DIRECTOR PLANNING NEPEAN BLUE MOUNTAINS LOCAL HEALTH DISTRICT - CANDIDATE INFORMATION PACK
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CANDIDATE INFORMATION PACK DIRECTOR PLANNING NEPEAN BLUE MOUNTAINS LOCAL HEALTH DISTRICT
CANDIDATE INFORMATION PACK Director Planning, NBMLHD TABLE OF CONTENTS Executive Summary 3 Nepean Blue Mountains Local Health District 4 Director Planning 7 Employment Terms & Conditions 10 How to Apply 11 HardyGroup | IN CONFIDENCE 2
CANDIDATE INFORMATION PACK
Director Planning, NBMLHD
EXECUTIVE
SUMMARY
The Nepean Blue Mountains Local Health District (NBMLHD) provides world-class clinical care, research and
innovation, and is committed to providing a workplace culture that values and promotes the growth of high
performing teams and individuals. NBMLHD provides community health and hospital care for people living in
the Blue Mountains, Hawkesbury, Lithgow and Penrith Local Government Areas (LGAs) and tertiary care to
residents of the Greater Western Region.
The health service employs almost 5,800 staff; including 1,000 doctors and 3,000 nurses to deliver a
comprehensive range of leading-edge clinical services, as well as state-wide services including mental health,
aged care and rehabilitation beds and a range of community services.
The Director Planning will report directly to the Chief Executive and will lead a complex set of functions aimed
at providing strategic directions for service development and delivery for the organisation. The incoming
Director will need to be strong on service planning and project management with leadership capacity to drive
key relationships within the NBMLHD community as well community partners and government agencies.
The Director will work in a culture that fosters collaboration and continues to drive improvements, manage
and resolve complex strategic, policy and operational matters. You will join an experienced team and work
with clinicians and healthcare leaders to propel the organisation to deliver an ambitious but achievable growth
and leadership strategy.
To be the successful candidate you will be skilled in:
• Demonstrated ability to lead, initiate and achieve significant health services planning processes,
preferably in a public health environment.
• Well-developed communication, interpersonal, problem solving and negotiation skills for
balancing competing interests, and resolving conflicts
• Demonstrated experience in managing complex projects and initiatives.
• Demonstrated experience in managing organisational change
• Your senior management experience in a large, complex health service and a relevant qualification
in health will be highly valued
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CANDIDATE INFORMATION PACK
Director Planning, NBMLHD
NEPEAN BLUE MOUNTAINS LOCAL
HEALTH DISTRICT
Together Achieving Better Health
Nepean Blue Mountains Local Health District (NBMLHD) is responsible for providing community health and
hospital care for people living in the Blue Mountains, Hawkesbury, Lithgow and Penrith Local Government
Areas (LGAs) and tertiary care to residents of the Greater Western Region.
The Local Health District consists of both urban and
semi-rural areas, covering almost 9,179 square
kilometres and an estimated resident population
of almost 350,000 people.
The main hospitals in Nepean Blue Mountains
Local Health District are
• Nepean Hospital,
• Blue Mountains District ANZAC Memorial
Hospital,
• Springwood Hospital,
• Lithgow Hospital and
• Portland Tabulam Health Centre.
Hawkesbury Hospital (for public patients) is operated under contract with Hawkesbury District Health Service,
as part of St John of God Health Care. Community Health Centres are located throughout the District.
Services based outside the Hospitals and Community Health Centres include Aboriginal Health, Allied Health,
Drug and Alcohol, Mental Health, Multicultural Health, Oral Health and Population Health
NBMLHD at a glance
373,205 84,566 Hospital 5711 staff 120,661 ED
community Admissions members Presentations
residents
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CANDIDATE INFORMATION PACK
Director Planning, NBMLHD
Strategic Plan 2018-2023
The Nepean Blue Mountains Local Health District Strategic Plan 2018-2023 has been developed with input
from our community and staff. It aligns with the NSW State Health Plan Towards 2021 and reflects the data
and population projections for our region.
The Plan outlines the way forward for the next five years and builds on the foundations delivered by the
previous Strategic Plan 2012-2017. Continuing to strive to deliver high quality, safe and efficient health
services to meet the needs of a diverse and rapidly growing population, within a context of ongoing reform.
Consultation for the Strategic Directions with our staff and the community identified five top health priorities
for our region.
The top five health priorities and challenges identified by our community are:
• Mental Health
• Hospital Care
• Obesity
• Drug & Alcohol Issues
• Population Growth
The following strategic priorities have been identified to work hand in hand with the health priorities to
implement the Nepean Blue Mountains Local Health District Strategic Plan 2018-2023
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CANDIDATE INFORMATION PACK
Director Planning, NBMLHD
Nepean Redevelopment
The NSW Government has committed at least $1 billion to the Nepean Redevelopment which will deliver a
major expansion and upgrade of Nepean
Hospital and our community-based health
services. It is an opportunity to design,
deliver and operate a truly world class
hospital that will allow us to provide new,
innovative models of care.
The NSW Government has committed $550
million to Stage 1 of the redevelopment
which is ongoing. A business plan for the
stage 2 re development is near completion.
This will deliver a range of services and
structures such as:
• A new clinical services block
• a new and expanded Emergency
Department
• Expanded and upgraded medical imaging
• At least 12 new operating theatres
• 18 birthing suites in new accommodation, an increase of ten
• A new Neonatal Intensive Care Unit
• More than 200 overnight beds in new accommodation
• A new helipad
• New community health services.
The Quarter Precinct
Nepean Blue Mountains Local Health District is at the heart of a new collaboration which promises to attract
leading clinicians, researchers and educators and accelerate innovations in patient care and treatment.
Launched in 2017, The Quarter formalises already well-established collaborations between the region’s major
healthcare providers, education institutions and Penrith City Council.
The Quarter covers a 300-hectare precinct between Penrith and St Marys. To learn more about the Quarter
precinct, please visit this link
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CANDIDATE INFORMATION PACK
Director Planning, NBMLHD
DIRECTOR PLANNING
POSITION PURPOSE
The Director, Planning Directorate-comprising of the Strategic Office and the Services Planning and
Development arm, leads a complex set of functions aimed at providing strategic directions for service
development and delivery for the organisation, supporting clinical services across the LHD, and planning for
the delivery of services to and within the NBMLHD community and beyond
KEY DUTIES AND RESPONSIBILITIES
The Director of Planning will
• Lead the development and review of strategic directions for the NBMLHD for clinical services
development and planning at District, facility and service levels
• Lead the preparation of LHD frameworks and responses to major reforms at state and commonwealth
levels such as in the non-government sector
• Lead collaborations with partner organisations to improve health service delivery across NBMLHD,
such as with non-government organisations, collaborations with local Councils, Primary Health
Network and other government agencies
• Lead, facilitate and negotiate change management processes in the context of clinical service
developments across the LHD
• Lead and facilitate implementation of effective governance arrangements for strategic LHD service
developments and proactively identify and manage risks
• Demonstrate superior management skills to direct, coordinate, and oversee staff within the area of
responsibility as well as project staff/ consultants and others as required
• Facilitate and lead implementation of key initiatives as identified by the Chief Executive (CE), NBMLHD
Executive and Board.
• Develop and maintain interpersonal relationships of a sensitive nature at very senior levels and
successfully influence complex issues of a strategic, political and financial nature. Thereby requiring,
exceptional interpersonal skills and high-level credibility
• Determine the scope, approaches and review of processes of major projects, initiatives within the
portfolio.
• Approve recurrent expenditure within allocated budgets in accordance with Delegations Manual.
View the required skills, experience and knowledge in the Position Description.
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CANDIDATE INFORMATION PACK
Director Planning, NBMLHD
SELECTION CRITERIA
Essential
• Demonstrated ability to lead, initiate and achieve significant health services planning processes,
preferably in a public health environment.
• Well-developed communication (verbal and written), interpersonal, problem solving and negotiation
skills for balancing competing interests, and resolving conflicts
• Demonstrated experience in managing complex projects and initiatives.
• Demonstrated experience in managing organisational change
• Demonstrated capacity to lead and manage staff.
Desirable
• Demonstrated understanding of public health service delivery, preferably in NSW context
• Demonstrated understanding of health service planning guidelines and policies in NSW and
contemporary planning related issues and associated issues including finance
QUALIFICATIONS
The incumbent must possess:
• Appropriate tertiary qualifications, preferably at Masters level
CHALLENGES
Major challenges currently associated with the role include:
• Engaging and negotiating with a range of key stakeholders (clinicians, community, senior managers,
partner organisations) to guide effective and efficient health service delivery to the community of
NBMLHD and beyond
• Staying abreast of and negotiating reforms (at local, state, national and international levels), new
developments, emerging service models and technologies, understanding their potential impact on
service delivery and negotiating and communicating these into local service delivery improvements
• Delivering key outcomes in terms of progressing service delivery improvements across NBMLHD in the
context of an array of competing priorities
REPORTING & KEY RELATIONSHIPS
The Director Planning reports directly to the Chief Executive of the Local Health District.
Reporting into the Director are 9 FTE working under the Planning Directorate.
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CANDIDATE INFORMATION PACK
Director Planning, NBMLHD
KEY DATA
Staffing Directorate: 9 FTE
LHD: 5711 FTE
Annual Budget Directorate budget: $1 million + contracts from NGO
partners
Service Location Penrith
Useful Links Role Description
NBMLHD
Organisation Chart
Strategic Plan
Business Plan
Nepean Redevelopment
The Quarter Precinct
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CANDIDATE INFORMATION PACK Director Planning, NBMLHD EMPLOYMENT TERMS & CONDITIONS REMUNERATION To be discussed with the consultant CLASSIFICATION Health Manager Level 6 PRE-EMPLOYMENT PROBITY CHECKS Information on a person’s suitability for appointment is obtained for all appointments. Potential appointees will be asked whether there are any reasons why they should not be appointed such as: Information on a person’s criminal history and other associated probity checks will be sought from those candidates whose application has progressed to shortlisting for interview. Applicants unsure about the definition of disclosable criminal convictions or status of any criminal conviction may wish to seek legal advice in responding to the probity check questions. (A ‘disclosable’ conviction is one that is recorded by the court and has not been rehabilitated or spent under the Criminal Law (Rehabilitation of Offenders) Act 1986 and, in the case of Commonwealth convictions, the Crimes Act 1914 (Commonwealth), and does not breach the confidentiality provisions of the Youth Justice Act 1992.) HardyGroup | IN CONFIDENCE 10
CANDIDATE INFORMATION PACK
Director Planning, NBMLHD
HOW TO APPLY
The closing date for applications is Tuesday 26th February 2019
The reference number to include in your application is H19_2998
For a confidential discussion, please contact Principal Consultant, Rhodie Miller:
M: +61 (0)422 816 557
E: rmiller@hardygroupintl.com
Please submit application documentation to Search Coordinator, Kaavya Nithi:
T: +61 (0)2 9900 0108
E: knithi@hardygroupintl.com
It Is standard practice for HardyGroup to acknowledge receipt of your application no later than the next
business day. We request that if you do not receive the acknowledgement, you contact the search coordinator
listed above as soon as possible after the 24-hour business period and arrange to resend your application if
necessary.
Your application must include:
1. Completed HG Application Form
2. Cover letter addressed to the search consultant;
3. A written response addressing the key selection criteria, found on page 8; and
4. An up to date copy of your Curriculum Vitae
HardyGroup | IN CONFIDENCE 11CANDIDATE INFORMATION PACK Director Planning, NBMLHD REFEREES You will need to provide details of three (3) professional referees. To do so, complete the relevant fields in the Candidate Profile. You should carefully consider who you select to approach to provide reference advice. Your current manager must be included. It is customary for referee reports to be requested after interview and if you are the preferred candidate, your permission will be requested prior to contacting your referees. PERSONAL INFORMATION HG complies with the Privacy Act 1988 (Cth), all applications are treated by HG in strict confidence, however in submitting an application you are extending permission to share your application with the Selection Panel. Personal Information will be used to assess your suitability for appointment to this position. As part of the selection process, personal information will be dealt with in accordance with HG’s Privacy Policy and the Information Privacy Act 2009. HardyGroup | IN CONFIDENCE 12
POSITION DESCRIPTION
NBMLHD - Director - Planning
OUR CORE VALUES
Collaboration Openness Respect Empowerment
CLASSIFICATION Health Mgr Lvl 6
STATE AWARD Health Managers (State) Award
PRIMARY PURPOSE
• The Director, Planning Directorate leads a complex set of
functions aimed at providing strategic directions for
service development and delivery for the organisation,
supporting clinical services across the LHD, and planning
for the delivery of services to and within the NBMLHD
community and beyond
• The Planning Directorate comprises:
• Strategic Office
• Services Planning and Development.
KEY
ACCOUNTABILITIES 1. Lead the development and review of strategic directions
for the NBMLHD for clinical services development and
planning at District, facility and service levels
2. Lead the development, review and implementation of
frameworks for District corporate and strategic planning
consistent with Ministry of Health corporate goals and
performance targets
3. Facilitate delivery of high-quality information about
NBMLHD services and the population to inform service
and program delivery
4. Lead the preparation of LHD frameworks and responses
to major reforms at state and commonwealth levels such
as in the non-government sector
5. Lead collaborations with partner organisations to improve
health service delivery across NBMLHD, such as with
non-government organisations, collaborations with local
Councils, Primary Health Network and other government
agencies
6. Lead the development and negotiation of service
enhancements in the context of Local Priorities of the
Annual Service Agreement with the Ministry of Health
7. Lead, facilitate and negotiate change management
processes in the context of clinical service developments
across the LHD
8. Lead and facilitate implementation of effective governance
arrangements for strategic LHD service developments and
proactively identify and manage risks
PAGE 1 / 3POSITION DESCRIPTION
NBMLHD - Director - Planning
9. Demonstrate superior management skills to direct,
coordinate, and oversee staff within the area of
responsibility as well as project staff/ consultants and
others as required
10. Facilitate and lead implementation of key initiatives as
identified by the Chief Executive (CE), NBMLHD
Executive and Board.
11. Communication
1. Significant collaboration with the NBMLHD
Executive, Board, senior managers and
clinicians within the LHD
2. There will also be significant interaction with
NBMLHD Directors and Managers of
services and facilities, Total Asset
Management, Information Management and
Organisational Performance Unit, Finance
3. Relationships are also required with Ministry
of Health and Health Infrastructure, as well
as local councils, Primary Health Network,
non-government agencies and other
government agencies, as well as local
communities
4. The Director is required to develop and
maintain interpersonal relationships of a
sensitive nature at very senior levels and
successfully influence complex issues of a
strategic, political and financial nature.
Therefore, exceptional interpersonal skills
and high-level credibility are required
12. Decision making
1. The Director determines the scope,
approaches and review of processes of major
projects, initiatives within the portfolio.
2. The Director is able to approve recurrent
expenditure within allocated budgets in
accordance with Delegations Manual.
3. The Director can recruit to fill positions,
except for Senior Medical Practitioners
whose appointment procedures must be in
accordance with District by-laws. The
exercise of this delegated authority is in
accordance with NBMLHD policy and
procedures.
SELECTION CRITERIA ESSENTIAL
1. Demonstrated ability to lead, initiate and achieve
significant health services planning processes, preferably
in a public health environment
2. Well-developed communication (verbal and written),
interpersonal, problem solving and negotiation skills for
balancing competing interests, and resolving conflicts.
3.
PAGE 2 / 3POSITION DESCRIPTION
NBMLHD - Director - Planning
SELECTION CRITERIA
(contd.) 3. Demonstrated experience in managing complex projects
and initiatives.
4. Demonstrated experience in managing organisational
change
5. Demonstrated capacity to lead and manage staff
DESIRABLE
6. Demonstrated understanding of public health service
delivery, preferably in NSW context
7. Demonstrated understanding of health service planning
guidelines and policies in NSW and contemporary planning
related issues and associated issues including finance
8. Appropriate tertiary qualifications, preferably at Masters
level.
KEY CHALLENGES
• Engaging and negotiating with a range of key
stakeholders (clinicians, community, senior managers,
partner organisations) to guide effective and efficient
health service delivery to the community of NBMLHD and
beyond
• Staying abreast of and negotiating reforms (at local, state,
national and international levels), new developments,
emerging service models and technologies, understanding
their potential impact on service delivery and negotiating
and communicating these into local service delivery
improvements
• Delivering key outcomes in terms of progressing service
delivery improvements across NBMLHD in the context of
an array of competing priorities
KEY RELATIONSHIPS WHO WHY
Chief Executive, NBMLHD Plan and negotiate service delivery
Executive and General improvements and reforms
Managers and Senior
Clinicians from NBMLHD
Services and Facilities
Senior Clinicians, NBMLHD Plan and negotiate service delivery
Services and Facilities improvements and reforms
NBMLHD Corporate Services Plan and negotiate service delivery
including Finance, Information improvements and reforms
Management and
Organisational Performance,
Workforce, Total Asset
Management
PAGE 3 / 3Director, Planning
Vacant
Executive Assistant to
Director Planning
Kathryn Ross
Administrative Assistant
to Manager, Services
Development and Planning
Margaret Martin
Administrative Assistant
to Manager, Strategic
Office
Michael Estevez
Manager, Services Manager, Strategic Office
Development and Planning
Phillippa Venn - Brown
Alison Tidbury
Senior Health Service Joint PHN / LHD Senior
Planner Health Service Planner
Vacant
Joanne Fernyhough
Senior Health Service NGO Coordinator
Planner
Susan Crosbie
Jennifer Conquest
Senior Health Service Senior Health Service
Planner Planner
Sharon Peters Candice Johnston
Senior Epidemiologist/
Health Service Planner
Christine DwyerTogether Achieving Better Health
Strategic Plan
2018-2023
N B M L H D
Together Achieving Better Health2018 Contents -2023 Chair’s Foreword 2 Our values and vision 4 Our priorities 5 Our changing community 6 Nepean Redevelopment 9 Our staff and their impact 10 Our 2018 – 2023 Strategic Directions 12 + Healthy people and communities 14 + Better patient and consumer experience 16 + Talented, happy and engaged workforce 18 + Responsible governance and financial management 20 + Hub for research and innovation 22 The Quarter 24
Chair’s Foreword
Chair’s Foreword
The Board of Directors of the Nepean Blue The importance of innovation in healthcare cannot be
Mountains Local Health District and I, as overstated. Our Local Health District has shown that it can be a
force to be reckoned with in this area and will continue to build
Chairman, welcome this Strategic Plan for
on its well-deserved reputation of being at the forefront of
2018-2023. healthcare. We will harness technology and research to develop
better and more efficient ways to deliver health services for the
The next five years will be exciting within the District with community, working with our partners to make healthcare as
growth in not only our population, but also our infrastructure. seamless as possible.
First among the expansion of our infrastructure is Stage 1 of the
Integrated Nepean Hospital and Community Based Services To assist the District to achieve this goal the recognition of The
Redevelopment (Nepean Redevelopment), valued at $550 Quarter, Penrith (Health and Education Precinct), by the NSW
million. Work has already begun and will continue throughout government and the Greater Sydney Commission is highly
the lifespan of this document. significant. The Quarter, Penrith, is a partnership which brings
together the health sector, universities, TAFE, private
With the implementation of integrated care comes a tranche
enterprise and local Council to do what Western Sydney has
of HealthOne initiatives including the refurbishment and
always done so well, grow and develop our own. This
expansion of St Clair Community Health Centre, a new centre
partnership will help to meet our future staffing needs with our
at Orchard Hills and an ICT solution for Jordan Springs and
own people, trained locally, and with an understanding of the
Lithgow to support the delivery of primary care and community
needs of our community.
health in those areas.
The Local Health District will also take advantage of the
opportunity that the City Deal for Western Sydney (the local
government areas of the Blue Mountains, Hawkesbury, Penrith,
Camden, Campbelltown, Fairfield, Liverpool and Wollondilly)
brings. This is a collaboration between Commonwealth, State
and Local government with one of the benefits being greater
The next five years sharing of strategies and initiatives to benefit the health and
will be exciting within well-being of our communities.
the District with
growth in not only our The Hon. Peter Collins, AM QC
Look out for key insights
population, but also Board Chair, Nepean Blue Mountains Local Health District from our Chief Executive
Kay Hyman throughout
our infrastructure. this document.
2 nbmlhd.health.nsw.gov.au Together Achieving Better Health Strategic Plan 2018—2023 3Our values and vision Our priorities
Our vision Our priorities
Together We will drive innovation and
excellence in health service delivery FROM THE Consultation for the Strategic Directions
Achieving and provide safe, equitable, high quality, CHIEF EXECUTIVE with our staff and the community
accessible, timely and efficient services identified five top health priorities for
Better Health
We continue to innovate in the priority
that are responsive to the needs of areas for health in our region and in
our region. The top five health priorities
patients and the community. 2017 we built on our commitment to:
and challenges identified by our
community are:
better managing overweight and obesity
Our values
issues; improving access and timeliness
to elective surgery and emergency care;
and using technology to improve access Mental health
Our values support our vision, shape our culture and to healthcare, and raise awareness
reflect our principles and beliefs. We pride ourselves about preventative healthcare.
on working within two sets of values. We look forward to working closely with
our staff and partners to implement
this new Strategic Plan for 2018-2023,
Health CORE Value
NSW s continuing to harness opportunities Hospital care
provided by Australian health reforms.
04 01 We would like to thank everybody who
Empowerment Collaboration contributed for their valuable input.
S
Safety
Obesity
R
Resource
effectiveness District
SAFER
Values
A
Agility and
responsiveness
Drug and alcohol
RESIDENT
issues
E
Excellence
F
Fairness
and equity
Creating a
health district for the Population
03 02 future as the population growth
is going to grow.
Respect Openness
4 nbmlhd.health.nsw.gov.au Together Achieving Better Health Strategic Plan 2018—2023 5Our changing community
Our changing
community
FROM THE PROJECTED POPULATION
CHIEF EXECUTIVE BY REGION IN 2036
A lot has changed since
the development of the BLUE
2012-2017 Strategic Plan.
PENRITH MOUNTAINS
The announcement of the
second Sydney Airport at
Badgerys Creek has been
269,046 90,089
made and the Greater
from 203,100 from 81,616
Sydney Commission has
Lithgow recognised Western
in 2016 in 2016
Hawkesbury Sydney, incorporating
Penrith, the new Airport HAWKESBURY LITHGOW
area and Liverpool, as the
84,477 20,460
Portland Tabulam Health Centre
third city of Sydney. With
this has come dedicated
planning for the Western
Hawkesbury
from 67,462 from 21,027
Lithgow Hospital City and an opportunity
District Health in 2016 in 2016
for us to be part of that
Blue
Service
planning.
Mountains Source: Population estimates downloaded from Health Activity Projections
Penrith Platform and Analytics in CaSPA on 9/8/17.
Blue Mountains District Springwood
Anzac Memorial Hospital Hospital
Nepean Hospital
Significant Facts
OUR CHANGING COMMUNITY 11,900 23% of
* 166% * 250%
ABORIGINAL POPULATION PREDICTED PREDICTED
373,205 464,072 POPULATION
3.1% of the Local Health
District population,
3.4% in Penrith LGA
BORN
OVERSEAS
Compared with 31% of
INCREASE
of residents in the
70-84
INCREASE
of residents
85+
NSW population age group from 2011-2036
residents in 2016 residents in 2036 from 2011-2036
*Source: Population estimates downloaded from Health Activity Projections Platform and Analytics, CaSPA on 17/8/2017.
6 nbmlhd.health.nsw.gov.au Together Achieving Better Health Strategic Plan 2018—2023 7Our changing community
PROJECTED POPULATION GROWTH BY AGE
GROUP IN OUR DISTRICT AND NSW BY 2036
Projected Growth in Projected Growth in
our District by 2036 NSW by 2036
0-4 Age Group 0-4 Age Group
21% 27%
29,712 in 2036 up from 24,464 in 2011. Average annual growth rate 0.96
Average annual growth rate 0.78
5-15 Age Group 5-15 Age Group
27% 34%
60,375 in 2036 up from 47,723 in 2011. Average annual growth rate 1.18
Average annual growth rate 0.95
16-44 Age Group 16-44 Age Group
17% 24%
Average annual growth rate 0.85
168,123 in 2036 up from 144,237 in 2011.
Average annual growth rate 0.61
45-69 Age Group 45-69 Age Group
27% 34%
133,196 in 2036 up from 104,846 in 2011.
Average annual growth rate 0.96
Average annual growth rate 1.18
$550 MILLION FOR
70-84 Age Group 70-84 Age Group NEPEAN REDEVELOPMENT
166% 105% The NSW Government committed $550 million THE FIRST PHASE OF THE
56,650 in 2036 up from 21,269 in 2011.
Average annual growth rate 2.92 for Stage 1 of the Nepean Hospital Redevelopment REDEVELOPMENT INCLUDES:
Average annual growth rate 4.00 in 2016. • a new clinical services block
85+ Age Group 85+ Age Group •
a new and expanded Emergency
Construction of the redevelopment is ongoing and will occur over Department
250% 160% the lifespan of this document. Upon its expected completion in 2021,
it will deliver Penrith and its surrounding areas with contemporary,
•
expanded and upgraded medical
imaging
Average annual growth rate 3.9 integrated clinical and community-based health services that meet the
16,016 in 2036 up from 4,573 in 2011. •
at least 12 new operating theatres
communities’ needs well into the future. It will also help to strengthen
Average annual growth rate 5.14
•
18 birthing suites in new
Nepean Hospital’s position as a leading tertiary, teaching, research and accommodation, an increase of ten
referral hospital in NSW. •
Total in NBMLHD Total in NSW a new Neonatal Intensive Care Unit
34% •
more than 200 overnight beds in
37% new accommodation
•
a new helipad
464,072 in 2036 up from 347,112 in 2011. Average annual growth rate 1.28
Average annual growth rate 1.17
•
new community health services.
*Source: Population estimates downloaded from Health Activity Projections Platform and Analytics, CaSPA on 17/8/2017. Note: AAGR = average
annual growth rate; number refers to the change in the number of people from 2011 to 2036; % refers to the overall growth from 2011 to 2036.
8 nbmlhd.health.nsw.gov.au Together Achieving Better HealthOur staff
Our staff and
their impact
A SNAPSHOT FROM 2016-2017
Most of our 5,711 strong staff (77%) reside
locally, either within the Local Health District or
surrounding postcodes. In fact, we employ 2.2% of
2,729
all people of employment age residing within the
four local government areas of the District. 5,195
Babies
born
Nursing and Midwifery Staff
11,079
Elective
surgeries
811
Medical Staff
8,339
5,711 4,225 1,486
Emergency surgical
632
procedures
Total Staff Female Staff Male Staff
Allied Health Staff
90
84,566
FROM THE
77%
Admissions
CHIEF EXECUTIVE to hospital 1 mil+
Community and
In 2016-2017 we delivered a range Oral Health Staff outpatient occasions
of services to meet the needs of our of service
How many staff reside locally
1,429
community. Based on population
projections the need for these services
2.2%
is expected to increase.
Clinical Support, Administration, Management
and Miscellaneous Staff
120,661
99
20
The amount of people we employ of Presentations to
employment age residing within the four local Emergency Research
government areas of the District. Department proposals
*A full range of statistics is available in the NBMLHD 2016-2017 Year in Review and can be accessed on our website.
Research and Academic Staff
10 nbmlhd.health.nsw.gov.au Together Achieving Better Health Strategic Plan 2018—2023 11Our strategic directions
Our 2018-2023
Strategic Directions
FROM THE
CHIEF EXECUTIVE You’ve told us
your concerns...
The Nepean Blue Mountains Hospital care
Local Health District
Obesity
Strategic Plan 2018-2023
has been developed with
input from our community Mental health
and staff. It aligns with the Drug and alcohol Population
NSW State Health Plan issues growth
Towards 2021, and reflects
the data and population
projections for our region.
The Plan outlines the way
forward for the next five
years and builds on the
foundations delivered by
the previous Strategic Plan
2012-2017.
We continue to strive to
deliver high quality, safe
1 2 3 4 5
and efficient health services
We’ve listened
to meet the needs of our
diverse and rapidly growing
to these concerns
population, within a context
and made plans
of ongoing reform.
for the future HEALTHY BETTER TALENTED, RESPONSIBLE HUB FOR
PEOPLE AND PATIENT AND HAPPY AND GOVERNANCE RESEARCH
COMMUNITIES CONSUMER ENGAGED AND AND
EXPERIENCES WORKFORCE FINANCIAL INNOVATION
MANAGEMENT
12 nbmlhd.health.nsw.gov.au Together Achieving Better Health Strategic Plan 2018—2023 13Our strategic directions
Strategic Direction
1 WE WILL:
Deliver innovative health and wellbeing promotion and protection initiatives for mental
health, obesity, drug and alcohol and other lifestyle factors
Deliver initiatives that address health disparities experienced by our Aboriginal and
Torres Strait Islander communities
Provide initiatives that promote the health of our Culturally and Linguistically Diverse
HEALTHY (CALD) Population
PEOPLE AND
Strengthen partnerships and networks for service delivery including key partnerships
with Nepean Blue Mountains Primary Health Network, St John of God Healthcare, Local
COMMUNITIES
Councils and Non-Government Organisations
Investigate and promote opportunities to incorporate Arts and Health initiatives into
Local Health District facilities and services, including the redevelopment of Nepean
Hospital Stage 1
Embrace technology for health literacy, health management, support and coordination
of care.
STAFF RESIDENT
Working with partners More interagency
to prevent chronic disease communication happening
and reduce hospital between the hospital
presentations. and providers, particularly
in aged care.
FROM THE CHIEF EXECUTIVE
The challenges that an increasing population place on the Local Health
District places increasing importance to the partnerships we have built
with the Nepean Blue Mountains Primary Health Network, local Councils,
other agencies and non-government organisations. These partnerships are
vital as we deliver services and extend our health and well-being activities
and programs to realise our first Strategic Direction of healthy people and
communities.
14 nbmlhd.health.nsw.gov.au Together Achieving Better Health Strategic Plan 2018—2023 15Our strategic directions
Strategic Direction
2 WE WILL:
Provide person-centred care that is integrated between hospital, community health,
general practice, private specialists and our partners
Deliver high quality, safe and culturally appropriate health services for the residents of
the Local Health District and for NSW residents through a network of tertiary referral and
district level hospitals and community health centres
Provide world-leading clinical care within hospitals that are fit for purpose, consistent
BETTER with the NSW State Health Plan Towards 2021 and the Premier’s Priorities
Continue to nurture consumer engagement and participation
PATIENT AND Complete the important Stage 1 of the Nepean Redevelopment
Continue to advocate for Nepean Redevelopment Stage 2 to support the provision of
CONSUMER world-class clinical care in hospitals that are fit for purpose
Continue to advocate for a new, single Hospital in the Blue Mountains with a clinical school
EXPERIENCES to expand clinical experience options to develop the next cohort of clinical leaders
Deliver new and expanded Community Health Centres at Penrith and at Orchard Hills
and St Clair (HealthOne initiatives) to support integrated care from acute facility,
through community-based care and return to primary care
Continue to advocate for new Community Health Centres in Penrith and Blue Mountains
LGAs, to meet the needs of the growing population and provide joined up services as
close to the patient’s home as practicable.
STAFF RESIDENT
More respectful engagement Better integration
with patients and families, between health
especially those who need to use system components.
services frequently (for example
those with a disability).
FROM THE CHIEF EXECUTIVE
Greater integration of the healthcare system, including General
Practitioners, private Allied Health providers and Non-Government
Organisations, will help us deliver our second strategic direction of better
patient and consumer experiences. It will support the delivery of the
most appropriate services close to the patient’s home, matching need to
delivery method. Doing this in a way that is connected, easy to navigate and
responsive to the individual will enhance consumer experience and help
improve health literacy in our population.
16 nbmlhd.health.nsw.gov.au Together Achieving Better Health Strategic Plan 2018—2023 17Our strategic directions
Strategic Direction
3 WE WILL:
Embed patient safety, respectful culture and service excellence throughout the
organisation
Build a high performing culture that fosters proficiency and develops our talent
Attract, recruit and retain high quality staff to achieve self-sufficiency in service
capability and provide world-class clinical care
TALENTED, Plan and recruit appropriate staffing that is aligned with all redevelopments and capital
HAPPY AND
works
Work with our partners in the Quarter, Penrith (Health and Education Precinct) to
ENGAGED develop a workforce, locally grown, for all Local Health District services for now and for
the future
WORKFORCE Employ innovative technology systems for recruitment, training, rostering and staff
management
Be a white ribbon accredited workplace.
STAFF RESIDENT
The most effective way to I think staff care
reducing costs and improving should be your focus –
efficiency and patient care is through look after them and they
happy, engaged staff. This initiative will look after us.
is likely to have an initial cost,
but long term benefit...
FROM THE CHIEF EXECUTIVE
Stage 1 of the Nepean Redevelopment has commenced. This significant
development makes it even more crucial that we grow our workforce to
be ready for the future and the exciting opportunities for innovation that
it holds. Developing a high performing culture where staff are encouraged
to grow and innovate is vital to delivering our third Strategic Direction of
maintaining a talented, happy and engaged workforce.
18 nbmlhd.health.nsw.gov.au Together Achieving Better Health Strategic Plan 2018—2023 19Our strategic directions
Strategic Direction
4 WE WILL:
Embed a culture of strong financial governance
Continue to maintain and refine robust governance, quality and safety systems
Develop and implement outcome-based budgeting and reporting
Promote workforce innovation to support living within our means
RESPONSIBLE Secure recurrent funding for staffing and service delivery consistent with all
redevelopments and capital works
GOVERNANCE Refine the performance reporting framework
AND Collaborate with a range of partners to share knowledge, best practice systems,
processes and tools
FINANCIAL Maintain Accreditation under National Safety and Quality Health Care Standards.
MANAGEMENT
STAFF RESIDENT
Streamlining systems Adapting and
and processes so that we innovating around
can operate in an effective political decisions.
and agile manner.
FROM THE CHIEF EXECUTIVE
Maintaining and refining the principles of sound stewardship will allow
us to deliver our fourth Strategic Direction of responsible governance and
financial management. We will continue to improve financial management
through diligence, upgrading our systems and technology and perfecting
our collection and management of data. Our staff will be enabled with the
tools, skills and knowledge they need to make informed decisions and
assist managing our business.
20 nbmlhd.health.nsw.gov.au Together Achieving Better Health Strategic Plan 2018—2023 21Our strategic directions
Strategic Direction
5 WE WILL:
Nurture a culture of leading-edge translational research and innovation including bench
to bedside implementation
Support staff capacity in research
Sustain the culture of reviewing and evaluating programs and quality improvement
initiatives
HUB FOR Deliver all redevelopments and capital works utilising innovative, best practice design
RESEARCH
and technology
Support best practice by embracing new technologies and tools
AND Encourage the opportunities for partnership with Sydney University, Western Sydney
INNOVATION
University, TAFE and the Sydney University Clinical School at Nepean Hospital to
support research and innovation to benefit the health of the population
Establish the Nepean Research Institute
STAFF RESIDENT
Research encouraged and Keeping up
embraced – to the point that with technology especially
NBMLHD is regarded as a leader around getting
in the field across all strata of the data connectivity
health care within NSW. and security right.
FROM THE CHIEF EXECUTIVE
Our Local Health District will continue to nurture research across the
organisation. We will support translational research, taking discoveries
from the laboratory to the bedside. Our leadership in the area of telehealth
has led to the expansion of service delivery, embracing technology,
enhancing data and harnessing innovation to support our patients’
journeys. Building on these achievements will enable our District to strive
boldly to achieve our fifth Strategic Direction to be recognised as a hub for
research and innovation.
22 nbmlhd.health.nsw.gov.au Together Achieving Better Health Strategic Plan 2018—2023 23Nepean Blue Mountains Local Health District is at the heart of a new
collaboration which promises to attract leading clinicians, researchers and
educators and accelerate innovations in patient care and treatment.
Launched in 2017, The Quarter formalises already well-established
collaborations between the region’s major healthcare providers, education
institutions and Penrith City Council.
The Quarter covers a 300 hectare precinct between Penrith and St Marys.
Nepean Hospital, already one of NSW’s leading teaching hospitals and
undergoing a $550 million redevelopment, is an integral part of The Quarter.
The Quarter will provide an additional 6,000 jobs along with new housing,
green spaces, sporting amenities and cafes, shaping a community centred on
innovation and collaboration.
The Quarter’s Strategic Action Plan lays the foundation for the partnerships
to deepen and investment in The Quarter to grow.
www.thequarter.org.au
PARTNERS:Nepean Blue Mountains Local Health District PO Box 63 Penrith NSW 2751 Telephone: (02) 4734 2000 Fax: (02) 4734 3737 Web: www.nbmlhd.health.nsw.gov.au Email: NBMLHD-mail@health.nsw.gov.au Facebook: www.facebook.com/NBMLHD Twitter: @NBMLHD YouTube: Nepean Blue Mountains Local Health District © Nepean Blue Mountains Local Health District. This work is copyright. It may be produced in whole or in part for study or training purposes subject to the inclusion of acknowledgement of the source and no commercial usage or sale. Reproduction for purposes other than those indicated requires permission from Nepean Blue Mountains Local Health District.
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