SWSLHD Mental Health Services - Ministry of Health · to improve communication and coordination of services; Improving the physical health of people with mental health problems through

South Western Sydney Local Health District 1

SWSLHD Mental Health Services

A Service of South Western Sydney Local Health District Operational Plan

2018 – 2020

Leading care, healthier communities

SWSLHD Mental Health Services Operational Plan 2018 – 2020


Table of Contents Introduction ..................................................................................................................................... 3 Map of South Western Sydney Local Health District ....................................................................... 5 Values Framework .......................................................................................................................... 6 Community Profile ........................................................................................................................... 7 Facility Profile ................................................................................................................................. 8 Strategic Directions ......................................................................................................................... 9 Operational Plan Reporting and Monitoring Framework ................................................................ 12

SWSLHD Strategic Plan 2018 – 2021 – Applicable Strategies for SWSLHD Mental Health Services ..................................................................................................................................... 12 SWSLHD Mental Health Services Specific Initiatives July 2018 – June 2020 ............................ 21

Priority Service Developments ...................................................................................................... 23 Appendix – SWSLHD Role Delineation Levels .............................................................................. 24



Introduction In February 2018, the SWSLHD Strategic Plan 2018-2021 to guide the future directions of South Western Sydney Local Health District (SWSLHD) was released. The Strategic Plan includes six priority strategies which will be implemented between 2018 and 2021 to support the District to achieve its vision, Leading care, healthier communities. The SWSLHD Mental Health Strategic Plan 2015-2024 was finalised in July 2015 following the release of the NSW Mental Health Commission Living Well – a strategic plan for mental health in NSW 2014-2024 . Together these Plans form the basis for aligning all SWSLHD services to achieving the SWSLHD Vision of Leading Care, Healthier Communities. They also provide a values framework which underpins all that we do. This includes the NSW Health CORE values of Collaboration, Openness, Respect and Empowerment which are the foundation stones for building trust with our local communities; the mission statement which articulates our purpose, outlining how we will work collaboratively, innovatively and equitably to deliver better healthcare; and the core set of principles for service development. In addition, SWSLHD is guided by Transforming Your Experience, a five-year plan to deliver safe and quality care, and positively transform how our patients, consumers, staff and communities experience our organisation and services. This SWSLHD Mental Health Service Operational Plan 2018 – 2020 provides a framework through which the corporate priorities and actions articulated in the SWSLHD Strategic Plan will be addressed. This Plan has been developed to improve the mental health of people and communities living within the South Western Sydney Local Health District (SWSLHD). The Plan outlines the specific strategies that the SWSLHD Mental Health Service will take over the next two years to realise these organisational goals and contribute to achievement of the SWSLHD Vision. The Operational Plan provides the basis for the implementation of the strategies related to mental health and is aligned with the SWSLHD Strategic Plan 2018-2021. It has also incorporated issues identified by consumers, carers, staff and partner service providers through the consultation process established for the development of the SWSLHD strategic and clinical services plans. Actions related to the implementation of the strategies in the SWSLHD Mental Health Strategic Plan 2015-2024 have been included under the relevant section. A reporting framework involving service managers has been developed to document progress in the implementation of the actions in line with the requirements of the District. Priorities presented in this Operational Plan include: Redevelopment / expansion of the inpatient services at Campbelltown Hospital based on the

NSW mental health planning guidelines; Enhancement of community mental health services to meet the needs consumers in the

community to improve health outcomes and to avoid unnecessary admission to mental health units.

Improving the transfer of care and care pathways between inpatient and community services to provide community-based care and treatment wherever possible;

Working with the related government and non-government sectors and primary care providers to improve communication and coordination of services;

Improving the physical health of people with mental health problems through effective partnerships with primary care providers supported by research and outcomes evaluation;

Improvements in information, financial and evaluation systems within a quality framework; and Establishment of Workforce Plan for the Mental Health Service.



Provision of least-restrictive care (i.e. reduction in seclusion and restraint) Improving the mental health of the communities in South Western Sydney (SWS) requires effective collaboration with many partners. The Mental Health Service has developed partnerships with other SWSLHD clinical and support services; general practitioners and clinicians in private practice; the community managed organisation (CMO) sector; and other related government departments, such as Family and Community Services, Housing, Education, Police, and the Ambulance Service. Further partnerships will need to be developed and maintained with a range of related service providers to deliver effective, comprehensive and coordinated services. This Operational Plan will help inform consumers, carers, staff, and related service providers of the progress we are making in achieving our objectives. It will provide accountability and contribute towards developing an effective, efficient and sustainable mental health service for SWSLHD.



Map of South Western Sydney Local Health District



Values Framework



Community Profile



Facility Profile A wide range of mental health services are provided to residents of South Western Sydney including inpatient services located on the main hospital campuses at Bankstown, Liverpool and Campbelltown, and community-based mental health services located at Bankstown, Fairfield, Liverpool, Wollondilly, Campbelltown and Bowral. Community and inpatient mental health services are provided across the age range (perinatal; infant, child and adolescent; young people; adults and older people), often through collaboration with other SWSLHD services, including hospital Emergency Departments, Drug Health and Aged Care and Rehabilitation services. Specialised services are provided for Aboriginal and Torres Strait Islander people through the Aboriginal Mental Health staff who work across community and inpatient services. Services for people from culturally and linguistically diverse backgrounds are integrated into all inpatient and community services. Biopsychosocial treatment and care is provided for a range of mental health problems and disorders. Mental health promotion and early intervention are priority areas. The Mental Health Service is committed to developing a recovery-orientated to the provision of mental health care. The Mental Health Service has active partnerships with a number of non-government organisations, which provide a range of services including youth health, accommodation support, leisure programs, vocational and educational training and carer education and support. Community Mental Health Community mental health services are provided through a clinical and administrative structure based on ‘sectors’ that provides continuity between the inpatient units; care / treatment in the community; and with the range of service partners that includes NGOs and the private sector. Following are the current community mental health services provided through each sector: Bankstown The community mental health services are based in the Bankstown Community Health Centre in Raymond Street, Bankstown. Co-located with the Mental Health Service are a range of general community health services, that include Drug Health, Community Nursing and Child and Family services. Services provided include child and adolescent, early intervention for psychosis, community emergency care, assertive outreach, health promotion, and services for older people are located at Bankstown. Specialised services include bi-lingual and Aboriginal mental health staff. Community emergency care is provided by the Community Mental Health Emergency Team (Co-MHET). Fairfield Mental Health services are based in the Fairfield Community Health Centre in Carramar and are co-located with other community Health Services. Services at Fairfield reflect the multi-cultural composition of the community. The mental health services at Carramar include rehabilitation / recovery, case management, and adolescent assessment and treatment. Community emergency care is provided by the Co-MHET service based at Liverpool. Perinatal mental health services are provided through Jade House at Karitane. Services for older people are provided through outreach from Braeside Hospital.



Liverpool The Community Mental Health Service is based in the Liverpool Mental Health Centre. A range of services including Co-MHET, adult care coordination, general mental health promotion, Aboriginal mental health, early intervention for psychosis, and perinatal mental health care / support are located at Liverpool. The health promotion component of the infant, child and adolescent service provides School-link and support to children of parents with a mental illness. Child and adolescent mental health assessment and treatment services are provided through a separate facility in Bigge Street. Aboriginal Mental Health services are also provided in Miller. Macarthur Mental Health services provided for adults and young people covering Campbelltown, Camden and Wollondilly are based in the central business district in Campbelltown. These include Co-MHET, case management, rehabilitation/recovery, Aboriginal mental health, early intervention for psychosis and youth mental health, and health promotion. A team provides adult services in Tahmoor. Child and adolescent services are based in a separate facility in Campbelltown. Specialist services for older people are based at Camden Hospital. Wingecarribee The Mental Health Service is based in the Wingecarribee Community Health Centre and co-located with Community Health and Drug Health services. Services provided from Bowral include adult care coordination and Aboriginal mental health. Liaison services are provided to Bowral Hospital. Rehabilitation / recovery and youth mental health services are located on the Bowral Hospital campus. Inpatient Services Inpatient services provide acute care treatment which is trauma-informed and recovery-focused. Inpatient services work with Community Mental Health Services and other community-based providers to achieve effective transfer of care and ongoing treatment. Acute inpatient services are provided at Bankstown-Lidcombe, Liverpool and Campbelltown hospitals. Sub-acute and rehabilitation services for adults are provided at Liverpool and Bowral hospitals. Sub-acute services for older people are provided at Braeside Hospital operated by HammondCare. Services available by campus are: Bankstown

• Acute Adult Mental Health unit (Banks House) incorporating an observation unit and general acute adult beds.

• Provision of 24-hour specialist nursing assessment and support in the Emergency Department

Campbelltown

• Psychiatric Emergency Care Centre (PECC) Unit • Acute Adult Mental Health Unit (Waratah) incorporating observation beds and general

acute adult beds • Acute Youth Mental Health Unit (Birunji)



• Acute Child and Adolescent Unit (Gna Ka Lun) – this is a tertiary unit and takes admissions from across NSW and the ACT

• Provision of 24-hour specialist nursing assessment and support in the Emergency Department

• Provision of Consultant Liaison services to inpatients of Campbelltown Hospital Liverpool

• Psychiatric Emergency Care Centre (PECC) Unit • High Dependency Unit • Acute Adult Mental Health Units (MH East and MH West) • Sub-Acute Adult Mental Health Unit (MH South) • Adult Mental Health Rehabilitation Unit (MH North) • Provision of 24-hour specialist nursing assessment and support in the Emergency

Department • Provision of Consultant Liaison services to inpatients of Liverpool Hospital



Strategic Directions



Operational Plan Reporting and Monitoring Framework SWSLHD Strategic Plan 2018 – 2021 – Applicable Strategies for SWSLHD Mental Health Services

ID STRATEGIC DIRECTION

KEY PRIORITY AREA

STRATEGY LOCAL ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY

EXECUTIVE SPONSOR (ELT)

LOCAL LEAD TIMEFRAME

1.1 Safe, Quality Care

Consistently safe Implement the Safety Essentials program across all facilities and services

• To embed the Executive Leader Rounding in the MHS.

• Implementation of Safety – Risk Huddles in MHS

• Embed Leader Rounding with customers and direct reports within MHS

Director Clinical Governance

Director MH Dec-21


Consistently safe Expand the use of electronic data management systems such as eMR2 and eMeds prescribing across the District to improve point of care clinical documentation

• Collaboration with facilities on the use of eMeds.

Chief Information Officer

eMeds – MH Pharmacist Director Medical Services MH

Dec-20


Outstanding Quality Implement the R.E.A.C.H. program across all relevant units to strengthen responsiveness to patient, carer and family concerns about deteriorating patients

• Review and implement requirements under the accreditation standard and CEC Program on Deteriorating Patients when available.


Director Medical Services Director of Nursing

Dec-20


Outstanding Quality Expand SWSLHD Centres of Excellence to strengthen clinical care through delivering services linked to research, teaching and education

• Finalisation and implementation of the MH Research Plan

• Feasibility for new combined Clinical

and research Psychiatrist to be explored and appointed if deemed viable

• Partnership with the University of

Tasmania in evaluating Strengths Research.

Chief Executive Director Medical Services

Dec-21




KEY PRIORITY AREA




• Work with Professor of Mental Health Nursing to increase nursing research capacity linked to the MH Research Plan


Appropriate and timely care

Invest in new technologies and models of care to reduce waiting time for elective surgery and improve the delivery of high quality, safe clinical care

• Explore the use of technology and development of Apps to support virtual care strategy and staff movement monitoring tool.

• Expand the use of point of care devices and iPads for e-feedback and welcoming tool in newly built facilities.

• Explore the use of Video Conferencing to provide clinical supervision to clinicians across the LHD

• Use of technology including eMR and Patient Journey Boards to facilitate appropriate access to beds and Community Mental Health Services

Director Operations

Director Community MH and Partnerships

Dec-21


Evidence based and patient-centred care

Expand the use of real time consumer experience monitoring systems to improve the way feedback is captured

• e-YES to be implemented in the MHS when live.


Consumer and Carer Participation Coordinator

Dec-18



Implement the You Say, We Did program to provide evidence of changes implemented as a result of consumer feedback

• YES result is presented to consumers in You Say, We Did format.

• Implement and embed consumer

rounding in MHS


TYE Implementation Committee Chair(s)

Jun-20



Invest in the delivery of a broad range of support services which recognise the psycho-social needs of people to achieve and maintain health or recover from injury, with a focus on implementing the Arts and Health Strategic Plan

• Explore art and music therapy in inpatient and community.

• Explore opportunity to incorporate indigenous art images and music therapy into the new or refurbished MH build and therapeutic environment.

• Animal-assisted therapy

Director Allied Health

Director Allied Health Aboriginal MH Coordinator

Dec-21




KEY PRIORITY AREA





Cultural safety Improve cultural safety for people from diverse cultures through offering opportunities for staff to complete Respecting the Difference and other cultural competency training

• MH Education Committee to identify available cultural training and roll out to staff.

Director Workforce

Director of Nursing Dec-21


Accountability and governance

Implement the Enterprise Risk Management Policy Framework 2017 to further develop risk maturity and reduce exposure to risk

• Review the risk governance structure and implement processes to ensure risks are updated in appropriate timeframe and bowtie analysis applied to all risks.

Chief Executive Director Operations

Jun-21



Implement the Legislative Compliance Policy Framework 2017 to ensure processes are in place to support and enhance staff awareness of statutory and organisational reporting requirements

• Comply with the legislative policy framework and ensure changes are implemented in MHS.

• Review communication about updates on legislation and ensure MHS complies with the legislation and the changes communicated to staff

Chief Executive Director Mental Health

Dec-20



Embed a District-wide Policy Framework to ensure the development and implementation of consistent policies, procedures and guidelines across all facilities and services

• Review and ensure sustainable and robust policy management system is in place for MHS.

Chief Executive Director Mental Health

Dec-18

2.30 A Healthy Community

Prevention and early intervention

Implement the Child Protection in Your Hands Strategy to support staff to identify the caring responsibilities of adult patients and incorporate stressors and risk issues in care planning to improve child safety

• Implementation of the child protection in your hands across the MHS (inpatient and community).


Director Mental Health Director Community MH and Partnerships

Dec-21

2.32 A Healthy Community

Prevention and early intervention

Embed into clinical practice the identification of modifiable risk factors and referral to appropriate support services, with an initial focus on smoking and high body mass index

• Implement and embed the smoke free policy within MHS

• Pilot the Health Prompt in MHS

Director Operations

Operational Nurse Manager Director Community MH and Partnerships

Dec-21




KEY PRIORITY AREA




• Smoking Cessation programs (Health Promotion/secondary prevention perspective)

3.44 Collaborative Partnerships

Consumer, patient and carer involvement

Increase the number and diversity of people participating in formal Consumer and Community Participation processes to better represent the views of the local community

• Recruitment drive of consumers and carers identifying from diverse communities into the MHCCCC.

• Implement a Co-Design strategy into MH planning and review processes

• Partnering with relevant agencies to increase representation from the identified communities to create targeted reference groups (PIMHS , Aboriginal population, Young People, CALD Populations).

• Create an Information share data base to capture the views of those who would like to provide feedback informally and remain engaged with the service. Candidates are recruited from existing MH teams and NGOs.

Chief Executive Consumer and Carer Participation Coordinator

Dec-21



Increase the involvement of children and young people as partners in care, consistent with the Charter on the Rights of Children and Young People in Healthcare Services in Australia

• Involvement of consumer and carer rep in the child and adolescent section of future expansion of MHS.

• Exploring with various groups to have consumer and carer representation on an ongoing basis to the ICAMHS quality subcommittees and GKL services planning meetings


ICAMHS Coordinator and Director Community MH and Partnerships Operational Nurse Manager

Dec-21



Build staff capacity to understand and initiate consumer participation approaches to their clinical and non-clinical practice

• The Consumer and Carer Participation Coordinator (CCPC) and carer advocate to attend MH Facility Orientation sessions.

Chief Executive Director Allied Health

Dec-21




KEY PRIORITY AREA




• The CCPC to develop resources to provide education and support staff understanding of consumer and carer participation.

• Embed quarterly attendance of the CCPC at meetings with team leaders.

• Formalise attendance of the MH Executive and identified staff members at the MHCCCC to address concerns and discuss trends.


Genuine engagement and communication

Implement a core District wide communication program to support effective communication with patients and staff

• TYE CORE Chat in MHS

Director Workforce

TYE Committee and Chairs

Dec-20


Genuine engagement and communication

Provide outreach programs and forums with established community groups and organisations to increase community awareness and understanding of health services and systems

• Develop partnerships with organisations to develop, implement and evaluate 5 ways to Wellbeing in community and school settings

• Support Mental Health Promotion Networks in Macarthur, Liverpool/Fairfield Bankstown and SWSLHD

• Develop Wellbeing Narrative Projects • Develop bilingual workshops for

Arabic community leaders to gain skills to support people affected by mental health issues.

• Highlight action addressing social determinants of mental wellbeing through symposium

• Investigate link between food security and mental wellbeing

Chief Executive Health Promotion Senior Peer Worker Director Community MH and Partnerships

Dec-21




KEY PRIORITY AREA




• The MHS participation in community forums when invited by community partners.

• Delivery of a series of forums to address housing and homelessness issues with NSW FACS and Community Housing Providers.

• MH annual consumer and carer forum • Plan community activities in line with

Mental Health Month annually. • Understanding Mental Illness Course

(peer workers partner with CEWD to provide training on mental illness to staff and external service providers)

• CCPC to attend District Carers Week activities District Disability and Carer Committee Forum (Consumer and Carer Participation Coordinator will be attending this Forum planned for next year).

4.62 A Healthcare System for the Future

Building and adapting for the future

Enhance the availability of paediatric services across the District to provide specialist care close to where people live

• New child adolescent MH beds at Campbelltown Hospital

• Further develop the model of care and prepare business case for the child and adolescent consultation liaison and assertive community services.

Director Operations

Director ICAMHS Dec-21


Building and adapting for the future

Implement existing plans addressing future healthcare development, including the SWSLHD Cancer Plan and SWSLHD Advance Care Planning, End of Life and Palliative Care Plan

• Review possible model for advanced care planning in MH care setting.

Director Operations


Dec-21




KEY PRIORITY AREA





Networked and integrated services

Extend the hours of operation of designated ambulatory services to improve access and flexibility to meet consumer needs

• Undertake planning exercise for community services to identify models and access for extended hours.

Director Operations

Director Community MH and Partnerships Director Operations

Dec-21


Networked and integrated services

Increase access to acute or post-acute services delivered in community or ambulatory settings to provide more accessible services to the community and reduce the need for Emergency Department presentations and inpatient admissions

• • Undertake planning exercise for

community services to identify model and access for extended hours.

Director Operations

Director Community MH and Partnerships Director Operations

Dec-21


Responsive to community diversity

Grow the use of telehealth models of care to support people living in rural areas of the District and beyond to access specialist expertise

• Explore the use of VC to provide consultation to consumers in remote areas.

• Explore options for MH channels to

run webinars (Also see actions under 1.10)

Chief Information Officer


Dec-21

5.87 Our People Make a Difference

Workforce for the future

Strengthen the professional development review process and increase uptake of professional development plans to support staff to achieve their career goals and meet the needs of the community

• Develop MH Workforce Plan and strengthen the Performance Review process and encourage staff development

Director Workforce

Director MH Dec-19


Workforce for the future

Expand the Peer Workforce in Mental Health and Drug Health to improve responsiveness to and understanding of the unique needs of these clients

• Incorporate peer workforce plan • Factor new Peer work positions into

new projects and enhancement • Employment of Carer Peer Support

Worker who will be involved in strategic and capacity building by providing training to our staff and strengthening partnerships with local Community Managed Organisations.

Director Operations

Director Allied Health and Senior Peer Worker

Dec-21




KEY PRIORITY AREA





Culture of respect and compassion

Develop and implement a District wide coaching and mentoring program to support staff development

• Implement CUBIC (Capability, Capacity and Culture change: building confidence and competence in nurses to prevent, recognise and respond to clinical deteriorating patients in mental health units) project across all inpatient units

• Establish leadership and mentoring processes for staff and provide training and support for expansion within MHS

• Implement clinical and peer supervision frameworks for nursing staff

• Develop the Allied Health MH Pathway for training and development

• Develop and implement Allied Health structure to ensure appropriate supervision for Allied Health staff.

Director Workforce

Director of Nursing Director Allied Health

Jun-20


Employer of choice Develop and implement a SWSLHD Workplace Safety and Wellbeing Program to support the physical, mental and emotional health and wellbeing of staff

• Develop strategy and goals for the MH Wellbeing Committee

• Positive culture work for inpatient services

• Management of burnout and work fatigue

Director Workforce

Quality & Safety Manager (Chair MH Wellbeing Committee) WHS Manager Director Allied Health

Jun-20


Employer of choice Establish a District wide staff reward and recognition program to acknowledge exceptional behaviours and years of service

• Evaluation of the Employee of the Month staff recognition program.

• Implement an individual recognition program for staff who have performed well in a specific circumstance / achieved a success in a particular area and / or recognised by their peers.

Director Workforce

Director MH and TYE Committee Chairs

Dec-18




KEY PRIORITY AREA





Effective leadership and empowered staff

Develop and implement programs to support and develop staff capabilities in leadership, within the context of the SWSLHD Leadership Model

• Promote and encourage staff to participate in the leadership program.

• EOI opportunity for staff to upskill and

have opportunity to develop their career further eg PLO and patient safety positions

Director Workforce

(Workforce Committee Chair)

Dec-18


Effective leadership and empowered staff

Strengthen the capacity of managers across the District in relation to recruitment, performance management and financial management

• All NUMS and managers will be enrolled in the Line Manager Capability Professional Development Pathway.

• All Community Mental Health team leaders and managers will be enrolled in the Line Manager Capability Professional Development Pathway.

• Explore management training for Clinical Directors.

• • All cost centre managers to attend financial management training

Director Workforce

(Workforce Committee Chair) Director of Medical Services (pt 3)

Dec-18



SWSLHD Mental Health Services Specific Initiatives July 2018 – June 2020


STRATEGY ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY

FACILITY EXECUTIVE SPONSOR


1 Collaborative Partnerships

Collaborate with the GP Academic Unit to pilot an intervention for GP physical health clinics alongside Mental Health clinics

• Pilot cohort Liverpool, Depot Clinic • Develop Project Plan • Implementation Committee to manage

implementation of pilot • Evaluation strategy

DMS Physical Health Care CNC

Dec 2019

2 Safe, Quality Care To develop plan to reduce the use of seclusion and restraint in SWSLHD inpatient units/EDs across SWSLHD in line with NSW Health S&R Review

• Steering Committee • Action Plan development • Performance tracking and feedback • Resource Plan (infrastructure, resourcing) –

barriers and challenges assessment • Staff and consumer consultation plan – Co-

Design • Evaluation strategy • Implementation strategy

DON Therapeutic Engagement CNS

Dec 2018

3 Safe, Quality Care To develop and commence implementation of a physical health care model in MHS to improve the physical health care of mental health consumers.

• Confirm resources to implement model. • Confirm funding to implement model • Steering Committee • Further develop the model of care • Develop implementation plan and KPIs • Implement advance care planning

DMS PHC CNC Dec 2019

4 Our People Make a Difference

Implement the MH Allied Health Structure • Confirm funding to implement structure. • Staff consultation plan • Implementation plan

DMH DAH Dec 2019

5 Our People Make a Difference

Commence development of the MH Workforce Plan • Collaboratively work with the Workforce Department and District Planning to identify a resource to develop the Workforce Plan for the MHS.

DMH Workforce Committee Chair

Dec 2018

6 Safe, Quality Care Developing a framework including a training package for Trauma Informed Practice in Mental Health.

• Gap analysis attended • Framework developed • Training package developed • Plan for roll out of training

DON Nurse Educator CEWD MH Allied Health Educator

Dec 2018




STRATEGY ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY

FACILITY EXECUTIVE SPONSOR


7 Safe, Quality Care Review current strategies and plans for improving timely access to care.

• Undertake review of what is currently in place • Identify further actions required • Identify resources required • Update action plan • Implement and evaluate MH STAT solutions • Business plans for these and new models of care

if required

DMS and DON SAM and Demand Manager

Dec 2018

8 Leader in Research and Teaching

Finalise the MH Research Plan Finalise the MH research plan and approval from the District

DMS Prof of Psychiatry Dec 2018

9 Healthcare System for the Future

Development of model of care for the 24 hr supported community accommodation

• Consultant employed and model of care developed

DCMHP DCMHP Dec 2018



Priority Service Developments Facility/Service/Business Unit to complete

2019/2020 Priority Service Developments (include in priority order)

Linkage with MH Strategic Plan

1. The 24 hr supported community accommodation 7.4. Addressing Inequalities 7.5. Enhancing Care in the Community

2. Growth of the Allied Health workforce 7.22. The Mental Health Workforce 3. Growth of community MH services 7.5. Enhancing Care in the Community 4. Review of Consultation Liaison and Medical Staffing

workforce requirements 7.22. The Mental Health Workforce

5. Development of IT infrastructure and communication strategy for MHS

7.25 Better use of Technology

2020/2021

Priority Service Developments (include in priority order)

Linkage with Clinical Service Plans

1. Growth of Senior Nursing Workforce (CNC) 7.22 The Mental Health Workforce 2. Flag outcome of MH Workforce Planning and service

growth e.g. Campbelltown Redevelopment and growth of community services will likely to require request for significant staff enhancement

7.22. The Mental Health Workforce



Appendix – SWSLHD Role Delineation Levels Service B’town

Lidcombe Bowral Braeside Camden Campbell town Fairfield Liverpool

Core Services

Anaesthetics and Recovery 5 3 NPS 1 5 3 6 Operating Suites 5 3 NPS 1 5 3 6 Close Observation Unit NPS 3 NPS NPS NPS NPS NPS Intensive Care 5 NPS NPS NPS 5 4 6 Nuclear Medicine 5 4 4 4 4 4 6 Radiology / Interventional 5 4 4 3 5 3 6 Pathology 5 3 4 2 5 4 6 Pharmacy 5 3 4 4 5 4 6

Clinical Services ED Emergency Medicine 5 3 NPS 2 5 3 6

Medi

cine

Cardiology / Interventional 4 3 NPS NPS 4 3 6 Clinical Genetics NPS NPS NPS NPS NPS NPS 6 Dermatology 3 3 NPS NPS 3 NPS 6 Endocrinology 5 3 NPS NPS 5 3 6 Gastroenterology 6 3 NPS NPS 5 3 6 General and Acute Medicine 6 3 NPS NPS 5 3 6 Geriatric Medicine 6 4 NPS NPS 5 3 5 Haematology 3 NPS NPS NPS 3 NPS 6 Immunology 4 2 NPS NPS 5 NPS 6 Infectious Diseases 5 2 NPS NPS 5 2 6 Neurology 5 3 NPS NPS 5 3 6 Medical Oncology 5 3 NPS NPS 5 1 6 Radiation Oncology 4 NPS NPS NPS 5 NPS 6 Palliative care 3 3 6 6 3 3 6 Rehabilitation 5 2 6 5 2 4 6 Renal Medicine 5 2 NPS NPS 4 3 6 Respiratory and Sleep Medicine 5 3 NPS NPS 5 3 6 Rheumatology 5 2 NPS NPS 5 2 6 Sexual Assault Services 3 1 NPS NPS 3 1 4 Sexual Health and HIV Medicine NPS 1 NPS NPS 2 NPS 4

Surg

ery

Burns 2 2 NPS NPS 2 2 4 Cardiothoracic Surgery NPS NPS NPS NPS NPS NPS 6 Ear, Nose and Throat 5 NPS NPS NPS 4 NPS 6 General Surgery 5 3 NPS NPS 4 3 6 Gynaecology 5 3 NPS NPS 5 3 6 Neurosurgery 4 NPS NPS NPS NPS NPS 6 Ophthalmology 5 3 NPS NPS 3 NPS 6 Oral health 3 3 NPS 3 3 3 4 Orthopaedic Surgery 5 3 NPS NPS 5 3 6 Plastic Surgery 5 NPS NPS NPS NPS NPS 6 Urology 5 NPS NPS NPS 5 NPS 6 Vascular Surgery 4 NPS NPS NPS NPS NPS 6



Service B’stown Lidcombe Bowral Braeside Camden Campbell

town Fairfield Liverpool Ch

ild an

d fa

mily

Hea

lth

Serv

ices

Child and Family Health 4 2 NPS 5 5 5 6 Child Protection Services 3 3 NPS 1 4 4 4 Maternity 4 3 NPS 1 4 3 6 Neonatal 3 2 NPS NPS 3 3 5 Paediatric Medicine 4 3 NPS NPS 5 3 4 Surgery for Children 3 2 NPS 2 3 3 4 Youth Health 4 2 NPS NPS 4 3 4

Ment

al He

alth

and

Drug

and

Alco

hol

Serv

ices

Child/Adolescent Mental Health (I/P) 3 NPS NPS NPS 5 NPS 3

Child/Adolescent Mental Health (Community) 3 3 NPS NPS 3 3 4

Adult Mental Health (Inpatient) 5 1 NPS NPS 5 NPS 5

Adult Mental Health (Community) 4 4 NPS NPS 4 4 4

Older Adult Mental Health (I/P) 2 NPS 2 NPS NPS NPS 1

Older Adult Mental Health (Community) 4 2 2 3 2 2 4

Drug and Alcohol Services 6 4 NPS 3 6 6 6

Com

mun

ity

Base

d

Aboriginal Health 4 2 2 4 4 4 6

Community Health 4 4 NPS 4 4 4 4

Notes:

• NPS - No Planned Service • Role delineation levels are guided by NSW Health Guide to the Role Delineation of Clinical

Services 2018 accessible via https://www.health.nsw.gov.au/services/Publications/role-delineation-of-clinical-services.PDF

• Role delineation levels may be updated in line with 2018 review.

https://www.health.nsw.gov.au/services/Publications/role-delineation-of-clinical-services.PDF

https://www.health.nsw.gov.au/services/Publications/role-delineation-of-clinical-services.PDF

Documents

SWSLHD Mental Health Services - Ministry of Health · to improve communication and coordination of services; Improving the physical health of people with mental health problems through