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The new boss of the Southern NSW Health District says he’s not convinced of the merits of a controversial staff restructure.
Andrew Newton took up the role on November 13, fresh from a management position at Westmead and Auburn Hospitals.
He walked into a staff restructure started by former SNSWLHD chief executive Janet Compton. The NSW Nurses and Midwives Association and Health Services raised “significant concerns” about the grading of roles and extension of responsibilities across the District.
But now the shake-up, which implements five clusters, is on hold. Mr Newton said he distributed a communique to staff advising them of this last week.
“I need to be convinced of the benefits of the restructure and whether it gives good patient outcomes, that it’s affordable and it’s not taking resources away from the front-line,” he said.
“...I think going into five clusters (as proposed) could be over-management, so I need to do my due diligence. But at this stage I’m not convinced it’s the way forward.”
He pledged to listen to staff and to make a decision soon.
Mr Newton will visit Goulburn this week to view the Base Hospital redevelopment plans, receive a briefing and talk to staff and patients. The schematic design is on public exhibition. He told The Post he intends to have a “hands on approach” to the $120 million project.
“I’m a great believer in the Health Infrastructure process of engaging staff and the community to ensure what’s being delivered meets needs,” he said.
“...I can reassure the community that it is a fully engaged process. We’re doing everything we can to make sure people have a voice.”
Project manager Kerry Hort will host several forums on the schematic design. Mr Newton said he was happy to meet with people and have public conversations about the work.
He renewed the Health District’s pledge that the Bourke Street Health Service would remain open until the new hospital was redeveloped.
Five infrastructure projects are underway across the Health District, a challenge the new chief says excites him.
Asked about his management style, Mr Newton said his priorities were to listen and to ensure undertakings were delivered.
“I will not tolerate bullying and harassment and if a situation is escalated to a senior manager, staff can have confidence it will be acted upon,” he told The Post.
As for his priorities, the CEO wants less reliance on locums and greater efforts to secure a more permanent workforce. It involved promoting the region as a great place to live. In turn, permanent staff ensured continuity of care.
Mr Newton also wants to reduce patient flow to the ACT by closely examining the services for which people travel. While some high complexity cases had to be transferred to the ACT, he believed some treatments could be repatriated to Goulburn.
“With country people, what you see is what you get. It keep you grounded.”
- Andrew Newton
Mr Newton said it was important to focus not just on hospital care and keeping people healthy but also better linkages with services like the Primary Health Networks.
He’s been in Australia 23 years after moving from his birthplace, Sunderland in the UK.
“I was a permanent resident when I got here and I’ve loved it ever since,” he said.
From the operating theatres of Sunderland, he shifted to Blacktown Hospital. Soon he took up another role as operating theatre manager at Parkes Hospital.
It was here he met his future wife, Sharne, who was surgical waiting list manager.
The couple has two daughters and retain their Parkes property where they breed horses. Mr Newton lives in Queanbeyan during the week and goes home on weekends.
“I love the country; it’s a different way of life and chance to spend quality time with the family,” Mr Newton said.
“With country people, what you see is what you get. It keep you grounded.”