregate other expenditure contracted for at balance date but not provided for in the accounts:
19,968
39,123
14,683
25,976
19,968
39,123
14,683
25,976
59,091
40,659
Total Other Expenditure Commitments (including GST)
59,091
40,659
(c) Operating Lease Commitments
Commitments in relation to non-cancellable operating leases are payable as follows:
12,562
15,752
619
8,748
14,674
105
Later than five years
12,562
15,752
619
8,748
14,674
105
28,933
23,527
Total Operating Lease Commitments (including GST)
28,933
23,527
The operating lease commitments above are for motor
vehicles, information technology, equipment including
personal computers, medical equipment and other equipment.
33. Trust Funds
The Health Service holds trust fund monies of $6.091 million
which are used for the safe keeping of patients' monies,
deposits on hired items of equipment and Private Practice
Trusts. These monies are excluded from the financial
statements as the Health Service cannot use them for the
achievement of its objectives. The following is a summary of
the transactions in the trust account.
Patient Trust
2007
$000
Cash Balance at the
beginning
of
the
financial
reporting
period.
Receipts
Expenditure
Cash Balance at the
end of the financial
reporting period.
Refundable
Deposits
Private Practice
Trust Funds
2006
$000
2007
$000
2006
$000
2007
$000
2006
$000
Total
2007
$000
2006
$000
460
460
246
209
9,266
8,783
9,972
9,452
1,117
1,027
62
57
53,022
41,784
54,201
42,868
(1,103)
(1,027)
(93)
(20)
(56,886)
(41,301)
(58,082)
(42,348)
474
460
215
246
5,402
9,266
6,091
9,972
34.
Contingent Liabilities
a) Claims on Managed Fund
Since 1 July 1989, the South Eastern Sydney and Illawarra Area Health Service has been a member of the NSW
Treasury Managed Fund. The Fund will pay to or on behalf of the South Eastern Sydney and Illawarra Area Health
Service all sums which it shall become legally liable to pay by way of compensation or legal liability if sued except for
employment related, discrimination and harassment claims that do not have statewide implications. The costs relating to
such exceptions are to be absorbed by the South Eastern Sydney and Illawarra Area Health Service. As such, since 1
July 1989, apart from the exceptions noted above no contingent liabilities exist in respect of liability claims against the
South Eastern Sydney and Illawarra Area Health Service. A Solvency Fund (now called Pre-Managed Fund Reserve
was established to deal with the insurance matters incurred before 1 July 1989 that were above the limit of insurance
held or for matters that were incurred prior to 1 July 1989 that would have become verdicts against the State. That
Solvency Fund will likewise respond to all claims against the South Eastern Sydney and Illawarra Area Health Service.
b)
Workers Compensation Hindsight Adjustment
Treasury Managed Fund normally calculates hindsight premiums each year. However, in regard to workers
compensation the final hindsight adjustment for the 2000/01 fund year and an interim adjustment for the 2002/03 fund
year were not calculated until 2006/07. As a result, the 2001/02 final and 2003/04 interim hindsight calculations will be
paid in 2007/08.
c)
Affiliated Health Organisations
Based on the definition of control in Australian Accounting Standard AASB127, Affiliated Health Organisations listed in
Schedule 3 of the Health Services Act, 1997 are only recognised in the Department's consolidated Financial Statements
to the extent of cash payments made.
However, it is accepted that a contingent liability exists which may be realised in the event of cessation of health service
activities by any Affiliated Health Organisation. In this event the determination of assets and liabilities would be
dependent on any contractual relationship which may exist or be formulated between the administering bodies of the
organisation and the Department.
35
Charitable Fundraising Activities
Fundraising Activities
The South Eastern Sydney and Illawarra Area Health Service conducts direct fundraising in all hospitals under its control
All revenue and expenses have been recognised in the financial statements of the South Eastern Sydney and Illawarra
Area Health Service. Fundraising activities are dissected as follows:
INCOME
DIRECT
RAISED
$000
EXPENDITURE*
$000
INDIRECT
+
EXPENDITURE
$000
PROCEEDS
$000
Appeals (In House)
292
41
6
245
Fetes
211
70
0
141
19
5
1
13
Functions
198
110
0
88
Total
720
226
7
487
100%
31%
1%
68%
Raffles
Percentage of Income
NET
* Direct Expenditure includes printing, postage, raffle prizes, consulting fees, etc.
+ Indirect Expenditure includes overheads such as office staff administrative costs,
cost apportionment of light, power and other overheads.
The net proceeds were used for the following purposes:
Purchase of Equipment
Held in Special Purpose & Trust Fund Pending Purchase
$000
487
0
The provision of the Charitable Fundraising Act 1991 and the regulations under that Act have been complied with and internal
controls exercised by the South Eastern Sydney and Illawarra Area Health Service are considered appropriate and effective in
accounting for all the income received in all material respects.
PARENT
2007
$000
CONSOLIDATION
2006
$000
2007
$000
2006
$000
36. Reconciliation Of Net Cash Flows from Operating Activities To Net Cost Of Services
15,760
(62,097)
0
0
391
(24,514)
5,085
(2,089)
3,257
1,011
(0)
7,922
(3,206)
4,155
(516)
(1,511,611)
(10,775)
4,624
38,369
(62,378)
130
(15,865)
1,179
(21,485)
4,219
(3,067)
3,245
1,784
1,259
438
5,035
(16,157)
(679)
(1,460,583)
(22,691)
0
Net Cash Inflows from Operating Activities
Depreciation
Provision for Doubtful Debts
Acceptance by the Crown Entity of Employee Superannuation Benefits
Donated Assets
(Increase)/ Decrease in Provisions
(Increase) / Decrease in Goods and Services Debtors
(Increase) / Decrease in Debtors Expense Recovery
(Increase) / Decrease in Other Debtors
Increase / (Decrease) in Prepayments and Other Assets
Increase / (Decrease) in Inventory
Increase / (Decrease) in Income in Advance
(Increase) / Decrease in Salary Accruals
(Increase)/ Decrease in Creditors
Net Gain/ (Loss) on Sale of Property, Plant and Equipment
(NSW Health Department Recurrent Allocations)
(NSW Health Department Capital Allocations)
(Asset Sale Proceeds transferred to the NSW Health Department)
15,760
(62,097)
0
(19,257)
391
(24,514)
5,085
(2,089)
3,257
1,011
0
7,922
(3,206)
4,155
(516)
(1,511,611)
(10,775)
4,624
38,369
(62,378)
130
(22,399)
1,179
(21,485)
4,219
(3,067)
3,245
1,784
1,259
438
5,035
(16,157)
(679)
(1,460,583)
(22,691)
0
(1,572,603)
(1,547,247)
(1,591,860)
(1,553,781)
391
1,178
391
1,178
37. Non Cash Financing and Investing Activities
391
1,178
391
1,178
Assets Received by Donation
38. 2006/07 Voluntary Services
It is considered impracticable to quantify the monetary value of voluntary services
provided to South Eastern Sydney and Illawarra Area Health Service. Services
provided include:
. Chaplaincies and Pastoral Care - Patient & Family Support
. Pink Ladies/Hospital Auxiliaries - Patient Services, Fund Raising
Practical Support to Patients and Relatives
. Patient Support Groups Counselling, Health Education, Transport,
. Community Organisations Home Help & Patient Activities
39. Unclaimed Moneys
Unclaimed salaries and wages are paid to the credit of the Department of Industrial
Relations and Employment in accordance with the provisions of the Industrial Arbitration
Act, 1940, as amended.
All money and personal effects of patients which are left in the custody of South Eastern
Sydney and Illawarra Area Health Service by any patient who is discharged or dies in
the hospital and which are not claimed by the person lawfully entitled thereto within a
period of twelve months are recognised as the property of South Eastern Sydney and
Illawarra Area Health Service.
All such money and the proceeds of the realisation of any personal effects are lodged to
the credit of the Samaritan Fund which is used specifically for the benefit of necessitous
patients or necessitous outgoing patients.
40.
Budget Review
The actual Net Cost of Services was lower than budget by $17.417m. This was primarily due to favouabilities in special projects and
patient fees, and the favourable workers compensation hindsight adjustment.
Result for the Year
The result for the year from ordinary activities was lower than budget by $3.581m. This was mainly due to the factors outlined in the Net
Cost of Services plus lower than expected income for capital projects and lower than expected recovery of the Area's superannuation
liability.
Assets and Liabilities
The variance from budget is due to the reclassification of provisions from non current to current.
Cash Flows
Operating Activities
Cash flows from operating activities were $5.843m lower than budget. This was mainly due to unbudgeted asset sale transfers to NSW
Health.
Investing Activities
Cash outflows from investing activities were $9.177m lower than budget. This was mainly due to delays in several capital projects.
Financing Activities
Cash outflows from financing activities were $5.533m lower than budget. This was mainly due to repayment of loans exceeding budget.
Movements in the level of the NSW Health Department Recurrent Allocation that have occurred since the time of the initial allocation in
July 2006 are as follows:
$000
Initial Allocation
Award Increases
Service Enhancements
AIDS Project Funding
Adjustments for Superannuation
High Cost Drugs Funding
Interstate Patient Flows
Childrens Cancer Grant
Mental Health Enhancement Funding
Cash Advance
Clinical Streaming
Clinical Service Redesign Program
Risk Shared Procurement Savings
NSW Artificial Limb Service
Illawarra Mobile Outreach Service
Funding for HACC Program
Cerebral Aneurysm Services
ICT Leases
Predictable Surgery Program
Additional Surgery Funding
Cross Border Flows
Managed Funds Adjustment
Oral Health Strategies
Blood & Blood Products
Grad Radiation Therapists in PDY
Compacks Program Funding
Paediatric ICU Beds
Nursing Strategies
National Human Papillomavirus Vaccination
Nurse Qualification Allowance
NSW Childrens Home Ventilation Program
Aged Care Funding
Multiple Resistant Organisms
Palliative Care Positions
PADP Funding
1,541,864
56,572
754
3,332
5,586
6,100
(160,287)
(360)
16,500
1,148
12,394
1,500
1,670
5,421
1,558
650
1,611
1,750
1,836
2,400
500
815
1,530
780
670
194
1,425
650
2,942
357
(2,205)
449
347
277
207
454
220
Balance as per Operating Statement
1,511,611
41. Financial Instruments
a) Interest Rate Risk
Interest rate risk, is the risk that the value of the financial instrument will fluctuate due to changes in market interest rates.
South Eastern Sydney and Illawarra Area Health Service's exposure to interest rate risks and the effective interest rates of financial assets and liabilities,
both recognised and unrecognised, at the (consolidated) Balance Sheet date are as follows:
Fixed interest rate maturing in:
1 year or less
Over 1 to 5 years
Floating interest rate
Non-interest bearing
More than 5 years
Total carrying amount Weighted average effective
as per the Balance Sheet
interest rate *
2007
$000
2006
$000
2007
$000
2006
$000
2007
$000
2006
$000
2007
$000
2006
$000
2007
$000
2006
$000
2007
$000
2006
$000
2007
%
2006
%
Cash
Receivables
Other Loans and Deposits-Treasury Corp
13,229
0
82,398
22,662
0
75,403
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
94
46,933
0
85
40,680
0
13,323
46,933
82,398
22,747
40,680
75,403
5.04
0.00
6.64
5.45
0.00
10.05
Total Financial Assets
95,627
98,065
0
0
0
0
0
0
47,027
40,765
142,654
138,830
Borrowings
Payables
Other
0
0
0
0
0
0
7,420
0
0
4,565
0
0
5,663
0
0
11,875
0
0
56
0
0
15
0
0
0
129,834
21,291
0
130,783
29,213
13,139
129,834
21,291
16,455
130,783
29,213
6.95
0.00
0.00
6.95
0.00
0.00
Total Financial Liabilities
0
0
7,420
4,565
5,663
11,875
56
15
151,125
159,996
164,264
176,451
Financial Assets
Financial Liabilities
* Weighted average effective interest rate was computed on a semi-annual basis.
It is not applicable for non-interest bearing financial instruments.
41. Financial Instruments
b) Credit Risk
Credit risk is the risk of financial loss arising from another party to a contract/ or financial position failing to discharge a financial obligation thereunder.
The South Eastern Sydney and Illawarra Area Health Service's maximum exposure to credit risk is represented by the carrying amounts of the financial assets included
in the consolidated Balance Sheet.
Credit Risk by classification of counterparty.
Governments
2007
$000
2006
$000
Banks
2007
$000
2006
$000
Patients
2007
$000
2006
$000
Other
2007
$000
2006
$000
Total
2007
$000
2006
$000
Financial Assets
Cash
Receivables
0
4,149
82,398
0
17,949
75,403
13,323
0
0
22,747
0
0
0
15,920
0
0
15,143
0
0
26,864
0
0
7,588
0
13,323
46,933
82,398
22,747
40,680
75,403
86,547
93,352
13,323
22,747
15,920
15,143
26,864
7,588
142,654
138,830
The only significant concentration of credit risk arises in respect of patients ineligible for free treatment under the Medicare provisions.
Receivables from these entities totalled $4.646m ($4.085m in 2006) at balance date.
c) Derivative Financial Instruments
The South Eastern Sydney and Illawarra AreaHealth Service holds no Derivative Financial Instruments.
42.
Prior Period Errors
a) Annual Leave On Cost
In 2006/07 the Department of Health determined the need to make allowance for on costs which need to be
paid on the settlement of annual leave liability. This resulted in the application of an on cost of 21.7% as
reported in Note 2(a).
The provisions of AASB119, Employee Benefits and Treasury’s Financial Reporting Code for Budget
Dependent General Government Sector Agencies, as pre existing in prior years, recognised the need to
include such on costs and therefore the on costs now recognised have been brought to account as “Prior
Period Errors”.
The amount corrected against the Opening Balance at 1 July 2005 was $19.873M, with the 2005/06 Result
being increased by $2.145M. In the Parent financial statements the $2.145M has been apportioned
between Employee Related Expense ($1.523M) for the period up to 17 March 2006 and Personnel Services
($0.622M) for the period 17 March 2006 to 30 June 2006.
b) Car Parks
The Randwick Hospital Campus and Sydney Hospital Campus car parks were incorrectly included in the
financial statements of the South Eastern Sydney and Illawarra Area Health Service for the year ended 30
June 2006. As these car parks are regarded as finance leases, consistent with AASB117, they have been
eliminated from equity, with such elimination recognised in the "Statement of Recognised Income and
Expenditure" as a correction of error.
The amount corrected against Accumulated Funds at 1 July 2005 was $24.115M in respect to Buildings,
and $27.084M in respect to Buildings Revaluation Reserve.
c) Emerging Assets
Refer to note 2. z). The amount corrected for the emerging asset against the Accumulated Funds at 1 July
2005 was $9.311M, with the 2005/06 result being increased by $1.469M.
43.
After Balance Date Events
No after balance date event has come to the attention of management.
End of Audited Financial Statements
Additional Unaudited Information
Accounts Payable Ageing Analysis at 30 June 2007
Accrued Salaries
Payroll Deductions
Creditors
Creditors Capital Works
Creditors RMR > $5,000
Taxation
Total Gross Creditors
Less than
30 days
30 to 60
days
60 to 90
days
Over 90
days
Total for
2007
$000
$000
$000
$000
$000
28,249
1,273
62,545
1,849
929
14,204
109,049
0
0
10,882
60
355
0
11,297
0
0
1,849
6
52
0
1,907
0
0
6,497
497
587
0
7,581
28,249
1,273
81,773
2,412
1,923
14,204
129,834
The South Eastern Sydney and Illawarra Area Health Service continuously monitors the ageing of accounts
payable. No interest has been paid on late payments.
Income Statement of South Eastern Sydney and Illawarra Area Health Service
Special Purpose Service Entity for the Year Ended 30 June 2007
2007
$000
2006
$000
1,172,469
324,112
19,257
6,534
1,191,726
330,646
845,944
222,259
Awards
56,572
15,228
Defined Benefit Superannuation
19,257
6,534
Defined Contributions Superannuation
75,801
19,909
Long Service Leave
29,227
6,763
Annual Leave
90,231
26,426
38,570
19,987
0
235
16,831
6,676
Fringe Benefits Tax
36
95
Grants & Subsidies
19,257
6,534
1,191,726
330,646
0
0
Income
Personnel Services
Acceptance by the Crown Entity of Employee Benefits
Total Income
Expenses
Salaries and Wages
Redundancies
Total Expenses
Result For The Year
The comparatives for 2006 cover the period 17 March 2006 to 30 June 2006 only. Note 1(c) refers.
The accompanying notes form part of these Financial Statements.
Balance Sheet of South Eastern Sydney and Illawarra Area Health Service
Special Purpose Service Entity as at 30 June 2007
Notes
2007
$000
2006
$000
368,208
343,287
368,208
343,287
19,260
17,123
19,260
17,123
387,468
360,410
29,522
338,686
26,978
316,309
368,208
343,287
19,260
17,123
19,260
17,123
387,468
360,410
0
0
Accumulated funds
0
0
Total Equity
0
0
ASSETS
Current Assets
Receivables
2
Total Current Assets
Non-Current Assets
Receivables
2
Total Non-Current Assets
Total Assets
LIABILITIES
Current Liabilities
Payables
Provisions
3
4
Total Current Liabilities
Non-Current Liabilities
Provisions
Total Non-Current Liabilities
Total Liabilities
Net Assets
4
EQUITY
Statement of Recognised Income and Expense of South Eastern Sydney and Illawarra Area Health
Service Special Purpose Service Entity for the Year Ended 30 June 2007
2007
$000
2006
$000
Opening Equity
0
0
Result for the Year
0
0
Closing Equity
0
0
Cash Flow Statement of South Eastern Sydney and Illawarra Area Health Service
Special Purpose Service Entity for the Year Ended 30 June 2007
2007
$000
2006
$000
Net Cash Flows from Operating Activities
0
0
Net Cash Flows from Investing Activities
0
0
Net Cash Flows from Financing Activities
0
0
Net Increase/(Decrease) in Cash
0
0
Closing Cash and Cash Equivalents
0
0
The South Eastern Sydney and Illawarra Area Health Service Special Purpose Service Entity
The accompanying notes form part of these Financial Statements.
South Eastern Sydney and Illawarra Area Health Service Special Purpose Service Entity
1.
SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
a) The South Eastern Sydney and Illawarra Area Health Service Special Purpose Service Entity
The South Eastern Sydney and Illawarra Area Health Service Special Purpose Service Entity "the Entity" , is a Division of
the Government Service, established pursuant to Part 2 of Schedule 1 to the Public Sector Employment and Management
Act 2002 and amendment of the Health Services Act 1997. It is a not-for-profit entity as profit is not its principal objective.
It is consolidated as part of the NSW Total State Sector Accounts. It is domiciled in Australia and its principal office is at
Wollongong, New South Wales.
The Entity's objective is to provide personnel services to the South Eastern Sydney and Illawarra Area Health Service.
The Entity commenced operations on 17 March 2006 when it assumed responsibility for the employees and employeerelated liabilities of the South Eastern Sydney and Illawarra Area Health Service. The assumed liabilities were recognised
on 17 March 2006 with an offsetting receivable representing the related funding due from the former employer.
The financial report was authorised for issue by the Chief Executive Officer on 30th October 2007. The report will not be
amended and reissued as it has been audited.
b) Basis of preparation
This is a general purpose financial report prepared in accordance with the requirements of Australian Accounting
Standards, the requirements of the Health Services Act 1997 and its regulations including observation of the Accounts
and Audit Determination for Area Health Services and Public Hospitals.
Generally, the historical cost basis of accounting has been adopted and the financial report does not take into account
changing money values or current valuations.
The accrual basis of accounting has been adopted in the preparation of the financial report, except for cash flow
information.
Management's judgements, key assumptions and estimates are disclosed in the relevant notes to the financial report.
All amounts are rounded to the nearest one thousand dollars and are expressed in Australian currency.
c) Comparative Information
Comparative information reflects the creation of the Special Purpose Service Entity with effect from 17 March 2006 and
covers the period 17 March 2006 to 30 June 2006.
d) Income
Income is measured at the fair value of the consideration received or receivable. Revenue from the rendering of
personnel services is recognised when the service is provided and only to the extent that the associated recoverable
expenses are recognised.
e) Receivables
A receivable is recognised when it is probable that the future cash inflows associated with it will be realised and it has a
value that can be measured reliably. It is derecognised when the contractual or other rights to future cash flows from it
expire or are transferred.
A receivable is measured initially at fair value and subsequently at amortised cost using the effective interest rate method,
less any allowance for impairment. A short-term receivable with no stated interest rate is measured at the original invoice
amount where the effect of discounting is immaterial. An invoiced receivable is due for settlement within thirty days of
invoicing.
If there is objective evidence at year end that a receivable may not be collectable, its carrying amount is reduced by
means of an allowance for impairment and the resulting loss is recognised in the income statement. Receivables are
monitored during the year and bad debts are written off against the allowance when they are determined to be
irrecoverable. Any other loss or gain arising when a receivable is derecognised is also recognised in the income
statement.
f)
Payables
Payables include accrued wages, salaries, and related on costs (such as payroll deduction liability, payroll tax, fringe
benefits tax and workers' compensation insurance) where there is certainty as to the amount and timing of settlement.
A payable is recognised when a present obligation arises under a contract or otherwise. It is derecognised when the
obligation expires or is discharged, cancelled or substituted.
A short-term payable with no stated interest rate is measured at historical cost if the effect of discounting is immaterial.
g) Employee benefit provisions and expenses
i)
Salaries and Wages, current Annual Leave, Sick Leave and On-Costs (including non-monetary benefits)
Liabilities for salaries and wages (including non-monetary benefits), annual leave and paid sick leave that fall wholly
within 12 months of the reporting date are recognised and measured in respect of employees' services up to the
reporting date at undiscounted amounts based on the amounts expected to be paid when the liabilities are settled.
All Annual Leave employee benefits are reported as "Current" as there is an unconditional right to payment. Current
liabilities are then further classified as "Short Term" and "Long Term" based on past trends and known resignations
and retirements. Anticipated payments to be made in the next 12 months are reported as "Short Term".
Unused non-vesting sick leave does not give rise to a liability, as it is not considered probable that sick leave taken in
the future will be greater than the benefits accrued in the future.
The outstanding amounts of payroll tax, workers' compensation insurance premiums and fringe benefits tax, which are
consequential to employment, are recognised as liabilities and expenses where the employee benefits to which they
relate have been recognised.
ii) Long Service Leave and Superannuation Benefits
Long Service Leave employee leave entitlements are dissected as "Current" if there is an unconditional right to
payment and "Non-Current" if the entitlements are conditional. Current entitlements are further dissected between
"Short Term" and "Long Term" on the basis of anticipated payments for the next 12 months. This in turn is based on
past trends and known resignations and retirements.
Long Service Leave provisions are measured on a short hand basis at an escalated rate of 8.1% inclusive of the 4%
payable from 1 July 2007 for all employees with five or more years of service. Actuarial assessment has found that
this measurement technique produces results not materially different from the estimate determined by using the
present value basis of measurement.
The Entity's liability for the closed superannuation pool schemes (State Authorities Superannuation Scheme and State
Superannuation Scheme) is assumed by the Crown Entity. The Entity accounts for the liability as having been
extinguished resulting in the amount assumed being shown as part of the non-monetary revenue item described as
"Acceptance by the Crown Entity of Employee benefits". Any liability attached to Superannuation Guarantee Charge
cover is reported in Note 3, "Payables".
The superannuation expense for the financial year is determined by using the formulae specified in the NSW Health
Department Directions. The expense for certain superannuation schemes (i.e. Basic Benefit and Superannuation
Guarantee Charge) is calculated as a percentage of the employees' salary. For other superannuation schemes (i.e.
State Superannuation Scheme and State Authorities Superannuation Scheme), the expense is calculated as a
multiple of the employees' superannuation contributions.
Consequential to the legislative changes of 17 March 2006 no salary costs or provisions are recognised by the Health
Service beyond that date.
h) Financial Instruments
Financial instruments given rise to positions that are a financial asset of either the Entity or its counter party and a
financial liability (or equity instrument) of the other party. For the Entity, these include cash at bank, receivables, other
financial assets, payables and borrowings.
In accordance with Australian Accounting Standard AASB 139, "Financial Instruments: Recognition and Measurements"
disclosure of the carrying amounts for each of AASB 139 categories of financial instruments is disclosed in Note 5. The
specific accounting policy in respect of each class of such financial instrument is stated hereunder.
Classes of instruments recorded and their terms and conditions measured in accordance with AASB 139 are as follows:
Receivables
Accounting Policies - Receivables are recognised at initially fair value, usually based on the transaction cost or face
value. Subsequent measures are at amortised cost using the effective interest method, less an allowance for any
impairment of receivables. Short term receivables with no stated interest are measured at the original invoice amount
where the effect of discounting is immaterial. An allowance for impairment of receivables is established when there is
objective evidence that the entity will not be able to collect all amounts due. The amount of the allowance is the
difference between the asset's carrying amount and the present value of estimated future cash flows, discounted at the
effective interest rate. Bad debts are written off as incurred.
Terms and conditions - Accounts are generally issued on 30 day terms.
Payables
Accounting Policies - These amounts represent liabilities for goods and services provided to the Health Service and other
amounts, including interest. Payables are recognised initially at fair value, usually based on the transaction cost or face
value. Subsequent measurement is at amortised cost using the effective interest method. Short term payables with no
stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial. Payables
are recognised for amounts to be paid in the future for goods and services received, whether or not billed to the Health
Service.
Terms and Conditions - Trade liabilities are settled within terms specified. If no terms are specified, payment is made at
the end of the month following the month in which the invoice is received.
Notes to and forming part of the Financial Statements for the Year Ended 30 June 2007
2007
$000
2006
$000
368,208
343,287
19,260
17,123
387,468
360,410
Accrued Salaries and Wages on-costs
29,522
26,978
Total Payables
29,522
26,978
Employee Annual Leave - Short Term Benefit
74,917
88,775
Employee Annual Leave - Long Term Benefit
88,292
62,617
Employee Long Service Leave - Short Term Benefit
17,351
16,455
Employee Long Service Leave - Long Term Benefit
158,126
148,462
Total Current Provisions
338,686
316,309
Employee Long Service Leave - Conditional
19,260
17,123
Total Non-Current Provisions
19,260
17,123
338,686
316,309
Provision - Non-Current
19,260
17,123
Accrued Salaries and Wages on-costs
29,522
26,978
387,468
360,410
2. RECEIVABLES
Current
Accrued Income - Personnel Services Provided
Non-Current
Accrued Income - Personnel Services Provided
Total Receivables
3. PAYABLES
Current
4. PROVISIONS
Current Employee benefits and related on-costs
Non-Current Employee benefits and related on-costs
Aggregate Employee Benefits and Related on-costs
Provision - Current
Total
5. FINANCIAL INSTRUMENTS
a) Interest Rate Risk
Interest rate risk is the risk that the value of the financial instrument will fluctuate due to changes in market
interest rates. The Entity's exposure to interest rate risks and the effective interest rates of financial assets and
liabilities, both recognised and unrecognised, at the Balance Sheet date are as follows:
Non-Interest
Bearing
2007
$000
Total carrying
amount as per the
Balance Sheet
2006
$000
2007
$000
Weighted
average effective
interest rate*
2006
$000
2007
$000
2006
$000
Financial Assets
Receivables
387,468 360,410
387,468 360,410
387,468 360,410
387,468 360,410
Financial Liabilities
Payables
29,522
26,978
29,522
26,978
Total Financial Liabilities
29,522
26,978
29,522
26,978
* The weighted average effective interest rate was computed on a semi-annual basis. It is not applicable for
non-interest bearing financial instruments.
b) Credit Risk
Credit risk is the risk of financial loss arising from another party to a contract, or financial position, failing to
discharge a financial obligation thereunder. The Entity's maximum exposure to credit risk is represented by the
carrying amounts of the financial assets included in the Balance Sheet.
Credit Risk by
classification
of counterparty
Governments
2007
2006
$000
$000
Banks
2007
2006
$000
$000
Patients
2007
2006
$000
$000
Other
2007 2006
$000 $000
2007
$000
Total
2006
$000
Financial Assets
Receivables
387,468
360,410
0
0
0
0
0
0
387,468
360,410
387,468
360,410
0
0
0
0
0
0
387,468
360,410
c) Net Fair Value
Financial Instruments are carried at cost. The resultant values are reported in the Balance Sheet and are
deemed to constitute net fair value.
d) Derivative Financial Instruments
The Entity holds no Derivative Financial Instruments.
6. Prior Period Errors
In 2006/07 the Department of Health determined the need to make allowance for on costs which need to be paid on
the settlement of annual leave liability. This resulted in the application of an on cost of 21.7% as reported in Note 2(h) .
The provisions of AASB119, Employee Benefits and Treasury’s Financial Reporting Code for Budget Dependent
General Government Sector Agencies, as pre existing in 2005/06, recognised the need to include such on costs and
therefore the on costs now recognised have been brought to account as “Prior Period Errors”. However expense and
revenue adjustments are fully offsetting and the adjustment had no effect on Equity.
7. After Balance Date Events
No after balance date event has come to the attention of management.
End of Audited Financial Statements
8
Index
SECTION
Index
Aboriginal Health
69
Non Government Organisation Projects
Area Health Advisory Council (AHAC)
93
Nursing and Midwifery Services
58
Bulli Hospital
40
Occupational Health and Safety
78
30
Official Overseas Travel
82
Chief Executive’s Foreword
2
Oral Health Service
53
20
Organisation Chart
4
Coledale Hospital
31
Performance Indicators
7
45
Population Health
45
Consumer Participation
13
35
Corporate Communications
65
17
23
32
Public Health
47
Clinical Services Strategic Plan
Donations
Purpose and Goals
157
98
5
56
Research
81
48
27
Early Intervention Program
44
St George Hospital and
Eastern Sydney Scarba Service
43
48
25
37
38
Drug and Alcohol Program
26
77
Ethnic Affairs Priority Program
97
Executive Reports
68
South East Sydney and Illawarra
Falls Prevention
51
Medical Imaging (SESAIMI)
56
South Eastern Area Laboratory Service (SEALS)
57
77
Financial Overview
105
Financial Services
62
Staff Profile
Food Services
61
Strategic Directions
Freedom of Information
6
Sutherland Hospital and
103
Fundraising and Sponsorship
94
Garrawarra Centre
33
Sydney Children’s Hospital and
Gower Wilson Memorial Hospital
41
Health Promotion Programs
50
Sydney Hospital and Sydney Eye Hospital
29
Health Services
21
Teaching and Training
80
Health Support Services
61
Vision and Mission
HIV/AIDS Program
52
Volunteers
Information Management Services
63
War Memorial Hospital Waverly
36
Kiama Hospital and Community Health Service
34
Wollongong Hospital
24
54
Women’s Health
48
42
Worker’s Compensation
78
Multicultural Health Service
46
67
160
39
28
5
100

www.sesiahs.health.nsw.gov.au

Transcription

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