CEO Report

Addressing community health and wellbeing needs

We reached a major milestone in the reform of the regional mental health system with the establishment of two Help aHead integrated mental health hubs. Developed through extensive co-design with consumers, carers and service providers, the hubs bring services together to create a more connected experience and make it easier for people to find and access the support they need. The hubs complement the Medicare Mental Health Centres in Canterbury and Bondi.

The implementation of mental health e-referrals has further strengthened this work by simplifying referral pathways and improving connections between general practice and mental health services. Together, these reforms represent an important step towards a more accessible, coordinated and person-centred mental health system.

We continued to address barriers to care experienced by older people, culturally and linguistically diverse communities, Aboriginal and Torres Strait Islander peoples, people experiencing homelessness and other priority populations. Our service directories and navigation initiatives also continued to evolve, helping clinicians and community members find appropriate services and pathways.

This year, we also completed a comprehensive evaluation of our alcohol and other drug program. It was encouraging to see strong evidence that commissioned services are reducing harm and supporting meaningful improvements in people’s health, wellbeing and stability. Consumers spoke particularly about the importance of practical, non-judgemental care and having someone stay alongside them as they navigate treatment and other supports. The evaluation also identified important priorities for the future, including stronger referral pathways, closer integration with mental health and primary care, and more equitable access for communities that continue to experience barriers to care.

Facilitating connected and quality care

Improving access to timely, high-quality care closer to home remains central to CESPHN’s work.

This year, CESPHN commissioned two new Medicare Urgent Care Clinics in Marrickville and Burwood, expanding the network of urgent care services across our region. The new clinics provide another option for people who need prompt medical attention but do not need to attend a hospital emergency department, strengthening the role of primary care within the broader health system.

We also completed the transition of 121 general practices across our region to the POLAR data extraction and clinical intelligence tool. This was a significant undertaking, achieved through close collaboration with practices and the sustained efforts of our teams. It provides a consistent foundation for data-informed quality improvement, population health planning and support for general practice, strengthening our collective ability to identify local needs and improve patient outcomes.

As national primary care reforms continued to evolve, our teams worked alongside general practices and other primary care providers to help them navigate change. We remained focused on strengthening practice capability, improving continuity of care and building better connections between primary care, hospitals and community-based services.

A highlight of the year was our Smart Practice Conference, which brought together primary care professionals, sector leaders and innovators to explore contemporary practice, digital health, artificial intelligence and emerging models of care. The energy, curiosity and generosity of those who participated reflected the commitment across our region to shaping a strong and sustainable future for primary care.

Alongside the conference, we continued to invest in education, professional development and practice-based support. I am continually impressed by the dedication of primary care professionals across our region and their willingness to learn, adapt and find better ways to care for their patients and communities.

Demonstrating leadership for the central and eastern Sydney region

CESPHN’s leadership is grounded in partnership. Our role is to listen, connect people and organisations, share knowledge and create the conditions for lasting improvement.

The Bondi attack had a profound impact on our community. In response, CESPHN worked closely with government, the local health district, primary care and community partners to support a coordinated response and help connect affected individuals, families and communities with appropriate care.

This was an extraordinarily difficult time for many people. I am deeply grateful to everyone who responded with such compassion, professionalism and commitment. It was a powerful reminder of the importance of trusted relationships, local knowledge and the ability to come together quickly to offer support.

Throughout the year, we continued to work across organisational and sector boundaries. Alongside local health districts, government agencies, community organisations, consumers and other PHNs, we contributed to reforms and initiatives spanning mental health, disability, homelessness, digital health, data and service integration.

These partnerships are among CESPHN’s greatest strengths. They allow us to draw upon diverse expertise and perspectives, tackle complex challenges and achieve outcomes that no single organisation could deliver alone. I greatly value the trust our partners place in us and their willingness to work together in the interests of our communities.

Achieving organisational excellence

The achievements highlighted throughout this report have only been possible because of our people.

During the year, we continued to strengthen our systems, governance and organisational capability, with a strong focus on quality, information security, innovation and continuous improvement. We also obtained certification in Quality Management and Information Security Management, reinforcing our commitment to strong systems, responsible stewardship and organisational excellence.

The health environment continues to change, bringing new opportunities as well as significant pressures. Through this change, we have remained focused on being a resilient, responsive and values-driven organisation that delivers the greatest possible benefit for the people who live and work in this region.

I extend my sincere thanks to our member organisations, primary care and community partners, clinical, community and First Nations councils, local health districts and government partners. Your knowledge, trust and commitment to working together are fundamental to everything we achieve.

I am deeply grateful to our Board for its guidance and strategic oversight, and particularly to our Chair, Rene Pennock, for his wise counsel and ongoing support.

Finally, to our staff, Executive and leadership teams, thank you. I am immensely proud of what you have achieved and of the care, professionalism and determination you bring to your work every day. The progress reflected in this report is the result of your collective effort and your genuine commitment to improving the health and wellbeing of our communities.

Together with our partners, we are building a more connected, accessible and responsive health system for the people of central and eastern Sydney.

Nathalie Hansen
Chief Executive Officer