Asset Strategic Plan 2012-2022 - Ministry of Health

Asset Strategic Plan 2012-2022

June 2012

Client Western Sydney LHD

Document title Asset Strategic Plan 2012-2022.

Date June 2012

Issue Date To By

1.0 4 Apr 12 Internal SM

1.1 20 Apr 12 Internal SM

1.4 22 Jun 12 Draft for District PCG review SM

1.5 28 Jun 12 Final for District PCG endorsement SM

Western Sydney LHD Asset Strategic Plan 2012-2022 23817 82112 5_1 SM ASP Report v1.5 i

FOREWORD BY CHIEF EXECUTIVE

The Western Sydney Local Health District Asset Strategic Plan (ASP) is a

comprehensive assessment of the asset needs of the District from 2011/12 to 2022.

The primary goal of the ASP is to provide an appropriate, effective and efficient

environment for the delivery of the District's services over the next 10 years. This

includes addressing serious maintenance and infrastructure deficiencies; the

requirement to alter and upgrade existing premises for contemporary purpose; the

replacement of some facilities with alternate more suitable premises; and the

construction of new buildings to respond to the growth in population and healthcare

needs of the people of western Sydney.

Westmead Hospital was built in the 1970s, and it is now in poor condition and

the infrastructure is failing. This is leading to high levels of clinical service

interruption, inappropriate working environments and excessive maintenance

expenditure.

Western Sydney has a fast growing population and the demands on

Westmead and Blacktown Mt Druitt, in particular, are frequently exceeding

capacity, especially inpatient facilities.

The population growth and disease risk and prevalence is straining existing

facilities, and investment is required in community health facilities in the

population growth areas at Blacktown and Rouse Hill to provide services to

people in the community, thereby reducing hospital admissions.

Westmead needs to be modified to enable implementation of new models of

care for example, short-stay, comprehensive clinical centres, ambulatory care,

and in referral services such as neurosurgery, cardiac surgery, transplantations,

cancer management and severe trauma. Without change, the system is

struggling to provide efficient health services for the people of western Sydney

and western NSW.

Cumberland Hospital has very high maintenance costs associated with

occupying old, heritage buildings, some of which are unsuitable for health

services or administrative functions, and are therefore vacant.

In preparing this plan, careful attention has been paid to consider value for money,

through identifying campus development strategies that are consistent with

demand and the current remaining life of the buildings. Furthermore, four significant

projects that could be suitable for partnering with the private sector, have been

identified form further investigation.

Western Sydney LHD has outstanding health services, due largely to a history of

excellence in clinical services, education and research. The investments contained

in this plan will enable Western Sydney LHD to create a collection of physical assets

that are necessary to maintain, grow and adapt health services to the needs of a

rapidly growing, multicultural and diverse population in the western cities and

suburbs of the greater Sydney metropolitan region.

Danny O’Connor

Chief Executive

Western Sydney LHD

Western Sydney LHD Asset Strategic Plan 2012-2022 23817 82112 5_1 SM ASP Report v1.5 ii

CONTENTS

1 EXECUTIVE SUMMARY .................................................................................. 1

1.1 Present and Future Challenges 1 1.2 Managing the Asset Gaps 2 1.3 Asset Priorities 2 1.4 Maintenance Strategy 4

2 INTRODUCTION AND BACKGROUND ......................................................... 5

2.1 Asset Strategic Planning Context 5 2.2 About This Plan 5 2.3 Planning Process 5

3 SERVICES OVERVIEW .................................................................................... 6

3.1 Western Sydney Local Health District Overview 6 3.2 Western Sydney LHD Structure 7 3.3 Western Sydney LHD Facilities and Programs 9 3.4 Pressures and Challenges 12 3.5 Key Objectives and Strategies 20

4 ASSET PORTFOLIO SUMMARY .................................................................... 22

4.1 Asset Groups 22 4.2 Service Groups 23

5 GAP ANALYSIS AND PROPOSED ASSET ACTIONS .................................... 24

5.1 Assessment of Asset Demand 24 5.2 Assessment of Asset Supply 25 5.3 Non-Asset Strategies 28 5.4 Gap Analysis (Supply/Demand) 28 5.5 Private Sector Opportunities 31 5.6 Property Disposals 32

6 ASSET MANAGEMENT PLANS ..................................................................... 33

6.1 Capital Investment Plan 33 6.2 Locally Funded Initiatives 34 6.3 Asset Maintenance Strategic Plan 34 6.4 Asset Disposal Strategic Plan 35 6.5 Office Accommodation Strategic Plan 35

7 APPENDICES ................................................................................................ 36

Appendix 1 – Glossary of Terms 37 Appendix 2 – Priority project Profiles 39 1. Westmead Expansion and Infrastructure Improvement 40 2. Westmead Clinical Services Block Investment 43 3. Westmead Ambulatory, Women and Infants Investment 46 4. Cumberland Consolidation 49 5. Blacktown - Mt Druitt Stage 2 53 6. Rouse Hill Integrated health Care Centre 58 7. Merrylands Community Health Centre Upgrade 61 8. Auburn Satellite Renal Dialysis Expansion 63 Appendix 3 – District Building Audit Results 65 Appendix 4 – Westmead Department Audit Results 66

8 ASSET STRATEGIC PLAN SCHEDULES ......................................................... 67

Asset Strategic Plan 1

1 EXECUTIVE SUMMARY

Western Sydney Local Health District (WSLHD) is one of the largest and highly diverse

metropolitan Districts. The population distribution varies dramatically, and there are

pockets of high growth in the north-west, which will increase further with the

implementation of the North-West Rail Link.

The District operates four acute hospital sites, plus one large mental health facility,

and eight Community Health Centres. Whilst there has been capital investment at

Auburn, and Blacktown Mt Druitt Hospital is scheduled for expansion, the remaining

acute facilities at Westmead and Cumberland are in poor condition, and some are

not suitable for safe, contemporary or efficient services.

The vision for the District is to provide services and facilities that achieve health

promotion, early intervention and post-acute care in, or from, community health

facilities, networked to acute facilities for more advanced treatment, if required.

Westmead also provides the highest level of care for many people from western

NSW and is the main teaching and research centre in the west.

The community facility need is currently achieved for much of the population in the

southern and eastern parts of the District, but to a much lesser degree in the north-

west and west. The acute, sub- and non-acute need is generally met at Auburn and

Mt Druitt, but Blacktown needs expansion (currently underway) and Westmead and

Cumberland need significant investment to meet both the capacity and suitability

standards. This Asset Strategic Plan therefore focuses on upgrading the poorest

acute facilities, new or expanding community health facilities, establishing a new

community health facility, upgrading and expanding others, expanding acute

capacity, and outlining a more strategic approach to facility maintenance

1.1 PRESENT AND FUTURE CHALLENGES

There are two main drivers of change to the clinical services assets of buildings and

equipment:

1. A gap between demand and supply; or

2. The suitability of the assets for the delivery of the services

a. stakeholder expectations or ability to support contemporary

models of care,

b. compliance or condition deficiencies.

Almost 840,000 people reside within the WSLHD boundaries. This is forecast to

increase by 20% to almost 1,000,000 between 2011 and 2021. The population aged

over 70 years greatly exceeds the NSW average, which will drive demand for

services. In emergency presentations, the projected increase is 43% over the next 10

years and for all admissions the growth is projected to be 36%.

To help meet this demand, Blacktown Mt Druitt Hospital is being expanded by

approximately 50% over the next three years, but the community health facilities and

acute capacity at Westmead need expansion. Furthermore, many of the facilities

are still configured for the 1970s, and it is difficult to provide contemporary, efficient

models of care to help meet the demand.

The asset base is in very poor condition at Westmead, Cumberland, and Blacktown

Community Health, as determined in the audits performed for this Plan. In particular,

the ICPMR (Pathology) building and the main theatre and imaging block at


Westmead, the ICU and mental health assessment buildings on Cumberland, and

most of the Blacktown Community Health buildings are in need of major upgrade or

replacement.

Technology has been gradually ‘rolled out’ across the District, but the older buildings

don’t have the communications rooms or cabling to carry the networks. In other

places, the devices have been introduced into rooms that don’t have the correct

configuration or air-conditioning capacity, and power availability is limited, leading

to risks of equipment overheating and staff injury.

1.2 MANAGING THE ASSET GAPS

The most significant gaps over the next 10 years can be summarised as:

1. Westmead expansion to increase capacity in the constrained areas and

replace/upgrade the 1970’s building services to reduce risk, improve

patient and staff safety, and reduce service disruption

2. Blacktown Mt Druitt stage 2 expansion of critical care, theatres,

emergency, and community health to achieve the required capacity for

this growing population

3. Westmead clinical services building investment to replace the least

functional 1970’s building and provide new pathology capability, car

parking and energy (in partnership with the private sector)

4. Rouse Hill Integrated Health Care Centre developed to provide primary

care, community health and other non-inpatient services locally, reducing

the need for hospital-based care

5. Cumberland consolidation to increase capacity in the intensive care and

assessment areas, consolidate community health services and reduce the

use of inappropriate heritage buildings

6. Westmead ambulatory and women and infants expansion to meet the

increasing birthing demand

7. Merrylands Community Health Centre upgrade to overcome safety and

inefficiency issues

8. Auburn satellite renal dialysis relocation from the temporary inpatient ward

to meet inpatient capacity requirements.

1.3 ASSET PRIORITIES

The top five assets that need priority investment or reconfiguration, are summarised

in priority order in Table 1, below. The priorities were established from the NSW Health

Capital Assets Prioritisation model by the District executive group that oversaw the

development of the Plan. The projects are listed in priority order and 11 of the 12

members rated the first project (Westmead expansion and infrastructure) the highest

priority.

The proposed Westmead Expansion and Infrastructure program represents the first,

and urgent investment required by this facility. Its scope has assumed that a major

redevelopment of the clinical services building will occur within 5-7 years, and hence

it focuses on the other buildings.

Most programs can be structured into series of projects, to assist in funding

allocation. Some projects may also attract private sector involvement, and have


been shown as sub-elements with transaction costs only. The list excludes projects

that are currently funded, and all values are in $2012.

Table 1 Summary of top five priority future capital investment

Project Scope Timing Budget

($M)

1. Westmead

expansion and

infrastructure

Fit-out vacant areas in block E for

ambulatory Care, Block A-C for critical

care,

Introduce 2 interventional hybrid

theatres and develop new CSSD

Fit-out Block B-D for inpatients

Expand short-stay capacity to help

meet ED NEAT

Upgrade power and critical services

Enter into PPP to develop new car park

2013-14

2013-14

2014-15

2014-15

2014-15

2012-13

20.1

17.8

18.7

7.1

31.0

0.5

2. Blacktown Mt

Druitt Hospital

Stage 2 and

Community Health

Blacktown campus:

ED, inpatient units, imaging, theatres,

ICU

Relocate Regional Dialysis Centre

and Diabetes Centre

New community health buildings

including Drug Health

Mt Druitt campus:

Expand oral health

2018-20

2016-17

2016-17

299

17.9

44.8

3. Westmead

Hospital Clinical

Services Block

Enter into PPP for development of new

pathology building

Develop new clinical services block and

inpatient tower

Enter into PPP for development of tri-

generation facility

Acquire some ADHC land, vary PPP to

expand the car park

2013-14

2017-19

2018-19

2017-19

2.0

594

0.5

5.0

4. Rouse Hill

Integrated Health

Care Centre

Acquire land, and obtain approvals

Test market for private development

partner/operator

Develop new Integrated Centre

2012-13

2018-19

2020-21

3.5

0.4

76.9

5. Cumberland

Hospital Upgrade

and Consolidation

Develop larger ICU and assessment unit

Establish emergency power on campus

Consolidate admin functions in new

office building

Relocate inpatient services to western

campus

Dispose of parts of eastern campus and

residential buildings

2014-15

2018

75.8

-10

Some of the projects that appear further down the list have long lead times and

certain low-cost activities should be pursued to assist in either securing land while it is

available (Rouse Hill) or engaging with other agencies or branches of Health to

confirm the potential for funding through a PPP (car park and Pathology).

Other core service elements that were addressed were the out-dated systems that

will either no longer be available, or data infrastructure capacity constraints

considered fundamental to the provision of contemporary and safe clinical services.


The major investments required that are not covered by priority capital investment

projects above, or Health Support Services, are the communications rooms and

active equipment, especially at Westmead and Cumberland. These are critical and

therefore included on the Critical Maintenance Schedule.

1.4 MAINTENANCE STRATEGY

WSLHD annual budget for Repairs, Maintenance and Replacement (RMR) is

approximately $23M, plus Special Purpose Trust fund expenditure. This represents

approximately 1.2% of the District’s Asset Replacement Value.

Westmead and Cumberland have attracted the majority of this expenditure, and

some of the proposed projects in this Plan aim to improve this through reconfiguring

those assets to be better aligned with service need and improve their economic

performance.

Moving forward, the aim is to match likely facility replacements with a fix-when-fail

strategy, and increasingly invest in preventative maintenance programs for the

assets with extended remaining economic and functional life.


2 INTRODUCTION AND BACKGROUND

This Asset Strategic Plan (ASP) has been prepared in accordance with the guide

issued by NSW Ministry of Health in 2012 and the Total Asset Management (TAM)

principles. The Plan is part of the District’s planning and priority setting processes.

2.1 ASSET STRATEGIC PLANNING CONTEXT

The ASP is based on a review of services and the needs for the future. As the LHDs

have only been formed recently, and have not yet completed full Health Care

Services Plans, this ASP is based on the clinical services planning services activities in

2011 and early 2012, and will be updated once the full HCSP has been completed

and endorsed. Notwithstanding this, the District has been able to assess the main

drivers and responses for each community and acute facility from other planning

processes. Few changes are anticipated to the priority projects and critical

maintenance plan once the HCSP is finalised.

2.2 ABOUT THIS PLAN

This ASP is based on future service demand projections and gives consideration to

the known usages, conditions and limitations of the existing asset base. It also

reflects demand for services and changes in priorities arising from the ‘Caring

Together’ recommendations. Where this might drive capital investment, detailed

consideration has been given to the remaining economic life of the asset, and the

likely replacement timeframe, to limit poor investment returns.

The schedules now contain significantly more data than previous versions of the ASP.

The asset performance data in NSW Health’s Health Facility Briefing System (HFBS)

Asset Module has been updated for the priority assets. This provides high quality and

up-to-date information on condition, functionality and compliance, which has

assisted in defining asset needs. The balance of the data will be uploaded later in

2012, once those assets have been assessed.

2.3 PLANNING PROCESS

To prepare this Plan, the District engaged Capital Insight, who directed the activities

to collate and present the information. This included reviewing the most recent ASP,

the clinical services plan for Westmead, the PDP for Blacktown Mt Druitt, the

Westmead Blocking and Stacking Optimisation report, and the Community Health,

Drug Health and Mental Health Accommodation Strategy. These formed the basis

of the priority projects.

A project control group was formed that comprised senior executives and managers

from the District and each of the main facilities. The PCG provided advice, oversaw

the development of the Plan and was involved in the prioritisation of the Capital

Investment.


3 SERVICES OVERVIEW

3.1 WESTERN SYDNEY LOCAL HEALTH DISTRICT OVERVIEW

The WSLHD covers an area of 2,000 square kilometres and spans the Local

Government Areas of Blacktown, The Hills, Holroyd, Parramatta and Auburn, and is

primarily an urban area. A map of the District LGAs and the health facilities is shown

in Figure 1, noting that Lottie Stewart Hospital will cease taking patients in 2012, and

that there are many additional small community facilities for services such as early

childhood screening. Blacktown and Mount Druitt Hospital campuses operate as

one hospital.

Figure 1 - WSLHD Boundaries and Facilities


3.2 WESTERN SYDNEY LHD STRUCTURE

The vision for the WSLHD emphasises commitment to the community through the

provision of high quality services. The following Vision has been subsequently

developed for the District: “Better Health, Excellence in care for the People of

Western Sydney and beyond”.

WSLHD Strategic Priorities

The NSW Health Goals have also been adopted by WSLHD to set a strategic

framework to drive both the short and long term business activities for the District.

The proposed 7 strategic priority areas derive from consideration of the Vision and

broad purpose of the Local Health District:

1. Clinical Strategy, Innovation and Excellence in Care

2. Safety, Quality and Patient Experience

3. Partnerships for Healthier Communities

4. Research and Education

5. People and Culture

6. Resource Management and Sustainability

7. Governance and Structural Reform

Clinical Strategy, Innovation and Excellence in Care

WSLHD will increasingly be recognised nationally and internationally as a leader in

the provision of excellence in clinical ad health care delivery. In order to achieve

this, we will:

Deliver integrated services that are centred on the needs of patients, clients

and the community we serve

Develop, deliver and promote best practice

Embrace clinical innovation, redesign and new models of care

Design and manage access to services to ensure that the right patient

receives the right treatment at the right time and in the appropriate setting,

whether this is in a hospital, community, ambulatory care or other setting

Encourage patients and families to be part of their care in self-management

Compare and benchmark with peers in reviewing and evaluating services to

ensure that the care provided is effective and appropriate and that WSLHD

learns from others as an effective adopter of innovation.

Resource Management and Sustainability

WSLHD will have systems that ensure accountability for resource4s management,

and that resources are allocated and used to support effective and efficient health

services delivery. In order to achieve this, we will:

Be accountable for the resources (financial, staff and other assets) of WSLHD

to ensure that they are efficiently managed

Seek to manage within the resources made available to WSLHD

Build capacity and sustainability of the operational framework for WSLHD

Undertake continuous capital redevelopment program to ensure WSLHD

facilities and assets are fit for purpose and the delivery of effective models of

care


Develop and implement a strategic approach to information management

and technology

These goals support the broader NSW Health objectives by emphasising the

importance of integrated service delivery in improving health status outcomes, the

patient journey, and the reduction of avoidable hospital admissions and

readmissions. It places a focus not only on management of acute illness but also on

prevention, early intervention, rehabilitation, palliative care and continuing care.

Organisational Development

WSLHD has developed an organisational structure and processes that contribute to

a District-wide understanding of its service delivery objectives and a coordinated

approach to the outcomes of service delivery these. The key goals of this structure

include:

Coordination of strategic objectives including alignment of strategies,

initiatives and KPIs to reflect the outcomes required by:

Future Directions for Health in NSW – Towards 2025

Future Arrangements for Governance of NSW Health

WSLHD Compass Model of Alignment of Strategy

A Clinical Network Structure through which care for specific clinical groups are

planned and managed on a District-wide basis

A broad strategy for a network of facilities

Organisational structures that provide regular coordination and forums to

address care management issues at facility level.

Networking of Facilities

Extensive networking occurs across the WSLHD facilities for the three community

areas, as illustrated in Table 2. In addition to being the Principal Referral Hospital for

the District, Westmead also acts as the district Hospital for Parramatta, Holroyd and

The Hills LGA’s. The acute hospitals are supported by a range of outpatient and

home based services provided by Community Health and Mental Health

Centres/Services.

Table 2 - WSLHD Facilities Network

Type Location

Principal Referral

Hospital

Westmead

Major Hospital Westmead Blacktown Auburn

District Hospital Mt Druitt

Community Health Baulkham Hills

Community

Health Centre

Balcombe Heights

Aged Day Care

Merrylands

Community

Health Centre

Dundas

Community

Health Centre

Jeffrey House

Blacktown

Community

Health Centre

Doonside

Community

Health Centre

Mount Druitt

Community

Health Centre

Mount Druitt

Community

Health Centre

Auburn

Community Hub

(formerly Auburn

Community

Health Centre)

Frail Need Care

Auburn Aged

Day Care Centre


Type Location

Carinya Aged

and Ethnic Day

Care Centre

Merrylands Arabic

Aged Day Service

Aged day

Services

Rosewood

Cottage,

Wentworthville

Town Centre

Rouse Hill

Community

Health Centre

St Marys

Community

Health Centre

Mental Health Cumberland

3.3 WESTERN SYDNEY LHD FACILITIES AND PROGRAMS

Integrated health services are provided throughout WSLHD from four major hospitals

located in the south and eastern area of the District as well as the major mental

health facility at Cumberland Hospital. These are supported by outpatient and

outreach services delivered from 8 community and mental health centres at various

locations throughout the District. A summary of the facilities and the clinical services

offered at each location is provided in Table 3. Note that ICPMR and DAL pathology

services have been included, but these are managed by a separate NSW Health

corporate entity.

Table 3 – Current District health facilities and service profiles

Facility Service Overview

Westmead Hospital,

Westmead

Tertiary and quaternary role for WSLHD and NSW

District hospital role for The Hills, Parramatta and Holroyd LGA’s

Medical and Surgical specialties, Aged Care (OPERA, acute and

rehabilitation), Cancer Care Centre including acute symptom

management, Renal Services, Critical Care, Emergency,

Maternity and Newborns, Mental Health, Oral Health, Outpatients,

Rehabilitation (medical, cardiac and pulmonary), post-acute

community care (PACC)

Teaching and Research Simulation Centre

Institute for Clinical

Pathology and

Medical Research,

Westmead

Tertiary and quaternary pathology services on site for the

teaching hospitals, plus laboratory services for all hospitals in the

District and several other Districts. (Soon to be part of Pathology

NSW)

Mt Druitt Campus of

Blacktown Mt Druitt

Hospital, Mount

Druitt

Provides district hospital role for Blacktown LGA in conjunction

with Blacktown campus as well as some services for broader

District

Aged Rehabilitation, Cardiac and Pulmonary Rehabilitation,

Emergency Care, Cardiology, Elective Surgical Centre (low

complexity), Special Observation, Paediatrics, Older People’s

Mental Health (non-acute), Outpatients, Palliative care

Ambulatory Care includes Diabetes, Child and Youth Mental

Health, Paediatrics, Oral Health

Aboriginal Health

Teaching and research

Blacktown Campus

of Blacktown Mt

Druitt Hospital,

Blacktown

District hospital role for Blacktown LGA, referral role for Mt Druitt

Campus

Medical, Surgical, Aged Acute and Rehabilitation, Medical

Oncology, Critical Care, Emergency, Maternity and Newborn,



Outpatient / ambulatory, Diabetes Centre, Regional Renal Dialysis

Centre, Drug Health, Mental Health inpatient and primary care /

ambulatory, Oral Health

Teaching and Research Simulation Centre

Cumberland

Hospital, Westmead

Secondary, tertiary and quaternary Mental Health. Community

Mental Health services across the District (centre and home

based).

District level services for The Hills, Holroyd, Auburn and Parramatta

LGA’s.

Including psychiatric acute, non-acute, critical care,

rehabilitation and long stay.

Auburn Hospital,

Auburn

District hospital for Auburn LGA plus regional centre for high

volume short stay surgical services.

Medical, Surgical, High Dependency, Non-acute Care,

Emergency, Maternity and Newborn (low risk), Short stay

paediatric consultation liaison Mental Health, Outpatient /

ambulatory, Satellite Renal dialysis, Teaching and Research

Lottie Stewart

Hospital, Dundas

Lottie Stewart Hospital will close in June 2012 and its functions and

patients will be transferred to other facilities in the District.

Auburn Community

Hub, Auburn (on

Auburn campus)

Child and Family Health Nursing including home visiting for all new

parents, Early Childhood Health clinics, support with infant feeding

and parenting, developmental screening, parenting groups

Counselling services for children, families and adults

Speech Pathology for children

Occupational Therapy for children

Hearing screening for children

Services for people with chronic and complex health conditions,

including:

Community Nursing including wound care, palliative care,

continence and support for people with chronic health

conditions

Podiatry

Occupational Therapy

Dietetics

Counselling

Day respite for elderly people and those with dementia

Blacktown CHC,

Blacktown (on

Blacktown campus)


continence and support for people with chronic health conditions

as above

Podiatry


Counselling

Multicultural Health

Day Respite for elderly people (on Blacktown Hospital Campus)

Doonside CHC,

Doonside

Child and Family Health Nursing

Early Childhood Health clinics, support with infant feeding and

parenting, developmental screening, parenting groups



Occupational therapy for children

Merrylands CHC,

Merrylands


parents

Early Childhood Health clinics, support with infant feeding and

parenting, developmental screening, parenting groups





Aged Day Services

Mt Druitt CHC, Mt

Druitt


parents, Early Childhood Health clinics, support with infant feeding

and parenting, developmental screening, parenting groups

Immunisation clinics for children


Speech pathology and occupational therapy for children


Kids Gym

Child Development Clinic

Problem Gambling Service

Services for people with chronic and complex health conditions,

including:

Day respite for elderly people and those with dementia (on

Mount Druitt Hospital Campus)

Podiatry


Counselling

Dietetics

Physiotherapy

HealthOne - integrated primary health care with local General

Practitioners

Multicultural health services

Rouse Hill

HealthOne, Rouse

Hill

An integrated primary health care service with GPs (chronic disease

focus) recently established in leased facilities

Parramatta CHC,

Parramatta


continence and support for people with chronic health conditions

Day respite for elderly people and those dementia

Podiatry


Counselling

Dietetics

Services for Children

Hearing screening

The Hills Community

Health Centre,

Castle Hill

Child and Family Health Nursing


Speech Pathology and Occupational Therapy for children


Services for adults with chronic and complex health conditions,

including:


continence and support for people with chronic health

conditions

Wound Care Clinic

Day respite for elderly people and those with dementia from

Chinese, Italian, Sri Lankan, Indian and English speaking

backgrounds

Podiatry


Dietetics



Counselling

Divisional Analytical

Laboratories,

Lidcombe

State-wide Forensic Pathology Laboratories

The District also operates non-health facilities for staff and patient accommodation,

and a number of corporate functions for the District or NSW Health Support Services

are housed in buildings on the eastern campus of Cumberland Hospital.

3.4 PRESSURES AND CHALLENGES

The major challenges facing WSLHD in planning future health services and asset

management are:

the population in the District will grow by 162,000 from approximately 833,000 in

2011 to 995,000 in 2021

the population is ageing and the proportion is increasing dramatically

a culturally diverse District with a significant number of different languages

spoken

health service activity is projected to increase in the future and demand needs

to be managed within a context of finite resources;

pockets of disadvantage exist in the District with poorer health outcomes

the facilities at Westmead and Cumberland are out-dated and many areas

require significant funding to enable contemporary environments and patient-

centred models of care

the building services at Westmead and Cumberland are old and many need

replacing.

Increasing population 1

Almost 840,000 people reside within the WSLHD boundaries. This is forecast to

increase by 20% to almost 1,000,000 between 2011 and 2021. There will be a

significantly larger percentage increase in older age groups.

WSLHD is likely to remain a population growth area in metropolitan Sydney, partly

driven by major land releases in the north west of Sydney (refer to Figure 2). This will

drive the projected population growth of 70,000 (23%) for Blacktown and 44,000

(25%) for Baulkham Hills. Auburn is also projected to grow at 21% and the Parramatta

growth of 11% reflects an active program of central business district and

neighbourhood revitalisation.

All population projections and data are supplied by NSW Health drawing on information from NSW Health

Population Projection Series 1.2009 ,Department of Planning & Statewide Services Development Branch,

NSW Health, March 2009, AAGR : Average Annual Growth Rate


Figure 2 - North-west growth centre

Table 4 summarises the population increases as a percentage of the 2011 baseline

for the total population, the population 0-14 years and those over 70 years (bold

figures exceed 20%). It highlights a rise in population across the District but with the

most significant increases in the north of The Hills (107%) and Blacktown LGAs (125%).

Table 4 - Forecast Population Growth 2011-2021

LGAs Statistical Local Area

(SLA)

Total growth Growth

0-14

Growth

70+

Auburn Auburn 21% 22% 53%

The Hills Central 15% 15% 61%

North 51% 48% 107%

South 8% 9% 53%

Blacktown North 54% 53% 125%

South-East 7% 8% 22%

South-West 7% 3% 56%

Holroyd Holroyd 13% 12% 34%

Parramatta Inner 15% 13% 43%

North-East 13% 16% 20%

North-West 8% 9% 33%

South 7% 9% 13%

WSLHD - Total 20% 20% 49%


While the percentage increases indicate a consistent increase for the northern and

western perimeters of the District, the largest population growth will continue to be in

the Blacktown LGA followed by the Hills LGA, as indicated in Figure 3.

Figure 3 - Total Population Growth across District

Significant Child Population

WSLHD has a projected increase in the numbers of children by 2021 that is consistent

with changes in the general population. Figure 4 highlights projected growth in the

number of young people in the 0-14 years age group, with particularly significant

increases in the Local Government Areas (LGA) of Blacktown, the Hills and, in the

shorter term, Auburn.


Figure 4 - WSLHD Population Projections by SLAs - Ages 0-14 Years

An Ageing Population

The aged population is projected to grow across the District at a rate significantly

higher than the general increase, with the greatest percentage increases occurring

in the Blacktown LGA, but Holroyd and Parramatta LGAs, with a projected aged

population in 2021 of almost 31,000 will continue to create the largest demand within

the District (refer to Figure 5, presented at the same scale of as the previous graph).


Figure 5 - WSLHD Population Projections by SLAs - Ages 70 Years and over

Population Diversity and Adversity

The Aboriginal community of 10,279 in 2006 represented 1.4% of the total resident

population. Blacktown has the largest number at 7,064. The Aboriginal population

has significantly lower life expectancy (by 18 years) and higher rates of low birth

weight, otitis media (‘glue ear’), diabetes, smoking, suicide and other illnesses.

WSLHD has a high proportion of people from culturally and linguistically diverse

backgrounds. In 2006, 39.5% reported being born overseas compared to 25.6% in

NSW overall. Auburn LGA had the highest proportion (60%). In recent years, there

has also been an increase in the number of refugees from the Middle East and

Africa being settled within the District.

There are notable socio-economic differences among the LGAs of the District, with

certain localities having high levels of socio-economic disadvantage: Auburn, older

sectors of Blacktown and, to a lesser extent, Holroyd.

The burden of chronic diseases, such as diabetes, cancer and cardiovascular

disease, is predicted to increase. This is due to the ageing of the population and

increases in the prevalence of disease risk factors, such as smoking and obesity.

Increases in Demand for Acute Services

Since 2005, WSLHD, and its predecessor SWAHS, has experienced a rapid increase in

demand that is well in excess of state averages. Primarily driven by population

numbers, ageing and increases in chronic disease, the increase in demand has

been particularly evident in:

Emergency presentations

Total admissions, particularly acute admissions for medical care


Births

Emergency admissions

Emergency Presentations

Within the District, Emergency Department presentations are estimated to increase

by 60,000 from 145,218 in 2010/11 to 207,520 in 2020/21, a 43% increase over the 10

year horizon of this Plan. Of the four major hospitals in the District, Westmead and

Blacktown are expected to meet 40% and 27% respectively of the increase. The

historical trend and projected increase in Emergency Department presentations is

clearly illustrated in Figure 6.

Figure 6 - WSLHD Hospitals ED Presentations - Historical and Projected

Total Admissions

WSLHD activity increased over the period 2000/01 to 2010/11 by 36%, in parallel with

the NSW average, as indicated in Figure 7. In recent times the growth rate has

exceeded the NSW average and the aIM projections suggest this will continue at

about 32% over the next 10 years (approximately 2% per annum).


Figure 7 - Hospital Admissions 2001-2011

Birth Numbers

Birth numbers have increased and are significantly above levels that had been

previously planned. This is set to continue as demonstrated by the 0-14 years age

group for the District, previously illustrated in Figure 4.

Facility Capacity and Design

The “Caring Together” report recommendations and subsequent response by the

NSW Government provide a focus on a number of issues that have implications for

facility capacity and design.

Infection Risk - The report recommended having sufficient single and double

bed rooms to manage infection spread, and WSLHD has adopted a

conservative target of 50% single rooms. A second implication involves the

specialisation of facilities to provide care and procedures at separate

locations for patients requiring emergency or planned admission, and future

development proposes theatres in pods to assist in achieving this.

Gender Separation - the need to separate patients on the basis of gender is

relatively easy to implement in facilities where the total occupancy level is as

per recommended levels (generally 85%) or there is an appropriate mix of

single / double to 4 bed rooms. To assist in achieving this, a target 85%

occupancy is used for planning the facilities to 2021.

Provision of Care under Appropriate Specialties - Improved safety of care is

achieved by the rapid transfer of care to the specialty that is relevant to the

patient’s clinical condition. This requires adequate bed supply that reflects

speciality demand, and progressive care for emergency presentations, often

through rapid assessment and treatment units staffed by senior clinicians.


Focus on Short Stay and Non-Admitted Care – There has been a shift in the

provision of care to a short stay basis or a non-admitted basis. There have

been resulting significant reductions on the reliance on overnight bed-days,

but the ambulatory facilities have been stretched..

Day Programs - The introduction of day rehabilitation programs, especially at

Cumberland, has started to reduce overnight length of stay and increased the

effectiveness of resources, but all require appropriate facilities.

Acute Rehabilitation - There is potential to increase the provision of acute

rehabilitation from very early in the acute care episode. There is potential to

expand these benefits to specialty care areas including surgical and cardiac

care at Westmead and Blacktown Hospitals.

Demand Management Strategies

Management strategies to address the demands on the WSLHD services will include

focus on key target groups including older people, children and adolescents,

Aboriginal populations and culturally diverse populations. They aim to provide,

health promotion, prevention and community based care for people with at risk of

admission.

Targeted health services and programs that are addressing the specific service

demand include: Families NSW, Integrated Primary Health Care services, HealthOne

strategies in partnership with General Practitioners, mental health community based

services, and expanding outreach, post-acute service capacity for medical services,

cardiology, respiratory, aged care, cancer, renal services, trauma and rehabilitation.

Strategies to maximise effectiveness in provision of safe, high quality health services

and to minimise the demand on infrastructure and system support will continue to be

pursued including:

Clinical redesign and co-design projects

New technologies and procedures that enable more significant procedures to

be undertaken on an ambulatory day only or non-admitted basis

Information and communication technology to improve clinical information

quality and availability

Workforce development to support new models of care and comprehensive

care

Partnerships with external organisations to promote care across the continuum.

All of the above strategies have been developed in the context of recognising there

are finite health resources, the continued increasing pressure on health costs driven

by new technology and increasing demand, and the need for stringent recurrent

and capital planning.

Asset Condition and Configuration

Review of the WSLHD assets has identified a significant stock of ageing facilities that:

are not coping with current levels of demand having levels of occupancy that

cause concern for safety and service delivery;

have functional areas that do not support an efficient level of operation or are

split across multi locations;

need to be reconfigured to accommodate new models of care that would

improve operating efficiency and use of recurrent resources;


have equipment and infrastructure that is non-functional; and

are not suitable for the roll out of IT and communications innovations.

The facilities most in need were audited in May 2012, using the NSW Health Health

Facility Briefing System Asset Module. The results are presented later in section 5.2

and reveal that there are several buildings that have low performance levels on

compliance, condition and functionality. To support this assessment, a detailed list

of maintenance for the building fabric was prepared.

The configuration of the assets is generally acceptable at a site level, but Westmead

Hospital needs further internal reconfiguration. Currently there are only three chronic

disease management ‘Comprehensive Clinical Centres in place: Renal, Oral Health

and Cancer. There are plans to extend this over time to include Respiratory

Medicine, Cardio-vascular, Gastroenterology, Aged Care, and Neurosciences.

3.5 KEY OBJECTIVES AND STRATEGIES

A number of strategies have been developed to address the demand and asset

limitations:

Plan the staged replacement of the oldest and most inefficient buildings with

new larger buildings, as funds become available.

Gradually introduce more contemporary models of care, as funds permit, to

improve clinical efficiency and patient treatment

Establish or re-configure community health centres to improve early

intervention and post-acute care and maintenance, thereby reducing the

demand on acute hospital beds

Gradually invest in technology to improve diagnosis and patient care and

reduce the length of stay in hospital

Develop plans for each site to ensure any capital investment or maintenance

is aligned with the future economic life of the buildings – thereby limiting any

abortive work

Recent service planning undertaken for the expansion of Blacktown Mt Druitt and

Westmead Hospitals reflects the service delivery pressures described above and the

need for enhanced services incorporating new models of care. They also promote

a focus on illness prevention and treatment on an ambulatory basis, wherever

possible.

Safety issues and demand pressure have led a focus on clinical redesign initiatives to

enable the adoption of new models of care. These entail care options that avoid

hospitalisation, reduce the time required for a patient to move through the care

system, and provide a range of alternative hospital based and community based

services that treat conditions and maintain health while people are at home. They

also facilitate efficiency and quality through consolidating care in comprehensive

clinical centres, especially for chronic care, where staff have advanced skills and

the patient is known by the staff.

Implementation of technology innovations is needed to provide improved efficiency

in delivery of all aspects of care through:

increasing the capacity of the data networks, and implementing wireless

network infrastructure to enable a more technology enhanced operating

environment and applications


enabling imaging and other diagnostic/treatment technology, storage and

wide availability of images and results

improved storage of and access to patient records

communications innovations, such as data transmission through wireless and

hands-free interfaces.


4 ASSET PORTFOLIO SUMMARY

4.1 ASSET GROUPS

The WSLHD comprises at least 30 different assets that include more than 258

buildings. Details of all buildings within the District are contained in Schedule 1,

excluding Ambulance facilities. The hospitals within the District are summarised in

Table 5.

Table 5 - Hospitals within WSLHD

Asset Group Facility and Address Facility Summary

A1a - Principal

Referral Hospital

Westmead Hospital

Hawkesbury and Darcy

Roads WESTMEAD

Westmead Hospital is now a 40 plus year

old facility. Some buildings within the

campus range in age from 6 to 42 years

and have been upgraded, altered,

refurbished or replaced to meet specific

requirements or priorities. As such, the

condition of individual buildings reflect this

diversity of age and attention.

BM - Major

Hospital

Auburn Hospital

Norval and Water Streets

AUBURN

Auburn Hospital is a new facility that was

opened in 2010 to replace the previous

Auburn Hospital. The Auburn Community

Hub was included as part of the new

construction.

BM - Major

Hospital

Blacktown Hospital

Blacktown Rd

BLACKTOWN

The Blacktown Hospital includes facilities

that range in age from 12 to 52 years. As

with Westmead, individual buildings have

been adapted and/or upgraded to meet

specific needs.

F1 - Psychiatric

Hospital

Cumberland Hospital

Corner Fleet and Fennell

Streets PARRAMATTA

Cumberland Hospital is a low density asset

with around 85 individual buildings

including facilities that are in excess of 100

years old.

C1 - District

Hospital

Mt Druitt Hospital

Railway Street

MOUNT DRUITT

The major facility at Mt Druitt hospital was

constructed in 1982. However there are a

further 20 buildings whose age is not

identified. These additional assets have not

been included in the recently completed

asset audit.

F – Other Health

Facilities

Lottie Stewart Hospital

Stewart Street

DUNDAS

Due to close in September 2012.

The hospital facilities are supported by a significant number of other health services

spread across the District. The most significant of these are Community Health

Centres located at:

Auburn

Castle Hill

Blacktown

Doonside

Merrylands

Mount Druitt


Dundas

Parramatta

Rouse Hill.

These assets range in age from the newly completed Auburn Community Hub (2010)

to Jeffery House that was constructed in 1942 (and refurbished in 2007).

Other significant facilities located within the District include:

the Division of Analytical Laboratories at Lidcombe with most buildings dating

from the late 1960s

St Joseph’s Hospital at Auburn, is now part of the St Vincent’s Health Network,

a rehabilitation, palliative care and psychogeriatric facility with buildings that

age from 20-105 years

a network of community nursing and early childhood facilities across the

District many of which are located in schools or other community facilities with

a number operating in demountable buildings.

The ARV is estimated to be in the order of $2.02B but this does not include around

100 separate buildings for services like Early Childhood, scattered across the District.

4.2 SERVICE GROUPS

The service groups profile is provided in Table 6, and shows the high level of inter-

relationships. Note there are no MPS facilities in the District.

Table 6 - Service Group - Asset Relationship

Service Group Asset Group

Inter-relationship

- High

- Medium

- Low

Pri

nc

ipa

l R

efe

rra

l

Ho

spita

ls

Ma

jor

Ho

spita

ls

Dis

tric

t h

osp

ita

ls

Co

mm

un

ity

He

alth

Me

nta

l H

ea

lth

MP

S

Am

bu

lan

ce

Infr

ast

ruc

ture

Me

dic

al Eq

uip

me

nt

ICT

Fle

et

Primary & Community Based

Services

Aboriginal Health

Outpatient Services

Emergency Services

Overnight Acute

Same Day Acute

Mental Health

Rehabilitation and Extended

Care

Population Health

Teaching and Research

Clinical Support Services

Non-Clinical Support

Services


5 GAP ANALYSIS AND PROPOSED ASSET ACTIONS

5.1 ASSESSMENT OF ASSET DEMAND

The demand at each facility varies, due to its role in the network, as summarised

below. Further detail on each of the drivers, actions, schematic plan, changes in

Functional Planning Unit capacities, costs, risks and benefits are contained in

Appendix 2 and described further in later sections.

Blacktown Mount Druitt Hospital

This service operates as one hospital across the two campuses:

currently planned expansion to address the acknowledged capacity pressures

has been restricted, due to capital availability. Capacity in theatres,

emergency, critical care and ambulatory care need to be increased over the

next 10 years through Stage 2 to meet 2021 demand. This will include

relocating the Regional Dialysis Centre and Diabetes Education on Blacktown

Campus.

expansion of community health capacity and redevelopment of small

buildings in poor condition including Drug Health (on Blacktown Campus).

Westmead Hospital Campus

The planning for Westmead Hospital is based on an integral dependency on

surrounding hospitals to take on defined tasks as part of a broader network of

services to meet District wide demand.

Demand planning for Westmead Hospital is based on:

lack of capacity to meet increasing demand to 2021 in certain departments –

150 additional inpatient beds, 120 short-stay beds/spaces, 27 procedural

rooms and clinic spaces, especially for ophthalmology and ambulatory

infusions

need for additional high dependency/HDU capacity on the hot floor

additional emergency short-stay and rapid assessment (eg MAU) facilities to

assist in managing emergency demand, especially from the ageing

population

lack of capacity (and efficiency) in theatres (especially hybrid) and CSSD

critical lack of car parking capacity.


Cumberland

Cumberland is a secondary and tertiary centre for mental health, and some facilities

are quaternary (Bunya). The buildings are spread across a heritage site, on two sides

of the Parramatta River, and certain facilities are unsafe and do not have the

required capacity (ICU, mental health assessment, in particular). However, the

completion (in 2013) of the Nepean mental health facility will enable the repatriation

of Nepean Blue Mountains LHD patients from the residential buildings (sub-acute and

rehabilitation) which can be backfilled with patients in the facilities on the eastern

campus.

Auburn Hospital Campus

Auburn Hospital has recently completed a full rebuilding program. The growth in the

aged population will demand use of the medical ward expansion area (expected

by 2021) and the satellite dialysis service will need to relocate adjacent to the new

Community Hub (expansion zone identified)

Primary Care and Community Health

It should be noted that the organisational structure under which Primary Care and

Community Health Services are provided is currently the subject of the National

Health Reform process. It is possible that the service mix may be altered in the near

future, which may have an impact on the staff and facilities..

There are two community health centres that are currently struggling to meet the

needs of the community (Merrylands and Blacktown) and the projected growth in

the north-west will need to be serviced.

5.2 ASSESSMENT OF ASSET SUPPLY

The original Asset Audit risk analysis of condition, functionality and compliance was

undertaken by the NSW Department of Commerce in 2007. With the passage of

time, the information contained in those assessments is now dated and essentially

obsolete. An audit of a number of designated high priority facilities has been

completed for this version of the Asset Strategic Plan with a more extensive review

planned for later in the year. The assets that were audited for this plan are:

eight facilities at Blacktown Hospital

the main building at Mt Druitt Hospital

seven major buildings at Westmead

two buildings at Cumberland Hospital

Auburn Hospital

Community Health Centres at Blacktown, Merrylands and Rouse Hill.

It should also be noted that of the 258 buildings within the District, only 115 buildings

have ever been the subject of an Asset Audit. Of these, 28 buildings were included

in the current update. As noted previously, these represent the most significant

buildings within the portfolio but are still only a small percentage of the total

portfolio. Therefore, the following observations concerning asset condition refer to

those assets that were recently audited, or are well known.

As previously described the current range of Mental Health services is subject to an

ongoing NSW Health review of Mental Health service planning guidelines and


technology. Community based services are also subject to two separate and

current state and national reviews of models of service delivery and funding. It is

expected that the outcomes of these planning reviews will impact on the asset

requirements outlined in this plan.

The results of the audit have been entered into the NSW Health HFBS and a summary

for the buildings is contained in Appendix 3. As Westmead Hospital is covered by

only a few buildings, the department condition and functionality results are collated

in Appendix 4. For both sets of data, cells shaded in yellow or red describe

departments with major issues. The overall scores for the buildings assessed ranged

from poor to excellent and is broadly consistent with the age of each building.

However, a number of the results and asset condition issues do require specific

comment.

Blacktown Mount Druitt Health

the Blacktown Medical Library as part of the Blacktown Hospital is in a poor

physical condition and has a poor functionality, due to water leaks, which are

being addressed


the ICPMR and Main Building (Blocks A to D, F and H) at Westmead are in poor

to average physical condition and below the standard expected for a

Principal Referral Hospital

the ICPMR building also has poor functionality that, when combined with an

average physical condition, delivers a score at the lower end of the ‘spectrum

– the facilities need major investment.

the departmental results show that:

8 departments in the dental building have scores below 60, generally due

to condition, asbestos and mechanical services

3 of the 5 departments in ICPMR have scores below 50, due to poor scores

for condition and functionality

6 departments in the main buildings at Westmead have scores below 60,

due to low scores for the roofs, security, asbestos and mechanical services.


Cumberland Hospital

The two worst buildings (Yaralla and Paringa) were audited as part of this

planning process, and revealed poor scores.

Whilst not audited in 2012, the balance of facilities, especially on the eastern

campus, is in poor condition with poor hydraulic services, security access etc.


the Blacktown Community Health Centre was considered to have a number of

scores that reflected ‘below acceptable standard’ or ‘poor – very limited

capacity to modify buildings, structural limitations…’ or ‘’extreme risk of non-

compliance’.

a number of the buildings at Blacktown Community Health Centre scored

poorly (refer to Picture x), and some have missing data

the Merrylands Community Health Centre achieved an overall average score,

due to a low functionality rating.


5.3 NON-ASSET STRATEGIES

The main non-asset strategies available are:

demand management, to reduce the impact on asset capacity – the District is

pursuing many of these, as described in section [ ]

contracting out services to private sector providers to meet surge capacity –

this is constrained by a lack of private sector capacity in western Sydney,

noting that Norwest Private Hospital in The Hill Shire provides emergency care

to the local community that can afford it.

For tertiary acute services, this is very challenging, given the teaching, training,

research and development role, and the need for services to be provided to public

patients free at the point of care.

5.4 GAP ANALYSIS (SUPPLY/DEMAND)

Gaps in Current Asset Base

The main gaps arise due to the population growth and ageing, which is driving

capacity issues in the District, and the current poor performance of the older assets.

For each major asset, the gaps/drivers for change are listed in Appendix 2, together

with the benefits of each project. The scope of each project is also provided in

Appendix 2, and summarised below.

Actions to Address Asset Demand and Supply Issues

Blacktown Mount Druitt Hospital

Blacktown campus:

New building located to west of Stage 1 building for interventional and

critical care, with direct connections to Stage 1, including subterranean

links at the lower levels, continuation of the pedestrian hospital street and

high level enclosed links

Reconfiguration of vacated space within levels 2, 3 & 4 of the existing

hospital

Develop Stage 1 shell space

New building will require relocation/expansion of the Regional Dialysis

Centre and Diabetes Education Centre

New buildings for primary care, community health services, oral health and

secure parking for pool vehicles

Reconfigure and expand oral health building for drug health services

Mt Druitt campus:

New building expansions for oral health, sub-acute rehabilitation and non-

acute adult mental health services

Reconfigure existing areas for MRI and ambulatory care clinics

Reconfigure existing area for relocated staff offices


The redevelopment and expansion strategy for the Westmead Campus provides for:

a staged, prioritised fit-out or reconfiguration of existing buildings that meets

immediate capacity issues and strategic site consolidation objectives


a staged replacement of the buildings in poorest condition and functionality,

but re-using the reconfigured ward blocks (which could have considerable

remaining life)

a teaching and research and shared services zones creating the centre of

excellence for research (underway) and shared services, to improve

collaboration, economies of scale, improved workflows and enhance the

international recognition of Westmead.

staged development (by others) of health related and commercial space

including pathology, energy, private consulting suites, offices, conference

facilities and serviced apartments.

transport, access and car parking – progressive projects to achieve an overall

net increase in car parking and improved accessibility and urban design.

A three stage program of investment that maximises the potential of the existing

buildings and addresses the ageing and inappropriate departmental

configurations/capacity, as depicted in the stages in Appendix 2:

1. Expansion and infrastructure improvement project - the project involves

partial implementation of the Blocking and Stacking Optimisation Study to

cover the urgent issues, and assumes a new clinical services block would be

developed within 5-10 years to replace Block F. This project focuses on the

staged fit-out and upgrade of the buildings that are structurally sound, in

reasonable condition/compliance and capable of reconfiguration:

vacant areas of A Block can be fitted out to enable the ICU expansion

areas of E Block can be fitted out or re-configured for ambulatory care co-

location and expansion

Block B-D level 2 can be reconfigured into a comprehensive clinical centre

for Respiratory Medicine with 50% one or two bedded rooms, once Clinical

Sciences are relocated

plus minimal reconfiguration of Block F that has urgent capacity constraints:

moderate investment to overcome critical capacity constraints through the

relocation of CSSD onto the roof of Block F, the development of two INR

hybrid theatres in the old CSSD space) and addressing critical building

services issues

development of a short-stay medical assessment unit near the ED and

relocation of ED offices into a smaller medical records area

plus upgrading the power supply, medical gases, water/fire mains, pneumatic

tube system, mechanical systems and plant, and lifts that are well beyond their

economic life and have performance issues.

2. Clinical Services Block Investment - Having partially reconfigured Blocks A-D,

the Project would involve:

the acquisition of additional under-utilised land on the Marsden site (ADHC

indicated plans to vacate) for the expansion of the multi-storey car park

(potentially funded and operated by the private sector)

the development of a new pathology building in the ‘shared zone’ of the

campus (possibly funded by the private sector) to enable high-volume

diagnostics for multiple LHDs, with pneumatic tube connections to both

Westmead Hospital and The Westmead Childrens Hospital (possibly also

enabling consolidation of all pathology activity in one building).

develop a new central energy (tri-generation) facility to serve the adjacent

facilities with efficient power, heat and chilled water (possibly funded by

the private sector)


develop a new clinical services block over 10 storeys, reducing the overall

footprint of the hospital buildings and providing a new ED, procedural

centre (in two hubs), imaging, critical care and some inpatient

accommodation, linked to the existing ward blocks (A, B, C, D) that would

be reconfigured and retained

demolish part of block F and re-use the balance for outpatient services

expansion

3. Westmead Ambulatory, Womens and Infants - the remaining elements of

Westmead that would need expansion and reconfiguration are:

Develop new medical school in the research and education zone of the

campus, proximate to both hospitals (in partnership with the Universities)

Develop a the second tower of the hospital, for the balance of the

outpatient and inpatient capacity, enabling decanting from reconfigured

blocks A, B, C, D, which can be demolished

Expand Women and Infants facilities to the west of the existing building,

capitalising on the existing facilities (upgraded in proposed Block and Stack

optimisation) to create stand-alone facilities

Demolish the old inpatient blocks and create on-grade parking (to become

expansion/redevelopment space in the future)

Cumberland

Cumberland is a secondary and tertiary centre for mental health, and some facilities

are quaternary (Bunya).

Develop new, larger 20 bed MHICU adjacent to Riverview Unit

Expand Riverview Unit to have 8 short-stay assessment beds with capability to

take admissions via ambulance

Establish emergency power supply and second branch line for western

campus

Develop new office-style block for administrative, advisory and non-patient

contact functions on the site of the current MHICU, with under-storey parking,

and decant from current, dispersed buildings

Relocate all inpatient services from eastern campus to the western campus

(into education precinct, Admin Building and new community health building),

excluding the forensic (Bunya) unit and divest those buildings/site

Auburn Hospital Campus

The dialysis unit occupies a medical ward, but the growth in the aged population will

demand use of the medical ward and dialysis will need to relocate adjacent to the

new Community Hub.


Upgrade and expand the Blacktown Community Health Centre (included

above) to cater for the increasing demand

Upgrade the Merrylands Centre to be safer and more efficient

Develop a new Integrated Health Care Centre (IHCC) at Rouse Hill, involving :

Acquisition of a suitable site with provision for future expansion, given the

land releases and population projections


New building to accommodate primary care community health service

and other ambulatory services (eg renal dialysis).

Associated car parking and site works.

Potential Risks for Projects

The risks and issues for each project are contained in Appendix 2.

Project Definition Comment

It is understood by all parties that responsible planning demands that when a major

capital works project is undertaken that the horizon for which services are planned

will include forecasts for the future and should therefore include provision for growth.

It is therefore expected that for major projects, occupancy and commissioning will

occur incrementally over an extended period of time.

The ASP provides estimates of cost, as requested by NSW Health. The current NSW

Health approach to capital funding acknowledges the unreliability of early estimates

of costs and emphasises that the costs that should be accepted for a project are

those that flow from the scoping detail provided in the Project Definition Plan (PDP).

Notwithstanding this, each project has been considered in some detail and the

scope has been costed using brad rates from similar facilities. Specific allowances

have been made for site infrastructure and FFE/ICT and a contingency allowance of

25% has been added, in line with NSW Health Infrastructure guidance. Escalation to

the estimated midpoint of construction has been calculated at 3% per annum.

5.5 PRIVATE SECTOR OPPORTUNITIES

Six opportunities have been identified for potential partnership with the private

sector:

Westmead car park (in 2 stages) – a new multi-deck car park at the western

end of the campus

A new Pathology building that could be designed to provide public and

private pathology services, and also include the services for the Children’s

Hospital.

A new tri-generation (central) energy plant to service Westmead Hospital

The development of a new IHCC in Rouse Hill, that could have multiple tenants

and specialists offices/treatment spaces

The re-development of major sections of Cumberland Hospital east campus,

following consolidation onto the western campus

The redevelopment of the accommodation complex at Westmead, to deliver

some captive capacity, and considerable commercially available capacity.

Each of these should be assessed in detail, as they offer potentially efficient, value

for money developments with shared benefits to both sectors. Note that this list

includes ICPMR, which is transitioning to Pathology NSW, and the management of

that service may have differing views on how (and where for some functions) new

facilities should be procured.


5.6 PROPERTY DISPOSALS

There are no unused facilities that can be disposed, but the proposed projects

would free up considerable land on the Cumberland site and some nearby

community mental health buildings. These can be disposed of, following then

consolidation of services proposed in this ASP.


6 ASSET MANAGEMENT PLANS

6.1 CAPITAL INVESTMENT PLAN

The potential capital investment to bridge the gaps in the asset portfolio are

summarised in Section 5.4 and detailed in Appendix 2. There are 8 programs of

projects, or individual projects.

Each project was assessed and prioritised using the NSW Health CAPRI approach,

and the results are provided in Table 7, below. The Westmead Expansion and

Infrastructure program was ranked as the highest priority. The results were then

reviewed, and when the issue of risk was incorporated (patient and staff safety,

incidents, etc) a slight re-ordering resulted (refer to final column).

Table 7 - Project Prioritisation using CAPRI

Project Criteria Criteria

Results

Targ

ete

d S

erv

ice

Se

rvic

e

Re

alig

nm

en

t

Ac

ce

ss

Eff

icie

nc

y

Sta

te o

f R

ep

air

Fu

nc

tio

na

lity

Pre

limin

ary

Sc

ore

Pre

limin

ary

Ra

nk

Fin

al R

an

k

1. Westmead

Hospital Expansion

and Infrastructure

4 5 4 5 5 4 150 1 1

2. Blacktown Mt

Druitt Hospital

Stage 2 and

Community Health

5 5 4 5 2 3 133 3 2

3. Westmead

Hospital Clinical

Services Block

5 4 4 5 4 4 144 2 3

4. Rouse Hill

Integrated Health

Care Centre

4 5 5 4 1 1 111 6 4

5. Cumberland

Hospital Upgrade

and Consolidation

4 4 3 4 4 4 128 4 5

6. Westmead

Hospital Women

Infants and

Ambulatory Care

5 3 4 4 3 2 117 5 6

7. Merrylands

Community Health

Centre

Reconfiguration

3 3 3 3 2 3 94 7 7

8. Auburn Satellite

Renal Dialysis 3 3 3 3 2 2 89 8 8

Each Program has a number of elements (projects), as detailed in Schedules 2 and

3, that could allow staging, if funds were not available for the entire project. Where


critical or building infrastructure maintenance has been identified that would be

required as a result of the project, or where the works should be done in parallel, the

maintenance/infrastructure costs have been included in the project. Note that if the

project does not proceed, then the maintenance will need to be funded from other

sources. Conversely, if the maintenance in done independently of a project, then

the project budget should be able to be revised downward.

Once feedback is received on the probable scheduling of capital investment, more

detailed asset management planning can occur.

6.2 LOCALLY FUNDED INITIATIVES

The local funded initiatives are generally minor projects and repairs, maintenance

and replacement activities, and are listed in Schedule 4. The majority are

associated with replacing bio-medical engineering equipment, such as scanners

and linear accelerators. The ability to fund the initiatives is dependent on

competing need to invest in critical RMR, and hence some replacements roll-over

into subsequent years.

6.3 ASSET MAINTENANCE STRATEGIC PLAN

The majority of the hospital building structures throughout Western Sydney LHD are

over 35-40 years old. Some of these buildings date back to the 1900’s and are

currently protected by the Heritage Act. Many of the buildings on the Cumberland

campus are currently under-utilised, are plagued by asbestos, have lead paint

issues, and require extensive upkeep.

Traditionally asset maintenance has been undertaken by an in-house maintenance

team, which is primarily responsible for dealing with both preventative and reactive

maintenance. Typically, these maintenance tasks are carried out by a team of

skilled personnel, mainly dealing with short-term, urgent and straightforward

maintenance tasks. The more complex and specialised maintenance activities are

out-sourced, and major replacements (lifecycle maintenance) is contracted

separately.

The maintenance activities (and recurrent budget) are generally allocated to:

Statutory compliance, covering essential services, certification requirements

Repairs, maintenance & replacement of plant and equipment, including

preventative and reactive maintenance and building repairs

Maintenance of bio-medical equipment.

The Western Sydney LHD maintenance service has historically lacked a strategic

focus in the management of the assets. This is due, in part, to the budget constraints.

In the past year, maintenance expenditure has been in the order of $23M, of which

approximately $8M has been directed to reactive maintenance. This equates to a

ratio for reactive maintenance of 36.5%, compared to best industry practise target

of closer to 15%.

Given the approximate Asset Replacement Value for the District of $2.0B, the

historical budget allocation for maintenance has been approximately 1.2%. Ideally,

it should be in the order of 2-2.5%, as per industry standards and benchmarks in other

Australian states for health assets. This has led to there being insufficient injection of


resources to effectively maintain the assets and infrastructure, which over time has

increased the reactive maintenance ratio against planned maintenance.

Moving forward with the organisation’s strategic plan, the objective is to improve the

overall asset reliability and provide value for money in delivering asset management

which will incorporate:

Minimising the operational risk to Western Sydney LHD, and introduce better risk

controls that take into consideration the business goals

Reduce reactive maintenance costs, develop clearer protocols to minimise

unforseen risks

Improve maintenance standards, and develop procedures for reporting and

monitoring performance

Develop strategies for improving long term reliability of assets and infrastructure

Increase the use of technology measuring instruments to improve diagnostic

monitoring of asset condition

Develop proactive strategies to increase the service delivery effectiveness of

the assets including better forecasting of life-cycle costs

Benchmark against other LHDs for a standard reporting system.

6.4 ASSET DISPOSAL STRATEGIC PLAN

There are few assets that are surplus in the District, given the increasing population.

The recent expansion of mental health facilities at Nepean should lead, however, to

a consolidation of assets required at Cumberland and the proposed consolidation

project should lead to surplus assets on the eastern campus and the residential

streets adjacent to the site. The scale of this potential disposal is dependent on the

scale of the consolidation, but the relevant assets are listed in Schedule 6.

6.5 OFFICE ACCOMMODATION STRATEGIC PLAN

Western Sydney LHD office accommodation is generally in buildings within the health

campuses. Over time, some functions may need to vacate these buildings, such as

Finance, Planning at Westmead Block B Level 6, to make way for clinical functions.

This would be planned as part of the SPP/PDP process for the redevelopment of

Westmead, or the other relevant sites.


7 APPENDICES

Appendix Title

Appendix 1 Glossary of Terms

Appendix 2 Priority Project Profiles

Appendix 3 District Building Audit Results

Appendix 4 Westmead Department Audit Results


APPENDIX 1 – GLOSSARY OF TERMS

Term Description

AAMHT Acute access mental health team

AAU Acute adolescent unit

ACAT Aged care assessment teams

ADCF Aged day care facilities

AFU Adolescent & family unit

AHS Area health service

ARIA Access and remoteness index of Australia

ASP Asset Strategic Plan

BEAT Blacktown early access team

BM Benchmark

BPSD Behavioural & psychiatric symptoms associated with dementia

C&ACL Child & adolescent consultation liaison

C&AMHS Child and adolescent mental health services

CADE Confused and disabled elderly

CAMHS Child & adolescent mental health service

CCC Comprehensive Clinical Centre – co-location of treatment for chronic

patient groups

CFU Child & family unit

CHC Community health centres

CHIPS Community housing and infrastructure program

CMH Community mental health

ConnectFirst Service framework focussed on child and family health

D&A Drug and alcohol

DBMAS Dementia behavioural management and assessment services

D-STEP Diversion & subacute transition efficiency program

ED Emergency department

EPI Early psychiatric intervention

FTE Full time equivalent

GP General practice / practitioner

HACC Home and community care

HASI Housing and accommodation support initiative

HomeFirst Service framework focussed on care for older people and those with

chronic conditions

LGA Local government area

MH Mental health

MH-CCP Mental health clinical care and prevention service planning model

MHICU Mental health intensive care unit

MHN Mental health network (Sydney west)

MHT Mental health team

NGO Non government organisation

NEAT National Emergency Access Targets

OPERA Older persons evaluation, review & assessment


Term Description

OT Occupational Therapy

OTS Opioid treatment services

PC&CH (and PCCH) Primary care and community health

PECC Psychiatric emergency care centre

PIERS Prevention, early intervention recovery service

PITCCH Promoting integrated timely care in the community and hospital

SMHSOP Specialist mental health services for older people

SPCB Severe and persistently challenging behaviour

sqkm Square kilometres

sqm Square metre

SWAHS Sydney West Area Health Service, the predecessor of WSLHD

T-BASIS Transitional behavioural assessment specialist and intervention service


APPENDIX 2 – PRIORITY PROJECT PROFILES

No Project Title

1 Westmead Expansion and Infrastructure Improvement

2 Westmead Clinical Services Block Redevelopment (Stage 1)

3 Westmead Ambulatory, Women and Infants Redevelopment (Stage 2)

4 Cumberland Consolidation

5 Blacktown Mt Druitt Stage 2

6 Rouse Hill Integrated Health Care Centre

7 Merrylands Community Health Centre Upgrade

8 Auburn Renal Dialysis Expansion

Western Sydney LHD Asset Strategic Plan 2012-2022 40

1. WESTMEAD EXPANSION AND INFRASTRUCTURE IMPROVEMENT

Project Drivers

The drivers for the project are:

lack of capacity to meet increasing demand to 2021 (and beyond) in certain departments – 150

additional inpatient beds, 120 short-stay beds/spaces, 27 procedural rooms and clinic spaces

(ambulatory care and outpatients)

need for expansion into the existing, purpose-built intensive care and for additional HDU capacity on

the hot floor

clinical service disruption due to increasing building service failures – theatre gases, lifts, power,

hydraulics which present concerns for patient safety and an unsatisfactory level of operating risk

out-dated patient accommodation and interventional areas that are inconsistent with the Hospital’s

Principal Referral role

critical lack of car parking

opportunity to fit-out shell space and re-develop space becoming vacant (clinical sciences corridor) to

enable extension of comprehensive clinical centres to other specialites

ageing infrastructure and buildings – some blocks have potential for extended life, but other don’t

ageing CSSD equipment, poor layout and capacity constraints.

Scope and Areas

The campus needs major investment, and a three stage process is planned:

1. fit-out vacant space in buildings, and upgrade the associated infrastructure

2. Clinical Services Block Redevelopment (Stage 1)

3. Ambulatory, Women and Infants Redevelopment (Stage 2)

The first project involves partial implementation of the Blocking and Stacking Optimisation Study to address the

urgent issues, and assumes a new clinical services block would be developed within 5-10 years to replace the

Clinical Services Block (Block F and part of Block G). This project focuses on the first stage fit-out and upgrade

of the buildings that are structurally sound, in reasonable condition/compliance and capable of

reconfiguration:

vacant areas of A Block can be fitted out to enable the ICU expansion

areas of E Block can be fitted out or re-configured for co-location and expansion of ambulatory care

services for comprehensive clinical centre patients

Block B-D level 2 can be reconfigured into a comprehensive clinical centre for Respiratory Medicine

with 50% one or two bedded rooms, once Clinical Sciences are relocated to the new Westmead

Millennium Institute (construction 2012-2013)

plus minimal reconfiguration of Block F that has urgent capacity constraints:

moderate investment to overcome critical capacity constraints through the relocation of CSSD onto the

roof of Block F, the development of two hybrid theatres in the old CSSD space) and addressing critical

building services issues

development of additional Emergency short-stay capacity and new medical assessment unit near the

ED and relocation of ED Offices into a smaller medical records area

plus upgrading the power supply, medical gases, water/fire mains, pneumatic tube system, mechanical

systems and plant, and lifts that are well beyond their economic life and have performance issues.

The change in facilities can be summarised as:

Function or Facility Description Qty Areas Comments

Clinical FPU (No) ICU bed capacity 20 } Relocate Neuro HDU to Surgical



HDU and Inpatient bed capacity

Short-stay beds/place capacity

Theatres/delivery rooms/imaging

60

50

2

} 11804

}

1200

area

Reconfigure ED offices for MAU,

amb care

Clinical and non-

Clinical support:

CSSD expansion and relocation 1600 Relocation and upgrade

Infrastructure New car park

Power upgrade, hydraulic refit, new

lifts for Blocks A-E and one bank in

Block F

Schematic

Budget

Item and Cost Estimates Qty Rate

('000)

Amount

($M)

Comments

New Construction (incl fit out, services & structure)

Patient Services Areas

Support, Admin, Corporate Areas 1,952 4.2 $8.2

Reconfiguration and fit-out 10,204 3.0 $30.6

Site Works, Demolition, Infrastructure, Decanting $24.8 Power, lifts, water,

decanting



('000)

Amount

($M)

Comments

FF&FE and ICT 30% $11.6 Allowance for CSSD,

Imaging and INR

Sub-Total $75.3

Contingency 0.15 $11.3

Professional Fees $- Included in rates

Total ($2012) $86.6

Escalation to construction start + midpoint (per year) 3 0.03 $8.0

Total End Cost $94.6

Benefits

Achievement of capacity demand for patient accommodation to 2021

Achieves contemporary, efficient service models (comprehensive clinical centre) for patients with

chronic Respiratory conditions

Partial re-use of building assets in reasonable condition (Blocks A, B, C, D) and that should remain in a

future site re-development for at least 20 years

Addresses ongoing infrastructure failures in blocks with remaining life, leading to reduction in clinical

service disruption

Capitalises on vacant, and soon to be vacant ,space in A, B, D and E Blocks, enabling minimal

disruption during works

Reduces projected occupancy to acceptable levels in critical care and emergency areas

Stage 1 car park developed by private sector at no cost to government.

Issues and Risks

Description Assessment Proposed Management/Comment

Delay in reconfiguration timeframe beyond

decanting of Clinical Sciences Corridor will increase

disruption/costs

Medium Project timing should ensure the space remains

available and space not re-occupied

Delay in upgrading the infrastructure will lead to

increased disruption and risk to patients

High Project to be given high priority

Delay in investment in new Clinical Services Block will

continue severe stress on the theatre, day procedure

and imaging services leading to reduced patient

treatment capability

Extreme Clinical Services Block investment project to be

given high priority so it can be fully

implemented in 5-7 years

Detailed decanting planning is required to ensure

service continuity

Medium SPP/PDP to address the capacity

arrangements and the decanting

arrangements and confirm that Respiratory

and Sleep Medicine is the next CCC and how

to re-use the existing ward (B5)

Delay in implementing the new car park project Medium Undertake planning to identify best location

and capacity requirement, to confirm location

and potential commercial arrangements


2. WESTMEAD CLINICAL SERVICES BLOCK INVESTMENT

Project Drivers


Out-dated, non-compliant, inefficient pathology facilities

Out-dated and under-capacity interventional, emergency and imaging facilities

Building services, (mechanical, hydraulic plant and pneumatic and building control systems) nearing

end of life

Maintaining modern models of care and integrated training and research

Insufficient car parking

Scope and Areas

The Project would involve:

the acquisition of additional under-utilised land on the Marsden site (ADHC indicated plans to vacate)

for the expansion of the multi-storey car park (potentially funded and operated by the private sector)

the development of a new pathology building in the ‘shared zone’ of the campus (possibly funded by

the private sector) to enable high-volume diagnostics for multiple Districts, with pneumatic tube

connections to Westmead and the Childrens Hospital Westmead (possibly also enabling consolidation

of all pathology activity in one building).

develop a new central energy (tri-generation) facility to serve the adjacent facilities with efficient

power, heat and chilled water (possibly funded by the private sector)

develop a new clinical services block over 10 storeys, reducing the overall footprint of the hospital

buildings and providing a new ED, procedural centre (possibly in two hubs), imaging, critical care and

some inpatient accommodation (or oral health replacement), linked to the existing ward blocks (A, B,

C, D) that would be retained

demolish part of block F and re-use the balance for outpatient services expansion



Clinical FPU (No) Theatres and peri-op

ED, Imaging, short-stay

Cardiac, Geriatric, Gastro CCCs

Critical care

}

}71,000

}

}

Planned for future capacity and

focused on the procedural areas

and those currently most

constrained

Clinical and non-

Clinical support:

Pathology

Corporate services

9500

New building

Infrastructure Central energy

Car parking


Schematic

Budget


('000)

Amount

($M)

Comments


Patient Services Areas 80,500 $213.0

Support, Admin, Corporate Areas $107.4

Reconfiguration 18,314 3 $54.9

Site Works, Demolition, Infrastructure, Decanting $17.7 Water ring, tanks,

roof membranes,

pneumatic tube

FF&FE and ICT 22% $82.6 Estimate based on

peer projects

Sub-Total $475.6


Professional Fees 0 $- Included in rates

Total ($2012) $594.5




Benefits

Enables car park expansion (and private sector provision) without significant disruption and few barriers

to implementation

New Pathology site achieves contemporary service with high-volume capacity (and potential private

sector partner involvement) close to the three acute and mental health hospitals

New clinical services block avoids upgrade to ageing and inefficient interventional block and will

provide appropriate emergency, imaging, interventional and some patient accommodation facilities

for tertiary and quaternary care – both for patients and clinical staff with minimal disruption

Maintains use of four inpatient blocks (assumes reconfigured and upgraded within project)

Provides options for staging – final acute block could be done later (refer Stage 2) – once funds are

available

Blocks A and C can progressively be used for expanded outpatient, research or education activities

Overall strategy enables future development, and the new on-grade car park should be retained to

permit this

Issues and Risks

Description Risk Assessment Proposed Management/Comment

Lack of availability of total funding High Ongoing disruption/limitation on clinical

services.

Reduction in available funding High Consider additional staging, removing

general inpatient accommodation tower

(implications for overall capacity,

helicopter access etc)

Availability of Marsden site for car park Medium Commence discussions with ADHC for

inter-agency transfer and timing –

consider asset swap if necessary. Note

allowance for land acquisition is

separate.

Interest from the private sector to fund and operate

the car park

Low Undertake market sounding to confirm

any government contribution

Interest from the private sector in partnering to

reconfigure the pathology service, especially with the

advent of Pathology NSW

High Develop outline service brief and explore

market interest. Lack of interest would

require government funding. Relocation is

required for the major building works

Interest from the private sector in partnering to

develop a stand-alone tri-generation energy plan

Medium Prepare brief and undertake market

sounding

Future solution for Oral Health – services, education

and training

Medium Need to relocate the building to clear site

for the next stage of development

Major services lines impacts Low Undertake detailed survey of service runs

to identify any clashes or augmentation


3. WESTMEAD AMBULATORY, WOMEN AND INFANTS INVESTMENT

Project Drivers


Lack of funding for complete investment in one stage

Lack of capacity in Womens’ and Infants facilities and Ambulatory Care to meet projected demand

Limited ongoing economic life of inpatient blocks (following reconfiguration of B-D under the previous

expansion project) enables this staging, but they will reach end-of-life in about 2040

Ageing outpatient facilities and capacity

Scope and Areas

Develop new medical school in the research and education zone of the campus, proximate to both

hospitals (in partnership with the Universities)

Develop a the second tower of the hospital, for the balance of the outpatient and inpatient capacity,

enabling decanting from reconfigured blocks A, B, C, D, which can be demolished

Expand Women and Infants facilities to the west of the existing building, capitalising on the existing

facilities (upgraded in proposed Block and Stack optimisation) to create stand-alone facilities

Demolish the old inpatient blocks and create on-grade parking (to become expansion/redevelopment

space in the future)



Clinical FPU (No) Cancer, Neuro, Aged Care CCCs

General inpatient wards

Ambulatory care

}

}33,500

Clinical and non-

Clinical support:

Corporate services 9500

Infrastructure


Schematic

Budget


('000)

Amount

($M)

Comments


Patient Services Areas 52,460 $215.0

Support, Admin, Corporate Areas $75.8

Reconfiguration 0 $-

Site Works, Demolition, Infrastructure, Decanting $18.0

FF&FE and ICT 18% $38.7

Sub-Total $347.5


Professional Fees 0 $- Included in rates

Total ($2012) $434.4




Benefits

Provides the balance of the facilities required to meet the demand adjacent to the new clinical

services block, and also provides a link to the expanded Women and Infants block

Consolidates the Hospital on a smaller footprint, more in line with metropolitan facilities

Provides a street presence for the hospital, close to public transport

Provides on-grade parking area, for amenity and future expansion/re-development

Enables commercial development along Hawkesbury Rd (in line with masterplan)

Issues and Risks


Delay due to lack of funding High Ensure Stage 1 has sufficient scope to

maintain services and capacity for the

mid-term

Longevity of Women and Infants buildings Medium Monitor service demand and review

options to incorporate into the new

buildings

Decanting of Oral Health School High Review options for the best location of

the Dental School and ensure funding is

available for the relocation


4. CUMBERLAND CONSOLIDATION

Project Drivers


Achieve capacity requirement in MHICU and MH Assessment functions and replace unsafe, unfit for

purpose intensive care facilities

Improve service efficiencies and capacity and implement new models of care

Achieve fit for purpose acute ward facilities to deliver appropriate contemporary care and replace

infrastructure beyond economical repair.

Reduce excessive maintenance costs for old, inefficient heritage buildings and underutilized grounds

Establish zones on the campus for Mental Health services, Corporate functions and divestment

opportunities

Retain capacity to deliver corporate and mental health functions from eastern campus existing

buildings and implement campus wide parking revenue model (poor condition of parking is barrier).

Consolidate and reconfigure Mental Health services that are currently dispersed across the campus,

utilizing spare capacity arising from the repatriation of Nepean-Blue Mountains' residents

Lack of emergency power to the western campus and Bunya Forensic Unit, which is a security issue.

Scope and Areas

The project involves the staged consolidation and reconfiguration of mental health services, corporate

services and other services currently dispersed across the campus:

Develop new, larger 20 bed MHICU adjacent to Riverview Unit

Expand Riverview Unit to have 8 short-stay assessment beds with capability to take admissions via

ambulance

Reconfigure Hainsworth, Paringa and Riverview Units to deliver safe contemporary patient services

including line of sight supervision, new air conditioning, roofing and draining systems and retrofitting for

anti-ligature and keying functions

Establish emergency power supply and second branch line for western campus and emergency power

for Bunya Unit

Develop new office-style block for administrative, advisory and non-patient contact functions on the

site of the current MHICU, with under-storey parking, and decant from current, dispersed buildings

Relocate inpatient and outpatient mental health services from eastern campus to the western campus

(into education precinct, Admin Building and new community health building) or to western side of

eastern campus, excluding the forensic (Bunya) unit and divest those buildings/site

Achieve adequate building integrity for continued occupancy of each of the 15 retained buildings

(dating to early 1900’s) on eastern campus, replace earthenware draining systems, upgrading

electrical, structural, roofing and draining deficiencies and make internal reconfigurations for service

relocations.

Provide ground level parking spaces for additional 250 cars. Provide egress on site on road base

Total floor area of buildings is 16 598 m2. 54% of floor area is at 50% optimal integrity), 30% is very good

integrity i.e newly refurbished (not withstanding underground drainage services, 16% is

decommissioned/unfit for occupation.



Clinical FPU (No) MHICU

Short-stay assessment

Clinical programs

8

8

1200

1800

New facility

Expand current building, and

reconfigure



Clinical and non-

Clinical support:

Community health functions (work

skills, life skills, administration

3000 Office style building

Infrastructure Emergency power, roads, parking,

hydraulics, drainage

Schematic

Development Zones/Precincts:


Consolidation and reconfiguration:

Budget


('000)

Amount

($M)

Comments


Patient Services Areas 5,861 $4.00 $23.4 Average rate

Support, Admin, Corporate Areas $-

Reconfiguration 7,324 2.5 $18.3

Site Works, Demolition, Infrastructure, Decanting $5.0 hydraulics, power,

roads, lighting


Sub-Total $55.1


Professional Fees 0.1 $6.9

Total ($2012) $75.8



Note: proceeds from sale of properties on Fennel Street and New Street and the divestment zone may yield a

substantial contribution to the capital costs, which has not been taken into account

Benefits

Achieve project capacity in critical care and rapid assessment, leading to better patient outcomes


Improved service efficiency and space utilisation

Significant reduction in ongoing building and grounds maintenance costs

Maximise opportunities of parkland setting to support therapeutic outcomes

Use of emerging vacant facilities on western campus

Opportunity for parking revenue

Issues and Risks


Urban context of site and opportunities this presents

for future commercial/residential development

Consult with Parramatta Council on

development opportunities and prepare

DCP

Heritage significance of site / buildings

Medium This may reduce the land value and limit

future re-development

Lack of funding for consolidation or recognition of

ongoing maintenance impost

Medium Consider a priority project and prepare

business case that demonstrates the

economic and patient benefits


5. BLACKTOWN - MT DRUITT STAGE 2


Increase capacity to deliver projected service requirements to 2021

Lack of funding for total expansion project in one stage

Inadequate capacity, poor condition and functionality of current community health facilities

Scope and Areas


Blacktown campus

New building located to west of Stage 1 building for interventional and critical care, with direct

connections to Stage 1, including subterranean links at the lower levels, continuation of the pedestrian

hospital street and high level enclosed links

Reconfiguration of vacated space within levels 2, 3 & 4 of the existing hospital

Fit-out and commission Stage 1 shell space

Blacktown community health services

New building for community health services, including oral health, renal dialysis and secure parking

for pool vehicles

Reconfigure and expand oral health building for drug services

Mt Druitt campus

New building expansions for oral health, sub-acute rehabilitation (additional to stage 1) and non-

acute adult mental health services

Reconfigure existing areas for MRI and ambulatory care clinics

Reconfigure existing area for relocated staff offices



Clinical FPU (No) Blacktown campus

ED (incl. MAU, SSU, PECC and

satellite imaging)

Medical Imaging, Cath Labs,

Endoscopy

Operating theatres

Intensive care / HDU

Medical and Surgical IPU’s

Education and training

Ambulatory care medical day

stay, rapid assessment & AH

Women’s & Newborn precinct

Additional IPU beds and clinical

support areas

Blacktown community health

Community health services

Oral health

Regional Renal dialysis

Drug Health Services

Mt Druitt campus

Oral health expansion

Sub-acute rehabilitation

MRI

Ambulatory care clinics

6

20

10

1

10

}

}

}

}32,000

}

}

}

}

}17,500

}

}

1860

300

556

400

1,000

430

125

470

Includes area for satellite back of

house

Reconfiguration of existing levels 2,

3 & 4 and fit-out of Stage 1 shell

Clinical and non- Blacktown campus Included


Clinical support: Satellite back of house above

Infrastructure

Subterranean links to Stage 1

Roads

Car parking

Schematic

Blacktown Campus


Blacktown Campus – CHC

Mt Druitt Campus


Budget

Blacktown – Mt Druitt Hospital


('000)

Amount

($M)

Comments


Patient Services Areas - Blacktown 32000 5.0 $160.0

Patient Services Areas - Mt Druitt 2,794 3.5 $9.8

Reconfiguration $-

Blacktown 17500 2.0 $35.0

Mt Druitt 265 2.0 $0.5

Site Works, Demolition, Infrastructure, Decanting $2.0 Allowance


Sub-Total $248.4



Total ($2012) $341.5 42.4 Mt Druitt,

299.1 Blacktown



Blacktown Community Health


('000)

Amount

($M)

Comments


Patient Services Areas 3,069 3.0 $9.2

Support, Admin, Corporate Areas $-

Reconfiguration 300 1.5 $0.5 Drug Services into

expanded oral

health building

Site Works, Demolition, Infrastructure, Decanting $1.4 Incl secure parking

and landscaping


Sub-Total $13.0



Total ($2012) $17.9



Benefits

Provides balance of the facilities not provided in Stage 1 to achieve projected demand to 2021

Provides horizontal links into the new Stage 1 building

Re-use of building assets in reasonable condition

Provides consolidation and increased capacity for community health and other ambulatory services

Provides improved access to services


Issues and Risks


Delay in funding

Medium Ensure stage 1 provides capacity in short

term, for all services

Disruption to clinical services in Stage 1 while the

building is developed

Medium Provide suitable separation or treatment in

the design.

Decanting of community health services required for

construction of new facility

High Consider renting space for disrupted

services, or other CHC locations.

Alternatively, build on existing car park and

utilise car parking elsewhere on site during

construction.


6. ROUSE HILL INTEGRATED HEALTH CARE CENTRE

Project Drivers


Provide capacity to deliver projected service requirements to 2021 for integrated primary and

community care services (incorporating existing Health One services), including specialist outreach

services from hospital campuses and other ambulatory services, such as satellite renal dialysis,

pathology

Scope and Areas


Acquisition of a suitable site with provision for significant future expansion, given the land releases and

population projections

New building to accommodate the range of services

Associated car parking and site works

Project could be implemented with a private sector partner.



Clinical FPU (No) General Practice (Health One)

Multidisciplinary clinics

Chronic & aged care

Child, youth & family

Drug education

Sexual health

Satellite renal dialysis

Day surgery

Day therapy infusion

Diagnostic imaging

Pathology

Oral health

Satellite pharmacy

Clinical and non-

Clinical support:

Infrastructure:

Internal roads, services

infrastructure


Schematic

Budget


('000)

Amount

($M)

Comments


Patient Services Areas 12,261 3.5 $42.9

Land Cost $3.0

Refurbishment



('000)

Amount

($M)

Comments

Site Works, Demolition, Infrastructure, Decanting $3.0 Roads, carparking

and landscaping


Sub-Total $58.1



Total ($2012) $79.9



Benefits

Provides integrated primary and community care services to Rouse Hill, reducing the need to travel to

Westmead or Blacktown

Provides on-grade parking area, for amenity and future expansion/re-development

Issues and Risks


Need to secure a suitable site, while they are still

available in greenfield condition

High Seek separate allocation of funds to secure

the site

Purchase of too small a site would limit future

capacity needs

Medium Ensure site has capacity for future

expansion to meet future population

needs, possibly including surgery and

emergency department


7. MERRYLANDS COMMUNITY HEALTH CENTRE UPGRADE

Project Drivers


improve access for other service partners, both internal to WSLHD and external, to bookable clinical

space to increase the range of clinical services available;

provide more clinically appropriate and effective space for delivery of existing clinical services;

increase space available to enable the re-location and co-location of existing staff currently off-site.

Scope and Areas

The project involves the reconfiguration of the existing building to provide operational efficiencies, improved

access and improved safety. The building is structurally sound, in reasonable condition/compliance and

capable of reconfiguration.

Scope of work:

new lift to connect the basement carpark and levels 1 & 2

reconfiguration of levels 1 & 2

Services provided:

child and family services

complex aged and chronic care

multicultural health services

HealthOne

aged day services



Clinical FPU (No)

Reconfiguration only

Clinical and non-

Clinical support:

Infrastructure Lift 1


Schematic

Floor Plan – Level 2 (Level 1 similar)

Budget


('000)

Amount

($M)

Comments


Patient Services Areas $-

Support, Admin, Corporate Areas 1050 2 $1.6

Reconfiguration

Site Works, Demolition, Infrastructure, Decanting $0.2 New lift


Sub-Total $2.1



Total ($2012) $2.9


Total End Cost $3.1

Benefits

improved functionality and operational efficiencies providing increased capacity

improved safety – separation of staff and client contact areas

improved access

Issues and Risks


Potential difficulties with installation of new lift into

existing building fabric

High Undertake investigations and prepare

functional brief

Potential for reduction in basement car park capacity

with new lift installation

High Consider renting car spaces in adjacent

public car park

Disruption of services during reconfiguration High Consider renting space for disrupted

services, or other CHC locations


8. AUBURN SATELLITE RENAL DIALYSIS EXPANSION

Project Drivers


Need to occupy the medical ward expansion area in the Auburn Hospital, currently used temporarily by

the dialysis service, due to lack of funding for inclusion in the Auburn Community Hub project

Scope and Areas

Develop a new satellite dialysis unit as a ground floor extension of the Auburn Community Hub, resulting

in a loss of between 20 and 30 at-grade car spaces (assuming 25m2 per space) on the Auburn Hospital

campus (requiring alternative car parking provisions)



Clinical FPU (No) Renal Dialysis chairs 15

500

Clinical and non-

Clinical support:

Infrastructure

Car parking 25

To replace those lost

Schematic

The building design needs to be reviewed to confirm the location proposed in the Auburn Community Hub

project.

Budget


('000)

Amount

($M)

Comments


Patient Services Areas 481 $4.00 $1.9

Support, Admin, Corporate Areas

Reconfiguration

Site Works, Demolition, Infrastructure, Decanting $0.2


Sub-Total $2.5



Total ($2012) $3.4


Total End Cost $4.4

Benefits

Vacates medical word enabling accommodation for an additional 16 inpatients

Collocates the service with other, like services and enables sharing of infrastructure


Issues and Risks


Unclear how the Hub building might be modified to

accommodate the new unit

Medium Undertake preliminary investigation to

confirm scope and costs.


APPENDIX 3 – DISTRICT BUILDING AUDIT RESULTS

Asset Summary Report

Asset Code D201

Asset Name Auburn Hospital

Area Health Service Sydney West Area Health Service

Asset Auditor 1376

Role Delineation Level N/A

Asset Remarks

Date of Creation 14/02/2007

Audit Date

Issue No 1

Audit Status

Audit Remarks

New South Wales Health Printed: 22 Jun 2012 Page 1 of 64

Category: Building Compliance Weight: 0.35

Issue

Description / Remarks

Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

4 5 20 Buildings and services promote universal access to all members of the community. Planning and implementation of service access in accordance with Disability Services Act 1993 has occurred. Evidence of regular monitoring and rectification of accessibility issues.

Accessibility

4 5 20 Well documented element management plans which are consistently monitored and reviewed exist for this building and/or there is no evidence of asbetos in this building.

Asbestos

2 4 8 Relevant regulatory body mandatory compliance testing schedule up to date. Documentary evidence of routine testing and continuing program. Small risk of non-compliance.

Electrical

Services


Fire Services

2 5 10 Building is not heritage listed and is unlikely to be of heritage significance.

Heritage

2 5 10 Relevant regulatory body mandatory compliance testing schedule up to date. Documentary evidence of routine testing and continuing program. Recent external independent report on element compliance available. Very low risk of non-compliance.

Hydraulic

Services


Mechanical

Services

2 4 8 Relevant regulatory body mandatory compliance testing schedule up to date. Documentary evidence of routine testing and continuing program. Very low risk of non-compliance.

Transportation

Services

Category: Building Functionality Weight: 0.3

Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

12 4 48 Good, service delivery links with complementary activities are well established. Most support services are available approximately adjacent.

Adaptability

8 5 40 Extensive security measures in place including electronic and physical measures.

Security

Weighted Average AHS:Total: 88 23.5 26.4x = 88 0.3

Asset: Auburn Hospital Site: Auburn Hospital (Main Site) Building: Auburn Hospital

Report

Asset Summary

Building Code: Number of Floors: 4

Construction

Description:BCA Construction Type: Multi Storey (4 or more storeys)

Date Constructed (Years):

Total Replacement/Fair Value: $0

Building Age (Years):

Predominent BCA Class: Building Remarks:

Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):

T + E (%): Efficiency % (Net to Gross):

0

0

0

Category: Building Condition Weight: 0.35

Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

6 4 24 Performing to standard with limited capacity to expand for changing service delivery.

External Fabric


Roof

6 4 24 Performing to standard with limited capacity to expand for changing service delivery

Structure

Weighted Average AHS:Total: 80 25 28x = 80 0.35

Building Total: Building Average (Site): 87.3 Building Average (AHS): 74.5 87.3

Excellent 80 - 100Service Level Indicator: Inadequate 0 -19 Poor 20 - 39 Average 40 - 59 Good 60 - 79New South Wales Health Printed: 22 Jun 2012 Page 63 of 64


Asset Code D226

Asset Name Blacktown Hospital


Asset Auditor 1257


Asset Remarks


Audit Date

Issue No 1

Audit Status

Audit Remarks



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

4 3 12 Buildings and services support universal access to most members of the community. Access to some services requires measures in line with Disability Services Act 1993.

Accessibility

4 4 16 Element report exists which identifies issues which are recognised and subject to a management plan.

Asbestos


Electrical

Services

2 4 8 Relevant regulatory body mandatory compliance testing schedule up to date. Documentary evidence of routine testing and continuing program. Small risk of non-compliance. / Upgrade completed in 2011 to level 1 FIP

Fire Services


Heritage


Hydraulic

Services


Mechanical

Services


Transportation

Services



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

12 2 24 Poor, very limited capacity to modify building for other functions. Structural limitation to workflows between departments and other support entities. Future service provision hampered by travel, exposure to weather, lack of disability accessibility and public access.

Adaptability

8 3 24 Acceptable level of security provided and supported by the facility, such as screening where appropriate and some alarm mechanism.

Security


Asset: Blacktown Hospital Site: Blacktown Hospital Building: Administration Building

(Old Maternity Unit?) Report

Asset Summary


Construction

Description:BCA Construction Type: Low Rise (2 or 3 storeys)

Date Constructed (Years): 1960


Building Age (Years): 52


Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


1,960

0

1,960

0 100

Not to be assessed.


Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


External Fabric

8 3 24 Performing to minimum standard but exhibiting minor deterioration, minor upgrade required.

Roof


Structure





Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Accessibility


Asbestos


Electrical

Services


Fire Services


Heritage


Hydraulic

Services


Mechanical

Services


Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Adaptability

8 4 32 Extensive internal security measures but limited ability to monitor external threats/conditions.

Security


Asset: Blacktown Hospital Site: Blacktown Hospital Building: Blacktown Main Building

Report

Asset Summary

Building Code: BLH1 Number of Floors: 4

Construction

Description:

4 floor block and iron roof

BCA Construction Type: Multi Storey (4 or more storeys)


Total Replacement/Fair Value: $72,284,238


Predominent BCA Class: Class 9a Building Remarks:

Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


23,837

5,763

29,600

24 81

Measurement from CAD drawing.


Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

6 4 24 Performing to standard with limited capacity to expand for changing service delivery. / Facade rendering in progress due to risk of falling

External Fabric


Roof

6 5 30 Performing as intended and operating efficiently, capacity for expansion.

Structure





Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Accessibility


Asbestos


Electrical

Services


Fire Services


Heritage


Hydraulic

Services


Mechanical

Services


Transportation

Services



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

12 0 0Adaptability

8 0 0Security

Weighted Average AHS:Total: 24

Asset: Blacktown Hospital Site: Blacktown Hospital Building: Blacktown Medical

Library Report

Asset Summary


Construction

Description:BCA Construction Type:





Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


0

0

0

Not to be assessed


Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

6 0 0External Fabric

8 0 0Roof

6 0 0Structure





Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

4 4 16 Buildings and services promote universal access to members of the community. Planning of service access in accordance with Disability Services Act 1993 is being performed in line with a documented implementation plan.

Accessibility


Asbestos


Electrical

Services


Fire Services


Heritage


Hydraulic

Services


Mechanical

Services

2 0 0 n/aTransportation

Services



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Adaptability


Security


Asset: Blacktown Hospital Site: Blacktown Hospital Building: Bungarribbee House

Report

Asset Summary


Construction

Description:

Brick with iron roof

BCA Construction Type: Single Storey





Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


1,787

0

1,787

0 100

Measurement on site. T & E unknown.


Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


External Fabric


Roof

6 4 24 Performing to standard with limited capacity to expand for changing service delivery / sewer issues, some subsidance

Structure





Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Accessibility


Asbestos


Electrical

Services


Fire Services


Heritage


Hydraulic

Services


Mechanical

Services


Services



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

12 3 36 Average, most operational links are available with some restrictions to accessibility to support services, car parking, and the client base. / Standalone building

Adaptability


Security


Asset: Blacktown Hospital Site: Blacktown Hospital Building: Dental Clinic

Report

Asset Summary


Construction

Description:BCA Construction Type: Single Storey


Total Replacement/Fair Value: $668,304



Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


300

0

300

0 100



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


External Fabric


Roof


Structure





Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

4 2 8 Buildings and services limit universal access to all members of the community. Difficulty in access requires improvement measures in line with Disability Services Act 1993.

Accessibility


Asbestos


Electrical

Services


Fire Services


Heritage


Hydraulic

Services


Mechanical

Services


Services



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Adaptability


Security


Asset: Blacktown Hospital Site: Blacktown Hospital Building: Embark House

Report

Asset Summary


Construction

Description:

Brick and iron roof

BCA Construction Type:





Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


0

104

104

0

Sketch plan only. Not to scale. Area measurement not possible.


Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


External Fabric

8 2 16 Below acceptable standard, exhibiting defects or operating only with continual maintenance, nearing end of useful life.

Roof

6 2 12 Below acceptable standard, exhibiting defects or operating only with continual maintenance, nearing end of useful life. / major subsidance cracking

Structure





Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Accessibility


Asbestos


Electrical

Services


Fire Services


Heritage


Hydraulic

Services


Mechanical

Services


Services



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Adaptability


Security


Asset: Blacktown Hospital Site: Blacktown Hospital Building: Oncology Building

Report

Asset Summary


Construction

Description:







Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


406

0

406

0 100



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


External Fabric


Roof


Structure





Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Accessibility

4 3 12 No element report available. Some risk that Asbestos issues may affect this building.

Asbestos


Electrical

Services


Fire Services


Heritage


Hydraulic

Services


Mechanical

Services


Services



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Adaptability


Security


Asset: Blacktown Hospital Site: Blacktown Hospital Building: Renal Dialysis Building

Report

Asset Summary


Construction

Description:







Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


871

24

895

3 97



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


External Fabric


Roof

6 3 18 Performing to minimum standard but exhibiting minor deterioration, minor upgrade required. / subsidance cracks throughout

Structure





Asset Code NWM68

Asset Name Mt Druitt Hospital


Asset Auditor 1257


Asset Remarks


Audit Date 12/12/2006

Issue No 1

Audit Status

Audit Remarks



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Accessibility


Asbestos

2 2 4 Relevant regulatory body mandatory compliance testing schedule not up to date, little documentary evidence of routine testing. Significant risk of non-compliance. / Relevant regulatory body compliance testing up to date re TS-11. Significant non compliance

Electrical

Services


Fire Services


Heritage


Hydraulic

Services


Mechanical

Services

2 5 10 Recent external independent report on element compliance available and/or there is no evidence of transportation services being used in this building.

Transportation

Services


Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Adaptability

8 5 40 Extensive security measures in place including electronic and physical measures.

Security


Asset: Mt Druitt Hospital Site: Mt Druitt Hospital Building: Mt Druitt Hospital

Report

Asset Summary


Construction






Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


13,170

3,133

16,303

24 81

Measurement from image file in CAD drawing.


Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

6 3 18 Performing to minimum standard but exhibiting minor deterioration, minor upgrade required. / painting works required

External Fabric

8 3 24 Performing to minimum standard but exhibiting minor deterioration, minor upgrade required. / evidence of leaking, possible roof leaks

Roof


Structure





Asset Code NWM03

Asset Name Blacktown Community Health Centre


Asset Auditor 1257


Asset Remarks


Audit Date

Issue No 1

Audit Status

Audit Remarks



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Accessibility


Asbestos


Electrical

Services


Fire Services


Heritage

2 1 2 Relevant regulatory body mandatory compliance testing schedule not performed, no documentary evidence of routine testing. Extreme risk of non-compliance. / No flooding reported.

Hydraulic

Services

2 3 6 Relevant regulatory body mandatory compliance testing schedule not up to date. Documentary evidence of routine testing with planned rectification program to comply with compliance schedule. Some risk of non-compliance. / old a/c units

Mechanical

Services


Services



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Adaptability


Security


Asset: Blacktown Community

Health Centre

Site: Blacktown Community Health

Centre

Building: Blacktown Community

Health Centre - Unit 4 Report

Asset Summary


Construction

Description:

Brick and tile structure






Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


156

15

171

10 91

Measurement on site. Unit 4 offices. Under pinning of building just completed, some structural work still to be completed.


Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

6 3 18 Performing to minimum standard but exhibiting minor deterioration, minor upgrade required. / painting required

External Fabric

8 3 24 Performing to minimum standard but exhibiting minor deterioration, minor upgrade required. / tile repointing and stormwater upgrade required

Roof

6 2 12 Below acceptable standard, exhibiting defects or operating only with continual maintenance, nearing end of useful life. / under pinning of slab done. evidence of subsidence.

Structure


Building Total: Building Average (Site): 55 Building Average (AHS): 74.5 45.6



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Accessibility


Asbestos


Electrical

Services


Fire Services


Heritage


Hydraulic

Services

2 3 6 Relevant regulatory body mandatory compliance testing schedule not up to date. Documentary evidence of routine testing with planned rectification program to comply with compliance schedule. Some risk of non-compliance.

Mechanical

Services

2 0 0 N/ATransportation

Services



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

12 0 0Adaptability

8 0 0Security



Health Centre


Centre


Health Centre - Unit 6 Report

Asset Summary


Construction






Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


0

0

0


Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


8 0 0Roof

6 0 0Structure





Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Accessibility


Asbestos


Electrical

Services


Fire Services


Heritage

2 1 2 Relevant regulatory body mandatory compliance testing schedule not performed, no documentary evidence of routine testing. Extreme risk of non-compliance. / No major flooding reported.

Hydraulic

Services


Mechanical

Services


Services



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

12 3 36 Average, most operational links are available with some restrictions to accessibility to support services, car parking, and the client base.

Adaptability


Security



Health Centre


Centre


Health Centre- Unit 1 and 3 Report

Asset Summary


Construction

Description:

Brick and Tile Structure






Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


385

38

423

10 91

Measurement on site. Units 1 and 3 combined during previous extension, no unit 3 exists


Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

6 3 18 Performing to minimum standard but exhibiting minor deterioration, minor upgrade required. / painting and preventive maintenance required

External Fabric

8 3 24 Performing to minimum standard but exhibiting minor deterioration, minor upgrade required. / some repointing of tile roof required, gutters and downpipes need replacement

Roof


Structure





Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Accessibility


Asbestos


Electrical

Services


Fire Services


Heritage

2 1 2 Relevant regulatory body mandatory compliance testing schedule not performed, no documentary evidence of routine testing. Extreme risk of non-compliance. / Regular sewer problems, damaged mains pipes. no flooding reported.

Hydraulic

Services

2 3 6 Relevant regulatory body mandatory compliance testing schedule not up to date. Documentary evidence of routine testing with planned rectification program to comply with compliance schedule. Some risk of non-compliance. / old a/c plant

Mechanical

Services


Services



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Adaptability


Security



Health Centre


Centre


Health Centre- Unit 2 Report

Asset Summary


Construction

Description:

Brick and Tile






Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


156

6

162

4 96

Measurement on site.


Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

6 3 18 Performing to minimum standard but exhibiting minor deterioration, minor upgrade required. / painting required

External Fabric

8 2 16 Below acceptable standard, exhibiting defects or operating only with continual maintenance, nearing end of useful life. / repointing of tiles and stormwater upgrade required

Roof


Structure





Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Accessibility


Asbestos


Electrical

Services


Fire Services


Heritage


Hydraulic

Services

2 3 6 Relevant regulatory body mandatory compliance testing schedule not up to date. Documentary evidence of routine testing with planned rectification program to comply with compliance schedule. Some risk of non-compliance. / aged a/c units

Mechanical

Services


Services



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Adaptability


Security



Health Centre


Centre


Health Centre- Unit 5 Report

Asset Summary


Construction

Description:

Brick and Tile Structure






Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


328

18

346

5 95

Measurement on site. Unit 3 combined with unit 1. Units 5 & 6 have been assessed as Unit 3. Under pinning of slab just

completed, some works not yet complete.


Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

6 2 12 Below acceptable standard, exhibiting defects or operating only with continual maintenance, nearing end of useful life. / painting required

External Fabric

8 3 24 Performing to minimum standard but exhibiting minor deterioration, minor upgrade required. / tile repointing and stormwater required

Roof

6 2 12 Below acceptable standard, exhibiting defects or operating only with continual maintenance, nearing end of useful life.

Structure





Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Accessibility


Asbestos


Electrical

Services


Fire Services


Heritage


Hydraulic

Services


Mechanical

Services

2 0 0 N/ATransportation

Services



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

12 0 0Adaptability

8 0 0Security



Health Centre


Centre


Health Centre- Unit 7 (Methadone

Unit)Report

Asset Summary


Construction






Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


0

0

0

Not to be assessed.


Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


8 0 0Roof

6 0 0Structure





Asset Code NWM66

Asset Name Holroyd Community Health Centre


Asset Auditor 1257


Asset Remarks



Issue No 1

Audit Status

Audit Remarks



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

4 2 8 Buildings and services limit universal access to all members of the community. Difficulty in access requires improvement measures in line with Disability Services Act 1993. / Building has underground carpark and two levels - does not have an elevator.

Accessibility


Asbestos

2 4 8 Relevant regulatory body mandatory compliance testing schedule up to date. Documentary evidence of routine testing and continuing program. Small risk of non-compliance. / No RCDs.

Electrical

Services

2 4 8 Relevant regulatory body mandatory compliance testing schedule up to date. Documentary evidence of routine testing and continuing program. Small risk of non-compliance. / Updated external independent report to be obtained. Installed fire detection & prevention devices regularly tested.

Fire Services


Heritage

2 4 8 Relevant regulatory body mandatory compliance testing schedule up to date. Documentary evidence of routine testing and continuing program. Small risk of non-compliance. / TMVs tested 6 monthly.

Hydraulic

Services

2 3 6 Relevant regulatory body mandatory compliance testing schedule not up to date. Documentary evidence of routine testing with planned rectification program to comply with compliance schedule. Some risk of non-compliance. / Maintenance program in place, hower A/C plant (1977) is at end of life.

Mechanical

Services


Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

12 3 36 Average, most operational links are available with some restrictions to accessibility to support services, car parking, and the client base. / unchanged

Adaptability

8 2 16 Controlled entry to the building but no alarm mechanisms in place. / Some controls in place eg. security screen, access control door. Further separation of clinical and staff areas required.

Security


Asset: Holroyd Community Health

Centre

Site: Holroyd Community Health

Centre

Building: Merrylands Community

Health Centre Report

Asset Summary


Construction






Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


1,622

74

1,696

5 96

Measurement from evacuation plan. Not to scale.


Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title

6 3 18 Performing to minimum standard but exhibiting minor deterioration, minor upgrade required. / unchanged

External Fabric

8 3 24 Performing to minimum standard but exhibiting minor deterioration, minor upgrade required. / Water proofing membrane requires re-treating.

Roof

6 3 18 Performing to minimum standard but exhibiting minor deterioration, minor upgrade required. / Water seepage into below ground carpark (likely due to poor drainage).

Structure





Asset Code RHCHC

Asset Name Rouse Hill Community Health Centre


Asset Auditor 1


Asset Remarks



Issue No 1

Audit Status

Audit Remarks



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Accessibility


Asbestos


Electrical

Services


Fire Services


Heritage


Hydraulic

Services


Mechanical

Services

2 0 0 n/a. Building complex elevator is not part of leased premises.

Transportation

Services



Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


Adaptability


Security


Asset: Rouse Hill Community

Health Centre

Site: Rouse Hill Community Health

Centre

Building: Rouse Hill Community

Health Centre Report

Asset Summary

Building Code: Number of Floors:

Construction

Description:BCA Construction Type:





Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


0

1

1

0


Issue


Issue

Scor

Issue

Ratin

Issue

Weigh

Issue Title


External Fabric


Roof


Structure





Asset Code D224

Asset Name Westmead Hospital


Asset Auditor 1257


Asset Remarks



Issue No 1

Audit Status

Audit Remarks



Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title

4 3 12 Buildings and services support universal access to most

members of the community. Access to some services

requires measures in line with Disability Services Act

1993.

Accessibility

4 2 8 Building constructed between 1975 and 1990, no element

report available. Significant risk that Asbestos issues may

affect this building. / Post 1975 - Built 1977. Floor tiles

50% asbestos. 70% Fire doors Asbestos.

Asbestos

2 4 8 Relevant regulatory body mandatory compliance testing

schedule up to date. Documentary evidence of routine

testing and continuing program. Small risk of

non-compliance. / Some electrical switchboards don't

meet current standards and cannot be retro-fitted.

Electrical

Services




non-compliance.

Fire Services

2 5 10 Building is not heritage listed and is unlikely to be of

heritage significance.

Heritage




non-compliance. / No filters on drinking water in Admin

area. Public drinking bubblers have no filters also. Staff

are boiling water and cooling in fridges as an intrim

solution.

Hydraulic

Services


schedule not up to date, little documentary evidence of

routine testing. Significant risk of non-compliance. / Air

conditioning designed in 1977 and unable to support

current internal extensions that include new technologies

that rely on air conditioning for cooling. External vents are

allowing smoke to enter internal departments.

Mechanical

Services


Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title

12 3 36 Average, most operational links are available with some

restrictions to accessibility to support services, car

parking, and the client base.

Adaptability

8 3 24 Acceptable level of security provided and supported by the

facility, such as screening where appropriate and some

alarm mechanism.

Security


Asset: Westmead Hospital Site: Westmead Hospital Building: Dental

Report

Asset Summary

Building Code: Block 4 Number of Floors: 3

Construction






Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


13,103

3,004

16,107

23 81


Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title

6 2 12 Below acceptable standard, exhibiting defects or

operating only with continual maintenance, nearing end of

useful life. / Need refurbishment

External Fabric



useful life. / External eaves in Dental are all 10m

asbestos. Bird Entry problem on roof level that are entering

into departments and lice are dropping through the ceiling.

Roof

6 5 30 Performing as intended and operating efficiently, capacity

for expansion.

Structure





Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title

4 4 16 Buildings and services promote universal access to

members of the community. Planning of service access in

accordance with Disability Services Act 1993 is being

performed in line with a documented implementation plan.

Accessibility

4 5 20 Well documented element management plans which are

consistently monitored and reviewed exist for this building

and/or there is no evidence of asbetos in this building.

Asbestos




non-compliance.

Electrical

Services



testing and continuing program. Recent external

independent report on element compliance available. Very

low risk of non-compliance.

Fire Services



Heritage






Hydraulic

Services






Mechanical

Services

2 5 10 Recent external independent report on element

compliance available and/or there is no evidence of

transportation services being used in this building.

Transportation

Services



Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title

12 4 48 Good, service delivery links with complementary

activities are well established. Most support services are

available approximately adjacent.

Adaptability

8 4 32 Extensive internal security measures but limited ability to

monitor external threats/conditions.

Security


Asset: Westmead Hospital Site: Westmead Hospital Building: E Block

Report

Asset Summary


Construction






Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


9,616

1,339

10,955

14 88

Measured from CAD.


Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title


for expansion.

External Fabric

8 4 32 Performing to standard with limited capacity to expand for

changing service delivery. / Overall roof is in good

condition, however some departments and stairwells have

leaking during heavy rain.

Roof


for expansion.

Structure





Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title




1993.

Accessibility



affect this building. / Approx 50 to 60% of floor tiles in

some areas are 300 x 300 mm containing asbestos

showing cracking, later damaged & lifting due to wear and

tear. A number of Fire Doors are filled with asbestos filling

Asbestos



routine testing. Significant risk of non-compliance. /

Multiple changes to this buildings electricity has reached

its capacity. Also with the 15 million dollar upgrade on

laboratory equipment this will impact heavily on the

existing supply.

Electrical

Services






Fire Services



Heritage




non-compliance.

Hydraulic

Services



routine testing. Significant risk of non-compliance. / With

multiple modifications over the years to the existing

internal structure, planning was not taken into

consideration for the upgrade of the air conditioning and as

such has impacted heavily on existing system and has

now reached full capacity.

Mechanical

Services


Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title

12 1 12 Very poor, purpose built for one function. Extensive

refurbishment/rebuild required to adapt to new function. /

No longer compliant with NATA standards (National

Association of Testing Authorities)

Adaptability

8 1 8 Poor level of demonstrated building security, both active

and passive e.g. Undetected entry to the facility possible

through unlocked exits. / Building is under ASIO watch.

Compliance is substandard for this level of security.

Access after- hours is also a high risk as the doors are not

securing when closing. There are no strict guidelines of

who enters the building.

On ground level the Central Energy (generator room) is not

secure. No alarms, No secure doors. The perimeter

security is non-existing.

Security


Asset: Westmead Hospital Site: Westmead Hospital Building: ICPMR

Report

Asset Summary

Building Code: Block 7 Number of Floors: 3

Construction






Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


11,961

4,572

16,533

38 72

Measured from CAD.


Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title



useful life. / The external eaves which are 37 years old

and are 10 mm asbestos are cracking and falling out of the

roof. Double glazed windows are breaking down

continually. The company that supplied the parts have

liquidated. Parts are now being sourced internally.

External Fabric



useful life. / Roof requires continues maintenance. 40%

water damage to level 3 of ICPMR. Required a full

refurbishment to comply.

Roof


changing service delivery

Structure





Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title




1993.

Accessibility



affect this building. / Approx 50 to 60% of floor tiles in

some areas are 300 x 300 mm containing asbestos

showing cracking, later damaged & lifting due to wear and

tear. A number of Fire Doors are filled with asbestos filling

Asbestos


schedule not up to date. Documentary evidence of routine

testing with planned rectification program to comply with

compliance schedule. Some risk of non-compliance. /

Multiple changes to the Main Buildings electricity has

reached its capacity

Electrical

Services




non-compliance.

Fire Services



Heritage




non-compliance.

Hydraulic

Services



routine testing. Significant risk of non-compliance. / With

multiple modifications over the years to the existing

internal structure, planning was not taken into

consideration for the upgrade of the air conditioning and as

such has impacted heavily on existing system and has

now reached full capacity.

Mechanical

Services


Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title

12 3 36 Average, most operational links are available with some

restrictions to accessibility to support services, car

parking, and the client base.

Adaptability

8 2 16 Controlled entry to the building but no alarm mechanisms

in place. / Westmead is not purpose built to adequately

secure the perimeter due to its expansion. Man power is a

critical component of this. CCTV is located only at critical

areas such as ED, ICU, Boom gates and pay stations.

Security


Asset: Westmead Hospital Site: Westmead Hospital Building: Main Block

Report

Asset Summary

Building Code: No 1 Number of Floors:

Construction






Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


58,024

14,336

72,360

25 80


Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title

6 3 18 Performing to minimum standard but exhibiting minor

deterioration, minor upgrade required.

External Fabric



useful life. / Roof requires continues maintenance. 40%

water damage to level 3 of ICPMR. Required a full

refurbishment to comply this also included the Main

Building. e.g.Operating Suite, Dental.

Roof



Structure





Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title




1993.

Accessibility

4 4 16 Element report exists which identifies issues which are

recognised and subject to a management plan.

Asbestos





Water leaking from electrical room

Electrical

Services






Fire Services



Heritage





Roof drainage inadequate in storms. Leaking inside of

offices. Heavy rain evedents - flooding into building,

drainage at main entrance area.

Hydraulic

Services




compliance schedule. Some risk of non-compliance. / Air

conditioning is either hot or cold in areas.

Mechanical

Services



transportation services being used in this building. / None

Transportation

Services



Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title




Adaptability

8 4 32 Extensive internal security measures but limited ability to

monitor external threats/conditions.

Security


Asset: Westmead Hospital Site: Westmead Hospital Building: Redbank House

Report

Asset Summary

Building Code: No 3 Number of Floors: 1

Construction






Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


4,633

11

4,644

0 100

Measurement from evacuation plans in CAD.


Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title



useful life. / Facias broken and rotted away in areas due to

over flow of room gutterings. Inadequate stormwater

systems

External Fabric


deterioration, minor upgrade required. / Penitrations in roof

have been installed but not sealed properly.

Roof



Structure





Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title





Accessibility




Asbestos




non-compliance.

Electrical

Services






Fire Services



Heritage




non-compliance.

Hydraulic

Services




non-compliance.

Mechanical

Services




Transportation

Services



Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title




Adaptability

8 5 40 Extensive security measures in place including electronic

and physical measures.

Security


Asset: Westmead Hospital Site: Westmead Hospital Building: Westmead Hospital -

Millenium Institute Report

Asset Summary

Building Code: No 31 Number of Floors: 3

Construction

Description:

precast concrete with iron roof

BCA Construction Type: Low Rise (2 or 3 storeys)





Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


3,462

221

3,683

6 94

Measured from CAD.


Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title


for expansion.

External Fabric


changing service delivery.

Roof


for expansion.

Structure





Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title





Accessibility




Asbestos




non-compliance. / curcuit problems in hanger

Electrical

Services






Fire Services



Heritage




non-compliance.

Hydraulic

Services




non-compliance.

Mechanical

Services




Transportation

Services



Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title

12 5 60 Very good, service delivery, support services and access

are fully integrated.

Adaptability

8 5 40 Extensive security measures in place including electronic

and physical measures.

Security


Asset: Westmead Hospital Site: Westmead Hospital Building: Westmead NETS Building

Report

Asset Summary


Construction






Nett Bldg (m2):

T + E (m2):

Gross Bldg (m2):


1,316

128

1,444

10 91

Measured from CAD. 4 story building, plant room on 1st floor, admin on 2nd and 3rd, accomodation on 3rd, hanger on 4th


Issue


Issue

Score

Issue

Rating

Issue

Weight

Issue Title


deterioration, minor upgrade required. / Rubbers falling out

of windows

External Fabric


changing service delivery.

Roof



Structure





APPENDIX 4 – WESTMEAD DEPARTMENT AUDIT RESULTS

WSLHD ASP 2012

Westmead Hospital Asset Audit Results - Departments

Building Department Condition Functional

Relationships

Total for

Department

Dental Academic Research Unit 80.0 60.0 67.5

Administration Unit 80.0 60.0 67.5

Central Sterile Supply Unit 70.0 60.0 63.8

Clinical Information Unit 55.0 60.0 58.1

Clinical Research Unit 20.0 20.0 20.0

Commercial / Retail Unit 100.0 60.0 75.0

Day Procedure Unit 40.0 60.0 52.5

Education & Training Unit 60.0 60.0 60.0

Information Technology Services Unit 80.0 60.0 67.5

Main Entrance Unit 75.0 60.0 65.6

Medical Imaging Unit - General 40.0 60.0 52.5

Oral Health Unit (including mobile dental unit) 45.0 60.0 54.4

Pathology Unit 40.0 60.0 52.5

Rehabilitation Unit and/or Allied Health Unit 60.0 60.0 60.0

Staff Amenities Unit 45.0 60.0 54.4

Supply Unit 50.0 60.0 56.3

E Block Administration Unit 80.0 90.0 86.3

Ambulatory Care Unit 55.0 80.0 70.6



Intensive Care Unit - General 75.0 60.0 65.6




Vacant 20.0 20.0 20.0

ICPMR Administration Unit 40.0 40.0 40.0

Bio-Medical Engineering Unit 40.0 40.0 40.0


Mortuary Unit 65.0 60.0 61.9


Main Block Administration Unit 100.0 80.0 87.5

Adult Mental Health Acute Inpatient Unit (including PICU)75.0 100.0 90.6

Ambulatory Care Unit 100.0 100.0 100.0

Ambulatory Mental Health Unit 55.0 60.0 58.1

Cardiac Catheterisation Unit 75.0 60.0 65.6

Catering Unit 55.0 100.0 83.1

Central Sterile Supply Unit 80.0 60.0 67.5

Cleaning / Houskeeping Unit 50.0 60.0 56.3



Coronary Care Unit 60.0 60.0 60.0

Day Procedure Unit 80.0 60.0 67.5


Emergency Unit 50.0 60.0 56.3

Engineering & Maintenance Unit 60.0 80.0 72.5

General Practice Clinic 80.0 60.0 67.5

Information Technology Services Unit 60.0 60.0 60.0

Inpatient Accommodation Unit 80.0 70.0 73.8

Integrated Primary Health & Community Care Services Unit80.0 80.0 80.0

Intensive Care Unit - General 60.0 60.0 60.0

Intensive Care Unit - Neonatal / Special Care Nursery80.0 60.0 67.5

Laundry / Linen Handling Unit 60.0 80.0 72.5

Main Entrance Unit 80.0 80.0 80.0

Maternity Unit 80.0 60.0 67.5


Nuclear Medicine Unit 55.0 60.0 58.1

Operating Unit 80.0 60.0 67.5

Palliative Care Unit 55.0 60.0 58.1

Pharmacy Unit 80.0 60.0 67.5

Radiotherapy Unit 80.0 60.0 67.5


Renal Dialysis Unit 80.0 60.0 67.5

Security Services Unit 50.0 40.0 43.8


Supply Unit 65.0 80.0 74.4

Waste Management Unit 70.0 80.0 76.3

Building Department Condition Functional

Relationships

Total for

Department

Redbank House Administration Unit 55.0 70.0 64.4

Ambulatory Mental Health Unit 65.0 70.0 68.1

Catering Unit 60.0 70.0 66.3

Child & Adolescent Mental Health Unit 60.0 70.0 66.3

Paediatric / Adolescent Unit 65.0 70.0 68.1

Vacant 55.0 70.0 64.4

Westmead Millenium Institute Administration Unit 80.0 100.0 92.5


Westmead NETS Building Accommodation Unit 65.0 80.0 74.4

Administration Unit 75.0 80.0 78.1

Engineering & Maintenance Unit 65.0 60.0 61.9

Note

The 'Total for Department' (Column E) has been amended to provide a score out of 100. During the audit, one category with a

weighting of 20% was not scored. As such, the scores shown in the HBFS Database are 20% lower than these scores.


8 ASSET STRATEGIC PLAN SCHEDULES

Schedule Title

Schedule 1 Asset Portfolio Summary

Schedule 2 Gap Analysis and Proposed Asset Actions

Schedule 3 Capital investment Plan

Schedule 4 Locally Funded Initiatives

Schedule 5a Summary of Critical Maintenance Issues

Schedule 5b Annual Planned Maintenance Expenditure

(Capital/Recurrent

Schedule 6 Asset Disposal Strategic Plan

Schedule 6a GAMC Surplus Property Checklist (Strategic Properties

>3m)

Schedule 6b GAMC Surplus Property Checklist (Non-Strategic

Properties <3m)

Schedule 7 Office Accommodation Strategic Plan

Asset Group Facility Classification Asset Name/Description Site/Building Name ID/Code Conditon Functionality Compliance AverageWSLHD

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital 28 Railway Pde, Westmead 759 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Acacia House WM11 476 812 1997 15 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Animal Enclosure 93 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Brain Injury Unit WM24 9,753 1977 35 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Casuarina Lodge WM25 1,296 1989 23 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Child Care Centre WM15 889 1990 22 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Club House/Oval WM22 450 1984 28 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Coroners Court WM36 765 1977 35 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Demountable building allied health 726 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Dental Block 4 13,534 81,204 1970 42 58.0 60.0 62.0 60.0

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital E Block 0 11,002 66,012 2006 6 92.0 80.0 94.0 88.7

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Ex boiler House 1,847 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Grevillea Cottage (Value of Buildings Grevillea and NETS cottage) WM21 912 1985 27 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital ICPMR Block 7 11,961 95,688 1970 42 52.0 20.0 60.0 44.0

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Main Block (A, B, C, D, F, G, H) WM01 91,764 917,640 1970 42 58.0 60.0 60.0 59.3

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Marion Villa 0 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Multi Storey Car Park 21,787 2002 10 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Redbank House No 3 4,633 6,835 1970 42 60.0 80.0 76.0 72.0

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital School of Dental Therapy 4,802 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Service building WM02 4,422 1977 35 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Shedding Gardners etc WM18 205 1977 35 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Supply Services WM13 0 1977 35 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Switch Room WM14 635 1997 15 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Vavarium WM20 1,163 1997 15 -

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Westmead Hospital - Millenium Institute No 31 3,462 21,791 2000 12 92.0 88.0 90.0 90.0

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Westmead NETS Building 0 1,316 7,623 2002 10 74.0 100.0 90.0 88.0

Principal Referral Hospital A1a - Principlal Referral Westmead Hospital Westmead Residential Complex 46,913 -

Major Hospital BM - Major Metropolitan Auburn Hospital Auburn Hospital 0 25,689 145,600 2010 2 80.0 88.0 94.0 87.3Major Hospital BM - Major Metropolitan Blacktown Hospital Administration Building (Old Maternity Unit?) 0 1,960 14,308 1960 52 72.0 48.0 78.0 66.0Major Hospital BM - Major Metropolitan Blacktown Hospital Blacktown Main Building BLH1 23,837 119,185 1999 13 86.0 80.0 100.0 88.7Major Hospital BM - Major Metropolitan Blacktown Hospital Blacktown Medical Archive x2 (? Portable Buildings x2) BLH08-

09

203 1990 22 -

Major Hospital BM - Major Metropolitan Blacktown Hospital Blacktown Medical Library 0 0 0 20.0 20.0 78.0 39.3

Value

($'000)

Age

(Years)

SCHEDULE 1: ASSET PORTFOLIO SUMMARYBuilt

(Year)

Asset Audit Average ScoresArea

(m2)

WSLHD Asset/Facility Details

P:\Projects\82112 - WSLHD - Asset Strategic Plan\5.0 Reports and Presentations\5.1 Reports\2012 ASP WSLHD Schedules - June 12 v1.2 (1 Asset Portfolio) Printed: 3/07/2012, 12:23 PM (Page 1 of 20)

Asset Group Facility Classification Asset Name/Description Site/Building Name ID/Code Conditon Functionality Compliance AverageValue

($'000)

Age

(Years)

Built

(Year)


(m2)


Major Hospital BM - Major Metropolitan Blacktown Hospital Bungarribbee House BLH5 1,787 7,965 1991 21 80.0 80.0 84.0 81.3Major Hospital BM - Major Metropolitan Blacktown Hospital Childcare Centre 727 -Major Hospital BM - Major Metropolitan Blacktown Hospital Dental Clinic BLH17 300 829 100.0 60.0 76.0 78.7Major Hospital BM - Major Metropolitan Blacktown Hospital Embark House BLH4 0 3,256 1972 40 46.0 80.0 70.0 65.3Major Hospital BM - Major Metropolitan Blacktown Hospital Maddies Cottage BLH10 250 1990 22 -Major Hospital BM - Major Metropolitan Blacktown Hospital Marcel Cottage 91 -Major Hospital BM - Major Metropolitan Blacktown Hospital Non Denominational Chapel BLH16 127 1986 26 -Major Hospital BM - Major Metropolitan Blacktown Hospital Oncology Building BLH7 406 1,386 1997 15 80.0 80.0 86.0 82.0Major Hospital BM - Major Metropolitan Blacktown Hospital Renal Dialysis Building BLH06 871 2,045 1962 50 66.0 80.0 76.0 74.0Major Hospital BM - Major Metropolitan Blacktown Hospital RMO's Quarters BLH03 690 1974 38 -Mental Health F1 Psychiatric Properties Cumberland Hospital 01 - Banksia Cottages 134 5,749 1990 22 94.0 92.0 58.0 81.3Mental Health F1 Psychiatric Properties Cumberland Hospital 02 - Staff Cottages 117 410 1990 22 74.0 92.0 70.0 78.7Mental Health F1 Psychiatric Properties Cumberland Hospital 03 - Banksia Cottages 134 469 1990 22 54.0 80.0 72.0 68.7Mental Health F1 Psychiatric Properties Cumberland Hospital 04 - Jarrah Cottages 134 469 94.0 92.0 78.0 88.0Mental Health F1 Psychiatric Properties Cumberland Hospital 05 - Banksia Cottages 134 469 80.0 92.0 68.0 80.0Mental Health F1 Psychiatric Properties Cumberland Hospital 06 - Jarrah Cottages 134 469 94.0 92.0 68.0 84.7Mental Health F1 Psychiatric Properties Cumberland Hospital 07 - Banksia Cottages 134 469 60.0 92.0 80.0 77.3Mental Health F1 Psychiatric Properties Cumberland Hospital 08 - Jarrah Cottages 134 469 40.0 80.0 66.0 62.0Mental Health F1 Psychiatric Properties Cumberland Hospital 09 - Banksia Cottages 134 469 94.0 92.0 78.0 88.0Mental Health F1 Psychiatric Properties Cumberland Hospital 10 - Jarrah Cottages 134 469 94.0 92.0 62.0 82.7Mental Health F1 Psychiatric Properties Cumberland Hospital 100 - Woodyard & Various Buildings CU100 620 1,029 -Mental Health F1 Psychiatric Properties Cumberland Hospital 101-105 - Institute of Psychiatry CU101-

4

2,896 38,055 1920 92 80.0 80.0 60.0 73.3

Mental Health F1 Psychiatric Properties Cumberland Hospital 106,107,109 - SWAHS Information Technology CU106,

7,10

3,014 42,491 1900 112 72.0 72.0 60.0 68.0

Mental Health F1 Psychiatric Properties Cumberland Hospital 108 - Storage Shed CU108 266 1833 179 -Mental Health F1 Psychiatric Properties Cumberland Hospital 11 - Waratah Cottages 134 0 60.0 80.0 70.0 70.0Mental Health F1 Psychiatric Properties Cumberland Hospital 111 - Statewide Credit Union CU110 362 3,585 1920 92 74.0 76.0 62.0 70.7Mental Health F1 Psychiatric Properties Cumberland Hospital 112 - Mental Health Offices CU111 590 3,312 1895 117 58.0 68.0 56.0 60.7Mental Health F1 Psychiatric Properties Cumberland Hospital 113 - Public Toilet Block CU113 0 1894 118 -Mental Health F1 Psychiatric Properties Cumberland Hospital 12 - Willow Cottages 134 469 60.0 80.0 66.0 68.7Mental Health F1 Psychiatric Properties Cumberland Hospital 13 - Waratah Cottages 134 469 60.0 68.0 66.0 64.7Mental Health F1 Psychiatric Properties Cumberland Hospital 14 - Willow Cottages 134 469 60.0 80.0 74.0 71.3Mental Health F1 Psychiatric Properties Cumberland Hospital 15 - Waratah Cottages 134 469 94.0 88.0 78.0 86.7Mental Health F1 Psychiatric Properties Cumberland Hospital 16 - Willow Cottages 134 469 60.0 80.0 68.0 69.3Mental Health F1 Psychiatric Properties Cumberland Hospital 17 - Waratah Cottages 134 469 60.0 80.0 74.0 71.3Mental Health F1 Psychiatric Properties Cumberland Hospital 18 - Staff Cottages 117 410 60.0 92.0 72.0 74.7Mental Health F1 Psychiatric Properties Cumberland Hospital 19 - Waratah Cottages 134 469 60.0 92.0 72.0 74.7Mental Health F1 Psychiatric Properties Cumberland Hospital 20 - Willow Cottages 134 469 60.0 92.0 72.0 74.7Mental Health F1 Psychiatric Properties Cumberland Hospital 21 - Boronia 779 3,864 1994 18 72.0 80.0 64.0 72.0Mental Health F1 Psychiatric Properties Cumberland Hospital 22 - Acacia 782 0 1994 18 60.0 92.0 68.0 73.3Mental Health F1 Psychiatric Properties Cumberland Hospital 23 - Chapel 160 335 1993 19 72.0 100.0 74.0 82.0Mental Health F1 Psychiatric Properties Cumberland Hospital 24 - Glengariff 412 3,357 1906 106 80.0 68.0 56.0 68.0Mental Health F1 Psychiatric Properties Cumberland Hospital 29 - Education Library 822 2,359 1997 15 86.0 80.0 82.0 82.7Mental Health F1 Psychiatric Properties Cumberland Hospital 30 - Patient Activities Centre 64 756 2000 12 68.0 68.0 72.0 69.3Mental Health F1 Psychiatric Properties Cumberland Hospital 31 - Riverview Complex 1,662 4,296 1980 32 52.0 80.0 70.0 67.3Mental Health F1 Psychiatric Properties Cumberland Hospital 32 - Yaralla 1,158 6,000 1997 15 52.0 60.0 52.0 54.7Mental Health F1 Psychiatric Properties Cumberland Hospital 33 - Paringa 2,277 19,069 1936 76 46.0 60.0 58.0 54.7Mental Health F1 Psychiatric Properties Cumberland Hospital 34 - Hainsworth 1,158 7,019 1936 76 46.0 80.0 64.0 63.3Mental Health F1 Psychiatric Properties Cumberland Hospital 35 - Administration 1,079 4,188 1936 76 52.0 76.0 68.0 65.3Mental Health F1 Psychiatric Properties Cumberland Hospital 36 - Magistrates 1,159 2,101 1936 76 52.0 80.0 70.0 67.3Mental Health F1 Psychiatric Properties Cumberland Hospital 37 - Maintenance General Support Building 1,290 1,884 1994 18 72.0 60.0 72.0 68.0Mental Health F1 Psychiatric Properties Cumberland Hospital 38 - Tennis Courts (building) 71 77 1994 18 88.0 92.0 76.0 85.3Mental Health F1 Psychiatric Properties Cumberland Hospital 51 - Bunya Unit Medium Secure 1,540 6,547 1997 15 64.0 92.0 80.0 78.7Mental Health F1 Psychiatric Properties Cumberland Hospital 52 - Life Skills Unit 1,296 4,959 1916 96 60.0 80.0 60.0 66.7Mental Health F1 Psychiatric Properties Cumberland Hospital 53 - Transcultural Mental Health Centre 355 1,416 1911 101 74.0 80.0 58.0 70.7Mental Health F1 Psychiatric Properties Cumberland Hospital 54 - Transcultural Mental Health Centre 207 245 0.0 0.0 0.0 0.0Mental Health F1 Psychiatric Properties Cumberland Hospital 55 - Centre for Addiction Medicine 736 3,165 1911 101 60.0 68.0 66.0 64.7Mental Health F1 Psychiatric Properties Cumberland Hospital 56 - New Street Adolescent Services 274 1,531 1936 76 58.0 60.0 62.0 60.0



($'000)

Age

(Years)

Built

(Year)


(m2)


Mental Health F1 Psychiatric Properties Cumberland Hospital 57 - Jacandra House 322 1,755 1903 109 80.0 68.0 56.0 68.0Mental Health F1 Psychiatric Properties Cumberland Hospital 59 - Nurse Education 439 0 1975 37 46.0 60.0 54.0 53.3Mental Health F1 Psychiatric Properties Cumberland Hospital 60 - Pine Cottage 220 850 1891 121 68.0 68.0 58.0 64.7Mental Health F1 Psychiatric Properties Cumberland Hospital 61 - Interpreter Service 468 1,194 1920 92 66.0 68.0 64.0 66.0Mental Health F1 Psychiatric Properties Cumberland Hospital 62 - Wirrabilla (?Cervical Screening) 3,797 1,671 1901 111 52.0 68.0 42.0 54.0Mental Health F1 Psychiatric Properties Cumberland Hospital 63 - Clearing House 212 0 1903 109 72.0 60.0 60.0 64.0Mental Health F1 Psychiatric Properties Cumberland Hospital 64 - Wirrabilla (Social Work) CU64 3,797 4,598 1938 74 52.0 68.0 58.0 59.3Mental Health F1 Psychiatric Properties Cumberland Hospital 65 - Wirrabilla (Activity centre) CU65 3,797 3,746 1903 109 52.0 68.0 58.0 59.3Mental Health F1 Psychiatric Properties Cumberland Hospital 66 - Shelter Shed(former male asylum shelter shed)(Value of Buildings 66-

110)

CU66 346 1971 41 -

Mental Health F1 Psychiatric Properties Cumberland Hospital 67 - Palm House(cleaners store) CU67 455 1958 54 -Mental Health F1 Psychiatric Properties Cumberland Hospital 68 - Gungarra 1,255 4,726 1958 54 54.0 68.0 64.0 62.0Mental Health F1 Psychiatric Properties Cumberland Hospital 69 - Wattle Cottage 121 270 1903 109 66.0 80.0 58.0 68.0Mental Health F1 Psychiatric Properties Cumberland Hospital 70 - Phoenix Building 341 1,900 1913 99 66.0 60.0 66.0 64.0Mental Health F1 Psychiatric Properties Cumberland Hospital 71 - Recreation department store CU71 0 1975 37 -Mental Health F1 Psychiatric Properties Cumberland Hospital 72 - Sport pavilion CU72 1,233 1953 59 -Mental Health F1 Psychiatric Properties Cumberland Hospital 73 - EACV Training 240 0 1968 44 60.0 0.0 72.0 44.0Mental Health F1 Psychiatric Properties Cumberland Hospital 74 - WSAHS health &promotions store CU74 303 1968 44 -Mental Health F1 Psychiatric Properties Cumberland Hospital 75 - Recreation Hall 562 4,224 1903 109 52.0 100.0 70.0 74.0Mental Health F1 Psychiatric Properties Cumberland Hospital 76 - Swimming pool and associated structures, concrete apron CU76 281 1968 44 -Mental Health F1 Psychiatric Properties Cumberland Hospital 77 - Classroom (Value of Buildings 77,78,79,80,&81) CU77 1,641 1903 109 -Mental Health F1 Psychiatric Properties Cumberland Hospital 78 - Gardeners Cottage 222 0 1903 109 72.0 60.0 74.0 68.7Mental Health F1 Psychiatric Properties Cumberland Hospital 79 - SWAHS human resources - classroom CU79 111 0 1903 109 -Mental Health F1 Psychiatric Properties Cumberland Hospital 80 - Rose Cottage 73 0 0.0 0.0 64.0 21.3Mental Health F1 Psychiatric Properties Cumberland Hospital 81 - Demountables& associated concrete pathways & awnings CU80 0 -Mental Health F1 Psychiatric Properties Cumberland Hospital 82 - Figtree Cottage 1,083 7,545 60.0 72.0 74.0 68.7Mental Health F1 Psychiatric Properties Cumberland Hospital 83 - Nurses Home 1,371 0 60.0 80.0 72.0 70.7Mental Health F1 Psychiatric Properties Cumberland Hospital 84 - CHIPS Cottage 157 1 1950 62 46.0 72.0 72.0 63.3Mental Health F1 Psychiatric Properties Cumberland Hospital 85 - CHIPS Cottage 136 1 0.0 0.0 0.0 0.0Mental Health F1 Psychiatric Properties Cumberland Hospital 86 - CHIPS Cottage 153 1 0.0 0.0 68.0 22.7Mental Health F1 Psychiatric Properties Cumberland Hospital 87 - CHIPS Cottage 136 1 0.0 56.0 72.0 42.7Mental Health F1 Psychiatric Properties Cumberland Hospital 88 - CHIPS Cottage 134 1 0.0 0.0 70.0 23.3Mental Health F1 Psychiatric Properties Cumberland Hospital 89 - CHIPS Cottage 156 1 66.0 60.0 66.0 64.0Mental Health F1 Psychiatric Properties Cumberland Hospital 90 - Bridgeway House CU90 266 1 1920 92 86.0 68.0 58.0 70.7Mental Health F1 Psychiatric Properties Cumberland Hospital 91 - Redgum Cottage 149 1 0.0 0.0 0.0 0.0Mental Health F1 Psychiatric Properties Cumberland Hospital 92 - WSAHS Drug & Alcohol 863 1,746 1995 17 80.0 80.0 78.0 79.3Mental Health F1 Psychiatric Properties Cumberland Hospital 93 - 2D Fennell St (PEIRS - Recovery) 190 488 52.0 60.0 60.0 57.3Mental Health F1 Psychiatric Properties Cumberland Hospital 94 - 2 A Fennell St PIERS 210 568 1930 82 80.0 80.0 70.0 76.7Other Health Facilities F8 Ungrouped Non Acute Parramatta Hospital Building No 7 Brislington (Built Late 1800s) 925 1890 122 -District Hospital C1 - District Group 1 Mt Druitt Hospital Brick Building (Palliative Care???) 3,203 -District Hospital C1 - District Group 1 Mt Druitt Hospital Child Care Centre (Mundanara) 1,018 -District Hospital C1 - District Group 1 Mt Druitt Hospital Colorbond Shed 0 -District Hospital C1 - District Group 1 Mt Druitt Hospital Copperfield Cottage Aged Respite Care 0 -District Hospital C1 - District Group 1 Mt Druitt Hospital DEC/Dental Clinic (May Cowper Centre) 1,008 -District Hospital C1 - District Group 1 Mt Druitt Hospital Gardeners compound 85 -District Hospital C1 - District Group 1 Mt Druitt Hospital Grevillia Cottages 1-3 0 -District Hospital C1 - District Group 1 Mt Druitt Hospital Liquid Oxygen Store 0 -District Hospital C1 - District Group 1 Mt Druitt Hospital Mental Health 1,025 -District Hospital C1 - District Group 1 Mt Druitt Hospital Mission Aust Cottage (SCM?) 204 -District Hospital C1 - District Group 1 Mt Druitt Hospital Mt Druitt Aboriginal Maternal & IH 0 -District Hospital C1 - District Group 1 Mt Druitt Hospital Mt Druitt Hospital 0 13,170 89,545 1982 30 72.0 88.0 88.0 82.7District Hospital C1 - District Group 1 Mt Druitt Hospital Mt Druitt Wynan-gidyal AHA 513 -District Hospital C1 - District Group 1 Mt Druitt Hospital New Rehabilitation Centre 0 -District Hospital C1 - District Group 1 Mt Druitt Hospital Rupertswood MH Residential 575 1,640 -District Hospital C1 - District Group 1 Mt Druitt Hospital Shed 0 -District Hospital C1 - District Group 1 Mt Druitt Hospital Shed Paint Shop 0 -District Hospital C1 - District Group 1 Mt Druitt Hospital Tallowwood Aged Dementia Day Care Centre 819 -District Hospital C1 - District Group 1 Mt Druitt Hospital Zinc alum Shed 0 -District Hospital C1 - District Group 1 Mt Druitt Hospital Adolescent Unit 166 -



($'000)

Age

(Years)

Built

(Year)


(m2)


District Hospital C1 - District Group 1 Mt Druitt Hospital Malmo House 0 -District Hospital C1 - District Group 1 Mt Druitt Hospital Mental Health - Temporary Lease 70 Callagher Street, Mount Druitt 73 -District Hospital C1 District Group 2 Lottie Stewart Hospital Building No 5 - Vacant 83 0 0.0 0.0 0.0 0.0District Hospital C1 District Group 2 Lottie Stewart Hospital Building No 6 - Vacant 91 0 0.0 0.0 0.0 0.0District Hospital C1 District Group 2 Lottie Stewart Hospital Cumberland Cottage 178 0 1986 26 80.0 80.0 92.0 84.0District Hospital C1 District Group 2 Lottie Stewart Hospital Herring Lodge 1,096 0 1992 20 80.0 80.0 100.0 86.7District Hospital C1 District Group 2 Lottie Stewart Hospital Lottie Stewart 5,196 0 1945 67 60.0 68.0 92.0 73.3District Hospital C1 District Group 2 Lottie Stewart Hospital Lynford Lodge 1,096 0 1992 20 80.0 80.0 100.0 86.7District Hospital C1 District Group 2 Lottie Stewart Hospital Tebutt Lodge 0 0 0.0 0.0 0.0 0.0Community Health D2 Community Non-Acute Auburn Auburn Community Hub (formerly Auburn Community Health Centre) 740 25,000 2011 1 -

Community Health D2 Community Non-Acute Baulkham Hills Community

Health Centre

Baulkham Hills Community Health Centre NWM09 1,225 1,869 1990 22 94.0 88.0 92.0 91.3

Community Health D2 Community Non-Acute Baulkham Hills Community

Health Centre

Balcombe Heights Aged Day Care -

Community Health D2 Community Non-Acute Blacktown Community Health

Centre

Blacktown CHC Value for Units 1,2,3,4,5,6 1,851 -


Centre

Blacktown Community Health Centre - Unit 4 BLH14 156 1 1970 42 54.0 48.0 62.0 54.7


Centre

Blacktown Community Health Centre - Unit 6 0 0 1 0.0 0.0 62.0 20.7


Centre

Blacktown Community Health Centre- Unit 1 and 3 BLH12 385 2 1970 42 66.0 60.0 62.0 62.7


Centre

Blacktown Community Health Centre- Unit 2 BLH13 156 1 1970 42 52.0 60.0 62.0 58.0


Centre

Blacktown Community Health Centre- Unit 5 BLH15 328 2 1970 42 48.0 48.0 62.0 52.7


Centre

Blacktown Community Health Centre- Unit 7 (Methadone Unit) BLH11 0 1 0.0 0.0 66.0 22.0


Centre

Doonside Community Health Centre 1,142 599 1992 20 80.0 80.0 78.0 79.3

Community Health D2 Community Non-Acute Holroyd Community Health

Centre

Merrylands Community Health Centre 0 1,622 28,441 1977 35 60.0 52.0 66.0 59.3

Community Health D2 Community Non-Acute Parramatta Community Health

Centre

Jeffrey House 6,072 20,000 1942 70 80.0 72.0 92.0 81.3

Community Health D2 Community Non-Acute Rouse Hill Community Health

Centre

Rouse Hill Community Health Centre - Lease 0 0 0 80.0 60.0 80.0 73.3

Mental Health F1 Psychiatric Properties Parramatta 5 Fleet Street (Trans cultural MH) 255 -Mental Health F1 Psychiatric Properties Parramatta CMH 65 High Street Harris Park 300 1,120 -Mental Health F1 Psychiatric Properties Westmead CMH 26 Grand Ave (Westmead CMH) 599 -Community Health D2 Community Non-Acute Auburn 92 Water Street & 49 Auburn Street (Frail Need Care) 507 -Community Health D2 Community Non-Acute Auburn Auburn Aged Day Care Centre 0 -Nursing Home F2 Nursing Home Auburn Hevington House (Dementia Day Care) 568 -Community Health D2 Community Non-Acute Parramatta Carinya Aged and Ethnic Day Care Centre 0 -Nursing Home F2 Nursing Home Parramatta Willyama Cottage (Aged Day Care) 0 -Other Health Facilities F4 - Sub-Acute ST Joseph's Hospital Administration Block G 1,051 0 1905 107 52.0 80.0 92.0 74.7

Other Health Facilities F4 - Sub-Acute ST Joseph's Hospital Block H Block H 2,723 0 60.0 72.0 86.0 72.7

Other Health Facilities F4 - Sub-Acute ST Joseph's Hospital Day Hospital Block B 726 0 1970 42 74.0 80.0 96.0 83.3Other Health Facilities F4 - Sub-Acute ST Joseph's Hospital Palliative Care and Palliative Care Day Centre Block C 797 0 1905 107 74.0 60.0 98.0 77.3

Other Health Facilities F4 - Sub-Acute ST Joseph's Hospital Palliative Care Day Hospital Block E 525 0 1990 22 80.0 80.0 100.0 86.7Other Health Facilities F4 - Sub-Acute ST Joseph's Hospital Rehabilitiation and Offices Block A 1,847 0 1970 42 80.0 60.0 100.0 80.0Other Health Facilities F6 Rehabilitation Harris Park Psychiatric Rehabilitation Association 0 -Other Health Facilities F6 Rehabilitation Parramatta Fleet Street Methadone clinic 1,123 -Other Health Facilities F6 Rehabilitation Parramatta Granville CMH Rehab Services 300 677 -Other Health Facilities F7 Mothercraft Auburn Auburn Early Childhood Centre 0 -Other Health Facilities F7 Mothercraft Auburn Lidcombe Early Childhood Centre 0 -Other Health Facilities F7 Mothercraft Auburn Regents Park Early Childhood Centre 0 -



($'000)

Age

(Years)

Built

(Year)


(m2)


Other Health Facilities F7 Mothercraft Baulkham Hill Early Childhood

Centre

Baulkham Hill Early Childhood Centre 0 -

Other Health Facilities F7 Mothercraft Baulkham Hill Early Childhood

Centre

Castle Hill Early Childhood Centre 0 -

Other Health Facilities F7 Mothercraft Baulkham Hills CNC Crestwood Public School (SWAHS Demountable) 0 -Other Health Facilities F7 Mothercraft Baulkham Hills CNC Excelsior Public School (SWAHS Demountable) 0 -Other Health Facilities F7 Mothercraft Baulkham Hills CNC Glenhaven Public School (SWAHS Demountable) 0 -Other Health Facilities F7 Mothercraft Baulkham Hills CNC Kenthurst Public School (SWAHS Demountable) 0 -Other Health Facilities F7 Mothercraft Baulkham Hills CNC Murray Farm Public School (SWAHS Demountable) 0 -Other Health Facilities F7 Mothercraft Baulkham Hills CNC Samuel Gilbert Public School (SWAHS Demountable) 0 -Other Health Facilities F7 Mothercraft Blacktown CNC Blacktown South Public School (SWAHS Demountable) 0 -Other Health Facilities F7 Mothercraft Blacktown CNC Eastern Creek Public School (SWAHS Demountable) 0 -Other Health Facilities F7 Mothercraft Blacktown CNC Marayong Heights Public School (SWAHS Demountable) 0 -Other Health Facilities F7 Mothercraft Blacktown CNC The Meadows Public School (SWAHS Demountable) 0 -Other Health Facilities F7 Mothercraft Blacktown CNC Vardys Road Public School (SWAHS Demountable) 0 -Other Health Facilities F7 Mothercraft Blacktown Early Childhood

Centre

Doonside Early Childhood Centre ( SWAHS building & land leased from

Council)

0 -

Other Health Facilities F7 Mothercraft Blacktown Early Childhood

Centre

Lalor Park Early Childhood Centre 0 -


Centre

Marayong Early Childhood Centre 0 -


Centre

Oakhurst Early Childhood Centre 0 -


Centre

Riverstone Early Childhood Centre 0 -


Centre

Seven Hills Early Childhood Centre 0 -

Other Health Facilities F7 Mothercraft Holroyd CNC Merrylands East Public School (SWAHS Demountable) 0 -Other Health Facilities F7 Mothercraft Holroyd CNC Sherwood Grange Public School (SWAHS Demountable) 0 -Other Health Facilities F7 Mothercraft Holroyd ECC Greystanes Early Childhood Centre 0 -Other Health Facilities F7 Mothercraft Holroyd ECC Guildford Early Childhood Centre 0 -Other Health Facilities F7 Mothercraft Holroyd ECC Merrylands Early Childhood Centre 0 -Other Health Facilities F7 Mothercraft Holroyd ECC Wentworthville Early Childhood Centre 0 -Other Health Facilities F7 Mothercraft Parramatta Dundas CMH & Early Childhood Centre 100 0 -Other Health Facilities F7 Mothercraft Parramatta Epping Early Childhood Centre 0 -Other Health Facilities F7 Mothercraft Parramatta Ermington Early Childhood Centre 0 -Other Health Facilities F7 Mothercraft Parramatta Old Toongabbie Early Childhood Centre 0 -Other Health Facilities F7 Mothercraft Parramatta Parramatta Early Childhood Centre 0 -Other Health Facilities F7 Mothercraft Parramatta Parramatta North Public School (SWAHS Demountable) 0 -Other Health Facilities F7 Mothercraft Parramatta Winston Hills Public School (SWAHS Demountable) 0 -Other Health Facilities F7 Mothercraft Parramatta ECC Granville Early Childhood Centre 0 -Other Health Facilities F8 Ungrouped Non Acute Auburn 201 Auburn Road, Auburn 323 -Other Health Facilities F8 Ungrouped Non Acute Auburn 39 - 41 Norval Street 177 -Other Health Facilities F8 Ungrouped Non Acute Auburn Lidcombe Public School (SWAHS Demountable) 0 -Other Health Facilities F8 Ungrouped Non Acute Blacktown 38 Peter Street, Blacktown 461 -Other Health Facilities F8 Ungrouped Non Acute Blacktown 6 Prince Street Blacktown 473 -Other Health Facilities F8 Ungrouped Non Acute Blacktown - Willmot HeathOne

Centre

Willmot Health One Centre 0 -

Other Health Facilities F8 Ungrouped Non Acute DAL Lidcombe Block A (Offices / Laboratory) 1,986 -Other Health Facilities F8 Ungrouped Non Acute DAL Lidcombe Block B (Workshops / Laboratory) 869 -Other Health Facilities F8 Ungrouped Non Acute DAL Lidcombe Block C (Workshops / Laboratories) 1,734 -Other Health Facilities F8 Ungrouped Non Acute DAL Lidcombe Block D (Workshops) 495 -Other Health Facilities F8 Ungrouped Non Acute DAL Lidcombe Block E (Offices / Storage) 2,182 -Other Health Facilities F8 Ungrouped Non Acute DAL Lidcombe Block F (Laboratory / Office) 1,089 -Other Health Facilities F8 Ungrouped Non Acute DAL Lidcombe Cottage No 5 357 -Other Health Facilities F8 Ungrouped Non Acute DAL Lidcombe Cottage No 6 368 -Other Health Facilities F8 Ungrouped Non Acute DAL Lidcombe Cottage No 7 277 -Other Health Facilities F8 Ungrouped Non Acute DAL Lidcombe Cottage No 8 277 -Other Health Facilities F8 Ungrouped Non Acute DAL Lidcombe DAL Building - Weeroona Road 19,020 -Other Health Facilities F8 Ungrouped Non Acute DAL Lidcombe Division of Analytical Laboratories - Lidcombe 4,902 0 1969 43 74.0 88.0 56.0 72.7



($'000)

Age

(Years)

Built

(Year)


(m2)


Other Health Facilities F8 Ungrouped Non Acute DAL Lidcombe Site Improvements 382 -Community Health D2 Community Non-Acute Holroyd Merrylands Arabic Aged Day Service 22 Fullagar Road Wentworthville 518,000 0 -

Other Health Facilities F8 Ungrouped Non Acute Holroyd 43 Constitution Road 487,000 0 -Community Health D2 Community Non-Acute Holroyd Aged day Services Rosewood Cottage, Wentworthville 0 -Other Health Facilities F8 Ungrouped Non Acute Parramatta 1 New Street 245 -Other Health Facilities F8 Ungrouped Non Acute Parramatta 11 New Street 255 -Other Health Facilities F8 Ungrouped Non Acute Parramatta 3 New Street 233 -Other Health Facilities F8 Ungrouped Non Acute Parramatta 5 New Street 265 -Other Health Facilities F8 Ungrouped Non Acute Parramatta 7 Fleet Street (Justice Health, COPMI) 705 -Other Health Facilities F8 Ungrouped Non Acute Parramatta 9 Fleet Street, 367 -Other Health Facilities F8 Ungrouped Non Acute Parramatta 9 New Street 245 -Other Health Facilities F8 Ungrouped Non Acute Parramatta Kendall Centre ( to be clarified) 0 -Other Health Facilities F8 Ungrouped Non Acute Parramatta Nth Parramatta D&A Services & OTS 450 0 -

-BUILDING TOTALS 1,293,420 2,022,835 - - - - -

Note that the score in Column M is an unweighted average of the Asset Audit crieteria scores. It varies slightly from the total building score shown in the HFSB Database because that score is weighted (condition 35%, Functionality 30% and compliance

35%)

NB: Information shown above should be obtained/consistent with asset audit reports generated from Health Facility Briefing System Asset Module.


Service Group/ Location/ Asset

(Location/Facility/Building)

1.1 Westmead Hospital - expansion and

infrastructure

Increasing demand for ICU and

HDU/Trauma beds

Vacant space in A and E Block A Block and E Blocks can be fitted out to enable

the ICU expansion

9,000 2 1 Inability to continue surgery, need to instigate

bypass when unit full1.2 Westmead Hospital - expansion and

infrastructure

Increasing demand for

ambulatory care procedures to

support hospital avoidance

Vacant space in building E Block can be fitted out for ambulatory care 11,100 2 1 Lack of capacity and extended wait lists

1.3 Westmead Hospital - expansion andinfrastructure

Increasing demand for fastertheatre instrument turnaround

and increasing numbers of

procedures

Department too small, oldequipment, poor workflow

Relocation of CSSD onto the roof, developmentof two INR hybrid theatres

17,700 2 1 Breach of sterilising standards, increasedpurchase of instruments, slow processing,

delays top procedures, lack of treatment

capability, loss of research funding


infrastructure

Increasing demand for inpatient

beds, configured in a CCC forefficient models of care

Area to be vacated following

WMI development - available forreconfiguration

Block B-D level 2 reconfigured for Respiratory

Medicine

18,700 2 1 Continued inefficient model of service and

ability to meet demand


infrastructure

Increasing ED demand leading

to pressure for short-sty rapidassessment and treatment beds

Vacant space available with

consolidation of medical records(assisted by eMR)

Short-stay medical unit near the ED and

relocation of ED Offices

7,100 2 1 Inability to meet NEAT standard, extended

patient treatment and care times, access block


infrastructure

Increasing demand for power

(currently 85% of capacity),

Original infrastructure (40

years), regular failures, highlevels of corrosion, safe power

limit almost reached

Upgrade the power supply, medical gasses,

water/fire mains, pneumatic tube system,mechanical systems and plant, and lifts

49,500 1 1 Loss of power, continued disruption to

procedures, damage to facilities from waterleaks, ongoing high maintenance costs


infrastructure

Increasing number of staff and

patients

Insufficient capacity, frequent

queuing and traffic congestion

Develop a new multi-deck car park 16,000 1 Private sector Traffic congestion, patients late for care, staff

risk2.1 Blacktown Mt Druitt Health - Stage 2 Mt Druitt Hospital - Increasing

demand from growing

population for diagnostics,

anbulatory care, ED, mentalhealth

Lack of space in existing

buildings, which can be

reconfigured post expansion

New building expansions for oral health, sub-

acute rehabilitation and non-acute adult mental

health services. Reconfigure existing areas for

MRI and ambulatory care clinics

44,820 2 1 Constrained capacity to meet demand

2.1 Blacktown Mt Druitt Health - Stage 2 Blacktown CHC - Lack of space

for the services

Buildings are too small, in poor

condition and dysfunctional

New building for community health services,

oral health, renal dialysis and parking.

Reconfigure oral health building for drugservices

17,900 2 1 Poor buildings and lack of capacity to meet

increasing demand

2.2 Blacktown Mt Druitt Health - Stage 2 Blacktown Hospital - Lack of

capacity for ED, interventional,

critical care and inpatient

facilities

Lack of space in existing

buildings, which can be

reconfigured post expansion

New building for interventional and critical care,

with direct connections to Stage 1,

reconfiguration of vacated space within levels 2,

3 & 4 of the existing hospital. Develop Stage 1shell space

299,320 2 1 Constrained capacity to meet demand

3.1 Westmead Hospital - clinical services

(pathology)

Increasing demand for

pathology tests and timely

results

Poor condition of the ICPMR

Pathology building, unsafe

working areas, poorenvironmental control, poor

configuration

New pathology building in the ‘shared zone’ of the

campus (possibly funded by the private sector) under

the governance of Pathology NSW

60,000 2 Potential

private sector

or PathologyNSW

Ongoing inability to meet Australian

Standards, poor working environment,

equipment damage, staff injury. If not fundedby priovate sector, then cost estimate of

approximately $50M

3.2 Westmead Hospital - clinical services Increasing demand in

emergency, imaging,interventional areas

Poor condition of facilities in 40

year old buildings, poorconfiguration and limited room

sizes and scope for expansion

New clinical services block over 10 storeys,

providing a new ED, procedural centres, imaging,

critical care and inpatient accommodation

594,500 2 1 Inability to perform contemporary diagnostics

and interventional procedures, loss ofinternational reputation, poor patient and staff

environment, inability to meet benchmarks

3.3 Westmead Hospital - clinical services Increasing energy demand tomatch patient demand,

technology

Site energy limitations, poorcondition of plant, energy

efficiency

New central energy (tri-generation) (possiblyfunded by the private sector)

NA 1 Private sector Loss of power, high energy costs

3.4 Westmead Hospital - clinical services Increasing number of staff and

patients

Insufficient capacity, frequent

queuing and traffic congestion

Expand the new multi-deck car park once

ADHC decant from Marsden

15,000 1 Private sector Traffic congestion, patients late for care, staff

risk4. Rouse Hill Integrated Primary and

Community Health Centre

Population growth in the north-

west of Sydney needing

services close to home that

avoid hospitalisation

Leased facility is too small for

expansion, insufficient

infrastructure

Acquisition of a site, new building to

accommodate IPCHC services for local

catchment, and associated car parking and site

works

79,900 2 Private sector Increased flow of patients to Westmead and

increased hospitalisations

Asset Demand

(Issues Gaps/Risks)

Asset Supply

(Issues Gaps/Risks)

Proposed Asset Action

(Site/Facility/Building)

SCHEDULE 2: GAP ANALYSIS AND PROPOSED ASSET ACTIONSETC

($'000)

Service

Result

Source of

Funds

Risk/Service Delivery Implications

(Should project not proceed)

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Service Group/ Location/ Asset

(Location/Facility/Building)

Asset Demand

(Issues Gaps/Risks)

Asset Supply

(Issues Gaps/Risks)

Proposed Asset Action

(Site/Facility/Building)

ETC

($'000)

Service

Result

Source of

Funds

Risk/Service Delivery Implications

(Should project not proceed)

5. Cumberland Hospital Consolidation Increasing demand for ICU and

mental health assessment

Poor condition and non-

compliance of buildings, poor

patient facilites, services spreadacross campuses, inefficient

Develop larger 20 bed MHICU, expand

Riverview Unit to have 8 short-stay assessment

beds , reconfigure Hainsworth. Establishemergency power supply, develop

administrative, advisory and non-patient block,

relocate all inpatient services from eastern

campus to the western campus excluding theforensic (Bunya) unit and divest those

buildings/site

75,800 2 1, 8 Staff safety and need to refer patients to

remote facilities, extended length of stay,

increased inpatient beds

6. Westmead Hospital Women Infants and

Ambulatory Care

Increasing demand for birthing,

NICU, inpatients

Current facilities are

constrained.

Following new CSB, expand Womens into parts

of Block H or F and reconfigure to have lowacuity birthing centre and additional acute

facilities. Develop new ambulatory care building

with additional inpatient wards above, permitting

decant from 1970s buildings

434,400 2 1 Lack of birthing capacity to meet demand,

increased hospitalisations, increased infectionrates, increased length of stay

7. Merrylands Community Health Centre Increasing demand from older

patients

Poor configuration, lack of lift,

staff safety

Lift to level 2 and reconfigure into patient and

non-patient areas

2,900 2 1 Staff safety and limited patient access

8. Auburn renal dialysis relocation Increasing demand Currently occupying inpatient

ward area

Develop new facility adjacent to Auburn Hub 3,400 2 1 Continued occupation of medical ward,

preventing services

TOTAL

NOTE

Details of each Program of projects is contained in the ASP, Appendix 2, including area schedules, indicative plans, costs, benefits, risksLEGEND

Proposed Action Values

1. Maintain (Maintenance of Service Effort)2. Capital Investment (Enhancement of

Service Effort)

a. Major Investment (Eg. >50%

rebuild/replacement)

b. Major Refurbishment (Eg. 25-50%rebuild/replacement)

c. Minor Refurbishment (Eg. <25%

rebuild/replacement)

3. Disposal (Surplus to Service Delivery)

Service Result Values

1 = No change in levels of service

(Maintenance of Service Effort).2 = Enhanced levels of service (Enhancement

of Service Effort).

3 = Disposal (Surplus to Service Delivery)

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Name/Site/Facility Type/Description Primary

Locality

Primary

LGA

Primary

Electorate

Facility

Classification

Start

(SPP)Finish

(PDP)Start Finish

1.1 Westmead Hospital -

expansion and infrastructure

A Block and E Blocks can be

fitted out to enable the ICU

expansion

Parramatt

a

Parramatt

a

A1a 2012 2013 2013 2013 8,980 1 2 1 Constrained capacity to

meet demand



E Block can be fitted out for

ambulatory care expansion

Parramatt

a

Parramatt

a

A1a 2012 2013 2013 2013 11,110 1 2 1 Constrained capacity to

meet demand



Relocation of CSSD onto the

roof, development of two INR

hybrid theatres

Parramatt

a

Parramatt

a

A1a 2012 2013 2013 2014 17,750 1 2 1 Breach of sterilising

standards, increased

purchase of instruments,

slow processing, delays

top procedures, lack of

treatment capability, loss

of research funding



Block B-D level 2 reconfigured for

Respiratory Medicine

Parramatt

a

Parramatt

a

A1a 2012 2013 2014 2015 18,690 1 2 1 Continued inefficient

model of service and

ability to meet demand



Short-stay medical unit near the

ED and relocation of ED Offices

Parramatt

a

Parramatt

a

A1a 2012 2013 2014 2015 7,120 1 2 1 Inability to meet NEAT

standard, extended

patient treatment and

care times, access block



Upgrade the power supply,

mechanical systems and plant,

and lifts

Parramatt

a

Parramatt

a

A1a 2012 2013 2014 2015 31,030 1 2 1 Service outages,

increased clinical service

disruption



Develop a new multi-deck car

park

Parramatt

a

Parramatt

a

A1a 2012 2013 2014 2015 16,974 1 2 1 Traffic congestion,

patients late for care,

staff risk

2.1 Blacktown Mt Druitt

Health - Stage 2

New building expansions for oral

health, sub-acute rehabilitation

and non-acute adult mental

health services. Reconfigure

existing areas for MRI and

ambulatory care clinics

Blacktow

n

Chifley C1 2015 2016 2016 2017 50,600 2 2 1 Inability to meet NEAT

standard, extended

patient treatment and

care times, access block


Health - Stage 2

New building for community

health services, oral health, renal

dialysis and parking. Reconfigure

oral health building for drug

services

Blacktow

n

Blacktow

n

D2 2015 2016 2016 2017 357,100 2 2 Private

sector

Traffic congestion,


staff risk


Health - Stage 2

New building for interventional

and critical care, with direct

connections to Stage 1,

reconfiguration of vacated space

within levels 2, 3 & 4 of the

existing hospital. Develop Stage

1 shell space

Blacktow

n

Blacktow

n

B1 2015 2016 2018 2020 49,500 2 2 1 Loss of power,

continued disruption to

procedures, damage to

facilities from water

leaks, ongoing high

maintenance costs

SCHEDULE 3: CAPITAL INVESTMENT PLAN

Planning & Approvals Procurement & Delivery LHD/Health

Service

Priority

Program/Project Details Service

Result

Source

of Funds

Risk/Service

Implications

ETC

($'000)

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Locality

Primary

LGA

Primary

Electorate

Facility

Classification

Start

(SPP)Finish

(PDP)Start Finish


Service

Priority


Result

Source

of Funds

Risk/Service

Implications

ETC

($'000)


clinical services (pathology)

New pathology building in the

‘shared zone’ of the campus

(possibly funded by the private

sector) under the governance of

Pathology NSW

Parramatt

a

Parramatt

a

A1a 2014 2015 2016 2017 2,000 3 2 Potential

private

sector

Ongoing inability to meet

Australian Standards,

poor working

environment, equipment

damage, staff injury.

PDP and Transactions

costs only


clinical services

New clinical services block over 10

storeys, providing a new ED,

procedural centres, imaging, critical

care and inpatient accommodation

Parramatt

a

Parramatt

a

A1a 2015 2016 2017 2019 731,100 3 2 1 Inability to perform

contemporary

diagnostics and

interventional

procedures, loss of

international reputation,

poor patient and staff

environment, inability to

meet benchmarks


clinical services

New central energy (tri-

generation) (possibly funded by

the private sector)

Parramatt

a

Parramatt

a

A1a 2015 2016 2018 2019 500 3 2 Private

sector

Loss of power, high

energy costs


clinical services

Expand the new multi-deck car

park once ADHC decant from

Marsden

Parramatt

a

Parramatt

a

A1a 2015 2016 2018 2019 5,000 3 1 Private

sector

Traffic congestion,


staff risk

4. Rouse Hill Integrated

Primary and Community

Health Centre

Acquisition of a site, new building

to accommodate IPCHC services

for local catchment, and

associated car parking and site

works

Baulkham

Hills

Hawkesb

ury

D1a 2013 2014 2020 2021 92,600 4 2 1 Increased flow of

patients to Westmead

and increased

hospitalisations,

increased cost of care

5. Cumberland Hospital

Consolidation

Develop larger 20 bed MHICU,

expand Riverview Unit to have 8

short-stay assessment beds ,

reconfigure Hainsworth.

Establish emergency power

supply, develop administrative,

advisory and non-patient block,

relocate all inpatient services

from eastern campus to the

western campus excluding the

forensic (Bunya) unit and divest

those buildings/site

Parramatt

a

Parramatt

a

F1 2013 2013 2014 2016 82,800 5 2 Private

sector

lack of capacity, ongoing

inappropriate clinical

environment, need to

refer patients to remote

facilities (if they have

capacity), extended

length of stay, increased

inpatient beds

6. Westmead Hospital

Women Infants and

Ambulatory Care

Following new CSB, expand

Womens into parts of Block H or

F and reconfigure to have low

acuity birthing centre and

additional acute facilities.

Develop new ambulatory care

building with additional inpatient

wards above, permitting decant

from 1970s buildings

Parramatt

a

Parramatt

a

A1a 2019 2020 2021 2023 583,800 6 2 1 Lack of capacity for

births, care of sick

infants, extended

hospitalisation,

increased hospitalisation

7. Merrylands Community

Health Centre

Lift to level 2 and reconfigure into

patient and non-patient areas

Holyroyd D2 2014 2014 2015 2015 3,050 7 2 1 Reduced access for

patients, staff safety,

inefficiency



Locality

Primary

LGA

Primary

Electorate

Facility

Classification

Start

(SPP)Finish

(PDP)Start Finish


Service

Priority


Result

Source

of Funds

Risk/Service

Implications

ETC

($'000)

8. Auburn renal dialysis

relocation

Develop new facility adjacent to

Auburn Hub

Auburn Auburn D2 2019 2019 2020 2021 4,100 8 2 Continued occupation of

medical ward,

preventing services

TOTAL

NOTE

Details of each Program of projects is contained in the ASP, Appendix 2, including area schedules, indicative plans, costs, benefits, risks

LEGEND

Service Result Values

1 = No change in levels of service (Maintenance of Service Effort)

2 = Enhanced levels of service (Enhancement of Service Effort)

3 = Disposal (Surplus to Service Delivery)


Asset Strategic Plan 2012-2022 - Ministry of Health

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