Annual Report 2012 - 2013 · Annual Report 2012 - 2013. ... Bacchus Marsh 29th August 2013....

Djerriwarrh Health Services acknowledges the support of the Victorian Government

Djerriwarrh Health ServicesAnnual Report2012 - 2013

2 Djerriwarrh Health Services Annaul Report & Financial Statements 2012-2013

RESPONSIBLE BODIES DECLARATIONIn accordance with the Financial Management Act 1994, I am pleased to present the Report of Operations for Djerriwarrh Health Services for the year ending 30 June 2013.

________________________________

Michael Tudball, AFSM

President of the BoardBacchus Marsh29th August 2013

Report of Operations

ATTESTATION FOR COMPLIANCE WITH AUSTRALIAN / NEW ZEALAND RISK MANAGEMENT STANDARD I, Michael Tudball, certify that the Djerriwarrh Health Services has risk management processes in place consistent with the Australian / New Zealand Risk Management Standard and an internal control system is in place that enables the executives to understand, manage and satisfactorily control risk exposures. The Risk Review Committee verifi es this assurance and that the risk profi le of the Djerriwarrh Health Services has been critically reviewed within the last 12 months.

_________________________________ Michael Tudball, AFSM

President of the Board Bacchus Marsh 29th August 2013

3Djerriwarrh Health Services Annaul Report & Financial Statements 2012-2013

ATTESTATION ON DATA INTEGRITYI, Bruce Marshall, certify that Djerriwarrh Health Services has put in place appropriate internal controls and processes to ensure that the reported data reasonably refl ects actual performance. Djerriwarrh Health Services has critically reviewed these controls and processes during the year.

_________________________________Bruce Marshall, OAM

Chief ExecutiveBacchus Marsh29th August 2013

ATTESTION FOR COMPLIANCE WITH THE MINISTERIAL STANDING DIRECTION 4.5.5.1. – INSURANCEI, Bruce Marshall, certify that the Djerriwarrh Health Services has complied with Ministerial Direction 4.5.5.1. – Insurance.

_________________________________Bruce Marshall, OAM

Chief ExecutiveBacchus Marsh29th August 2013

Report of Operations


COMPLIANCE DISCLOSURE INDEXThe Annual Report of Djerriwarrh Health Services (DjHS) is prepared in accordance with all relevant Victorian legislation. This index has been prepared to facilitate identifi cation of the Health Service’s compliance with statutory disclosure requirements.

Ministerial Directions Report of Operations

Legislation Requirement Page ReferenceCharter and Purpose

FRD 22D Manner of establishment and the relevant Ministers 12FRD 22D Objectives, functions, powers and duties 6, 7, 13-15FRD 22D Nature and range of services provided 22-24

Management and structureFRD 22D Organisational structure 8

Financial and other informationFRD 10 Disclosure index 4FRD 15B Executive Offi cer Disclosures 9FRD 21B Responsible person and executive offi cer disclosures 9FRD 22D Application and operation of Freedom of Information Act 1982 25FRD 22D Compliance with building and maintenance provisions of Building Act 1993 24FRD 22D Details of consultancies over $10,000 33FRD 22D Details of consultancies under $10,000 33FRD 22D Major changes or factors affecting performance 30FRD 22D Occupational Health and Safety 25FRD 22D Operational and budgetary objectives and performance against objectives 30FRD 22D Signifi cant changes in fi nancial position during the year 30FRD 22D Statement of availability of other information 5FRD 22D Statement on National Competition Policy 24FRD 22D Subsequent events 33FRD 22D Summary of the fi nancial results for the year 31, 32FRD 22D Workforce Data Disclosures including a statement on the application

of employment and conduct principles24-26, 33

FRD 25 Victorian Industry Participation Policy disclosures 24SD 4.2.(j) Sign-off requirements 2SD 3.4.13 Attestation on Data Integrity 3SD 4.5.5.1. Attestation on Data Insurance 3SD 4.5.5. Attestation on Compliance with Australian/New Zealand Risk Management Standard 2

Financial StatementsFinancial statements required under Part 7 of the FMAnancial statements required under Part 7 of the FMASD 4.2(a) Statement of Changes in Equity 3SD 4.2(b) Comprehensive Operating Statement 1SD 4.2(b) Balance Sheet 2SD 4.2(b) Cash Flow Statement 4 Other requirements under Standing Directions 4.2.SD 4.2(c) Compliance with Australian accounting standards and other authoritative pronouncements 6SD 4.2(c) Accountable offi cer’s declaration inside coverSD 4.2(c) Compliance with Ministerial Directions 6SD 4.2(d) Rounding of amounts 8FRD 11 Disclosure of ex-gratia payments 26, 51

Index


COMPLIANCE DISCLOSURE INDEX CONTINUED

LegislationFreedom of Information Act 1982 25Victorian Industry Participation Policy Act 2003 24Building Act 1993 24Financial Management Act 1994 28

Additional information (FRD 22D Appendix)

The following information is available upon request to the Chief Executive by relevant Ministers, Members of Parliament and the Public:

1. A statement of pecuniary interest has been completed.

2. Details of shares held by senior offi cers as nominee or held benefi cially.

3. Details of publications produced by the Health Service about the activities of the Board and where they can be obtained.

4. Details of changes in prices, fees, charges, rates and levies charged by the Board.

5. Details of any major external reviews carried out on the Board.

6. Details of major research and development activities undertaken by the Board that are not otherwise covered either in the Report of Operations or in a document that contains the Financial Report and Report of Operations.

7. Details of overseas visits undertaken including a summary of the objectives and outcomes of each visit.

8. Details of major promotional, public relations and marketing activities undertaken by the Board to develop community awareness of the Board and its services.

9. Details of assessments and measures undertaken to improve the occupational health and safety of employees.

10. General statement on industrial relations within the Board and details of time lost through industrial accidents and disputes, which is not otherwise detailed in the Report of Operations.

11. A list of major committees sponsored by the Board, the purpose of each committee and the extent to which the purpose had been achieved.

Index


MISSION STATEMENT Helping people of our community to better health and well-being

VISION STATEMENT Providing quality integrated health services within available resources to the people of our community and encouraging personal responsibility for health care

VALUES Djerriwarrh Health Services is committed to the following values which underpin the basis of our principle key objectives:

• Integrity and professionalism

• Team work

• Effi cient and cost effective services

• Maximised patient/client satisfaction

• A commitment to quality outcomes

• Respect for all staff

• Management by fact

• Performance accountability

Djerriwarrh Health Services


Corporate Governance

THE EIGHT (8) KEY OBJECTIVES

1. Patient/Client – Community and Clinical Services ‘Providing quality integrated health services within available resources to the people of our community and encouraging personal responsibility for health care’.

2. Community ‘To promote health and well-being through addressing the broader determinants of health of our community’.

3. Staff 'To optimize the performance of staff by providing a workplace supportive of integrity, professionalism, initiative and team work'.

4. Safety and Quality ‘To continuously evaluate and improve the safety and quality of our services and work environment’.

5. Financial/Business ‘To secure and manage effi ciently our fi nancial resources to maximize our capacity to deliver services’.

6. Management ‘To lead innovation and service enhancement to produce outcomes that fl ow through to the client/patient’.

7. Information ‘To maximise the use of information and communication technology for the benefi t our clients/ patients and support management by fact’.

8. Physical/Resources ‘To equip services with contemporary infrastructure and equipment’.


REPORT STRUCTURE

Board

Chief ExecutiveBruce Marshall OAM

Deputy Chief ExecutiveDavid Grace PSM

Personal AssistantTerri Drewitz

Capital Infrastructure Development,

IT Services, Clinical Service Development &

Enhancement, Focus on services located in

the City of Melton

Personal AssistantShaylene Wootten

Risk Management,Quality Strategic Directions,

Healthcare Service Development, Staff Appraisal

& Financial Integrity,Focus on services located in

Moorabool Shire

Director Allied HealthVida Pranskunas

Director of NursingJulia Meek

Director of FinanceJames Rubeli

Consultant Director of Medical Services

• Manager Community Health & Health Promotion/Chief Dietian Melissa Sapuppo

• Manager of HACC & Chronic Disease Kerryn Jorgensen

• Manager Counselling Services Joan Eddy

• Manager Adult Health Ruth Martin

• Manager Women & Children’s Health Joaquin Benedicto

• Manager Health Information Anglea Mayhew

• Manager Dental Services Jo Weaver

• Nursing Unit Manager Women's Unit Mary Little

• Nursing Unit Manager Medical/Surgical Paul Hilder

• Nursing Unit Manager Residential Care Tineke Carr

• Nursing Unit Manager Theatre Services Linda Aykens

• Nursing Unit Manager Day Medical Mandy Cullen

• Nursing Unit Manager Community Nursing Jane Cape

• Manager Clinical Nurse Education Katrina Alsop

• Manager Pharmacy Services Lisa Daly

• Assistant Directors of Nursing

(ADONS)

• Manager Finance Tony Grixti

• Manager Information Technology Colin Leggatt

• Manager Human Resources Kay Robertson

• Supply and Purchasing Doug Berry

• Marketing and Design Robin Bristow

• Fundraising

• Payroll

• VMO

• Salaried Specialists

• Career Medical Offi cers

• Administration

• Manager Food Services Archie Small

• Manager Engineering Services Greg Todd

• Manager Environmental Services Debbie Hutchinson

• Clinicial Risk Management

• Accreditation

• Occupational Health & Safety

• VMO

• Salaried Specialists

• Career Medical Offi cers

• Dentists

• Dental Therapists

Director of Clinical & Quality Support Services

Elizabeth Wilson

Corporate Governance


EXECUTIVE MANAGEMENT TEAM

Chief Executive Bruce Marshall, OAM

Deputy Chief Executive David Grace, PSM

Director of Allied Health Services Vida Pranskunas

Director of Finance James Rubeli

Director of Nursing Julia Meek

Director of Clinical and Quality Support Services Elizabeth Wilson

Consultant Medical Director Dr. Lee Gruner

Executive Support Offi cers Terri Drewitz Shaylene Wootten

BOARD MEMBERSHIP AS AT 30TH JUNE 2013

President Mr. Michael Tudball, AFSM

Vice President Mr. Eric Sharkey

Treasurer Mrs. Claire Sutherland

Board Members Mr. Graham Dempsey, OAM

Mrs. Helen Dobson

Ms. Pauline Madden

Mr. John Payne

Ms. Sophie Ramsey

Mr. Dirk Sauer

Board and Executive Team


Assistant Directors of Nursing Jo Ballard

Chris Braden

Heather Barker

Jenny Hallam

Jenny Vanderpoel

Colleen O’Sullivan

Mgr. Adult Health/Chief PhysiotherapistRuth Martin

Mgr. Clinical Nurse Educator Katrina Alsop

Mgr. Community Health/Health Promotion/Chief DietitianMelissa SappupoMgr. Community Nursing Services Jane Cape

Mgr. Counselling Services/Social Work Joan Eddy

Mgr. Day Medical Mandy Cullen

A/Mgr. Dental Services Jo Weaver

Mgr. Engineering Services Greg Todd

Mgr. Environmental Services Debbie Hutchinson

Mgr. HACC and Chronic DiseaseKerryn Jorgensen

Mgr. Health InformationAngela MayhewMgr. Hotel Services Archie Small

Mgr. Human Resources Kay Robertson

Mgr. Information Technology Colin Leggatt

Mgr. Maternity ServicesMary Little

Mgr. Medical/Surgical ServicesPaul Hilder

Mgr. Pharmacy ServicesLisa Daly

Mgr. Residential Care Services Tineke Carr

Mgr. Theatre Services/Infection Control CoordinatorLinda Aykens

Mgr. Women and Childrens’ Health/Chief Occupational Therapist Joaquin Benedicto

Mgr. Finance Tony Grixti

SENIOR MANAGEMENT TEAM

Minister of Health and AgeingHon. David Davis MLC

Bankers Westpac Banking CorporationCommonwealth Bank

Auditors (external) AASB Accounting and Audit Solutions

Auditors (internal)MGR Accountants

Solicitors(1) Health Legal (2) Legro lawyers

Senior Management


Anaesthetists Dr. Mathew Bowman

Dr. Frank Buchanan

Dr. Mathew Hayhoe

Dr. Mohammad ali Rahmati

Dr. Fiona Tesarsch

Cardiologist Dr. Quentin Forrest

Dr. Andrew Gay

Dermatologist Dr. Josie Yeatman

Ear, Nose & Throat Surgeons Dr. Perry Burstin

Mr. Avdo Zahirovic

Endocrinologist Dr. Leo Rando

Dr. Tricia Wong

General Physicians Dr. Peter McCarthy

General Surgeons Miss Ruth Bollard

Mr. Alvin Cham

Mr. Ian Faragher

Mr. Chris Lu

Mr. Ananth Nagesh

Mr. Binh Nguyen

Mr. Alex Yuen

Nephrologist Dr. Susheel Sharma

Obstetricians/Gynaecologists Dr. Michael Bardsley

Mr. Claude Calandra

Dr. Russell Dalton

Mr. Surinder Parhar

Dr. Sadaf Rizwan

Oncologists Dr. Rodney Bond

Dr. Shing Tung Fan

Oral Surgeon Mr. Graeme Fowler

Orthopaedic Surgeon Mr. Ishfaq Hussaini

Mr. Russell Miller

Palliative Care Physician Dr. David Brumley

Paediatrician Dr. Nigel Hocking

Dr. Zoe McCallum

Dr. Riju Mittall

Respiratory Physician Dr. Anne Marie Southcott

Urologist Mr. David Cook

Dr. Jocelyn Benedicto Dr. David PoustieDr. Chris Irwin

Dr. Stephanie TanDr. Lorraine LInesDr. Vlad Maksoutov

Dr. Richard Yang

Medical Offi cers 2011 -2012

CAREER MEDICAL OFFICERS

SPECIALISTS

VISITING MEDICAL OFFICERS

Dr. Santino Bronchinetti Dr. Peter SchlesingerDr. Greg Coates Dr. Sivinand SooknandanDr. Robert Hosking

Dr. Damien StrangioDr. Niresh Madhanpall Dr. Quentin TibballsDr. Valerie Peers Dr. Marcus Watson

Dr. Mark Robson Dr. Paul WilliamsDr. Ravin Sadhai Dr. Woodrow WuDr. Noor Zannat


THE GOVERNING BODYDjerriwarrh Health Services was incorporated under the Health Services Act 1988 Part 3 on the 1st April, 1998 by the Governor-in-Council, acting on the recommendation the Minister for Health made after receiving advice from the Secretary of the Department of Human Services, under Section 64A of the Health Services Act 49/1988, and acting under Section 65 of the Act.

Djerriwarrh Health Services is accountable, through its Board, to the Minister for Health and Ageing, the Hon. David Davis MLC.

In accordance with the Health Services Act 1988, Division 4, Section 33, the Board has affi rmed that the Chief Executive and Staff will carry out the policies and procedures of Djerriwarrh Health Services with due diligence. The Board, in compliance with the Health Services Act 1988, Section 25 has appointed a Chief Executive, approved by the Secretary of the Department (Sec 25(s)).

The nine voluntary Board members who represent the community are recommended to the Minister and appointed by the Governor in Council. The term of appointment for a member of the Board is usually a three year term.

In accordance with the Health Services Act 1988, the function of the Board is to oversee and strategically govern Djerriwarrh Health Services and to ensure that the services provided comply with the requirements of the Act and the objectives of Djerriwarrh Health Services. The role of the Board is pivotal in successful strategic planning and implementation of policies that set the agenda for the future. Good leadership and corporate governance not only encourage professional standards of care but also establish the structures by which the key objectives can be set and performance standards measured

President's and Chief Executive's Report


BOARD COMMITTEESThe Board relies on their supporting Committees to provide strategic direction and advice for the organisation. Minutes of these meetings are agended at Board meetings. Involvement of the local Community is an integral part of this process. The Committee which directly involves community members, aside from the Board members, is the Strategic Health Forum.

Strategic Health ForumThe Strategic Health Forum’s membership consists of the Chief Executive Offi cers and Councillors/Board Members from the Moorabool Shire Council, the City of Melton and Djerriwarrh Health Services. The membership is reviewed and/or changed once a year. The purpose of the Forum is to share information which enables the three organisations to collectively pursue appropriate health service enhancement to our communities as well as to identify strategic actions to instigate new initiatives and address service delivery gaps. During the past year the Forum met on three occasions. At these meetings, the strategic objectives of the Board’s key areas are discussed. During this year discussions continued to take place around the General Practitioner (GP) Workforce issues. The forum agreed that the need of additional GPs in our catchment area was urgent, particularly with the growth being experienced in the two communities. It was also noted that, due to the lack of suffi cient GPs in the area, people are accessing our Emergency/Urgent Care Services for issues which should be dealt with by GPs and are not urgent or life threatening, which is causing strain to our services. Another major focus has been to identify needs for additional healthcare services into the future within the communities of the City of Melton and Moorabool Shire. It is anticipated that a comprehensive analysis of existing services across the area, coupled with forecasting future requirements, will be undertaken in the not too distant future. There has also been discussion at the Strategic Health Forum on health priorities including a possible upgrading of the hospital, relocation of the Melton Community Health Centre and additional allied health services.

Remuneration CommitteeIt is the policy of Djerriwarrh Health Services to operate in full compliance with the Government Sector Executive Remuneration Panel (GSERP) and acknowledge that it is the Government Policy on executive remuneration for Government Business Enterprises and Statutory Authorities.

The Remuneration Committee of Djerriwarrh Health Services comprises the Board Offi ce Bearers (President, Vice President and Treasurer) and meets on a scheduled basis to review the performance of the Chief Executive against his Performance Management Plan and also to review the Total Remuneration Package paid to the Chief Executive within guidelines of the GSERP provision. In addition, individual Executive Directors of the organisation attend these meetings on a scheduled basis to explain how their performance links into the Performance Management Plan of the Chief Executive. In keeping with the policy of the Health Service, all Minutes of the Remuneration Committee are included in the full Board agenda papers to ensure that all Board Members are fully informed.

Attendance at Board, Committee and Strategic Forum Meetings

Name AGM (1)

Board Meetings (11)

Audit Committee (3)

Finance Committee (5)

Remuneration Committee (1)

Strategic Health Forum (3)

Risk Review Committee (4)

Graham Dempsey 1 10/11 - - - - -Helen Dobson 1 10/11 - - - 3/4 2/3Pauline Madden 1 9/11 3/3 - - - -John Payne 1 9/11 3/3 5/5 - - -Sophie Ramsey 1 10/11 - - - - 2/3Dirk Sauer 1 11/11 - 5/5 - - -Eric Sharkey - 9/11 3/3 - 1/1 - -Claire Sutherland 1 11/11 - 5/5 1/1 - -Michael Tudball 1 11/11 - - 1/1 2/2 2/3



Finance CommitteeEarlier in the year, the Finance/Audit Review Committee split into two Committees to form the Finance Committee and the Audit Committee. The Terms of Reference for the Finance Committee were reviewed and the Committee now undertakes the oversight of:

• Financial performance

• Specifi c purpose funds

• Investments

• The budget process.

The Committee comprises three Board members, with the Chief Executive and Director of Finance attending meetings but not having any voting rights. During 2012-2013, this Committee met on fi ve occasions. Agenda items included: the 2012/13 budget, insurance coverage review, IT project business cases, Specifi c Purpose funds review, and reviewed and ratifi ed all Investment decisions.

Audit Committee

The Audit Committee met three times during the year. At the beginning of the year, the Terms of Reference for the new Committee were agreed. The Committee undertakes the oversight of:

• the scope of work, performance and independence of internal audit

• ratifying the engagement and dismissal by management of any internal audit provider

• ratifying the internal audit plan

• the scope of work, independence and performance of the external auditor

• annual Financial Statements

• the fi nancial management compliance framework, ensuring Financial Management Act is adhered to

• matters of accountability and internal control affecting the operations of Djerriwarrh Health Services, including review of Instrument of Delegation

• the effectiveness of management information systems and other systems of internal control

• the acceptability of, and correct accounting treatment for and disclosure of, signifi cant transactions which are not part of Djerriwarrh Health Services’ normal course of business

• the sign off of accounting policies

• the process for monitoring compliance with laws and regulations and its own Code of Conduct and Code of Financial Practice.

Risk Review CommitteeCommittee membership comprises Board representation as well as all the Executive team. This Committee met on four occasions during the year. The following ‘risks’ are examples of some of the risks reviewed and discussed during the year:

• performance of staff

• sustainability of Aged Care

• medical equipment and devices

• competition from other health services

• corporate image

One of the ‘risks’ considered as a ‘High risk’ was Reputation. Any Health Service can easily be tainted by a single or series of events which reduces the public’s perception of the quality and value of services provided. Djerriwarrh Health Services’ mainly enjoys a positive media coverage and the compliments received far outweigh the complaints received. Waiting times in our Emergency Service/Urgent Care and long waiting lists for Dental services are the major focus of complaints. To date, the Organisation has done very well in protecting its reputation within the community. As the Health Service continues to expand it will become even more important to continue to focus on promoting a positive image within the community, as the potential risk of negative media also increases due to our inability to meet the growing demand of the community within our current resources. Another topic of identifi ed ‘risk’ was that of Staff Competencies. Competency assessments are conducted on staff to ensure that they have the expected level of knowledge, attitude, sills and behaviours to perform their duties. Djerriwarrh Health Services requires that all staff have annual training in Emergency Procedures, Preventing Bullying and Harassment, and Social Media. The Health Service endeavours to have all staff trained and assessed in these three competencies; however, it is not possible to get a 100% compliance due to some staff only working on a casual basis, on sick leave or long term leave. This risk was, therefore, rated as ‘High.’



EXECUTIVE TEAMThe Executive Team consists of the Chief Executive, Deputy Chief Executive, Director of Allied Health Services, Director of Finance, Director of Nursing, Director of Clinical and Quality Support Services, together with the Consultant Medical Director who attends the Health Service as requested. The Board has full confi dence in the members of the Executive to implement their strategic directions policy through day to day delegation. The Board receives monthly performance indicators from the Executive against key result areas and objectives. These indicators include complaints received, staff incidents noted, activity performance and waiting list times. The Executive team discuss strategic, fi nancial and operational matters of the organisation. Examples of major issues discussed by the Executive during the year included:

• National Broadband Network (NBN) Enabled Telehealth Pilots Program

• HealthWest Partnership – HACC population consultation project

• Partners in Recovery Program - Medicare Locals

• Sustainable Hospitals Working Group

• Continuing advocacy for a new Melton Community Health Centre facility or re-location of current facility

• Maternity Forecast 2012-2017 – strategies to manage increase in demand

STRATEGIC DIRECTIONS 2012-2013Djerriwarrh Health Services is a major healthcare provider to the rapidly expanding communities within the western growth corridor. The Health Service is responsible for providing a comprehensive range of Acute, Residential, Ambulatory and Primary Care services to the communities of Melton and Moorabool (Bacchus Marsh and Ballan). These services are provided from the following sites – Bacchus Marsh and Melton Regional Hospital (Acute), Grant Lodge (Residential), Melton Health (Ambulatory), Bacchus Marsh Community Health Centre, Melton Community Health Centre and Caroline Springs Community Health Centre (Primary).

The Health Service must place itself in a position to be able to provide services to meet the forecasted population growth, rising from 131,464 in 2011 to 192,052 predicted for 2021, and 260,142 for 2031, which is an increase of 98% from 2011-2031.

During the year, Djerriwarrh Health Services produced a Strategic Plan for 2013 – 2016 which can be read at www.djhs.org.au. Some our key priorities listed are:

• Health Promotion and Community Care – expand access to mental health services within the catchment

• Emergency and Ambulatory Care – help relieve the pressure on Western Health’s Ballarat Health Service’s Emergency Department through expanding access to appropriate local emergency services

• Acute Care – instigate an immediate strategy that meets the rapidly increasing demand for maternity services beyond the capacity of the existing maternity capital infrastructure

• Aged Care – ensure that Grant Lodge caters well for people with dementia and market the service accordingly

• Organisational wide – enhance the safety and quality of the Organisation through strengthening our Safety and Quality Committee structure, Quality and Safety Plan and meet accreditation standards

2012-13 Statement of Priorities Progress Report

One of the ways in which the Health Service can demonstrate it is placing itself in a position to provide these services in an equitable manner, is through the Statement of Priorities, which was introduced in 2011-2012 and is an agreement between the Department of Health and Djerriwarrh Health Services. The progress report for the year 2012-2013 is below. This Statement of Priorities outlines seven priority areas, laid down by the Victoria Government and outlined in the Victorian Health Priorities Framework 2012-2022. These priorities are:

• develop a system that is responsive to people’s needs

• improving every Victorian’s health status and experiences

• work collaboratively with other service providers and agencies e.g. Western Health

• expanding service, workforce and system capacity

• increasing the system’s fi nancial sustainability and productivity

• implementing continuous improvements and innovation

• increasing accountability and transparency

• utilising e-health and communications technology



Develop a system that is responsive to people’s needs.

In partnership with other providers within the local area apply existing service capability frameworks to maximise the use of available resources across the local area

Work and plan with key partners and service providers to respond to local issues including issues of distance and travel time experienced by some rural and regional Victorians

Explore opportunities to develop strategies that support greater service responsiveness for diverse populations

Provided an additional 7.7 EFT of Home & Community Care (HACC) services in partnership with Melton Shire Council, Moorabool Shire Council and Ballan District Heath & Care, consistent with allocated growth funding by 31 Dec 2012

Maximised the use of the available maternity beds to meet the rising demand through the development of a Maternity Collaboration Plan with Western Health, Mercy Health and Kyneton Hospital by 30 June 2013

Assisted in the establishment of a Lactation Consultant service by Best Start in Moorabool by providing technical and protocol advice to the Project by 30 Nov 2012

Establishment of the Governance Working Group for the Better Health Plan for the West in collaboration with other partners by 30 Sept 2012

Actively participated on the ‘Attract, Retain and Share Outstanding Staff in the West’, ‘Maximise and Grow Resources’ and the ‘Utilise e-health and Communications Technology’ Working Groups as part of the implementation of the Better Health Plan for the West

0.6 EFT of HACC resources is provided specifi cally in the delivery of services to the local Aboriginal and Torres Strait Islander communities by 31

Oct 2012Maintain a vulnerable Clients Register for Moorabool, in collaboration with Moorabool Shire Council, for use in the event of a bush fi re or other emergency. (ongoing)

• Occupational Therapy, Dietetics, Physiotherapy & Podiatry positions were fi lled in July 2012• Wound Management position fi lled in December 2012• Continence position advertised in September 2012 & readvertised in November 2012• Speech Pathology, Cultural Diversity Nurse & Aboriginal Health Nurse positions appointed and commenced October 2012

• First draft of Plan was developed in September 2012 and is currently undergoing consultation with the participating Health Services• Maternity Collaboration Plan Completed

• Lactation Consultant has been appointed and Service commenced in August 2012

• Governance Working Group for Better Health Plan for the West has been established in September 2012

• The Working Group have been established and an action plans has been developed

• Aboriginal Health Worker commenced October 2012 • Aboriginal Health Nurse commenced employment on 23rd October 2012

• Vulnerable Client Register is maintained and up-to-date

Victoria Health Priorities

Framework priority areas

Djerriwarrh Health Services Strategies Deliverables Achievements



Improving every Victorian’s Health status and experiences

Improving every Victorian’s Health status and experiences. Collaborate with key partners such as members of local PCP, the newly formed Medicare Local, community health services and Aboriginal health service providers to support local implementation of relevant components of the Victorian Health and Wellbeing Plan 2011–2015

Consider new models of care and more coordinated services to respond to the specifi c needs of people with priority clinical conditions

Participated on the Governance Board of Healthwest Primary Care Partnership to support local implementation of relevant components of the Victorian Health and Wellbeing Plan 2011-2015 by June 2013

Participated on the Governance Board of the Macedon Ranges and Western Melbourne Medicare Local by June 2013

Participated on the governance structure of the Victorian Health Association by June 2013

Provided a Healthy Mother-Healthy Babies Service for the most vulnerable pregnant women with the Melton and Moorabool Communities by 31 Aug 2012

• Deputy Chief Executive is currently the Deputy Chair of the Healthwest Board

• Board Chair participated on the Transitional Board of the Medicare Local

• Board Treasurer is on the Research & Policy Committee of VHA

• Healthy Mother, Healthy Babies Service is being provided



Expanding service, workforce and system capacity.

Increasing the system’s fi nancial sustainability and productivity.

Identify opportunities to address workforce gaps by optimising workforce capability and capacity, and exploring alternative workforce models

Identify opportunities for effi ciency and better value service delivery

Develop and support alternative arrangements that drive greater fi nancial productivity and sustainability through more effi cient purchasing of non- clinical services Examine and reduce variation in administrative overheads

Participated in both the Grampians and Western Metropolitan Clinical Placement Network, by providing over 3,000 placement days for student nurses by June 2013

Participated in the Western Metropolitan Clinical Placement Network by providing placements for student physiotherapists and occupational therapists by June 2013

Chief Executive participated in the LINK program for the purpose of mentoring new CEOs. (ongoing)

Provided a Post Graduate Year 2 Paediatrician training position in association with Melbourne University by 31 Dec 2012

Provided a undergraduate Medical student clinical placement in association with Deakin University by 30 Nov 2012

Provided a 0.8 EFT Graduate Nurse position in collaboration with Ballarat Health Services by March 2013

Developed a succession plan for all Executive positions including Chief Executive, Deputy Chief Executive and Directors by Aug 2012

Strategies implemented to make better use of clinical telephone follow-up in accordance with the new business rules associated with providing Ambulatory Care Services by 30 Sept 2012

All service Agreements were reviewed upon expiration to determine if the service could be purchased in a more effi cient manner (ongoing)

1 EFT of Information, Communication & Technology (ICT) is linked to an Industry based learning position to reduce administrative costs and provide training opportunities by 30 Sep 2012

• Over 3,000 placement days are planned for with the University of Ballarat, Victoria University, Deakin University, RMIT, Monash, and ACU

• Planning for participation in the Clinical Placement Network has commenced• Physiotherapy and Occupational Therapy students are now undertaking regular placement at DjHS

• CE attended information session for LINK program in October 2012• CE accredited

• Paediatrician training position in place from the 1st July 2012

• Undergraduate Medical student clinical placement in place from 1st July 2012

• Graduate Nursing Program, accommodating 1 EFT, commenced in collaboration with Ballarat Health Services

• Succession plan developed for Chief Executive • Succession plan in place to cover a period of 3 months for Directors and Deputy Chief Executive

• Trial telephone Clinics established for Diabetes Education, Adult Speech Pathology, Dermatology and General Physician

• Melton Health Pathology Agreement reviewed

• Industry based learning IT position commenced



Implementing continuous improvements and innovations

Increasing accountability and transparency.

Improving utilisation of e-health and communications technology

Develop and implement improvement strategies that better support patient fl ow and the quality and safety of hospital services

Develop and implement strategies that support service innovation andredesign

Implement systems that support streamlined approaches to clinical governance at all levels of the organisation

Continue to strengthen the capability of rural health service boards and senior management to ensure that ongoing stewardship obligations of rural and regional health services can be met

Maximise the use of health ICT infrastructure to better connect a broad range of health care and other health – related workforces

Trial, implement and evaluate strategies that use ICT as an enabler of better patient care

Work with partners to better connect service providers and deliver appropriate and timely services to rural and regional Victorians

Implemented the Deteriorating Patient Program including establishment of the Urgent Clinical Response Team and the METCALL Response Team by 30 Dec 2012

Implemented the ISBAR Clinical Handover Tool by March 2013

The Medical Credentialing and Scope of Practice Working party met quarterly. (on going)

Search out and encourage appropriately qualifi ed members of the community to compliment the existing skill-mix and profi le of the Board, as positions become vacant. (on going)

Conducted one Board Strategic Planning Day attended by both Board members and Executive staff by April 2013

Use of the National Broadband Network is evaluated once installation is complete in the local area to maximise both internal connection of service delivery sites as well as connection with external providers

Lead and implement the Home Monitoring Telehealth Pilot Program if the submission currently being evaluated by the Department of Health and Ageing is successful

Participated in the Grampians Rural Health Alliance to maintain an appropriate and effective ICT connection service. (on going)

• A trial of “Between the Flags” Adult observation chart commenced in November 2012• A METCALL and Clinical selection processes commenced in November 2012

• Commenced implementation of ISBAR in August 2012

• The Medical Credentialing and Scope of Practice Working party has met quarterly throughout the fi nancial year.

• Actively pursued and discussed with the Board Executive team• Appropriate people for Board appointment have been recommended to Governor-in-Council

• Planning has commenced for Board Strategic Day – March 2013. Theme – Innovations in Health• Board Strategic Planning Day completed

• Awaiting NBN installation

• Made a submission to the Department of Health & Ageing (Commonwealth) for trial of Home Monitoring• Made a submission to the Department of Health (State) for trial of Home Monitoring• Invited to participate in the CSIRO Home Monitoring project• Commenced recruiting subjects for the study

• Actively participating in the Alliance



Operating Result Target 2012-13 Actuals

Annual operating result ($m) 0.082 0.070

Performance Priorities for 2012-13

Financial Performance.

Cash Management / Liquidity Target 2012-13 Actuals

Creditors < 60 days 36Debtors < 60 days 18

WIES activity performance Target 2012-13 actualsPercentage of WIES (public & private) performance to target WIES is Weighted Inlier Equivalent Separation

98% - 102% 100.7%

Service Performance.

Quality and Safety Target 2012-13 actualsHealth service accreditation Full compliance Full complianceResidential aged care accreditation Full compliance Full complianceCleaning standards Achieved AchievedSubmission of data to VICNISS (1) Full compliance Full complianceHand Hygiene Program compliance rate 70% 82%Victorian Patient Satisfaction Monitor: (OCI) (2) 73% 83%Consumer Participation Indicator (3) 75% 84%People Matter survey Full compliance Full compliance(1) VICNISS is the Victorian Hospital Acquired Infection Surveillance System(2) The Target for the Victorian Patient Satisfaction Monitor is the Overall Care Index (OCI) which comprises six categories(3) The Consumer Participation Indicator is a category of the Victorian Patient Satisfaction Monitor

Maternity Target 2012-13 actualsPercentage of women with prearranged postnatal home care 100% 98%



ActivityWeighted Inlier Equivalent Separations (WIES)

2012-13 Activity Achievement

WIES Public 3,244WIES Private 345Total WIES (Public and Private) 3,589WIES Renal 709WIES DVA 38WIES TAC 3WIES TOTAL 4,339Subacute admittedPalliative Care Public 611Palliative Care Private 119Palliative Care DVA 57Subacute non-admittedSACS 4,471

SACS DVA 0

Aged CareResidential Aged Care 10,733Community Health / Primary CareCommunity & Women's Health 16,219

Activity and Funding for 2012-13

PartnershipsDjerriwarrh Health Services greatly respects and values the opportunity to partner with other agencies in providing health care services to the Melton and Moorabool Shires. Over the past 12 months, Djerriwarrh Health Services has participated in a number of partnerships to promote better health and well-being in the community. The organisation regularly partners with both Melton Shire Council and Moorabool Shire Council in the provision of Home and Community Care as well as other health projects. Djerriwarrh Health Services is also an active member of the Heathwest Primary Care Partnership. Healthwest is a strategic alliance of over 25 healthcare providers in the Western Suburbs of Melbourne to promote coordinated service system approaches as well as to collectively input into public health policy, prevention, early intervention and chronic disease initiatives. Our involvement in the partnership is extremely valuable to ensure that we are ‘part of the solution’.

In 2012-2013, Djerriwarrh Health Services was also actively involved in the development of the “Better Health Plan for the West”. This Plan is a historic agreement amongst local health services in the west of Melbourne to collectively work on a set of key health issues and broad directions for future service delivery. There are 20 signatories to the Plan which identifi es mental health, lifestyle issues (cardiovascular disease, obesity, diabetes), and cancer as high priority issues.

The selection of the priority issues was based on evidence presented in the Plan which aligns well with the health issues for the specifi c community that we serve. We look forward to collaborating with our partners in the implementation of the Plan to address these key health issues.

Another key partnership development is our excellent working relationship with Western Health. Western Health are currently contracted to provide certain specialist services who consult out of Melton Health, which are endocrinology and respiratory medicine. For the last two years we have participated with them in a rotational position for newly qualifi ed medical offi cer to gain experience in paediatrics. We have also been a member of the Western Collaborative group, which also includes Werribee Mercy and Kyneton District Health Service as well as Western Health, to discuss future management of the projected increase in births in our communities in the forthcoming years.

Working closely with other partners in the provision of health care services for the Moorabool and Melton Shires helps strengthen the capacity of the health care system and capitalises on the synergies that can only be achieved through better integration and co-ordination of services.

In addition, Djerriwarrh Health Services has actively participated in the formation of the North Western and Macedon Ranges Medicare Locals.



RANGE OF SERVICESAcute ServicesBacchus Marsh & Melton Regional Hospital provides a range of acute services including Midwifery, Medical, Surgical and Palliative Care inpatients, and Emergency Services. Our Melton Health site also provides Urgent Care, Dialysis and Day Oncology Services.

In 2012/13 a record 1,016 new babies kept our Midwifery staff busy, a 10% increase over the 914 births in the previous year. In January 2013, our busiest month, 102 babies arrived. The length of stay for normal deliveries is now less than 2 days with many mothers opting for discharge on the day of delivery with increased, at home, domiciliary support.

Nearly 18,000 patients were treated in our busy Urgent Care Services. The Emergency Service at Bacchus Marsh provided care to 8,932 patients. The Urgent Care Service at Melton Health saw 8,910 presentations.

Theatre Services performed 3,642 procedures this year. These included general, gynaecology, orthopaedics, dental and ENT surgery. Through a Department of Health initiative, in collaboration with Western Health, we provided some additional Operating sessions this year for 82 patients who had experienced long waits for orthopaedic and hernia surgery.

Community Nursing continues to provide a very valuable service to the local community. There is no waiting list for District Nursing services in either the Moorabool or Melton shires. In addition to general District Nurses we also provide palliative care and continence nurses and have access to the Grampians Region wound care specialist. A new addition to our staff is a Dementia Support Nurse who will be an invaluable resource to the community.

Residential Care is provided in Grant Lodge through our 30 bed high care facility. We are continuing to upgrade the Lodge to ensure that we provide a more homely and dementia friendly environment. This has included improvements to bathrooms, fl oor coverings and outside areas.

On the 1st July 2012, Djerriwarrh Health Services commenced purchasing its ‘hub’ Dialysis Services from Western Health rather than North West Dialysis Services. Hub services had been successfully obtained from North West Dialysis Services for many years; however, the closer proximity of Western Health Dialysis Services reduced travel times for patients and facilitated the opportunity for a Specialist Nephrologist from Western Health to consult at Melton Health on a regular basis. We are grateful for the cooperation of both the North West Dialysis Service and Western Health Dialysis in making the transition very smooth and without incident.

The Dialysis Unit has 12 chairs and has provided 6,840

treatments in the past year. Currently 45 clients are receiving Dialysis with the majority having three treatments each week.

Primary CarePrimary Care provides community based services to the elderly and people with disabilities under the Home and Community Care Program (HACC) as well as other members of the community through the Community Health funding streams. The important role of our primary care services is in the early detection, prevention and management of illness, to maximise each client’s health and well-being. We provide a broad range of health care services, delivered in community centres, located in Bacchus Marsh, Melton and Caroline Springs. We coordinate access to our services and facilities via a single point of entry, our Referral and Appointment service.

Our Community Health Centres deliver health care services that include allied health services for adults and children, chronic disease management, general and fi nancial counselling, drug and alcohol services, a needle and syringe program, healthy mothers healthy babies program, health promotion, health coaching and home and community care services. Our allied health team includes physiotherapists, occupational therapists, speech pathologists, podiatrists and dietitians. Our chronic disease management team includes nurses specialising in the care of the diabetic patient. We employ a cultural diversity nurse and aboriginal health care nurse to assist those members of our community to access our health service and provide culturally responsive pathways to health care. Our health coach is a nurse who works closely with clients to assist them to self-manage their health to better levels. The health promotion team is working to focus upon areas that include - preventing violence against Women, promoting socially connected communities and Healthy Lifestyle and Workplace initiatives.

Clients are able to self-refer to our Community Health Centres. We aim, as much as possible, to offer appointments at the site that is closest to the patient’s home, to add to the convenience of receiving health care in one’s own community. Many of the services provided for the frail aged and people with disabilities are provided by visiting clinicians in the client’s home.

The Primary Health services delivered 81,765 episodes of care over the 2012-2013 fi nancial year. We strive to provide appropriate services within the resources available and aim to deliver quality care to our diverse community. We were pleased to receive some growth funding to further develop our physiotherapy and occupational therapy services in response to the demands of our rapidly growing population.

Ambulatory CareAmbulatory Care involves the provision of hospital-like services within the community. The service aims to treat



people before they require extensive treatment and lengthy stays in hospital. Indeed, Ambulatory Care is a glimpse of what hospital care will look like in the future as treatments and procedures become more effi cient, effective and less time consuming for patients.

Most of the Ambulatory Care Service provided by Djerriwarrh Health Services are offered from Melton Health, located in Barries Road, Melton West, while some services are offered from Bacchus Marsh & Melton Regional Hospital. All services are fully integrated with our primary care, acute and aged care services to ensure that patients receive continuity when moving between these service streams.

Services offered from Melton Health include antenatal care, audiology, breast care support, chemotherapy, childbirth education, chronic disease management, counselling, day rehabilitation, dental, diabetes education, endocrinology, gastroenterology, general medicine, gynaecology, lymphodema management, nephrology, oncology, paediatrics, renal dialysis, stomal therapy, and urgent care.

Between all services offered from Melton Health, over 67,788 individual episodes of care were provided to members of our community during the 2012-2013 fi nancial year. Demand for services is high and many services have waiting lists that the Organisation actively manages to keep waiting times for an appointment as short as possible, within the resources available. Melton Health also has a state-of-the-art queue management system which effectively allows the Health Service to manage waiting times once the patient enters the building and registers their attendance until they are seen by the clinician. In 2012-2013, the average waiting time was 6 minutes and 20 seconds past the scheduled appointment time, an improvement of 40 seconds as compared to the previous year.

During 2012-2013, Djerriwarrh Health Services introduced an Echo Stress Test service at Melton Health in collaboration with Lake Imaging. The Health Service considered the introduction of a local Echo Stress Test service important as a result of high rate of cardiovascular disease being reported in the local community. An Echo Stress Test is a non-invasive way to assess for coronary artery disease as well as valvular disease and pressure in the heat and lungs. The Service is currently provided on a monthly basis under the Medicare Benefi ts Schedule.

Medical ServicesDjerriwarrh Health Services is very fortunate to have the continuing support of many medical offi cers, with 75 listed on our data base as either being employed by DjHS or under contract. These include our employed Career Medical Offi cers, visiting General Practitioners, Specialists and Anaesthetists as well as some medical services which are

contracted from other agencies.

We have a core group of Career Medical Offi cers employed by the health service who have been with the health service for a number of years now and are a vital part of our organisation’s growth. We continue to receive excellent support from local General Practitioners – both in Bacchus Marsh and Melton – for which we are most appreciative. During the year we were fortunate to be able to recruit three new General Surgeons and a Plastic Surgeon, all were recently qualifi ed and we anticipate that they will be part of the health service for many years into the future. We have also been successful in recruiting additional Specialist Anaesthetists to our existing team of mainly GP Anaesthetists. This does mean that we have the scope to look after patient’s with more complex needs if necessary. We are well placed to be able to manage the continuing demand for surgical services.

It is recognized that our Health Service is providing a high quality and unique Paediatric Service to the West, particularly in the assessment of autistic children. It was agreed that we had some valuable training to offer to newly qualifi ed doctors. We, therefore, initiated discussions last year with Western Health and the University of Melbourne Medical School (Sunshine) to offer a rotational position in paediatrics to a junior doctor. We are now in the second year of this position, with DjHS funding a considerable amount towards the position. However, it is agreed that it is a most successful achievement both for the health service as well as for supporting the growth and development of medical offi cers at the start of their career, who may well decide to stay working in the local area. We have continued to be involved with one of our local General Practitioner clinics in offering a clinical training position to a postgraduate medical offi cer through Deakin University Medical School. For the year 2014, this will increase to two postgraduate medical offi cers being mentored by our local GP practices who will experience clinical practice at our health service.

Supporting ServicesOur support services provide a necessary, valued and high quality role to all areas of the organisation. These teams include Finance, Human Resources, Information Technology, Health Information, Environmental, Engineering, Administration and Food Services. With the increase in demand for services, all these Departments have to manage increasing pressure on their workforce without extra funding resources often not available to meet this demand. To focus on some of their work; our Food Services Department produced 86,072 meals during the year, with 18,953 being for the acute hospital and 14,106 for Meals on Wheels. During the year all staff completed mandatory Food Service Safety Training and the Department met all legislative requirements.



The Administration Department has a varied role in support of the organisation; one such role is at the Bacchus Marsh site which is now the main telephone call centre for the organisation. During the year the front offi ce received 84,313 telephone calls compared to 82,000 in the previous year. The IT Department continues to face enormous pressure in their endeavours to keep the organisation in the forefront of information technology awareness and development, with new programs frequently being introduced to ensure that our patient management systems are uptodate. Human Resources is another area which consistently offers a professional and knowledgeable support information service to the organisation. One example of their work is in acting in an intermediary role when there are staff management issues. They have also undertaken staff training in social media and bullying and harassment across all areas of the organisation during the year.

STATUTORY REQUIREMENTSUnder the Directions for the Minister for Finance, part 9.1.3 (iv) it is mandatory for Djerriwarrh Health Services to report on Statutory requirements, including legislative changes that have had an impact on the operations of Djerriwarrh Health Services. Djerriwarrh Health Services has fully complied with all statutory disclosures and other requirements.

Djerriwarrh Health Services continues to be actively committed to complying with the Public Authorities Equal Opportunity Act 1970. Djerriwarrh Health Services is also compliant with the building and maintenance provisions of the Building Act 1993. Stringent fi re prevention measures are in place with annual smoke door checks undertaken by external contractors and regular checks of smoke detectors and sprinklers are undertaken through the year. We have an annual meeting with Country Fire Authority and State Emergency Service team members to ensure they are familiar with our buildings and emergency procedure management. Mandatory emergency training sessions are conducted for all staff.

We are also compliant with the Victorian Industry Participation Policy Act 2003. During this year, there has not been a requirement to tender for services for construction or building works, given any activity of such has not reached the reportable values. Djerriwarrh Health Services is compliant with the National Competition's Policy and has met the requirements of the Competitive Neutrality Policy Victoria.

In order to meet infection control standards, we have an Infection Control Coordinator in place who monitors all our processes in this area. An annual education program is in place for nursing and other clinical areas. Audits are

undertaken annually in all areas which are then benchmarked against other like sized health services e.g. Australian Standard 4187 audit of sterilisation areas. Each year, we participate in a number of external audits. During this year these included audits in our Food Services Department as well as Environmental Services. In 2013 our Food Services was assessed by an external Food Safety Auditor and we were 100% compliance with the Victorian Food Act 1984. With regarding to Environmental, or cleaning, standards the Dept. of Health issued an External Cleaning Standards Audit report for August 2011-August 2012. In August 2012, we achieved 98% for the High Risk category, which was the second highest in the local rural health services group. We also achieved 100% for the Moderate Risk Category, one of only two health services to achieve this rating.

In addition, we have had external audits undertaken on our Asbestos Management at the Bacchus Marsh site, Health and Safety Audit and a Security Audit. There was positive feedback from all these audits with some recommendations for improvement made.

Other legislative requirements met during the year include compliance with the Commonwealth Department of Health and Ageing’s requirements for mandatory police checks for staff and volunteers employed in residential aged care homes and community aged care services funded under the Aged Care Act 1997. All staff (including contracted staff) and volunteers have a current police check in place. In addition, we are compliant with the Working with Children Act 2005 by ensuring that all staff at Djerriwarrh Health Services, who are involved with working with children, must have a positive Working with Children check in place.

To ensure that risks are being managed in a consistent manner, Djerriwarrh Health Services has a risk management process in place which is consistent with the Australian/New Zealand Risk Management Standard 4360/2004. The Risk Review Committee is the responsible body for ensuring that all risks, including clinical and corporate, are controlled to a satisfactory level. To ensure that all areas of risk are monitored, there are other organisational committees in place including the Clinical Risk Committee, Health and Safety and Infection Control Committee, During the year no sentinel events were recorded, with 52 adverse events received. This is an increase from the previous year. However this can be explained as we have expanded the categorisation for reporting adverse events and now include some clinical events which had previously not been recorded under this heading. The adverse events were recorded as follows:



• Maternity Services = 27 (with the majority being babies needing to be transferred to a higher care facility

• Adult transfers = 17

• Theatre = 4

• Dental = 2

• Grant Lodge = 1

• Renal Dialysis = 1

A Root Cause Analysis is undertaken on the most serious adverse events; a few recommendations were made following these reviews to minimise the risk of a similar event occurring again.

Freedom of InformationDjerriwarrh Health Services is an agency subject to the Freedom of Information Act (Victoria) 1982. As required under the Act, Djerriwarrh Health Services has nominated Robert Bruce Marshall as the Principal Offi cer and Angela Mayhew as the Freedom of Information Offi cer. A legislated fee of $20 per application applies and 20 cents a page.

Freedom of Information Requests received

The number of Freedom of Information (FOI) requests received comprised 56 for the Bacchus Marsh and Melton Regional Hospital, compared to 79 in the previous year, and 30 for Melton Health, compared to 37 in the previous year. In addition to the FOI requests, we received 27 requests for Medico-legal reports from the Courts, Police and other offi cial bodies.

Health and SafetyDjerriwarrh Health Services is committed to providing a healthy and safe working environment for all staff according to the Occupational Health and Safety Act 2004. There is a Health and Safety Committee in place which reports to the Patient Client Care Committee. The incident reporting mechanism monitors and assesses any trending in health and safety issues.

The table below shows the number and categories of staff incidents received during the last year compared to previous three years:

The reporting of incidents relating to staff remains fairly consistent in number. The reporting of aggressive incidents towards staff has risen again this year, compared to last year. We continue to reinforce with our staff that we have ‘zero tolerance’ of aggression towards them and they are actively encouraged to report any such incident. In addition, we have notices placed around the organisation to inform the public of our policy in this regard. We have made some improvement to our security measures this year which include increased lighting outside the Emergency Service area at Bacchus Marsh, as well as increasing the camera monitoring points.

Workcover management is an important part of ensuring that staff feel supported during their injury time and we do have an active ‘Return to Work’ Program in place for staff who receive an injury while at work. Although there has been an increase in the number of staff, the number of claims received remains relatively stable with 7 new Workcover claims received for the year compared to 6 in the previous year. The number of active claims per month was higher than last year, being 4.5 per month compared to 2.25 per month in the previous year, due to a couple of claims taking longer than normal to resolve.

We had no major claims during the year.

2008/2009 2009/2010 2010/2011 2011/2012 2012/2013

55 78 80 116 86

Incident 2008/2009

2009/2010

2010/2011

2011/2012

2012/2013

Needlestick injuries 5 9 18 13 8Back Sprains 8 5 5 4 5Other strains/injuries 27 27 20 20 2Aggression towards staff 25 54 69 23 55Injury from equipment 1 1 0 0 0TOTAL 66 96 112 60 70



Industrial RelationsDjerriwarrh Health Services endeavours to maintain a good relationship with Industrial Relations bodies by being open and transparent. During the year no time was lost due to industrial disputes.

Complaints ManagementFormal complaints are received by the Chief Executive. A member of the Executive team is appointed as the ‘investigating offi cer’ with the objective of being able to respond to the complainant within seven days with an outcome of their investigation. During 2012/2013 we received 69 complaints compared to 54 in the previous year. There was no obvious trending of complaints. All our complaints are categorised according to the Seriousness Assessment Matrix (SAM), which was developed to enable health care providers to implement effective and consistent risk minimisation strategies. Using this scale, 60 complaints were categorised as minor, six (8) as moderate and one (1) as major. The major complaint related to a delay in a patient being informed of negative pathology results. One complaint was referred to the Health Services Commissioner.

AccreditationDjerriwarrh Health Services is currently accredited by the Australian Council on Healthcare Standards (ACHS) for four years, with this term expiring in mid 2015. However, in July 2013 the organisation will be undertaking a mid term Periodic Review. On this occasion, the Periodic Review will consist of: • review of progress against recommendations made in the Organisation Wide Survey in 2011

• compliance in meeting the new National Safety and

Quality Health Service Standards:

- Standard 1 Governance for Safety and Quality in Health Service organisations

- Standard 2: Partnering with Consumers

- Standard 3 Infection Control.

• the Health Service will need to demonstrate that it has met with the mandatory standards of EQuIP National which are under Service Delivery, Provision of Care, Workforce Planning and Management, Information Management and Corporate Systems and Safety • our Health and Community Care(HACC) Services (Community Nursing and Allied Health) will also be undergoing an accreditation compliance review

In early 2012, our residential care unit, Grant Lodge, underwent an Accreditation Review with the Aged Care Standards Agency when we were awarded a three years of accreditation to 2015 by meeting all 44 expected outcomes. Some suggestions for improvement were made which will be followed through during 2012-2015.



Bruce Marshall, OAM

Chief ExecutiveBacchus Marsh

29th August 2013

Michael Tudball, AFSM

President Bacchus Marsh29th August 2013

ACKNOWLEDGEMENTSWe would like to extend our sincere thanks and appreciation to all our staff. We recognise that we have a tremendous asset in our staff. We must thank all our Visiting Medical Offi cers and Specialists who provide the high level of support needed for our organisation to function.

We also recognise the value of all our volunteers in the various capacities they fi ll – whether it be working in the Ladies’ Auxiliary Opportunity Shop, delivering Meals on Wheels, helping in the Hospital Kiosk, driving people to medical appointments, reading to residents in Grant Lodge, helping patients attending Melton Health, or supporting our palliative care clients.

The communities of Melton and Moorabool are fortunate to have the combined dedication of the Executive staff, service managers, staff, medical practitioners and volunteers to ensure that Djerriwarrh Health Services achieves and maintains a high quality of care to our community.

We also take this opportunity to thank the Board members, both current and past, for their dedicated voluntary service to the community.



We are pleased to present a summary of the fi nancial results for the 2012/13 fi nancial year which have been prepared in accordance with the Financial Management Act 1994, applicable Financial Reporting Directions, Australian Accounting Standards including Interpretations, and other mandatory professional reporting requirements.

Djerriwarrh Health Services Comprehensive Operating StatementFor the Year Ended 30 June 2013

2013 2012

$’000 $’000

Revenue from Operating Activities 49,919 45,835

Revenue from Non-Operating Activities 370 472

Employee Expenses (32,939) (31,109)

Non Salary Labour Costs (4,678) (4,021)

Supplies & Consumables (6,852) (5,063)

Administration Expenses (3,739) (3,904)

Other Expenses From Continuing Operations (2,011) (1,938)

Net Result Before Capital & Specifi c Items 70 272

Capital Purpose Income 863 926

Depreciation and Amortisation (2,833) (2,665)

Expenditure Using Capital Purpose Income (37) (5)

NET RESULT FOR THE YEAR (1,937) (1,472)

COMPREHENSIVE RESULT (1,937 ) (1,472)

Treasurer’s Report


Djerriwarrh Health Services Balance Sheet

As at 30 June 2013

2013 2012

$’000 $’000

Current Assets

Cash and Cash Equivalents 1,043 690

Receivables 1,271 1,076

Investments and other Financial Assets 4,788 4,467

Inventories 237 261

Other Current Assets 191 166

Total Current Assets 7,530 6,660

Non-Current Assets

Receivables 1,028 911

Property, Plant & Equipment 31,484 32,320

Intangible Assets 235 427

Investment Properties - 160

Total Non-Current Assets 32,747 33,818

TOTAL ASSETS 40,277 40,478

Current Liabilities

Payables 3,427 2,201

Provisions 8,049 7,642

Other Liabilities 454 339

Total Current Liabilities 11,930 10,182

Non-Current Liabilities

Provisions 1,328 1,340

Total Non-Current Liabilities 1,328 1,340

TOTAL LIABILITIES 13,258 11,522

NET ASSETS 27,019 28,956

EQUITY

Property, Plant and Equipment Revaluation Surplus 12,310 12,310

Restricted Specifi c Purpose Surplus 670 644

Contributed Capital 7,193 7,193

Accumulated Surpluses 6,846 8,809

TOTAL EQUITY 27,019 28,956



Net Result Before Capital & Specifi c Items.The Net Result Before Capital & Specifi c items is the measurement of operating performance used by the Department of Health (DH). In the 2012/13 fi nancial year Djerriwarrh Health Services has recorded an operating surplus of $70k. Total Operating revenue for the 2012/13 fi nancial year was $50.289m. Total Operating expenditure for the 2012/13 fi nancial year was $50.219m.

The operating budget for the 2012/13 fi nancial year was an operational surplus of $82k.

The operational surplus was achieved due to:

• A saving strategy implemented over the 2012/13 fi nancial year.

• A favourable timing variance for the Palliative Care Consortium.

• HACC growth funding.

The Board, Chief Executive, Executive Offi cers and Departmental Managers understand the importance of establishing a balance between operating results and service delivery and are very conscious of achieving fi nancial integrity and also of achieving our obligations.

Every effort was made in 2012/13 fi nancial year to produce a small operational surplus, which meant the implementation of a number of cost minimisation measures which created challenges throughout the organisation.

The challenge that is faced by Djerriwarrh Health Services is to meet the increasing health needs of the communities that we serve, whilst at the same time trying to achieve a small operational surplus.

The Board and the Chief Executive will continue to seek to secure additional resources which will enable further expansion of the health services available to the community with the aim of meeting the needs of one of the fastest growing urban corridors in Australia.

Revenue from Operating Activities and Operational Expenditure increased in the 2012/13 fi nancial year. The increase was due to:

• Increased Acute funding (WIES growth)

• Additional programs/services (e.g. HACC growth funding, vulnerable children program)

• General indexation.

The major source of Djerriwarrh Health Services Revenue from Operating Activities in the 2012/13 fi nancial year was Government funding totalling $44.990m. Djerriwarrh Health Services is very appreciative of the funding that it receives. The Health Service will continue to work closely with the Department of Health, to pursue the implementation of the Metropolitan and Rural Health Plan, which will better coordinate recurrent funding priorities that are aimed at achieving improved health care provision for our rapidily expanding population.

Employee benefi ts expenditure was $32.939m in 2012/13 and formed 66% of our operational expenditure. Given the efforts and commitment of our staff we are able to provide high quality health services.

Visiting Medical Offi cers form the majority of the $4.678m Non-Salary Labour costs in 2012/13. The continuing loyalty of our attending Specialists and GP’s ensures that all patients are treated in a professional and competent manner.

Capital & Specifi c Items.Capital Purpose Income totalled $863k in 2012/13. Djerriwarrh Health Services is very thankful for the fi nancial support it receives from the community. Donations are used to purchase much needed medical equipment. A special thank you is extended to the members of the Bacchus Marsh Ladies Auxiliary for their continued service.

We would like to thank those members of the community who have attended/supported our annual fundraising events, specifi cally the David Calleja Memorial Car Show and the Longest Lunch. We would also like to thank the Service Clubs and other Community members who supported the House and Land Fundrising project. Not only do these events raise funds for much needed medical equipment, they also allow Djerriwarrh Health Services to showcase its services.



YEAR IN BRIEF 2012/2013The following tables summarize the Financial Performance of DjHS.

Financial Performance

08/09$’000

09/10$’000

10/11$’000

11/12$’000

12/13$’000

Operating Revenue(Before Capital Items) 34,244 36,710 38,915 46,307 50,289

Operating Expenditure(Before Capital Items) 33,799 36,694 39,090 46,035 50,219

Operating Surplus/(Defi cit)(Before Capital Items) 445 16 (175) 272 70

Total Assets 36,873 36,562 41,009 40,478 40,277Total Liabilities 8,192 8,279 10,581 11,522 13,258Total Equity 28,681 28,283 30,428 28,956 27,019

Current Assest Ratio

1.20

1.00

.80

.60

.40

.20

-2008/09 2009/10 2010/11 2011/12 2012/13

600

500

400

300

200

100

0

-100

-200

-300

Operating Surplus/Defi cit

2009/10

$’000

2008/09

2011/12

2010/11

2012/13

08/09$’000

09/10$’000

10/11$’000

11/12$’000

12/13$’000

Current Assets 5,095 4,777 5,999 6,660 7,530Current Liabilities 7,442 7,336 9,627 10,182 11,930Current Asset Ratio 0.68 0.65 0.62 0.65 0.63



55,000

50,000

45,000

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

Revenue IndicatorsFees are charged in accordance with the directives issued by the Department of Health and the Commonwealth Department of Health and Ageing.

Average Collection Days

Private2012/13 2011/12

33 41Other Compensable 24 28Residential Aged Care 9 5

Debtors at 30th June 2013

Under 30 days$’000

31-60days$’000

61-90 days$’000

Over 90 days$’000

Total 30/06/13$’000

Total 30/06/12$’000

Private 34 2 4 4 44 67Other Compensable 239 2 - - 241 126Residential Aged Care 9 - 1 13 23 9Total 282 4 5 17 308 202

2008/09 2009/10 2010/11 2011/12 2012/13

$’000

Total Operating RevenueIn 2012/13 Djerriwarrh Health Services spent $50.289 million of operating revenue on service delivery to our community. The graph below shows that our service delivery has increased in line with demand for our services. Further demand pressure will need to be absorbed into the current funding models.



Workforce Data

The table below shows the Full time equivalent (FTE) employee numbers as at 30 June 2013.

Labour Category JUNE Current Month FTE JUNE 2011 YTD FTE

2012 2013 2012 2013

Nursing 158.87 169.83 153.78 165.13Administration and Clerical 76.78 82.64 74.26 87.05Medical Support 32.03 24.56 28.36 25.49Hotel and Allied Services 34.03 30.21 34.12 31.51Medical Offi cers 1.07 1.07 1.11 1.12Hospital Medical Offi cers 9.73 9.64 8.24 9.27Sessional Clinicians 0.94 0.70 0.63 0.71Ancillary Staff (Allied Health) 55.70 56.58 50.34 55.33

ConsultanciesIn 2012/13 total consultancy expenditure was $17,488.

Individual Consultancies over $10,000 for the 2012-13 fi nancial year:

Name Reason Amount ($)

Health Recruitment Specialists Pty Ltd Professional services 10,800

There was also 2 other consultants used (expenditure per consultant was under $10,000) within the 2012-13 fi nancial year.

Events subsequent to Balance DateThere has been no event subsequent to balance date that may have a signifi cant effect on the operations of the entity in subsequent years.

Going ForwardThe Board and the Chief Executive will actively pursue funding streams for all Acute, Primary and Residential Services which will enable further expansion of our health services in an attempt to meet the health needs of one of the fastest growing urban corridors in Australia. Djerriwarrh Health Services will continue to work with the Department of Health and other Health Care providers to benefi t the community we serve.

Bruce Marshall, OAM

Chief ExecutiveBacchus Marsh

29th August 2013

Claire Sutherland

Treasurer Bacchus Marsh29th August 2013



ACKNOWLEDGING OUR VOLUNTEERS Our volunteers are gratefully acknowledged for the hard work and support they give Djerriwarrh Health Services during the year. Our volunteers help in many areas of the organisation which include Meals of Wheels, Melton Health, Melton Community Health, Grant Lodge, Consumer Transport, Friendly Visiting, Hospital Auxiliary, Palliative Care and the Hospital Kiosk. Without our volunteers it would be extremely diffi cult to provide the services to our community in the way that we do.

Barbara Atkin

Janet Austin

Pamela Bailey

Therese Baker

Daryl Baker

Sue Baker

Gillian Barker

Jennifer Barrie

Greta Beale

Vivienne Bearne

Brianna Bell

Margaret Bennet

Anne Bennett

Carmel Berry

Maureen Bird

Iris Blythe

Peter Blythe

Margaret Boylan

Linda Bracksley

Jill Braithwaite

Judith Bridges

Kevin Bridges

Betty Bridgewood

Pamela Broad

Joe Broad

Joan Brown

Marlene Burvill

Anthony Buxton

Muriel Buxton

Barbara - Anne Caisley

Fiona Callow

Jean Carboon

Norman Carboon

James Cattlin

Elizabeth Charge

Janice Chircop

Chris Christie

Nola Closter

Lindsay Collins

Lorraine Costa

Shirley Cowley

Lynda Crawford

Heather Crouch

Glenys Currie

Elizabeth Davie

Lauren Davies

Kathryn Davies

Gillian Davis

Barbara Day

Wendy Deacon

Barry Dean

Gina Delaportas

Barbara Di Collalto

Joyce Dick

Vernon Dick

Valerie Dickson

Anne Dodd

Celestine Drake

Sue Drury

Beverley Edwards

Lili Eggleston

Liza Elphick

Mary Evans

Janice Farmelo

Lynne Farrer

Marilyn Fernandez

Gwenda Ferry

Veronica Fitzgerald

Helen Fleming

Anne Gatt

Jenny Gibson

Peter Glass

Carol Glass

Carol Goetz

Robyn Goodman

Julie Govan

Agnes Governi

Gino Governi

Deborah Grech

Carole Griffi ths

Georgette Grigore

Alice Grounds

Keith Gundry

Robyn Gunn

Ann Hall

Elva Hannah

Bill Hansford

Community and Staff


Mandy Harrington

Valerie Hawken

Ivy Hawken

Andrew Heal

Nanette Hein

Lorraine Helminski

Lynette Hewat

Pamela Hill

Robyn Hine

Kaye Holland

Athena Holmes

Dorothy Hornbuckle

Marg Hose

Greg Hose

Keith Howard

Christopher Huculak

Emmy Jansink

Herman Jansink

Harriett Jarman

Janet Jenks

Judy Jensz

Wayne Johnson

Donald Johnson

Julie Johnson

Gloria Jones

Pieter Jongkryg

Melissa Kalin

Lynette Kinder

Cheryl King

Patrick Kirwan

Julie Maree Klooger

Eileen Knight

Abdalla Kori

Bianca Krause

Margaret Lay

Jennifer Leach

Brenda Lee

Wendy Lesko

Faye Lidgett

Jillian Lidgett

Bernice Light

Heather Linsdell

John Linsdell

Patricia Liversidge

Lorraine Loxley

Elizabeth Lummis

Jean Lycette

Trevor Lyne

Helen Lyne

Elspeth Mackay

Ian Malloy

Thelma Manly

Wendy Mannix

Judith Martin

Sherryl Maslak

Carmel Matthews

Jean Maxwell

Christine McCarter

Beverly McCourt

Pauline McDonald

Janice McGuiness

Chloe McKenzie

Anne-Marie McVeigh-Dowd

Cathryn Merry

Robyn Millar

David Millar

Patricia Miller

Susan Miller

Margaret Miller

Bertha Missen

Elizabeth Mitchell

Daniella Mitreska

Beryl Morgan

Alexander Moroz

Merryn Morris

Francie Muccignat

Betty Nelson

Lynette Newland

Lorna Newman

Sara Nigjeh

Susanne O'Dwyer

Robyn O'Keefe

Carolyn Olthof

Kathryn Orchard

Sylvia Palmer

Barbara Palmer

Wendy Parkes

Community and Staff


ACKNOWLEDGING OUR VOLUNTEERS continued

Marie Perry

Jennifer Petersen

Nola Pettett

Helen Pike

Kenneth Polmear

Dana Portelli

Elizabeth Poynter

Muriel Price

Nola Roberts

Christine Rookas

Janet Rooke

Winsome Rose

Kathleen Rowan

Elizabeth Santamaria

Janet Seymour

Diane Simboro

Lauraine Slater

Yvonne Spargo

Audrey Stanaway

Melita Stephenson

Nancy Stewart

Graeme Stewart

Lorraine Stewart

Kathleen Stone

Kym Studley

Rona Sweet

Lorraine Symons

Olive Tait

Glenda Tanner

Mandy Thomas

Jeanette Thomas

Margaret Thompson

Pamela Thorne

Jill Anne Thorneycroft

Raymond Thorneycroft

June Trask

John Trask

Alice Trask

Norma Trotter

Gilbert Tudball

Brigid Vallance

Rosemary Van Alkemade

Gerry Van Baast

Tua Maung Van Uk

Dorothy Van Zuylen

Peter Van Zuylen

Cheryl Vicars

David Wall

Betty Wallington

Katherine Warwick

Susan Webber

Helga Weiss

Lillian Werner

Denise Werner

Joan Wesley

Keith Wesley

Jean Weybury

Lucille Wheelahan

Robert Whitefi eld

Derek Williamson

Margaret Wilson

John Wilson

Thelma Young

Lynette Young

John Zilm

Diana Zilm

Catharina Ziola

Community and Staff


MILESTONES OF STAFF SERVICEThe following staff reached service milestones during the year. The Board extends its congratulations to the following staff:

30 Years Jennifer HALLAM

20 Years

15 Years

10 Years

25 Years

Caroline BECK

Shane BROOKING

Lisa CAMILLERI

Lily FREEMAN

Susan KARP

Rachel LAURIE

Erica LIDGETT

Pauline LONGERGAN

Oliva MARGARITA

Sheila MERYGOLD

Marilyn MILNE

Catherine O’CONNOR

Joanne WEAVER

Tara ARMSTRONG Paula BEECH Sheridan COY Lindi MAGRATH

Carolyn BIBBY Gillian BRADY Glenys CURRIE Dorothy HATCHER

Veronica BERTRAM Suzanne DE JONG Dorcas LUZA Heather PROUT

Community and Staff


DONATIONSDonations totalled $310,634 in the 2012/2013 fi nancial year. Djerriwarrh Health Services is very grateful to those who have made donations during the fi nancial year. Particular recognition must once again be given to the Bacchus Marsh Ladies Auxiliary who continue to work so hard on our behalf and make a signifi cant contribution to our donations.

Advantage Salary Packaging In memory of Chris Greechan

All Press Printing In memory of Eddie Tudball

Allen Foundry Co. Pty Ltd., In memory of Eugene Gogolyan

Autobarn Melton Maddingley Brown Coal

Bacchus Marsh Lions Club Melton Thoroughbreds CWA

Bacchus Marsh Farm Supplies Mr and Mrs. Jack Hogendoorn

Bacchus Marsh Ladies Auxiliary O’Brien Family

Bacchus Marsh Newsagency Outdoor Flair Pty Ltd

Big River Instant Turf P. and R. Schlesinger

Botanica Springs Raine and Horne Melton

Brookbuilt Industries Regional Tyre Service

Bruce Marshall Rustel Pty Ltd.

Bunnings Satelite City Furniture and Bedding

Cones N Candy Shane Cook Homes

Costa Panel Perfection Shannons

Courthouse Hotel St. Annes Winery

Devenny Payne The Elms Medical Centre

Diana Gibson The Plough Hotel

Foodworks The William Angliss (Victoria) Charitable Trust

H & K Auto Tripod Farms

Hayden Legro Lawyers Uniblinds and Security Doors

Helga Weiss Watersun Homes

In memory of Anthony Buxton Western Water

Community and Staff


Please contact 03 5367 2000

or email: [email protected]

if the Financial Statement is not attached here.

Financial Statement

Bacchus Marsh & Melton Regional Hospital:

Grant Street, PO Box 330

Bacchus Marsh VIC 3340

Ph: +61 3 5367 2000

Fax: +61 3 5367 4537

Bacchus Marsh Community Health Centre:

Turner Street, PO Box 330


Ph: +61 3 5367 9674

Fax: +61 3 5367 4274

Caroline SpringsCommunity Health Centre:

Level 1, 13-15 Lake Street

Caroline Springs VIC 3023

Ph: +61 3 9361 9300

Fax: +61 3 9361 9399

Melton Community Health Centre:

Cnr. High & Yuille Street,

PO Box 3, Melton VIC 3337

Ph: +61 3 8746 1100

Fax: +61 3 9743 8640

Grant LodgeResidential Aged Care:

6 Clarinda Street, PO Box 330


Ph: +61 3 5367 9627

Fax: +61 3 5367 8023

Melton Health:

195-209 Barries Road

Melton West VIC 3337

Ph: +61 3 9747 7600

Fax: +61 3 8746 2072

Annual Report 2012 - 2013 · Annual Report 2012 - 2013. ... Bacchus Marsh 29th August 2013....

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