swslhd drug health services...substance use poses significant challenges to individuals, families...

South Western Sydney Local Health District 1

SWSLHD Drug Health Services

A Service of South Western Sydney Local Health District Operational Plan

2018 – 2020

Leading care, healthier communities

SWSLHD Drug Health Services Operational Plan 2018 – 2020


Table of Contents Executive Summary ...................................................................................................................................... 3

Background .................................................................................................................................................. 4

Map of South Western Sydney Local Health District ..................................................................................... 5

Values Framework ........................................................................................................................................ 6

Community Profile ........................................................................................................................................ 7

Service Profile .............................................................................................................................................. 8

Strategic Directions ...................................................................................................................................... 9

Operational Plan Reporting and Monitoring Framework.............................................................................. 10

SWSLHD Strategic Plan 2018 – 2021 – Applicable Strategies for SWSLHD Drug Health Services ........ 10

SWSLHD Drug Health Services Specific Initiatives July 2018 – June 2020 ............................................. 17

Priority Service Developments .................................................................................................................... 19

Appendix – SWSLHD Role Delineation Levels ........................................................................................... 20



Executive Summary Drug Health Services in South Western Sydney Local Health District (SWSLHD) aims to improve the health of the community, reduce the drug and alcohol related harms for people who use substances and increase access to treatment for those requiring specialist drug and alcohol services. Drug Health Services delivers a range of specialist drug and alcohol prevention, treatment and intervention services in inpatient, outpatient, outreach and integrated healthcare settings. As a District-wide clinical stream and specialist service provider, the Drug Health Services corporate and clinical governance framework supports operation across diverse clinical and service settings. Substance use affects all communities in SWSLHD. Populations experiencing disproportionate impacts from substance use, including those that do not access mainstream services, are prioritised in this Plan. The identification, engagement and collaboration with consumers, communities, services and stakeholders are crucial to the development of an integrated network of drug and alcohol services in South Western Sydney. The Drug Health Services Operational Plan 2018-2020 identifies the actions that Drug Health Services will take over the next two years in support of South Western Sydney Local Health District’s Strategic Plan 2018-2021 strategic directions including Transforming Your Experience. These actions include: − Development of integrated hospital drug and alcohol services including the extension of hospital

consult and liaison services to support treatment teams to identify, care for and refer people with substance use issues to specialist services

− Development of integrated community drug and alcohol services to increase outpatient activity and reduce preventable hospital presentations, hospitalisations and readmissions

− Continued collaboration with LHD, Aboriginal and non-government and primary care services to develop and deliver new outpatient and outreach services, especially in areas of need and for populations with limited contact with health services

− Development of culturally safe and culturally responsive service models to enhance engagement and access

− Establishment of specialist programs targeting priority populations including new youth and paediatric, substance use in pregnancy, assertive community outreach and dedicated drug and alcohol dual diagnosis services

− Building of a research program to increase understanding of local substance use issues and service barriers, and to inform the development of innovative models of care and interventions

− Establishment of a representative network of consumers, peer workers and systems to support consumer engagement and participation

− Action to reduce stigma and discrimination experienced by people that use substances when accessing health services

− Continued support for people in contact with the Justice system including Court Diversion Programs − Support state and community drug and alcohol education including awareness raising initiatives.



Background Substance use poses significant challenges to individuals, families and communities. The harms and adverse health impacts associated with problematic substance use place burdens on quality of life, relationships and community function. They are also commonly associated with major medical, psychological and social issues and premature death. Responses to improve health and reduce harms require a coordinated effort across consumers, communities, services and professions. Health services have a history of delivering targeted and innovative services to people with complex health and social problems. Substance use occurs in all communities however those experiencing greater poverty, isolation, marginalisation and disadvantage experience a disproportionate level of harm. Stigma, criminalisation and discrimination experienced by people who use substances create barriers to service access and uptake, and contribute to poor health outcomes. Excessive consumption of alcohol remains a major cause of health, social harm and drug-related hospital admission. Smoking rates have decreased however their impact remains a major public health issue. Illicit drug use while below 1990 levels, is associated with a range of adverse health, social and criminal outcomes. Non-medical use of pharmaceutical drugs, in particular opioids and benzodiazepines, contribute to significant harm. Opioid dependence is a major focus of drug and alcohol treatment services because the harms are disproportionate to the prevalence of use with opiates second only to alcohol as the drug of principal concern among people seeking treatment. The injection of medicines intended for oral use or transdermal application using unsterile injecting equipment poses risks for the spread of blood borne diseases and vascular damage. Little is known about the long term effects of emerging psychoactive substances and synthetic cannabinoids while changes in the availability of prescription medication and emergence of crypto-drug markets can have unexpected adverse impacts. People experiencing substance dependence and related health issues are seen across the health system. More than a third of all hospital presentations are estimated to be related to substance use however the majority are not identified. Only a quarter of those that require intensive intervention are seen by drug and alcohol clinicians. Those experiencing high acuity substance related withdrawal, especially where it is not the presenting problem or is not identified, pose additional challenges to hospital staff. People may also require multiple and ongoing engagement, and many experience other health issues including mental health, cognitive impairment and physical health problems. Health services can provide a point for the early identification, management and coordination of responses. Investment in drug and alcohol prevention, harm minimisation, treatment and intervention programs, complemented by consumer and peer worker networks, improves the health and reduces harms for people that use substances. Drug and alcohol services support other health services in managing changes to service demand and provide significant cost savings to hospitals. Prevention and harm minimisation services reduce transmission risks and related harms. Early identification, engagement, treatment and intervention by hospital based drug and alcohol teams provide costs savings from reduced admissions, incidents, post-operative morbidity and re-presentations. A coordinated response across health, justice, social and community sectors is required to establish an integrated network of drug and alcohol services. Management structures, specialist staff, new service models and targeted programs are required to deliver services for the future. Partnerships with primary health, Aboriginal and non-government services, supported by sustained investment in population level community education including awareness raising campaigns, are critical to the response.



Map of South Western Sydney Local Health District



Values Framework



Community Profile



Service Profile

SWSLHD Drug Health Services delivers a range of specialist drug and alcohol prevention, intake, treatment and intervention services in inpatient, outpatient and outreach settings and through integrated healthcare partnership projects. Drug & Alcohol Intake, Assessment and Referral − Centralised Intake, Assessment and

Referral Service − Facility Intake, Assessment and Referral

services Specialist Programs − Youth & Paediatric Drug & Alcohol Service − Assertive Community Management Service

Specialist Clinics − Addiction Medicine Clinics − Nurse Practitioner Clinics − Blood Borne Virus Clinics − Youth Drug & Alcohol Clinics

Withdrawal Management Services − Inpatient Unit, Fairfield Hospital − Hospital Consult Liaison teams support

hospital treatment teams Hospital Consult Liaison (HCL) Services − Generalist D&A HCL − Substance Use In Pregnancy HCL − Dual Diagnosis HCL − Youth D&A HCL − Involuntary Drug & Alcohol Treatment

Program Assessment and Referral Service Opioid Treatment Program Clinics − Bankstown Hospital − Campbelltown Hospital − Liverpool Hospital

Aboriginal Drug and Alcohol Outreach Services − Tharawal Aboriginal Corporation − Budyari Aboriginal Community Health

Centre & Gandangara Aboriginal Health Service 114 Family Practice

− Aunties Clinic, Bowral Community Health Centre

− KARI Aboriginal Resources Incorporated

Counselling & Psychological Interventions − Bankstown CHC − Fairfield CHC − Ingleburn CHC − Narellan CHC − Rosemeadow CHC − Tahmoor CHC

Harm Reduction Needle & Syringe Program (NSP) − Primary NSP and Secondary NSP outlets − Automatic NSP Dispensing Machines − Community Sharps Management

Court Diversion Programs − Drug Court − Magistrates Early Release Into Treatment

(MERIT) DHS Research Unit DHS GP Drug and Alcohol Advice and Support Service



Strategic Directions



Operational Plan Reporting and Monitoring Framework

SWSLHD Strategic Plan 2018 – 2021 – Applicable Strategies for SWSLHD Drug 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

• Drug Health Services (DHS) implements the Safety Essentials Program across DHS. Director Clinical

Governance

Quality and Patient Safety Manager - DHS

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

• DHS implements through the DHS Data Integrity Project. Chief Information Officer

Clinical Information Manager - DHS 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

• DHS implements the R.E.A.C.H. Program in DHS Inpatient and Outpatient services. Director Clinical

Governance

Quality and Patient Safety Manager - DHS

Dec-20


Appropriate and timely care

Review models of care in Emergency Departments to improve responsiveness to weekend demand and improve consistency of service systems across the District

• DHS identifies opportunities for HCL services and potential enhancements, including the Campbelltown Hospital Redevelopment Integrated Drug & Alcohol Service, to support Emergency Departments.

• DHS HCL Nursing/Medical consults available on eMR.

Director Operations

Director of Nursing - DHS

Jun-20


Evidence based and patient-centred care

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

• DHS implements consumer experience monitoring systems through the DHS Consumer Program. Director Clinical

Governance

Strategy and Service Development Manager - DHS

Jun-18



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

• DHS implements the You Said, We Did program through the DHS Consumer Program. Director Clinical

Governance


Jun-20






EXECUTIVE SPONSOR




Develop and implement a procedure for open visiting hours in appropriate clinical settings in order to better meet the support needs of patients, families and carers

• DHS Fairfield Inpatient Withdrawal Management Unit evaluates the current visiting-hours pilot.

Director Nursing & Midwifery


Jun-19



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

• DHS aligns new and existing support services, including the Harm Reduction health promotion and Inpatient Unit Diversional Therapist program, to the Arts and Health Strategic Plan. Director Allied

Health

Medical Director – DHS, Director of Nursing – DHS, Clinical Operations Manager - DHS

Dec-21

1.19 Safe, Quality Care 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

• DHS develops, with partner agencies, staff capacity to deliver culturally safe and culturally responsive service models. Director

Workforce

General Manager - DHS Dec-21

1.20 Safe, Quality Care Cultural safety

Enhance the Aboriginal Liaison Officer program across the District to improve the way hospitals meet the needs of Aboriginal people and communities

• DHS Aboriginal Health Workforce enhancements develop culturally safe services and improve linkages and referral pathways with ALOs and other Aboriginal services. Chief Executive


Dec-21


Accountability and governance

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

• DHS implements the Enterprise Risk Management Policy Framework 2017.

Chief Executive

Director of Finance and Corporate - DHS

Jun-21



Review the capabilities of the Risk Management Information System to determine suitability to meet future risk management, clinical governance and internal audit requirements

• DHS implements the Risk Management Information System.

Chief Executive

Director of Finance and Corporate - DHS Jun-19






EXECUTIVE SPONSOR




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

• DHS implements the Legislative Compliance Policy Framework 2017.

Chief Executive

General Manager - DHS

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

• DHS implements the District-wide Policy Framework across all facilities and services.

Chief Executive


2.28 A Healthy Community

Healthy people and communities

Progress implementation of the SWSLHD Hepatitis B & C Implementation Plan 2016 - 2020 to improve immunisation rates, reduce infections, increase testing, improve monitoring of patients and increase treatment rates for people with chronic hepatitis

• DHS implements DHS actions in the SWSLHD Hepatitis B & C Implementation Plan 2016 - 2020.

Director Population Health

Clinical Operations Manager - DHS

Dec-20


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

• DHS implements current Child Protection in Your Hands pilot project.

Director Clinical Governance


Dec-21



Deliver programs designed to reduce smoking during pregnancy and within identified population groups, initially focussing on people from Aboriginal and Vietnamese communities, and people with a mental health issue

• DHS enhanced Substance Use In Pregnancy model incorporates complimentary strategies for women with significant substance use issues. Director

Operations

General Manager Drug Health Services Dec-20






EXECUTIVE SPONSOR




Develop an Alcohol Harm Prevention Strategy to reduce the harm caused by alcohol within families and communities

• DHS supports Population Health to develop the Alcohol Harm Prevention Strategy. Director

Population Health

Clinical Operations Manager – DHS

Jun-19



Develop an integrated network of drug and alcohol treatment intervention services to reduce the harm from substance use and increase access to treatment

• DHS develops integrated drug and alcohol service models to support hospital treatment teams to identify and manage patients with substance use issues and refer to specialist services.

• DHS develops integrated community drug and alcohol service models to increase outpatient activity and reduce preventable hospital presentations, hospitalisations and readmissions.

• DHS develops and implements a range of specialist programs to meet the needs of priority populations especially in areas of unmet demand.

• DHS build capacity in primary health, Aboriginal Health and NGO to support people with substance use issues.

• DHS continues to develop networks across health services, including Healthpathways, to improve referrals to specialist, primary health and NGO service providers.

• DHS seeks enhancements to support state and community drug and alcohol education and awareness raising initiatives.

Director Operations


Dec-19



Continue to implement the SWSLHD Needle and Syringe Program Development Plan 2017 - 2019 to increase access to sterile injecting equipment and to minimise risk behaviours that have the potential to transmit infection

• DHS coordinates implementation of the SWSLHD Needle and Syringe Program Development Plan 2017 - 2019 and governance of the public Needle & Syringe Program.

• DHS maintains partnerships and develops integrated healthcare projects with consumer and community groups.

• DHS integrates harm minimisation principles and practice into clinical service models and partner initiatives.

Director Operations

Strategy and Service Development Manager – DHS, Director of Nursing – DHS, Clinical Operations Manager - DHS

Dec-19



Continue to implement the SWSLHD HIV/STI Implementation Plan 2015 - 2018 and develop a 2019 - 2021 plan

• DHS implements DHS actions in the SWSLHD HIV/STI Implementation Plan 2015 - 2018. Director

Population Health

Clinical Operations Manager – DHS

Jun-19






EXECUTIVE SPONSOR


to effectively prevent, test and treat HIV and sexually transmissible infections

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

• DHS implements through the DHS Consumer Program.

Chief Executive


Dec-21


Consumer, patient and carer involvement

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

• DHS implements through the DHS Consumer Program.

Chief Executive


Dec-21


Genuine engagement and communication

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

• DHS implements through DHS TYE initiatives including Leader & Patient Rounding. Director

Workforce

Executive Leadership Team - DHS 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

• DHS implements through participation in community information and awareness raising initiatives.

Chief Executive

Medical Director – DHS, Director of Nursing – DHS, Clinical Operations Manager - DHS

Dec-21

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

• DHS develops new Youth Drug & Alcohol service in collaboration with Youth & Paediatric Services.

Director Operations

General Manager – DHS, Strategy and Service Development Manager - DHS

Dec-21


Networked and integrated services

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

• DHS reviews options to implement through new integrated service models as part of the Campbelltown and Liverpool Hospital Redevelopments.

Director Operations

General Manager – DHS, Director of Nursing –

Dec-21






EXECUTIVE SPONSOR


DHS, Clinical Operations Manager - DHS


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

• DHS reviews options to implement through new integrated service models as part of the Campbelltown and Liverpool Hospital Redevelopments.

Director Operations

General Manager – DHS, Director of Nursing – DHS, Clinical Operations Manager - DHS

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

• DHS implements through Performance Review and Succession Planning processes.

Director Workforce


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

• DHS establishes a Peer Workforce and integrates within DHS clinical service governance models and the DHS Consumer Program. Director

Operations

General Manager – DHS

Dec-19


Culture of respect and compassion

Review the SWSLHD On-Boarding Program to ensure alignment with Transforming Your Experience

• DHS implements the SWSLHD On-Boarding Program. Director Workforce

General Manager - DHS Jun-19


Culture of respect and compassion

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

• DHS continues staff coaching and mentoring training. Director Workforce

General Manager - DHS Jun-20






EXECUTIVE SPONSOR



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

• DHS implements the SWSLHD Workplace Safety and Wellbeing Program. Director

Workforce

Director of Finance and Corporate - DHS

Jun-20


Employer of choice

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

• DHS implements through the existing DHS Staff Awards program. Director

Workforce



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

• DHS implements the SWSLHD Leadership Model. Director Workforce



Effective leadership and empowered staff

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

• DHS continues to implement management training and support. Director

Workforce


6.110 A Leader in Research and Teaching

Acknowledgement and recognition of research

Expand the research profile of SWSLHD through the establishment of new research institutes in priority areas including Robotics and Automation in Health, Innovation in Medical Technology, Cancer and Cardiovascular Disease and strengthen the roles of existing Research Institutes

• DHS implements through strengthening DHS research capacity and partnerships with Universities and Research Institutes.

Chief Executive


Jun-20



SWSLHD Drug Health Services Specific Initiatives July 2018 – June 2020


STRATEGY

ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY

FACILITY EXECUTIVE SPONSOR

LOCAL LEAD TIMEFRAME (6 mth

intervals) 1 Safe, Quality Care –

Cultural Safety Develop culturally safe and responsive health services for people with substance use issues and that do not access mainstream services.

• Engage Aboriginal communities and organisations to collaboratively develop and implement culturally safe integrated healthcare services and projects.

• Engage culturally and linguistic diverse communities and organisations to collaboratively develop and implement culturally responsive integrated healthcare services and projects.

DHS General Manager

Aboriginal Program Coordinator (DHS), Manager Strategy & Service Development

Dec-19

2 Safe, Quality Care – Cultural Safety

Reduce stigma and discrimination experienced by people who use substance when accessing health services.

• Engage with consumers, peak bodies and NGO to collaboratively develop local stigma and discrimination initiatives.

• Support respect and compassion for people with substance use issues through offering opportunities for staff to develop cultural competency.

DHS General Manager

Medical Director, Director of Nursing, Clinical Operations Manager, Aboriginal Program Coordinator (DHS)

June-19

3 Collaborative Partnerships - Strategic Partnerships

Develop strategic partnerships to increase the capacity of services to support people with substance use issues and to refer to specialist services.

• Maintain partnerships and develop integrated healthcare projects with the SWS Primary Health Network, Aboriginal services, state agencies and NGO to increase their capacity to care for and support people with substance use issues and to refer to specialist services.

DHS General Manager

Medical Director, Director of Nursing, Clinical Operations Manager, Manager Strategy & Service Development, Aboriginal Program Coordinator (DHS)

June-20

4 Collaborative Partnerships - Consumer, patient and carer involvement

Establish DHS consumer, patient, carer and community engagement and participation systems.

• Establish the DHS Consumer Program to build a representative network of consumers and develop systems to support engagement and participation.

• Build DHS staff capacity to integrate consumer participation approaches in their practice.

• Maintain partnerships and develop initiatives with consumer, advocacy and community groups to support engagement and participation.

DHS General Manager

Manager Strategy & Service Development, Medical Director, Director of Nursing, Clinical Operations Manager

Dec-19

5 Healthcare System for Future - Build & adapt for future

Develop and implement a range of specialist drug and alcohol programs for priority populations.

• Develop and implement in partnership with SWSLHD Aboriginal Health an enhanced DHS Aboriginal Health workforce and programs.

• Develop and implement a new Youth & Paediatric Drug & Alcohol service.

• Develop and implement a new Assertive Community Management service.

DHS General Manager

Medical Director, Director of Nursing, Clinical Operations Manager, Manager Strategy & Service Development, Director Finance & Corporate

June-19




STRATEGY

ACTIONS TO SUPPORT IMPLEMENTATION OF STRATEGY

FACILITY EXECUTIVE SPONSOR

LOCAL LEAD TIMEFRAME (6 mth

intervals) • Develop new dedicated Drug and Alcohol Dual Diagnosis

services. • Enhance DHS capacity to support implementation of the

SWSLHD Viral hepatitis and SWSLHD HIV/STI Strategy. 6 Our People Make a

Difference - Workforce for the Future

Develop organisational structures to support the workforce to deliver the services required in the future.

• Review management structures to strengthen DHS capacity to better support governance, integration, workforce development and capital planning.

• Implement Succession Planning initiatives for all key positions and services across DHS, including utilising the Line Manager Capability Framework.

DHS General Manager

DHS Leadership and Managers Dec-19

7 Our People Make a Difference - Workforce for the Future

Develop the workforce to deliver the services required in the future.

• Reinvest in new clinical, non-clinical and corporate staffing profiles to support development of new service models.

• Build a sustainable DHS nursing workforce including participation in the Transition to Professional Practice program and establishment of new positions as required.

• Enhance dual diagnosis capacity within existing Hospital Drug and Alcohol Consultation and Liaison Teams.

• Increase workforce diversity including increasing the number of Aboriginal people recruited to identified and targeted positions.

DHS General Manager

Medical Director, Director of Nursing, Clinical Operations Manager, Director Finance & Corporate

June-20

8 Leader in Research & Teaching - Delivering research innovation

Invest in DHS research capacity and partnerships.

• Maintain partnerships and develop initiatives with Universities and Research Institutes to develop health, education and research capacity.

• Invest in research that is led by and responds to community and clinical needs.

• Develop local initiatives to support DHS staff, consumers and partner agencies to increase research literacy and develop professional development pathways.

• Seek enhancements to establish a DHS Academic Unit.

DHS Medical Director DHS General Manager

Medical Director, Director of Nursing, Clinical Operations Manager, Manager Strategy & Service Development

June-20



Priority Service Developments

2019/2020 Priority Service Developments Linkage with Clinical Service Plans Enhanced Hospital Drug & Alcohol Consultation & Liaison and Specialist Primary Health Drug & Alcohol Consultancy Services Seek enhancements to increase DHS capacity to support LHD, Hospital, Outpatient and Outreach services and also primary health practitioners engaged through the DHS GP D&A Project.

Liverpool Hospital CSP Macarthur CSP and SWSPHN Drug & Alcohol Needs Assessment

Drug & Alcohol Dual Diagnosis Service Models Seek enhancements to support new drug and alcohol dual diagnosis services to support patients with high risk illness and substance use disorders.

Liverpool Hospital CSP Macarthur CSP

Enhanced Drug & Alcohol Nursing Workforce Seek enhancements to further develop the DHS Nurse Practitioner workforce and integrate into inpatient, outpatient and outreach service models.

Care in the Community CSP Liverpool Hospital CSP Macarthur CSP

2020/2021 Priority Service Developments Linkage with Clinical Service Plans Integrated Healthcare Partnership – GP Drug & Alcohol Advice & Support Service Seek enhancements to the DHS GP D&A Project to support GP and Nurse Practitioners capacity to manage patients with substance use issues and refer to specialist services.

Care in the Community CSP Liverpool Hospital CSP Macarthur CSP and SWSPHN Drug & Alcohol Needs Assessment

Drug & Alcohol Peer Worker Workforce Seek enhancements to the DHS Consumer Program by establishing peer worker positions within clinical and other service settings.

Strategic Plan Action 5.9 Care in the Community CSP Liverpool Hospital CSP Macarthur CSP

Youth & Paediatric Drug & Alcohol Service Seek enhancements to increase capacity to deliver District-wide Youth & Paediatric drug and alcohol services.

Care in the Community CSP Liverpool Hospital CSP Macarthur CSP



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

swslhd drug health services...substance use poses significant challenges to individuals, families...

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