The agency's performance (BHFLHN Annual Report 2020-21)

Performance at a glance

In 2020-21, BHFLHN achieved key performance in the following areas:

• Launched the BHFLHN Strategic Intent with a focus on Our Governance, Our Services, Our People, Our Partners.
• Continued to ‘live’ the BHFLHN values of Trust, Respect, Integrity, Collaboration and Kindness.
• All sites continue to be accredited with the Australian Council of Healthcare Standards.
• Tier 1 Governance Committees established and operational.
• All Residential Aged Care facilities continue to be accredited with Aged Care Quality and Safety Commission.
• Successfully completed an NDIS Audit.
• Won a SA Health Award in the category, ‘Excellence and Innovation in Aboriginal Health’ – for the outstanding first response delivered by the BHFLHN Aboriginal Health team to community members of the APY Lands, displaced due to COVID-19 restrictions and border controls
• Commenced the construction of Strathalbyn residential aged care precinct expansion to accommodate an extra 12 memory support unit places and 24 residential places.
• Procured a design team to undertake the design development of the Mount Barker Emergency Department.
• Engaged design consultants to develop a site development plan for the Southern Fleurieu Health Service.
• Opened four ‘care pods’ at Angaston and Tanunda providing restorative care to patients transferred from metropolitan hospitals.
• Welcomed the first three medical interns, who will work at Gawler, Mount Barker and Southern Fleurieu.
• Opened a Short Stay Unit at Gawler Health Service.
• Continued an emergency command structure for the COVID-19 pandemic.
• Achieved five out of six of the SA Health Work Health and Safety Injury Management (WHSIM) Performance Measures and 100% compliance for SA Health KPIs.
• Met or exceeding all targets for emergency department ‘seen on time’ triage categories, with 100% for Triage 1.
• Exceeded target for emergency department unplanned re-attendances within 48 hours and meeting targets for patients who left at their own risk both from ED and for admitted patients.
• Nil elective surgery overdue patients in category 1 despite the impact of COVID.
• Exceeded the target for mental health acute average length of stay and meeting targets for other mental health services such as readmission rates, seclusion and restraint and timeliness of care in the community.
• Achieved above target ratings for all key consumer experience indicators.
  Achieved improvements in other key performance indicators including the percentage of potentially preventable admissions, relative stay index, hospital acquired complication rate and hand hygiene compliance.
• Participation in a pilot project with the trial of CCTV in aged care at Torrens Valley Aged Care (Mount Pleasant.

Agency response to COVID-19

In 2020-21, BHFLHN achieved key performance relating to COVID-19 as below:

• Provided a flexible COVID response including the provision of COVID testing and COVID vaccinations.
• Provided more COVID-19 tests for the community than any other LHN in metropolitan or country South Australia, 78,179 tests in 2020-21. Testing clinics operated in Gawler, Mount Barker, Victor Harbor and Kangaroo Island.
• Administered, as at 30 June 2021, a total of 7,415 vaccinations (6,124 Pfizer and 1,291 AstraZeneca).
• Operated, in partnership with the Royal Flying Doctor Service, Kangaroo Island Council, and SA Health, a pop-up vaccination clinic for the Kangaroo Island community.
• Provided mobile vaccination clinics to specific populations such as residential aged care residents and staff.
  

Rural Support Service

In 2020-21, the RSS achieved key performance in the following areas:

• Developed and released, as part of implementing the Rural Health Workforce Strategy, the Rural SA Ambulance Service Plan 2020-25, SA Rural Nursing and Midwifery Workforce Plan 2021-26 and SA Rural Allied and Scientific Health Workforce Plan 2021-26.
• Established the South Australian Rural Generalist Program, Steering Committee and Rural Generalist Coordination Unit for the review and coordination of rural medical training in South Australia, as part of the Commonwealth’s Governments National Rural Generalist Pathway and the South Australian Government’s Rural Medical Workforce Plan 2019-24.
• Supported, through the Expanding Country Cancer Services Initiative, regional LHNs to achieve a 90% increase in cancer treatment episodes and a 94.9%increase in medical oncology consults across all regional LHNs since 2016-17.
• Developed rural stroke pathways for all rural and regional country hospitals.
• Secured $880,000 to deliver a hospice in residential aged care facility services.
• Finalised the Child Health and Early Development Model of Care for the regional LHNs.
• Continued the South Australian Virtual Emergency Service (SAVES) with extended hours, operating between 7pm – 7am, with 2,776 calls in 2020-21.
• The RSS Infection Prevention and Control Nurse Manager acted as a key subject matter expert and communication conduit between DHW and the regional LHNs in the early stage of the COVID-19 pandemic.
• Provided clinical leadership in streamlining the COVID-19 vaccination service delivery models across the regional vaccination clinics.
• Coordinated and supported the implementation of the Allied Health Rural Generalist Training Pathway for 20 Allied Health Practitioners across the regional LHNs.
• Coordinated the use of the Digital Telehealth Network for 42,713 clinical and non-clinical video conferencing sessions during 2020-21.
• Continued to support telehealth service delivery across SA Health in response to COVID-19.
• Completed service profiles, incorporating latest demographic and health service activity, for each regional LHN and their respective health services.
• Made changes to the PATS eligibility criteria and Guidelines for Assessment to make them simpler and easier to understand.
• Continued to provide revenue and claiming services for regional LHN delivery of ageing and disability programs and identified cost saving opportunities.
• On behalf of the regional LHNs, led negotiations with the Australian Medical Association (SA) and Rural Doctors Association of South Australia regarding the new South Australian Rural Medical Fee Agreement.
  

Agency contribution to whole of Government objectives

More Jobs

As part of implementing the Rural Health Workforce Strategy, developed and released the Rural SA Ambulance Service Plan 2020-25, SA Rural Nursing and Midwifery Workforce Plan 2021-26 and SA Rural Allied and Scientific Health Workforce Plan 2021-26.

Lower costs

Costs for consumers were reduced through delivering programs such as:

• The Patient Assistance Transport Scheme.
• Timely elective surgery.
• Increasing access to Telehealth services.
• Home based chronic disease monitoring.

Better services

BHFLHN

Significant service outcomes achieved in 2020-21 included the following:

• COVID-19 Testing - BHFLHN operated four COVID19 testing services at Kangaroo Island Health Service, Mount Barker District Soldiers’ Memorial Hospital, Gawler Health Service and Southern Fleurieu Health Service and supported the SA Pathology operated COVID19 testing service at Tanunda Hospital. The services performed 78,179 tests in 2020-21 and delivered a flexible testing service based on demand and community needs, particularly during outbreak management and state lockdowns.
• COVID-19 Vaccinations - since 29 March 2021, BHFLHN has been successfully operating vaccination clinics. Mobile clinics and pop-up clinics have been mobilised for specific populations including aged care residents and the Kangaroo Island community, whilst providing Pfizer and AstraZeneca to the community as per clinical recommendations.
• Gawler Theatre upgrade.
• Kapunda CSSD upgrade.
• Fire Services upgrades at Kapunda and Eudunda Hospitals.
• Development of a Gawler Short Stay Unit - to provide a short period of assessment, course of therapy or observations for a group of patients who no longer require ED care, 667 patients utilised the Short Stay Unit in the past year for their care.
• Orthopaedic surgeons visiting Kangaroo Island regularly identified patients who needed arthroplasty.This is not able to be performed on Kangaroo Island and therefore, these patients now visit Mount Barker and are operated on by the surgeon they consulted on Island.
• In collaboration with Northern Adelaide HealthService (NALHN), BHFLHN are repatriating patients from the NALHN elective surgery waitlist who can receive their care closer to home at Gawler Health Service. Gawler treated 69 NALHN patients between April – July 2021.
• An Elective Surgery collaboration with NALHN enabled patients who were overdue for a colonoscopy to receive their care at Gawler Health Service. 
• Implementation of the Carepod Program to provide restorative care for metropolitan hospital long stay patients that are transferred to a Peri-Urban Care Pod site – Tanunda and Angaston. These patients are no longer acutely unwell, however for various reasons are unable to be discharged. 45 consumers were accepted into the program with 37 being successfully discharged. A formal evaluation of theprogram was completed which identified high levels of consumer satisfaction.
• BHFLHN has a significant role to play in supporting patients to receive care closer to home once their tertiary care requirements are no longer required in a metropolitan Adelaide hospital. A number of initiatives were trialled during 2020-21 to enable rapid transfer options including a liaison officer inFlinders Medical Centre and additional medical support into Southern Fleurieu Health Service. As a part of the state governments commitment to reducing ramping, in May, BHFLHN was allocated funds to open an additional sixteen beds at Gawler Health service to manage demand for services in the outer northern area.
• Partnering with the Department for Health and Wellbeing and six regional Local Health Networks in the development of an Aged Care Strategy for regional South Australia.

RSS

Significant service outcomes achieved in 2020-21 included the following:

• Through the Rural Health Workforce Strategy, allocated $16 million to critical rural health workforce projects across all regional local health networks, including the Allied Health Rural Generalist Pathway and a model for allied health leadership, the Mid North Midwifery Model of Care, support for registered nurse collaborative graduate programs and new nurse practitioner positions, technology and volunteer recruitment supports for SAAS, and the medical South Australian Rural Generalist Program.

Agency specific objectives and performance

Corporate performance summary

Barossa Hills Fleurieu Local Health Network (BHFLHN)

BHFLHN achieved key corporate performance outcomes including:

• Implemented a Leadership and Culture Program for members of Executive and Senior Managers.
• Attendance of 203 staff at our Orientation program.
• Undertook a Digital Health Maturity assessment.
• In partnership with Digital Health SA, undertook Site Improvement Plan (SIP) visits at 8 of our 11 sites.
• Completed the refurbishment of the Mental Health building at the Kangaroo Island Health Service.
• Completed Body Protect electrical works at the Kangaroo Island Health Service.
• Undertook roof replacement to a portion of the Kangaroo Island Health Service.
• Completed a Fire Safety project at the Kangaroo Island Health Service, including fire tanks, pumps, hydrants and sprinklers.
• Completed an Emergency Generator upgrade at Strathalbyn and District Health Service.
• Completed installation of a new Emergency Generator at the Gawler Health Service that provides full essential power back up for the entire site.
• Installed external bushfire protection sprinklers at the rear of the Gumeracha District Soldiers Memorial Hospital.
• Completed renovations at the Gawler Health Service to the former Kiosk to accommodate Pharmacy, Pre-Surgical Clinics, Theatre and Elective Surgery management.
• Completed the refurbishment, fit out and reactivation of 50 High Street
• Commenced design and contractor procurement for Central Sterile Services Department (CSSD) upgrades for the Gawler Health Service, Kapunda Hospital and Angaston District Hospital.
• Following the 2019-20 bushfire season, investigated and completed additional risk control improvements and treatments to mitigate bushfire risks in relation to five high risk sites (Gumeracha, Mt Pleasant, Tanunda, Angaston, and Kangaroo Island).

Rural Support Service (RSS)

The RSS achieved key corporate performance outcomes including: Telehealth

• Extended the Digital Telehealth Network (DTN) contract for 12 months to 30 June 2022.
• Coordinated the use of the DTN for 42,713 clinical and non-clinical video conferencing sessions during 2020-21.
• Continued to support telehealth service delivery across SA Health in response to COVID-19.

Planning and population health

• Completed 2019-20 service profiles, incorporating latest demographic and health service activity, for each regional LHN and their respective health services.
• Provided health service planning support, including new partnership arrangement model established with Yorke and Northern LHN.
  

Organisational Development

• Represented the RSS and regional LHNs for the request for tender procurement for the SA Health Employee Assistance Program.
• 60 emerging leaders from across all regional LHNs completed the Growing Leaders Program.
• Undertook the agency coordinator role in supporting the RSS and regional LHNs in the public sector I Work for SA Survey. The response rate in regional health increased from 13% in 2018 to 29% in 2021. The RSS had a total response rate of 82%, the highest within SA Health.
• 17 regional health scholarships were awarded across regional LHNs in 2020-21.
  

Patient Assistance Transport Scheme (PATS)

• Made changes to the PATS eligibility criteria and Guidelines for Assessment to make them simpler and easier to understand.
• Improved how information is conveyed to consumers, rural GPs and medical specialists to help them better understand the scheme and submit eligible claims.
• Developed new PATS website and information materials.
• Developed PATS Aboriginal Engagement Strategy.
• Processing of online claims decreased to one-three days average.

Ageing and disability

• Continued to provide revenue and claiming services for regional LHN delivery of ageing and disability programs and identified cost saving opportunities.
• Implemented new Home Care Package (HCP) revenue accrual method to more accurately account for revenue received in arrears and estimate revenue projections in readiness for Commonwealth reforms.
• Improved NDIS invoicing methodology for more accurate claiming and management.
• Implemented eHCP-CCME systems integration providing improved claiming and revenu generating outcomes.

Revenue and Fee For Service

• Worked with regional LHNs to establish, implement and provide training to relevant staff for BPOINT, an online platform that enables LHN cashiers /revenue officers the ability to process over the phone credit card payments for client accounts.
• Coordinated the successful implementation of the iExpense system, a professional development claims process for medical officers, in consultation with regional LHNs and the Department for Health and Wellbeing.
• Coordinated the transition of Rural and Remote Rights of Private Practice to using Power Billing and Revenue Collection system to submit medical officer claims.

Employment opportunity programs

• Aboriginal Employment Program —  Through aboriginal employment initiatives, BHFLHN employed nine people who identified as Aboriginal or Torres Strait Islander.
• Enrolled Nurse Cadet program —  Four students commenced the program in 2020-21. This targeted recruitment strategy offers a training and employment pathway for rural people to commence their health career.
• Growing Leaders —  27 emerging leaders from BHFLHN and RSS completed the Growing Leaders Program.
• Scholarships —  17 scholarships were awarded across regional LHNs as part of the 2020/21 scholarship intake, this included:
  • Six Rural Undergraduates with one awarded from each LHN.
  • One Margaret Tobin Mental Health Scholarship.
  • Ten regional LHN scholarships.

Agency performance management and development systems

Performance Review and Development is a process for supporting continuous improvement of employees’ work performance to assist them to meet SA Health values and objectives.

Performance —  2,024 BHFLHN employees (76.96%) have participated in a PRD review within the twelve months prior to 30 June 2021. 1,395 BHFLHN employees (53.04%) have participated in a PRD review within the six months prior to 30 June 2021.

Work health, safety and return to work programs

Total claims costs

Despite a 31% increase in new claims, there has been just a 3% increase in total claims costs. This is due to a collaborative approach between injury management practitioners, human resources practitioners, work health and safety practitioners and LHN Managers to support early intervention and proactive return to work.

Workplace injury claims

*number of claimants assessed during the reporting period as having a whole person  impairment of 30% or more under the Return to Work Act 2014 (Part 2 Division 5)
***BHFLHN data includes Rural Support Service.

Work health and safety regulations

Return to work costs

**before third party recovery
***BHFLHN data includes Rural Support Service

Executive employment in the agency

**BHFLHN data includes Rural Support Service

Data for previous years is available at: https://data.sa.gov.au/data/dataset/barossa-hills-fleurieu-local-health-network-bhflhn

The Office of the Commissioner for Public Sector Employment has a workforce information page that provides further information on the breakdown of executive gender, salary and tenure by agency.