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Flinders and Upper North LHN 

 

 

FUNLHN Service Plan  

Stage One 

 

 Whyalla Hospital and Health Services 
and Port Augusta Health Services  

 
2020 

 

 

 



 
For Official Use Only I1-A1 2 

Foreword 

 

On Behalf of the Governing Board of the Flinders and Upper North Local Health Network (FUNLHN) 

I am pleased to present the first of a series of Service Plans for FUNLHN. 

 

This first plan covers Port Augusta and Whyalla Health Services with future plans covering other 

locations within our LHN and linkages between them. 

 

I would very much like to thank the Steering Group for the enormous amount of energy and time in 

overseeing this project and to the many Clinicians and Community members for their valued input.  

 

Yours sincerely 

 

 

  

Bevan Francis 

Chair Flinders and Upper North Governing Board 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



 
For Official Use Only I1-A1 3 

Table of Contents 

Table of Contents .................................................................................................................. 3 

1. Executive Summary ........................................................................................................ 4 

2. Project Background and Context ..................................................................................... 8 

2.1 Strategic Enablers ................................................................................................... 8 

2.2 Model of Care ........................................................................................................ 10 

2.3 Catchment Profiles ................................................................................................ 11 

2.3.1 Core Catchment ................................................................................................................. 11 

2.3.2 Population .......................................................................................................................... 14 

2.3.3 Population Growth &amp; Projections ....................................................................................... 14 

2.4 Service Planning Process ...................................................................................... 15 

2.4.1 Overview ............................................................................................................................ 15 

2.4.2 Health and Socioeconomic Status ..................................................................................... 15 

2.4.3 Port Augusta and Whyalla Service Utilisation Data ........................................................... 15 

2.4.4 Clinical Stakeholder Engagement ..................................................................................... 20 

2.5 Community and Consumer Stakeholder Engagement ........................................... 23 

3. Service Plan .................................................................................................................. 25 

3.1 Service Capacity ......................................................................................................... 25 

3.2 Clinical Services Capability Framework ...................................................................... 25 

3.3 Service Priorities ......................................................................................................... 25 

3.4 Other factors for consideration .................................................................................... 56 

3.4.1 Capital and Equipment ...................................................................................................... 56 

3.4.2 Workforce ........................................................................................................................... 57 

3.4.3 Transport ............................................................................................................................ 60 

3.4.4 Governance ....................................................................................................................... 61 

Appendix A: Service Plan Steering Group TOR ................................................................... 64 

Appendix B: Focus Group attendance ................................................................................. 69 

Appendix C: Survey questions ............................................................................................. 72 

Appendix D: Glossary .......................................................................................................... 73 

 

Disclaimer:  

Document prepared by Rural Support Service Planning and Population Health Team to assist the Port 
Augusta and Whyalla Service Planning Steering Group with future planning for Port Augusta and Whyalla 
services. 
 
This document has been developed to support planning within FUNLHN. The data may not be published, or 
released to any other party, without appropriate authority from the Department for Health and Wellbeing. 
 
While care has been taken to ensure that the material contained in this document is up-to-date and accurate, 
the Rural Support Service accepts no responsibility for the accuracy or completeness of the material, or for 
outcomes related to use of the material. 



 
For Official Use Only I1-A1 4 

1. Executive Summary 

The Port Augusta Hospital and Regional Health Service (Port Augusta Hospital) and the 

Whyalla Hospital and Health Service (Whyalla Hospital) are both part of the Flinders and Upper 

North Local Health Network (FUNLHN). FUNLHN consists of five hospitals located in Port Augusta, 

Whyalla, Quorn, Hawker and Roxby Downs and a health service/clinic in Leigh Creek. Country 

Health Connect services are available throughout the Local Health Network (LHN). FUNLHN 

provides health services across the Flinders and Upper North Region of South Australia, supporting 

the population of approximately 44,000. FUNLHN also at times provides services to residents of the 

neighbouring Eyre and Far North, and Yorke and Northern LHNs. The Port Augusta and Whyalla 

Hospitals are large sized casemix funded sites within this LHN, which support the LHN by providing 

emergency, acute medical, surgical, maternal and neonatal, paediatric and Integrated Mental Health 

Inpatient services.  

The Whyalla Hospital is a modern, comprehensive, General Hospital incorporating a purpose built 

Regional Cancer Centre (six chairs) in addition to a six bed Integrated Mental Health Inpatient Unit, 

Rehabilitation Unit and four renal chairs. It comprises of emergency department, 75 overnight stay 

inpatient beds and a High Dependency Unit. 

The Port Augusta Hospital is a large country hospital, providing a wide range of inpatient, outpatient 

and outreach services. The Hospital has an emergency department, 55 overnight stay inpatient 

beds, including five monitored beds. It also includes six Chemotherapy chairs and 12 Renal Dialysis 

chairs.  

The catchment area has a large Aboriginal population with 18% of the Port Augusta total population 

and 4% of the total Whyalla population identifying as Aboriginal respectively.  

This Service Plan reflects the overarching future plan for health service provision in the area. The 

plan provides a range of information and data from a variety of sources, which highlight recent 

patterns of service delivery. Analysis will continue to inform a collaborative approach with other key 

service providers to plan and develop services to meet the changing needs of the catchment 

population in the medium term. 

This Service Plan identifies a range of service initiatives which will support the provision of safe, 

quality services closer to home and is underpinned by a number of key strategic drivers, including: 

Country Health SA Local Health Network Strategic Plan 2015 - 2020, Clinical Services Capability 

Framework, SA Health and Wellbeing Strategy 2020-2025, Country Health SA Community and 

Consumer Engagement Strategy, A Partnership Framework for Health Advisory Councils and 

Country Health SA and the SA Health Aboriginal Cultural Learning Framework. 

The planning process was led by the Port Augusta and Whyalla Health Service Planning Steering 

Group (the Steering Group), supported by FUNLHN, the Rural Support Service Planning and 

Population Health Team and a wide range of clinicians who were engaged through workshops and 

focus groups in 2019. Broader and ongoing involvement of clinicians will be essential to progress 

service initiatives. 

The specific service priority areas identified for Port Augusta and Whyalla include emergency 

services, medical inpatient services, obstetric, paediatric and neonatal services, surgery and 

anaesthetics, mental health services, cancer services, renal services, Aboriginal health and 

community health services. The details of the improvement opportunities for these services are 

outlined from page 25.  

In addition to this Service Planning, FUNLHN participated in the South Australian Rural Medical 

Workforce Plan consultation as part of SA Rural Health Workforce Strategy. The ability to maintain 

services within the Clinical Services Capability Framework level for Whyalla and Port Augusta 












 
For Official Use Only I1-A1 5 

Hospitals is determined largely by our capacity to recruit and retain general practitioners (GPs) and 

specialists and train sufficient rural generalists to be self-sufficient in the long term. 

In addition to these service priority areas, opportunities to strengthen workforce and infrastructure 

will be key enablers for this plan. The particular areas considered a priority are on page 56.  

The FUNLHN Board will have governing oversight of the plan, while the Port Augusta, Whyalla and 

extended regional leadership teams will manage the operational implementation and monitoring. 

The following service priority areas emerged throughout the Port Augusta and Whyalla service 

planning process with a range of specific service improvements:  

Emergency Services  

Maintain level 3 emergency services at both Whyalla and Port Augusta Hospitals and enhance 

patient care by seeking improvements in the following areas: 

? Sustainable workforce. 

? Emergency services provision. 

? Staff education and training. 

? Maintain strong GP engagement. 

? Increase collaboration with external partners. 

? Partner with SA Ambulance Service to improve patient flows between Whyalla and 
Port Augusta. 

Medical Inpatient Services 

Maintain level 4 (Whyalla) and level 3 (Port Augusta) medical inpatient services and enhance 

patient care by seeking improvements in the following areas: 

? Sustainable and effective workforce. 

? Grow relationships with metropolitan hospitals. 

? Extend the use of Telehealth. 

? Positively influencing the patient journey. 

Surgical and Anaesthetic services 

Maintain and enhance level 3 surgical services at both Whyalla and Port Augusta Hospitals by 

considering the following: 

? Ensure the availability of services and specialties to meet community need. 

? Maintain levels and standards of equipment and facilities. 

? Develop workforce models to enhance services. 

? Improve efficiency and patient outcomes. 

Maternal and Neonatal services 

Maintain level 3 (Whyalla) and level 4 (Port Augusta) maternal and neonatal services and enhance 

patient care by seeking improvements in the following areas: 

? Improve continuity and stability of Obstetrician services in Whyalla. 

? Develop Port Augusta as a centre of excellence. 

? Sustainable services. 

? Skills and support for staff to respond to neonate emergencies. 

? Models of care to support services growth. 



 
For Official Use Only I1-A1 6 

 

 

Paediatric Services 

Maintain level 3 (Whyalla) and level 4 (Port Augusta) paediatric services and enhance patient care 

by seeking improvements in the following areas: 

? Services model for whole Local Health Network. 

? Develop Port Augusta as a centre of excellence. 

? Provide leadership to support Whyalla. 

? Increase Specialist services for Whyalla. 

Mental Health services 

Maintain and enhance the level 5 (Whyalla) and level 2 (Port Augusta) mental health inpatient care 

at both hospitals, and the level 4 ambulatory care provided by the Flinders and Upper North 

Community Mental Health Teams, by seeking improvements in the following areas: 

? Develop efficient and effective workforce practises. 

? Coordinate a staff education plan. 

? Examine improved models of care.  

? Sustainable staff recruitment and retention strategies. 

? Review resources and funding. 

? Increased awareness of external factors and groups. 

Aboriginal Health  

Maintain and enhance Aboriginal Health services with a focus on the following areas: 

? Provide training to support cultural competency as a requirement of all staff.  

? Grow partnerships to support reconciliation. 

? Embed actions to improve health outcomes and  close the gap . 

? Increase Aboriginal and Torres Strait Islander workforce roles and capacities. 

? Strengthen and support the Aboriginal Family Birthing Program. 

? Collaborate with Aboriginal Community Controlled Health Organisations. 

? Ensure Aboriginal and Torres Strait Islander advocacy and representation at all levels of 
health services. 

? Promote Experts by Experience register. 

? Respectfully meet cultural needs of Aboriginal and Torres Strait Islander staff and consumers.  

Allied Health and Community services 

Maintain and enhance allied and community health services with a focus on the following areas: 

? Strengthen, grow and sustain workforce. 

? Develop a sustainable and effective service model to provide quality access and equity to our 
community. 

? Build networks and support to improve community health and wellbeing. 

? Develop plans and utilise resources to improve marketing and effectiveness of services. 

  



 
For Official Use Only I1-A1 7 

Cancer services 

Maintain level 4 (Whyalla) and level 3 (Port Augusta) cancer services and enhance patient care by 

seeking improvements in the following areas: 

? Review level of service and options for service provision flexibility to ensure efficiency.  

? Develop staff management, education and recruitment strategies to enhance service 
provision. 

? Review effectiveness of equipment and processes. 

Renal services 

Maintain the level 3 satellite renal services in Port Augusta and Whyalla, enhance care and 

progress the expansion in Whyalla to six chairs already underway and plan for timely expansion to 

nine chairs. 

? Develop staff retention and education strategies to maintain appropriate and ongoing levels of 
service.  

? Continue and grow specialist services offered locally. 

? Develop and grow the allied health and other support services needed to support long term 
dialysis patients (including support services for Aboriginal patients) 

? Support opportunities to further grow client centred service provision. 

? Work collaboratively in country South Australia, in the provision of best practice clinical 
services. 

Clinical Support Services 

Increase collaboration between pharmacy and hospital staff for therapeutic decision making:  

? Increase and sustain expert clinical pharmacist input in all specialised service areas 
particularly paediatrics, renal and cancer-care practice. 

? Explore expansion of diagnostic medical imaging services provided including increased renal, 
breast, cardiac and bone density capabilities. 

? Progress to compatible electronic pathology ordering systems at both sites. 

? Review potential to expand Point of Care Testing to include additional pathology testing 
services. 

 



 
For Official Use Only I1-A1 8 

2. Project Background and Context 

2.1  Strategic Enablers 

The FUNLHN are in the process of creating their strategic plan and while they do, have adopted the 

previous Country Health SA Local Health Network (CHSALHN) Strategic Plan 2015-2020. In line 

with this plan the LHN will continue to increase access to services for country residents by investing 

in infrastructure and providing services as close to home as safely as possible to reduce the need 

for people to travel to Adelaide. The former CHSALHN Strategic Plan set the vision and direction for 

the health care system in rural South Australia to provide safe, high quality, accessible health care, 

tailored to the needs of country residents.  

The SA Health and Wellbeing Strategy 2020-2025 has a vision for South Australians to experience 

the best health in Australia. It envisages a future where South Australia s health system is trusted 

and highly valued, recognised and respected for excellence, a preferred work destination, and a 

source of learning and inspiration. It aims to improve the health and wellbeing of all South 

Australians through the following 4 goals (summarised from the Strategy): 

Goal 1:  Improve community trust and experience of our health system. 

Goal 2:  Reduce the incidence of preventable illnesses.  

Improved management of conditions and care. 

Goal 3:  Improve the capability for people to manage their health and wellbeing. 

Improve health workforce capability to embrace participatory approach to 

health care. 

Goal 4:  Improve patient experience through adopting emerging technology and 

contemporary practice. Equity of outcomes through efficiency and 

commissioning for need. 

The 5 overarching strategic themes from the SA Health and Wellbeing Strategy 2020 - 2025 will 

form a guide for the implementation of strategic actions by considering the following:  

 

We will work in partnership with all our stakeholders to develop patient centred solutions and service 

improvements to the meet the needs of our community. We will work with our clinicians and community to 

continually seek their views and input that will inform how we work 

 

 

 
We will work to build and maintain the trust of our community. 

We are committed to providing safe, reliable and high quality treatment and care 

 

 

We will provide services targeted to meet the priority health needs in our community. 

These service interventions will be based on the right evidence and our efforts will 

be motivated to address the disparities on our communities. 

 

 

We will work with our consumers to tailor our services to meet their unique individual 
needs. 

We will balance safe clinical management with personal needs and preferences. 

 
We will enable flexible systems to deliver timely and appropriate health care that is 
accessible in the right place at the right time. 

 




 
For Official Use Only I1-A1 9 

Primary Drivers 

The primary drivers to achieve an effective Health Service Plan include: 

? Reviewing current service models in line with the key principles and priorities identified in the 

CHSALHN Strategic Plan 2015-2020, SA Health and Well Being plan and the new emerging 

FUN LHN strategic plan along with the soon to be developed clinician engagement the SA 

Health Aboriginal Cultural Learning Framework. 

? Partnerships with the Royal Adelaide Hospital (RAH), Flinders Medical Centre (FMC), 

Women s and Children s Hospital (WCH)   for step down care and reducing emergency 

presentations and admissions to metropolitan services. 

? Ensure the development and implementation of safe, high quality, equitable, accessible and 

efficient services delivered close to home. 

? Improve patient access and flow across the system of care. 

? Improve the consistency and quality of care. 

? Implement evidence based, state-wide models of care. 

? Reduce episodes of unplanned hospitalisations for all population groups. 

? Improve collaborative working relationships with other service providers. 

? Culturally appropriate and respectful physical facilities and services for Aboriginal people. 

? Increase the ability to recruit and retain the required workforce.  

? The workload and transport pathways of SA Ambulance Service (SAAS). 

? Service models which will have the flexibility and capacity to respond to and meet the 

changing health and wellbeing needs of the population over the next 10+ years. 

? Increase the ability to train rural generalists in South Australia as part of creating a sustainable 

rural medical workforce 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 



 
For Official Use Only I1-A1 10 

2.2  Model of Care 

Prior to the formation of regional LHNs there was a Country Health SA Model of Care which built on 

the metropolitan Model of Care concepts and describes the way health care is provided across the 

country region, as well as the integration with the broader state-wide health system. Care pathways 

within local networks are important, as are structured links with metropolitan tertiary services. 

 

 

The health services in Port Augusta and Whyalla, in partnership with GPs, will manage the patient 

journey from primary care in the community, through acute care and back to primary care, 

supported by efficient processes, clinical protocols, information sharing and a team approach to 

achieving safe, high quality care.   

  



 
For Official Use Only I1-A1 11 

2.3  Catchment Profiles 

The core catchment outlined in the following pages relates to the geographical catchment area of 

the Port Augusta Hospital, and the geographical catchment area of the Whyalla Hospital 

respectively.  

The extended catchment has been agreed by the Steering Group for the purposes of planning and 

relates to the geographical area of FUNLHN, including the Coober Pedy, Roxby Downs, Quorn, 

Hawker and Leigh Creek catchments, and extends to the Eyre Peninsula.  

2.3.1 Core Catchment 

Port Augusta 

The Port Augusta Hospital is located within the Port Augusta Statistical Area 2 (SA2) and extends 

into the Quorn-Lake Gilles SA2. The Quorn-Lake Gilles SA2 is also shared with the Hawker, Quorn 

and Whyalla catchments.  

This core catchment area for the Port Augusta Hospital includes the following communities: 

Blanche Harbor 
Carriewerloo 
Commissariat Point 
Davenport 
Emeroo 
Illeroo 
Lincoln Gap 

Miranda 
Mount Arden 
Mundallio 
Pandurra 
Port Augusta 
Port Augusta West 
Port Paterson 

Stirling North 
Wallerberdina 
Wami Kata 
Wilkatana Station 
Yadlamalka 

 

Map 1 Port Augusta Catchment Area 

 

  



 
                                                                     For Official Use Only I1-A1 12 

Whyalla 

The Whyalla Hospital catchment is located within the Whyalla SA2, and the Whyalla-North SA2, and 

also extends into the Quorn-Lake Gilles SA2 and the Kimba-Cleve-Franklin Harbour SA2. The 

Quorn-Lake Gilles SA2 is also shared with the Hawker, Port Augusta and Quorn catchments. The 

Kimba-Cleve-Franklin Harbour is also shared with the Cleve, Cowell and Kimba catchments.  

For the purposes of defining the geographic core catchment area, ABS defined Statistical Area 1 

(SA1s) have been used for the Quorn-Lake Gilles SA2 and the Kimba-Cleve-Franklin Harbour SA2. 

These SA1s are: 

Quorn   Lake Gilles SA2 Kimba-Cleve-Franklin  
Harbour SA2 

4114009 

4114010* 

 

4113112 

 

*(71% of the SA1 population in the Whyalla catchment, remaining 29% in the Port Augusta catchment) 

 

This core catchment area for the Whyalla Hospital includes the following communities: 

Backy Point 
Bungeroo 
Cooyerdoo 
Corunna Station 
Cowleds Landing 
Cultana 
Douglas Point 
Douglas Point South 
False Bay 
Fitzgerald Bay 
Gilles Downs 

Iron Baron 
Iron Knob 
Katunga Station 
Kolendo 
Lake Gilles 
Lucky Bay 
Mangalo 
Middleback Range 
Midgee 
Miltalie 
Minbrie 

Mitchellville 
Mount Ive 
Mullaquana 
Murninnie Beach 
Myola Station 
Nonning 
Point Lowly 
Point Lowly North 
Port Bonython 
Secret Rocks 
Siam 

Uno 
Wartaka 
Whyalla 
Whyalla Barson 
Whyalla Jenkins 
Whyalla Norrie 
Whyalla Playford 
Whyalla Stuart 
Yeltana 

 

Map 2: Whyalla Catchment Area 

 



 
                                                                     For Official Use Only I1-A1 13 

 

Extended Catchment 
 
For the purposes of service planning, the extended catchment areas for Port Augusta and Whyalla 

include the following SA2s: 

? Roxby Downs SA2. 

? Coober Pedy SA2. 

? Quorn-Lake Gilles SA2. 

? West Coast SA2. 

? Kimba   Cleve   Franklin Harbour SA2 (93.1% of this SA2 in the extended catchment, 

remainder is in the Whyalla catchment). 

? Outback SA2 (90.0% of this SA2 only). 

? Eyre Peninsula SA2. 

? Western SA2. 

? Ceduna SA2. 

? Le Hunte-Elliston SA2. 

? Port Lincoln SA2. 

? Peterborough-Mount Remarkable SA2 (58.3% of this SA2 only). 

 
For the purposes of service planning, for the Peterborough-Mount Remarkable SA2 and the 

Outback SA2, the following Statistical Area 1 (SA1s) have been used in the extended catchment 

areas for Port Augusta and Whyalla:  

 

Outback 
SA2 

Peterborough 
  Mount 

Remarkable 
SA2 

4114101 

4114102 

4114103 

4114104 

4114105 

4114107 

4114109 

4114110* 

4114111 

4112101 

4112106 

4112107 

4112108 

4112111 

4112112 

4112113 

4112114 

4112115 

4112116 

*(41% of the SA1 population in the Hawker catchment, remaining 59% in the Peterborough catchment) 

 
  



 
                                                                     For Official Use Only I1-A1 14 

2.3.2 Population 

Port Augusta  

The population of the Port Augusta catchment is 14,280, with 20% aged under 14 years, and 16.1% 

aged over 65 years. The Port Augusta catchment has a higher proportion of persons aged under 

14 years and a lower proportion of person aged over 65 years compared to the SA population. In 

addition, the proportion of persons over 75 years is 8.2%, similar to the SA total with 8.2%. 

In total 18.4% of residents in the Port Augusta catchment identify as Aboriginal and 4.8% speak a 

language other than English at home. The Port Augusta catchment has a much higher proportion of 

Aboriginal persons compared to the SA population.  

Whyalla 

The population of the Whyalla catchment is 22,461, with 19.4% aged under 14 years, and 17.1% 

aged over 65 years. The Whyalla catchment has a higher proportion of persons aged under 

14 years and a lower proportion of persons over the age of 65 compared to the SA population. In 

addition, the proportion of persons over 75 years is 6.8% which is lower than the SA total with 8.2%. 

In total, 4.7% of residents in the Whyalla catchment identify as Aboriginal and 6.3% speak a 

language other than English at home. The Whyalla catchment has a lower proportion of persons 

from a CALD background compared to the SA population. 

2.3.3 Population Growth &amp; Projections 

Port Augusta and Whyalla 

The resident population of Port Augusta and Whyalla catchments are both expected to grow by 

2031. 

Table 1: Medium Stable Population Projections, 2016-2031 

Health Unit Catchment Area  2016 2021 2026 2031 

Port Augusta 
Port Augusta (C) 1.7% 1.6% 1.5% 1.5% 

Unincorporated Flinders Ranges * -8.3% -16.7% -0.2% -0.8% 

Whyalla Catchment 
Whyalla (C) 1.7% 2.1% 1.2% 0.5% 

Unincorporated Whyalla -17.4% -2.8% -1.8% 6.0% 

*4% of this SLA in the Port Augusta catchment, 96% in the Flinders Ranges catchment  
Source: http://www.dpti.sa.gov.au/planning/population, accessed 9/03/2018 

 

A recent Whyalla Mega Steel Plan has projected extensive population growth; however, this plan 

has based the population growth on the government approved population projections as outlined in 

Table 1. 

 

 

  




 
                                                                     For Official Use Only I1-A1 15 

2.4 Service Planning Process 

2.4.1 Overview 

The service planning process was led by the Port Augusta and Whyalla Health Service Planning 

Steering Group, with representation from Port Augusta and Whyalla private GPs, FUNLHN regional 

leadership, clinical, Aboriginal Health and mental health staff, Port Augusta and Whyalla Health 

Advisory Councils, Adelaide Rural Clinical School and the Rural Support Service Planning and 

Population Health Team. Further details of the memberships are provided in the Terms of 

Reference at Appendix A. 

The role of the Steering Group was to: 

? Supporting a positive culture of collaboration. 

? Deliver health improvement priorities including emergency services, medical models and 

midwifery models of care. 

? Provide advice to FUNLHN Executive on future scope of services and capacity required based 

on the data, local knowledge and best practice clinical standards. 

? Review existing and projected health utilisation data to quantify future service profiles. 

? Consider existing plans for the Port Augusta and Whyalla catchment to determine the future 

implications for the health services. 

? Provide advice on future self-sufficiency of the Port Augusta Hospital and Whyalla Hospital. 

? Provide feedback on recommendations and priorities as they are developed. 

? Identify and engage other stakeholders as required to contribute to the service planning 

process. 

? Receive ideas, advice and recommendations from any consultation processes and ensure its 

consideration in the development of the Service Plan. 

2.4.2 Health and Socioeconomic Status 

Self-reported health status of residents in FUNLHN for 2017 was 82.4% excellent, very good or 

good and 17.6% fair or poor.  

The top five chronic conditions reported by residents in FUNLHN in 2017 were Diabetes (23.7%), 

Arthritis (21.6%), Asthma (9.5%), Cardiovascular Disease (7.3%) and Osteoporosis (7.0%).  

In 2017, 44.4% of persons in FUNLHN reported having at least one chronic condition, 20.6% a 

current or reported mental health condition and 82.6% at least one (health) risk factor in 2017   all 

being higher than for the same in regional South Australia. 

Port Augusta and Whyalla experience relatively high levels of socioeconomic disadvantage, with 

both being ranked in the second-highest scoring 10% of areas, in terms of social disadvantage. 

2.4.3 Port Augusta and Whyalla Service Utilisation Data 

The Steering Group endorsed a service profile that was the foundation of the data provided for a 

range of local focus groups. A range of health utilisation data, identifying trends and key influencing 

factors was analysed. Insights from this analysis are outlined in the following summaries. 

 
  



 
                                                                     For Official Use Only I1-A1 16 

Port Augusta Summary 
 
The Port Augusta Hospital has 55 multiday beds available, with an average of 32.6 occupied each 

night in 2017-18. 

In 2017-18, the top five same-day separation types for residents of the Port Augusta catchment in 

local hospitals by total number of separations were Dialysis, Adult Surgical, Adult Medical, 

Paediatric Medical and Paediatric Surgical. For the same time period, the top five same-day 

separation types accessed outside of the catchment for Port Augusta residents were Adult Surgical, 

Dialysis, Adult Medical, Paediatric Medical, and Paediatric Surgical. 

In 2017-18, the top five multi-day separation types for residents of the Port Augusta catchment at 

local hospitals by total number of separations were Adult Medical, Adult Surgical, Obstetric, 

Paediatric Medical and Mental Health. For the same time period, the top five multi-day separation 

types accessed outside of the catchment were Adult Surgical, Adult Medical, Mental Health, 

Paediatric Surgical and Obstetric. 

There were 13,417 emergency presentations at the Port Augusta Hospital in 2017-18. This is 

broken down by 1,244 triage 1 or 2, 4,441 triage 3, and 7,732 triage 4 or 5 presentations. 

In 2017-18, there were 261 births for women from the catchment. Of this number, 33% were at 

public hospitals outside of FUNLHN. 

In 2017-18, the same-day and multi-day self-sufficiency rates for residents of the Port Augusta 

catchment consisted of: 

Graph 1: Port Augusta self-sufficiency rates, 2017-18  

 

Source: Data extracted from HIP, Admitted Activity Universe 2, 17/05/2019, standard Public Hospital Subsetting rules applied 

 
 
  

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Rehabilitation

Paediatric Surgical - Sameday

Paediatric Surgical - Multiday

Paediatric Medical - Sameday

Paediatric Medical - Multiday

Other Multiday

Obstetric

Non-Acute Remainder

Neonates

Mental Health

Dialysis

Adult Surgical -Sameday

Adult Surgical - Multiday

Adult Medical - Sameday

Adult Medical - Multiday

Port Augusta % FUN Region Remainder % Flow Out %



 
                                                                     For Official Use Only I1-A1 17 

Port Augusta Emergency Presentations 
 

Table 2: Port Augusta Hospital Accident and Emergency presentations by patient SLA and Triage 
Category, 2017-18 

Patient SLA 
Triage Category 

 

1 2 3 4 5 Total 

PORT AUGUSTA (C) 36 963 3,448 3,288 2,707 10,442 

FLINDERS RANGES (DC) 2 19 72 79 56 228 

WHYALLA (C) 0 15 77 89 47 228 

MOUNT REMARKABLE 
(DC) 

1 18 58 46 88 211 

COOBER PEDY (DC) 0 16 50 56 27 149 

PORT PIRIE C 1 13 35 38 34 121 

ROXBY DOWNS (M) 0 3 50 33 26 112 

UNINCORP. FAR NORTH 3 8 32 35 27 105 

Other Country SLAs 2 47 188 172 107 516 

Metropolitan SLAs 4 32 131 126 79 372 

UNKNOWN/NO MATCH 1 60 300 355 217 933 

Total 
50 1,194 4,441 4,317 3,415 13,417 

0.4% 8.9% 33.1% 32.2% 25.5% 100% 

Source: Data extracted from HIP, Emergency Department Universe, 18/10/2018, standard Sub-setting Business Rules applied 

 

Table 3: Port Augusta residents presenting to Emergency Departments in Metropolitan Public Health 

Services, 2016-17 and 2017-18 

Hospital 
No. of 

presentations 
2016-17 

No. of 
presentations 

2017-18 

RAH 366 325 

WCH-Paediatric ED 83 80 

FMC 45 59 

LMH 37 50 

Other Metro Hospitals 50 70 

Total 581 584 

Source: Data extracted from HIP, Emergency Department 

Universe, 06/11/2018 and 05/02/2019, standard Sub-setting 

Business Rules applied 

 
  



 
                                                                     For Official Use Only I1-A1 18 

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Rehabilitation

Paediatric Surgical - Sameday

Paediatric Surgical - Multiday

Paediatric Medical - Sameday

Paediatric Medical - Multiday

Obstetric - Sameday

Obstetric - Multiday

Non-Acute Remainder

Neonates - Sameday

Neonates - Multiday

Mental Health - Sameday

Mental Health - Multiday

Maintenance

Dialysis

Adult Surgical - Samedy

Adult Surgical - Multiday

Adult Medical - Sameday

Adult Medical - Multiday

Whyalla % FUN Region % Flow Out %

Whyalla Summary 
 
The Whyalla Hospital has 75 multiday beds available, with an average of 52.9 occupied each night 

in 2017-18.  

In 2017-18, the top five same-day separation types for residents of the Whyalla catchment at the 

Whyalla Hospital by number of separations were Dialysis, Adult Surgical, Adult Medical, Mental 

Health and Obstetrics. For the same time period, the top 5 same-day separation types accessed 

outside of the Whyalla catchment by number of separations were Adult Surgical, Adult Medical, 

Dialysis, Paediatric Medical and Paediatric Surgical. 

In 2017-18, the top five multi-day separation types by number of separations for Whyalla residents 

at the Whyalla Hospital were Adult Medical, Adult Surgical, Obstetric, Mental Health and Paediatric 

Medical. For the same time period, the top five multi-day separation types accessed outside of the 

Whyalla catchment by number of separations were Adult Surgical, Adult Medical, Obstetric, 

Paediatric Medical and Neonates. 

There were 14,625 emergency presentations at the Whyalla Hospital in 2017-18. This is broken 

down by 1,156 triage 1 or 2, 3,380 triage 3, and 10,089 triage 4 or 5 presentations.  

In 2017-18, there were 260 births for women from the catchment. Of this number, 14% were at 

public hospitals outside of FUNLHN. 

In 2017-18, the same-day and multi-day self-sufficiency rates for residents of the Whyalla catchment 

consisted of: 

Graph 2: Whyalla self-sufficiency rates, 2017-18  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Source: Data extracted from HIP, Admitted Activity Universe 2, 14/01/2019, standard Public Hospital Subsetting rules applied  



 
                                                                     For Official Use Only I1-A1 19 

Whyalla Emergency Presentations 
 
Table 4: Whyalla Hospital emergency presentations by patient SLA and Triage Category, 2017-18 

Patient SLA 
Triage Category   

1 2 3 4 5 Total 

Whyalla 39 1,046 3,160 6,600 2,836 13,681 

Port Augusta 1 8 17 44 9 79 

Other Country SLAs 1 30 119 205 83 438 

Metropolitan SLAs 0 11 48 106 44 209 

Unknown 1 19 36 128 34 218 

Total 
42 1,114 3,380 7,083 3,006 14,625 

0.3% 7.6% 23.1% 48.4% 20.6% 100% 

Source: Data extracted from HIP, Emergency Department Universe, 18/10/2018, standard Sub-
setting Business Rules applied 

 

Table 5: Whyalla residents presenting to Emergency Departments in Metropolitan Health Services, 

2016-17 and 2017-18 

Hospital 
No. of 

presentations 
2016-17 

No. of 
presentations 

2017-18 

RAH 293 271 

WCH-Paed ED 106 106 

FMC 66 119 

LMH 52 48 

Other Metro hospitals 74 73 

Total 591 617 

Source: Data extracted from HIP, Emergency Department Universe, 
06/11/2018 &amp; 05/02/2019, standard Sub-setting Business Rules applied 

 

 

 

 

 

 

 

 

 

  



 
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2.4.4 Clinical Stakeholder Engagement 

The Steering Group endorsed an extensive clinician engagement plan which included a range of 

methods to gain stakeholder input. Focus groups sessions, surveys and interviews with key 

clinicians were conducted. The information from these engagement methods were collated and 

distributed to participants and the steering group for consideration.  

 

Focus Groups 

A total of seven focus groups on the following priority areas were held. 

1. Whyalla GPs. 

2. Surgical Services. 

3. Paediatrics/Obstetrics. 

4. Acute Medical and Emergency Department Services. 

5. Allied and Community Health. 

6. Aboriginal Health. 

7. Mental Health. 

 

These focus groups were held during April, May and June 2019. Clinicians, staff, other key 

stakeholder groups were invited to attend with a total of 116 participants engaged. A list of those 

who attended the focus groups is in Appendix B. Overall the focus groups were positive and a 

summary of the key themes for each focus group outlined below: 

Whyalla GP focus group  

? Recruitment, retention and support of GPs. 

? Additional weekend Emergency Department support for staff (mental health, surgical and 

dental). 

? Nurse Practitioner roles. 

? Length of stay considerations. 

Surgical Services Focus Group   

? Continue to improve the range and capacities of specialist surgical services (e.g. plastic, 

vascular, breast and orthopaedics). 

? Strengthen surgical and anaesthetic workforce (linkages between Whyalla and Port Augusta 

and education/training). 

? Improved physician services in Port Augusta. 

? Improvements in general surgical cover in Whyalla. 

? Use of technological supports. 

Maternal, Neonatal and Paediatrics Focus Group 

Port Augusta  

? Develop Port Augusta as a centre of excellence. 

? Maintain Aboriginal Family Birthing program. 

Whyalla 

? Grow services, upgrade obstetric facilities. 

? Support nursery and theatre emergencies (including neonatal resuscitation and Emergency 

Nurse Practitioner). 

? Strengthen the shared care model. 

Both sites 

? Midwifery models of care. 

 

  



 
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Acute Medical and Emergency Services focus group 

? Medical service sustainability (recruitment, retention and support). 

? Community paramedic service consideration particularly in Port Augusta for mental health 

related condition. 

? Improved chronic disease management pathways. 

? Increased mental health supports onsite after hours. 

? Surgical emergency support in Whyalla on weekends. 

? Echocardiogram service in Whyalla. 

? Access to clinical support and advice for the management of complex and deteriorating 

patients. 

Allied Health and Community Services focus group 

? Explore seven day service. 

? Access to cars and travel requirements for outreach services. 

? Optimise use of technology. 

? Staff recruitment, retention and support (Aboriginal and Torres Strait Islander employees and 

new graduates). 

? Expand Allied Health Assistant role. 

? Grow partnerships with communities and agencies. 

? Preventative health education (especially for remote communities). 

Aboriginal Health focus group 

? Grow capacity of Aboriginal focussed positions, programs and services. 

? Increase number of Aboriginal and Torres Strait Islander staff. 

? Embed Aboriginal Cultural Awareness training program. 

? Grow partnerships with Aboriginal Community Controlled Health Organisations.  

? Aboriginal representation on key committee. 

? Experts by Experience register. 

 Mental Health Services focus group 

? Consider seven day community service.  

? Peer Support and Aboriginal Health Practitioner roles. 

? Increased Port Augusta Mental Health Nursing workforce. 

? Continued collaboration across sites.  

? Consider security issues. 

? Grow community awareness of mental health supports. 

? Mental health staff education.  

? Continue Whyalla Community Mental Health Rehabilitation program. 

? Non-Government Organisation (NGO) delivery of psychosocial supports. 

 

  



 
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Surveys and Interviews 

In addition to the focus groups a number of surveys and interviews were conducted. The following 

stakeholders were the target of the survey engagement methods: 

1. Port Augusta GPs. 

2. Outlying areas GPs. 

3. Visiting Specialists/Locums. 

4. Broader Stakeholders - Service Providers. 

5. Broader Stakeholders - Health Services. 

 

A visiting specialist/locum survey and a broader stakeholder survey were disseminated; the 

questions in this survey are outlined in Appendix C. A total of 16 responses were received and the 

following provides a summary of the feedback received: 

 
Workforce 

? More local GPs needed. 

? Stable physician services needed.  

? Funding and strategies to address the unique workforce challenges of rural areas.  

? Targeted recruitment and retention of specialists including incentives. 

? Training and education. 

? Increased staff stability (emergency roster, metro physician rosters). 

? Nurse Led Clinics and Nurse Practitioners. 

? Emergency Medical leadership role (including improved collaboration with GPs and support 

for GP trainees). 

? Actively support and promote the Rural Generalist pathway.  

? Permanent resident obstetrician in Whyalla.  

? Student led clinics. 

Service Improvements 

? Reduce waiting times for Allied health, Orthopaedics, GPs. 

? Paediatric services are excellent (can we strengthen). 

? Strengthen the range and access to specialists  services (endocrinology, dermatology/plastic 

surgery, urology, allied health, rheumatology, gastroenterology, neurology, anaesthetics, 

internal medicine, stroke management, geriatrician, ENT). 

? Improved communication between disciplines. 

? Investment and maintenance of surgical equipment.  

? Allied health workforce (dietitians, speech pathologists and occupational therapists). 

? Mental health workforce (psychiatrist, psychologists, mental health nurses, GPs, social 

workers).  

? Review PATS services (include Port Augusta and overnight stays). 

? Accident and emergency demand   more support services to reduce unnecessary 

presentations. 

? IT systems to support sharing of patient information across sites. 

? Improve radiology services (ultrasound, MRI, after hours service). 

? Additional supports to address the populations needs (socio-economic). 

? Additional support for drug and alcohol related care. 

? Coordinated services between primary and secondary services, metro to country. 

? Improve theatre start times. 

? Improved linkages between primary and secondary services. 



 
                                                                     For Official Use Only I1-A1 23 

? Pain clinic supports. 

? Expand home care services.  

? After hours GP service co-located in the Emergency Department.  

? Extend cancer care. 

? Improve public dental services.  

? Improve customer service. 

 

All data from the focus groups, surveys and interviews has been shared with the participants and 

the Steering Group. This data along with the population, service utilisation information and 

community and consumer engagement findings have provided the foundation for the proposed 

strategies in the service tables commencing on page 24. Ongoing consultation with a range of key 

clinical leads occurred in the development of the tables.  

2.5 Community and Consumer Stakeholder Engagement 

The Steering Group endorsed a community engagement plan which was developed in partnership 

with all five Health Advisory Councils of FUNLHN. This engagement plan was endorsed by the 

FUNLHN Partnering with Consumers committee, a sub-committee of the FUNLHN Executive 

Leadership Council formed in line with the National Safety and Quality in Health Services Standard 

for Partnering with Consumers.   

 

The Steering Group s commitment to community engagement centred around the following 

statement from the Health Advisory Council: 

 

 The concept of  Partnering with Consumers  and  Community Engagement  is all about 

listening to consumers telling us about their health needs and issues that impact on 

their health care and their experiences, both positive and negative, within the Health 

Services at a local, regional and state level. It is about listening to their suggestions and 

ideas. It is also about doing something about these and providing feedback. It is also 

about explaining to them the limitations imposed by factors beyond the control of the 

health services and the strategies that are in place to accommodate these. It is about 

them feeling valued as partners in the management and care of their own health needs 

and expectations and those of their families and other members of the community. It is 

also about meeting the National Standards  

 Ann Screen, Presiding Member, Port Augusta, Roxby Downs and Woomera Health Advisory Council 

 

The community engagement plan incorporated various strategies, the most predominant being use 

of feedback cards. The six communities identified as priorities to engage with were Port Augusta, 

Roxby Downs, Whyalla, Leigh Creek, Hawker and Quorn.  

 

The promotion of methods to receive feedback included:  

? Social and print media 

? Distribution/collection of feedback cards by health service staff, volunteers and external 

stakeholders 

? Community/consumer representative support at community events/groups 

? Static displays with collection boxes in the community and health services 

?  Part of client interactions. 

 

  



 
                                                                     For Official Use Only I1-A1 24 

A total of 144 community engagement feedback cards were received with the following key themes 

identified (note some feedback cards discussed multiple issues): 
 

Specialist services availability in the local area  

A total of 43 responses indicated a desire for Port Augusta and Whyalla Health Services to provide 

a larger range of Specialists to service the catchments and for more frequent visits to be available.  

Access to Health Services 

A total of 41 responses were regarding challenges experienced in accessing health services. Of 

these, 32 responses were related to factors such as waiting times, promotion, availability and 

awareness of services, communication, costs and included some positive remarks. An additional 

14 responses were specifically related to geographical factors describing difficulties in travelling to 

required health services and offered some suggestions for service options closer to home. 

Facilities  

A total of 36 responses were related to the health services facilities available in the local area. 18 of 

these responses discussed a desire for additional or improved health facilities including an MRI 

machine in Port Augusta, cancer care and hydrotherapy facilities. A further 18 responses detailed 

concerns about infrastructure matters with parking being the most frequent comment. 

General Practitioner shortage  

A total of 35 responses were concerned about the lack of GPs available for community members, 

citing difficulties obtaining an appointment in a timely manner. 

Workforce issues 

A total of 30 responses discussed issues related to working conditions, staff performance and 

service delivery. 

Positive Feedback  

A total of 21 responses provided positive feedback related to staff, service and facilities. 

Transport  

A total of 15 responses made comment on the need for additional transport options, including a 

community bus, to support those required to attend appointments. 

Aboriginal Cultural Support (workforce)  

A total of 15 responses described a desire to expand existing staff s capacity in their Aboriginal 

cultural support roles and creation of additional Aboriginal Health Workers/Aboriginal Liaison Officer 

roles. 

Patient Assistance Transport Scheme (PATS)  

A total of 12 responses raised the issue of PATS and described difficulties experienced in accessing 

support from, or understanding, the scheme. 

Mental Health  

A total of 12 responses detailed challenges experienced in accessing mental health services and 

specialists in a timely manner. 

 

All community and consumer engagement findings have been shared with Health Advisory Council 

Presiding Members, the Partnering with Consumer Committee and the Steering Group and has 

been combined with the clinician engagement findings to provide the foundation for the proposed 

strategies in this Service Plan. 

 



 
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3. Service Plan 

3.1 Service Capacity 

FUNLHN has two large casemix funded hospitals; Whyalla Hospital with 75 beds and Port Augusta Hospital with 55 beds.  

Whyalla Hospital provides 24 hours a day, seven days a week (24/7) accident and emergency services, acute inpatient care, maternal and 

neonatal services, elective surgery, renal dialysis, acute stroke, palliative, rehabilitation and orthotics/prosthetics service. There is a Regional 

Cancer Centre providing chemotherapy and an Integrated Mental Health Inpatient Unit on site with specialist oncologist and resident 

psychiatrist. Additional services located onsite are radiology (including MRI), SA Pathology, clinical pharmacy and Allied Health Services. 

Hospital services are co-located with community health services. Whyalla Hospital is a teaching hospital with Trainee Medical Officers 

(adult medicine, general surgery and interns) and Adelaide University Rural medical students spending their full fifth year in Whyalla. The 

FUNLHN receives Integrated Rural Medical Pipeline (IRTP) funding for a trainee medical officer in medical administration (commenced in 2018) 

and a trainee medical officer in psychiatry (commencing in 2019), both positions are based in Whyalla. 

Port Augusta Hospital provides 24 hours a day, seven days a week (24/7) accident and emergency service, acute inpatient care, maternal and 

neonatal services, elective surgery, palliative, low risk chemotherapy, renal dialysis and stepdown facilities for Aboriginal and out of town 

patients. Additional services located onsite are radiology, SA Pathology, clinical pharmacists and Allied Health Services. Hospital services are 

co-located with community health services. It is a teaching hospital with Trainee Medical Officers (paediatric medicine, general surgery, 

obstetrics, and surgical intern) and Adelaide University Rural medical students spending their full fifth year based in Port Augusta. 

3.2 Clinical Services Capability Framework 

It is essential that all service planning and development considers the key strategic enablers as described in 2.1 and be undertaken in 

consultation with local Health Advisory Councils, staff and other key stakeholders. The SA Health Clinical Services Capability Framework 

(CSCF) 2019 is a set of an initial 30 service modules for clinical service areas. The modules detail the minimum service and workforce 

requirements, risk considerations and support services to provide safe and quality care at South Australian hospitals. It is an important tool for 

state-wide strategic planning by defining the criteria and capabilities required for health services to achieve safe and supported clinical service 

delivery. It also provides planners and clinicians with a consistent approach to the way clinical services are described and identifies 

interdependencies that exist between clinical areas. 

3.3 Service Priorities 

An overview of the proposed service priority areas for Port Augusta and Whyalla are: 

  



 
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Emergency Services 
 

Current Proposed 

Service Description Summary: 

Port Augusta and Whyalla provide Level 3 

Emergency services: 

? Provides on-site, 24-hour access to 

designated emergency nursing staff 

and triage of all presentations. 

? Capable of providing initial treatment 

and care for all presentations, 

advanced resuscitation and 

stabilisation, including short-term 

assisted ventilation prior to transfer to 

higher level service. 

? Ability to assist in care of minor trauma 

and provide interim care to enable rapid 

transfer of major trauma. Transfer will 

require early liaison with SAAS. 

Current Capacity 

24/7 Service at both sites. Emergency 

services provided by: 

? Port Augusta Hospital has an onsite 

service staffed predominantly by 

locums providing both cover for 

Emergency Department and general 

medical inpatients. 

? Whyalla has a GP led on-call service 

with occasional locum support. 

Service Description Summary:  

Maintain level 3 emergency services and enhance patient care at both Whyalla and Port Augusta 

Hospitals. 

Service Improvement Summary: 

ED1. Develop a plan for a sustainable Emergency Department workforce: 

? Investigate capacity to introduce a salaried medical model in Whyalla and Port Augusta. 

? Consider developing an emergency medical leadership role to improve collaboration with GPs 

and support for GP trainees, with both sites to support with an accredited training position, 

supervisory role, registrars and telehealth.  

? Consider information from the SA Rural Health Workforce Strategy in the implementation of 

suitable recommendations for emergency workforce including medical, nursing, allied health 

and paramedics. 

? Improve recruitment and retention strategies. 

? Explore the introduction of a FACEM (Fellow of the Australian College of Emergency 

Physicians) position at full or part time capacity, staffed by either one clinician or on rotation 

from a metropolitan hospital. This would support local provision of training, skill development 

and formal supervision for Rural Generalists undertaking a Diploma of emergency medicine. 

? Consider Whyalla based Physicians providing visiting services to Port Augusta, in a model 

similar to that of the Port Augusta Paediatric visiting service to Whyalla. 

 

 

 

 

 

 

 



 
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Current Proposed 

 

 

 

 

 

 

ED2. Improve the provision of emergency services: 

? Extend out of hours Radiology services (ultrasound, MRI). 

? Develop strategies to improve communication between services and disciplines.  

? Implement Partnered Pharmacist Medication Charting Services at both Port Augusta and 

Whyalla. 

? Reduce unnecessary ED presentations (consider after-hours GP services co-located in ED).  

? Review and support improvements in IT systems for sharing of patient information across 

sites. 

? Progress the redevelopment of the Emergency Department, and relocation of the High 

Dependency Unit in Whyalla (in 2021-22). 

? Increase use of the SAVES technology to provide clinical support and advice between 

Port Augusta and Whyalla with suitable training and nursing support. 

ED3. Extend the skills of the staff who provide emergency services: 

? Develop emergency Nurse Practitioner roles. 

? Explore increased Advanced Life Support education/certification for nursing staff.  

? Training and education to improve management of mental health presentation. 

ED4. Collaborate and support mechanisms to maintain strong GP engagement: 

? Partner with medical practices including Royal Flying Doctor Service (RFDS) to support GP 

recruitment and retention incentives. 

? Support training and education for GPs in emergency care.  

? Continue to support GPs contribution to emergency rosters. 

 

 

 

 

 

 

 



 
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Current Proposed 

ED5.  Increase collaboration with external partners: 

? Improve community chronic disease management to reduce emergency presentations 

(including Aboriginal primary health care services and better care in the community). 

? Interagency opportunities to address population health issues: 

o Lack of accommodation.  

o Self-discharges for Aboriginal patients. 

o Motor vehicle accidents.  

o Substance abuse. 

o Mental health. 

o Transport. 

? Strengthen reduction in wait times through use of Striker stretchers at RFDS at Port Augusta. 

ED6. Partner with SAAS to improve patient flows between Whyalla and Port Augusta: 

? Collaborate to reduce transfer delay and ensure best clinical practice for mental health 

transfers. 

? Consider replication of the successful Ceduna community paramedic program. 

? Support community education regarding appropriate Ambulance use. 

? Review risk management strategies for Paediatrics transfer between Whyalla and Port 

Augusta. 

? Utilise training and education that support best clinical protocols for managing drug and 

alcohol and mental health related presentations (advanced care paramedic services, home 

nursing services). 

 
  



 
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Maternal and Neonatal Services  
 

Current Proposed 

Service Description Summary: 

Whyalla provides level 3 Maternal and Neonatal 
services: 

? Low risk births up to 37 weeks gestation BMI 

&lt;40. 

? Safe care for singleton neonate ?2.5kg at birth, 

convalescent care for neonate ?36 weeks 

(corrected gestation) who weighs ?2kg, when 

supported by Neonatologist/Paediatrician 

consultant advice from Level 4-6 service. 

? Capacity to provide emergency care to support 

obstetric women until her transfer of care or a 

retrieval service is available. 

? Capacity to provide emergency care to support 

the sick neonate until the retrieval service 

arrives. 

? Capacity to manage the care of the  low risk  

pregnant woman during the antenatal and 

postnatal periods. 

 
Port Augusta provides Level 4 Maternal and 
Neonatal Services: 

? Maternal Capacity to provide safe care for 

singleton pregnancy or a twin pregnancy with 

 low risk  factors and/or minor complications 

?34 weeks gestation. 

? Access to community midwifery services. 

Service Description Summary:  

Maintain level 3 Maternity and Neonatal services at Whyalla and level 4 Maternity and 

Neonatal Services as a service of excellence for the region at Port Augusta, and enhance 

patient care. 

Service Improvement Summary: 

MN1:  Improve the continuity and stability of Obstetrician service in Whyalla: 

? Investigate the possibility of recruiting a permanent Obstetrician.  

? Increase Gynaecological services (through consistent Obstetrician/Gynaecologist 

locum capacity). 

? Increase community confidence.  

? Investigate ability to reintroduce the GP Obstetrician model, strengthening the shared 

care model and ante natal protocols.  

? Reduce patient flow out to metropolitan hospitals. 

? Investigate ways to increase Paediatrician access for baby checks and increased 

capacity for planned Caesarean sections for multiple pregnancy and BMI &gt;40. 

? Continue to strengthen the Perinatal Maternal Physician visiting service. 

? Promotion of gynaecologist services to local GPs to increase referrals in Whyalla. 

MN2:  Develop Port Augusta as a centre of excellence for Maternal and Neonatal 
care: 

? Sustain the current resident Obstetric and Paediatric specialist workforce. 

? Strengthen services in Port Augusta to reduce flow out to metropolitan. 

? Develop leadership systems to actively support staff in all FUNLHN sites.  

? Maintain and grow contemporary birthing facilities in Port Augusta. 

? Continue to strengthen the Physician in Maternal Health visiting service. 

 
 



 
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Current Proposed 

? Neonatal Special Care Nursery onsite.  

? Capacity to provide safe care for neonate 

?2000g at birth and neonate requiring 

convalescent care ?34 weeks gestation, 

&gt;1700g when supported by Neonatologist/ 

Paediatrician consultant advice from Level 5 or 

6 neonate service. 

? Capacity to provide safe care for neonates 

managed in bassinet/cot, and/or require 

incubator care short term transitional problems 

or convalescing after acute illness which are 

reasonably expected to resolve.  

? Minor additional care requirements, e.g. IV 

access antibiotics. 

? Local registered medical officer available for 

management healthy newborn with no 

identified risk factors. 

? In some instances, healthy newborn may be 

supported by community midwifery service. 

Current Capacity: 

Whyalla 

? Approximately 170 births per year. 

? Facilities and workforce for elective caesarean 

section (CS) and Category 1CS 

? Rotating specialist obstetrician locum model 

with and a midwifery team of 7.84 FTE. 

? Works closely with the Aboriginal Birthing 

Program to deliver culturally appropriate 

antenatal and postnatal care.  

MN3: Ensure sustainable maternal and neonatal services: 

? Upgrade maternity facilities in Whyalla considering contemporary practices. 

? Develop an ongoing facilities upgrade and maintenance plan for both Whyalla and 

Port Augusta. 

? Monitor population growth projections to consider potential capacity for increased 

clinical services capability level in Whyalla. 

? Develop and support early career midwives to manage diverse and complex care 

needs. 

? Increase allied health supports. 

? Continue to support GPs and specialist obstetricians through:  

o Ensuring a diverse range of practice to promote professional satisfaction. 

o Supporting recruitment and retention (including overseas trained 

GP/Obstetrician) particularly in Whyalla.  

o Consideration of the Rural Health Workforce Strategy findings and 

recommendations. 

o Support training provided by Port Augusta resident paediatrician. 

o Development of an accredited traineeship for a Royal Australian and New 

Zealand College of Obstetricians and Gynaecologists (RANZCOG) registrar in 

addition to maintaining the Diploma in Obstetrics trainee position. 

MN4:  Develop skills and support for staff to respond to neonate emergencies: 

? Provide Neonate resuscitation training and ongoing support for Midwives, Medical and 

Emergency Services staff. 

? Consider an Emergency Nurse Practitioner with a specialty in neonate resuscitation. 

? Utilise SAVES technology for support and training related to, Whyalla Nursery and 

surgical emergencies. 

 

 
 
 
 



 
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Current Proposed 

Port Augusta 

? Approximately 297 births per year. 

? Facilities and workforce for elective CS and 

Category 1 CS.  

? The Anangu Bibi Birthing Program team of 

midwives and Aboriginal Maternal Infant Care 

workers provides perinatal care to 

approximately 80 Aboriginal women and their 

babies each year. The majority of the women 

are considered to have high risk pregnancies. 

? Perinatal services in Port Augusta are 

supported by two resident specialist 

obstetricians, an on-call paediatric service and 

a team of midwives. 

 

MN5:  Develop Models of Care to support growth in services: 

? Ensure models of care provide opportunities for qualified GP obstetricians to be 

retained to contribute to service provision in Port Augusta and Whyalla. 

? Explore sustainable midwifery workforce models of care, including team Midwifery 

Models (and learnings from Yorke and Northern LHN midwifery caseload model). 

? Improve the shared care model between GP, GP/obstetrician, midwife and 

obstetricians (consider Port Augusta s proposed  Electronic Orange Book  project). 

? Support continuation of the Aboriginal Family Birthing program (including linkages 

Nunyara, Pika Wiya and funding sources). 

? Investigate and promote midwives to expand their scope of practice.  

? Continue and strengthen collaboration (including telemed support) between 

Port Augusta and Whyalla to support management of complex cases (e.g. BMI) and 

low risk transfers. 

? Reduce strain on gynaecology clinic services by increasing low complexity procedures 

provided by GPs (e.g. cervical screening). 

? Support best practice continuity of care and for ante natal and inter partum care. 

? Meet the colposcopy screening requirement as part of National Cervical Screening 

Program. 

? Enhance use of the Whyalla consultant anaesthetist or telehealth technology to 

peri-operatively assess high risk/BMI cases to enable delivery in Port Augusta in 

accordance with the guidelines. 

 

 

 
  



 
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Paediatric Services  
 

Current Proposed 

Service Description Summary: 

Whyalla provides Level 3 Paediatric services: 

? Planned/unplanned ambulatory and/or inpatient care for children, 

may provide subspecialty ambulatory referral system. 

? GP ambulatory services. 

? Inpatient services usually single-system disorders, children 

low-acuity medical conditions. 

? Allocated bed area/bay beds.  

? Advanced life support/ stabilising children requiring transfer to 

higher level.  

? Medical/surgical services accessible on a daily basis. 

Port Augusta provides Level 4 Paediatric services: 

? Ambulatory and/or inpatient care. 

? Ambulatory care within community and/or service facility, 

multidisciplinary team range conditions (e.g. developmental 

assessment teams). 

? Inpatient service designated children s ward, all children up to 

14 years (flexibility with adolescents) some exceptions to ages 

dependent local policies/circumstances. 

? All admitted infants under three months of corrected age, involved 

with paediatric medical services on admission.  

? Complex social issues/significant comorbidities have combined 

care with paediatric medical.  

? Registered medical specialist, paediatric credentials 24 hour 

inpatient support. 

 

Service Description Summary:  

Maintain level 3 Paediatric services at Whyalla and Level 4 Paediatric 
services at Port Augusta and enhance patient care. 

Service Improvement Summary:  

PS1: Consider paediatrics service model for whole Local Health 
Network including: 

? Develop Port Augusta as a Paediatric Centre of Excellence whilst, 

at a minimum, retaining current staffing levels. 

? Explore travel support options for outreach specialist services, 

managing risk and fatigue. 

? Sustain the current resident obstetric and paediatric specialist 

workforce.  

? Consider development of junior medical trainee/registrar 

paediatrician opportunities. 

? Develop leadership systems to actively support staff in Whyalla. 

? Consider viability of a paediatrician at Whyalla. 

? Link with SA Rural Health Workforce strategy for opportunities for 

further service enhancements. 

? Explore opportunities for the Paediatrician to up skill emergency 

and midwifery staff and GPs. 

? Investigate opportunities for a nurse practitioner role, to work 

collaboratively with midwifes, neonatal nursing staff and 

Paediatricians. 

? Work in partnership with SAAS to explore ways to improve 

ambulance response times. 

 



 
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Current Proposed 

Current Capacity: 

Whyalla 

? Visiting team of three Port Augusta based Paediatricians provides 

service of between one and three scheduled days every week, 

depending on other outreach commitments. 

? Emergency services provided by GPs. 

? Low complexity paediatric admissions managed by GPs with 

support from Port Augusta paediatric team.  

Port Augusta 

? Regional referral hospital for paediatric medicine. 

? Team of four Paediatricians and two specialist Paediatric Nurses 

support the perinatal service, provide inpatient, outpatient and 

emergency paediatric services.  

? Paediatric Unit provides visiting services to many regional and 

remote locations across country South Australia including Whyalla.  

 

? Build capacity to transfer non-urgent paediatric and neonate 

patients in a safe manner via transport cot. 

? Explore options to support families who experience transport 

challenges in accessing appointments and treatment. 

 
PS2: Explore opportunities for increased Paediatric Specialist 
Services for Whyalla: 

? Investigate potential to increase paediatrician access in Whyalla 

(including baby checks and increased planned caesareans). 

? Monitor current paediatric services in Whyalla and investigate 

possible expansion, including five day service, as population 

changes dictate. 

? Identify opportunities for promotion of paediatric services to the 

community and to build up local confidence. 

? Consider upgrade of paediatric facilities to be aligned with any 

maternity facilities plans (potential refurbishment of Whyalla). 

 

 

 
 

 

 
  



 
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Medical Inpatient Services 
 

Current Proposed 

Service Description Summary: 

Whyalla provides Level 4 medical services:  

? Provides definitive care for most medical patients, usually under 

care of registered medical specialist (consultant physician), except 

for patients with low-acuity, single-system medical conditions or 

pre-existing significant but stable comorbidities, who may be 

under care of medical practitioner (GP) - scope of practice of 

credentialed medical practitioner (GP) is limited to care of patients 

with low-acuity, single-system medical conditions or pre-existing 

significant but  stable comorbidities. 

? If patient under care of medical practitioner (GP) becomes 

unstable, patient must be immediately referred to registered 

medical specialist (consultant physician).  

? High-risk medical patients should be treated by higher level 

medical service with on-site intensive care service support.  

? Some medical subspecialties may be available. 

? May host and/or provide outreach service to lower level services. 

 
Port Augusta provides Level 3 medical services: 

? Provides ambulatory and inpatient care that may require 

subspecialty referral. 

? Patients do not require complex diagnostic investigation.  

? Patients under care of medical practitioner or visiting medical 

officer who may be registered medical specialist (consultant 

physician). 

? Inpatient services usually provided for medium-acuity, 

single-system medical conditions with significant but stable 

Service Description Summary:  

Maintain Level 4 (Whyalla) and Level 3 (Port Augusta) medical 

services and enhance patient care.  

Review the number of resident physicians based in Whyalla, creating 

capacity to provide services to Port Augusta. 

Sustain visiting specialist services to meet community needs.  

Service Improvement Summary 

MI1:  Develop a sustainable and effective workforce: 

? Grow a sustainable physician and GP workforce. 

? Maintain the good level of inpatient and ambulatory specialist 

rehabilitation services in Whyalla by providing the required effective 

and ongoing support to hospital nursing staff and GPs. 

? Increase the level of resident physicians cover, ensuring effective 

sustainable workload management in Whyalla and the provision of 

full-time onsite support to Port Augusta GPs. 

? Review recruitment, retention and service level agreements of 

consistent specialty services, including the sharing of these 

services, across both sites. Specialties may include: 

o Endocrinology services. 

o Neurology services. 

o Gastroenterology. 

o Dermatology. 

o Nephrology. 

o Cardiology services with increased coordination. 

? Develop the onsite echocardiogram and holter monitor services at 

Whyalla to provide a regional service, increasing hospital revenue 

and creating employment and training opportunities.  



 
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Current Proposed 

comorbidities. 

? In case of unstable patients, liaison with registered medical 

specialist (consultant physician) may be necessary to provide 

guidance on care management and whether patients should be 

transferred to higher level service. 

? May have access to close observation care area/beds for unstable 

patients. 

? May host outreach services. 

Current Capacity: 

Whyalla 

? Provides Level 4 specialist medical services with eight high 

dependency bed unit provided by two staff specialist physicians 

assisted by locums and GP led level 3 medical services.   

? Renal dialysis, complex chemotherapy, acute stroke, and 

rehabilitation.  

? Visiting specialists include cardiology, geriatrics, nephrology and 

rheumatology.  

? On site Regional Cancer Centre and Integrated Mental Health 

Inpatient Unit with specialist oncologist and resident psychiatrist.  

? Onsite radiology (including MRI), SA Pathology, clinical pharmacy 

and allied health services. Co-located with community health 

services. 

Port Augusta 

? Provides Level 3 medical services provided by locums and local 

GPs. 

? Visiting specialists include cardiology, geriatrics and nephrology. 

? Low complex chemotherapy. 

? Satellite dialysis unit. 

? Consider findings of the SA Rural Health Workforce Strategy. 

? Explore opportunities for the development of additional nursing staff 

and trainee medical officers to be ALS trained or have post 

graduate qualifications in critical care to support the High 

Dependency Unit at Whyalla. 

 
MI2:   Explore opportunities to further develop relationships with 
metropolitan Hospitals considering: 

? Joint recruitment of specialists. 

? Increase rotations of physician trainees. 

? Review schedules of visiting medical services. 

? Upskilling GPs. 

 

MI3:   Extend use of Telehealth considering: 

? Review local infrastructure, coordination and education necessary 

for effective use. 

? Establish a process to provide clinical support from offsite 

Physicians, enabling complex cases to remain local.  

? Continue to improve utilisation of telehealth for renal services. 

 
MI4:   Consider opportunities to positively influence patient 
journey:  

? Analyse the comparative length of stay, per DRG/complexity across 

sites to identify areas of focus and ensure best practice and 

appropriate documentation of complexity. 

? Review effective management of clinical pathways considering: 

o Utilisation of out of hospital strategy programs.  

o Monitor for reductions of potentially preventable admissions. 

o Appropriate discharge of COPD cases with adequate home 

care. 



 
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Current Proposed 

? Step-down unit. 

? Co-located with community health services.  

? Teaching hospital with trainee medical officers and Adelaide 

University rural medical students full fifth year. 

o Coordination of services from primary to secondary care. 

? Develop partnerships with residential aged care facilities to 

effectively manage high level dementia care. 

? Explore opportunities inpatients to be up transferred from Port 

Augusta to Whyalla, instead of metropolitan hospitals, as clinically 

appropriate. 

? Improve management of patients awaiting residential aged care 

placement in Whyalla.  

 

  



 
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Surgical and Anaesthetic Services  

Current Proposed 

Service Description Summary: 

Port Augusta and Whyalla both provide level 3 

surgical services: 

? Provided mainly in hospital setting with 

designated but limited surgical, anaesthetic 

and sterilising services. 

? Manages: 

o Surgical complexity I procedures with 

low to high anaesthetic risk. 

o Surgical complexity II procedures with 

low to high anaesthetic risk. 

o Surgical complexity III procedures with 

low to medium anaesthetic risk. 

o Surgical complexity IV procedures with 

low to medium anaesthetic risk. 

? May be offered 24 hours a day and may 

include day surgery. 

? May also provide emergency surgical services. 

Current Capacity: 

Whyalla 

? General surgery, level 3   Monday to Friday, 

resident from Port Augusta. 

? Orthopaedic surgery, Monday to Friday. 

? Urology - visiting service. 

? Dental/oral services (including paediatric). 

? Gynaecology services   resident/locum. 

? Ophthalmology   weekly visiting service. 

Service Description Summary:  

Maintain level 3 surgical services and enhance patient care.  

Service Improvements summary: 

SS1:  Ensure the availability of surgical services and specialties to meet community 
needs: 

? Maintain all current specialties and explore re-establishment and retention of plastic 

surgery and vascular services. 

? Review the 2016 proposal for breast surgery to be performed in Whyalla and the ability 

to increase general surgery case numbers which can be safely performed in the 

region. 

? Consider a surgical registrar option to provide on call emergency cover, clinical 

support and post-operative management (explore Whyalla weekend cover and 

appropriate transfer).  

? Retain elective and orthopaedic surgery (including post-operative care) in 

Port Augusta, supporting staff skill development and reducing patient transfers.  

? Review the supportive infrastructure necessary for doctors providing complex post-

operative care, such as BMI over 40, reducing need for metro transfer. 

? Utilise the emergency department s telemedicine equipment to support appropriate 

emergency surgical assessment (including training and regular practice for both 

medical and nursing staff). 

 

SS2:  Maintain necessary levels and standards of surgical equipment and facilities: 

? Develop a plan for timely equipment purchases and upgrades to improve theatre 

efficiency (especially in Whyalla) and reduce the number of metropolitan referrals. 

 

 
 



 
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Current Proposed 

? Vascular   outpatient department. 

Anaesthetics: 

? Seven day service, two anaesthetists including 

one resident specialist. 

Port Augusta 

? General surgery   seven day service. 

? Orthopaedic surgery   Tuesdays from Whyalla. 

? Urology   visiting service. 

? ENT   visiting service (including paediatric). 

? Dental/oral service (including paediatric). 

? Gynaecology services   resident. 

? Ophthalmology   two monthly.  

? Vascular   telehealth. 

Anaesthetics: 

? Seven day service, one Anaesthetist at any 

given time (specialist or GP).  

 

SS3:  Explore potential workforce models to enhance service provision: 

? Be a key site for the rural generalists program: 

o Providing surgical and anaesthetics training in the region for GP registrars. 

o Recruiting rural generalist with anaesthetics and emergency skills, enabling 

capacity for anaesthetics back up particularly in Port Augusta. 

? Develop retention strategies for current experienced nursing and allied health staff. 

? Work towards establishment of Sunrise at Whyalla Hospital and implement Operating 

Room Management Information System at both sites. 

? Improve access and scheduling of flights for Port Augusta visiting specialists. 

? Explore capacity to provide surgical cover on a 24/7 basis across both sites. 

 

SS4:  Improve systems and processes to enhance efficiency and patient outcomes 

? Continue to reduce orthopaedics and elective surgery wait times. 

? Streamline pre-anaesthetic services including improved triaging by nursing staff, to 

minimise the number of patients needing to be seen by an anaesthetist. 

? Explore and promote transport options available to community members attending day 

surgery and appointments considering: 

o Suitable community education and information of transport services available.  

o Collaboration with external agencies and the community to advocate for 

extended public or subsidised transport supports. 

 

 

 

 

 

 

 



 
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Allied Health and Community Services  

Current Proposed 

Service Description Summary:  

Services comprised of multi-disciplinary 
teams providing a comprehensive range of 
community and hospital-based health 
services via individual assessment, 
one-to-one therapy, group work, community 
education, and in-home care.  
Community health employs the following 
allied health professions:  

? Social work.  

? Podiatry. 

? Speech pathology.  

? Dietetics.  

? Occupational therapy. 

? Physiotherapy.  

Referrals are prioritised according to clinical 
and service priority. 
  

Current Capacity: 

In addition to the above services, which are 

all available throughout our region, other 

services include: 

? Commonwealth Home Support 

Programme (CHSP). 

? Home Care Packages (HCP). 

? Home and Community Care (HACC). 

? National Disability Insurance Scheme 

Services, (NDIS) child 0-8 years old, 

and adult program. 

Service Description Summary:  

Maintain and enhance allied and community health services.  

Summary of Service Improvements: 

CH1. Strengthen, grow and sustain the allied and community health services workforce 

considering: 

? Increasing the number of Aboriginal and Torres Strait Islander staff and practitioners in the 

allied and community health workforce. 

? Refining the work of allied health assistants and increasing their confidence and capacity to 

independently perform tasks including in orthotics and prosthetics. 

? Staff retention factors such as supportive work environments, mentoring, interesting 

caseloads, longer contracts/permanent employment and advancement opportunities. 

? Support allied health practitioners to develop their clinical scope of practice. 

? Improve vacancy management through an LHN strategic approach: 

o Streamlining recruitment processes to reduce delays. 

o Pool program resources to enable flexibility in permanent position allocation. 

o Commit to a base line permanent allied health workforce to ensure program delivery 

and mitigate staff fatigue/burden. 

? Opportunities to increase the promotion of the rural generalist pathway to potential staff, 

including development of partnerships with universities. 

? Opportunities for partnerships with local secondary schools, to grow a local workforce 

? Development of nurse practitioner roles in the community health setting. 

? Opportunities for volunteers to be involved in support roles in community health services. 

 

 

CH2. Support a team work approach across Port Augusta and Whyalla sites by: 

? Reviewing staff travel expectations to ensure services are provided as close to home and as 



 
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Current Proposed 

? Better Care in the Community (BCIC). 

? Palliative care, End of Life Programme 

(EOLP). 

? Aged Care Assessment Team (ACAT). 

? Orthotics and Prosthetics (O&amp;P). 

? Rehabilitation services. 

? Transitional Care Packages (TCP), 

residential and community based 

programs. 

? Rapid Intensive Brokerage Scheme 

(RIBS). 

? Early Youth and Child Programme 

(EYPC). 

? Community nursing service. 

? Diabetic education service. 

 

efficiently as possible. 

? Promoting good collaboration, teamwork and sharing of skills/processes across the two sites. 

? Reviewing and monitoring of staffing allocations to ensure levels align with demand and 

complexity as much as is possible. 

? Continued strengthening of the leadership across both sites, including links with advanced 

clinical leads (ACL), to support staff and improve practices. 

  

CH3. Develop a sustainable and effective service model to provide quality access and 

equity to our community considering: 

? Creating a client centred approach by improving intake and referral systems for all entry 

pathways, including feedback to clients/ referrers. 

? Increased use of telehealth, balanced with face to face contact, for improved service 

provision especially for more remote sites. 

? Enabling palliative care patients to access mobile telehealth in their homes, with the provision 

and use of a laptop with Cisco jabber installed (similar to services rolled out in metropolitan 

sites). 

? An improved business approach to managing the different program parameters to meet client 

needs. 

? Providing education to acute hospital staff of programs/services to reduce potentially 

preventable admissions. 

? A seven day service, allowing for increased flexibility on weekends and after hours. 

? Provision of resourcing necessary to enable Port Augusta palliative care nursing staff to 

provide outreach support and education to smaller health sites and communities 

approximately twice per year. 

? Provision of an on call after hours palliative care telephone advice service, to be coordinated 

between Whyalla and Port Augusta. 

CH4. Partner with others to improve the health and wellbeing in our communities by:  

? Collaboration with the Primary Health Network to implement targeted preventative population 

health education initiatives. 



 
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Current Proposed 

? Marketing and promotion of our services to priority population groups. 

? Development of local community champions to support community wellness activities, 

particularly in remote communities. 

? Access to local rehabilitation facilities, including hydrotherapy in our communities. 

? Investigating options for transport services to provide quality linked up services across the 

care continuum.  

 

CH5. Support improved marketing and effectiveness of our services including: 

? Using mobile technology (and applications) to support efficient and accessible service 

provision. 

? Sourcing and utilising quality data for the purpose of ongoing client centred service planning 

and quality improvement activities. 

? Coordinating ongoing funding applications to support service provision. 

? Reviewing availability and parking locations to ensure ease of community access to health 

services. 

 

  



 
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Mental Health  
 

Current Proposed 

Service Description Summary: 

Port Augusta and Whyalla provide: 

Level 4 mental health   adult and youth, ambulatory 

services: 

? Short to long term or intermittent non-admitted mental 

health care to low and moderate risk/complexity 

voluntary and involuntary adult mental health 

consumers. 

? Youth 15+ and older persons 65+ multidisciplinary 

team, hospital based outpatient clinic or day program, 

community mental health clinic or home-based care 

multidisciplinary assessment, targeted interventions; 

care coordination case management; consumer/carer 

education, information; weekly case review; group 

programs; primary, secondary prevention programs; 

consultation-liaison with mental health services; and 

referral.  

Port Augusta provides: 

Level 2 mental health - adult and youth, acute inpatient 

services: 

? Short-term or intermittent inpatient mental health care, 

low-risk/complexity voluntary adult mental health 

consumers. 

? General healthcare, limited mental health care 

24 hours. 

? General health clinicians within facility.  

? Medical services on-site or close proximity, rapid 

Service Description Summary:  

Maintain and enhance current service levels at both Port Augusta and Whyalla 

Hospitals.  

Service Improvement Summary: 

MH1. Develop efficient and effective mental health workforce practices 

considering: 

? Effective management of both inpatient and community workloads. 

? Minimising delays experienced by staff and GPs when requesting telehealth 

psychiatry. 

? More appropriate management of mental health referrals where substance 

misuse psychosocial, situational and homelessness are the predominant 

issues. 

? Increasing the capacity of ED staff to manage mental health presentations 

including  care and control  and other involuntary consumers. 

? Reducing transfer delays due to RFDS waiting on SAAS escorts for 

violent/aggressive patients. 

? Increased need for weekend and after hours cover that may be required to 

reduce delays experienced by patients seeking mental health interventions. 

? Broadening the occasions where ED and general hospital staff contact the 

ETLS on behalf of clients wherever appropriate. 

? Options for management of the safety of staff and all patients in high risk 

situations. 

? Safe and secure facilities are provided with options to include security staff 

and  Managing Actual and Potential Aggression  (MAPA) training for all staff. 

? Effective management of the Inpatient Mental Health Inpatient Unit (IMHIU) to 

reduce reliance on less experienced staff and overtime.  



 
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Current Proposed 

response. 

? Assessment, brief interventions, monitoring; 

consumer/carer education, information; documented 

case review; consultation-liaison with higher level 

services; and referral. 

Whyalla provides: 

Level 5 mental health - adult and youth, acute inpatient 

services:  

? Short to medium term and intermittent inpatient mental 

health care to low moderate and high risk/complexity 

voluntary and involuntary adult mental health 

consumers (including persons 16+) mental health care 

24 hours. 

? Multidisciplinary team within hospital, dedicated mental 

health acute inpatient unit. 

? Multidisciplinary assessment, targeted interventions by 

mental health professionals; consumer/carer education, 

information; weekly case review; group programs; 

extensive primary, secondary prevention programs; 

consultation-liaison with higher/lower level mental 

health services; and referral. 

Current Capacity:  

Whyalla hospital provides: 

Voluntary admissions manageable in hospital environment  

? Initial mental health assessment.   

? GP led care planning, medication management, 

referral, consultation/liaison to higher level.  

? Facilitation of transfer of involuntary patients to 

approved mental health treatment centres.  

 

 
MH2.  Develop a coordinated staff education plan regarding mental health 

by: 

? Implementing training regarding effective and appropriate mental health 

referrals, assessment and management. 

? Linking with the Mental Health Workforce Strategy, currently under 

development by the Department for Health and Wellbeing (to be launched in 

2020). 

 

MH3. Improve the models of care related to mental health considering: 

? The management of generational trauma and adolescent clients with a family 

orientated and primary care focussed approach. 

? A strong focus on the community and early intervention and prevention of 

mental health issues for all age groups. 

? Sustainable strategies to reduce up transfers to metropolitan hospitals. 

? Development of good partnerships and networks that allow for a range of 

referral options that effectively support the increased numbers of mental health 

clients aged under 16 years. 

? Replication of the Whyalla Community Mental Health program in Port Augusta 

including the Intensive Community Program (ICP). 

? Increased collaboration with NGOs  Footsteps  (in Port Augusta) and 

 New Roads  (in Whyalla) programs to improve coordination of detox 

admission pathways/processes and strengthen psycho-social supports. 

? Increased promotion of local mental health services and ETLS to provide 

consumers with alternatives to SAAS and dialling triple zero.  

? Access to additional face to face support over seven days. 

? Work with the Eyre and Far North LHN to develop a sustainable long term 

model for service delivery to Coober Pedy. 

 



 
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Current Proposed 

? Hospital in-reach, nurse practitioner and Community 

Mental Health Team (CMHT) in nurse practitioner 

absence, business hours.  

? Specialist mental health assessment, crisis 

intervention, care planning.  

? Brief intervention, care coordination.  

? Support discharge planning.  

? Facilitation of telepsychiatry assessments.  

? Consultation, liaison with Emergency Triage and 

Liaison Service (ETLS) and psychiatry services.  

? Afterhours: ETLS, 24/7 including on-call psychiatrist 

and emergency telepsychiatry.  

Port Augusta and Whyalla provides: 

Community Mental Health Team: 

? Specialist mental health assessment, crisis 

intervention, care coordination for voluntary, involuntary 

consumers, 16+ with serious/severe conditions, 

business hours, triage service, assertive, 

community/therapeutic intervention, multi-disciplinary 

team, visiting/ resident consultant psychiatrist, access 

to tele-psychiatry, community/service provider access 

to 24/7 assistance via ETLS.  

Intensive Community Program: 

? Subacute home based care, specialist mental health 

assessment, crisis intervention, intensive assertive 

support. Includes step up and step down. 

? Community Mental Health Rehabilitation Service, state-

wide psychiatric rehabilitation 10 places. 

? Resident consultant psychiatrist, business hours, on 

MH4. Explore opportunities to improve recruitment and retention 

considering:  

? The recruitment of additional mental health trained nurses in Port Augusta and 

Whyalla. 

? Future Psychiatrist recruitment plans based on community need and 

expectation. 

? Integration of the acute and mental health services in Whyalla to ensure face 

to face mental health support is available to all acutely unwell patients. 

? The recruitment of peer support workers (with certificate 3 or 4 in Mental 

Health), to assist ED nursing staff in the management of non-violent patients 

with non-clinical needs. 

? The recruitment of Aboriginal mental health workers/Aboriginal health 

practitioners or mental health practitioner/workers. 

 

MH5. Review resource and funding for mental health by: 

? Finding opportunities to increase mental health support funding in EDs. 

? Identifying alternative funding options for mental health support in 

Coober Pedy, with the cessation of the Division of General Practice chronic 

disease resourcing. 

? Implement a plan for progressive upgrades to the Whyalla IMHIU to meet 

national standards as they evolve. 

? Consider adding a sensory area for dementia patients to Gudya Ward in 

Whyalla. 

 

 

 

 

 

 

 



 
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Current Proposed 

call 24/7 ETLS.  

? Six beds, ETLS Pathways Co-ordinator, country mental 

health bed network. 

MH6. Consider external factors and groups that impact mental health 

services and needs by: 

? Increasing promotion of, and access to, ETLS recognising 000 is more widely 

known and free to contact. 

? Improving partnerships with other agencies and community/support groups, 

ensuring effective two way sharing, promotion and awareness. 

? Promoting all mental health service supports, ensuring effective engagement 

with all age groups. 

? Continue to collaborate with Child and Adolescent Mental Health Service 

(CAMHS) to ensure support of 0-18 year olds. 

 

 

  



 
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Cancer Services 
 

Current Proposed 

Service Description Summary: 

Whyalla provides: 

Level 4 Cancer Services   haematological malignancy 

? Ambulatory care under registered medical specialist credentialed in 

haematology, inpatient care under medical practitioner. 

? Administers conventional doses systemic therapy, may operate as 

 cancer unit . 

? Part of network with higher level services, access to information re latest 

evidence-based care, treatments. 

Level 4 Cancer Services - medical oncology:  

? Administers conventional doses of systemic therapy, may operate as 

 cancer unit . 

? Provides chemotherapy under supervision of Level 5 or 6 oncology 

service. 

? Manages moderate risk systemic therapy protocol. 

? Provides ambulatory care under visiting registered medical specialist 

credentialed in medical oncology and inpatient care under registered 

medical specialist credentialed in internal medicine. 

? Part of service network with higher level services, access to information 

re latest evidence-based care, treatments. 

Port Augusta provides: 

Level 3 Cancer Services   medical oncology 

? Low-risk ambulatory and/or inpatient diagnostic, consultation and 

treatment service, access to limited support services. 

? Provides chemotherapy under supervision of registered medical 

oncologist, reviews patients locally or at higher level service. 

? Services delivered predominantly by medical practitioners, registered 

Service Description Summary:  

Maintain the level 4 (Whyalla) and level 3 (Port Augusta) cancer 

services and explore innovative opportunities to manage service 

demand and enhance care. 

Service Improvement Summary: 

CS1. Explore opportunities to better manage  demand and 

ensure efficiency of the Whyalla chemotherapy unit : 

? Review oncologist staffing levels (registrars, private, fly-in/fly-

out model).  

? Investigate an increase consultant haemato-oncologist 

presence in Whyalla to double the medium complexity 

chemotherapy for Haematological malignancies in 

collaboration with the Central Adelaide LHN.  

? Maintain appropriate levels of qualified nursing staff including 

increasing the number of nursing staff trained in the ADAC. 

? Ensure effectiveness of the PICC/PORT Clinic. 

? Improve utilisation and effectiveness of scalp cooling and 

consider provision of this at Port Augusta. 

? Streamline digital processes for chemotherapy prescribing 

with a view to future ECPS, digital medication charts and 

improved oncology pharmacy. 

? Seek resources from SA Pharmacy for additional clinical 

pharmacists in oncology/chemotherapy services in 

accordance with best practice standards. 

? Provide regular education regarding PICC dressing, 

infusaport access and cytotoxic care and management for 



 
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Current Proposed 

nurses and visiting day-only / telehealth specialist medical services. 

? Administers conventional doses low-risk systemic therapy under 

protocols not expected to produce severe acute reactions or prolonged 

neutropenia. 

? Provides support before, during, after medical oncology treatment 

provision. 

Current Capacity: 

Whyalla  

? Six chair chemotherapy unit.  

? Medical oncology supports unit weekly, two-day clinic, via telehealth for 

smaller sites and between clinics.  

? Haematological malignancy supports unit monthly, two-day clinic via 

telehealth. 

? Clinics supported by Cancer Care Co-ordinator. 

? Monthly clinic, visiting radiation oncology specialist. 

? Administration chemotherapy treatment by registered nurses trained in 

anti-neoplastic drug administration course (ADAC). 

? Supports administration low complexity chemotherapy in Port Augusta 

and Eyre Peninsula. 

? Education, supportive therapies provided to inpatients. 

Port Augusta  

? Telehealth for medical, radiology, haematology oncology for patients 

receiving treatment in region and metro centres. 

? Supported by Whyalla Cancer Care Co-ordinator.  

? Administration low complexity chemotherapy treatment by registered 

nurses trained in ADAC. 

? Education, supportive therapies provided to inpatients. 

? Provide services non-chemotherapy treatments e.g. blood transfusion, 

Ivga infusions, iron infusions, monoclonal antibody treatments for 

chemotherapy staff. 

? Enable the movement of non-chemotherapy services to other 

locations to increase capacity within the chemotherapy unit. 

? Enable opportunities for local GPs to refer directly, 

increasing service delivery close to home. 

? Encourage local GPs to be trained in GP oncology. 

 

CS2. Explore opportunities to better manage the demand 

and ensure efficiency of the Port Augusta chemotherapy 

unit considering: 

? Potential to increase staff recruitment to allow expansion.  

? Increase days of operation to align with activity increase 

including flow from Whyalla. 

? Seek resources from SA Pharmacy for additional clinical 

pharmacists in oncology/chemotherapy services in 

accordance with best practice standards. 

? Streamline digital processes for chemotherapy prescribing 

with a view to future ECPS, digital medication charts and 

improved oncology pharmacy. 

? Encourage local GPs to be involved in relevant training.  

? A rural generalist medicine registrar position that includes 

oncology services work. 

 

CS3. Support capacity and opportunities for culturally safe 

and appropriate service provision to enhance the patient 

journey: 

? Develop culturally safe and appropriate services and 

consider innovative models of health care that enhance the 

care and services for Aboriginal patients, including links with 

Aboriginal community controlled health organisations. 



 
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Current Proposed 

non-cancer reasons. Medical support by duty medical officer. 

? Medical oncology through correspondence, telehealth.  

? Treatment/Care of some patients shared between Whyalla and 

Port Augusta. 

? Unit operates Wednesdays and Fridays. 

 

 

 

 
 
 
 
 
 
  



 
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Renal Services 
 

Current Proposed 

Service Description Summary: 

Provides care to patients on maintenance dialysis. 

? May not offer full spectrum of dialysis modalities, such as 

home renal replacement therapies; however, 

requirements exist for services when provided. 

? Dialysis provided in designated dialysis area for patients 

with ESKD who require assistance of registered nurse.  

? Does not include dialysis treatment for patients with acute 

renal failure; however, it may provide long term care of 

post-transplant patients, where appropriate.  

Current Capacity 

Port Augusta 

? 36 patients with ability to increase to 48 with growing need 

and staffing increases as need arises. 

? Offer occasional support on site in liaison with CNARTS 

as appropriate.  

? Outpatient visiting nephrology services bimonthly.  

? As above with home therapies we offer support where 

appropriate and as able. 

? SA Health provide opportunity for patient to return to 

country for dialysis on the SA haemodialysis bus.   

Whyalla 

? 20 patients with future expansions to be complete 

October 2020 to accommodate initially 24 patients and 

then full capacity of 36 patients. 

? Offer additional support to home dialysis patient with 

respite dialysis or assessment accompanied with dialysis 

Service Description Summary:  

Maintain the level 3 satellite renal services in Port Augusta and Whyalla and 

enhance care and complete the expansion in Whyalla to a further six chairs. 

Maintain appropriate planning to ensure the timely expansion to nine chairs as 

the need arises. 

Service Improvement Summary: 

RS1. Explore strategies to maintain appropriate levels of qualified 

nursing staff and service provision in Renal Services : 

? Coordinate staff training to align with succession planning for expected 

service increases. 

? Actively recruit and retain staff to dialysis units within our region to achieve 

the training and qualifications required to maintain safe staffing levels. 

? Explore strategies to be enable patients on holiday or infrequent patients, to 

receive dialysis in our region. 

? Consider staff recruitment, retention and training strategies necessary to 

avoid any staff level related capacity limitations at both sites.  

 

RS2. Ensure support and growth of visiting specialties and services: 

? Continue to grow and support specialist services provided by visiting 

nephrologists. 

? Explore potential models of ongoing sustainable specialist care provision 

considering: 

o Funding arrangements. 

o Support from metropolitan LHNs. 

o Strengthening of the renal Physician workforce. Models for this 

include consolidating and resourcing support from metropolitan LHNs 



 
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Current Proposed 

to prevent transfer to tertiary facility. 

? Two trained peritoneal dialysis nurses provide 

maintenance care under direction of The Home Dialysis 

Therapy Unit. 

? Outpatient visiting nephrologist services monthly. 

 

and investigating options for local renal physicians (possibly in 

conjunction with general physician role)  

? Progress future plans to increase provision of fistulogram/fistuloplastys and 

radiological intervention locally. 

? Continue to support local new vascular access surgery, including review 

and maintenance, for established dialysis patients, reducing the need for 

travel to metropolitan sites.  

? Provision of adequate pharmacy staffing and clinical pharmacy support for 

expansion of the renal dialysis unit at Whyalla Hospital. 

 

RS3. Support capacity and opportunities for client centred service 

provision to enhance the patient journey: 

? Implement renal consumer groups to engage with community and 

consumers to support and inform service provision. 

? Support and progress the application for project sponsorship from  National 

Indigenous Kidney Transplantation Taskforce Equity and Access 

Sponsorship  to improve Aboriginal patient access to kidney transplantation. 

? Develop culturally safe and appropriate services and consider innovative 

models of health care that enhance the care and services for Aboriginal 

patients, including continued growth of patient reference groups and links 

with Aboriginal community controlled health organisations. 

 

RS4. Work collaboratively in country South Australia, in the provision of 

best practice clinical services: 

? Link with other LHNs in the emerging SA Renal  Community of Practice , 

under the leadership of the Consultant Nephrologist. 

 
 
 
 



 
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Aboriginal Health Services   Centre of Excellence 
 

Current Proposed 

Service Description Summary: 

FUNLHN is a centre of excellence in the provision of 

Aboriginal Health Services. The LHN has a strong 

commitment to the provision of culturally safe, responsive 

and effective services for Aboriginal and Torres Strait 

Islander people. Cultural respect and responsiveness is a 

requirement of all staff and training options are provided to 

achieve this.  

 

Current Capacity 

 

? Strong relationships with Pika Wiya and Nunyara 

? Provision of an Aboriginal Family Birthing Program 

? Provision of culturally safe and appropriate services for 

Aboriginal and Torres Strait Islander people  

? Experts By Experience Register across the LHN 

 

 

 

Service Description Summary:  

Maintain a centre of excellence in strong collaboration with Pika Wiya, 

Nunyarra services.  

Service Improvement Summary: 

? AH1. Support employment and career pathways for Aboriginal and Torres 

Strait Islander people: 

? Increase the numbers and capacity of Aboriginal identified positions, 

programs and services and increase the percentage of Aboriginal and 

Torres Strait Islander people in our workforce. 

? Increase the level of availability and accessibility of the Aboriginal Patient 

Pathways Officer to continue supporting all Aboriginal patients across our 

Local Health Network. 

? Continue to support and embed ongoing staff Aboriginal Cultural 

Awareness education (both on-line and face to face training options). 

? AH2. Maintain and enhance services specifically designed to meet 

Aboriginal and Torres Strait Islander people: 

? Acknowledge the success and value of the Aboriginal Family Birthing 

Program in our region and take all actions possible to mitigate any potential 

risk of program/funding loss. 

? Strengthen the partnership approach in planning and delivering the 

Aboriginal Family Birthing Program for our Local Health Network into the 

future. 

? Develop culturally safe and appropriate services in consultation with the 

patient reference group and Aboriginal community controlled organisations, 

in the provision of renal services to the high proportion of Aboriginal 

patients. 



 
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Current Proposed 

? Develop culturally safe and appropriate services and consider innovative 

models of health care in the provision of cancer services for Aboriginal 

patients, including links with Aboriginal community controlled health 

organisations. 

AH3. Ensure the unique cultural needs of our Aboriginal and Torres Strait 

Islander consumers and staff are respectfully met by: 

? Developing strong structures for Aboriginal advocacy and representation in 

all levels of the organisation including Standards and Leadership 

committees and the Flinders and Upper North Local Health Network Board. 

? Promoting and supporting the Experts By Experience Register across the 

Local Health Network. 

AH4. Embed actions towards reconciliation to ensure Aboriginal and 

Torres Strait Islander people enjoy the same health outcomes and life 

expectancy as all other Australians (in alignment with the Reconciliation 

Action Plan 2018-2020 and the Closing The Gap Report 2019). 

? Continue to Strengthen positive and effective partnerships 

? Strengthen linkages and partnerships with Aboriginal Community Controlled 

Health Organisations to further advocate for shared operational roles. 
 

 

 
 
 
 
 
 
 
 
 
 



 
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Clinical Support Services  
 

CSCF descriptor level Service Capacity Proposed service or area to explore 

Diagnostic Medical Imaging 
Level 4 Diagnostic Medical Imaging 

services are provided on-site at both 

Port Augusta and Whyalla Hospitals via 

Dr Jones and Partners five days per week 

form 8.30am   5.00pm. Provides: 
? Services under sedation/anaesthesia.           

? Fixed-room fluoroscopy, on-site CT 

services, complex ultrasound, 

interventional radiology Tier A, and 

mammography and interventional breast 

imaging services. 

? CT with angiogram services, with 

appropriate clinical support preferably 

on-site supervising radiologist. 

? Peripherally inserted central catheters 

(PICCs) under imaging guidance. 

? Ultrasound and interventional breast 

imaging services. 

? After hours x-ray and CT services.  

? Explore provision of imaging services for renal care 

including radiology for fistulogram/fistuloplastys.  

Whyalla: 

? Extend out of hours radiology services (ultrasound, MRI) 

to support emergency department services. 

? Expand breast imaging services with addition of 

tomosyntheis breast imaging and specialist breast 

radiologists. 

? Expand services to include cardiac CT imaging service 

and calcium score scans. 

Port Augusta: 

? Consider introduction of bone mineral density (BMD) 

scans.  

Pathology 
Level 3 pathology services provided by 

SA Pathology on-site at both Port Augusta 

and Whyalla Hospitals. 

Laboratory hours: 

? Port Augusta   8.00 am - 8.00 pm 

(Mon-Fri) and 9.00 am - 5.00 pm 

(weekends/public holidays).  

Whyalla: 

? Progress towards electronic ordering in 2020 with use of 

 Oacis  or preferably progress towards both sites using 

the same system and regionalising  Sunrise . 

(Port Augusta currently uses  Sunrise ). 

? Continued support of university student placements via 

University of South Australia regional scholarship 



 
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? Whyalla   8.00 am - 9.00 pm (Mon-Fri) 

and 8.00 am   5.00 pm 

(weekends/public holidays).  

? 24/7 support via Point of Care (PoCT) 

and after hours emergency on call. 

? On-site blood storage, limited range 

approved tests, manage emergency 

pathology specimens until transfer. 

External client hours:  

? 8.00 am - 5.00 pm (Mon-Fri) and 

9.00 am -11.30 am (Saturday).  

position. 

Port Augusta: 

? Explore Point of Care, potentially expanding to include 

white cell count and differential, APTT and possibly rapid 

testing for FluA and FluB and RSV. 

 

Pharmacy 
Level 3 pharmacy services provided on-site, 

by RGH Pharmacy Consulting Services at 

Port Augusta Hospital, and Epic Pharmacy 

at Whyalla Hospital.  

? Business hours Monday to Friday and 

24/7 on call. (Whyalla pharmacy 

provides dispensary services Saturday 

9.00 am   12.00 pm). 

? Clinical on-site pharmacy and 

distribution services week days. 

? 24/7 out of hours emergency pharmacist 

clinical advice and medication support 

services.  

? Clinical services to all patients and 

particularly those with higher risk of 

harm from therapy. 

? Predominantly to inpatients and 

outreach services but may include 

limited dispensing to ambulatory 

To further embed clinical pharmacy service in all aspects of 
patient care: 

? Increase collaboration with Medical staff, enabling 

multidisciplinary input into ward round therapeutic 

decision to improve patient care. 

? Establish and resource ED partnered pharmacist 

medication charting services to improve patient safety 

and economic benefits. 

? Create collaborative learning opportunities with medical 

staff, nursing staff and allied health staff to promote 

quality use of medicines within all services.  

? Provide dedicated, expert clinical pharmacy service to 

specialised areas deemed as an organisational priority 

(including renal, oncology, paediatric, surgical, Aboriginal 

and aged care). 

? Review potential for upskilling on-site clinical 

pharmacists to assist with clinical verification of 

chemotherapy charts. 

? Consider establishment of a dedicated pharmacy 



 
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patients. chemotherapy service at both sites. 

? Explore potential (including funding) for clinical 

pharmacy services in the renal dialysis unit at Whyalla 

Hospital to support the future expansion. 

? Actively contribute to teaching and training programs 

provided at both sites. 

? Contribute to research activities that provide input to the 

evidence base for optimal medication management. 

? Work toward achieving Level 4 status with service 

delivery including consideration of seven day service at 

both sites with on-site pharmacy services. 

? Consider investment into electronic S8 recording system 

that is compatible to iPharmacy for both Whyalla and 

Port Augusta. 

? Demonstrate regional responsibility and oversight by 

providing clinical support and medication services to 

lower level services throughout the LHN via outreach 

pharmacy services. 

? Improve integration of current pharmacy service to 

contribute to future service planning. 



 
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3.4 Other factors for consideration 

The following enablers have been drawn out of the strategic direction outlined in the service priority 

tables. 

3.4.1 Capital and Equipment 

A master plan for long term capital, infrastructure and equipment requirements will be developed. 
This master plan to include the following specific capital and equipment considerations outlined in 
the Service Priority tables: 

Renal Services 

? Progress the upgrade of the Whyalla renal unit, increasing the number of chairs from 
four to six, with infrastructure to accommodate nine chairs into the future. This also 
involves the relocation of cardiac and urology services.  

Emergency Services 

? Progress the redevelopment of the emergency department, and relocation of the high 
dependency unit, in Whyalla. 

Maternal/Neonatal 

? Upgrade maternity facilities in Whyalla and develop an ongoing facilities 
upgrade/maintenance plan for both Whyalla and Port Augusta, considering 
contemporary practices. 

Paediatrics 

? Consider upgrade of paediatric facilities to be aligned with any maternity facilities plans 
(potential refurbishment of Whyalla). 

Medical and Surgical Services 

? Maintain necessary levels and standards of surgical equipment and facilities through the 
development of a plan for timely equipment purchases and upgrades to improve theatre 
efficiency (especially in Whyalla) and reduce the number of metropolitan referrals. 

? Develop the on-site echocardiogram and holter monitor services at Whyalla to provide a 
regional service, increasing hospital revenue and creating employment and training 
opportunities.  

Mental Health Services 

? Implement a plan for progressive upgrades to the Whyalla Integrated Mental Health 
Inpatient Unit to meet national standards as they evolve. 

? Consider adding sensory area for dementia patients to Gudya Ward in Whyalla. 

Technology 

? Establish  Sunrise  at Whyalla Hospital (as a part of regionalising  Sunrise ) and 
implement  Operating Room Management Information System  at both sites. 

? Review ICT needs to ensure effective communication between systems and across all 
health services/sites. 

? Extend use of Telehealth by:  

o Reviewing local infrastructure, coordination and education necessary for effective 
use. 

o Establishing a process to provide clinical support from offsite physicians, enabling 
complex cases to remain local.  

o Continuing to improve utilisation of telehealth for renal services. 

o Providing the necessary technology and equipment to enable Palliative Care 
patients to access telehealth in their homes. 



 
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o Considering provision of a Port Augusta and Whyalla shared on call/after-hours 
palliative care telephone advice service (similar to metropolitan sites) 

? Support improved marketing and effectiveness of our services including: 

o Using mobile technology (and applications) to support efficient and accessible 
service provision. 

o Sourcing and utilising quality data for the purpose of ongoing client centred 
service planning and quality improvement activities. 

o Coordinating ongoing funding applications to support service provision. 

Parking 

? Reviewing parking availability and locations to ensure ease of community access to 
health services at both sites. 

 

3.4.2 Workforce 

Workforce planning will be a key consideration and should be undertaken in consultation with the 

Director, People and Culture, Flinders and Upper North LHN. 

Specific workforce considerations, identified through the service planning process, that have been 
outlined in the service priority tables include: 

 

General Workforce supports: 

? Supporting staff to be skilled in their area of practice. 

? Develop leadership systems to actively and effectively support all staff. 

? Utilise SAVES technology to support training and regular practice for both medical and 

nursing staff. 

Recruitment and Retention: 

? Ensure diversity of practice to promote professional satisfaction. 

? Sustain the current resident obstetric and paediatric specialist workforce, recruit to 

GP/obstetrician in Whyalla and consider trainee opportunities. 

? Refer to recommendations of SA Rural Health Workforce Strategy.  

? Maintain and grow specialist trainee positions. 

Nursing 

? Support the development of nurse practitioner roles for emergency, maternal/neonatal, 

paediatrics and community health. 

? Provide increased emergency training including advanced life support education/certification 

and neonate resuscitation (for midwives). 

? Support early career midwives to manage diverse and complex care needs. 

? Explore sustainable midwifery workforce models of care.  

? Support nursing staff in triaging processes to streamline pre anaesthetic services.  

? Develop retention strategies for current experienced nursing staff.  

? Consider recruitment of additional mental health trained nurses.  

? Introduction of nurse practitioner role, to provide support to relevant staff. 

? Develop skills of nursing staff to support the high dependency unit in Whyalla. 

Pharmacy 

? Seek resources for both Port Augusta and Whyalla for additional engagement of clinical 

pharmacists in oncology/chemotherapy services. 



 
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? Seek resources for emergency department Partnered Pharmacist Medication Charting 

Services at both Port Augusta and Whyalla. 

? Provide adequate staffing for expansion of the renal dialysis unit at Whyalla Hospital. 

? Review annual appointment processes for intern pharmacists to provide local input to their 

selection and engagement. 

? Consider increasing the number of both technical and professional staffing to commence 

seven day services at both Port Augusta and Whyalla. 

Allied Health 

? Streamline recruitment processes, increase support for new allied health staff and develop 

retention strategies for experienced staff. 

? Expand and refine the Allied Health Assistant role. 

? Promote the Rural Generalist pathway including development of partnerships with 

universities. 

? Recruit Aboriginal and Torres Strait Islander staff. 

? Provide opportunities for volunteers to undertake community support roles. 

? Promote good collaboration, teamwork and sharing of skills/processes across the two sites 

whilst maintaining efficiencies of operation. 

? Review and monitor staffing allocations to align with demand and complexity. 

? Strengthen leadership across both sites, including links with advanced clinical leads (ACL). 

? Increase allied health support roles. 

Medical Officers:     

? Investigate the option of salaried medical models in both sites which include service 

provision, supervision and training components within the roles. 

? Be a key site for the rural generalists pathway   to provide surgical, anaesthetics, obstetrics, 

mental health, Aboriginal health and paediatric training for GP registrars. 

? Introduction of FACEM to support rural generalists. 

? Increase the range of specialists and share these across the two sites. 

? Grow partnerships and shared care between specialists and GPs. 

? Effectively manage travel for visiting specialists and outreach services. 

? Build relationships with metropolitan Hospitals to enhance partnerships with specialist and 

support upskilling of GPs and rural generalists. 

? Investigate the implementation of a surgical registrar to provide on call emergency cover, 

clinical support and post-operative management. 

? Sustain and grow current resident specialist workforce. 

? Strengthen the role of primary care physicians in the community as well as in hospital 

practice. 

Future opportunities and implications from the work currently being developed through the 

SA Rural Health Workforce Strategy (RHWS) will also be considered as recommendations emerge. 

In relation to the Rural Medical Workforce Plan developed by the RHSW the following strategies 

aligned to building a skilled workforce theme are the key opportunities for future development in 

Port Augusta and Whyalla: 

? Expand intern and PGY2+ training capacity.  

? Enable additional procedural training posts for GPs and GP registrars. 

? Enable additional skills posts for GPs and GP registrars.  



 
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? Consolidate partnership with Adelaide Rural Clinical School (ARCS) to be a recognised 

medical teaching and training provider. 

? Support the option to provide specialist non GP training posts. 

Support the option of a remote supervision model for general practice trainees.  



 
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3.4.3 Transport  

Access to transport has been identified as a key issue for patients of the FUNLHN as they journey 

across the entire health continuum. Factors such as distance and scarcity of public and other 

transport between Port Augusta and Whyalla, lack of supportive accommodation options and the 

need for travel to many appointments and treatments, can compromise health outcomes of clients 

in the region and often cause socioeconomic hardship.  

Telehealth services can be helpful in avoiding some of these transport and distance challenges. 

However it must be acknowledged both in the matter of patient care, as well as for remote health 

service professional and administrative support, telehealth options offer only partial solutions. 

Availability of face-to-face arrangements for both patients and remotely stationed staff are a key 

challenge for the LHN. 

Through this service planning process the following recommendations have been identified in 

partnership with health advisory council presiding members, as key areas in this matter to build 

upon in the implementation of this plan: 

? Coordination and collaboration across sectors to support the patient (with transport) across 

the whole patient journey.  

? Ongoing encouragement of My Aged Care clients to access the Red Cross transport service.  

? Promote SAAS details to community to build awareness of accessibility, costs and options. 

? Provide advocacy and support for patients utilising public transport, to attend appointments 

and treatment including scheduling of appropriate appointment times, consideration of 

access issues and support for travel from transport set down points to health site. 

? Be innovative, flexible and supportive in the consideration of technology and other care 

options, as alternatives to personal attendance for appointments, where appropriate. Options 

such as telehealth should be considered as complementary and can offer partial solutions 

and may not provide replacement to appropriate personal face-to-face care and treatment.  

? Improve community awareness of, and accessibility to PATS and provide strong advocacy 

for enhancements, particularly those pertinent to our region, to the eligibility criterion. 

? Acknowledge that there are many disadvantaged groups in this region that do not qualify for 

transport support programs and as such are at risk of severe disadvantage when attempting 

to access distant health services. These groups include, but are not limited to; Aboriginal 

and Torres Strait Islanders, families with young children, those with low incomes, mental 

health conditions, disabilities and chronic disease and those that live in very remote 

locations. 

? Development of additional supportive accommodation options to assist patients aligning 

transport with appointment/treatment schedules and advocate for patients to access 

appropriate cost reimbursement services such as PATS e.g. step down units in both sites, 

and noting Port Augusta Step Down Unit funding is at risk. 

? Have a consistent client centred culture and approach in service provision including timing of 

appointments to align with transport available, distances of travel, accommodation and 

vulnerability of illness. 

  



 
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3.4.4 Governance  

Governance incorporates the set of processes, customs, policy directives, laws and conventions 

affecting the way an organisation is directed, administered or controlled.  It describes integrated 

systems that maintain and improve the reliability and quality of patient care, as well as improve 

patient outcomes, including the following five criteria: 

Governance and quality improvement systems - there are integrated systems of 

governance to actively manage patient safety and quality risks. 

Clinical practice - care provided by the clinical workforce is guided by current best practice. 

Performance and skills management - managers and the clinical workforce have the right 

qualifications, skills and approach to provide safe, high-quality health care. 

Incidents and complaints management - patient safety and quality incidents are 

recognised, reported and analysed, and this information is used to improve safety systems. 

Patient rights and engagement - patient rights are respected and their engagement in their 

care is supported. The LHN has committed to ensuring consumer focussed health services 

through improved participation of consumers and community in  service planning, facilitation 

and evaluation  

The FUNLHN is committed to ensuring Whyalla and Port Augusta work collaboratively and 

consistently in the provision of quality coordinated health care that effectively meets the needs of 

our patients and communities. The importance of appropriate systems, procedures, monitoring 

and accountability across sites is imperative in achieving this. 

Systems will include: 

? Procedures and protocols. 

? Mentoring. 

? Training together. 

? Guidelines. 

? Governing commitments. 

Accountability will include: 

? Monitoring. 

? Effective quality improvement based on findings. 

? Performance management.  

 

The FUNLHN Board is in the process to develop community engagement plan and a clinician 

engagement plan. These plans and the resultant actions will be imperative in the implementation 

of this plan. 

 

  



 
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C 
 
 
 
 
 
 

  

For more information 

Craig Packard 
Acting Chief Executive Officer \ Flinders and Upper North LHN 
Ph: 86687501 
brett.humphrys@sa.gov.au       www.sahealth.sa.gov.au 
This Document has been developed to support planning within CHSALHN.  The data may not be published, or released to any other 
party, without appropriate authority from the Department of Health &amp; Ageing. 

 

      





 
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Service Plan Endorsement 

 

Committee/ Responsible Person  Date  

 

 

Port Augusta and Whyalla Health Service Planning 
Steering Group, Nes Lian Lloyd 

 

 
 

30/04/2020 

 
 
 
 
 
 
Flinders and Upper North LHN, Acting Chief 
Executive Officer, Craig Packard  
 
 
 
 

30/04/2020 

 
 
 
Flinders and Upper North LHN, Board Chair, 
Bevan Francis 
 
 
 
 

30/04/2020 

  

 

 

 



 
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Appendix A: Service Plan Steering Group TOR 

Flinders &amp; Upper North Local Health Network 

  
Port Augusta &amp; Whyalla 

Health Services  
   

Service Planning Steering 
Group 

 

TERMS OF REFERENCE 

 

 
  



 
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Scope and Purpose 

The purpose of the Port Augusta/Whyalla Health Services Planning Steering Group is to provide 

advice and direction to Flinders and Upper North Local Health Network (FUNLHN) to guide the 

development of a service plan for the Port Augusta Hospital and Regional Health Services and 

Whyalla Hospital and Health Services. 

The Service Plan will provide a framework for identifying and evaluating potential future service 

options for the provision of health services in the Port Augusta/Whyalla catchment area. 

Steering Group Role 

The primary role of the Steering Group is to: 

  Supporting a positive culture of collaboration 

  Deliver health improvement priorities including emergency department, medical models and 
midwifery models of care 

  Provide advice to FUNLHN executive on future scope of services, and capacity required based 
on the data, local knowledge and best practice clinical standards 

  Review existing and projected health utilisation data to quantify future service profiles 

  Consider existing plans for the Port Augusta and Whyalla areas to determine the future 
implications for the Health Services. 

  Provide advice on future self-sufficiency of the Health Services 

  Provide feedback on recommendations and priorities as they are developed 

  Identify and engage other stakeholders as required to contribute to the service planning process 

  Receive ideas, advice and recommendations from any consultation processes and ensure its 
consideration in the development of the Service Plan 

  



 
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Membership and Member Responsibilities 

Membership 

The Deputy Chief Executive Officer, FUNLHN, will determine the membership of the Steering Group, 
taking into account local regional needs.  

When a proxy will be present at a meeting, the Chair is to be notified in advance. 

Other persons may be co-opted as required for one or more meetings.  

All members must consider their personal circumstances and declare at the start of the meeting any 
conflict of interest that they may have with any item on the agenda.  

Membership comprises; 

Chair: Craig Packard, Chief Executive Officer, FUNLHN 

(former) Ros McRae, Chief Executive Officer, FUNLHN 

Members: 

? Sandra Plew. Presiding Member.  Whyalla Health Advisory Council. 
? Ann Screen, Presiding Member. Port Augusta Roxby Downs Woomera Health Advisory Council. 
? Karyn Reid, former Presiding Member. Port Augusta Roxby Downs Woomera Health Advisory 

Council. 
? Dr Ferdous Alam. Physician. Whyalla. 

? Dr Nigel Stewart. Paediatrician. Port Augusta. 

? Prof Guy Maddern. FUN General Surgery / CALHN Surgical Services. 

? Dr James Francis. Doctors on Playford. Whyalla. 

? Dr Amanda Bethell. Old Base Medical Centre. Port Augusta.  

? Dr Buki Oloruntoba, Orthopaedic Surgeon. Whyalla. 

? Dr Stephen Ballard, GP / Anaesthetist. Port Augusta. 

? Dr Vipulajith Gange. Obstetrician &amp; Gynaecologist.  Port Augusta. 

? Prof Lucie Walters, Adelaide Rural Clinical School, GP, TMO Director of Clinical Training.  Whyalla. 
? Dee Risley, Operational Manager, Adelaide Rural Clinical School 
? Julie Marron. Director of Nursing and Midwifery. Whyalla. 
? Alison Hoare. Director of Nursing and Midwifery. Port Augusta 
? Angela McLachlan. Executive Director of Nursing &amp; Midwifery. FUNLHN. 

? Dr Nes Lian-Lloyd. Executive Director Medical Services. FUNLHN. 

? Ashley Parkinson. Director Community and Allied Health. FUNLHN. 

? Glenise Coulthard. Director Aboriginal Health. FUNLHN. 

? Trevor Byles, Director Corporate Services. FUNLHN. 
? David West, Director Mental Health Services. FUNLHN. 
? Kerry Dix, Manager, Planning &amp; Population Health. Rural Support Service 

? Carmel Daw, Planning and Population Health. Rural Support Service 

Ex-officio: 

? Joylene Noll, Administrative Support 

? Rural Support Service Planning Team, ex officio planning support (Deb Schutz, Lauren 

MacKenzie, Bradley Clarke, Kim Hewett, Emma Kuhlmann) 

? Dr Kean Kuan Guan   Medical Administration Registrar 

 

  



 
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Member responsibilities  

The Services Planning Steering Group has been established in recognition of the skills, knowledge 

and experience that the members can bring to the planning process.  

The responsibilities of members include: 

? A willingness and ability to attend and participate in meetings of the Steering Group over a 

period of up to 12 months  

? Nominating a proxy if unable to attend meetings and advising the Chair 

? Encouraging input from broader stakeholders 

? Declaring any conflicts of interest  

? Ensuring that all data published from Country Health SA/Rural Support Service for service 

planning is for official use only and is not be released to any other party without prior approval 

? Supporting access to information and data that assists the planning process 

? Ensuring allocated actions are completed as requested 

? Advising the meeting organiser of video or teleconferencing arrangements, if required, a 

minimum of 7 days prior to the meeting 

Meeting Procedures 

 

Steering Group will operate by: 

? Making decisions by consensus about recommendations to forward through established 

governance processes to Executive of FUNLHN  

? Referring to meeting summaries from each meeting which will be distributed a minimum of five 

working days following each meeting 

? Referring to meeting minutes from each meeting which will be distributed a minimum of five 

working days following each meeting 

? Forwarding agenda items, apologies and details of proxy attendees to the Chair a minimum of 

seven working days prior to the scheduled meeting date 

 

Meeting Frequency 

? Meetings are held on the first Thursday of the month from 5:00pm to 6pm in the Port Augusta 

1st floor Board Room and Whyalla Hospital 5th floor meeting room, unless advised otherwise. 

? Video-conferencing and Teleconferencing facilities will be available. 

? The Chair will arrange meeting 

Quorum 

A quorum will consist of 8 members. 

 

  



 
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Process Timeline 

 

 

 

 

 

 

 

 

 

 

 

1
st
 Meeting of Steering Group:  

? Setting the Scene, terms of reference 

? Initial analysis of demographic and health utilisation data profile and 

identify other data requirements 

? Agree on the catchment 

? SWOT of current and future service 

April 2018 

2
nd

 Meeting of Steering Group: 
 

? Setting the Scene, terms of reference 

? Initial analysis of demographic and health utilisation data profile and 

identify other data requirements 

? Agree on the catchment 

? SWOT of current and future service 

November 2018 

3
rd

 Meeting of Steering Group 

? Determine wider clinician engagement approach 

? Finalise and implement clinical engagement strategy 

? Finalise and commence implementation community engagement 

strategy 

February 2019 

4th Meeting of Steering Group: 

? Present feedback from wider clinician engagement groups 

? Present feedback from community engagement  

? Further analysis of demographic and health utilisation data, if required 

? Discuss initial future service options 

May / June 2019 

5
th
 and 6

th
 Meeting of Steering Group: 

? Consider recommendations / feedback from clinician and community 

engagement  

? Consider future demand across inpatient, A&amp;E, community health and 

outpatients and  

? Recommend future service options for draft service plan 

July, August 
2019 

7
th 

 - 10
th
  Meeting of Steering Group:  

? Consider final draft service plan. 

? Determine any further analysis required 

? Evaluate approach 

September 2019 - 
December 2019  



 
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Appendix B: Focus Group attendance  

A number of focus groups were held in Port Augusta and Whyalla. The following table lists the 
names and agencies of who attended, who were consulted and those who put in an apology: 

 

Attendance/Consulted with 
 

NAME 
 

Title/Organisation 
 

Dr Nes Lian Lloyd  Executive Director of Medical Services, FUNLHN 

Prof Guy Maddern  General Surgeon, CALHN Surgical Services 

Dr Ferdous Alam  Head of Medicine, Whyalla 

Assoc Prof Stephen 
McDonald  

Clinical Director, Renal Services/Visiting Specialist, Whyalla 

Dr Sankha Mitra  Clinical Director of Cancer Services/Oncologist, Port Augusta and 
Whyalla 

Dr Vipulajith Gange  Obstetrics and Gynaecology Consultant, Port Augusta 

Dr Aliakbar Estakhri  General Surgeon, Whyalla 

Dr Priyantha Mudalige  Surgeon, Whyalla 

Dr Buki Oloruntoba  Orthopaedic Surgeon, Port Augusta and Whyalla 

Dr Christopher Dobbins  General Surgeon 

Dr Martin Breuning  General Surgeon 

Dr Markus Trochsler  General Surgeon 

Dr Ral Antic  Visiting Respiratory Specialist, Port Augusta and Whyalla 

Dr Arnab Banerjee  Anaesthetist, Whyalla 

Dr Dharma Lekamge  Obstetrics and Gynaecology Consultant, Port Augusta 

Dr Phil Tideman  Clinical Director of Cardiology and ICC Net, Rural Support Service  

Dr Kirrily Holton  Clinical Director of Rehabilitation, Rural Support Service 

Dr Tony Lian Lloyd  General Practitioner/Anaesthetist, Port Augusta and Quorn 

Dr Stephen Ballard  General Practitioner/Anaesthetist, Port Augusta 

Dr Jason Bament  Clinical Director, Emergency Department 

Dr Nigel Stewart  Regional Paediatrician, Northern Regional Paediatric Unit,  
FUNLHN 

Dr Kean Kuan  Deputy Director of Medical Services 

Angela McLachlan  Executive Director of Nursing &amp; Midwifery, FUNLHN 

Alison Hoare  Director of Nursing &amp; Midwifery, Port Augusta  

Julie Marron  Director of Nursing &amp; Midwifery, Whyalla  

Janine Connell  Director of Nursing &amp; Midwifery, Roxby Downs  

Glenise Coulthard  Director of Aboriginal Health, FUNLHN 

Cheryl Russ  Director, Community and Allied Health, FUNLHN 

Martin Breuker  Director of Mental Health, FUNLHN 

Dr Alex Ho  GP Registrar, Whyalla 

Dr Matthew Chunkathil  General Practitioner, Whyalla 

Dr Veera Vasupilli General Practitioner, Whyalla 

Dr Patrick Sprau General Practitioner, Whyalla 

Dr Anthony Crentsil   General Practitioner, Whyalla 

Dr James Francis  General Practitioner, Whyalla 

Dr Susan Andersson  General Practitioner, Hawker and Port Augusta 

Dr Amy Bicknell  General Practitioner, Port Augusta 

Dr Amanda Bethell  General Practitioner, Port Augusta 

Dr James Dowbe  Medstar 

Tasma Wagner  Lead/Specialist Clinical Pharmacist, Port Augusta Hospital Pharmacy 

Wendy Thiele  Advanced Clinical Lead, Early Childhood, Manager, Aboriginal Family 
Birthing Program, Rural Support Service  



 
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Cathy Brook  Advanced Clinical Lead, Social Work, Rural Support Service 

Chris McCann  Advanced Clinical Lead, Orthotist/Prosthetist, Rural Support Service 

Alanna Grover  Advanced Clinical Lead, Physiotherapy, FUNLHN 

Fiona Murray  Advanced Clinical Lead, Podiatry, FUNLHN 

Jenny Bury  Nurse Unit Manager/Midwife, Port Augusta  

Chantelle Oldfield  Nurse Unit Manager/Midwife, Whyalla  

Kylie Herman  Nurse Unit Manager, Renal Dialysis, Port Augusta  

Paola Williams  Nurse Unit Manager, Theatre/CSSD/Chemotherapy, Port Augusta 

Marcus Grimshaw  Nurse Unit Manager, Integrated Mental Health Inpatient Unit, Whyalla 
Hospital 

Rose Hwata  Nurse Unit Manager, Integrated Mental Health Inpatient Unit, Whyalla 
Hospital 

Jayme Hoskin  Nurse Unit Manager, Whyalla/Team Leader, Country Health Connect 

Carol Brown  Nurse Unit Manager, Emergency Department, Port Augusta  

Jo-Lee Scharber  Nurse Unit Manager, Renal Dialysis, Whyalla 

Debra Papoulis  Nurse Practitioner, Whyalla 

Marcelle Sheridan  Clinical Practise Consultant, Community Mental Health, Port Augusta 

Lyndell Eckert  Manager, Quality Risk &amp; Safety, FUNLHN 

Joanne Drummond  Manager, Whyalla Mental Health Service 

Deb Pearce  Team Leader, Country Health Connect 

Wendy Voorendt  Team Leader, Country Health Connect 

Trish Wales  Team Leader, Country Health Connect 

Monica Snowden  Team Leader, Country Health Connect 

Sharlene Welk  Team Leader, Country Health Connect 

Selina Ashton  Team Leader, Country Health Connect 

Shalon Chamberlain  Team Leader, Country Health Connect 

Shirley Rochford  Team Leader, Community Mental Health, Port Augusta 

Nat Hale  Team Leader, Country Health Connect 

Tess Badenoch  Senior Occupational Therapist, FUNLHN 

Darlene Wyatt  Senior Social Worker, FUNLHN 

Esther Miller  Senior Dietitian, FUNLHN 

Marquessa Norman  Senior Speech Pathologist, FUNLHN 

Sue Bonetti  Registered Nurse, Port Augusta  

Shaun Dennis  Occupational Therapist, Whyalla Mental Health Service 

Terry Sparrow Aboriginal Health Directorate, Rural Support Service 

Michelle Joslyn Aboriginal Liaison Officer, Whyalla Hospital 

Natalie Elliot Aboriginal Patient Pathways Officer, Port Augusta Hospital 

Cherrie Glasson Chief Executive Officer, Pika Wiya Aboriginal Health Service, Port 
Augusta 

Cindy Zibierski Chief Executive Officer, Nunyara Aboriginal Health Service, Whyalla 

Duncan Johnstone  SA Ambulance Service 

Robert Tolson  SA Ambulance Service 

Lucas Fillmore  SA Police  

Mandy Smallacombe  Royal Flying Doctor Service,  Port Augusta 

Natalie Szabo  Royal Flying Doctor Service,  Port Augusta 

Kerry Dix  Manager, Planning and Population Health, Rural Support Service 

Carmel Daw  Planning and Population Health, Rural Support Service 

Deb Schutz  Planning and Population Health, Rural Support Service 

Kim Hewett  Planning and Population Health, Rural Support Service 

Lauren MacKenzie Planning and Population Health, Rural Support Service 

 
  



 
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Apologies 

 

NAME 

 
Title/Organisation 

 

Dr David Handley  Visiting Opthalmologist, Port Augusta and Whyalla 

Dr Jason Ward  Visiting Orthopaedic Surgeon, Whyalla 

Prof Tim Kleinig  Clinical Director, Stroke CHSALHN 

Dr Cathrin Parsch  Chief Medical Officer, SAAS 

Dr Thomas Han  Paediatrician, Northern Regional Paediatric Unit, Flinders and 

Upper North LHN 

Dr Lalith Gamage  Paediatrician, Northern Regional Paediatric Unit, Flinders and 

Upper North LHN 

Dr Vijay Challa  Paediatrician, Northern Regional Paediatric Unit, Flinders and 

Upper North LHN 

Dr Lawrie McArthur  Director of Clinical Training/Whyalla Hospital/General Practitioner, 

Whyalla 

Dr Jerome Connolly General Practitioner, Whyalla 

Dr Lisi Neoh General Practitioner, Whyalla 

Dr Hemant Patel General Practitioner, Whyalla 

Dr Nadeeshani Assiriyage General Practitioner, Whyalla 

Dr Krista Maier General Practitioner, Whyalla 

Dr Richard Hambour General Practitioner, Whyalla 

Dr Landon General Practitioner, Whyalla 

Dr Wystan Issah General Practitioner, Whyalla 

Julianne O Connor  Principal Allied Health Advisor, Rural Support Service 

Michelle Schilling  Advanced Clinical Lead, Dietetics, Rural Support Service 

Jolie Thomas  Advanced Clinical Lead, Speech Pathology, Rural Support Service 

Ruth Adamson  Advanced Clinical Lead, Occupational Therapy, Rural Support 

Service  

Mandy Gordon Senior Physiotherapist, Country Health Connect 

Toni McInerney  Midwife, Port Augusta 

Margaret Keelan  Midwife, Port Augusta 

Mary Packard Community Midwife, Port Augusta 

Thi Monaghan  Pharmacist 

Russ Morgan  SAPOL 

Mark Hubbard  SAPOL 

 

 

 

 

 

 

 

 



 
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Appendix C: Survey questions 

Port Augusta / Whyalla Service Planning Steering Group 

Survey Questions 

 

The Flinders and Upper North region recently established a service planning steering group to 
commence a planning process to identify future needs for services provided at Port Augusta and 
Whyalla.  

As part of the consultation and engagement process, the Port Augusta/Whyalla Service 
Planning Steering Group are seeking your comments about services provided at Port Augusta 
and Whyalla. 

It would be greatly appreciated if you could provide comments in relation to the following 
questions and refer to any evidence you may have to support your comments. Add additional 
pages if required. 

 

Current Services 

1. What service gaps have you identified in Port Augusta? 

2. How do you believe these gaps could be addressed? 

3. What service gaps have you identified in Whyalla? 

4. How do you believe these gaps could be addressed? 

Key Issues 

1. What do you believe are the top three issues affecting the delivery of services at Port 
Augusta? 

2. What improvement strategies do you suggest in relation to these issues? 

3. What do you see as the top three issues affecting the delivery of services at Whyalla? 

4. What improvement strategies do you suggest in relation to these issues? 

  



 
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Appendix D: Glossary 

 

A&amp;E   Accident and Emergency 

ABS   Australian Bureau of Statistics 

ACAT   Aged Care Assessment Team  

ACL   Advanced Clinical Leads 

ADAC - Antineoplastic Drug Administration Course 

ALS - Amyotrophic lateral sclerosis 

APTT - activated partial thromboplastin time 

ARCS   Adelaide Rural Clinical School 

BCIC   Better Care in the Community 

BMD   Bone mineral density 

BMI   Body Mass Index 

CALD   Culturally and Linguistically Diverse 

CAMHS   Child and Adolescent Mental Health Services 

CHSALHN   Country Health South Australia Local Health Network 

CHSP   Commonwealth Home Support Program 

CMHT   Community Mental Health Team 

CNARTS - Central Northern Adelaide Renal and Transplantation Service 

COPD   Chronic Obstructive Pulmonary Disease 

CS   Caesarean section 

CSCF   SA Health Clinical Services Capability Framework 

CT   Computerised Tomography Scan  

ECPS   Enterprise Chemotherapy Prescribing System 

ED   Emergency Department 

ENT   Ear Nose and Throat 

EOLP   End of Life Programme 

ETLS   Emergency Triage and Liaison Service 

EYPC   Early Youth and Child Programme 

FACEM   Fellow of the Australasian College for Emergency Medicine 

FMC   Flinders Medical Centre 

FTE   full time equivalent 

FUNLHN   Flinders and Upper North Local Health Network 



 
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GP   General practitioner 

HACC   Home and Community Care 

HCP   Home Care Packages 

HIP   Health Information Portal 

IMHIU   Integrated Mental Health Inpatient Unit 

ICP   Intensive Community Program 

IRTP - Integrated Rural Training Pipeline for Medicine 

IV - Intravenous 

LHN   Local Health Network 

LMH   Lyell McEwin Hospital 

MAPA   Managing Actual and Potential Agression 

MH   Mental Health 

MRI   Magnetic Resonance Imaging 

Multi day separations - a discharge from hospital following admission for more than 24 hours 

NDIS   National Disability Insurance Scheme 

NGO   Non Government Organisation 

O&amp;P   Orthopaedics and Prosthetics 

PATS   Patient Assistance Transport Scheme 

PGY2+ - Postgraduate year 2+ 

PICC/PORT - peripherally inserted central catheter line/ portacaths 

PoCT   Point of care testing 

RAH   Royal Adelaide Hospital 

RANZCOG   Royal Australian and New Zealand College of Obstetricians and Gynaecologists 

RFDS   Royal Flying Doctor Service 

RHWS   Rural Health Workforce Strategy 

RIBS   Rapid Intensive Brokerage Scheme 

RSS   Department for Health and Wellbeing - Rural Support Service 

SA   South Australia 

SA2 - Statistical Area 1 - is the fourth smallest geographical area defined in the Australian Statistical 

Geography Standard (ASGS), and consists of one or more whole Mesh Blocks 

SA2 - Statistical Area 2 - is the third smallest geographical area defined in the Australian Statistical 

Geography Standard (ASGS), and consists of one or more whole Statistical Areas Level 1 (SA1s) 

SAAS   South Australian Ambulance Services 

Same day separation - a discharge from hospital less than 24 hours after admission 



 
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SAVES - South Australian Virtual Emergency Services 

Self-sufficiency   inpatient activity undertaken within hospitals and health service sites within the 

geographical catchment area 

Separations (SEPS) - the process by which an episode of care for an admitted patient ceases 

SLA   Statistical Local Area - is an Australian Bureau of Statistics, Australian Standard Geographical 

Classification defined area which consists of one or more Collection District. SLAs are Local 

Government Areas, or parts thereof. Where this is no incorporated body of local government, SLAs 

are defined to cover the unincorporated areas.  

TCP   Transition Care Program 

TOR   Terms of Reference 

WCH   Women s and Children s Hospital 

 


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