djerriwarrh health services...julia meek (resigned 22 may 2015) director of nursing and midwifery...

1

Djerriwarrh Health Services 2014 - 2015 Annual Report www.djhs.org.au

Djerriwarrh Health ServicesAnnual Report & Financial Statements

2014-15

2

Djerriwarrh Health Services 2014 - 2015 Annual Report www.djhs.org.auDjerriwarrh Health Services 2014 - 2015 Annual Report www.djhs.org.au

WelcomeReport of Operations

RESPONSIBLE BODIES DECLARATION

In accordance with the Financial Management Act 1994, I am pleased to present the Report of Operations for the Djerriwarrh

Health Services for the year ending 30 June 2015.

________________________________Claire Sutherland

President of the Board

Bacchus Marsh

17th August 2015

ATTESTATION ON DATA INTEGRITYI, David Grace, certify that Djerriwarrh Health Services has put in place appropriate internal controls and processes to ensure

that reported data reasonably refl ects actual performance. The Djerriwarrh Health Services has critically reviewed these

controls and processes during the year.

_________________________________David Grace, PSM

Acting Chief Executive

Bacchus Marsh

17th August 2015

ATTESTATION FOR COMPLIANCE WITH THE MINISTERIAL STANDING DIRECTION 4.5.5 – RISK MANAGEMENT FRAMEWORK AND PROCESSES

I, David Grace, certify that the Djerriwarrh Health Services has complied with Ministerial Standing Direction 4.5.5 - Risk

Management Framework and Processes. The Djerriwarrh Health Services Audit Committee verifi es this.

_________________________________David Grace, PSM

Acting Chief Executive

Bacchus Marsh

17th August 2015

3


Index Disclosure IndexThe Annual Report of Djerriwarrh Health Services 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

Reference

Financial Management Act

Financial Statements

SD 4.2(a) Compliance with the Australian accounting standards (AAS and AASB standards) and other

mandatory professional reporting requirements6

SD 4.2(b) Financial Statements:

• income statement 1

• balance sheet 2

• statement of changes in equity 3

• cash fl ows statement 4

• notes to the fi nancial statements 5-56

SD 4.2( c) Accountable Offi cer, Chief Financial Offi cers and Responsibility Body declaration and sign off Cover

SD 4.2(d) Rounding of amounts 9

SD 4.2(j) Responsible Bodies Declaration Annual Report

2

Financial Reporting Directions

Annual Report

FRD 10 Disclosure Index 3

FRD 11A Disclosure of ex-gratia payments Financial Statements

55

FRD 12A Disclosure of Major Contracts 24

FRD 21B Responsible Persons Disclosure 7

FRD 22F Manner of establishment and the relevant Ministers 7,10

FRD 22F Purpose, functions, powers and duties 5, 10-12

FRD 22F Nature and range of services provided 20-22

FRD 22F Key initiatives, programs and achievements 13-19

FRD 22F Organisational Structure 6

FRD 22F Workforce data 32

FRD 22F Statement on employment and conduct principles 5, 22, 24-25

FRD 22F Occupational Health and Safety 24-25

FRD 22F Financial information

• summary of the fi nancial results for past fi ve years 30-31

• summary of the signifi cant changes in fi nancial position 30-31

• summary of the entity’s operational and budgetary objectives 29

• subsequent events 32

FRD 22F Signifi cant factors affecting performance 29

FRD 22F Details of consultancies over $10,000 32

FRD 22F Details of consultancies under $10,000 32

FRD 22F Application and compliance

• summary of the application and operation of the Freedom of Information Act 1982 (FOI Act) 24

• statement on compliance with the building and maintenance provisions of the Building Act 1993 24

• summary of the application and operation of the Protected Disclosure Act 2012 24

• statement on the implementation and compliance with National Competition Policy 24

• statement on the application and operation of the Carers Recognition Act 2012 (Carers Act) 24

• summary of an entity’s environmental performance 23

4


Index


FRD 22F Additional information available on request 4

FRD 25B Disclosures under the Victorian Industry Participation Policy 2003 24

FRD 30B Compliance with the Standard Requirements for the Publication of Annual Reports 4

Attestations

SD 3.4.13 Attestation of Data Integrity 2

SD 4.5.5 Attestation for compliance with the Ministerial Standing Direction 4.5.5 - Risk Management

Framework and Processes

2

Key Financial and Service Performance Reporting

FRD 29 Statement of Priorities:

Part A 13-17

Part B 18

Part C 19

Legislation

Freedom of Information Act 1982 24

Protected Disclosure Act 2012 24

Carers Recognition Act 2012 24

Victorian Industry Participation Policy Act 2003 24

Building Act 1993 24

Financial Management Act 1994 24

Additional information available on request(FRD 22F)

In compliance with the requirements of FRD 22F Standard Disclosures in the Report of Operations, details in respect of the

items listed below have been retained by Djerriwarrh Health Services and are available to the relevant Ministers, Members of

Parliament and the public on request (subject to the freedom of information requirements, if applicable):

(a) A statement of pecuniary interest has been completed.

(b) Details of shares held by senior offi cers as nominee or held benefi cially.

(c) Details of publications produced by the Health Service about the activities of the Health Service and how

these can be obtained.

(d) Details of changes in prices, fees, charges, rates and levies charged by the Health Service.

(e) Details of any major external reviews carried out on the Health Service.

(f) Details of major research and development activities undertaken by the Health Service that are not

otherwise covered either in the Report of Operations or in a document that contains the Financial

Report and Report of Operations.

(g) Details of overseas visits undertaken including a summary of the objectives and outcomes of each visit.

(h) Details of major promotional, public relations and marketing activities undertaken by the Health Service

to develop community awareness of the Health Service and its services.

(i) Details of assessments and measures undertaken to improve the occupational health and safety of

employees.

(j) General statement on industrial relations within the Health Service and details of time lost through

industrial accidents and disputes, which is not otherwise detailed in the Report of Operations.

(k) A list of major committees sponsored by the Health Service, the purpose of each committee and the

extent to which the purpose had been achieved.

(l) Details of all consultancies and contractors including consultants/contractors engaged, services

provided, and expenditure committed for each engagement.

This Annual Report should be read in conjunction with our 2014-2015 Quality of Care Report.

The information in this Annual Report will be available at www.djhs.org.au

HOW TO CONTACT US

Website: www.djhs.org.au

Telephone: 03 5367 2000

Email: [email protected]

Address: Grant Street, PO Box 330, Bacchus Marsh VIC 3340

5


Corporate Governance

Mission StatementHelping people of our community to better health and well-being

Vision StatementProviding quality integrated health services within available resources to the people of our community and encouraging

personal responsibility for health care

ValuesDjerriwarrh 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

The Eight (8) Key Objectives

1. Patient/Client – Community and Clinical Services‘To provide health and well-being related services in response to identifi ed needs of our culturally diverse community’

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’

6


Corporate Governance

Board

Chief Executive

Bruce Marshall, OAM

Deputy Chief Executive

David Grace, PSM

Personal Assistant

Capital Infrastructure

Development,

IT Services, Clinical Service

Development & Enhancement,

Focus on services located in the

City of MeltonPersonal Assistant

Risk Management,

Quality Strategic Directions,

Healthcare Service Development,

Staff Appraisal & Financial

Integrity,

Focus on services located in

Moorabool Shire

Director ofAllied Health

Vida Pranskunas

Director of Nursing and Midwifery

Wendy Davis

Director of Finance & Corporate Services

James Rubeli

Consultant Director of Medical Services

Dr Lee Gruner

Manager ofCommunity Health

& Health Promotion/Chief Dietitian

Melissa Sapuppo

Manager of HACC & Chronic Disease

Kerryn Jorgensen

Manager of Counselling Services

Joan Eddy

Manager of Adult Health

Ruth Martin

Manager ofWomen & Children’s

Health

Joaquin Benedicto

Manager of Health Information

Angela Mayhew

Manager of Dental Services

Joanne Weaver

Nursing Unit Manager Maternity 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

Julie Hammet

Manager of Pharmacy Services

Lisa Daly

Assistant Directors of Nursing

(ADONS)

Manager of Finance

Tony Grixti

Manager of Information Technology

Colin Leggatt

Manager of Human Resources

Kay Robertson

Manager of Engineering Services

Greg Todd

Manager ofEnvironmental Services

Debbie Hutchinson

Manager ofSupply and Procurement

Doug Berry

Manager of Hotel Services

Archie Small

Design and Marketing

Robin Bristow

Fundraising

Payroll

Quality and Safety Unit

Clinical Risk Management

Accreditation

Occupational Health & Safety

Manager of Infection

Control

Chris Braden

Manager of Organisational Development

Erica Lidgett

Administration Services

Radiology Services

Pathology Services

Medical Services

Visiting Medical Offi cers

Salaried Specialists

Career Medical Offi cers

Director of Clinical & Quality Support Services

Elizabeth Wilson

Reporting Structure

7


Board & Management Teams

Board

President

Mrs. Claire Sutherland

Vice President Mr. Eric Sharkey

Treasurer

Mr. John Payne

Board Members

Mrs. Helen Dobson

Ms. Pauline Madden

Ms. Sophie Ramsey, CR

Dr. Helen Thompson

Mr. Michael Tudball, AFSM

Mr. Arthur Uren

Mr. John Ballard (Ministerial delegate, Dr John Ballard was

appointed for a 12 month period in April to support the

organisation)

Chief Executive

Bruce Marshall, OAM

Executive management Team Chief Executive

Bruce Marshall, OAM

Deputy Chief Executive

David Grace, PSM

Director of Allied Health Services

Vida Pranskunas

Director of Clinical & Quality Support Services

Elizabeth Wilson

Director of Finance & Corporate Services

James Rubeli, FCPA

Consultant Medical Director

Dr. Lee Gruner

Director of Nursing

Julia Meek (resigned 22 May 2015)

Director of Nursing and Midwifery

Wendy Davis (commenced 25 May 2015)

Personal Assistant to CE Terri Drewitz

Personal Assistant to DCE

Shaylene Wootten

As at 30th June 2015

Minister for Health, Minister for AgeingHon. Jill Hennessy MLA

(4th December 2014 to 30th June 2015)

Hon. David Davis MLC

(1st July 2014 t0 3rd December 2014)

BankersWestpac Banking Corporation

Commonwealth Bank

Treasury Corporation of Victoria

Auditors (external)AASB Accounting and Audit Solutions

Auditors (internal)MGR Accountants

Solicitors(1) Health Legal

(2) Workplace Legal

(3) Hayden Legro Lawyers

8



Assistant Directors of Nursing Jo Ballard

Heather Barker

Patricia Barr

Jenny Hallam

Julia Meek

Colleen O’Sullivan

Jenny Vanderpoel

Mgr. Adult Health/Chief PhysiotherapistRuth Martin

Mgr. Clinical Nurse EducatorKatrina Alsop (resigned 2 December 2014)

Julie Hammett (commenced 7 April 2015)

Mgr. Community Health/Health Promotion/Chief DietitianMelissa Sappupo

Mgr. Community Nursing ServicesJane Cape

Mgr. Counselling Services/Social WorkJoan Eddy

Mgr. Day MedicalMandy Cullen

A/Mgr. Dental ServicesJo Weaver

Mgr. Engineering ServicesGreg Todd

Mgr. Environmental ServicesDebbie Hutchinson

Mgr. FinanceTony Grixti

Mgr. HACC and Chronic DiseaseKerryn Jorgensen

Mgr. Health InformationAngela Mayhew

Mgr. Hotel ServicesArchie Small

Mgr. Human ResourcesKay Robertson

Mgr. Infection ControlChris Braden

Mgr. Information TechnologyColin Leggatt

Mgr. Maternity ServicesMary Little

Mgr. Medical/Surgical ServicesPaul Hilder

Mgr. Organisational DevelopmentErica Lidgett

Mgr. Pharmacy ServicesLisa Daly

Mgr. Residential Care ServicesTineke Carr

Mgr. Theatre ServicesLinda Aykens

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


9



Anaesthetists Dr. Michael Barrowcliffe

Dr. Gabriel Berra

Dr. Mathew Bowman

Dr. Frank Buchanan

Dr. Mathew Hayhoe

Dr. Laurence Poon

Dr. Mohammad al Rahmati

CardiologistDr. Quentin Forrest

Dr. Adam Gay

DermatologistDr. Josie Yeatman

Ear, Nose & Throat SurgeonsDr. Perry Burstin

Mr. Avdo Zahirovic

EndocrinologistDr. Leo Rando

General PhysiciansDr. Peter McCarthy

General SurgeonsMiss. Ruth Bollard

Mr. Alvin Cham

Mr. Ian Faragher

Mr. Chris Lu

Mr. Ananth Nagesh

Mr. Binh Nguyen

Mr. Alex Yuen

NephrologistDr. Susheel Sharma

Obstetricians/GynaecologistsDr. Michael Bardsley

Dr. Russell Dalton

Mr. Surinder Parhar

Dr. Sadaf Rizwan

OncologistsDr. Rodney Bond

Dr. Shing Tung Fan

Oral SurgeonMr. Graeme Fowler

Orthopaedic SurgeonMr. Ishfaq Hussaini

Mr. Russell Miller

Palliative Care PhysicianDr. David Brumley

PaediatricianDr. Nigel Hocking

Dr. Zoe McCallum

Dr. Riju Mittall

Respiratory PhysicianDr. Anne Marie Southcott

UrologistMr. David Cook

Dr. Rakhi Basu

Dr. Jocelyn Benedicto

Dr. Lorraine Lines

Dr. Vlad Maksoutov

Dr. David Poustie

Dr. Maung That

Dr. Richard Yang

Career Medical Offi cers

Specialists

Visiting Medical Offi cersDr. Santino Bronchinetti

Dr. Greg Coates

Dr. Sivinand Sooknandan

Dr. Damien Strangio

Dr. Robert Hosking

Dr. Paul Williams

Dr. Niresh Madhanpall

Dr. Woodrow Wu

Dr. Valerie Peers

Dr. Noor Zannat

Dr. Mark Robson

Dr. Ravin Sadhai

Dr. Peter Schlesinger


10


President’s & Chief Executive’s Report

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 to the Minister of Health through its Board.

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 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, clinical and corporate governance not only encourages professional

standards of care, but also establishes the structures by which the key objectives can be set and performance standards

measured. The Board is actively involved in the Health Service’s objective to achieve compliance with the National Safety and

Quality Health Standards and to ensure that safe and quality of care is offered to the people who attend the Health Service.

Attendance at Board, Committee and Strategic Forum Meetings

Committee Meetings

Board MemberName

AGM (1)

Board (11)

Audit (5)

Consumer Advisory

(4)

Finance (5)

Patient Client Care(9)

Risk Review

(4)

Remuneration

(1)

Strategic Health Forum

(4)

Helen Dobson 1 6/8 - 2/4 - - 2 - 3/4

Pauline Madden 1 11/11 5/5 - - 6/9 - - -

John Payne 1 9/11 2/2 - 2/3 - 2/2 1 -

Sophie Ramsey 1 7/11 - - - 1/9 - - -

Eric Sharkey 1 10/11 - 3/4 4/5 - 2/2 1 -

Helen Thompson - 10/11 - - 4/5 - - - -

Claire Sutherland 1 11/11 - - - - - 1 4/4

Michael Tudball 1 9/11 3/3 - 2/2 - - - -

Arthur Uren 1 9/11 3/4 - - - 4/4 - 4/4

John BALLARD Minister for Health’s delegate to the Board

Governing Body & Board Committees

11



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.

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.

Finance CommitteeThe Finance Committee undertakes oversight of the

Djerriwarrh Health Services’:

• Financial Performance

• Financial Planning (Budgets)

• Specifi c Purpose Funds

• Investments

The Committee comprises three Board members, with the

Chief Executive and Director of Finance and Corporate

Services attending meetings but not having any voting

rights.

During 2014/2015, this Committee met on fi ve occasions,

agenda items included:

• 2014/15 Budget

• 2014/15 Financial Year performance

• Review of Business cases

• Specifi c Purpose Funds reporting

• Credit card compliance

• Health Purchasing Victoria Procurement Reform

• Change Impact Statements

• Reviewed and ratifi ed all Investment decisions

Audit CommitteeThe Audit Committee consists of three Board Members.

The Audit Committee met four times during the

2014/2015.

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 1994 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 CommitteeTo ensure that risks are being managed in a consistent

and proactive 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. Committee

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:

• Ageing Facility at Bacchus Marsh and Melton

Regional Hospital

• Credentialing, Appointment and privilege processes

for Medical Offi cers

• Risk Management structure and processes

• Performance of Staff

Board Committees

12



Credentialing, Appointment and privilege processes is a

risk reviewed on a regular basis as it is a core component

of clinical governance. There are a number of key principles

that underpin the need to ensure that this risk is minimised.

These include the need to:

• maintain and improve the safety and quality of care

that patients receive from health professionals

• sustain the confi dence of both the public and

healthcare professions through demonstrable

impartiality

• support and embed good practice

A robust process of credentialing and defi ning the scope of

clinical practice is essential to the provision of services that

are safe and of high quality by ensuring:

• services are provided within the capability and

needs of the health service and its respective

campuses

• medical practitioners appointed to the health service

are competent and able to fulfi l the tasks and

responsibility of their appointment

• a positive environment for medical practitioners,

with a clear recognition of the resources required to

support high quality services

Djerriwarrh Health Services has a number of checks

in place to ensure that all our medical offi cers are

appropriately credentialed, re-credentialed with scope of

practice established. The Committee considered that the

risk to the health service was rated as moderate at the

2014/2015 review.

Executive TeamThe Executive Team consists of the Chief Executive,

Deputy Chief Executive, Director of Allied Health Services,

Director of Finance and Corporate Services, Director of

Nursing and Midwifery, Director of Clinical and Quality

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 Chief Executive against key result

areas and objectives. These indicators include complaints

received, staff incidents noted, activity performance, staff

credentialing 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:

• governance structure for the Melton Community

Based Ambulatory Care Centre

• implementation of the expansion to Maternity

Services project

• implementation of the relocation of the Central

Sterilising Services Department

• implementation of a 3 year Human Resources Plan

2015-2017

• updating the DjHS website

• mandatory staff training competencies e.g.

hand hygiene, bullying and harassment, emergency

preparedness

• implementation of Code Grey policy

Strategic Directions 2014-2015Djerriwarrh Health Services has a Strategic Plan in place

for 2013/2016, produced mid 2013, which can be read at

www.djhs.org.au. The Health Service is a major healthcare

provider to the rapidly expanding communities within the

western growth corridor and 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.

Some of the key priorities in the Plan are listed below:

• Advocate for the relocation of the Melton

Community Health Centre to facilities fi t for the

purpose

• Collaborate with Melton City Council and Moorabool

Shire Council to advocate for the health and well-

being of our community by regularly participating in

a Strategic Health Forum

• Facilitate the establishment of registrar positions in

specialities experiencing high levels of activity

• Maintain accreditation for the provision of Home and

Community Care Services

• Maintain accreditation with the Aged Care

Standards and Accreditation Agency

It is pleasing to report that the Health Service has achieved

all the above priorities.

In addition we are upgrading our birthing services and

developing a maternity services improvement plan with the

assistance of the Royal Women’s Hospital.

This is consistent with the key priorities in our Strategic

Plan 2013-16 and in line with contining demand.

Strategic Direction

13



2014/15 Statement of Priorities Progress ReportOne of the ways in which the Health Service can demonstrate it is placing itself in a position to provide health services in a

quality and safe manner, is through the Statement of Priorities, which was introduced in 2011/2012 and is an agreement

between the Department of Health and Human Services and Djerriwarrh Health Services. The progress report for the year

2014/2015 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

Part A: Statement of Priorities

Victoria Health

Priorities

Framework

priority areas

Djerriwarrh Health

Services StrategiesDeliverables Achievements

Developing a

system that is

responsive to

people’s needs

• Develop an

organisational policy for

the provision of safe,

high quality end of life

care in acute and sub

acute settings with clear

guidance about the

role of, and access to,

specialist palliative care.

• Implement an

organisation-wide policy

for responding to clinical

and non-clinical violence

and aggression by

patients, staff and visitors

(including code grey) that

aligns with department

guidance (2014).

• By April 2015 end of life care

policies and procedures will

be implemented in the acute

and sub-acute settings utilising

the National Consensus

Statement.

• By December 2014 an

organisational-wide policy on

responding to clinical and non-

clinical violence and aggression

will be implemented.

• End of life Working Group established

in September 2014 and commenced

reviewing sample policies and

procedures provided by Ballarat

Health Services and Wimmera

Healthcare Group

• Draft End of Life Pathway and

associated procedure developed in

January 2015, for consultation

• End of Life Pathway approved in

February 2015

• End of Life Pathways fully

implemented in March 2015

• Working Party to review Violence &

Aggression response was established

in November 2014

• Working Party linked up with the

Regional Working Group in January

2015

• New Emergency Procedure Manual

drafted in April 2015

• Organisational-wide policy on

responding to clinical and non-

clinical violence and aggression fully

implemented by June 2015.

14



Improving every

Victorian’s

health

status and

experiences

• Support the effective

implementation of

reforms to alcohol and

other drug treatment

services.

• Optimise timely access

to specialist care through

the implementation

of the Access Policy

for Specialist Clinics

in Victorian Public

Hospitals.

• Use consumer feedback

to improve person and

family centred care,

health service practice

and patient experience.

• By March 2015 an

organisational-wide code grey

protocol will be implemented.

• By October 2014 additional

alcohol and other drug

counselling services will be

implemented in Bacchus Marsh

and Melton.

• By May 2015 DjHS will

implement the Access Policy

for Specialist Clinics for all adult

and paediatric clinics.

• Feedback from consumer

surveys will be tabled at the

Patient/Client Care Committee

and recommendations made

by the Committee implemented

to improve the health

service practice and patient

experience, throughout the

fi nancial year.

• Code grey protocol included in new

Emergency Procedure Manual draft

April 2015

• Code Grey training completed May

2015

• Organisational-wide code grey fully

implemented by June 2015.

• Additional Alcohol and Drug positions

advertised in November 2014

• Melton position commenced February

2015

• Additional AOD Services commenced

March 2015

• Access policy for all adult Specialist

Clinics implemented in August 2014

• Consumer Feedback Surveys tabled

at Patient/Client Care Committee

include:

• Evaluation of Continence Outcomes

Questionnaire (Aug 2014)

• Victorian Palliative Care Satisfaction

Survey - recommendations

implemented (Aug 2014)

• Grant Lodge Satisfaction Survey –

recommendations implemented

(Aug 2014)

• Patient Survey – Queue Management

System – recommendations

implemented (Sep 2014)

• Community Health Paediatric Speech

Pathology Client Survey (Sep 2014)

• Victorian Healthcare Experience

Survey April - June 2014 –


November 2014

• Community Nursing Survey and the

Victoria Healthcare Experience Jul

– Sep 2014 presented at PCC in Feb

2015

• Friendly Visiting Satisfaction Survey,

Consumer Transport Satisfaction and

Maternity Services Satisfaction

Survey reviewed March 2015

• Grant Lodge Accreditation

Survey reviewed May 2015 and



15



Expanding

service,

workforce and

system capacity

• Identify service users

who are marginalised

or vulnerable to poor

health, and develop

interventions that

improve their outcomes

relative to other groups,

for example, Aboriginal

people, people affected

by mental illness, people

at risk of elder abuse,

people with disability,

homeless people,

refugees and asylum

seekers.

• Improve health literacy

and support informed

choice and shared

decision-making by

responding to the health

information needs of

service users.

• Develop and implement a

workforce immunisation

plan that includes pre-

employment screening

and immunisation

assessment for existing

staff that work in high risk

areas in order to align

with Australian infection

control and immunisation

guidelines.

• Support excellence in

clinical training through

productive engagement

in clinical training

networks and developing

health education

partnerships across the

continuum of learning.

• By June 2015 a Melton

Community Health Centre

Infolink Project aimed at

assisting marginalised or

vulnerable people will be fully

functional in collaboration

with New Hope, Djerriwarrh

Community and Employment

Services and MacKillop Family

Services.

• By December 2014 the

Healthwest Staff Leadership

Training in Health Literacy

Project will be implemented

throughout the organisation.

• 95% of new employees will

have a pre-employment

immunisation screen

throughout the fi nancial year.

• DjHS will provide high quality

clinical placements throughout

the fi nancial year using the

Best Practice Clinical Learning

Environment Program for:

• Nursing

• Midwifery

• Counselling

• Dental

• Health Promotion

• Dietetics

• Occupational Therapy

• Speech Pathology

• Physiotherapy

• Paediatric Residents

• Paediatric Fellow

• Consortium bid successful in October

2014

• Services Connect project

implemented and commenced in

January 2015

• Staff who completed Health Literacy

Leadership training have held Health

Literacy training sessions through the

Organisation during July – September

2014

• 100% of new staff in 2014/15 had a

pre-employment immunisation screen.

• Contracts with all Universities have

been put in place by July 2014

• Student Placement for all disciplines

commenced in July 2014

• Reporting of Student placements in

VicPlace commenced in July 2014

• Manager Allied Health Clinical

Education commenced March 2015

• Clinical placements for all disciplines

provided using the Best Practice

Clinical Learning Environment

Program throughout 2014/15.


16



Increasing

the system’s

fi nancial

sustainability

and productivity

Implementing

continuous

improvements

and innovation

• Increase employment

of Aboriginal people

in mainstream health

services in line with the

strategic objectives of

Koolin Balit: Victorian

Government strategic

directions for Aboriginal

Health 2012–2022 and

Karreeta Yirramboi

workforce participation

targets.

• Identify and Implement

practice change

to enhance asset

management.

• Reduce health service

administrative costs.

• Drive improved health

outcomes through a

strong focus on patient-

centred care in the

planning, delivery and

evaluation of services,

and the development of

new models for putting

patients fi rst.

• By June 2015 1% of the total

workforce will be Aboriginal

(based on head count).

• By March 2015 Sub-

Contractors and Vendor Check

System will be implemented to

ensure that organisations and

people maintaining assets on

any DjHS site have:

• Public Liability Insurance

• Appropriate Licensing

• Police Checks

• A completed OH&S and

Risk Assessment.

• By February 2015 a

Procurement and Business

Effi ciency Offi cer will be

appointed from within the

existing workforce.

• By March 2015 an integrated

model of care will be developed

for the new Melton Community

Based Ambulatory Care

Centre.

• By June 2015 the building

design of the Melton

Community Based Ambulatory

Care Centre will be developed

and infl uenced by the

integrated model of care

through the functional brief.

• Commenced relationship with

Matchworks Employment Service in

November 2014 to encourage more

ATSI people to apply for positions with

the Health Service.

• Streamlined process to encourage

more existing staff of ATSI descent to

declare it on their employment fi le, in

February 2015.

• In June 2015, 0.15% of the Workforce

identifi ed as being of Aboriginal

descent.

• iPro Solution chosen as the Vendor

Check System in October 2014.

• iPro Solution fully implemented in

January 2015 and Contractors are

now being added to the system.

• Procurement and Business Effi ciency

Offi cer appointed from existing staff in

November 2014.

• HPV notifi ed of appointment of Chief

Procurement Offi cer in November

2014.

• Draft Integrated Model of Care

developed by August 2014 and is

awaiting formation of the Interim

Shared Services Governance

Committee for review

• Interim Shared Services Governance

Committee reviewed Integrated Model

of Care in March 2015

• Building consultants engaged in

October 2014

• Project kick-off meeting occurred in

February 2015

• Functional Brief completed and

presented to Board and PCC in May

2015

• Master Plan completed in May 2015

• ICT Model Supporting an Integrated

Model of Care developed in June

2015


17



Increasing

accountability &

transparency

Improving

utilisation of

e-health and

communications

• Undertake an annual

board assessment to

identify and develop

board capability to

ensure all board

members are well

equipped to effectively

discharge their

responsibilities.

• Utilise telehealth to

better connect service

providers and consumers

to appropriate and timely

services.

• Ensure local ICT strategic

plans are in place.

• By December 2014 the Board

will implement any Victorian

Hospital Association (VHA)

recommendations to develop

board capacity resulting from

their review of the Board.

• Board capacity will be

developed through ongoing

attendance at the Building

Board Capacity forums

throughout the fi nancial year.

• DjHS will act as the pilot

site for Commonwealth

Scientifi c Industrial Research

Organisation telehealth home

monitoring trial until December

2014.

• By February 2015 a home

monitoring program plan will be

implemented to continue the

use of the technology.

• By April 2015 the ICT strategic

plan will be presented to

the Finance Committee

for consideration and

endorsement.

• VHA Customer Services Manager

Governance Evaluation, Board

President and Chief Executive (CE)

commenced planning implementation

of VHA Developing Board Capacity

recommendations in November 2014

• Was confi rmed that the VHA

Governance Evaluator will oversee

the Board Evaluation for 2014/15 in

December 2014

• Board President and CE have

reviewed feedback of board capacity

recommendations

• VHA’s review process has been

extended for a further 12 months

• Board Strategic Day held in June

2015

• Board Evaluation undertaken in June

2015.

• Two Board members have attended

Building Board Capacity Forums

• All test subjects and 47 of the 50

control subjects have been recruited

by October 2014

• All test subjects are being provided

with Home Monitoring

• Results of pilot study provided to

CSIRO in April 2015

• Home Monitoring Service was

established during January 2015, in

association with telemedicine

• ICT Strategic Plan reviewed by the

Finance Committee in May 2015


18



Key performance indicator Target 2014-15 Actuals

Finance

Annual operating result ($m) .03 (0.04)

Creditors < 60 days 70 days

Debtors < 60 days 23 days

Percentage of WIES(1) (public & private)

performance to target

100% 96.34%

Asset management

Basic asset management plan Full compliance Full compliance

(1) WIES is a Weight Inlier Equivalent Seperation

Financial sustainability performance.

Safety and Quality Key Performance

Keyperformace indicator Target 2014-15 Actuals

Patient experience and outcomes

Victorian Healthcare Experience Survey(1) Full compliance Full compliance

Maternity - Percentage of women with

prearranged postnatal home care100% 100%

Governance, leadership and culture

Patient safety culture 80% 93%

Safety and quality

Health service accreditation Full compliance Full compliance

Residential aged care accreditation Full compliance Full compliance

Cleaning standards Full compliance Full compliance

Cleaning standards (AQL-A) 90% 98%

Cleaning standards (AQL-B) 85% 98%

Cleaning standards (AQL-C) 85% 98%

Submission of data to VICNISS(2) Full compliance Full compliance

Hand Hygiene (rate) – Quarter 2 75% 85.6%



Health care worker immunisation - infl uenza 75% 80.8%

(1)The Victorian Healthcare Experience Survey (VHES) was formerly known as the

Victorian Health Experience Measurement Instrument (VHEMI).

(2) VICNISS is the Victorian Hospital Acquired Infection Surveillance System.

Part B: Performance Priorities

19


President’s & Chief Executive’s ReportPart C: Activity and Funding

Funding type 2014-15Activity Achievement

Acute Admitted

WIES Public 4341

WIES Private 317

WIES (Public and Private) 4,658

WIES DVA 25

WIES TAC 0

WIES TOTAL 4,683

Subacute & Non-Acute AdmittedPalliative Care Public 853

Palliative Care Private 39

Palliative Care DVA 62

Subacute Non-AdmittedHealth Independence Program 6,074

Aged CareResidential Aged Care 10,703

HACC 41,418

Mental Health and Drug ServicesDrug Services 110

Primary HealthCommunity Health / Primary Care Programs 17,734

PartnershipsDjerriwarrh Health Services actively collaborates with other

organisations to strengthen the health service system. The

Health Service recognises that much more can be achieved

by working together. Our collaborations and partnerships

have led to a number of new and developing service

enhancements for the Melton and Moorabool Communities.

Over the past 12 months, Djerriwarrh Health Services

has been working with six other service providers and the

Department of Health and Human Services to establish

a Melton Community Based Ambulatory Care Centre

adjacent to Melton Health. Services that are likely to be

offered from the Centre include community health, mental

health, women’s and children’s services, health promotion,

chronic disease management and aboriginal health services.

Critical to the project is the development of a model of

care that promotes service integration, coordination and

a collaboration that will lead to improved access to local

services, more frequent and consistent early intervention,

and better coordination of care across the service system.

Fundamental to the model of care is a shared vision that

all clients are offered a broad initial needs assessment to

link them into a coordinated array of services that focuses

on the unique needs of the individual. The initial needs

assessment will be consistent with Service Coordination

Tools commonly used in Victoria employing technology to

simplify the process and improve effi ciency. It is anticipated

that the Melton Community Based Ambulatory Care Centre

will commence delivering services to the community in late

2017.

Over the last year Djerriwarrh Health Services, Western

Health and Werribee Mercy Hospital have been working

together on the Strengthening Hospitals in Melbourne’s West

programme. This programme facilitates regional planning

and role delineation with the aim of improving operational

effi ciencies, coordination, sustainability and quality of acute

hospital services for the Partners and our patients. Groups of

expert staff from each organisation have convened working

groups focusing on the Phase One priority areas of service

planning, elective surgery, maternity and paediatric services.

Signifi cant outcomes have been produced, particularly

around sharing of information, enhancing consistency of

care provision and tools, streamlining referral pathways

and initiating joint regional planning. The Maternity Services

Working Group has recently developed an information fl yer

detailing the maternity services available at each partner site.

This resource is designed to assist local health professionals

in being able to refer to the most appropriate local service

for their patients. Phase Two of the programme has now

commenced with a new working group convened to look

at emergency and urgent care service provision across

hospitals in Melbourne’s west. This group will jointly review

the current emergency and urgent care service landscape,

including mapping regional capability and exploring ways to

improve patient fl ow and transfer.

During 2014-15, Djerriwarrh Health Services successfully

tendered for the provision of alcohol and other drug

counselling services in Melton and Moorabool. The

successful tender for the Melton area was undertaken in

partnership with Western Health, Isis Primary Care and

CoHealth to provide an alcohol and counselling network

with the western metropolitan area. The counselling services

provided in Moorabool were tendered for in partnership with

Ballarat Community Health, Grampians Community Health,

Hepburn Health Service and YSAS to establish a counselling

20


President’s & Chief Executive’s ReportRange of Services

network throughout the Grampians region. Partnering with

others has led to a net increase of 1.5 full time alcohol

and other drug counsellors in the Melton and Moorabool

communities.

Djerriwarrh Health Services also actively contributes to

enhancing partnerships through its involvement with the

Healthwest 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 policy, prevention, early intervention and chronic

disease initiatives. A member of our Executive team was

elected to the Healthwest Board during the fi nancial year.

Our involvement in the partnership is extremely valuable to

ensure that we are “part of the solution”.

During 2014-15, Djerriwarrh Health Services was actively

involved in 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.

Djerriwarrh Health Service is committed to continue to foster

and develop strategic partnerships within the region to

ensure that our local community has access to a wide range

of quality health services.

Range of ServicesAcute ServicesThe acute services are primarily located at our Bacchus

Marsh and Melton Regional Hospital sites. A range of

ambulatory and inpatient services are provided including

medical, surgical, palliative care, detoxifi cation, maternity,

haemodialysis, day oncology and a transfusion/infusion

service. Our Bacchus Marsh site provides emergency

services to the community twenty four hours, seven days

a week. During the year 8,345 patients presented to our

Emergency Services for care compared to 9,044 in the

previous year. The decrease in the number of patients may

well be due to the opening of new general practices in the

town. An Urgent Care Centre at Melton Health operates

Monday to Sunday from 09.00 hrs to 22.30 hrs seven days

a week. During the year, 8,806 patients presented for care.

A wide range of surgical specialities are managed through

the operating rooms at Bacchus Marsh Hospital including

general surgery, endoscopy, obstetrics, gynaecology,

orthopaedics, urology and ear, nose and throat surgery.

3,845 theatre procedures were undertaken during the year,

compared to 3,716 in the previous year.

In 2014/2015, 824 babies were born at the Bacchus Marsh

and Melton Regional Hospital compared to 987 in the

previous year. It is uncertain why there has been a decrease

in the number of births but it may well be part of a normal

cycle.

Two new building projects received funding during the year

and project planning has commenced during this year. The

fi rst project is the relocation of the Central Sterilising Supply

Department (CSSD). The current CSSD is very cramped,

providing unsatisfactory working conditions for staff. The

new building will be a state of the art facility and will much

enhance the work environment as well as improve the work

fl ow in the area. Planning has been completed, and the

building phase of this redevelopment will commence late

2015.

Our Maternity Services will also undergo a redevelopment

which will increase the bed numbers by four. This will allow

Djerriwarrh Health to be well placed to meet the expected

increase in demand for maternity services over the next two

to fi ve years.

Community Nursing Services Our Community Nursing Services operate across two local

government areas - Melton and Moorabool Shires. There

are no waiting lists for services and this supports patients

returning to their homes sooner from hospital. In addition

to the general district nursing service, Djerriwarrh Health

Services also offers specialist nursing service in palliative

care, continence service, wound care and dementia support.

Residential Aged Care Services are provided on the Bacchus Marsh campus

at Grant Lodge. The team are continuing to upgrade the

facility to provide not only a homely environment but one

that facilitates the support of the resident with dementia.

The corridors have been painted to ensure that doors to

residents’ rooms, toilets and bathrooms contrast with the

walls which supports residents remaining independent for

longer. There have been further upgrades to the outdoor

areas including the path to the Men’s Shed to allow easier

access for our male residents to the Shed.

Primary CareDjerriwarrh Health Services operates Community Health

Centres providing primary care services in Bacchus Marsh,

Melton and Caroline Springs. Primary Care is often the fi rst

point of contact that patients have with the health system.

It relates to the non-admitted care of the patient in the

community with services often provided by nursing and allied

health professionals.

Our primary care services delivered 30,802 nursing and

allied health episodes of care over the 2014-2015 fi nancial

year. We were pleased to receive growth funding during the

year, to provide additional nursing, dietetics, physiotherapy

and podiatry services, to care for the health demands of our

rapidly growing population.

Currently, our Community Health Centres deliver many

health care programs that include allied health and nursing

services for adults and children. Services are varied and

21



include chronic disease management programs, general

and fi nancial counselling services, a needle and syringe

program, Healthy Mothers Healthy Babies program, health

promotion, diabetes management and health coaching.

An aboriginal liaison offi cer supports our aboriginal health

care nurse to improve access for the aboriginal and Torres

Strait islander population to our health services and provide

culturally responsive pathways to their health care. Our

Community Health Nurses work with our diverse and multi-

cultural population to improve their health outcomes.

As mentioned elsewhere in this Report, we have also been

very fortunate this year, in receiving State Government

funding to build a new integrated health care facility in

Melton. The Melton Community Health Centre, will vacate

its current rental site in 2017 to deliver services in a more

effi cient, integrated and coordinated manner within a

defi ned health precinct in Barries Road, Melton West. The

relocation will allow collocation and integration with Melton

Health, our ambulatory care facility.

Services to the elderly and disabled are currently provided

under the Home and Community Care (HACC) program.

Other members of the community, including children may

access services through the Community Women’s Health

programs. We have been successful in receiving additional

funding for alcohol and drug counsellors in Melton and

Bacchus Marsh and have commenced a two year trial

in partnership with Community West legal services to

run a mortgage well-being service that assists people

undergoing mortgage stress to access social workers,

fi nancial counsellors and legal professionals.

Our health promotion team continues to work to improve

health education in the workplace and the community.

This past year they have done this by improving social

connectedness with community projects, for example

the projects ‘linking Melton South’ engages with

the community to get members together to improve

their community environment and connect with their

neighbours. The health promotion team supported the

Melton South community to develop a community mosaic

mural, community planting days and community events.

This team has also worked to improve healthy workplace

initiatives like ‘Stepathons’ that encourage workplace

teams to walk to improve exercise participation and

initiated a drive to introduce strategies to educate staff

about preventing violence against women.

Whilst many clients are referred by their General

Practitioners, community members are also able to self

refer to our community health centres. Our central Referral

and Appointment Service aims as much as possible to

offer services that suit the client by being closest to their

home.

Ambulatory CareAmbulatory Care provides ‘hospital like’ services in an

outpatient environment situated within the community.

Djerriwarrh Health Services delivers these services

from both the Melton Health and the Bacchus Marsh

and Melton Regional Hospital sites. All our services are

integrated, allowing essential information to be shared,

thereby ensuring that a patient is able to receive care that

is seamlessly transferred between acute, ambulatory and

primary care.

Melton Health programs include antenatal care,

audiology multi-disciplinary autism assessments, child

birth education, chronic disease management, day

rehabilitation, dental, dermatology, gastroenterology,

gynaecology, lymphoedema management, orthopaedics,

paediatrics, stomal therapy and urgent care. These

services are provided by a skilled team of doctors, dentists,

allied health professionals and support staff.

Over 2014-2015, 45,682 individual patient contacts were

provided by our ambulatory care services. We improved

our access to these high demand services by introducing

‘Patient choice booking’ in line with the Department of

Health and Human Services guidelines to improve access

to specialist clinics. Patients whose condition is triaged to

be of an urgent nature will be booked directly into a clinic.

Less urgent conditions will be placed on a waiting list to

ensure that, when appointment timeslots are regularly

made available, they are invited to contact the Djerriwarrh

Health Services Referral and Appointment Service to

arrange an appointment time that suits them. Patients and

their referrers are notifi ed of the expected waiting time for

services.

Dental ServicesDjerriwarrh Health Services operates twelve dental chairs

within the dental unit at Melton Health. During 2014-2015,

we treated 11,759 individuals. We offer general dental

care, denture provision and manufacture and provide

emergency dental care for eligible patients. Ten of these

twelve chairs are allocated for student teaching purposes.

These chairs are operated by students from Latrobe

University and supported by dental clinical demonstrators

who are employed by Djerriwarrh Health Services. This

year, under Federal Government initiatives to decrease

waiting lists, provide outreach services to disadvantaged

community members and use of the Child Dental Health

benefi ts scheme, we have been able to provide additional

dental services to eligible members of the community.

This has been achieved by operating chairs at times, that

are not used for student teaching, in the evening and on

Saturday mornings.

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

Range of Services

22



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 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.

For the second year running, we welcomed senior

registrars to our medical workforce – in the disciplines of

Obstetrics and Paediatrics - and who are on a rotational

program with Sunshine Hospital, Western Health. We have

a good partnership arrangement with Western Health in

developing our medical workforce and having credentialing

arrangements in place to allow these rotations to occur.

We have continued our association with Deakin University

and this year we have had two medical students on

placement from them; this is a joint arrangement with the

local General Practices who are the supervisors of the

students while they are with us.

The Medical Credentialing and Scope of Practice

Committee has met four times during the past year.

Membership of this Committee is made up of senior

medical staff within the organization. All new medical

offi cers must supply documentation to support

their application to join the Health Service and this

documentation is scrutinized by this Committee to

ensure that the medical offi cer is suitable to be included

in our workforce. In addition, all medical offi cers are re-

credentialed every three years.

We have a number of specifi c medical groups – e.g.

Anaesthetics, Obstetrics and Paediatrics – who meet on

a regular basis to review any clinical incidents that may

have occurred related to their discipline as well as to review

clinical guidelines in place, to ensure that safe and quality

of care is delivered to our community.

Support 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, Procurement, Stores, Administration and

Food Services.

Engineering: During the year a new generator was

installed on the Bacchus Marsh site which provides

backup electricity to all services at the site. A new heating

hot water plant and domestic hot water plant has been

installed in readiness to meet the needs of the upcoming

Maternity Services Enhancement Project. This new plant

was installed in an attached plant room on a much smaller

foot print with increased output. An additional steriliser was

installed at Melton Health in the dental CSSD Department

to meeting the growing needs of our dental services.

The Human Resources department continues to deliver

a high quality service across the whole organisation. The

Human Resources department co-ordinates recruitment

and continues to work with internal departments in all

facets of workforce demographics and composition. The

aim is to lead the retention, attraction and development of

a balanced workforce capable of delivering on the goals

and objectives of the organisation.

Detailed below are some of the Human Resources

department achievements for 2014-2015:

• development of the 2015-2017 Human

Resources Plan

• updated and reviewed all HR policies, procedures

and processes

• managed employee relations and industrial relations

issues across the organisation

• introduction of careers website and candidate

management system

• introduction of online police checks, ensuring

compliance to obtain satisfactory police check for

all employees

• successful co-ordination of Volunteers

The Administration Department has a varied role in support

of the organisation. This role includes management of our

patient information brochures, health service directories

and providing a general enquiry and reception service to

the organisation.

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 up-to-date.

Range of Services

23



Environmental FootprintDjerriwarrh Health Services is dedicated to ensuring that

we minimise the carbon footprint that we create from

both energy usage and material waste. Being in a growth

corridor with increased health services being delivered, it

does present challenges to reduce our clinical and general

waste from year to year. Given that, during 2014/2015 an

increase in activity has led to an increase in both clinical

and general waste.

Gas

Due to the installation of energy effi cient domestic hot

water boilers, changes to the under fl oor heating and

adjustment of the climate control systems, we have

managed to decrease the demand for natural gas.

Electricity

During the year we have installed energy effi cient air

conditioners at the Bacchus Marsh site, however we have

had an increase in usage given service delivery increases.

Water

Water usage increased due to a failure in the subterranean

irrigation system at Melton Health coupled with a major

leak in our water main that supplies water to the Bacchus

Marsh site.

In the 2015/16 we aim to concentrate our efforts on

the reduction of both general and clinical waste by

implementing more friendly recycling receptacles across

the organisation and to further review clinical waste to

gather information on how we can reduce this stream.

Environmental Performance

2012/13 2013/14 2014/15

6,500,000

6,000,000

5,500,000

5,000,000

4,500,000

4,000,000

3,500,000

3,000,000

2,500,000

2,000,000

1,500,000

1,000,000

500,000

Gas

(mJ)

2012/13 2013/14 2014/15

26,000

24,000

22,000

20,000

18,000

16,000

14,000

12,000

10,000

8,000

6,000

4,000

2,000

wat

er(K

L)

2012/13 2013/14 2014/15

Ele

ctri

city

(KW

)

2,400,000

2,200,000

2,000,000

1,800,000

1,600,000

1,400,000

1,200,000

1,000,000

800,000

600,000

400,000

200,000

24



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 is an agency subject to the

Freedom of Information Act (Victoria) 1982. As required

under the Act, Djerriwarrh Health Services has nominated

Andrew Freeman as the Principal Offi cer and Angela

Mayhew as the Freedom of Information Offi cer. A legislated

fee of $25.70 per application applies and 20 cents a page.

Freedom of Information Requests received

The number of Freedom of Information (FOI) requests

received comprised 84 for the Bacchus Marsh and Melton

Regional Hospital, compared to 74 in the previous year,

and 53 for Melton Health, compared to 62 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. In addition we also received 591

requests from General Practitioners and other hospitals in

relation to patient information.

Djerriwarrh Health Services embraces the purpose of the

Protected Disclosure Act 2012 which is to encourage

and facilitate disclosure of improper conduct by public

offi cers and public bodies. Improper conduct includes (1)

corrupt conduct (2) substantial mismanagement of public

resources and (3) conduct involving substantial risk to the

environment. There were no reported disclosures under

this Act during 2013/2014.

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 under the Victorian Industry

Participation Policy 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 National Competition’s Policy and has

met the requirements of the Competitive Neutrality Policy

Victoria.

Djerriwarrh Health Services is fully compliant with

the Carers Recognition Act 2012. This Act formally

acknowledges the important contribution that people in

care relationships make to our community. The Act states

principles relating to carers and for people being cared for.

In order to meet infection control standards, we have a

Manager of Infection Control appointed 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 2015

our Food Services has been assessed by an external Food

Safety Auditor and we were 100% compliance with the

Victorian Food Act 1984.

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 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.

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:

Statutory Requirements

Incident 2010/2011

2011/2012

2012/2013

2013/2014

2014/2015

Needlestick injuries 18 13 8 10 8

Back sprains 5 4 5 6 9

Other strains/injuries 20 20 2 32 38

Aggression towards staff

69 23 55 47 48

TOTAL 112 60 70 95 103

2010/2011

2011/2012

2012/2013

2013/2014

2014/2015

80 116 86 136 164

25



We continue to monitor the working environment

for our staff to ensure that we provide as safe

and healthly workplace as possible. Reporting of

incidents and our actions in response to them is

an integral part of this process. One of the areas of

concern we continue to monitor on a regular basis

is that of aggression towards staff. 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. During

the year we have developed a Code Grey policy for

the organisation and training sessions have been

held for staff on this topic. Code Grey was introduced

as an emergency code to the Health Service on the

30th June 2015.

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 still remains

relative low, although there has been a slight increase

this year with 13 new Workcover claims received for

the year compared to 12 in the previous year. The

number of active claims per month was higher than

last year, being 11 per month compared to 8 per

month in the previous year. We have two long term

claims currently in place.

Other ways in which we endeavour to support

staff at work is ensuring that there is a very positive

culture in dealing with any bullying and harassment

issues. Annual mandatory education is required to be

undertaken by all staff on this topic and any reports

of issues around this topic are immediately dealt with.

In addition, training in social media is mandatory for

all staff to ensure that staff are aware of the issues

that can arise out of inappropriate use of social

media.

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 ManagementDjerriwarrh Health Service does welcome complaints

as it allows us to review our processes to ensure

that we are providing a high and safe level of

quality care. Formal complaints are received by the

Chief Executive. The Chief Executive will assign

an ‘investigating offi cer’, usually a member of the

Executive team. The objective is to respond to the

complainant within seven days with an outcome of

the Health Services investigation.

During 2014/2015 we received 73 complaints

compared to 83 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, 47 complaints were categorised as minor,

twenty-two (22) as moderate and four (4) as major.

Two complaints were received by the Health Services

Commissioner – one was in relation to dissatisfaction

with care provided by treating doctor and the other

was in regard to inadequate explanation of charges

which would be made for dental treatment. In this

case, the fee was reimbursed to the patient.

Accreditation2014/2015 has been a busy year for accreditation

reviews at Djerriwarrh Health Services. Early in the

year we were reviewed by the Australian Council on

Healthcare Standards for the Department of Health

and Human Services to ensure we were compliant

with their standards for two programs run by the

organisation – the Men’s Behaviour Change Program

and the Western Metro Men’s Active Referral Service.

We were successful in being accredited for these two

programs. In April we underwent an accreditation

review for our Residential Care Services undertaken

by the Australian Aged Care Quality Agency. While

we recognise that the infrastructure of our residential

care facility is not the most modern, there is no

doubt that the care our residents receive is of the

highest quality given by a committed staff. We were

successful in gaining accreditation for a further three

years.

For the last two years, the organisation has been

working very hard to ensure that it is able to

demonstrate that it does meet the requirements of

the ten National Safety and Quality Health Standards.

The Board, Executive and staff have been involved

in this process, the most recent two annual Strategic

Planning days were devoted to Clinical Governance

and the requirements of the Standards. Each of

the Standards has a working party in place with

an ‘executive’ member on the working party. The

working parties are made up of representatives from

all areas of the health service who may be involved

in the particular Standard. There has been a monthly

focus on a particular Standard with a newsletter on

the Standard circulated together with information

on noticeboards. In addition, the intranet contains

a wide variety of information around accreditation,

audits and feedback from patients and clients. As

we go to press, the accreditation review is due at the

end of July.

Statutory Requirements

26



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.

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.

David Grace, PSMActing Chief Executive

Bacchus Marsh

17th August 2015

Claire SutherlandPresident

Bacchus Marsh

17th August 2015

27


Treasurer’s Report

We are pleased to present a summary of the fi nancial results for the 2014/15 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 Financial Year Ended 30 June 2015

2015 2014

$’000 $’000

Revenue from Operating Activities 55,140 54,183

Revenue from Non-Operating Activities 429 397

Employee Expenses (36,831) (36,051)

Non Salary Labour Costs (5,463) (5,324)

Supplies & Consumables (6,953) (6,913)

Administration Expenses (3,142) (2,907)

Other Expenses (3,217) (3,178)

Net Result Before Capital & Specifi c Items (37) 207

Capital Purpose Income 1,760 964

Depreciation and Amortisation (2,337) (2,824)

Expenditure Using Capital Purpose Income (12) (15)

NET RESULT FOR THE YEAR (626) (1,668)

Other comprehensive income Items that will not be reclassifi ed to net result

Changes in Physical Asset Revaluation Surplus - 2,482

Other gains/(losses) from Other comprehensive income (103) (23)

COMPREHENSIVE RESULT (729) 791

Comprehensive Operating Statement

28


Treasurer’s ReportBalance Sheet

Djerriwarrh Health Services Balance SheetAs at 30 June 2015

2015 2014

$’000 $’000

Current Assets

Cash and Cash Equivalents 1,844 1,338

Receivables 1,167 1,316

Investments and other Financial Assets 4,642 4,407

Inventories 234 276

Other Current Assets 334 169

Total Current Assets 8,221 7,506

Non-Current Assets

Receivables 1,720 1,229

Property, Plant & Equipment 31,999 32,479

Intangible Assets 243 48

Total Non-Current Assets 33,962 33,756

TOTAL ASSETS 42,183 41,262

Current Liabilities

Payables 3,767 3,432

Provisions 8,451 8,910

Other Current Liabilities 929 347

Total Current Liabilities 13,147 11,689

Non-Current Liabilities

Provisions 1,962 1,770

Total Non-Current Liabilities 1,962 1,770

TOTAL LIABILITIES 15,109 13,459

NET ASSETS 27,074 27,803

EQUITY

Property, Plant and Equipment

Revaluation Surplus 14,792 14,792

Restricted Specifi c Purpose Surplus 717 693

Contributed Capital 7,193 7,193

Accumulated Surpluses 4,372 5,125

TOTAL EQUITY 27,074 27,803

29



The Net Result Before Capital & Specifi c items is the

measurement of operating performance used by the

Department of Health and Human Services (DHH). In the

2014/15 fi nancial year Djerriwarrh Health Services has

recorded an operating defi cit of $37k. Total Operating

revenue for the 2014/15 fi nancial year was $55.569m.

Total Operating expenditure for the 2014/15 fi nancial year

was $55.606m.

The operating budget for the 2014/15 fi nancial year was

an operational surplus of $26k.

The Board, Chief Executive, Executive Offi cers and

Departmental Managers understand the importance of

establishing a balance between operating results and

to maximise service delivery and are very conscious of

achieving fi nancial integrity and also of achieving our

obligations.

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 health needs of

one of the fastest growing urban corridors in Australia.

Operational Revenue and Operations Expenditure

increased in the 2014/15 fi nancial year. The increase was

due to:

• Increased Acute funding (WIES growth)

• Additional programs/services (e.g. HACC growth

funding, Alcohol and Drug funding)

• General indexation.

The major source of Djerriwarrh Health Services Revenue

from Operating Activities in the 2014/15 fi nancial year was

Government funding totalling $50.609m.

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 and Human

Services in focussing on improved health care provision for

our rapidly expanding population.

Employee benefi ts expenditure was $36.831m in 2014/15

and formed 66% of our operational expenditure. The

efforts and commitment of our staff enable us to provide

high quality health services.

Visiting Medical Offi cers form the majority of the $5.463m

Non-Salary Labour costs in 2014/15. 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 ItemsCapital Purpose Income totalled $1.760m in 2014/15.

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,

The Longest Lunch, Mothers Day Luncheon and Ladies

Tennis Day. Not only do these events raise funds for much

needed medical equipment, they also allow Djerriwarrh

Health Services to showcase its services.

A special thankyou to the following donators who have

contributed $500+ in donations in the 2014/15 fi nancial

year:

• Advantage Salary Packaging

• Autobarn

• Bachhus Marsh Grammar

• Bachhus Marsh Ladies Auxiliary

• Bachhus Marsh Medical Centre

• Bachhus Marsh School of Aviation

• Bachhus Marsh Tennis Club

• Calleja Group of Companies

• CWA of Victoria Inc. Melton

• Deb’s Shed

• Diana Gibson

• Don Nardella

• Easterfest Committee

• Foodworks Bachhus Marsh

` • Freemasons

• Great War Centenary Committee

• H & K Auto Electrical

• In memory of Dr J Sadhai

• In memory of Millie Crampin

• In memory of Sheila Rice

• Karen Davie and The Charlie Bear Collectors

• Mark Schultz

• Melton City Council

• Moorabool Shire

• Mr & Mrs R.S & T Baker

• Mr Craig Denny

• Peter Schlesinger

• Regional Tyre Service

• Rivendale International

• Shane Cook Homes

• Shannons

• St Annes Winery

• The Elms Family Medical Centre

• The Plough Hotel

• The Rotary Club of Melton

• The William Angliss (Vict) Charitable Fund

• Tripod Farmers

Year in Brief 2014/15

30


Treasurer’s Report Year in Brief 2014/15

Operating Surplus/Defi cit

600

500

400

300

200

100

0

-100

-200

-300

$’0

00

2011/12

2010/11

2012/13 2013/142014/15

Current Assest Ratio

1.20

1.00

.80

.60

.40

.20

-2010/11 2011/12 2012/13 2013/14 2014/15

Current Assest Ratio

10/11$’000

11/12$’000

12/13$’000

13/14$’000

14/15$’000

Current Assets 5,999 6,660 7,530 7,506 8,221

Current Liabilities 9,627 10,187 11,937 11,689 13,147

Current Asset Ratio 0.62 0.65 0.63 0.64 0.63

The following tables summarize the Financial Performance of DjHS.

Financial Performance

10/11

$’000

11/12

$’000

12/13

$’000

13/14

$’000

14/15

$’000

Operating Revenue (Before Capital Items)

38,915 46,307 50,289 54,580 55,569

Operating Expenditure (Before Capital Items)

39,090 46,070 50,221 54,373 55,606

Operating Surplus/(Defi cit)(Before Capital Items)

(175) 267 68 207 (37)

Total Assets 41,009 40,478 40,277 41,262 42,183

Total Liabilities 10,581 11,527 13,265 13,459 15,109

Total Equity 30,428 28,951 27,012 27,803 27,074

31



Revenue IndicatorsFees are charged in accordance with the directives issued by the Department of Health and Human Services, and the

Commonwealth Department of Health and Ageing.

Average Collection Days

Private

2014/15 2013/14

35 30

Other Compensable 22 31

Residential Aged Care 10 12

Debtors at 30th June 2015

Under 30 days$’000

31-60days$’000

61-90 days$’000

Over 90 days$’000

Total 30/06/15

$’000

Total 30/06/14

$’000

Private 51 11 4 5 71 85

Other Compensable 184 5 10 - 199 178

Residential Aged Care 1 - - 11 12 26

Total 236 16 14 16 282 289

Year in Brief 2014/15

Total Operating RevenueIn 2014/15 Djerriwarrh Health Services spent $55.569 million of operating revenue on service delivery to our com-

munity. 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.

Total Operating Revenue

60,000

55,000

50,000

45,000

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

-

$’0

00

2010/11 2011/12 2012/13 2013/14 2014/15

32


Treasurer’s Report Year in Brief 2014/15

ConsultanciesIn 2014/15, there was one consultancy where the total fees payable to the consultants were $10,000 or greater. The total

expenditure incurred during 2014-15 in relation to these consultancies is $21,337 (excl. GST).

In 2014/15 there was one consultancy where the total fees payable to the consultants were less than $10,000. The total

expenditure incurred during 2014-15 in relation to these consultancies is $750 (excl. GST).

Details of individual consultancies (valued at $10,000 or greater)

ConsultantPurpose of

cultancyStart Date End Date

Total approved project fee(excl GST)

expenditure2014-15

(excl GST)

Futureexpenditure(excl GST)

Provider

Assist

Aged Care

ACFI Review03/11/2014 21/11/2014 21,337 21,337 Nil

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, Community, 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 Human Services and other Health Care providers to benefi t the community we serve.

John Payne, FCPATreasurer

Bacchus Marsh

17th August 2015

Workforce DataThe table below shows the Full time equivalent (FTE) employee numbers as at 30 June 2015 and 30 June 2014.

Labour Category JUNE Current Month FTE JUNE YTD FTE

2014 2015 2014 2015

Nursing 187.29 180.90 177.38 183.74

Administration and Clerical 92.36 87.69 88.83 89.01

Medical Support 25.63 31.03 24.98 27.23

Hotel and Allied Services 33.66 34.32 33.21 33.05

Medical Offi cers 1.09 1.10 1.11 1.09

Hospital Medical Offi cers 9.50 8.30 8.51 7.99

Sessional Clinicians 0.71 0.73 0.72 0.70

Ancillary Staff (Allied Health) 60.01 63.79 60.89 59.63

David Grace, PSMActing Chief Executive

Bacchus Marsh

17th August 2015

33


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 on 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.

Gregory Adams

Barbara Atkin

Janet Austin

Sue Bacon

Pamela Bailey

Daryl Baker

Sue Baker

Gillian Barker

Margaret Bates

Greta Beale

Vivienne Bearne

Catherine Bell

Margaret Bennet

Anne Bennett

Carmel Berry

Armanda Bertok

Maureen Bird

Iris Blythe

Peter Blythe

Linda Bracksley

Jill Braithwaite

Pamela Broad

Joan Brown

Susan Burnett

Marlene Burvill

Kay Butler

Barbara - Anne Caisley

Jean Carboon

Norman Carboon

Pauline Carson

James Cattlin

Elizabeth Charge

Janice Chircop

Lindsay Collins

Lorraine Costa

Shirley Cowley

Heather Crouch

Glenys Currie

Elizabeth Davie

Kathryn Davies

Gillian Davis

Wendy Deacon

Barry Dean

Mary Delahey

Barbara Di Collalto

Joyce Dick

Vernon Dick

Valerie Dickson

Karel Donachie

Glenis Dow

Sandra Downs

Celestine Drake

Sue Drury

Lili Eggleston

Karena Esnouf

Janice Farmelo

Marilyn Fernandez

Gwenda Ferry

Jennifer Fisher

Helen Fleming

Tamara Frampton

Rebecca Gallo

Christine Gasior

Anne Gatt

David Gibbs

Adelaide Giddens

Peter Glass

Carol Glass

Carol Goetz

Robyn Goodman

Gino Governi

Agnes Governi

John Graham

Deborah Grech

Carole Griffi ths

Keith Gundry

Ann Hall

Melissa Hamer

Mandy Harrington

Dorothy Hatcher

Andrew Heal

Nanette Hein

Robyn Hein

Lynette Hewat

Pamela Hill

Kaye Holland

Athena Holmes

Dorothy Hornbuckle

Susan Horsfall

Marg Hose

Greg Hose

Maryanne Hucker

Lorraine Huntley

Emmy Jansink

Herman Jansink

Laurel Janson

Janet Jenks

Judy Jensz

Julie Johnson

Wayne Johnson

Donald Johnson

Gloria Jones

Pieter Jongkryg

Cheryl King

Patrick Kirwan

Eileen Knight

Bianca Krause

Rachel Laurie

Joanne Layton

Betty Le Sueur

Wendy Lesko

Faye Lidgett

Jillian Lidgett

Bernice Light

Heather Linsdell

Elizabeth Lummis

Helen Lyne

Trevor Lyne

Elspeth Mackay

Ian Malloy

Thelma Manly

Wendy Mannix

Carmel Matthews

Donna May

Christine McCarter

Beverly McCourt

Carol McGrath

Janice McGuiness

Keeley McMinn

Cathryn Merry

David Millar

Robyn Millar

Our Volunteers

34


The following staff reached service milestones during the year. The Board extends its congratulations to these staff:

Milestones of staff service

Margaret Miller

Susan Miller

Lee-Anne Miller

Bertha Missen

Beryl Morgan

Francie Muccignat

Margaret Murdoch

Karin Murer

Betty Nelson

Lorna Newman

Susanne O’Dwyer

Robyn O’Keefe

Carolyn Olthof

Kathryn Orchard

Bernard Orchard

Pauline Pace

Sylvia Palmer

Barbara Palmer

Wendy Parkes

Jennifer Partridge

Kim Pasnin

Deanna Patti

Marie Perry

Jennifer Petersen

Nola Pettett

Debra Pickering

Helen Pike

Kenneth Polmear

Leah Powell

Douglas Prentice

June Prout

Nola Roberts

Lynette Robinson

Winsome Rose

Kerry Saksida

Isabella Sciberras

Nola Scicchiano

Jane Seymour

Vivienne Sheldon

Dianne Simboro

Lauraine Slater

Penney Smithers

Yvonne Spargo

Audrey Stanaway

Melita Stephenson

Gayle Stevens

Anthony Stevens

Nancy Stewart

Lorraine Stewart

Graeme Stewart

Kathleen Stone

Vanessa Street

Rona Sweet

Lorraine Symons

Olive Tait

Glenda Tanner

Stefan Theuma

Jeanette Thomas

Mandy Thomas

Margaret Thompson

Pamela Thorne

Jill Anne Thorneycroft

Raymond Thorneycroft

Alice Trask

June Trask

Norma Trotter

Brigid Vallance

Rosemary Van Alkemade

Gerry Van Baast

Leanne Van Meel

Tua Maung Van Uk

Melinda Venditti

Kathryn Vokes

Avan Waites

Kathleen Warwick

Helga Weiss

Denise Werner

Joan Wesley

Keith Wesley

Jean Weybury

Lucille Wheelahan

Robert Whitefi eld

Catherine Williams

Derek Williamson

John Wilson

Robyn Youl

Lynette Young

Thelma Young

Stephanie Zacharias

Emilia Zacharias

John Zilm

Catharina Ziola

35 Years Raelene Sudich

30 Years Jennifer Vanderpoel

25 Years Pamela Ratcliffe, Julie Reale, Catherine Douglas, Susanne Waterson, Jennifer Van Alkemade,

Douglas Berry, Pamela Ryan

20 Years Beverley Fisher, Gillian Smith, Kay Robertson, Annette Beehre, Kevin Odenbreit, Rhonda Jansen,

Patricia Finn, Anna Leggatt

15 Years Linda Aykens, Emily Griffi ths, Heather Barker, Tammy Jenks, Jacqueline Lyle, Maureen Geerling,

Debbie Hutchinson, Michelle Dowdy, Angela Mayhew, Rosemary Van Alkemade, Lois Shields,

Nicole Nagel, Claire Allen, Jacqueline Smith, Helen Murrie

10 Years David Poustie, Woodrow Wu, Paul Williams, Peter Schlesinger, Kimberley Patterson,

Amber Evans, Frances Parkinson, Melissa Shand, Arja Robinson, Kim Spalding, Lee Simmons,

Vicki Baker, Judith Organ, Julia Meek, Katherine Hayward, Elizabeth Kerr, Sandra Creek,

Barbara Faulkner, Jeanette Grieve

Milestones of staff service

35


Please contact 03 5367 2000

or email: [email protected] if the

Financial Statement is not attached here.

APPENDIX A. Alternate Presentation of Comprehensive Operating Statement

2015 2014

$’000 $’000

Interest 212 231

Sales of goods and services 2,141 2,241

Grants 50,645 49,871

Other Income 4,246 3,194

Total revenue 57,244 55,537

Employee expenses 42,294 41,375

Depreciation 2,337 2,824

Grants and other transfers 1,308 1,495

Other operating expenses 12,016 11,518

Total expenses 57,955 57,212

Net result from transactions - Net operating balance (711) (1,675)

Net gain/(loss) on sale of non-fi nancial assets 85 7

Other gains/(losses) from other economic fl ows (103) 2,459

Total other economic fl ows included in net results (18) 2,466

Net result (729) 791

Information contained in this page does not form part of the audited fi nancial statements

36



Bacchus Marsh & Melton Regional Hospital:Grant Street, PO Box 330Bacchus Marsh VIC 3340

Ph: +61 3 5367 2000Fax: +61 3 5367 4537

Bacchus Marsh Community Health Centre:Turner Street, PO Box 330Bacchus Marsh VIC 3340

Ph: +61 3 5367 9674Fax: +61 3 5367 4274

Caroline SpringsCommunity Health Centre:Level 1, 13-15 Lake Street Caroline Springs VIC 3023

Ph: +61 3 9361 9300Fax: +61 3 9361 9399

Melton Community Health Centre:Cnr. High & Yuille Street,PO Box 3, Melton VIC 3337

Ph: +61 3 8746 1100Fax: +61 3 9743 8640

Grant LodgeResidential Aged Care:6 Clarinda Street, PO Box 330Bacchus Marsh VIC 3340

Ph: +61 3 5367 9627Fax: +61 3 5367 8023

Melton Health:

195-209 Barries RoadMelton West VIC 3337

Ph: +61 3 9747 7600Fax: +61 3 8746 2072

djerriwarrh health services...julia meek (resigned 22 may 2015) director of nursing and midwifery...

Documents