Building for a brighter future - GHA Central
Building for a brighter future - GHA Central Building for a brighter future - GHA Central
Building for a brighter future West Gippsland Healthcare Group 2005/2006 ANNUAL REPORT
- Page 2 and 3: Vision To be the leader in the prov
- Page 4 and 5: Overview: At a glance The Business
- Page 6 and 7: Overview: Year in Review Continuum
- Page 8 and 9: Overview: Year in Review MA (modera
- Page 10 and 11: Overview: Overall Performance % Tar
- Page 12 and 13: Overview: Key Performance Indicator
- Page 14 and 15: Overview: Overall Performance Finan
- Page 16 and 17: Corporate Governance: Board of Dire
- Page 18 and 19: Our People: Executive Staff Ormond
- Page 20 and 21: Our People: Our Staff Equal Employm
- Page 22 and 23: Review of Operations: Education and
- Page 24 and 25: Review of Operations: Quality Repor
- Page 26 and 27: Review of Operations: Quality Repor
- Page 28 and 29: Review of Operations: Acute (Hospit
- Page 30 and 31: Review of Operations: Acute (Hospit
- Page 32 and 33: Review of Operations: Aged Care Ser
- Page 34 and 35: Review of Operations: Community Ser
- Page 36 and 37: Review of Operations: Support Servi
- Page 38 and 39: Review of Operations: Warragul Line
- Page 40 and 41: Our Community: Fundraising $000 700
- Page 42 and 43: Staff List: Our Staff Executive Tea
- Page 44 and 45: Financial: Overview The Group achie
- Page 46 and 47: Financial: Financial Results BALANC
- Page 48 and 49: Financial: Financial Results CASH F
- Page 50 and 51: Financial: Financial Results Notes
<strong>Building</strong> <strong>for</strong> a<br />
<strong>brighter</strong> <strong>future</strong><br />
West Gippsland Healthcare Group<br />
2005/2006 ANNUAL REPORT
Vision<br />
To be the leader in the provision of integrated healthcare services.<br />
Mission<br />
West Gippsland Healthcare Group is committed to ensuring continuity<br />
of care through provision of planned, high quality, integrated health<br />
care services which respond to the changing needs of individuals<br />
and our community.<br />
We value<br />
Our Customers<br />
Our Community<br />
Our Staff<br />
Leadership<br />
Improving Per<strong>for</strong>mance<br />
The Annual Report<br />
Front cover<br />
➤ commitment to individual well-being whilst<br />
recognising their rights and responsibilities<br />
and encouraging consumer participation<br />
➤ be a responsible corporate citizen and<br />
neighbour in caring <strong>for</strong> our community<br />
➤ are our major resource and we are<br />
committed to caring <strong>for</strong> their well-being<br />
and ongoing professional development<br />
➤ be a role model in the planning, promotion<br />
of services and education in the health<br />
industry<br />
➤ ensuring continuous quality improvement<br />
The Annual Report seeks to present critical per<strong>for</strong>mance in<strong>for</strong>mation<br />
in an open, clear and reader-friendly manner.<br />
West Gippsland Healthcare Group is committed to bench marking<br />
per<strong>for</strong>mance against best practice. For this reason we prepare our Annual<br />
Report against the criteria set by the Australasian Reporting Awards.<br />
We are pleased to announce the 2004/2005 Annual Report received<br />
the Group’s sixth Gold Award in the Australasian Reporting Awards,<br />
indicating our commitment to provide quality reporting to stakeholders.<br />
West Gippsland Healthcare Group recognises the importance of building<br />
quality infrastructure, sound community relationships and beneficial<br />
partnerships with other service providers to ensure we deliver quality<br />
services to consumers. We are committed to building on our ef<strong>for</strong>ts over<br />
past years, constantly improving our per<strong>for</strong>mance, to ensure a <strong>brighter</strong><br />
<strong>future</strong> <strong>for</strong> generations to come.<br />
Contents<br />
Overview<br />
Significant Events 1<br />
Year in Brief 1<br />
At a Glance 2<br />
Year in Review 4<br />
Our Profile 7<br />
Overall Per<strong>for</strong>mance 8<br />
Financial Analysis 12<br />
Corporate Governance<br />
Board of Directors 13<br />
Organisation Chart 15<br />
Our People<br />
Executive Staff 16<br />
Occupational Health<br />
and Safety 17<br />
Our Staff 18<br />
Review of Operations<br />
Technology Report 19<br />
Environment Report 19<br />
Education 20<br />
Quality Report 21<br />
Acute (hospital) Services 26<br />
Aged Care Services 30<br />
Community Services 32<br />
Non-Clinical Support<br />
Services 34<br />
Allied Health 35<br />
Warragul Linen Service 36<br />
Our Community<br />
Volunteers 37<br />
Fundraising 38<br />
Donations and Sponsorship 39<br />
Staff List 40<br />
Financial Statements<br />
and Report<br />
Financial Overview 42<br />
Financial Results 43<br />
Appendices 72<br />
Glossary 75<br />
Calendar of Events 75<br />
Index 76<br />
Directory inside back cover
Overview: Year in Brief<br />
Significant Events<br />
➤ Andrews House extension officially<br />
opened December (see pages 4, 31)<br />
➤ Redeveloped Obstetrics Unit<br />
completed September<br />
(see pages 2, 28)<br />
➤ Warragul Linen Service wins save<br />
water! award (see pages 6, 36)<br />
➤ Redevelopment of Community<br />
Health and Community Mental<br />
Health Service commences<br />
February (see pages 2, 4)<br />
➤ Eight Life Governors appointed<br />
at Annual General Meeting<br />
(see pages 13, 18)<br />
➤ Podiatry and District Nursing<br />
services commence in Trafalgar<br />
(see pages 2, 4, 26)<br />
➤ Murray to Moyne Cycle Relay raises<br />
$22,000 <strong>for</strong> Community Health<br />
(see pages 4, 33)<br />
➤ Warragul Community Services<br />
building receives a facelift<br />
(see pages 3, 32)<br />
➤ Andrews House receives Better<br />
Practice Award <strong>for</strong> ‘Stretch it Out’<br />
program (see pages 3, 5, 30, 31)<br />
➤ Plans underway <strong>for</strong> development of<br />
Community Rehabilitation Centre<br />
under Cooinda Lodge (see pages 2, 4)<br />
➤ New <strong>Central</strong> Batch Washing system<br />
installed at Warragul Linen Service<br />
(see pages 2, 4, 36)<br />
➤ Cooinda Lodge and Andrews House<br />
achieve three years accreditation<br />
with Aged Care Standards Agency<br />
(see pages 5, 31)<br />
➤ West Gippsland Hospital and<br />
Community Services Division<br />
achieve ongoing accreditation<br />
following periodic review<br />
(see pages 2, 3, 5)<br />
➤ Quality of Care Report awarded<br />
Regional Distribution and Evaluation<br />
Award by the Department of Human<br />
Services (see pages 3, 5)<br />
➤ Annual Report awarded Gold Award<br />
at Australasian Reporting Awards <strong>for</strong><br />
fourth successive year (see pages 3, 5)<br />
➤ Additional 75 WIES allocated and<br />
Elective Surgery Access Coordinator<br />
appointed as part of Rural Patient<br />
Initiative (see pages 2, 4, 26)<br />
➤ Continence team recognised at<br />
national awards presented at<br />
National Continence Conference<br />
(see pages 3, 6, 32)<br />
➤ Aged Care Services Plan launched<br />
in December (see pages 2, 4)<br />
➤ Eight Community Kitchens programs<br />
commence across Baw Baw Shire<br />
(see pages 2, 4, 32, 33)<br />
➤ Donations and bequests <strong>for</strong> the year<br />
total $361,000 (see pages 1, 4, 39)<br />
2006 Year in Brief<br />
Andrews House Principal<br />
Care Libby Reeves (left)<br />
and Director of Nursing<br />
Anne Curtin (right)<br />
welcome the first new<br />
resident Roy Awty to<br />
Andrews House following<br />
the completion of the 20<br />
bed high care extension.<br />
2006 2005 % +/-<br />
variance<br />
FINANCIAL 000’s 000’s<br />
Total Revenue $54,954 $54,179 3.51<br />
Total Expenditure $54,644 $51,587 3.69<br />
Operating Surplus $310 $1,989 (84.40)<br />
Total Assets $51,745 $47,987 7.64<br />
Total Liabilities $14,248 $12,141 0.13<br />
Net Assets $37,497 $35,846 4.61<br />
Total Equity $37,497 $35,846 4.61<br />
STAFF<br />
Equivalent Full Time 560.2 543.6 3.05<br />
PERFORMANCE INDICATORS includes Unqualifieds*<br />
Inpatients Treated:<br />
Hospital: 10,371 10,342* 0.28<br />
Nursing Home 111 132 (15.9)<br />
Hostel 145 67 116.42<br />
Average Length of Stay:<br />
Hospital 2.7 2.9 (6.90)<br />
Bed Days:<br />
Hospital 29,532 29,738 (0.69)<br />
Nursing Home 21,146 21,549 (1.87)<br />
Hostel 15,788 10,878 45.14<br />
Non-Admitted<br />
Patient Services: 90,643 80,314 12.86<br />
DONATIONS 000’s<br />
Income $361 $276 30.6<br />
1
Overview: At a glance<br />
The Business Plan 2005/06 is a vital document which outlines the goals, progress and activity of the Group. It is closely monitored to ensure our goals<br />
are reached and that <strong>future</strong> planning is put in place. Further detail can be found in the Year in Review section on pages 4-6.<br />
Please refer to the Glossary on page 75 <strong>for</strong> abbreviations.<br />
CONTINUUM<br />
OF CARE<br />
Key Result Areas<br />
To provide a customer-focused, coordinated<br />
and integrated approach in the delivery of<br />
healthcare services<br />
Strategies<br />
1. Continue to develop innovative clinical programs<br />
to assist with demand management<br />
2. Continue involvement with Primary Care<br />
Partnership and Better Health in Gippsland<br />
project<br />
3. Increase focus and coordination of population<br />
health and health promotion<br />
4. Monitor effectiveness of continuing care<br />
into community<br />
5. Participate in collaborative health care programs<br />
LEADERSHIP AND<br />
MANAGEMENT<br />
To provide efficient and effective governance<br />
and management that is reflective of the<br />
organisation’s vision, mission and values<br />
as outlined in the Business Plan resulting in<br />
guidance, motivation and empowerment of staff<br />
to manage decisions that directly affect their work<br />
1. Improve access to policy and procedure<br />
process across WGHG via LAN<br />
2. Review management of aged care services<br />
3. Develop strategic direction <strong>for</strong> 2006-2010<br />
4. Continue capital development program<br />
HUMAN RESOURCE<br />
MANAGEMENT<br />
To implement processes and planning that<br />
ensure necessary staff who provide sustainable<br />
high employee per<strong>for</strong>mance whilst recognising<br />
the absolute necessity of providing a customer<br />
focused service<br />
1. Continue to build recruitment and retention<br />
of staff support systems and services<br />
2. Further strengthen learning culture at WGHG<br />
3. Increase focus on education <strong>for</strong> general staff<br />
4. Continue to ascertain customer and staff<br />
satisfaction<br />
Outcomes<br />
1. Additional 75 WIES allocated and Elective<br />
Surgery Access Coordinator appointed to<br />
manage elective surgery waiting list; Podiatry<br />
and District Nursing services clinic opened in<br />
Trafalgar; Regional Director of Medical Services<br />
appointed to assist with credentialling and<br />
work<strong>for</strong>ce planning and education<br />
2. Executive staff on steering committees<br />
<strong>for</strong> Working Parties <strong>for</strong> Better Health in<br />
Gippsland Project and Gippsland Health<br />
Services Partnership<br />
3. Strategic Plan Brief <strong>for</strong> population health<br />
planning developed<br />
4. Continuum of Care upgraded from moderate<br />
achievement to extensive achievement in<br />
ACHS periodic review; Emergency patients<br />
screened <strong>for</strong> falls risk and follow up; stroke<br />
patients followed up in community by stroke<br />
team; developing cardiac continuity of care<br />
model; eight community kitchen programs<br />
established across Baw Baw Shire; continuing<br />
care into community focused in reviewed<br />
Vision, Mission and Values Statement and<br />
key strategic directions<br />
5. Participated in Gippsland Regional Integrated<br />
Cancer Services, Regional Palliative Care<br />
consortia, regional Sub-acute Care project,<br />
Better Health in Gippsland project, Health<br />
Services Management Innovation Council,<br />
Credentialling and Privileging Reference<br />
Committee; Greater South Eastern Consortium<br />
<strong>for</strong> Basic Physicians Training; awarded meals<br />
on Wheels tender <strong>for</strong> Baw Baw Shire to July<br />
2009; continuation of Aboriginal Best Start<br />
Program<br />
1. Help cards developed to assist staff to access<br />
policies and procedures on the LAN; working<br />
party continuing to develop strategies<br />
2. Baw Baw Aged Care Service Plan completed<br />
and launched in December 2005; WGHG<br />
involved in Baw Baw Integrated Planning<br />
Network to implement recommendations<br />
3. Population health based strategic plan<br />
develop in conjunction with LRH, CGHS<br />
and BRHS<br />
4. Midwifery and Gynaecology Unit completed,<br />
HDU to be completed July 2006; Community<br />
Health and Community Mental Health project<br />
commenced in February; additional funding<br />
received and expressions of interest called <strong>for</strong><br />
tenders <strong>for</strong> the Community Rehabilitation<br />
Centre; WLS extension and installation of<br />
<strong>Central</strong> Batch Washing system completed;<br />
$125,000 funding received from DHS to<br />
upgrade image intensifier<br />
1. Staff support systems in place; strategies<br />
implemented to manage anaesthetist vacancy;<br />
additional training undertaken by Peer<br />
Support Team; ongoing professional<br />
development of Level C Obstetricians;<br />
excellent staff participation in hospital ball,<br />
Murray to Moyne Cycle Relay and Global<br />
Corporate Challenge<br />
2. Successful submission <strong>for</strong> development of<br />
Clinical Studies Centre; Medical Education<br />
Officer re-appointed to assist Hospital<br />
Medical Officers<br />
3. Eight WLS staff undertaking Certificate IV<br />
in Front Line Management<br />
4. Organisation Climate Survey conducted in<br />
November; My Work Plan implemented<br />
across Group; DHS Victorian Patient<br />
Satisfaction Monitor completed<br />
The health environment continues to change. At the Board planning day held in February, the Board adopted<br />
the Group’s strategic direction <strong>for</strong> 2006/2007. The strategic direction incorporates the following three key<br />
strategies:<br />
● providing appropriate services to our community<br />
● maintaining and developing infrastructure; and<br />
● sustaining and strengthening our work<strong>for</strong>ce.<br />
Progress will be reported to the BOD in accordance with the Australian Council on Healthcare Standards<br />
accreditation functions of Clinical, Support and Corporate. These changes will be reflected in our corporate<br />
business plan <strong>for</strong> the 2006/2007 year.<br />
2
Overview: At a glance<br />
INFORMATION<br />
MANAGEMENT<br />
Key Result Areas<br />
To develop in<strong>for</strong>mation systems that provide<br />
managers with necessary in<strong>for</strong>mation on a<br />
regular basis to enhance a customer focused<br />
culture<br />
SAFE PRACTICE<br />
AND ENVIRONMENT<br />
To provide processes, systems and design<br />
facilities which ensure both the well being<br />
and safety of customers and the optimum<br />
use of all resources<br />
IMPROVING<br />
PERFORMANCE<br />
To establish improving per<strong>for</strong>mance practices<br />
within a recognised quality framework<br />
Strategies<br />
1. Improve user skills and competence of staff<br />
using IT resources<br />
2. Update WLS website to include customer<br />
access to data<br />
3. Continue implementing recommendations<br />
from WGHG ICT strategy<br />
4. Investigate opportunities to analyse clinical<br />
costing data<br />
1. Continue implementation of five year Infection<br />
Control Plan<br />
2. Monitor and review OH&S compliance<br />
3. Enhance Risk Management program and<br />
evaluate framework<br />
4. Develop and implement Open Disclosure<br />
process<br />
5. Improve the work environment <strong>for</strong> staff<br />
1. Continue to participate in accreditation<br />
programs<br />
2. Improve evaluation and compliance methods<br />
<strong>for</strong> service delivery, legislation and standards<br />
3. Participate in projects that improve the quality<br />
of service<br />
Outcomes<br />
1. Continuation of IT <strong>for</strong>ums and education<br />
<strong>for</strong> staff; IT help desk maintained<br />
2. WLS website developed and upgraded;<br />
customer access software being developed<br />
3. <strong>GHA</strong> involved in implementation of DHS<br />
Healthsmart strategy<br />
4. Clinical costing data analysed by Executive<br />
and reported to BOD; elective surgery waiting<br />
list data updated and reported to BOD<br />
1. Hand hygiene products trialled and selected;<br />
infection control upgraded from moderate<br />
achievement to extensive achievement in ACHS<br />
periodic review; surveillance program regularly<br />
monitored in all departments<br />
2. Contract Management Plan evaluated;<br />
contractor management program updated<br />
and compliant; contractor induction program<br />
implemented<br />
3. Risk Management Framework evaluated<br />
and endorsed by Executive; DHS Credentialling<br />
and Privileging Guidelines adopted by BOD<br />
4. Open Disclosure policy adopted and<br />
implemented; senior staff educated at<br />
comprehensive Open Disclosure workshop<br />
5. Warragul Community Services building<br />
upgraded to improve staff safety and public<br />
access<br />
1. Annual Report and Quality of Care Report<br />
recognized with industry awards; Aged Care<br />
accreditation maintained; ACHS Periodic<br />
Review successfully completed; WLS ISO audit<br />
successfully completed<br />
2. Software implemented to measure<br />
compliance and results reported to BOD<br />
3. Participated in PUPPS, National Medical Chart<br />
trial, collaborative and known midwife care<br />
models, Public Sector Residential Aged Care<br />
Service quality indicators program, Dementia,<br />
Pneumonia, Stroke, Open Disclosure, Victorian<br />
Quality Council and Community Falls<br />
Prevention projects; Health Promotion<br />
planning day hosted by Community Services<br />
Division; National Australian Community<br />
Acquired Pneumonia project; Andrews House<br />
‘Stretch It Out’ innovative walking program<br />
awarded Best Practice in Aged Care Award;<br />
Continence team received several awards at<br />
National Conference; 92.4 compliance<br />
achieved with DHS clinical cleaning standards<br />
CLINICAL SUPPORT CORPORATE<br />
KEY RESULT AREAS:<br />
Continuum of Care ● Access ● Appropriateness<br />
Effectiveness ● Patient Safety ● Consumer Focus<br />
2006/2007 FUTURE DIRECTIONS:<br />
● Re-establish the Community Advisory Council<br />
● Continue to develop innovative clinical programs<br />
and models of care to assist with demand<br />
management<br />
● Continue involvement in Primary Care Partnership<br />
and Gippsland Health Service Partnership project<br />
● Participate in projects to improve the quality of<br />
service to patients, residents and clients<br />
KEY RESULT AREAS:<br />
Risk Management and Quality Improvement<br />
Human Resource Management ● Research<br />
In<strong>for</strong>mation Management ● Population Health<br />
2006/2007 FUTURE DIRECTIONS:<br />
● Undertake population based strategic plan <strong>for</strong><br />
WGHG in conjunction with other Gippsland health<br />
services<br />
● Implement Healthsmart ICT Strategy in conjunction<br />
with <strong>GHA</strong><br />
● Further strengthen risk management program to<br />
improve clinical and non-clinical per<strong>for</strong>mance<br />
● Continue to build staff support systems and services<br />
● Increase focus and co-ordination of population<br />
health and health promotion activities<br />
3<br />
KEY RESULT AREAS:<br />
Leadership and Management<br />
Safe Practice and Governance<br />
2006/2007 FUTURE DIRECTIONS:<br />
● Review operational committees and develop<br />
appropriate committee structure<br />
● Continue capital development program<br />
● Review clinical credentialling and scope of practice<br />
● Implement Open Disclosure process<br />
● Develop environmentally sustainable waste<br />
management system
Overview: Year in Review<br />
Continuum of Care<br />
This year we continued our focus<br />
on developing and implementing<br />
innovative programs to improve<br />
access and service to the community.<br />
Examples of this include the opening<br />
of the clinic at Trafalgar <strong>for</strong> District<br />
Nursing and podiatry services,<br />
establishment of community kitchens<br />
across Baw Baw Shire focusing on<br />
nutrition, socialising and wellbeing, the<br />
extension of the Aboriginal Best Start<br />
project into 2007, the development of<br />
health promotion programs to achieve<br />
a more population health approach<br />
with the Health Promotion team<br />
concentrating their ef<strong>for</strong>ts on<br />
physical activity and nutrition.<br />
It was pleasing to receive funding from<br />
Department of Human Services under<br />
the Rural Patient Initiatives program<br />
to employ an Elective Surgery Access<br />
Coordinator to assist in managing the<br />
elective surgery waiting list as well<br />
as being allocated 75 WIES to help<br />
reduce elective surgery waiting lists.<br />
The Baw Baw Aged Care Strategy<br />
was launched by the Minister <strong>for</strong><br />
Aged Care Hon Gavin Jennings at<br />
Andrews House in December. The<br />
recommendations from this plan are<br />
being followed up by Fairview Homes,<br />
Mawarra, Baw Baw Shire and West<br />
Gippsland Healthcare Group through<br />
the Baw Baw Integrated Planning<br />
Network.<br />
West Gippsland Healthcare Group<br />
continues to participate in a range of<br />
regional activities to improve service<br />
delivery across the Gippsland region.<br />
These include regional integrated<br />
cancer services, regional palliative<br />
Board President Peter Marx<br />
(right) and Baw Baw Shire<br />
Council Mayor Ian Clark<br />
(left) acknowledge the<br />
partnership between the<br />
Shire and the Group at<br />
the official opening of<br />
the Trafalgar Podiatry<br />
and District Nursing clinic<br />
operating out of the<br />
Council’s Maternal and<br />
Child Health Centre<br />
watched by Group staff.<br />
The work of our volunteers, auxiliaries and community<br />
supporters continues to play a vital role<br />
in our health service and our appreciation is extended<br />
to them <strong>for</strong> their wonderful support.<br />
care, sub-acute care planning and the<br />
Gippsland Health Services Partnership<br />
aims to improve the health status <strong>for</strong><br />
residents of Gippsland.<br />
Leadership and Management<br />
The extensive capital works program<br />
continues as we improve the facilities<br />
and infrastructure at West Gippsland<br />
Healthcare Group.<br />
In December 2005, the extension of<br />
20 high care beds and renovations<br />
to the existing 30 low care beds to<br />
Andrews House was opened by the<br />
Minister <strong>for</strong> Aged Care Hon Gavin<br />
Jennings. The redevelopment of the<br />
Midwifery and High Dependency Units<br />
at West Gippsland Hospital continued.<br />
This project, funded from capital<br />
reserves at a cost of $3ml, is due <strong>for</strong><br />
completion in July 2006. The $6.2ml<br />
project to purchase and redevelop<br />
the Old Clothing Company site in<br />
Gladstone Street, Warragul <strong>for</strong><br />
Community Health and Community<br />
Mental Health commenced in early<br />
2006 and is due <strong>for</strong> completion in<br />
November 2006. The $1ml expansion<br />
to Warragul Linen Service which<br />
included extensions to the building,<br />
installation of a second continuous<br />
batch washer and over head rail<br />
system was completed in November.<br />
The Government has allocated<br />
$3ml to develop the Community<br />
Rehabilitation Centre under Cooinda<br />
Lodge. Expressions of interest were<br />
called in June <strong>for</strong> builders to tender<br />
<strong>for</strong> this project.<br />
The Warragul Linen Service was<br />
successful in retaining the linen<br />
tender <strong>for</strong> Southern Health <strong>for</strong> a<br />
further three years with a further<br />
two year option. This outcome allows<br />
Warragul Linen Service to plan <strong>for</strong><br />
the <strong>future</strong> with more certainty and<br />
confidence.<br />
To assist the Board in monitoring<br />
the overall per<strong>for</strong>mance of the Group<br />
a suite of key per<strong>for</strong>mance indicators<br />
have been developed that will assist<br />
the Board with its responsibilities in<br />
monitoring clinical governance and<br />
risk management.<br />
Financial Per<strong>for</strong>mance<br />
The Group is pleased to report a<br />
net surplus of $310,000 after the<br />
inclusion of capital, depreciation and<br />
amortisation. It should be noted that<br />
the previous years net surplus was<br />
significantly inflated due to the<br />
inclusion of capital funds associated<br />
with the building project at Andrews<br />
House.<br />
Total revenues of $53.1m. were<br />
received during the year with $39.9m.<br />
received through a range of DHS and<br />
Commonwealth Department of Health<br />
& Ageing activity-based grants and<br />
block funded programs. The strong<br />
revenue per<strong>for</strong>mance of our business<br />
units, the Warragul Linen Service<br />
and generous community donations<br />
continue to underpin the Group’s<br />
sound financial position.<br />
The growth in expenditure was largely<br />
attributable to increases associated<br />
with industrial awards and increases<br />
in costs of clinical consumable items<br />
and services.<br />
The Group completed the transition<br />
to report in compliance with the<br />
Australian equivalents to International<br />
Finance Reporting Standards (A-IFRS)<br />
and adoption of the DHS mandated<br />
Chart of Accounts.<br />
4
Overview: Year in Review<br />
Human Resources<br />
This year we said good bye to some<br />
long serving senior staff and medical<br />
staff. In April, Ron Clark retired as<br />
Food Services Manager after 32 years<br />
service, Haja Mohideen, Director of<br />
Finance, resigned after seven years<br />
of service and Dr Bill Straffon, who<br />
has provided urology services to our<br />
community <strong>for</strong> some 36 years retired<br />
in April. Mrs Kathy Higgins was<br />
appointed to replace Ron and Mr John<br />
Anderson has been appointed Director<br />
of Corporate Services, a position that<br />
incorporates the Director of Finance<br />
role. The Group is extremely grateful<br />
to the contribution made by these<br />
people.<br />
By the Order of Governor in Council,<br />
Mr Gary Blackwood, Ms Margaret<br />
Robbins and Mr Peter Kingwill were<br />
reappointed to the Board of Directors<br />
together with a new director Mr Brian<br />
Davey. All appointments are to<br />
October 2008.<br />
The Organisational Climate Survey<br />
was completed in November 2005<br />
and comments from the consultant<br />
were:<br />
“Overall we found a very “healthy”<br />
organisation that is perceived by staff<br />
as doing a good job in providing high<br />
quality services. Most staff have an<br />
environment they are happy with,<br />
work they are satisfied with and feel<br />
well trained to do. Staff continue to<br />
strongly endorse the Group’s<br />
approach and per<strong>for</strong>mance in the<br />
vast majority of areas covered by the<br />
survey. While the survey is strongly<br />
positive in its results, there are some<br />
issues <strong>for</strong> consideration as a result<br />
of negative responses or responses<br />
that may still be quite positive but<br />
are indicating a downward trend<br />
over time.”<br />
In<strong>for</strong>mation Management<br />
The Group received its fourth<br />
consecutive Gold Award from<br />
Australasian Reporting Awards<br />
<strong>for</strong> the 2004/2005 Annual Report.<br />
Our Quality of Care News was also<br />
recognised by the Department of<br />
Human Services at the Annual<br />
Quality of Care Reporting Awards.<br />
It is pleasing that our main two<br />
publications are being recognised as<br />
excellent publications to help keep<br />
our key stakeholders in<strong>for</strong>med.<br />
Through the Gippsland Health<br />
Alliance, the Group is actively involved<br />
in implementing the Department of<br />
Human Services HealthSmart Strategy<br />
that will see a range of products<br />
selected to deliver specific functionality<br />
<strong>for</strong> use across Victorian Public Health<br />
Services <strong>for</strong> finance, human resources,<br />
patient and client management and<br />
clinical systems. The introduction of<br />
these new products will be challenging<br />
and require a significant commitment<br />
of resources to achieve expected<br />
outcomes.<br />
Safe Practice and Environment<br />
This year has seen the continued<br />
focus on our Risk Management<br />
program with the evaluation of our<br />
current framework completed and<br />
actions in place that will help the<br />
ongoing development and<br />
improvements in risk management<br />
strategies.<br />
To assist with emergency procedure<br />
training <strong>for</strong> casual and part time<br />
employees, a work book has been<br />
developed as a distance education tool<br />
and this was introduced in December.<br />
The focus on infection control<br />
continues as we participate in the<br />
Victorian Quality Council Hand<br />
Hygiene project. This project aims to<br />
demonstrate a sustained reduction in<br />
rates of nosocomial infection through<br />
improved hand hygiene compliance.<br />
Involvement with the Open Disclosure<br />
project continues with the policy<br />
5<br />
(L-R) WLS Manager<br />
Bill Crotty, staff members<br />
Bruce Warren and<br />
Nanette Gilligan with<br />
CEO Ormond Pearson at<br />
the save water! Awards.<br />
developed, implemented and<br />
supported by staff training.<br />
Executive and some senior staff have<br />
participated in Control a Multi Agency<br />
Emergency Situation, and Incident<br />
Control Systems training program to<br />
improve our preparedness in event of<br />
a major emergency.<br />
Our Occupational Health and Safety<br />
Coordinator, Brian Lemon, and<br />
Nursing Coordinator, Joyce Williams,<br />
participated in the Department of<br />
Human Resources Region 5 Division 3<br />
(West Gippsland) Health and Medical<br />
Sub Committees set up to review<br />
Department of Human Services<br />
Medical Displan and develop the<br />
Gippsland Regional Health and<br />
Medical Emergency Plans.<br />
The Occupational Health and Safety<br />
Committee, with representation across<br />
the Group, monitors safety compliance<br />
and puts suggestions <strong>for</strong>ward to<br />
improve safety <strong>for</strong> patients, residents,<br />
clients and staff.<br />
Improving Per<strong>for</strong>mance<br />
Our per<strong>for</strong>mance has been recognised<br />
with ongoing accreditation <strong>for</strong> all<br />
services. In September 2005, our<br />
aged care facilities Cooinda Lodge<br />
and Andrews House achieved<br />
compliance with the 44 Aged Care<br />
Standards and Andrews House<br />
received a Better Practice in Aged<br />
Care Award <strong>for</strong> its innovative walking<br />
program – “Stretch It Out”.<br />
West Gippsland Hospital and<br />
Community Services Division ACHS<br />
Periodic Review was held in October,<br />
nine of the 19 mandatory criteria<br />
being surveyed were upgraded from
Overview: Year in Review<br />
MA (moderate achievement) to EA<br />
(extensive achievement).<br />
The Warragul Linen Service six<br />
monthly audit of its AS/NZS ISO<br />
9001:2000 Quality Management<br />
System was successfully conducted in<br />
June with the external auditors noting<br />
the maturity of the quality system that<br />
is well implemented in the Linen<br />
Service as part of normal operations.<br />
The Warragul Linen Service was a<br />
finalist and joint winner of the Service<br />
Provider Category in the Save Water<br />
Awards which celebrates sustainable<br />
water use.<br />
Our Continence team were recognised<br />
at the 14th National Conference on<br />
Incontinence with staff being awarded<br />
<strong>for</strong> their commitment, good practice<br />
and promotion of this service.<br />
The organisational commitment to<br />
continuous improvement across the<br />
Group and participation in a number<br />
of quality improvement initiatives is<br />
vital to the ongoing success of West<br />
Gippsland Healthcare Group.<br />
Obituaries<br />
It is with great sadness that we note<br />
the passing of:<br />
Tess Harper – Drouin Auxiliary<br />
volunteer, Fran Bickerton – Drouin<br />
Auxiliary volunteer and Life Governor,<br />
Dr Bill Morrison – Obstetrician and<br />
Gynaecologist who gave 36 years<br />
service to WGHG and our community,<br />
Sheila Murnane – WGH Past Nursing<br />
Graduate, Ossie Mills – Trafalgar and<br />
District Community Opportunity Shop<br />
and Glenda Thomson – Cooinda<br />
Lodge staff member. Our thoughts<br />
and sympathy are extended to their<br />
families.<br />
Acknowledgements<br />
The 2005/2006 financial year has<br />
been a positive and successful year <strong>for</strong><br />
the Group in achieving agreed targets,<br />
budgets and business objectives.<br />
We recognise the skilful, diligent<br />
and energetic work of our Board of<br />
Directors, Executive Management<br />
Team, all members of staff and<br />
medical practitioners who all<br />
contribute to our success.<br />
The work of our volunteers, auxiliaries<br />
and community supporters continues<br />
to play a vital role in our health<br />
service and our appreciation is<br />
extended to them <strong>for</strong> their<br />
wonderful support.<br />
The contribution of Department of<br />
Human Services, Baw Baw Shire and<br />
local politicians Ian Maxfield and<br />
Russell Broadbent MP is recognised<br />
and appreciated as they continue to<br />
work constructively with the Group.<br />
Thank you to all the friends of West<br />
Gippsland Healthcare Group who<br />
contribute time, money and skill<br />
to improve our health service.<br />
Outlook<br />
At the Board Planning Day held in<br />
February, the Board adopted a new<br />
Vision and Mission <strong>for</strong> West Gippsland<br />
Healthcare Group <strong>for</strong> the coming year.<br />
That Vision is “To improve the health<br />
and wellbeing of our community”. The<br />
Mission of West Gippsland Healthcare<br />
Group is “West Gippsland Healthcare<br />
Group is committed to the provision<br />
of high quality, integrated healthcare<br />
which meets the changing needs of<br />
individuals and our community”.<br />
This is supported by three key<br />
strategic directions:<br />
1. To provide appropriate services<br />
to our community<br />
2. To maintain and develop our<br />
infrastructure<br />
3. To sustain and strengthen our<br />
work<strong>for</strong>ce.<br />
Our focus will be on the health of<br />
the population as West Gippsland<br />
Healthcare Group increases the<br />
emphasis on health prevention<br />
and health promotion to improve<br />
the health status of our community.<br />
Part of this process will involve<br />
development of a Population<br />
Health Based Strategic Plan <strong>for</strong><br />
West Gippsland Healthcare Group in<br />
partnership with Latrobe Regional<br />
Hospital, <strong>Central</strong> Gippsland Health<br />
Service and Bairnsdale Regional<br />
Health Service that will give an<br />
overall plan <strong>for</strong> the four major<br />
health services in Gippsland.<br />
The Department of Human Services<br />
Gippsland Region will also be doing<br />
area based planning which will<br />
complement our strategic planning<br />
process.<br />
With good planning, service<br />
integration and coordination, West<br />
Gippsland Healthcare Group can<br />
contribute to improving health<br />
services <strong>for</strong> Baw Baw Shire and<br />
the whole of Gippsland.<br />
Ormond Pearson<br />
Chief Executive Officer<br />
At the official launch of<br />
the Baw Baw Aged Services<br />
Plan in December are<br />
(L-R) Mawarra CEO<br />
Gordon Jamieson,<br />
DHS Aged Care Manager<br />
Louise Ryan, Fairview CEO<br />
Vicki May, WGHG CEO<br />
Ormond Pearson and Baw<br />
Baw Shire Council Mayor<br />
Ian Clark.<br />
Peter Marx<br />
President<br />
6
Overview: Our Profile<br />
What we do<br />
Hospital (acute)<br />
Anaesthesia<br />
Audiology<br />
Breast Surgery<br />
Cardiology<br />
Day Surgery<br />
Dental Surgery<br />
Diabetes Education<br />
Ear Nose and Throat<br />
Emergency<br />
Endoscopy<br />
General and Specialist Medicine<br />
General Practice<br />
General Surgery<br />
Haemodialysis<br />
High Dependency<br />
Midwifery<br />
Neurology<br />
Obstetrics/Gynaecology<br />
Oncology<br />
Opthamology<br />
Orthopaedic Surgery<br />
Paediatrics<br />
Plastic Surgery<br />
Pre-Admission Clinic<br />
Psychiatry<br />
Rheumatology<br />
Stomal Therapy<br />
Urology and Urodynamics<br />
Sub-acute<br />
Cognitive Memory and Dementia<br />
Service (CDAMS)<br />
Community Rehabilitation Centre<br />
Continence<br />
GEM<br />
Interim Care<br />
Palliative Care<br />
Post Acute Care<br />
Respite Care<br />
Aged Care<br />
Aged Care Assessment<br />
Andrews House Hostel/Nursing<br />
Home<br />
Cooinda Lodge Nursing Home<br />
HACC<br />
Respite Care<br />
Community Health Services<br />
Aboriginal Liaison<br />
Adolescent Health<br />
Aged and Disability Support<br />
Asthma Education<br />
Bereavement Support<br />
Community Health Nursing<br />
Counselling<br />
Diabetes Education<br />
Emergency Relief<br />
Falls Prevention<br />
Family Counselling<br />
Health Promotion/Education<br />
Rural Allied Health Service<br />
Self Help and Support Group<br />
Facilitation<br />
Women’s and Men’s Health<br />
Youth Services<br />
Allied Health<br />
Cardiac Rehabilitation<br />
Cardio-pulmonary Rehabilitation<br />
Diabetes<br />
Nutrition and Dietetics<br />
Occupational Therapy<br />
Pharmacy<br />
Physiotherapy<br />
Podiatry<br />
Social Work<br />
Speech Pathology<br />
Who we are<br />
Home Nursing Service<br />
District Nursing Service<br />
Hospital in the Home<br />
Palliative Care Nursing/Volunteers<br />
Support Services<br />
Administration<br />
Clinical Effectiveness Unit<br />
Finance<br />
Food Services<br />
Hotel and Engineering Services<br />
Infection Control<br />
In<strong>for</strong>mation Technology<br />
Library<br />
Occupational Health and Safety<br />
Payroll<br />
Public Relations<br />
Quality & Customer Services<br />
Staff Development Unit<br />
Supply<br />
Business Units<br />
Consulting Suites<br />
Meals on Wheels<br />
Salary Packaging<br />
Warragul Linen Service<br />
Diagnostic Services<br />
(Contract Services)<br />
BreastScreen<br />
Endoscopy<br />
Lung Function Testing<br />
Medical Imaging<br />
Pathology<br />
West Gippsland Healthcare Group is a Victorian public sector organisation incorporated under the Health<br />
Services Act 1988.<br />
1888 The community establishes a hospital on land donated by Mary Sargeant to service the area<br />
between Melbourne and Sale<br />
1895 Warragul District Hospital completed<br />
1908 Warragul District Hospital officially opened<br />
1924 The Board of Management changed the name to West Gippsland Hospital (WGH) in recognition<br />
of the wider area serviced<br />
1934 The original wooden hospital building redeveloped<br />
1939 The Foundation stone of the new brick hospital we see today was laid by Mr Dunstan<br />
1940 The new hospital opened by Sir Winston Duggan<br />
1970 Eastern extensions to the hospital opened. The hospital now has 144 beds<br />
1978 Stage 1 of Cooinda Lodge nursing home built, accommodating 28 residents<br />
1986 Stage 2 of Cooinda Lodge added, accommodating 56 residents<br />
The Warragul Linen Service moved into purpose-built premises in Ley Street behind the hospital<br />
1996 A Community Services centre was established in the township of Warragul<br />
Stage 1 Redevelopment of West Gippsland Hospital completed<br />
1997 The various health services provided across the community are brought together under the<br />
umbrella name of West Gippsland Healthcare Group (WGHG)<br />
Rawson Community Health Centre incorporated into WGHG<br />
Andrews House hostel opens, accommodating 30 residents<br />
1998 Baw Baw Health and Community Care Centre opens in Drouin, a joint venture with the Shire<br />
of Baw Baw<br />
2001 Stage 2 Redevelopment of West Gippsland Hospital officially opened<br />
2003 Work begins on additional 20 beds <strong>for</strong> Andrews House in Trafalgar<br />
2004 Stage 3 Redevelopment of WGH commenced incorporating High Dependency and Midwifery Units<br />
2005 Extensions to Andrews House in Trafalgar completed, now accommodating 30 low care<br />
and 20 high care residents<br />
2006 Development of community health and community mental health centre commenced<br />
Queen Street Community Services building redeveloped<br />
Extensions to Warragul Linen Service completed to accommodate new central batch<br />
washing system<br />
7
Overview: Overall Per<strong>for</strong>mance<br />
% Target achieved<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
Health Service Agreement<br />
A Health Service Agreement is<br />
negotiated between West Gippsland<br />
Healthcare Group and the Department<br />
of Human Services. Conditions of<br />
funding, with an emphasis on targets<br />
<strong>for</strong> planned growth and payment<br />
according to per<strong>for</strong>mance of agreed<br />
services, are incorporated into the<br />
Health Services Agreement document<br />
and per<strong>for</strong>mance against those targets<br />
is measured.<br />
Key Per<strong>for</strong>mance Results 2006<br />
10,371<br />
Separations<br />
29,532<br />
Bed Days<br />
87.1<br />
Occupancy<br />
2,943<br />
Operations<br />
14,949<br />
Emergency<br />
Attendances<br />
For the second consecutive year, per<strong>for</strong>mance<br />
was closely matched to targets.<br />
Revenue Indicators (Collection Days)<br />
2006 2005 % +/-<br />
variance<br />
Inpatients Treated: Hospital 10,371 10,342 0.28%<br />
Inpatients Treated: Nursing Home 111 132 (15.91%)<br />
Inpatients Treated: Hostel 145 67 116.42%<br />
Average Length of Stay: Hospital 2.7 2.9 (6.10%)<br />
Bed Days: Hospital 29,532 29,738 (0.69%)<br />
Bed Days: Nursing Home 21,146 21,549 (1.87%)<br />
Bed Days: Hostel 15,788 10,878 45.14%<br />
Non-Admitted Patient Services 90,643 80,314 12.86%<br />
INPATIENT STATISTICS<br />
Inpatients Treated 10,371 10,342 0.28%<br />
Average Complexity 0.6566 0.6605 (0.59%)<br />
Complexity Adjusted Inpatients (WIES) 6,702 6,739 (0.54%)<br />
Length of Stay (days) 2.7 2.9 (6.90%)<br />
Inpatient bed days total 29,532 29,738 (0.69%)<br />
Palliative Care bed days 566 637 (11.15%)<br />
GEM Bed days 1,051 972 8.13%<br />
Interim Care Bed days 635 719 (11.68%)<br />
HITH bed days 2,757 2,597 6.16%<br />
Number of Operations 2,943 3,107 (5.28%)<br />
Number of Births 696 684 1.75%<br />
Number on Waiting List 619 580 6.72%<br />
NURSING HOME STATISTICS<br />
Residents accommodated 111 132 (15.91%)<br />
Resident bed days 21,146 21,549 (1.87%)<br />
Occupancy 96.56% 98.40% (1.87%)<br />
HOSTEL STATISTICS<br />
2006 Per<strong>for</strong>mance Statistics<br />
Residents accommodated 145 67 116.42%<br />
Resident bed days 15,788 10,878 45.14%<br />
Occupancy 95.51% 99.34% (3.86%)<br />
2005<br />
EMERGENCY STATISTICS<br />
80<br />
2006<br />
Emergency Treatments 14,949 15,074 (0.83%)<br />
60<br />
40<br />
20<br />
0<br />
22.45<br />
Private<br />
Inpatient Fees<br />
58.8<br />
32.54<br />
WorkCover<br />
Inpatient Fees<br />
63.10<br />
26.62<br />
Nursing<br />
Home<br />
31.35<br />
21.57<br />
Hostel<br />
33.10<br />
OUTPATIENT SERVICES<br />
Occupational Therapy attendances 757 701 7.99%<br />
Physiotherapy attendances 2,595 1,861 39.44%<br />
Speech Pathology attendances 512 520 (1.54%)<br />
Pharmacy attendances 3,524 3,648 (3.40%)<br />
COMMUNITY SERVICES<br />
Community Health 5,230 4,603 13.62%<br />
Rural Allied Health 2,445 2,383 2.60%<br />
Health Promotion sessions 1,891 2,133 (11.35%)<br />
Palliative Care Visits 4,661 2,215 110.43%<br />
Community Rehab. attendances 3,343 3,496 (4.38)%<br />
District Nursing Visits 21,738 19,433 11.86%<br />
Meals on Wheels provided 26,409 24,255 8.88%<br />
Koori Liaison attendances 184 358 (48.60%)<br />
8
Overview: Overall Per<strong>for</strong>mance<br />
Expenditure by Category ($’000)<br />
5 Year WIES Comparison<br />
6M<br />
5M<br />
4M<br />
3M<br />
2M<br />
1M<br />
0M<br />
Employee<br />
Benefits 36,247<br />
2,753<br />
Fee <strong>for</strong> Service<br />
Medical Officers<br />
5,627<br />
Administrative<br />
Expenses<br />
4,986<br />
Supplies and<br />
Consumables<br />
2,769<br />
Depreciation and<br />
Amortisation<br />
839<br />
Fuel, Light<br />
and Power<br />
843<br />
Repairs and<br />
Maintenance<br />
581<br />
Patient Transport<br />
WIES<br />
6800<br />
6600<br />
6400<br />
6200<br />
6000<br />
5800<br />
5600<br />
5400<br />
5200<br />
5000<br />
EXCESS = 55 $123,420<br />
2005/<br />
06<br />
Actual WIES<br />
EXCESS = 118 $264,792<br />
2004/<br />
05<br />
EXCESS = 135 $317,570<br />
2003/<br />
04<br />
FINANCIAL YEAR<br />
EXCESS = 285 $819,060<br />
Target WIES<br />
2002/<br />
03<br />
EXCESS = 340 $1,004,960<br />
2001/<br />
02<br />
WGHG exceeded its<br />
target public/private<br />
WIES set by the<br />
Department of<br />
Human Services by<br />
55. This represents<br />
$123,420 in lost<br />
revenue. Over the<br />
past five years,<br />
WGHG has<br />
exceeded its target<br />
by 933 WIES which<br />
at current funding<br />
rates equates to<br />
$2,529,802 in lost<br />
revenue.<br />
Separations by Top 10 Major Diagnostic Category 2006<br />
2000<br />
1600<br />
1,959<br />
1200<br />
800<br />
400<br />
0<br />
675<br />
Renal Dialysis<br />
585<br />
Chemotherapy<br />
424<br />
Neonatal<br />
vaginal<br />
Delivery<br />
152<br />
Dental Extractions<br />
123<br />
Red Blood cell<br />
Disorders<br />
113<br />
Skin/Subcutaneous<br />
Tissue<br />
102<br />
Lymphoma/N-A<br />
Leukaemia<br />
90<br />
Caesarean<br />
Delivery<br />
90<br />
Uterine and<br />
Adnexa Procedures<br />
5 Year Financial Comparison<br />
55,000<br />
50,000<br />
45,000<br />
2006<br />
2005 2004 2003 2002<br />
40,000<br />
35,000<br />
30,000<br />
$000’s<br />
25,000<br />
20,000<br />
15,000<br />
10,000<br />
5,000<br />
0<br />
Total Revenue Total Expenditure Operating Surplus Total Assets Total Liabilities Net Assets<br />
Total Equity<br />
The Group recorded a surplus of $310,010 against a budgeted deficit of $902,565. The favourable variance is due largely to the receipt of capital works<br />
project grants, primary health funding (the expenditure to which is yet to be spent) and continued support from the community by way of donations.<br />
9
Overview: Key Per<strong>for</strong>mance Indicators<br />
The Group keeps statistics on a wide-ranging basis<br />
coveringmany fields of operation across all WGHG sites.<br />
These help us in many ways as they are evidence of what<br />
we are doing. They help us to:<br />
➤ see trends so that we can tailor our programs to the needs<br />
of our community<br />
➤ determine the rate at which services are growing/decreasing<br />
➤ manage our finances so that we can effectively<br />
and accurately stay within budget<br />
➤ report accurately to the Department of Human Services<br />
about the activity of the Group<br />
➤ decide the best way to run our operations<br />
12<br />
10<br />
8<br />
6<br />
4<br />
2<br />
0<br />
Inpatients Treated<br />
10,371<br />
10,342<br />
10,432<br />
10,405<br />
10,025<br />
Number on the Waiting List<br />
900<br />
750<br />
600<br />
450<br />
613<br />
587<br />
587<br />
666<br />
631<br />
Total EFT<br />
300<br />
150<br />
2006<br />
2005<br />
2006<br />
2005<br />
2004<br />
2003<br />
2002<br />
Comment: The number of inpatients treated has remained<br />
steady over the past five years.<br />
600<br />
400<br />
547.0<br />
543.6<br />
529.5<br />
532.3<br />
515.7<br />
0<br />
200<br />
2004<br />
2003<br />
2002<br />
0<br />
Comment: Implementation of strategies by the recently<br />
appointed Elective Surgery Access Coordinator resulted<br />
in a significant decrease in the waiting list throughout<br />
the year.<br />
2006<br />
2005<br />
Comment: WGHG now has 975 staff in total that make<br />
up 547 equivalent full-time positions (EFT).<br />
2004<br />
2003<br />
2002<br />
Government Grants<br />
40<br />
35<br />
30<br />
25<br />
20<br />
40,929<br />
39,762<br />
34,871<br />
31,349<br />
27,749<br />
900<br />
750<br />
600<br />
Warragul Linen Service Income $’000<br />
8,550<br />
8,774<br />
8,706<br />
8,226<br />
7,940<br />
15<br />
450<br />
0<br />
300<br />
2006<br />
2005<br />
2004<br />
2003<br />
2002<br />
150<br />
Comment: Government grants <strong>for</strong> 2005 and 2006<br />
include Commonwealth RAC subsidies. In previous years,<br />
these subsidies were disclosed as patient fees.<br />
0<br />
2006<br />
2005<br />
Comment: Innovative systems development and proactive<br />
business strategies continue to contribute to the success of<br />
the Warragul Linen Service.<br />
2004<br />
2003<br />
2002<br />
10
Overview: Overall Per<strong>for</strong>mance<br />
Debtors outstanding as at 30 June 2006<br />
Under 31-60 61-90 Over Total Total<br />
30 days days days 90 days 2006 2005<br />
Private Inpatients 2,466 754 0 0 3,220 744<br />
Common Law 0 0 0 0 0 444<br />
Nursing Home Type 0 0 0 0 0 2,436<br />
Ineligible 0 0 0 1,002 1,002 1,002<br />
WorkCover 0 1,704 0 0 1,704 9,685<br />
Total Inpatient Debtors 2,466 2,458 0 1,002 5,926 14,311<br />
Nursing Home 35,720 3,478 273 0 39,471 66,519<br />
Hostel 25,995 6,737 1,027 0 33,759 28,757<br />
64,181 12,673 1,300 1,002 79,156 109,588<br />
Access<br />
Non Admitted Patients 2006 2005<br />
1. Elective Surgery per<strong>for</strong>mance<br />
Category 1 proportion of patients admitted within 30 days 100% 100%<br />
Category 2 proportion of patients admitted within 90 days 74% 77.64%<br />
Average waiting time of category 2 patients 80 days 103 days<br />
Total waiting list as at end of June 619 587<br />
2. Emergency data<br />
2a. Triage per<strong>for</strong>mance over 12 months<br />
Category 1 patients receiving immediate attention 100% 100%<br />
Category 2 patients receiving immediate attention within 10 minutes 83% 89%<br />
Category 3 patients receiving immediate attention within 30 minutes 68% 79%<br />
2b. % of patients requiring admission who are admitted within 12 hours 79% 85%<br />
Access<br />
Admitted Patients Acute Sub-Acute Total<br />
Separations<br />
Same Day 5,013 5,013<br />
Multi Day 5,194 164 5,358<br />
Total Separations 10,207 16410,371<br />
Emergency 2,857 44 2,901<br />
Elective 5,808 120 5,928<br />
Other including Maternity 1,542 0 1,542<br />
Total Separations 10,207 16410,371<br />
Public Separations 9,713 148 9,861<br />
Total WIES 6,702<br />
Separations per available bed 128 23 151<br />
Total Bed Days 27,208 2,32429,532<br />
*NB: these figures include unqualifieds<br />
Access<br />
Non-Admitted Patients<br />
Total<br />
Emergency Department presentations 14,949<br />
Outpatient Services - occasions of service 7,388<br />
Total occasions of service 22,337<br />
11
Overview: Overall Per<strong>for</strong>mance<br />
Financial Analysis of Operating Revenues and Expenditures<br />
2006 2005<br />
($’000) ($’000)<br />
REVENUES<br />
SERVICES SUPPORTED BY HEALTH SERVICE AGREEMENT<br />
Recurrent Government Grants 38,634 36,344<br />
Indirect Contributions by Human Services 1,262 1,012<br />
Patient Fees 1,588 1,546<br />
Other Revenue 530 710<br />
42,014 39,613<br />
SERVICES SUPPORTED BY HOSPITAL AND COMMUNITY INITIATIVES<br />
Interest 535 600<br />
Business Units 1,329 1,253<br />
Linen Service 8,850 8,774<br />
Other Revenue 450 507<br />
11,164 11,134<br />
53,177 50,747<br />
EXPENSES<br />
SERVICES SUPPORTED BY HEALTH SERVICE AGREEMENT<br />
Employee Entitlements 29,573 27,037<br />
Fee <strong>for</strong> Service Medical Officers 2,753 3,056<br />
Supplies and Consumables 4,565 4,262<br />
Other Expenses 6,542 6,417<br />
43,433 40,771<br />
SERVICES SUPPORTED BY HOSPITAL AND COMMUNITY INITIATIVES<br />
Employee Entitlements 6,674 6,572<br />
Fee <strong>for</strong> Service Medical Officers 11<br />
Supplies and Consumables 421372<br />
Other Expenses 1,236 1,361<br />
8,332 8,316<br />
51,764 49,088<br />
SURPLUS FOR THE YEAR BEFORE CAPITAL PURPOSE<br />
INCOME, DEPRECIATION, AMORTISATION AND<br />
SPECIFIC REVENUES AND EXPENSES 1,414 1,659<br />
Capital Purpose Income 1,777 2,921<br />
Assets Provided Free of Charge 16<br />
Depreciation and Amortisation (2,769) (2,607)<br />
Expenditure Using Capital Purpose Income (112)<br />
NET SURPLUS 310 1,989<br />
12
Corporate Governance: Board of Directors<br />
The Board is accountable to the<br />
Government and the community it<br />
serves <strong>for</strong> ensuring the provision of<br />
agreed services within the resources<br />
provided. The Board must be<br />
responsive to the staff and the<br />
community and have a capacity<br />
to address a wide range of policy<br />
and planning issues. The Board of<br />
Directors needs to have a range<br />
of appropriate experience and skills.<br />
The Board adheres to governance<br />
policies that outline the role and<br />
responsibility as Directors.<br />
The functions of the Board of<br />
Directors as determined by the<br />
Health Services Act 1988 are:<br />
➤ to oversee and manage the Group<br />
and<br />
➤ to ensure the services provided<br />
by the Group comply with the<br />
requirements of the Act and<br />
the aims of the Group.<br />
There are 12 Board of Director<br />
positions, with the terms of four<br />
members expiring on 31 October<br />
each year. Board members are<br />
appointed <strong>for</strong> three-year terms.<br />
Members of the Board serve in a<br />
voluntary capacity. In October 2006<br />
the appointed terms of Peter Marx,<br />
Rosemary Waghorne, John Anderson<br />
and Daniel Gleeson will expire.<br />
Governance by the Board of Directors<br />
is achieved through:<br />
➤ strategic planning - to ensure the<br />
visionary direction of the Group is<br />
focused and aligned to the mission<br />
statement of the Group<br />
➤ effective management by the Chief<br />
Executive Officer (CEO) - the Board<br />
per<strong>for</strong>ms an annual per<strong>for</strong>mance<br />
appraisal and sets realistic goals;<br />
the CEO is responsible <strong>for</strong><br />
managing the Group at an<br />
operational level<br />
➤ funding of service agreements -<br />
the Board endorses plans, strategies<br />
and budgets and ensures annual<br />
agreements reflect accurate,<br />
achievable and desirable outcomes;<br />
the Board monitors the<br />
per<strong>for</strong>mance of the Group through<br />
appropriate budgetary processes<br />
➤ local policy setting<br />
➤ regularly reviewing the Group’s<br />
By-Laws and strategic plans<br />
Audit<br />
The committee receives and makes<br />
recommendations relating to internal<br />
audit reports and ensures compliance<br />
to matters raised by the Auditor<br />
General’s office.<br />
Meetings held: 4<br />
Credentials*<br />
The Credentials committee is<br />
responsible <strong>for</strong> defining the clinical<br />
privileges of all medical practitioners<br />
(other that Hospital Medical Officers)<br />
working within the Group.<br />
Meetings held: 1<br />
Ethics<br />
The committee develops draft policies<br />
and procedures relating to ethical<br />
decision-making, advises the Board<br />
on research projects, ensures that<br />
the rights of individual patients are<br />
respected and advises on all ethical<br />
matters referred by the Board,<br />
healthcare providers, patients,<br />
their relatives or any other person.<br />
Meetings held: 6<br />
Executive*<br />
The Executive committee has the<br />
authority of the Board to act on<br />
its behalf between Board meetings<br />
provided that all decisions taken<br />
which relate to policy are referred<br />
to the next meeting of the Board.<br />
The committee consists of the Board<br />
President, Senior Vice-President,<br />
Junior Vice-President and Treasurer,<br />
with the Chief Executive Officer in<br />
attendance.<br />
Meetings held: 0<br />
Board Committees<br />
Medical Advisory & Consultative*<br />
The committee recommends to the<br />
Board the appointment of medical<br />
practitioners in relation to visiting<br />
rights within the Group and acts on<br />
advice of the Credentials committee.<br />
It considers matters referred by the<br />
Medical Staff Association and <strong>for</strong>ms<br />
an interview committee <strong>for</strong> senior<br />
medical appointments.<br />
Meetings held: 1<br />
Project Control<br />
This committee oversees the design<br />
and construction phases of major<br />
building projects to ensure that work<br />
is undertaken cost effectively, with a<br />
view to minimising unnecessary capital<br />
expenditure and recurrent costs.<br />
Meetings held: 10<br />
Remuneration<br />
The Remuneration committee reviews<br />
the per<strong>for</strong>mance and remuneration of<br />
the Chief Executive Officer.<br />
Meetings held: 1<br />
Standards<br />
The Standards committee provides<br />
support and direction to quality<br />
improvement per<strong>for</strong>mance monitoring<br />
throughout the organisation.<br />
Meetings held: 6<br />
*meets only as required<br />
Life Governors<br />
The Board is responsible <strong>for</strong><br />
appointing Life Governors.<br />
Appointments are made to people<br />
who have shown outstanding<br />
commitment to the Group. Awards<br />
are also given to staff who reach<br />
30 years of Long Service. Life<br />
Governor Awards are presented at<br />
the Group’s Annual General Meeting<br />
in October each year. A photo of those<br />
who gained Life Governor Awards can<br />
be found on page 18 of this report.<br />
The Group is governed by a 12-person Board appointed<br />
by the Governor-in-Council upon the recommendation<br />
of the Minister <strong>for</strong> Health, The Hon Bronwyn Pike, MP.<br />
13
Corporate Governance: Board of Directors<br />
Note: Eleven Board meetings were held during the year<br />
John Anderson CertEDP MACS<br />
Senior Marketing<br />
Manager/Company Director<br />
Committee member since<br />
November 1994<br />
Board meetings attended – 3 (27%)<br />
Gary Blackwood<br />
Executive Officer<br />
Committee member since<br />
November 1997<br />
Senior Vice-President<br />
Member of: Board Executive,<br />
Medical Consultative, Advisory &<br />
Remuneration, Standards committee<br />
Board meetings attended – 7 (64%)<br />
Brian Davey<br />
BA DipEd<br />
Management Consultant<br />
Committee member since<br />
November 2005<br />
Board meetings attended – 7 (100%)<br />
Tracel Devereux<br />
BA GradDipHumanServicesAdmin MBA<br />
Chief Executive Officer<br />
Committee member since<br />
November 2000<br />
Member of: Ethics committee<br />
Board meetings attended – 4 (67%)<br />
Daniel Gleeson<br />
Business Manager<br />
Committee member since<br />
November 2004<br />
Board meetings attended – 7 (64%)<br />
John Davine BComm LLB<br />
Solicitor<br />
Committee member since<br />
November 1998<br />
Junior Vice-President<br />
Member of: Board Executive, Medical<br />
Consultative, Advisory & Remuneration,<br />
Project Control committee<br />
Board meetings attended – 9 (82%)<br />
Peter Kingwill BEng MACS, FGCLP, FAICD<br />
Company Director<br />
Committee member since<br />
November 2002<br />
Member of: Audit committee<br />
Board meetings attended – 9 (82%)<br />
Peter Marx<br />
AssocDipSurveying AssocDipCartography<br />
Licensed Land Surveyor<br />
Committee member since<br />
November 1996<br />
President<br />
Member of: Board Executive,<br />
Medical Consultative, Advisory &<br />
Remuneration, Project Control committee<br />
Board meetings attended – 11 (100%)<br />
Joanne Nowotny RN LLB<br />
Solicitor<br />
Committee member since<br />
November 2000<br />
Member of: Standards committee<br />
Board Meeting attended – 10 (91%)<br />
Margaret Robbins BEd(AdultEd) TITC<br />
University Lecturer<br />
Committee member since<br />
November 1994<br />
Member of: Standards committee<br />
Board meetings attended – 9 (82%)<br />
Duncan Smith<br />
DipBus(ACCT) FCPA FTIA AAIM CFP<br />
Accountant/Certified<br />
Financial Planner<br />
Committee member since June 1998<br />
Treasurer<br />
Member of: Board Executive,<br />
Remuneration & Audit committee<br />
Board meetings attended – 9 (82%)<br />
Rosemary Waghorne BSc<br />
Manager Compliance<br />
and Strategic Planning<br />
Committee member since<br />
November 2004<br />
Member of: Audit committee<br />
Board meetings attended – 10 (91%)<br />
14
Corporate Governance: Organisation Chart<br />
Elective Surgery Access<br />
Coordinator<br />
Medical Imaging<br />
Pharmacy<br />
Endoscopy<br />
Customers<br />
Community<br />
Advisory<br />
Council<br />
Director of<br />
Medical<br />
Services<br />
Hospital Medical Officers<br />
Diagnostic (Contracts)<br />
Allied Health<br />
Health In<strong>for</strong>mation Services<br />
Visiting Medical Staff<br />
Pathology<br />
Nutrition and Dietetics<br />
Occupational Therapy<br />
Physiotherapy<br />
Speech Therapy<br />
Social Work<br />
Board<br />
Committees<br />
District Nursing Services<br />
Reception<br />
Board of<br />
Directors<br />
Chief<br />
Executive<br />
Officer<br />
Director of<br />
Nursing<br />
Patient Services Manager<br />
Associate Director of Nursing<br />
Hospital in the Home<br />
Infection Control<br />
Interim Care<br />
Acute Care<br />
Bed Management<br />
Clinical Nurse Consultants<br />
Human Resources - Nursing<br />
Operational<br />
Committees<br />
Library<br />
Palliative Care<br />
Projects<br />
Diabetes<br />
Aged Care Manager<br />
Residential Aged Care<br />
Post Acute Care<br />
Staff Development<br />
Aboriginal Liaison<br />
Aboriginal Best Start<br />
Program<br />
Director of<br />
Community<br />
Services<br />
Community-based Services<br />
Cognitive Dementia and<br />
Memory Service<br />
Community Falls Prevention<br />
Program<br />
Director of<br />
Finance<br />
Consulting Suites<br />
Salary Packaging<br />
Supply<br />
Finance<br />
Payroll<br />
Community Health Program<br />
Continence Service<br />
General<br />
Manager<br />
WLS<br />
Warragul Linen Service (WLS)<br />
Family Counselling<br />
Home and Community<br />
Care Services<br />
Youth Services<br />
Administration<br />
Customer Services and Quality<br />
Engineering Services<br />
Environmental Services<br />
Food Services<br />
In<strong>for</strong>mation Systems<br />
Occupational Health & Safety<br />
Public Relations<br />
15
Our People: Executive Staff<br />
Ormond Pearson BHSc(Mgt) AFCHSE CHE PNA FAIM FAICD<br />
Chief Executive Officer<br />
Mr Pearson commenced in July 1998. Prior to this he was the CEO<br />
of the Colac Community Health Service, having been in the health<br />
industry <strong>for</strong> 25 years.<br />
Ormond Pearson<br />
Haja Mohideen CPA ACMA(UK) GradDip(AppInfSys)<br />
Director of Finance<br />
Mr Mohideen joined the Group in February 1999. Be<strong>for</strong>e this he worked<br />
at PANCH/The Northern Hospital <strong>for</strong> six years as Director of Finance.<br />
Haja Mohideen<br />
Dr Simon Fraser MBBS FRACP MPPM MRACMA<br />
Director of Medical Services<br />
Dr Fraser was previously a Neonatal Paediatrician at the Mercy Hospital<br />
<strong>for</strong> Women in Melbourne. He has a strong interest and experience in<br />
Quality and Safety and is working with the Group on a part time basis.<br />
Dr Simon Fraser<br />
Anne Curtin RN RM CorCareCert GradDipHSM MRCNA<br />
Director of Nursing<br />
Ms Curtin has managed and given leadership to the Nursing services<br />
since August 1996 and has had extensive executive management<br />
experience in the health industry <strong>for</strong> the past 24 years.<br />
Anne Curtin<br />
Linda McCoy BA GradDipMgt AFCHSE CHE AIMM<br />
Director of Community Services<br />
Ms McCoy commenced in July 1999 and has worked extensively in the<br />
Community Health services in rural and regional areas <strong>for</strong> the past 15<br />
years. She is currently a member of the Community Health Victoria Council,<br />
working on a number of portfolios including Clinical Risk Management.<br />
Linda McCoy<br />
William Crotty ANIA<br />
General Manager Warragul Linen Service<br />
Mr Crotty has managed the Linen Service since 1994 having been<br />
in the industry <strong>for</strong> 22 years. Mr Crotty is President of the Australian<br />
Hospital Laundry and Linen Service Manager’s Association.<br />
William Crotty<br />
16
Our People: Occupational Health and Safety<br />
Occupational Health and Safety<br />
OH&S Staff Training and Education<br />
To improve staff access to emergency<br />
training, an on-line and distance<br />
education package covering fire<br />
and safety and manual handling<br />
was developed and implemented.<br />
This allows staff who are unable to<br />
attend scheduled training times, to<br />
complete the theory component at a<br />
time suitable to them. This has<br />
significantly increased the number of<br />
staff completing training. Emergency<br />
Department staff are regularly updated<br />
in chemical, biological and radiation<br />
incident preparedness to equip them<br />
with the skill to use protective<br />
contamination suits and manage<br />
adverse events.<br />
Communicating OH&S Issues to Staff<br />
OH&S Committee meeting minutes are<br />
on the Local Area Network (LAN) and<br />
the staff noticeboard. A monthly OH&S<br />
safety article is published in The<br />
Beacon staff newsletter.<br />
OH&S Management<br />
Framework Model<br />
WGHG manages OH&S per<strong>for</strong>mance<br />
compliance in accordance with the<br />
Department of Human Services<br />
management framework. Ongoing<br />
monitoring of the fifteen elements<br />
of the model identifies opportunities<br />
<strong>for</strong> improving per<strong>for</strong>mance. WGHG<br />
accesses on-line OH&S resources via<br />
a health industry website. This<br />
provides streamlined and standardised<br />
in<strong>for</strong>mation, policies and procedures<br />
across the health sector.<br />
Innovative education resources developed ensure all staff have<br />
access to training in OH&S practices. We are committed to<br />
providing a safe environment <strong>for</strong> our staff, visitors and clients.<br />
Contractor Management<br />
All contractors visiting WGHG to<br />
undertake maintenance and repairs<br />
undergo the contractor management<br />
orientation program. The program<br />
ensures staff and contractors<br />
understand their obligation in relation<br />
to OH&S procedures when undertaking<br />
work. Once successful orientation has<br />
been achieved, contractors are issued<br />
with a permit to work. This process is<br />
managed by the Engineering<br />
department.<br />
Hazard/Risk Management<br />
OH&S risks have been incorporated<br />
into the organisational Risk register. A<br />
risk management instruction manual<br />
has been developed with staff trained in<br />
procedures. As a result, incidents of<br />
reporting risks by staff shows<br />
improvement. Lessons learnt from<br />
incident investigations are<br />
communicated to staff across the<br />
organisation using the Risk<br />
Management register to report<br />
outcomes to the OH&S committee.<br />
An Environment Protection Authority<br />
asbestos audit conducted across all<br />
Community Services sites reported<br />
no risk of asbestos exposure.<br />
WorkCover<br />
The Group has a proactive approach<br />
in helping return injured employees to<br />
work.<br />
The number of claims this year is 25<br />
compared to 21 claims last year, an<br />
increase of 23.5%. As demonstrated<br />
in the graph below showing the<br />
number of WorkCover claims, the<br />
Warragul Linen Service had seven<br />
above threshold claims. These claims<br />
included three serious injuries<br />
increasing hours lost this year by<br />
60%. In line with regular OH&S risk<br />
assessment processes, the WLS has<br />
an ongoing policy of reviewing and<br />
updating work practices where<br />
necessary.<br />
Of the 12 claims at West Gippsland<br />
Hospital, eight are Below Threshold.<br />
Above Threshold claims increased by<br />
two. The Community Services division<br />
had no claims. A good result.<br />
Emergency Department staff are regularly<br />
updated in chemical, biological and radiation<br />
incident preparedness to manage adverse<br />
events.<br />
Number of WorkCover claims<br />
WorkCover claims - hours lost<br />
Below Threshold Hospital<br />
Above Threshold Linen Service<br />
6000<br />
Hospital<br />
Andrews House<br />
Above Threshold Hospital<br />
Below Threshold Linen Service<br />
Below Threshold Andrews House<br />
Above Threshold Andrews House<br />
5000<br />
Linen Service<br />
Community Services<br />
10<br />
8<br />
Below Threshold Community Services<br />
Above Threshold Community Services<br />
4000<br />
3000<br />
6<br />
4<br />
2<br />
2000<br />
1000<br />
0<br />
0<br />
June 2004 June 2005 June 2006<br />
June 2004 June 2005 June 2006<br />
The Community Services division had no claims this year.<br />
17
Our People: Our Staff<br />
Equal Employment Opportunity (EEO)<br />
The Group is committed to providing a safe workplace <strong>for</strong> all<br />
employees. Policies on bullying and harassment and violence<br />
and aggression are being reviewed and will be implemented<br />
early in 2006. Education sessions <strong>for</strong> managers and staff will<br />
be conducted.<br />
Work Experience<br />
The Group recognises the importance of assisting secondary<br />
and tertiary students with work experience. Links with six<br />
local schools and a number of tertiary institutions provide<br />
an opportunity <strong>for</strong> students to experience work across a range<br />
of occupations.<br />
Long Service<br />
West Gippsland Healthcare Group recognises staff are our<br />
greatest asset. We acknowledge their dedication and<br />
commitment. Long Service Certificates and badges are<br />
presented annually at the Annual General Meeting.<br />
This year Long Service Awards were awarded to:<br />
30 years<br />
➤ Stella Christian ➤ Valerie Glen ➤ James White<br />
25 years<br />
➤ Janice Ashby ➤ Wilma Brown ➤ Mary Gleeson ➤ Joan Keeble<br />
➤ Alan Lowe ➤ Leesa Ryrie ➤ Helen Tink ➤ Alice Wells<br />
20 years<br />
➤ Vicky Ballantyne ➤ Judy Barczyk ➤ Sheree Blum<br />
➤ Jean Cameron ➤ Amanda Cropley ➤ Susan Gleeson<br />
➤ Wendy Harder ➤ Meredith Henry ➤ Terry Lindsey<br />
➤ Faye Marthick ➤ Claire Osterlund ➤ Maxine Pennington<br />
➤ Bev Purcell ➤ Yvonne Rowe<br />
Receiving Life Governor awards at the Annual General<br />
Meeting in October are (back row L-R) Heartbeat Secretary<br />
Doug Clark, staff member James White, Mr John Blyth, WGH<br />
Drouin Auxiliary volunteer Ian Mallows, Heartbeat President<br />
Malcolm Porter (front row L-R) Heartbeat Treasurer Lorraine Price<br />
and staff members Stella Christian and Valerie Glen.<br />
15 years<br />
➤ Leanne Ashley ➤ Kathryn Bailey ➤ Patricia Blair<br />
➤ Jenine Bowering ➤ Anny Byrne ➤ Suzanne Colby<br />
➤ Debra Dore ➤ Lorraine Fleming ➤ Joy Fogarty<br />
➤ Valerie Forsyth ➤ Christine Haasz ➤ Lynn Harkess<br />
➤ Diane Haysom ➤ Julie Hume ➤ Kathleen Jarred<br />
➤ Colleen Lacorcia ➤ Mary McMahon ➤ Mandy Miles<br />
➤ Gracie Nelson ➤ Patricia Nobelius<br />
➤ Merissa Price-Leggett ➤ Joanna Reekie<br />
➤ Jenny Smethurst ➤ Sofia Walker ➤ Margaret Winter<br />
Employment statistics<br />
LABOUR CATEGORY<br />
Nursing Services<br />
Hotel and Allied Services<br />
Administration and Clerical<br />
Medical Support Services<br />
Hospital Medical Officers<br />
Medical<br />
Warragul Linen Service<br />
Total<br />
TOTAL NUMBER OF STAFF EMPLOYED<br />
EQUIVALENT FULL TIME STAFF<br />
MALE % FEMALE % TOTAL 2006 2005<br />
14 3.4 400 96.6 414 219.5 211.4<br />
29 25.4 85 74.6 114 83.0 79.4<br />
14 15.6 76 84.4 90 55.8 59.1<br />
6 6.1 93 93.9 99 57.8 52.6<br />
34 54.8 28 45.2 62 12.0 11.6<br />
13 100.0 0 0.0 13 3.0 2.4<br />
45 24.6 138 75.4 183 128.7 127.2<br />
155 15.9 820 84.1 975 560.2 543.6<br />
18
Review of Operations: Environment and In<strong>for</strong>mation Technology<br />
WGHG is committed to<br />
doing our part to protect<br />
our environment.<br />
We are constantly<br />
identifying improvements<br />
in our systems to ensure<br />
we minimise harm to<br />
the environment.<br />
In<strong>for</strong>mation Technology (IT)<br />
Environment<br />
To minimise water consumption levels,<br />
valves installed in taps and showers<br />
this year are expected to reduce water<br />
consumption across West Gippsland<br />
Hospital by five million litres per<br />
annum. The Manager of Engineering<br />
Services reports to the Department of<br />
Human Services regarding energy and<br />
water consumption levels. The Manager<br />
also reports to the National Pollutant<br />
Inventory annually on waste emissions<br />
to air, water and landfill. This report is<br />
mandatory. WGHG does not exceed any<br />
benchmark limits <strong>for</strong> any substances.<br />
A streamlined recycling system is<br />
used by the Environmental Services<br />
(ES) department <strong>for</strong> newspapers, paper<br />
and cardboard, glass and aluminium.<br />
Products <strong>for</strong> recycling are sent to<br />
a recycling site weekly. The ES<br />
department utilises user-friendly<br />
chemicals, which are non-harmful<br />
to the environment. Strict guidelines<br />
govern the use of any other chemicals<br />
required <strong>for</strong> special cleaning. Chemicals<br />
are never mixed, which decreases<br />
harmful effects to the environment.<br />
Valves replaced in taps and showers at WGH<br />
is expected to reduce water consumption<br />
by five million litres. Pictured is Engineering<br />
Department staff member Len Cole replacing<br />
a valve in the Emergency Department<br />
washroom.<br />
IT Support Officer Simon Schreyer<br />
demonstrates Internet Protocol based<br />
video conferencing to Health In<strong>for</strong>mation<br />
Services Manager Diane Draper at her<br />
desk.<br />
Major significant improvements were achieved across the Group this year<br />
as a result of several small projects being achieved by the IT Department.<br />
The introduction of internet protocol based video-conferencing is proving<br />
very successful. This allows staff members to attend important meetings<br />
held anywhere in Australia without leaving the office. This is both time<br />
and cost efficient.<br />
Outcomes:<br />
➤ Upgraded the Microsoft Office suite of programs providing improved<br />
document management<br />
➤ ‘My Work Plan’ staff appraisal tool now available on Intranet, improving<br />
staff access to relevant documentation<br />
➤ Installed a specialised hands free wall telephone system in the<br />
Operating Theatre to allow surgeons to access critical telephone calls<br />
➤ Implemented ‘staff on leave’ calendar on Intranet providing streamlined<br />
reference to staff availability<br />
➤ ADSL contract transferred to new provider resulting in significant cost<br />
savings<br />
➤ Implemented Medical Imaging Viewing Station in Emergency<br />
Department to provide digitised viewing of diagnostic images to<br />
expedite diagnosis and treatment<br />
➤ Implemented Internet Protocol based video conferencing at the<br />
desktop and staff trained<br />
➤ Restructured IT help desk and streamlined communication access<br />
to the IT Department<br />
➤ Reviewed and restructured telecommunications support and<br />
documentation<br />
Future Directions:<br />
➤ Finalise the electronic point of sale system in the cafeteria<br />
➤ Implement a new Healthsmart Patient and Client Management System<br />
➤ Introduce a voice over Internet Protocol telephone system<br />
➤ Introduce wireless LAN/WAN facilities<br />
➤ Implement an electronic patient referral system<br />
➤ Investigate wireless modem access <strong>for</strong> roaming staff<br />
➤ Review status of existing photocopier resources to ensure equipment<br />
is adequate to meet use demands<br />
➤ Investigate electronic business access potential<br />
19
Review of Operations: Education and Research<br />
In-service and Continuing Education<br />
The Staff Development Unit provides,<br />
or arranges provision of, activities<br />
to meet the education, training and<br />
professional development needs of staff<br />
as identified by an ongoing needs<br />
analysis process. In-service education<br />
needs are met on-site by short<br />
presentations or demonstrations.<br />
Educational needs, both clinical and<br />
non-clinical, that require longer-term<br />
and more <strong>for</strong>mal instruction are<br />
provided <strong>for</strong> in the continuing<br />
education and professional development<br />
programs. Activities include short<br />
courses, workshops, learning packages,<br />
seminars and study days. Subjects<br />
offered in the clinical component<br />
included Basic ECG Interpretation,<br />
IV Cannulation, Epidural Management,<br />
Patient Controlled Analgesia,<br />
Management of <strong>Central</strong> Venous Access<br />
Devices, Physical Assessment, Paediatric<br />
Skills Update, Diabetes Update, Basic<br />
Wound Management, Advanced Wound<br />
Management and ‘Smart Lift’ patient<br />
handling procedures. WGHG is involved<br />
in a Gippsland-wide project to integrate<br />
the continuing education of nurses and<br />
share programs, expertise and resources.<br />
An on-line clinical risk training package,<br />
developed by the project, was trialled<br />
and implemented <strong>for</strong> nursing staff.<br />
Competencies include basic life support,<br />
fire and safety, manual handling and<br />
medication administration. This<br />
program may be expanded to include<br />
general staff in the <strong>future</strong>. WGHG is<br />
now endorsed by the RCNA to award<br />
continuing education points to nurses<br />
undergoing further education.<br />
Nurse Preceptor Program<br />
The nurse preceptor program was<br />
developed to provide mentors <strong>for</strong><br />
students, graduate nurses and new<br />
nursing staff. The role includes acting<br />
as a teacher, resource person and role<br />
model. Preceptors assist staff to gain<br />
knowledge, skills, behaviours and<br />
attitudes <strong>for</strong> a safe and effective<br />
workplace. Preceptors are appointed<br />
across a range of clinical and aged<br />
care areas. This year 31 nursing staff<br />
acted as preceptors.<br />
Graduate Nurse Program<br />
The Group offers a Graduate Nurse<br />
program to support beginning Division<br />
Sound relationships developed with educational institutions<br />
ensure WGHG staff have access to quality ongoing education.<br />
1 Registered Nurses in making the<br />
transition from students to competent<br />
practitioners. The program includes<br />
a comprehensive round of rotations<br />
to provide a broad range of clinical<br />
experiences and enhance career path<br />
development. Ten first year nurses<br />
completed the program in 2005 and<br />
a further ten are currently enrolled.<br />
Nurse Re-entry and<br />
Refresher Programs<br />
As part of its nursing staff<br />
recruitment and retention strategy,<br />
the Group again offered supervised<br />
practice-based re-entry and refresher<br />
programs. The refresher program,<br />
updated this year to address Nurses<br />
Board of Victoria guidelines, involves<br />
supervised practice in either medical,<br />
surgical or aged care nursing. It is<br />
available to nurses who hold current<br />
Division 1, Division 2 or overseas<br />
registration but lack recent acute<br />
experience. Four candidates<br />
satisfactorily completed these<br />
programs in 2005/06, including<br />
one nurse from overseas.<br />
Clinical Placements<br />
A total of 208 students from a variety<br />
of health care disciplines including<br />
medicine, nursing and ambulance<br />
paramedic studies undertook clinical<br />
experience placements during 2005/06.<br />
Orientation<br />
Mandatory one-day general orientation<br />
programs were attended by 93 new staff<br />
members. In addition 50 new nurses<br />
were provided with a comprehensive<br />
orientation to the nursing service. The<br />
student orientation program was revised<br />
and an in<strong>for</strong>mation manual developed.<br />
Further Education<br />
The Group continues to provide<br />
support <strong>for</strong> staff undertaking further<br />
work-related study. During 2005/06<br />
employees were enrolled in a number<br />
of tertiary or TAFE courses which<br />
include courses in nursing, critical<br />
care, cancer care, assessment and<br />
workplace training, health and<br />
recreation, aged care, medication<br />
and midwifery.<br />
Major Projects<br />
The year the Unit comprehensively<br />
revised all clinical pathways throughout<br />
clinical areas in response to identified<br />
clinical risks. Other projects include the<br />
Clinical Instability Calls, hand hygiene<br />
in conjunction with the Infection<br />
Control department, Falls Prevention<br />
and the no-lift program.<br />
Educational Affiliations<br />
Alfred Hospital<br />
<strong>Central</strong> Gippsland College of TAFE<br />
<strong>Central</strong> Gippsland Division<br />
of General Practice<br />
Deakin University<br />
Gippsland Education Precinct<br />
Latrobe University<br />
Monash Medical Centre<br />
Monash University<br />
(Clayton, Gippsland, Peninsula)<br />
Monash University Medical School<br />
Royal Melbourne Institute<br />
of Technology (Sale)<br />
Victoria University<br />
University of Melbourne<br />
Research<br />
Research continues to be monitored<br />
by the ethics committee to ensure<br />
National Health and Medical Research<br />
committee guidelines are met. These<br />
guidelines require broad community<br />
membership as well as medical and<br />
nursing involvement.<br />
Operating Room nurse preceptor<br />
Jenny Watson (right) advises<br />
Peri-operative nursing program student<br />
Sharon Hugo (left) and nurse graduate<br />
Nicole Caddy in the Recovery Room.<br />
20
Review of Operations: Quality Report<br />
West Gippsland Healthcare Group strongly supports a learning<br />
environment that reviews systems and processes in the light of<br />
errors, so that we can improve the care we provide to our<br />
community.<br />
Safe Quality Care<br />
Healthcare organisations are large<br />
complex places managing many<br />
integrated processes and systems.<br />
Research into what makes healthcare<br />
organisations safer places is clear.<br />
More often than not, mistakes happen<br />
as a result of a sequence of events that<br />
go astray. At WGHG, if a mistake<br />
occurs, our learning culture allows<br />
us to understand how we can prevent<br />
similar mistakes from happening again.<br />
To do this, we are building on our<br />
safety culture; a culture where staff<br />
feel com<strong>for</strong>table to report things that<br />
go wrong without feeling they will<br />
be blamed, punished or ignored.<br />
This culture supports an active<br />
investigation learning environment.<br />
What WGHG does to improve safety<br />
➤ We encourage staff to report<br />
incidents and close calls (near<br />
misses). As a result, this year the<br />
number of incident reports has<br />
increased by 41% from an average<br />
of 92 per month to an average of<br />
130 per month, providing more<br />
opportunities to learn<br />
➤ We review and investigate all<br />
incidents and near misses in a “no<br />
blame, no shame” way to identify<br />
contributing factors<br />
➤ We use a comprehensive<br />
investigation process that aims to<br />
understand what happened and<br />
why it happened, on all major or<br />
serious incidents<br />
➤ We involve all departments in safety<br />
and quality improvement activities<br />
➤ We involve experienced medical<br />
and nursing staff in reviewing<br />
patient records to confirm<br />
appropriate care was given<br />
and documented<br />
➤ We have committees and working<br />
parties linking medical, nursing,<br />
allied health and support services<br />
to monitor, review and recommend<br />
quality and safety improvements<br />
➤ These committees and working<br />
parties report to the Clinical Quality<br />
Committee who, in turn, reports to<br />
the Board’s Standards Committee<br />
to ensure that there is a high level<br />
of responsibility <strong>for</strong> safe quality care<br />
(Clinical Governance)<br />
➤ We measure our safety and quality<br />
per<strong>for</strong>mance and compare it to the<br />
per<strong>for</strong>mance of other organisations<br />
wherever possible<br />
➤ We learn from incidents that occur<br />
in other organisations<br />
➤ We listen, investigate and learn<br />
from complaints<br />
➤ At WGHG, larger programs or<br />
projects target key patient safety<br />
risks such as infection control,<br />
falls and pressure areas<br />
➤ We develop and regularly review<br />
policies, procedures and guidelines<br />
to ensure they reflect current best<br />
practice<br />
➤ We provide ongoing education<br />
and support to ensure our staff<br />
are skilled and up to date<br />
➤ Our equipment is regularly tested,<br />
maintained and replaced to ensure<br />
it meets our clinical needs<br />
(continued on page 22)<br />
Incident reporting<br />
Incident reporting is a key component<br />
of the clinical risk management<br />
program.<br />
In March 2006, WGHG introduced<br />
a severity rating system <strong>for</strong> all<br />
incidents. Incidents are rated<br />
according to severity from 1 to 4,<br />
most severe incidents being rated<br />
1 and least severe rated 4. Most<br />
incidents occurring at WGHG have<br />
a low severity rating (3 or 4). A weekly<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
Types of Incidents Reported at WGHG<br />
624<br />
Falls<br />
Medication/IV related 244<br />
OH&S - Physical injury 237<br />
Miscellaneous 227<br />
107<br />
Aggression related<br />
incidents<br />
29<br />
Equipment or<br />
instrument related<br />
26<br />
OH&S - Exposure<br />
contaminated related<br />
Clinical Risk and Evaluation (CARE)<br />
meeting enables the Executive team to<br />
look at all incident reports. Incidents<br />
with a higher severity rating (1 or 2)<br />
are investigated and reviewed. The<br />
risks identified are directed to the<br />
appropriate area to be addressed<br />
and strategies are implemented to<br />
minimise the chances of a similar<br />
incident occurring. Incidents rated<br />
3 and 4 are recorded and monitored<br />
to look <strong>for</strong> trends that may indicate<br />
a problem is emerging.<br />
Property 22<br />
Absconding 15<br />
OH&S - Others 11<br />
8<br />
Related to consent and<br />
patient identification<br />
Communications disputes 7<br />
Diagnostic incidents 7<br />
Administrative/<br />
contractual 5<br />
In response to incidents we have:<br />
➤ Implemented a critical instability call<br />
process, improving the process <strong>for</strong><br />
nursing staff to call <strong>for</strong> specialist<br />
medical support quickly<br />
➤ Developed and implemented fluid<br />
balance chart and medication<br />
handover policy on all wards. This<br />
provides an opportunity <strong>for</strong> staff<br />
to double check <strong>for</strong> early changes<br />
in patients fluid balance or where<br />
medications may have been missed<br />
➤ Standardised the times that<br />
Warfarin (blood thinning<br />
medication) is given, reducing<br />
the likelihood of it not being given<br />
and blood tests being missed<br />
➤ Improved processes <strong>for</strong> staff and<br />
in<strong>for</strong>mation <strong>for</strong> families when the<br />
death of a loved one is reported<br />
to the Coroner<br />
➤ Reviewed incident reporting systems,<br />
educated and encouraged staff to<br />
report incidents<br />
➤ Reviewed Emergency department<br />
pathology collection times ensuring<br />
pathology requests are delivered at<br />
appropriate times be<strong>for</strong>e pathology<br />
staff leave in the evening.<br />
21
Review of Operations: Quality Report<br />
➤ We check all our staff are<br />
appropriately skilled and qualified <strong>for</strong><br />
the jobs they are doing. In 2005-06<br />
we implemented a best practice<br />
model <strong>for</strong> credentialling medical staff<br />
and hope to extend this to allied<br />
health and community services staff<br />
next year.<br />
Critical analysis of medical records<br />
The review of patient medical histories<br />
is another way to identify needs and<br />
prevent incidents. Senior clinical staff<br />
scan histories <strong>for</strong> potential adverse<br />
events; histories are then scrutinised<br />
by an appropriate member of staff or<br />
a committee to identify areas <strong>for</strong><br />
improvement.<br />
In response to critical analysis<br />
of histories we have:<br />
➤ Improved post operative pain<br />
management and monitoring of<br />
patients having urology surgery<br />
➤ Reviewed guidelines, staff education<br />
and documentation requirements<br />
<strong>for</strong> monitoring of obstetric patients<br />
➤ Reviewed anaesthetic charts to<br />
include blood loss during surgery,<br />
improving staff communication.<br />
Infection control program<br />
Hand hygiene and the<br />
hand hygiene project<br />
It has been known since the early 19th<br />
century that hand washing is important<br />
in preventing the spread of infection. In<br />
2006 hand hygiene remains a key issue<br />
Managing complaints<br />
Complaints are an important method<br />
of identifying patient quality and safety<br />
issues. Formal complaints are referred<br />
to, investigated and managed by a<br />
member of the Executive team.<br />
Complaints involving a clinical issue<br />
are reviewed by the CARE meeting to<br />
track the progress of improvement<br />
recommendations. This year we have<br />
reviewed our complaints record<br />
management systems and identified<br />
our software needs.<br />
In response to complaints we have:<br />
➤ Provided in-service education <strong>for</strong><br />
staff in the Emergency department<br />
on pregnancy testing of women with<br />
abdominal pain and psychological<br />
support of women who have had<br />
miscarriages<br />
➤ Strengthened the role of the nursing<br />
coordinators to in<strong>for</strong>m the Director<br />
but we are now changing the way we<br />
do this. Structured observations of<br />
actual hand hygiene practice against<br />
opportunities <strong>for</strong> hand hygiene practice<br />
revealed that even in a post-surgical<br />
ward, hand hygiene practice fell below<br />
the Victorian Quality Council target of<br />
60% of hand hygiene opportunities<br />
being taken. This finding was not<br />
unusual across many hospitals.<br />
The main hand hygiene practice<br />
involved the decontamination of hands<br />
by washing, using water and an antimicrobial<br />
soap or solution. However<br />
this method of hand hygiene had its<br />
problems including skin irritation and<br />
dryness, insufficient time to practice<br />
hand hygiene, and in some cases the<br />
perception that wearing gloves removed<br />
the need <strong>for</strong> additional hand hygiene.<br />
As a solution, the WGHG hand hygiene<br />
project is promoting an alcoholchlorohexidine<br />
hand rub, used be<strong>for</strong>e<br />
and after every patient contact, and<br />
after contact with objects, including<br />
medical equipment, in the immediate<br />
vicinity of the patient. The inclusion<br />
of moisturising skin care products<br />
minimise the risk of skin irritation<br />
and dryness <strong>for</strong> users.<br />
Staff education in the reasons <strong>for</strong> and<br />
the use of alcohol hand-rub has now<br />
commenced and a culture change is<br />
under way at WGHG. The effectiveness<br />
of Nursing and Director of<br />
Medical Services if there is an<br />
unusual delay in transferring<br />
patients <strong>for</strong> ongoing care<br />
➤ Reviewed Emergency department<br />
protocols <strong>for</strong> the management<br />
of paediatric patients<br />
All complaints made to WGHG are<br />
taken very seriously. Kathy Bailey,<br />
Patient Services Manager, consults with a<br />
complainant.<br />
22<br />
of the hand hygiene project will<br />
continue to be monitored using the<br />
indicators suggested by the Victorian<br />
Quality Council of rates of compliance,<br />
the amounts of hand hygiene product<br />
used, and the rates of nonsocomial<br />
infection.<br />
Cleaning standards<br />
An essential component of the infection<br />
control program is ensuring a clean<br />
environment. To make sure WGHG<br />
maintains a high standard of cleaning,<br />
the Infection Control Nurse and the<br />
Environmental Services Manager<br />
conduct regular cleaning audits.<br />
Each area of the hospital is weighted<br />
according to the standard of cleanliness<br />
required. For example, the Operating<br />
room has a higher standard of<br />
cleanliness required than the public<br />
foyer. Each year, without notice<br />
WGHG is audited to ensure it meets<br />
a minimum standard by an external<br />
surveyor. This year the minimum<br />
cleaning standard score was raised<br />
from80% to 85%. WGHG scored<br />
92.4%, well above the target set.<br />
To assist in improving cleaning<br />
standards, Environmental services staff<br />
had regular discussions on audit results<br />
highlighting the areas that require more<br />
attention to detail. They have also been<br />
supplied with tooth brushes to remove<br />
build up of soap around hand basins.<br />
100<br />
95<br />
90<br />
85<br />
80<br />
75<br />
70<br />
Cleaning Standards Score<br />
91.77%<br />
2002<br />
93.50%<br />
2003<br />
93.50%<br />
2004<br />
SCORE SET BY DHS<br />
91.40%<br />
2005<br />
92.40%<br />
2006<br />
Targeting high risk areas<br />
is another way WGHG<br />
improves the safety of our<br />
patients and the quality<br />
of care through ongoing<br />
programs and projects.
Review of Operations: Quality Report<br />
In response to learning from<br />
others in healthcare across<br />
Australia, WGHG has:<br />
➤ Reviewed blood transfusion<br />
practices in line with best practice<br />
models<br />
➤ Introduced best practice use of<br />
pain relievers in the Emergency<br />
department<br />
➤ Implemented the Surgical<br />
Consultative Council five step<br />
patient identification processes to<br />
help ensure we have the correct<br />
patient <strong>for</strong> the correct procedure<br />
A heightened awareness<br />
of procedures and<br />
encouragement to report,<br />
has resulted in staff<br />
reporting more errors in<br />
medication documents.<br />
This positive increase<br />
indicates errors are being<br />
picked up be<strong>for</strong>e the<br />
medications are given,<br />
preventing potential harm.<br />
Medication management<br />
In 2004-05, after a review of the most<br />
common <strong>for</strong>ms of medication error,<br />
we concentrated on how medications<br />
could be unintentionally omitted.<br />
Improvement strategies implemented<br />
dramatically improved the number<br />
of errors relating to the omission of<br />
medications by 66%.<br />
In 2005-06 the focus was on<br />
errors relating to documentation.<br />
Medication incidents are regularly<br />
discussed at Nursing Council meetings<br />
and in the Medication Safety Working<br />
Party so that improvement strategies<br />
can be targeted in the most effective<br />
manner.<br />
This year:<br />
➤ Clinical Nurse Managers changed<br />
handover processes to include<br />
checking of medications at the<br />
bedside <strong>for</strong> all Ward areas<br />
➤ The medication management<br />
procedure was reviewed<br />
➤ All nursing staff received in-service<br />
training on medication management<br />
procedures and general incident<br />
reporting<br />
➤ In a “no-blame” culture, staff were<br />
actively encouraged to report all<br />
documentation errors detected.<br />
The data <strong>for</strong> 2005-06 now shows<br />
a 129% increase in the number<br />
of incidents reported (31 to 71).<br />
Of the 71 reported incidents in<br />
this category, only one had a minor<br />
outcome requiring medical review<br />
<strong>for</strong> the patient.<br />
Another project aimed at reducing<br />
medication errors by targeting the<br />
way medications are documented,<br />
commenced in 2004-05 when<br />
WGHG trialled a standardised<br />
national medication chart and<br />
provided feedback to the National<br />
Quality And Safety Council, National<br />
Medication Chart pilot project. This<br />
year the National Medication Chart<br />
was fully implemented at WGHG.<br />
Pharmacist Kenneth Ch’ng ensures<br />
the medications prescribed on the<br />
medication chart are the correct medication<br />
prior to discharge of patient Arthur Row.<br />
Falls<br />
Falls remain one of the top two<br />
incidents reported at WGHG.<br />
Falls projects, commenced last year,<br />
continue with best practice falls risk<br />
assessments and minimisation<br />
strategies being implemented in<br />
all clinical areas and extending into<br />
the community. As part of this, a new<br />
Admission and Discharge <strong>for</strong>m that<br />
includes an initial falls screening tool<br />
was trialled and implemented. If the<br />
initial screen confirms a risk of falling<br />
a second more extensive tool is<br />
completed and falls reduction<br />
strategies implemented in the care<br />
planning.<br />
Analysis of the data shows we are<br />
making a difference. This year there<br />
has been a 17% decrease in the<br />
number of falls occurring in hospital<br />
resulting in minor injuries in the acute<br />
Types of Medication Errors Reported<br />
80<br />
70<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
2003/04<br />
2004/05<br />
2005/06<br />
Omitted dose<br />
Documentation related<br />
Wrong dose<br />
Not detailed<br />
Wrong drug<br />
Duplicated dose<br />
Wrong rate<br />
IV therapy and Site issues<br />
Delayed dose<br />
Wrong patient<br />
Known allergy<br />
Wrong route<br />
Self administering<br />
Adverse drug reaction<br />
Drug intervention<br />
Incompatible blood product<br />
Overall the number of errors reported <strong>for</strong> 2005-2006, in nearly all categories, has increased. Staff have been provided with a series of incident<br />
reporting sessions to encourage reporting. This has improved the climate of reporting and has given us more opportunities to learn.<br />
23
Review of Operations: Quality Report<br />
area, with no falls occurring in the<br />
acute area resulting in serious injury.<br />
In the aged care area with an<br />
additional 30 high care residents (who<br />
have a higher risk of falling) there was<br />
a 3.5% increase in the falls resulting in<br />
minor injury and a 1% increase in falls<br />
resulting in serious injury.<br />
As part of the awareness campaign,<br />
the increased emphasis on incident<br />
reporting and an additional 30 high<br />
care residents in aged care, 601 falls<br />
were reported this year, 24 more than<br />
last year, an increase of 4%.<br />
Pressure areas<br />
For the last three years, WGHG has<br />
participated in the Victorian Pressure<br />
Ulcer Point Prevalence study. This<br />
study aims to identify the prevalence<br />
of pressure ulcers by measuring the<br />
number of patients with evidence<br />
of pressure areas on a set day. The<br />
results of the study are then compared<br />
against other Victorian public<br />
hospitals and against previous results.<br />
During the year, based on the results<br />
and assessment of equipment needs,<br />
WGHG implemented a number of<br />
pressure prevention strategies.<br />
Pressure relieving seating surfaces,<br />
heel boots and 10 dynamic mattresses<br />
were purchased with a generous<br />
donation of $16,963 donated by the<br />
Drouin Auxiliary. Nursing education<br />
of assessment and pressure area<br />
prevention was implemented with a<br />
catch cry of “zero tolerance to pressure<br />
areas”.<br />
This year the results show a dramatic<br />
decrease in pressure point prevalence,<br />
in part, due to these strategies.<br />
40<br />
35<br />
30<br />
25<br />
20<br />
15<br />
10<br />
Pressure Ulcer Point<br />
Prevalence Survey %<br />
PUPPS 1<br />
2003<br />
PUPPS 2<br />
2004<br />
PUPPS 3<br />
2006<br />
Managing demands<br />
<strong>for</strong> elective surgery<br />
WGHG is committed to monitoring<br />
and improving access <strong>for</strong> our<br />
community to elective surgery<br />
and other acute inpatient services.<br />
During the year, the elective surgery<br />
waiting list reached over 800 patients<br />
and the length of time patients were<br />
on the list was well above the average<br />
of other rural hospitals.<br />
To help manage this demand,<br />
and with funding provided by DHS,<br />
Newly appointed Elective Surgery<br />
Access Coordinator Debbie Cole<br />
discusses the waiting list with orthopaedic<br />
surgeon Mr George Owen.<br />
An Elective Surgery Access<br />
Coordinator was appointed in March.<br />
An extensive audit of the waiting list<br />
and a preliminary gap analysis was<br />
carried out identifying barriers to<br />
timely access <strong>for</strong> elective surgery<br />
patients and those requiring admission<br />
from the Emergency Department.<br />
The waiting list audit process involved<br />
contact with hundreds of patients<br />
on the elective surgery waiting list,<br />
particularly those who had been on<br />
the list <strong>for</strong> some time. This provided<br />
the opportunity <strong>for</strong> patients to ask<br />
questions about the waiting list and<br />
also identified more than 200 patients<br />
who, <strong>for</strong> a range of reasons, no longer<br />
Surgical Ward nurse Sheree Blum<br />
adjusts a compression device fitted<br />
to the patient following surgery to reduce<br />
the risk of developing deep vein thrombosis.<br />
Preventing Deep Vein Thrombosis<br />
and Pulmonary Embolis<br />
This year, all clinical areas<br />
implemented practices to prevent the<br />
occurrence of Deep Vein Thrombosis<br />
(DVT) and Pulmonary Emboli (PE).<br />
Deep Vein Thromboses are blood clots<br />
in the larger veins, usually the veins<br />
of the legs. Pulmonary Emboli are<br />
blood clots in the lungs. Research<br />
show that DVTs and PEs are a major<br />
and largely preventable cause of<br />
complications in hospitals around<br />
the world.<br />
With these clots occurring 100 times<br />
more frequently among hospitalised<br />
patients than amongst those in the<br />
community, WGHG is one of 40<br />
hospitals around Australia<br />
24<br />
participating in a project to reduce<br />
the number of patients developing<br />
these blood clots.<br />
An assessment <strong>for</strong>m <strong>for</strong> all patients<br />
and standardised prevention practices<br />
based on evidence recommended<br />
by the National Institute of Clinical<br />
Studies, will be implemented early<br />
next year.<br />
Methods used to help prevent<br />
DVTs and PEs are:<br />
➤ The use of blood thinning<br />
medications<br />
➤ Anti-embolytic stockings<br />
➤ Sequential compression devices<br />
used mainly in the operating theatre<br />
to prevent blood from pooling in the<br />
legs during operations<br />
➤ Early mobilisation or exercises
Review of Operations: Quality Report<br />
needed to be on the list. At the<br />
completion of this intensive audit,<br />
we had a realistic picture in terms of<br />
the overall number of patients waiting.<br />
We are now concentrating our ef<strong>for</strong>ts<br />
on reducing the waiting time <strong>for</strong><br />
patients categorised as semi urgent<br />
or non urgent. All urgent surgery is<br />
attended as a high priority and can be<br />
the reason <strong>for</strong> delay or postponement<br />
of less urgent surgery.<br />
Other processes reviewed included<br />
patient discharge times, operating<br />
room utilisation, bed management,<br />
in<strong>for</strong>mation brochure and letter<br />
content <strong>for</strong> elective surgery patients,<br />
and patient flow through the Preadmission,<br />
Day Surgery, Wards<br />
and Emergency Departments.<br />
Responding to community needs<br />
A review of WGHG services conducted<br />
during the year, showed there was a<br />
delay in the availability of podiatry<br />
services. The waiting time to see a<br />
Podiatrist was approximately four<br />
months.<br />
800<br />
700<br />
600<br />
500<br />
400<br />
300<br />
200<br />
100<br />
0<br />
Number of Patients on Elective Surgery Waiting List<br />
JUL 05 AUG 05 SEP 05 OCT 05 NOV 05 DEC 05 JAN 06 FEB 06 MAR 06 APR 06 MAY 06 JUN 06<br />
In response, WGHG implemented<br />
two strategies to improve access to<br />
podiatry services. In a joint project<br />
with the DHS and the Baw Baw Shire<br />
Council, a District Nursing and<br />
Podiatry clinic opened in Trafalgar<br />
in February. The second strategy<br />
involved an innovative team based<br />
program. District Nursing staff together<br />
with the Podiatrist developed a<br />
program where patients with low care<br />
podiatry needs could be managed by<br />
the District Nurses. As a result the<br />
waiting list <strong>for</strong> podiatry services has<br />
reduced from four months to two<br />
weeks.<br />
To implement the program a number<br />
of District Nurses underwent specialist<br />
foot care training to assess needs and<br />
provide simple treatments. A Foot<br />
Care Assessment Chart was designed<br />
and policies were developed to guide<br />
staff.<br />
With the program in place there is<br />
now a shared referral system. The<br />
District Nurses can refer patients<br />
who are high risk of complications<br />
or have higher care needs to the<br />
Podiatrist and the Podiatrist can<br />
refer low risk patients to the District<br />
Nurses. An annual competency review<br />
process has also been developed,<br />
whereby the Podiatrist assists in<br />
ensuring the skills of the District<br />
Nurses are current.<br />
Podiatrist Andrea Castello instructs District Nurse Margie Winter in basic foot care.<br />
A separate, more<br />
comprehensive Quality<br />
of Care report is available<br />
on request.<br />
Please call the<br />
Customer Services<br />
Manager Quality<br />
Coordinator on<br />
5623 0835 or see<br />
www.wghg.com.au.<br />
25
Review of Operations: Acute (Hospital) Services<br />
The Challenges<br />
WGHG services continue to be in<br />
demand requiring innovative programs<br />
to be developed, implemented and<br />
evaluated to ensure appropriate care is<br />
provided. There is an increasing need<br />
<strong>for</strong> preventative programs to target ‘at<br />
risk’ patients who can be appropriately<br />
referred <strong>for</strong> ongoing management in<br />
their own home. By identifying risk<br />
factors and referring patients to<br />
appropriate services, preventative<br />
programs and self-help groups, patients<br />
with chronic conditions can maintain<br />
their health and, as a result, require<br />
fewer admissions to Hospital.<br />
Implementing new programs and<br />
introducing changes to clinical practice<br />
can be a major challenge <strong>for</strong> staff.<br />
Profile<br />
West Gippsland Hospital (WGH) is an 83-bed acute facility in Warragul,<br />
providing Medical, Surgical, Obstetric, Sub-Acute, Oncology, Haemodialysis,<br />
Paediatric, Anaesthetic, Emergency and High Dependency Services, with a<br />
full range of Allied Health Services. The Hospital treats approximately 10,400<br />
inpatients with 15,000 emergency visits this year. The acute services are listed<br />
on page seven of this report.<br />
Objectives<br />
1. Develop strategies <strong>for</strong> chronic disease management programs<br />
2. Gain accreditation as a Baby Friendly Hospital<br />
3. Establish community clinics in Trafalgar and Drouin<br />
4. Develop a secondary prevention quality initiative <strong>for</strong> acute coronary<br />
syndrome and congestive heart failure patients<br />
5. Expand Haemodialysis Unit to accommodate two extra patients<br />
6. Expand ambulatory care options<br />
Outcomes<br />
WGHG strives to ensure that staff<br />
maintain and enhance their skills<br />
to function effectively in a constantly<br />
shifting healthcare environment.<br />
Providing educational opportunities<br />
is essential in the recruitment and<br />
retention of professional staff.<br />
To assist in the management of<br />
the elective surgery waiting list,<br />
and with funding provided by DHS,<br />
an Elective Surgery Access<br />
Coordinator was appointed in March.<br />
As a result the waiting list was audited<br />
to ensure those on the waiting list<br />
wanted to remain on the list.<br />
Ensuring timely access <strong>for</strong> patients<br />
requiring surgery is a high priority<br />
at WGHG.<br />
1. Chronic disease management programs developed and strategies<br />
implemented to educate patients with chronic conditions<br />
2. Due to the redevelopment of the Midwifery Unit during the year,<br />
the Baby Friendly Hospital accreditation is postponed until next year<br />
3. District Nursing and Podiatry Clinic commenced in Trafalgar in February<br />
4. Secondary prevention quality initiative developed and implemented <strong>for</strong><br />
acute coronary syndrome and congestive heart patients<br />
5. Plans underway to expand Haemodialysis Unit to accommodate two<br />
extra patients<br />
6. Improvements to ambulatory care options identified and integrated<br />
into acute and chronic disease management programs<br />
Continuing Care Business Unit<br />
(CCBU), District Nursing Service<br />
(DNS) and Post Acute Care (PAC)<br />
This Continuing Care Business Unit<br />
operates to streamline the referral<br />
and coordination of services delivered<br />
to patients discharged from Hospital.<br />
The Post Acute Care team links patients<br />
to services to assist them to recover<br />
at home after leaving Hospital. Referrals<br />
to Post Acute Care are received from<br />
the Hospital, Community Services, Local<br />
Councils and individuals. This year<br />
there were 1352 episodes of service,<br />
319 more than last year, an increase<br />
of 31%.<br />
A new District Nursing clinic and<br />
podiatry service opened in Trafalgar in<br />
February increasing access <strong>for</strong> patients<br />
in outlying areas. This clinic and the<br />
additional clinics located at Longwarry,<br />
Neerim South and Warragul, provide<br />
assessment and treatment <strong>for</strong> wound<br />
care, foot care, exercise monitoring<br />
and supervision <strong>for</strong> patients needing<br />
to maintain their mobility. A full range<br />
of in home services is also provided <strong>for</strong><br />
patients unable to access the clinics.<br />
A service to provide Lymphoedema<br />
management was introduced during<br />
the year and is provided by District<br />
Nurses specifically trained in this field.<br />
The Hospital in the Home program<br />
provides an option <strong>for</strong> some patients<br />
to receive treatment at home <strong>for</strong><br />
conditions that would otherwise require<br />
a Hospital stay. This service, provided<br />
byDistrict Nursing, continues its steady<br />
growth with a 19% increase in patient<br />
visits this year.<br />
Future Directions<br />
➤ Expand on risk assessment and secondary prevention programs<br />
➤ Gain accreditation as a Baby Friendly Hospital<br />
➤ Implement the "Living with Cancer" Education Program <strong>for</strong> cancer patients<br />
➤ Review Day Surgery processes<br />
➤ Strengthen programs <strong>for</strong> chronic disease management<br />
➤ Review Palliative Care program <strong>for</strong> community and acute sectors<br />
➤ Review equipment useage policies and pathways of care <strong>for</strong> Operating Theatre<br />
District Nurse Anne Venville visits patient<br />
Helen Ainscough in her home.<br />
26
Review of Operations: Acute (Hospital) Services<br />
This Interim Care Program provides<br />
patients, who require supported care<br />
on an ongoing basis, with interim<br />
accommodation at Neerim District<br />
Soldiers’ Memorial Hospital whilst<br />
awaiting placement at a nursing<br />
home facility. Twenty two people<br />
were accommodated in Interim<br />
Care this year, an increase of 48%<br />
from last year.<br />
Palliative Care is a 24 hour a day<br />
service, provided by District Nursing,<br />
supporting terminally ill patients and<br />
their families.<br />
There were 5485 District Nursing visits<br />
this year, 55% more than last year.<br />
Surgical Ward, Day Surgery<br />
Unit and Paediatrics<br />
The Surgical Ward participated in<br />
the trial of the National Inpatient<br />
Medication Chart, introduced this<br />
year. All staff completed the Falls<br />
Prevention and Pressure Ulcer<br />
Prevention Programs education<br />
package.<br />
The Day Surgery Unit continues to<br />
be very busy with up to 30 patients<br />
a week having surgery and other<br />
treatments carried out as day only<br />
patients.<br />
Colourful murals painted in some<br />
patient rooms have brightened the<br />
Paediatric Ward providing additional<br />
distraction and enjoyment <strong>for</strong><br />
children during their hospital stay.<br />
An in<strong>for</strong>mation booklet <strong>for</strong> families<br />
of children being transferred to<br />
the Royal Children’s Hospital was<br />
developed. A shared care initiative<br />
with the Royal Children’s enables<br />
seriously ill local children to receive<br />
some of their care at WGH. A Nurse<br />
Educator assists paediatric staff to<br />
develop and maintain specialised<br />
nursing skills specific to paediatric<br />
care.<br />
Emergency Department (ED)<br />
Presentations to the Emergency<br />
Department remain high with 14,949<br />
presentations this year. Patient<br />
assessment tools were reviewed with<br />
an emphasis on screening patients<br />
who may have an increased risk of<br />
falling or developing pressure ulcers.<br />
Patients identified as being ‘at risk’<br />
are referred <strong>for</strong> additional assessment<br />
and strategies implemented to ensure<br />
their care.<br />
The Department’s Senior Medical<br />
Officer leads the Emergency<br />
Department Incident and Complaints<br />
Team (EDICAT), a group that reviews<br />
incidents and complaints and has a<br />
role in developing treatment guidelines<br />
and patient management plans.<br />
Breast Care Service<br />
All elective surgery patients<br />
undergoing surgery <strong>for</strong> breast cancer<br />
are invited to meet with the Breast<br />
Care Nurse prior to their operation.<br />
This helps to ease anxiety and<br />
provides the opportunity to ask<br />
questions about what to expect<br />
after their operation. The Breast<br />
Care Nurse also acts as a resource<br />
to other staff caring <strong>for</strong> breast<br />
surgery patients. Due to increasing<br />
commitments in Melbourne, Breast<br />
16,000<br />
14,000<br />
12,000<br />
10,000<br />
8,000<br />
6,000<br />
4,000<br />
2,000<br />
0<br />
Emergency Dept. Presentations<br />
14,949<br />
2006<br />
15,074<br />
2005<br />
27<br />
15,401<br />
2004<br />
15,500<br />
2003<br />
14,330<br />
2002<br />
Emergency Department presentations have<br />
remained consistent over the past five years.<br />
Chairo Christian<br />
School students<br />
Nicholas Watson (left)<br />
and Jenna Pedersen<br />
present Ward 2<br />
Clinical Nurse<br />
Manager, Helen<br />
Dunlop, with the<br />
proceeds raised at<br />
the school’s ‘Let’s add<br />
colour to kid’s ward’<br />
fundraiser.<br />
Surgeon, Dr Jenny Senior, no longer<br />
provides a surgical service at WGH.<br />
Our community has benefited from<br />
Dr Senior’s input and expertise<br />
<strong>for</strong> more than a decade. We wish<br />
her well.<br />
Haemodialysis<br />
Research has demonstrated that<br />
clients undertaking exercise during<br />
dialysis have a reduction in phosphate<br />
levels and an increased sense of<br />
wellbeing following dialysis treatment.<br />
To improve outcomes <strong>for</strong> WGHG<br />
dialysis clients, an exercise machine<br />
is now available <strong>for</strong> clients to use<br />
during treatment. A Plasma Exchange<br />
Program was introduced this year <strong>for</strong><br />
maintenance treatment of patients<br />
suffering specific kidney and nervous<br />
system conditions. Clients with<br />
additional medical conditions can<br />
now receive dialysis treatment over<br />
four or five days per week, rather<br />
than the usual three days per week.<br />
Undergoing shorter dialysis sessions<br />
more often reduces the impact on<br />
other medical conditions.<br />
High Dependency Unit (HDU)<br />
Due to Stage III Redevelopment,<br />
the HDU was relocated in February.<br />
The Unit utilised some areas in<br />
the Medical Ward and the Midwifery<br />
Ward. Even though conditions were<br />
cramped, patient care was maintained.<br />
The cooperation and patience of staff,<br />
patients and visitors assisted the<br />
smooth transition of services into<br />
these areas.<br />
Infection Control<br />
The appropriate disposal of waste has<br />
been a priority this year. A waste audit<br />
of prescribed waste was completed
Review of Operations: Acute (Hospital) Services<br />
with pleasing results. The results will<br />
be used to develop an in<strong>for</strong>mation<br />
package and education program to<br />
minimise waste, reduce costs and to<br />
comply with Environment Protection<br />
Authority standards. The Hand Hygiene<br />
Project continues and will be a major<br />
focus <strong>for</strong> next year.<br />
Midwifery and Obstetrics<br />
Stage III Redevelopment significantly<br />
impacted on the Unit again this year.<br />
The obstetrics unit was completed in<br />
September and includes two birthing<br />
suites, two labour delivery rooms and<br />
an active birth room. Support rooms<br />
include the nursery, pharmacy, breast<br />
feeding room, equipment rooms and<br />
staff education areas. Full services<br />
were maintained throughout the<br />
works. This year 699 babies were<br />
born, including 12 sets of twins.<br />
The busiest month was October<br />
with the birth of 67 babies.<br />
The Midwifery Student Program<br />
is conducted in collaboration with<br />
Monash University and is important<br />
in the recruitment and retention of<br />
Midwives <strong>for</strong> the service.<br />
The dedicated Obstetricians and<br />
Midwives are committed to ongoing<br />
education and keep uptodate with<br />
changing technology and trends in<br />
maternity care.<br />
We look <strong>for</strong>ward to applying <strong>for</strong> and<br />
achieving the Baby Friendly Hospital<br />
Initiative status now that the building<br />
redevelopment approaches completion.<br />
700<br />
600<br />
500<br />
400<br />
300<br />
200<br />
100<br />
0<br />
Number of Births 2002 - 2006<br />
2006 699<br />
2005 684<br />
2004 656<br />
2003 615<br />
2002 559<br />
The opening of the new Casey Hospital at<br />
Berwick has not decreased the number of<br />
patients choosing to have their baby at<br />
WGH.<br />
Operating Theatre<br />
Our community continues to benefit<br />
from the services of excellent visiting<br />
specialist surgeons and anaesthetists.<br />
This year 2943 operations were<br />
per<strong>for</strong>med across of range of<br />
specialties. 2266 were elective surgery<br />
cases and 677 emergency surgical<br />
procedures.<br />
A committee was established to<br />
develop and introduce a plan <strong>for</strong> the<br />
prevention of Deep Vein Thrombosis<br />
following surgery. We continue to<br />
monitor and introduce strategies to<br />
improve pain management, nausea<br />
and low body temperature after<br />
surgery.<br />
Medical Ward<br />
The Stroke project continues to<br />
be active in education and the<br />
development of assessment tools<br />
and clinical pathways <strong>for</strong> patients<br />
who have suffered a Stroke. A Stroke<br />
Nurse is now undertaking home visits<br />
to patients discharged from Hospital<br />
after suffering a stroke.<br />
Chronic conditions such as heart<br />
failure and emphysemia represent<br />
a large number of admissions to<br />
the Medical Ward. There is a<br />
growing trend to identify ways to<br />
better manage chronic conditions<br />
so patients can maintain optimum<br />
health at home and require fewer<br />
admissions to Hospital. The Heart<br />
Failure Project commenced in<br />
November and aims to assist<br />
patients to manage their condition<br />
after discharge from hospital. This<br />
is achieved by providing the patient<br />
with a health team review, education<br />
and follow up support at home.<br />
28<br />
2000<br />
1750<br />
1500<br />
1250<br />
1000<br />
750<br />
500<br />
250<br />
0<br />
Oncology Treatments 2002 - 2006<br />
2006 1,808<br />
2005 1,761<br />
Baby Cameron Caddy<br />
was the first baby born<br />
in the redeveloped<br />
birthing suites. He is<br />
pictured with mum<br />
Donna, dad Michael,<br />
midwife Frances Jolly<br />
and Clinical Nurse<br />
Manager Caroline<br />
Edwards.<br />
The Medical Ward and the Palliative<br />
Care team streamlined communication<br />
with community based services to<br />
ensure patients admitted <strong>for</strong> palliative<br />
care receive the best possible service.<br />
The Medical Ward participates in a<br />
range of projects aimed at improving<br />
outcomes <strong>for</strong> patients. These include<br />
the Pressure Ulcer Prevention Project<br />
(PUPPS), Falls Prevention Program<br />
and the safe Administration of<br />
Medications Project.<br />
Oncology<br />
A new streamlined patient booking<br />
system introduced this year, resulted<br />
in significant improvements <strong>for</strong><br />
patients accessing Oncology services.<br />
The introduction of comprehensive<br />
in<strong>for</strong>mation packs <strong>for</strong> newly<br />
diagnosed patients and carers,<br />
the Look Good Feel Better Program<br />
and the establishment of an infusion<br />
2004 1,556<br />
2003 1,302<br />
Oncology treatments have increased<br />
by 55% in the last five years.<br />
2002 1,172
Review of Operations: Acute (Hospital) Services<br />
service within the Oncology Unit were<br />
all major achievements this year.<br />
This Unit continues to be very busy<br />
with 1808 treatments this year, 47<br />
more than last year. Unit staff update<br />
their knowledge and skills by<br />
attending regular education sessions<br />
being actively involved in a range of<br />
regional cancer care working groups<br />
and planning bodies.<br />
Diabetes Education<br />
It has been estimated that the<br />
incidence of diabetes, particularly<br />
Type 2 diabetes, in the Baw Baw<br />
Shire may increase by as much<br />
as 46% within the next ten years.<br />
This prediction would seem to be<br />
supported by the growing number<br />
of patients being referred to both<br />
the community and hospital based<br />
Diabetes Educators. There were 1485<br />
client contacts this year. A series of<br />
diabetes update education sessions<br />
were conducted to educate staff in<br />
the new advances in treatment options<br />
available.<br />
Cardiology<br />
The George Cole Hall facility located<br />
behind WGH provides a large area <strong>for</strong><br />
exercise, rehabilitation and education<br />
programs <strong>for</strong> people who have<br />
breathing difficulties caused by lung<br />
or heart disease. These sessions are<br />
well attended and supported by the<br />
Cardiac Nurse and Allied Health Staff.<br />
The Cardiac Nurse is involved in the<br />
new Heart Failure Project making visits<br />
to patients at home after discharge<br />
from Hospital to assess progress and<br />
encourage rehabilitation activity.<br />
Exercise stress testing <strong>for</strong> inpatients<br />
and outpatients numbered 1127<br />
services this year, 129 less than last<br />
year.<br />
Pre-admission Clinic<br />
The Pre-admission clinic has had a<br />
positive impact on reducing elective<br />
surgery cancellations by identifying<br />
early any patient health issues that<br />
may require attention be<strong>for</strong>e<br />
anaesthetic and surgery can be<br />
undertaken. This year, 436 patients<br />
were assessed through the clinic and<br />
268 patients attended the anaesthetic<br />
review service.<br />
The Donor Tissue Bank of Victoria<br />
Bone Banking program was<br />
introduced in February. The Preadmission<br />
Coordinator identifies<br />
eligible patients having total hip<br />
replacement surgery and offers<br />
them the option of donating the<br />
bone removed to the Bone Bank.<br />
The bone is sent to the Bone Bank<br />
and used <strong>for</strong> bone grafts. The Preadmission<br />
Coordinator, the Elective<br />
Surgery Access Coordinator, Bookings<br />
and Admissions staff work together to<br />
streamline the pre-admission process<br />
<strong>for</strong> patients requiring elective surgery.<br />
Medical Staff<br />
➤ WGHG is <strong>for</strong>tunate to attract skilled<br />
Medical Staff. During the year we<br />
welcomed Specialist Anaesthetist<br />
Dr Matthew Acheson, General<br />
Practitioners Dr Cameran Azad,<br />
Sandeep Bhagat and Biljana<br />
Jovanovic, Gynaecologist Mr Geoffrey<br />
Edwards, relieving Oncologist<br />
Dr Kylie Mason and Paediatric<br />
Surgeons Mr Chris Kimber and<br />
Mr Neil McMullin<br />
➤ We wish Urologist Mr William<br />
(Bill) Straffon well in his retirement<br />
after 35 years service<br />
➤ During the year we farewell<br />
Gynaecologist and Obstetrician<br />
Dr Ian Pearson, Paediatric Surgeon<br />
Mr Robert Stunden and Specialist<br />
Anaesthetist Dr Dale Schnapp. We<br />
thank them <strong>for</strong> their contribution<br />
to the Group<br />
➤ Investing in the experience of our<br />
<strong>future</strong> medical work<strong>for</strong>ce is vital.<br />
Our junior medical staff now have<br />
access to a Medical Education<br />
Officer to assist with the planning<br />
and support of education activities<br />
➤ Mrs Debra Cole was appointed<br />
to the position of Elective Surgery<br />
Access Coordinator in March.<br />
This role assists in the management<br />
and streamlining of the processes<br />
involved in maintaining the elective<br />
surgery waiting list and identifies<br />
any barriers to timely access to<br />
hospital beds.<br />
Medical Intern, Dr Tamara Jones, assesses<br />
patient Debra Brown in the Pre-admission<br />
clinic prior to her admission <strong>for</strong> surgery.<br />
29
Review of Operations: Aged Care Services<br />
Andrews House “Stretch it Out” walking<br />
program volunteer Jacob Wilson (left)<br />
and resident John Woodhouse (right) proudly<br />
display the Better Practice National Award<br />
presented to Andrews House <strong>for</strong> the ‘Stretch<br />
It Out” program.<br />
Photo courtesy of The Gazette.<br />
Profile<br />
Andrews House (Trafalgar) and Cooinda Lodge (Warragul) are committed to<br />
providing quality residential care which reflects the Mission statement of the West<br />
Gippsland Healthcare group. Andrews House and Cooinda Lodge provide ageing<br />
in place <strong>for</strong> a total of 110 residents. A dedicated team comprising Registered<br />
Nurses, Personal Care Workers, Allied Health, Food Services, Administration and<br />
Environmental Services are committed to ensuring quality service. Care is provided<br />
based on an holistic approach that meets the changing needs of residents.<br />
Objectives<br />
1. To successfully participate in round III accreditation with the Aged Care<br />
Standards & Accreditation Agency<br />
2. To upgrade the nurse call system at Cooinda Lodge<br />
3. To implement a nurse managed foot care program<br />
4. To integrate low care and high care services at Andrews House<br />
Outcomes<br />
Resident Focus<br />
In consultation with residents and<br />
families, individual lifestyle programs<br />
are structured to meet the needs<br />
of residents. This practice fosters a<br />
resident focused environment, which<br />
generates a sense of confidence that<br />
residents needs are met. Consultation<br />
includes meeting with residents,<br />
support group meetings and<br />
satisfaction surveys covering a range<br />
of areas. The resident orientation<br />
booklet is a valuable source of<br />
in<strong>for</strong>mation. A monthly newsletter<br />
provides an update of activities<br />
and special occasions. The<br />
compliments/complaints register<br />
provides a constructive tool to assist<br />
in the continuous improvement<br />
process. An open door policy is<br />
promoted to encourage<br />
communication between residents,<br />
families and management staff.<br />
1. Cooinda Lodge and Andrews House awarded three years accreditation<br />
with the Aged Care Standards & Accreditation Agency<br />
2. Upgraded the nurse call system in Cooinda Lodge<br />
3. Implemented a nurse managed foot care program in Cooinda Lodge<br />
with four staff specially trained in this area<br />
4. Low care and high care services successfully integrated at Andrews House<br />
following the completion of the 20 bed high care extension in November<br />
Volunteers<br />
With the increase in programs at<br />
Andrews House and Cooinda Lodge,<br />
nine new volunteers were recruited<br />
to assist with a variety of activities<br />
conducted each week.<br />
The Cooinda Lodge Support Group<br />
provides valuable support to residents<br />
and families and fundraises to provide<br />
the “extra things” <strong>for</strong> residents.<br />
Fundraising activities included a<br />
dinner, raffles, cinema night and<br />
trading table. Funds raised this year<br />
totalled $8,030. Equipment purchased<br />
included pressure relieving equipment,<br />
a tea trolley, leg protectors and<br />
footstools. Funds are also provided<br />
to assist with the activities program.<br />
Since 1995 the Group has raised<br />
$34,202.<br />
Andrews House continues to be<br />
generously supported by the Trafalgar<br />
and District Community Opportunity<br />
Shop. $12,673 was donated from shop<br />
proceeds. Three new beds, teapots<br />
and song books were purchased.<br />
A shade sail <strong>for</strong> the outdoor area<br />
will be installed in the near <strong>future</strong>.<br />
Donations from the Trafalgar Lions<br />
and Lioness Clubs, and the Drop-in<br />
Day Centre of Trafalgar also provide<br />
excellent financial support to purchase<br />
much needed equipment <strong>for</strong> resident<br />
use.<br />
Activities staff proactively seek a<br />
diverse range of visiting entertainers<br />
<strong>for</strong> resident enjoyment. Strong links<br />
with dance clubs, local service clubs,<br />
church groups, schools and social<br />
groups were maintained this year.<br />
Future Directions<br />
➤ To develop an innovative program to attract staff into Aged Care<br />
➤ To strengthen the upskilling program of all staff in line with evidence<br />
based practice<br />
➤ To provide a Sunsmart outdoor environment that enables residents<br />
to enjoy a welcoming, relaxed, sensory experience<br />
➤ To market Andrews House and Cooinda Lodge and strengthen community<br />
relationships<br />
➤ To enhance the Volunteer program <strong>for</strong> Aged Care<br />
Resident Pat Evans enjoyed the visit<br />
by the Diamontes Circus to Cooinda<br />
Lodge in May.<br />
30
Review of Operations: Aged Care Services<br />
Continuous Improvement<br />
Andrews House and Cooinda Lodge<br />
were awarded three years accreditation<br />
by the Aged Care Standards and<br />
Accreditation Agency following the<br />
accreditation site audit conducted<br />
in October. Both facilities successfully<br />
met all 44 outcomes as set down by<br />
the Agency.<br />
An innovative program to reduce<br />
anxiety <strong>for</strong> residents displaying<br />
‘sundowners syndrome’ was introduced<br />
at Cooinda Lodge. The program<br />
incorporates stimulating sensory needs<br />
and touch. Relaxation and enjoyment<br />
are the main benefits <strong>for</strong> residents.<br />
The diabetic nurse visits residents<br />
with diabetes to ensure their condition<br />
is managed effectively and to provide<br />
the best outcome <strong>for</strong> their care.<br />
A clinical care pathway was developed<br />
to provide optimum care to residents<br />
suffering a fractured hip.<br />
The carpet replacement project at<br />
Cooinda Lodge commenced during<br />
the year. Vinyl replaced all carpeted<br />
areas to improve cleanliness and<br />
general maintenance.<br />
Staff Education<br />
In line with the Group’s strategic plan<br />
to attract, retain and develop quality<br />
staff, Andrews House and Cooinda<br />
Lodge continue to participate in a<br />
Graduate Nurse Program specifically<br />
<strong>for</strong> Aged Care.<br />
Several staff have undertaken or<br />
are undertaking advanced education<br />
including medication management <strong>for</strong><br />
Division 2 nurses, Bachelor of Health<br />
Science – Nursing and Certificate IV<br />
(Nursing). Following the introduction<br />
of the We Care paperless<br />
documentation system, all resident<br />
progress notes are now computerised.<br />
Several special care training programs<br />
and workshops have also been<br />
undertaken.<br />
Andrews House<br />
A highlight at Andrews House this<br />
year was the successful completion<br />
of the 20 bed high care extension,<br />
officially opened in November.<br />
Maintaining high standards of<br />
resident care and ensuring minimal<br />
interruption to residents were a major<br />
focus <strong>for</strong> staff throughout the building<br />
works. New facilities provide the<br />
infrastructure <strong>for</strong> additional lifestyle<br />
programs specifically tailored to meet<br />
the needs of residents. Happy hour,<br />
the men’s shed program, and other<br />
activities are conducted with the<br />
A collage to commemorate the<br />
50th anniversary of the Victory in<br />
the Pacific was unveiled at Andrews House in<br />
November. Picture are (L-R) Russell Broadbent<br />
MP, RSL President Ron Blair and Andrews<br />
House resident Cyril Scott.<br />
assistance of the activities coordinator<br />
and volunteers.<br />
The innovative walking program<br />
“Stretch It Out”, designed to enhance<br />
the lives of residents and staff, was<br />
recognised with a Better Practice<br />
Award from the Aged Care Standards<br />
and Accreditation Agency. The success<br />
of this program continues thanks to<br />
the support of Trafalgar High School<br />
students who assist in running the<br />
program.<br />
A special collage to mark the 50th<br />
anniversary of the WWII Victory in<br />
the Pacific was unveiled in November.<br />
The project was funded by a special<br />
grant from the Department of<br />
Veteran’s Affairs and features<br />
memorabilia provided<br />
by residents.<br />
Enjoying a dance at the<br />
Cooinda Lodge Royal Winter<br />
Ball are staff member Carol<br />
Stapenell and resident<br />
Howard Rowe.<br />
31
Review of Operations: Community Services<br />
Community Health<br />
A range of services and programs<br />
are provided under the Community<br />
Health Program, including counselling,<br />
emergency relief, community health<br />
nursing, diabetes and asthma education,<br />
women’s and youth health, health<br />
promotion and health education<br />
activities. To address staff safety issues<br />
and to improve public access, the<br />
Queen Street office underwent<br />
renovations this year.<br />
Health Promotion<br />
A Community Dietitian and Health<br />
Promotion Officer make up the Health<br />
Promotion team. A comprehensive<br />
health promotion plan, developed<br />
collaboratively with other agencies,<br />
Profile<br />
The Community Services Division operates from four locations; Pettit House in<br />
Warragul, Baw Baw Health and Community Care Centre in Drouin, Rawson<br />
Community Health Centre in Rawson and the Community Services Centre in<br />
Trafalgar. The Division comprises 35 staff in various disciplines, providing a wide<br />
range of community-based services that are delivered in the community settings<br />
as well as in the client’s homes. The range of services are listed on page seven<br />
of this report.<br />
Objectives<br />
1. Continue to implement population based Health Promotion Strategies whilst<br />
consolidating a collaborative partnership approach to service planning<br />
2. Plan <strong>for</strong> the relocation of services to Gladstone St site incorporating policy<br />
and procedural development <strong>for</strong> co-location with Community Mental Health<br />
Services<br />
3. Continue to implement the Aboriginal Best Start Program and Falls Prevention<br />
Programs<br />
4. Commence a women’s health clinic to target specific needs in the community<br />
Outcomes<br />
1. WGHG staff involved in Baw Baw Shire integrated planning strategy<br />
incorporating several planning plat<strong>for</strong>ms including youth, aged, adult,<br />
child and family<br />
2. Policy and procedural documents drafted in anticipation of co-location<br />
with Community Mental Health Services<br />
3. Djillay Lidji Best Start Project continues to work towards implementing<br />
programs. Falls Prevention program successfully completed<br />
4. Weekly and after hours Women’s health clinics offered in Warragul. Outreach<br />
clinics are conducted at Longwarry, Neerim South, Drouin, Trafalgar and<br />
Rawson. Nursing staff undertook specialised training to provide services<br />
Future Directions<br />
focused on physical activity, nutrition<br />
and mental health. To improve staff<br />
understanding of health promotion<br />
strategies, training was conducted <strong>for</strong><br />
management and senior staff. Eight<br />
Community Kitchens commenced<br />
across the Shire in conjunction with<br />
other community organisations.<br />
Specially trained volunteers facilitate<br />
groups where people learn to cook<br />
healthy, budget priced meals in a<br />
social environment. Other major<br />
benefits include social interaction<br />
which contributes to improve mental<br />
wellbeing. The HP team worked with<br />
the Drouin Cluster of primary schools<br />
this year in a whole of school approach<br />
to implement Healthy Schools Policies.<br />
➤ Establish a District Nursing and Podiatry clinic in Drouin<br />
➤ Implement <strong>GHA</strong> Healthsmart strategy to integrate data collection across<br />
the Group<br />
➤ Continue to work in the Health Promotion priority areas of nutrition, physical<br />
activity and mental health<br />
➤ Implement the ‘Sustainable Farming Families’ program<br />
➤ Continue to participate in the development and implementation<br />
of the integrated planning network <strong>for</strong> Baw Baw Shire<br />
Counselling<br />
Counselling services were provided to<br />
315 clients this year, six more than last<br />
year. Services include general, family<br />
and youth counselling. Clients are self<br />
referred, referred by family, General<br />
Practitioners, or other Health<br />
Professionals. Reasons counselling is<br />
sought include relationship problems,<br />
grief and mental health concerns<br />
including anxiety and depression.<br />
Groups to support people with<br />
chronic illness, mood disorders<br />
and young mums were conducted<br />
throughout the year.<br />
Adolescent Health Service<br />
The Youth Clinic provides access <strong>for</strong><br />
young people to a General Practitioner,<br />
Community Health Nurse and Youth<br />
worker. This year there were 73 contacts<br />
from young people, 11 fewer than last<br />
year.<br />
Aboriginal Services<br />
The Aboriginal Hospital Liaison Officer<br />
service now comes under the State<br />
Government ‘Improving Care <strong>for</strong><br />
Aboriginal and Torres Strait Islander<br />
Patients’ (ICAP) program. This initiative<br />
focuses program goals to improve<br />
cultural sensitivity and quality of service<br />
provision to Aboriginal patients and<br />
communities. Another key feature is<br />
promoting partnerships between<br />
WGHG and Aboriginal community<br />
controlled organisations in planning<br />
and service delivery responses.<br />
Continence<br />
The Continence Service was recognised<br />
<strong>for</strong> its outstanding service with two<br />
awards at the National Continence<br />
Conference held in October. The Service<br />
comprises three part-time nurses,<br />
a physiotherapist and a geriatrician<br />
who provide services across four<br />
shires to adults and children including<br />
children with disabilities. Client visits<br />
remained similar to last year with<br />
1390 client contacts occurring in<br />
client homes, adult and paediatric<br />
clinics, hostels and the hospital.<br />
Cognitive Dementia and<br />
Memory Service (CDAMS)<br />
This specialist diagnostic program<br />
is coordinated by a full-time Clinical<br />
Nurse Consultant who provides home<br />
assessments <strong>for</strong> people with memory<br />
and thinking problems throughout<br />
32
Review of Operations: Community Services<br />
Participants in the Trafalgar<br />
Community Kitchen are (L-R)<br />
Jean Brown, Phillip Storer,<br />
Bob Moore, Meg Abrecht<br />
and Rose Sawyer.<br />
Gippsland. The Service hosted the<br />
CDAMS state-wide conference in<br />
Warragul in December with 11 of<br />
14 services represented. Additional<br />
clinics were offered in Bairnsdale this<br />
year to alleviate waiting times. A new<br />
client follow-up system introduced<br />
during the year identified areas <strong>for</strong><br />
additional support to newly diagnosed<br />
clients.<br />
CDAMS contacts this year totalled<br />
1520, well above their target of 1290.<br />
Home and Community Care<br />
(HACC) Services<br />
The HACC Service provides<br />
home-based allied health services<br />
<strong>for</strong> aged and disabled persons in<br />
the community. Services include<br />
Physiotherapy, Occupational Therapy,<br />
Dietetics, Podiatry, Aged and Disability<br />
Support worker and Speech Pathology.<br />
To improve access to Podiatry Services,<br />
a District Nursing and Podiatry clinic<br />
opened in Trafalgar in February. The<br />
waiting list <strong>for</strong> Podiatry services is now<br />
two weeks compared to three months<br />
last year.<br />
Emergency Relief<br />
The Emergency Relief program is<br />
a Commonwealth-funded program<br />
providing emergency financial<br />
assistance to people in crisis and<br />
assistance with food parcels and<br />
vouchers. This year there were 588<br />
client visits assisting a total of 1696<br />
people, 51 more than last year. The<br />
program is supported by regular<br />
community donations which are<br />
gratefully appreciated.<br />
Community Based Falls<br />
Prevention Projects<br />
The <strong>Central</strong> West Gippsland Falls<br />
Prevention Projects work to reduce<br />
the occurrence, injuries and impacts<br />
of falls <strong>for</strong> adults aged 65 and over<br />
in conjunction with the Primary Care<br />
Partnership. The project conducts<br />
Tai Chi <strong>for</strong> Balance classes as well<br />
as education <strong>for</strong> health professionals,<br />
home carers, volunteers, residential<br />
aged care workers and residents.<br />
Awareness raising strategies are<br />
promoted through local media and<br />
presentations to community groups.<br />
A falls risk assessment and action<br />
tool introduced in the Emergency<br />
Department has been developed<br />
to assist in reducing medium and<br />
long term risks factors <strong>for</strong> patients<br />
considered at high risk of falling.<br />
Rawson Community Health Centre<br />
The Centre provides comprehensive<br />
health services to the residents<br />
and visitors of Erica, Rawson and<br />
Walhalla. Services include health<br />
clinics, District Nursing, Hospital in<br />
the Home, Post Acute Care services,<br />
visiting doctor service and visiting<br />
allied health, specialist nursing<br />
services and a transport link to Moe<br />
three times each week. The Centre<br />
introduced falls prevention and<br />
strength training classes in March.<br />
A women’s health clinic, commenced<br />
during the year, provides access to<br />
services <strong>for</strong> women in remote areas.<br />
The Community Services Division was the recipient of the Murray to Moyne Cycle Relay this year.<br />
$22,000 was raised to purchase a range of equipment to enhance services.<br />
Pictured at the start line in Echuca are Community Services staff (L-R) Samantha Hamilton,<br />
Alison Hescock, Linda McCoy, Richard Adams, Grace Smith, Kay Bews-Bundle, Elizabeth Fraser<br />
and Margaret Wallace.<br />
33
Review of Operations: Support Services (Non-Clinical)<br />
Finance/Supply/Payroll<br />
The Finance department has adopted<br />
the Australian equivalent International<br />
Financial Reporting Standards and<br />
reports to DHS in accordance with<br />
the DHS mandated Chart of Accounts.<br />
Departmental budgets are now entered<br />
and submitted electronically following<br />
enhancements to the PowerBUDGET<br />
software application.<br />
This year, the Payroll department<br />
examined and verified all staff records<br />
in readiness <strong>for</strong> the changeover to a<br />
new payroll/human resource system<br />
next year. Human resource key<br />
per<strong>for</strong>mance indicators were<br />
established to ensure policy<br />
and procedure compliance.<br />
The Supply department conducted<br />
a customer satisfaction survey with<br />
pleasing results. Processes and systems<br />
<strong>for</strong> improvement were identified and<br />
implemented. A follow up survey will<br />
be conducted to benchmark overall<br />
customer satisfaction. A warehousing<br />
traineeship offered <strong>for</strong> the first time, was<br />
successfully completed. The department<br />
continues to work in close co-operation<br />
with Health Purchasing Victoria.<br />
Health In<strong>for</strong>mation<br />
Health In<strong>for</strong>mation Services is<br />
responsible <strong>for</strong> managing the hospital's<br />
Profile<br />
Supply department trainee Jeremy Woolfe<br />
prepares an order <strong>for</strong> delivery to the Ward.<br />
The Group works as a multidisciplinary team to provide the best care <strong>for</strong> clients.<br />
These departments are integral in providing the highest possible level of service.<br />
Objectives<br />
1. Continue to improve access to polices and procedures via the Local Area<br />
Network (LAN)<br />
2. Ensure a smooth transition to the new chart of accounts<br />
3. Ensure compliance with new international accounting standards<br />
4. Review waste management systems across WGHG<br />
Outcomes<br />
1. Help cards developed to assist staff to access policies and procedures<br />
on the LAN<br />
2. Successfully implemented new Chart of Accounts<br />
3. Full compliance of International Accounting Standards achieved<br />
4. Working party established to develop integrated waste management plan<br />
across Group.<br />
Future Directions<br />
medical record functions and includes<br />
the Reception, Admissions and<br />
Bookings Offices. Patient throughput is<br />
the main contributor to the workload.<br />
This year, separations (discharges)<br />
processed increased by 111 to 10,371.<br />
Breast Care patient records are now<br />
incorporated into the hospital medical<br />
record.<br />
Food Services (FS)<br />
Food Services has 54 staff, operates<br />
14 hours every day and supplies<br />
food and beverage requirements <strong>for</strong><br />
➤ Introduce new payroll/human resource management computer system<br />
➤ Update Finance department policies and procedures<br />
➤ Introduce electronic scanning of medical records in conjunction with <strong>GHA</strong><br />
➤ Conduct staff training in correct procedure of medical waste segregation<br />
inpatients, same-day patients,<br />
meals-on-wheels, Andrews House<br />
and Cooinda Lodge residents, the<br />
Garden Room and internal functions.<br />
The department also supports stalls,<br />
special events and fundraising activities.<br />
This year, two new dishwashers were<br />
fitted minimising water and chemical<br />
usage and providing cooler working<br />
conditions <strong>for</strong> staff. The department<br />
was again awarded the tender <strong>for</strong><br />
the supply of meals-on-wheels in the<br />
Baw Baw Shire <strong>for</strong> the next three years.<br />
Consulting Suites<br />
The Consulting Suites has 17 visiting<br />
medical specialists who cover 12<br />
specialties. The Suites are located<br />
on the WGH site. There were 19445<br />
occasions of service during the year.<br />
Due to Stage III Redevelopment of<br />
WGH, the Suites temporarily<br />
accommodated the breast care support<br />
clinic. A special project undertaken<br />
this year was the review and update of<br />
in<strong>for</strong>mation provided to patients. This<br />
has resulted in patients being better<br />
prepared <strong>for</strong> appointments.<br />
Environmental Services (ES)<br />
There are 39 staff on the ES team.<br />
External cleaning audits resulted in<br />
an excellent result of 92.4%, well<br />
above the state average of 85%.<br />
Previous outstanding results of cleaners<br />
cupboard audits were maintained this<br />
year with a score of 99% achieved. A<br />
Prevention of Stormwater Pollution<br />
audit was conducted in April by the<br />
Environment Protection Authority<br />
(EPA). All areas complied with the<br />
EPA Guidelines. The ES Manager is<br />
a member of a new committee set up<br />
to develop an integrated approach to<br />
waste management across the Group.<br />
Staff attended training in manual<br />
handling and safe use of chemicals.<br />
Engineering<br />
A multi-skilled work<strong>for</strong>ce provide<br />
support to all WGHG sites. The Stage<br />
III Redevelopment of WGH, the<br />
completion of extensions to Andrews<br />
House at Trafalgar, and the<br />
commencement of the Community<br />
Health and Community Mental Health<br />
projects, have been a major focus <strong>for</strong><br />
the department. Well planned routine<br />
maintenance ensures all sites function<br />
effectively.<br />
34
Review of Operations: Allied Health<br />
Occupational Therapy (OT)<br />
The OT department provides services<br />
to hospital clients including, the<br />
Emergency department and the<br />
Pre-admission Clinic. Services are<br />
also provided to aged care facilities.<br />
Outpatient services are provided to<br />
the CRC which provides rehabilitation<br />
to clients who are frail, disabled,<br />
chronically ill or recovering from<br />
traumatic injury or surgery. The CRC<br />
occasions of service <strong>for</strong> hospital<br />
inpatients increased by 5% to 2300.<br />
Outpatient occasions of service<br />
remained the same as last year at 700.<br />
Home visits increased by 7% to 310<br />
this year. A significant achievement<br />
<strong>for</strong> the department this year was the<br />
development and implementation of<br />
an electronic loan equipment register.<br />
The register has improved efficiencies<br />
in the tracking and management of<br />
loan equipment. Funding was approved<br />
in March <strong>for</strong> the continuation of the full<br />
time position <strong>for</strong> one of the Grade 1<br />
Occupational Therapists allowing the<br />
department to maintain its levels of<br />
service. Risk management and manual<br />
handling education <strong>for</strong> Allied Health<br />
staff was completed in conjunction<br />
with Physiotherapy to assess, manage<br />
and record risk management strategies<br />
<strong>for</strong> therapeutic/rehabilitative manual<br />
handling of patients and equipment<br />
tasks.<br />
Physiotherapy<br />
Physiotherapy provides services to<br />
hospital inpatients, the Emergency<br />
department, the Pre-Admission Clinic<br />
and aged care residents. Services to<br />
outpatients are provided through<br />
the Outpatient Physiotherapy and<br />
Hydrotherapy services, CRC, Cardiac<br />
and Cardiopulmonary rehabilitation<br />
programs. Community clients access<br />
services through the Rural Allied<br />
Health team, Post Acute Care and<br />
the Continence clinic. A strength and<br />
balance training rehabilitation group<br />
was established in conjunction with<br />
the CRC to rehabilitate clients at<br />
high risk of falling. An electronic<br />
management system introduced <strong>for</strong><br />
the outpatient service is expected to<br />
minimise waiting times <strong>for</strong> clients.<br />
Inpatient occasions of service increased<br />
by 13.5%. Outpatient occasions of<br />
service decreased by 4%. Outpatient<br />
waiting list times decreased by 10%<br />
to 17 days from 19 days last year.<br />
Nutrition and Dietetics<br />
This year, the Nutrition and Dietetics<br />
department developed an inpatient<br />
malnourishment screening kit to<br />
identify patients who are malnourished<br />
or at risk of malnourishment. Early<br />
implementation of dietary changes<br />
can provide improved recovery<br />
outcomes <strong>for</strong> the patient. As well as<br />
inpatients, the department provides<br />
services to long term chronic illness<br />
sufferers and works closely with the<br />
Health Promotion team to develop<br />
programs specifically targeted to at<br />
risk groups. Occasions of service<br />
were 2856, 106 more than last year.<br />
Speech Therapy<br />
Speech Pathology outpatient occasions<br />
of service totalled 500 this year, an<br />
increase of 12.8%. The introduction<br />
of block therapy allowed more clients<br />
to be seen. A patient satisfaction<br />
survey demonstrated a high degree of<br />
satisfaction by users of the outpatient<br />
Profile<br />
The Allied Health department consists of Occupational Therapy (OT), Nutrition<br />
and Dietetics, Physiotherapy and Speech Pathology. They provide a service to<br />
clients during the hospital phase, in rehabilitation, in residential aged care settings<br />
and with home follow-up. They work together as a multidisciplinary team with<br />
other clinical and non-clinical staff to bring about the best outcome <strong>for</strong> each client.<br />
Objectives<br />
1. Update CRC facilities through the Pathways Home Project<br />
2. Establish a new loan equipment tracking system<br />
3. Provide training <strong>for</strong> Clinical Nurse Managers in screening <strong>for</strong> dysphagia<br />
4. Improve Occupational Therapy department written procedures and protocols<br />
Outcomes<br />
1. CRC to be redeveloped under Cooinda Lodge. Plans finalised and tenders<br />
invited<br />
2. Electronic loan equipment tracking system developed and implemented<br />
ensuring accurate recording of borrowers<br />
3. Ward 3 Clinical Nurse Managers trained to screen <strong>for</strong> dysphagia in stroke<br />
patients<br />
4. Occupational Therapy administrative procedures resource package developed<br />
and implemented improving access to in<strong>for</strong>mation and procedures<br />
Future Directions<br />
Physiotherapist<br />
Angela Jacob<br />
assists Cardiac<br />
Rehabilitation<br />
Centre client<br />
Mary Frigo on<br />
the exercise<br />
bike in the<br />
rehabilitation<br />
gymnasium.<br />
service. Department staff<br />
providedtraining <strong>for</strong> Medical Ward<br />
Acting Clinical Nurse Managers to<br />
screen <strong>for</strong> dysphagia in stroke patients,<br />
allowing <strong>for</strong> timely provision of oral<br />
medications, food and drink. This<br />
training resulted in 42% of stroke<br />
patients being able to safely resume<br />
oral feeding and medication, instead<br />
of delaying this until a Speech<br />
Pathology assessment.<br />
➤ To develop a therapeutic/rehabilitative manual handling of patients resource<br />
manual<br />
➤ To develop and implement a hemiplegic shoulder risk assessment and<br />
management tool<br />
➤ To commence redevelopment of CRC facilities under Cooinda Lodge<br />
35
Review of Operations: Warragul Linen Service<br />
Production Statistics<br />
Over the year production has been<br />
consistent at 117,760 kg per week,<br />
slightly above the budget of 117,500 kg<br />
per week. There was 18,053,967 items<br />
processed, including sheets, pillowcases,<br />
face washers and towels.<br />
Financial Per<strong>for</strong>mance<br />
The business returned a net profit<br />
slightly higher than budget. This<br />
result was achieved despite several<br />
unfavourable variances in lower income<br />
due to changed work practices by a<br />
major customer and the higher than<br />
budgeted costs <strong>for</strong> fuel, long service<br />
leave, sick leave and enterprise<br />
bargaining agreement costs. Increased<br />
demand from February by several<br />
healthcare customers was easily<br />
accommodated with the newly<br />
commissioned equipment.<br />
This Year<br />
The linen supply agreement to supply<br />
linen to Southern Health sites ended<br />
Profile<br />
The Warragul Linen Service (WLS) is one of the largest and most efficient linen<br />
services in Victoria, employing 183 staff. The WLS is a successful business unit<br />
of the Group and is highly regarded as a laundry operation by the industry<br />
and the market. Clients include the Caulfield General Medical Centre,<br />
Monash Medical Centre, The Alfred and Dandenong hospitals and the<br />
Parkview-on-St Kilda Road and Enterprize Hotels. The Linen Service is<br />
co-located on the West Gippsland Hospital site.<br />
Objectives<br />
1. Complete major re-development of washroom and achieve efficiency targets<br />
2. Reduce water usage by 6m litres<br />
3. Continue to grow the business<br />
4. Enhance staff training programs<br />
5. Maintain linen supply to current customers that have contracts ending<br />
during the year<br />
6. Implement production monitoring and measuring tools<br />
Outcomes<br />
in June. Southern Health represents<br />
55,000kg per week of the WLS<br />
customer base. WLS successfully<br />
retained the tender to supply linen<br />
directly to Southern Health, including<br />
the new Casey Hospital at Berwick.<br />
The $1m upgrade of the washroom<br />
was completed in February. The<br />
upgrade included a state of the art<br />
pre-sorting linen transfer system linked<br />
to a fully automatic monorail bag<br />
storage system that loads a new<br />
continuous batch washer. The upgrade<br />
reduced water consumption by 5%,<br />
created cost savings and increased<br />
capacity to allow the business to<br />
continue to build on past sound<br />
financial results. A key result has<br />
been energy reductions.<br />
A highlight this year, was the<br />
announcement of WLS as the winner<br />
of the ‘service providers’ category at<br />
the prestigious Savewater! Awards held<br />
in October. The Awards, held during<br />
1. $1m upgrade of washroom completed<br />
2. SaveWater Award received in recognition of water usage saving of 12m litres<br />
3. Targeted business growth strategy developed<br />
4. Eight staff completed Certificate IV in Frontline Management<br />
5. Successfully retained Southern Health contract<br />
6. Production measuring and monitoring group established<br />
National Water Week, recognise and<br />
reward outstanding achievement in<br />
water conservation across Victorian<br />
businesses, community groups,<br />
individual and government<br />
departments and agencies.<br />
A key objective of the business is staff<br />
training. Eight supervisors and senior<br />
staff undertook and successfully<br />
completed Certificate IV in Frontline<br />
Management.<br />
The change in focus from “Service<br />
and Quality” to “Excellence in Linen<br />
Management” is marketed well and<br />
our Customer Service Team regularly<br />
monitor customer linen usage to make<br />
savings at customer sites.<br />
Quality<br />
The WLS successfully maintained its<br />
certification with AS/NZS ISO<br />
9001:2000 Quality Management<br />
Systems. The annual customer survey<br />
results illustrate compliance with quality<br />
goals.<br />
Occupational Health and Safety<br />
Ongoing risk assessments and reviews<br />
ensure a transparent and co-operative<br />
approach to OH&S compliance. This<br />
provides the opportunity to continually<br />
adjust work practices to address any<br />
identified changes to improve the safety<br />
of our staff and contractors.<br />
Outlook<br />
The WLS business is well placed to<br />
continue its financial contribution to<br />
the Group. This opportunity has been<br />
enhanced through the investment in<br />
new equipment and supporting the<br />
quality people that staff the<br />
organisation. The marketing plan<br />
to expand into Gippsland will be<br />
developed and applied in order to<br />
augment further business opportunities<br />
in the region.<br />
WLS staff Sharon Mildren and Scott Morrison<br />
place linen at the beginning of the new<br />
washroom system installed in February.<br />
Future Directions<br />
➤ Identify production improvement systems<br />
➤ Expand linen management to sites with bulk linen delivery systems<br />
➤ Review employment process to ensure recruitment process supports the<br />
culture of the organisation<br />
➤ Continue to grow the business in the Gippsland area<br />
36
Our Community: Volunteers<br />
We enjoy a wonderful relationship with our community. The<br />
generosity of countless individuals, service clubs and other<br />
groups assists us to improve the care we provide to our<br />
patients, clients and residents.<br />
The Volunteer program operates<br />
under guidance from the Volunteer<br />
Facilitator and individual area<br />
Volunteer Coordinators. A new<br />
volunteer area was established this<br />
year with the commencement of the<br />
Community Kitchens project. Twelve<br />
new volunteers attended orientation<br />
in June. The volunteers assist in<br />
a variety of ways, <strong>for</strong> example,<br />
providing practical help and advice,<br />
companionship, a mobile library<br />
service, woodwork, music, craft,<br />
op shop duties and a range of<br />
other activities. Volunteers are<br />
highly valued by clients, residents<br />
and staff, bringing with them skills<br />
and expertise, fresh ideas, warmth<br />
and care. A morning tea to thank<br />
volunteers was held at West Gippsland<br />
Hospital during National Volunteer<br />
Week. On a sad note, Drouin Auxiliary<br />
volunteers Fran Bickerton and Tess<br />
Harper passed away during the year.<br />
Fran and Tess contributed many years<br />
service to the Auxiliary through their<br />
support of the Drouin Opportunity<br />
Shop.<br />
Heartbeat<br />
The Heartbeat group raise money<br />
<strong>for</strong> cardiac-related activities and<br />
provide support to people who have<br />
undergone cardiac surgery. This year<br />
the group raised $2,209.00. Donations<br />
included a pulse oximeter <strong>for</strong> the<br />
cardiac rehabilitation group and a<br />
CD player <strong>for</strong> the cardiac stress testing<br />
facility. Member Gwen Mulconry was<br />
awarded an Australia Day medallion in<br />
January <strong>for</strong> her contribution to the<br />
community. WGHG Life Governorships<br />
were awarded to members Doug Clark,<br />
Lorraine Price and Malcolm Porter <strong>for</strong><br />
their services spanning 10 years.<br />
Drouin Auxiliary<br />
Thanks to the dedication of a<br />
wonderful group of volunteers, the<br />
Drouin Auxiliary continues to run a<br />
very profitable opportunity shop in<br />
Drouin raising funds <strong>for</strong> WGH. The<br />
hard work of volunteers and generous<br />
donations from the community<br />
resulted in $93,000 from sales. Special<br />
sales held during the year attracted<br />
new customers. Volunteer Ian Mallows<br />
was acknowledged <strong>for</strong> his tireless<br />
ef<strong>for</strong>ts when presented with a WGHG<br />
Life Governorship at the Annual<br />
General Meeting in October. This year<br />
the Auxiliary donated $61,694 to<br />
purchase two delivery suite beds <strong>for</strong><br />
the Midwifery Unit and a range of<br />
pressure relieving equipment <strong>for</strong> WGH.<br />
Improvements to the shop this year<br />
included new vinyl flooring and<br />
additional shelving.<br />
Trafalgar Auxiliary<br />
The Trafalgar and District Community<br />
Opportunity Shop raises money <strong>for</strong><br />
Andrews House, the Trafalgar<br />
Community Services division and<br />
the Trafalgar Youth Resource Centre.<br />
A small band of committed Trafalgar<br />
residents have been operating the<br />
shop now <strong>for</strong> eight years. This year<br />
the shop distributed $12,673 to<br />
Andrews House to purchase three<br />
beds, song books, teapots and an<br />
additional sail <strong>for</strong> the outdoor<br />
entertaining area.<br />
Rawson Auxiliary<br />
The Rawson Auxiliary raises funds<br />
to support services offered at the<br />
Rawson Community Health Centre.<br />
Fundraising events are well supported<br />
with countless community members<br />
willing to help out. $13,617 was raised<br />
throughout the year. A wonderful<br />
ef<strong>for</strong>t! The progressive dinner held in<br />
October raised $978. The major raffle<br />
raised $3,200.This year, the Auxiliary<br />
donated a treadmill and exercise bike<br />
to assist in health promotion activities<br />
offered at the Centre. The Centre’s<br />
community bus was utilised<br />
extensively during the bush fires<br />
in February. Local sawmill, Micah’s<br />
sawmill, donated $2,447 to the<br />
Centre this year from the sale<br />
of wood off-cuts.<br />
Palliative Care Service Auxiliary<br />
The auxiliary provides wonderful<br />
assistance in supporting staff, and<br />
helps clients facing terminal illnesses.<br />
The volunteers receive specialised<br />
training <strong>for</strong> this unique area of work.<br />
Volunteers assist the Palliative Care<br />
and District Nursing Services by<br />
visiting clients in their homes, giving<br />
carers a much-needed break and just<br />
being there to help. This year three<br />
volunteers attended the Gippsland<br />
Palliative Care Forum in Lakes<br />
Entrance. In November, the auxiliary<br />
conducted a remembrance ceremony<br />
<strong>for</strong> family and friends who lost loved<br />
ones throughout the year. Volunteers<br />
were trained in safe transfer of client<br />
practices.<br />
WGH Drouin Auxiliary donated $61,000 to various projects throughout the year.<br />
Shop volunteer Judy Young (right) presents a cheque <strong>for</strong> $37,800 to Ward 5<br />
Clinical Nurse Manager Caroline Edwards watched by Auxiliary members<br />
Joy Baxter, Alice Nunan, James White, Enid Cassels and Carol Mallows.<br />
The donation purchased two delivery suite beds <strong>for</strong> the Midwifery Unit.<br />
37
Our Community: Fundraising<br />
$000<br />
700<br />
600<br />
500<br />
400<br />
300<br />
200<br />
100<br />
0<br />
Fundraising Income 2002 - 2006<br />
2006 361<br />
2005 276<br />
2004 331<br />
2003 649<br />
2002 274<br />
The West Gippsland community continues to<br />
generously support the work of WGHG.<br />
Fundraising<br />
The Group continues to benefit from<br />
the overwhelming generosity of the<br />
local community. Fundraising is<br />
conducted in accordance with the<br />
Fundraising Appeals Act 1998.<br />
This year $361,000 was raised from<br />
donations, bequests, raffles and special<br />
events. All donations of $2 or more<br />
are tax deductible and receipts are<br />
issued promptly. Fundraising is vital<br />
in making a difference to the care<br />
and com<strong>for</strong>t of patients, residents<br />
and clients. A special project this<br />
year was the ‘Let’s add colour to Kids<br />
Ward’ promotion. Several local primary<br />
schools participated raising over<br />
$2,000 towards painted murals in<br />
the Paediatric Ward.<br />
Bequests<br />
We are grateful to Mr Len Colliver<br />
of Bunyip and Ms Kathleen Hurst<br />
of Yarragon <strong>for</strong> making provision <strong>for</strong><br />
WGHG in their Will. Bequests were<br />
received from their estates this year.<br />
The ongoing benefit from the estate<br />
of the late Mr Charles Haworth<br />
provided $41,000 this year. The<br />
Estate of William Payne, through the<br />
Estate’s trust provided $7,000. We<br />
encourage you to consider West<br />
Gippsland Healthcare Group in<br />
your Will. If you would like further<br />
in<strong>for</strong>mation about leaving a bequest,<br />
please contact the Public Relations<br />
Office on 5623 0600. All enquiries are<br />
treated with the strictest confidence.<br />
Murray to Moyne Cycle Relay<br />
The Group entered the Murray<br />
to Moyne Cycle relay <strong>for</strong> the tenth<br />
consecutive year. Each year riders and<br />
support crew raise funds <strong>for</strong> a specific<br />
area of the Group. This year money<br />
was raised <strong>for</strong> the Community Services<br />
Division. The relay goes from Echuca<br />
to Port Fairy, a distance of 520 kms.<br />
The riders ride in relay and must<br />
complete the event in 24 hours. A<br />
support crew of drivers, cooks and<br />
masseurs ably supports the riders.<br />
The ride raised $22,000 through<br />
sponsorship, donations and<br />
fundraising events, taking the total<br />
tally to over $200,000 since<br />
participating in the event. A special<br />
function was held in June to celebrate<br />
the 10 years of the ride’s success. Over<br />
70 participants and riders gathered to<br />
share stories and reminisce about<br />
their Murray to Moyne experiences.<br />
Public Relations<br />
The Group continues to enjoy<br />
wonderful community support from<br />
the people of West Gippsland and<br />
beyond. The community help us<br />
in so many vital ways, <strong>for</strong> example,<br />
financially, with in-kind gifts, by<br />
providing assistance and offering<br />
to become volunteers. The Group<br />
actively promotes its services through<br />
the local media who give us great<br />
support. Groups are welcome to<br />
tour WGHG facilities. WGHG guest<br />
speakers are regularly asked to speak<br />
at community meetings. The public is<br />
invited to special occasions such as<br />
the Annual General Meeting and<br />
official openings. Outlook, a newsletter<br />
<strong>for</strong> supporters, donors and interested<br />
Fundraising Highlights:<br />
● bequests to the Group<br />
totalled $107,000<br />
● the sale of daffodil bulbs<br />
raised $13,500 thanks<br />
to the generosity of Blyth<br />
Bros who have supplied<br />
the daffodils <strong>for</strong> over<br />
11 years now<br />
● the Murray to Moyne<br />
cycle relay raised<br />
$22,000. A range<br />
of equipment was<br />
purchased <strong>for</strong> the<br />
Community Services<br />
division with the proceeds<br />
● thanks to the generosity<br />
of local farmers, the<br />
annual Calf Appeal<br />
Day raised $2,800<br />
● the ‘Let’s add colour to<br />
kid’s ward’ primary school<br />
fundraising campaign<br />
raised over $2,000<br />
community members is published<br />
regularly throughout the year. The<br />
Annual Report and the Quality of Care<br />
report are also available to the public.<br />
Future Directions<br />
➤ Hold a charity golf day in<br />
conjunction with the Warragul<br />
Country Club<br />
➤ Participate in the Murray to<br />
Moyne Cycle Relay <strong>for</strong> the<br />
eleventh consecutive year<br />
Frank Gibbons of the Robin Hood Inn presents CEO Ormond Pearson with a cheque <strong>for</strong><br />
$2,258 representing the proceeds raised at the Bathurst fundraising day watched by<br />
(L-R) Mark Revitt-Mills and son Paul, Allan Tyres, Jason Craw<strong>for</strong>d, Anita Gibbons, Terry Lee<br />
and John Noske.<br />
38
Our Community: Donations and Sponsorships<br />
We say thank you to each member of our community who contributed financially<br />
to West Gippsland Healthcare Group throughout the year.<br />
Your support enhances the care and com<strong>for</strong>t we provide to our patients, residents and clients.<br />
$61,000<br />
WGH Drouin Auxiliary<br />
$57,000<br />
Estate of Mr Len Colliver<br />
Presenting a donation to<br />
Oncology Clinical Nurse<br />
Manager Anny Byrne are<br />
CWA <strong>Central</strong> Gippsland<br />
group representatives<br />
Gwen Mason (left) and<br />
Anne Davies (right).<br />
$41,000<br />
Estate of Mr Charles Haworth<br />
$10,001 - $20,000<br />
Trafalgar & District Community<br />
Opportunity Shop<br />
Mr A Walters<br />
Warragul Rotary Club<br />
$5,001 - $10,000<br />
Estate of Ms Kathleen M Hurst<br />
Estate of Mr William J Payne<br />
Mrs W Reed<br />
$2001 - $5000<br />
Cooinda Support Group<br />
Mr F Hamilton<br />
Mrs N Hartley<br />
Karawah Incorporated<br />
Robin Hood Inn<br />
Mr J Soutar<br />
$1,001 -$2,000<br />
Club 88<br />
Mr M & Mrs D Corby<br />
Drop-in Day Centre of Trafalgar<br />
Heartbeat<br />
Mr G Hoddinott and Family<br />
Star FM Radio Station<br />
Uncle Bob’s Club<br />
Warragul Golf Club – Ladies Section<br />
Warragul Lions Club<br />
Warragul Old Time Dance Club<br />
West Gippsland Chorale<br />
WGH Past Nursing Graduates<br />
Mrs S Ziebell<br />
$501 - $1,000<br />
All Rivers Motor Inn<br />
Baw Baw Roadsafe<br />
Mrs E Blaby<br />
Courthouse Restaurant<br />
CWA <strong>Central</strong> Gippsland Group<br />
Drouin Lions Club<br />
Mrs M Godwin<br />
Independence Solutions<br />
Kingston Property Constructions<br />
Leitch Family<br />
St Paul’s Anglican Gramma<br />
Junior School<br />
The Warragul Club-Downtowner<br />
Mr R Tink<br />
Vin Rowe Farm Machinery<br />
Warragul Bowling Club<br />
Warragul Country Club<br />
Warragul Linen Service<br />
Warragul Nissan<br />
Mrs B Webster<br />
West Gippsland Masonic Lodge<br />
Catering Section<br />
Westpac Banking Corporation<br />
$300 - $500<br />
Mr R Baudinette<br />
Mr S Dawson<br />
Drouin Rotary Club<br />
Mrs L Frost<br />
Mr L Galley<br />
Mr C Georgiou<br />
Hallora Ladies Social Club<br />
Health Insurance Commission<br />
$300 - $500 continued<br />
Mr R & Mrs M Meyer<br />
Miss T O’Connor<br />
Mr B & Mrs A Pratt<br />
Mrs F Rogers<br />
Shop Eight Design<br />
Smith McCarthy Wilson<br />
Mrs I Thomson<br />
Mr P Van Venrooy<br />
Warragul Lioness Club<br />
Warragul North Primary School<br />
Mr A Whyatt & Ms F Porter<br />
Mrs E Woolfe<br />
Total: $361,000<br />
Under $300<br />
A number of donations have been<br />
received during the year <strong>for</strong> which<br />
we are very grateful.<br />
Anonymous Donations<br />
A number of anonymous donations<br />
have also been received, and we<br />
gratefully acknowledge these.<br />
In-Memoriam Donations<br />
We receive many in-memoriam<br />
donations following the death of<br />
a loved one, <strong>for</strong> which we are most<br />
appreciative.<br />
These donations total $10,215.<br />
39
Staff List: Our Staff<br />
Executive Team<br />
Chief Executive Officer<br />
Ormond Pearson BHSc(Mgt) AFCHSE CHE FPNA FAIM FAICD<br />
Director of Finance<br />
Haja Mohideen CPA ACMA(UK) GradDip(AppInfoSys)<br />
Director of Medical Services<br />
Dr Simon Fraser MBBS FRACS MPPM MRACMA<br />
Director of Nursing<br />
Anne Curtin RN RM CorCareCert GradDipHSM MRCNA<br />
Director of Community Services<br />
Linda McCoy BA GradDipMgt AFCHSE CHE AIMM<br />
General Manager Warragul Linen Service<br />
William Crotty ANIA<br />
Medical Staff<br />
Anaesthetists:<br />
Matthew Acheson FANZCA MBBS (commenced 04/06)<br />
Geoffrey Campbell MBBS DipRACOG DipAnaes<br />
Karl Hood MBBS (Hons) GradDipRm(Anaes) FRACGP FACRRM<br />
Dale Schnapp MBBS FACA DipABA (resigned 08/05)<br />
Robert Sinnett MBBS FFARACS FANZCA<br />
Dermatologist:<br />
Ronald Rosanove BSc MBBS<br />
Gastroenterologist:<br />
Barbara Demediuk MBBS FRACP<br />
General Practitioners:<br />
Paba Atapattu MBBS<br />
Cameran Azad MBChB (commenced 09/05)<br />
Mark Bensley MBBS FRACGP DipRACOG<br />
Sandeep Bhagat MBBS (commenced 08/05)<br />
James Brown MBBS DipRACOG FRACGP<br />
Geoffrey Campbell MBBS DipRACOG DipAnaes<br />
Roberto Celada MD (Mexico) AMC CertDipObs RACOG, FRACGP GradDipPallMed<br />
Brian Cole MBBS FRACGP FRACMA<br />
Michael Crameri MBBS DipRACOG FRACGP<br />
Dilip Dhillon MBBS FRACGP LFOM<br />
Vincent Dinh MBBS<br />
Jennifer Eury MBBS FRACGP<br />
Elizabeth Fitzgerald MBBS<br />
Christopher Fogarty MBBS BMedSci DipRACOG DRACOG<br />
Linda Ford MBBS (Hons) DipRACOG<br />
Eileen Gourley MBBS CSCT<br />
Steven Hall MBBS FRACGP<br />
Karl Hood MBBS (Hons) GradDipRm(Anaes) FRACGP FACRRM<br />
Stephen Jedynak MBBS<br />
Biljana Jovanovic MBBS<br />
Trish Kerbi MBBS DipPallMed<br />
Thiru Ketheswaran MBBS<br />
Michael Kunze MBBS FRACGP<br />
Malcolm McKelvie MBBS (Hons) FRACGP<br />
Jennifer Morley MBBS (Hons) DRACOG<br />
Janine Payne MBBS (Hons) DipRACOG FRACGP<br />
Edward (Mark) Rayner BSc (Hons) MBBS DipRACOG<br />
Florea Roman MBBS<br />
Cleo Sahhar MBBS FRACGP<br />
Gregory Shuttleworth MBBS (Hons) DipRACOG<br />
Louise Sterling MBBS (Hons)<br />
Wayne Thompson BEd MBBS DipRACOG FRACGP<br />
Julie Thompson MBBS GradDipEd (Women's Studies)<br />
Jennifer Worboys MBBS FRACGP DipRACOG MPHC (commenced 09/05)<br />
General Surgeons:<br />
Paul Ah-Tye MBBS FRACS<br />
Zeev Duib FRACS (commenced 10/05)<br />
Phillip Harris MBBS FRACS<br />
Nikolas Kosanovic MD FRACS<br />
David Merenstein MBBS FRACS<br />
Jennifer Senior MBBS FRACS<br />
Medical Staff continued<br />
Geriatrician:<br />
Craig Clarke MBBS FRACP<br />
Neurologist:<br />
Graeme Jackson BSc(Hons) FRACP MBBS MD<br />
Obstetricians and Gynaecologists:<br />
Geoffrey Edwards MBBS MRCOG FRANZCOG DDU FRCOG<br />
Harold (Lal) McLennan MBBS FRCOG FRANZCOG DDU<br />
Ian Pearson (resigned 04/06)<br />
Luk Rombauts MD PhD FRANZCOG<br />
David Simon MBBS DTM&H FRACGP FRANZCOG<br />
Oncologists:<br />
Kylie Mason MBBS FRACP FRCPA (commenced 12/05) relieving<br />
John Scarlett MD BS FRACP FRCPA<br />
Ophthalmologists:<br />
Pradeep Madhok MBBS MD FRACS FRACO<br />
Julian Sack MBBS ChFCS (Ophthal) FRACO<br />
Mark Troski MBBS FRACO FRACS<br />
Orthopaedic Surgeons:<br />
George Owen MBBS FRACS FAOA<br />
Peter Rehfisch MBBS FRACS<br />
Malcolm Thomas MBBS FRACS<br />
Otorhinolaryngologist:<br />
Robin Hooper MBBS FRCS (Ed) FRCS FRACS<br />
Paediatricians:<br />
Charlie Hamilton MA MBBS FRCPCH MRCP (UK) DCH DRCOG<br />
Sari Hayllar MBBS FRACP<br />
Michael Nowotny MBBS BMedSci FRACP<br />
Christopher Smith MBBS FRACP<br />
Paediatric Surgeons:<br />
Prof John Hutson MBBS MD FRACS<br />
Christopher Kimber MBBS FRACS FRCS (commenced 9/05)<br />
Neil McMullin MBBS FRACS (commenced 12/05)<br />
Pathologists:<br />
Barry Cairns RFD MBBS FRCPA<br />
Stephen Chan MBBS<br />
Gary Grubb MBBS PhD BMedSci FRCPA<br />
Brendan Morrison BDS MB BCh BAO FRCPA<br />
Patrick Van Der Hoeven MD FRCPC FRCPA<br />
Physicians:<br />
Mortimer Fitzgerald BSc (Hons) MBBCh (NIreland) FRACP<br />
Bretton Forge MBBS (Hons) FRACP<br />
Bruce Maydom MBBS (Hons) FRACP<br />
Alistair Wright MBBS (Hons) FRACP<br />
Plastic Surgeon:<br />
Thomas Robbins MBBS FRCS (Ed) FRCS FRACS<br />
Psychiatrist:<br />
Bruce Osborne BMedSci MBBS FRANZCP FRACGP FRACMA MPM<br />
Radiologists:<br />
Roger Bain MBBS FRACR<br />
Damian Black MBBS FRACP (resigned 01/06)<br />
Bobert Brownlee MBBS FRACR<br />
Tissa Kulatunge MBBS MD<br />
Kelvin Stribley MBBS FRACR<br />
Anthony Zammit MD FRCR DMRD<br />
Urodiagnostic/Urodynamics:<br />
Craig Clarke MBBS FRACP<br />
Urologists:<br />
Christoher Love MBBS FRACS<br />
William Straffon MBBS FRCS (Ed) FRCS (London) FRACS (resigned 06/06)<br />
Vascular Surgeon:<br />
Alan Saunder FRACS<br />
Honorary Dental Surgeons:<br />
Lindsay Bishop BDSc<br />
Ian Brooker BDSc<br />
Yvonne Brown BDSc<br />
Hong Chan BDSc<br />
Peter Cliff BDSc<br />
David Griffiths BDSc<br />
40
Staff List: Our Staff<br />
Allied Health<br />
Dietitians:<br />
Ulla Schmidt Reg Dietitian GradCertPaedNutrn&Dietetics<br />
Health In<strong>for</strong>mation Services:<br />
Diane Draper BMedRecAdmin DipFMI<br />
Occupational Therapy:<br />
Sue Aberdeen BAppSc(OT) AccOT<br />
Physiotherapy:<br />
Richard Adams BAppSc(Physio)<br />
Speech Pathology:<br />
Anne Ballantyne LACST<br />
Lindy Watson LACST<br />
Nursing Services<br />
Deputy Director of Nursing/Patient Services Manager:<br />
Kathy Bailey RN FRCNA GradDipCritCare (Emergency) MN (commenced 09/05)<br />
Amanda Cameron RN PN BHealthSci(Nursing) GradDipNursing(CriticalCare)<br />
(resigned 07/06)<br />
Associate Director of Nursing (Projects):<br />
Diane More RN BArts(Psych&Sociol) Dip<strong>Building</strong><br />
Associate Director of Nursing (Nursing Services):<br />
Doreen Macafee RN CertPallCare CertComBusApplic<br />
Staff Development Manager<br />
Paul Osborn BA RN MN MEdSt<br />
Nurse Educators:<br />
Jeanette Dyason BAppSci(Nursing) GradDipCritCare GradDipAdvNursg-ClinTeachg<br />
Janet Boyce BNursing GradDipAdvNursing-ClinTeachg<br />
CertIVWorkplaceTraining&Assessment<br />
Nursing Coordinators:<br />
Mary Austin RN RM BA GradDipBus CertS&ICNeonatalIntensive CareCert MAIM<br />
Elizabeth Fenwick RN RM BSocSc CertPallCare<br />
Glenda Jarred RN CertGastroenterology<br />
Cathy Marshall RN MMgt GradDipHealthEco BN CorCareCert PaedIntensiveCareCert<br />
(commenced 05/06)<br />
Janet Moore RN BNursingPrac<br />
Pam Owen RN BN<br />
Tania Piner RN CertCritCareNursing DipAppSci(Nursing)<br />
Pamela Sharman RN BAppSci (AdvNursing-Admin)<br />
Marie Smith RN RM<br />
Coralie Tyrrell RN CertS&IC CertComBusApplic DipHlthSci(Infcntrl)<br />
Kerrie Wright RN RM BNPrac(Paeds)<br />
Joyce Williams RN<br />
Clinical Nurse Consultants:<br />
Cardiology:<br />
Patricia Nankervis RN CorCareCert<br />
Diabetes Education:<br />
Donna Ablett RN BNursing BNursingPrac(Nephrology) GradDipHealthSci(DiabetesEdn)<br />
Infection Control:<br />
Coralie Tyrrell RN CertS&IC CertComBusApplic DipHlthSci(Infcntrl)<br />
Stomal Therapy:<br />
Linda Aberdeen RN GradStomalTherapyCert<br />
Breast Care:<br />
Elizabeth McMahon RN BHealthSci(Nursing) Breast Care Nurse(accred)<br />
Clinical Nurse Managers<br />
Andrews House:<br />
Elizabeth Reeves RN DipTeach CertMangSks ExtCertHSM DipBus<br />
GradDipHealthServsMment<br />
Cooinda Lodge:<br />
Jan Bennett RN CertSocialGerentology GradDipAdvNursing(Ger) MRCNA<br />
District Nursing:<br />
Susanne Allen RN<br />
Emergency Department:<br />
Sue Colby RN GradCertNursing (Emergency) (commenced 10/05)<br />
Haemodialysis:<br />
Robert Stefanovski RN CertNephrology<br />
Nicole O’Brien RN BNursPrac(Nephrology)<br />
High Dependency Unit:<br />
Judy Redman RN CritCareCert<br />
Oncology:<br />
Anny Byrne RN BAppSci(Nursing) Breast Care Nurse(accred) GradCert Cancer Care<br />
Cert Chemotherapy Practice<br />
41<br />
Nursing Services continued<br />
Operating Room:<br />
Shirley Gleeson RN OpRoomCert CertS&IC<br />
Post Acute Care:<br />
Peter Green RN CertCritCare&Emerg CertEmergNursing<br />
Pre-Admisson:<br />
Sandee Bicknell RN PeriopCert PeriAnaesthCritCareCert (resigned 10/05)<br />
Stephanie Ives RN BComp(System Development) AssocDipAppSci(Computing)<br />
(commenced 10/05)<br />
Ward 2/Paediatrics/Day Surgery:<br />
Helen Dunlop RN RM GradCertPaeds<br />
Medical Ward 3:<br />
Bernadette McKenna RN BNursing CertIVWorkplaceTraining&Assessment<br />
Midwifery Ward 5:<br />
Caroline Edwards RN GradDipMidwifery&Women’sHealth (commenced 07/05)<br />
Librarian<br />
Anne Boyle DipLib<br />
Community Services<br />
Aboriginal Hospital Liaison Officer:<br />
Dot Mullett<br />
Cognitive Dementia and Memory Service (CDAMS)<br />
Elizabeth Fraser RN BAppSci(Nursing) MRuralHealth<br />
Community Health Nurse/Rawson site manager<br />
Alan Lowe RN<br />
Continence Service:<br />
Fiona McLennan RN BNursPrac(Nephrology) CertCardioThoracicIntCare GradCertHealth<br />
Program Manager<br />
Margaret Wallace BSc BSocWork: GradDipEdn<br />
Finance Services<br />
Finance Manager:<br />
Justin Walsh BBus(Acc) BBus(Bank&Fin) CPA<br />
Graduate Accountant:<br />
Darren Warwick BAppSci(Orth) GradDipAcc DOBA ASA<br />
Personnel Officer:<br />
Anne Pryjmak<br />
Purchasing Officer:<br />
James White<br />
Supply Officer:<br />
Sean McLeish<br />
Warragul Linen Service<br />
Administration Manager: Gary Smart BBus ASA<br />
Production Manager: Nanette Gilligan<br />
Support Services<br />
Executive Assistant:<br />
Alyson Mills<br />
Public Relations Manager:<br />
Pam Dyson MFIA<br />
Customer Services Manager/Quality Coordinator:<br />
Heather Gillespie RN RM CertS&IC<br />
Consulting Suites Manager:<br />
Lois Hernadi<br />
Environmental Services Manager:<br />
Maria Kraszewski CertEnSerMgt CertEFTMgt CertIVAssess&WorkplaceTraining<br />
Food Services Manager:<br />
Ronald Clark MIHC (resigned 04/06)<br />
In<strong>for</strong>mation Systems Manager:<br />
Joseph Oppedisano BSc GradDipEd GradDipComp MACS<br />
Manager – Engineering Services<br />
Rob Odlum DipCivilEng MIEAust<br />
Occupational Health and Safety Officer:<br />
Brian Lemon IAA DipOH&S
Financial: Overview<br />
The Group achieved a modest net<br />
surplus of $310,000 after inclusion of<br />
capital, depreciation and amortisation.<br />
Given that activity targets <strong>for</strong> many<br />
services were surpassed, this<br />
demonstrates the strong commitment<br />
to the delivery of health care services<br />
to the community within the context<br />
limited resources.<br />
The acute program again exceeded<br />
activity targets, resulting in an<br />
additional $123,420 of expenditure<br />
and reported an overall operating<br />
loss of $1,003,000 (see notes 2a and<br />
2b in financial statements). The Group’s<br />
various business initiatives continue<br />
to play a key role in the delivery of<br />
financial sustainable health care<br />
services.<br />
The Warragul Linen Service reported<br />
a profit of $465,000, however this year<br />
inter-segment transactions and interest<br />
income has been excluded to comply<br />
with reporting changes (refer page 66).<br />
The result is down on last year’s profit<br />
of $655,000 due to contract renegotiations<br />
with a key customer<br />
and increased staffing costs.<br />
Continued community support in the<br />
<strong>for</strong>m of donations and service in kind,<br />
plays a significant role in the upgrading<br />
and replacement of medical equipment,<br />
which enhances the effectiveness and<br />
delivery of our health care services.<br />
This graphs shows the ratio of assets<br />
funded by the Group and the assets<br />
currently funded by borrowings. The graph<br />
indicates the group continues to maintain<br />
ownership of around 70% <strong>for</strong> every dollar<br />
of assets held.<br />
The Finance Department team ((L-R) Ildiko McCann, Marie Womersley, Dianne Grbic,<br />
Darren Warwick, Colleen Lacorcia, Justin Walsh and Catriona Duncanson.<br />
The Quick Asset Ratio graph, right, indicates<br />
the Group’s ability to meet its financial<br />
commitments during the next 60 days.<br />
The Current Ratio graph indicates the Group’s<br />
ability to meet its financial commitments during<br />
the next twelve months. The current year ratio<br />
and prior year comparative have declined due<br />
to the A-IFRS requirement to disclose the<br />
presently entitled portion of the long service<br />
leave liability as a current liability. The current<br />
year ratio also reflects the decline in cash<br />
largely as a result of Stage III Redevelopment<br />
being funded by the Group.<br />
0.8<br />
0.7<br />
0.6<br />
0.5<br />
0.4<br />
0.3<br />
0.2<br />
0.1<br />
0.0<br />
2006<br />
Equity/Assets - Viability<br />
0.72<br />
0.71<br />
2005<br />
0.73<br />
2004<br />
0.71<br />
2003<br />
5 Year Financial Comparison<br />
0.75<br />
2002<br />
2.5<br />
2.0<br />
1.5<br />
1.0<br />
0.5<br />
0.0<br />
2.5<br />
2.0<br />
1.5<br />
1.0<br />
0.5<br />
0.0<br />
Quick Asset Ratio - Liquidity<br />
1.04<br />
2006<br />
1.04<br />
2006<br />
1.16<br />
2005<br />
1.13<br />
2005<br />
1.73<br />
2004<br />
Current Ratio - Solvency<br />
1.63<br />
2004<br />
1.68<br />
2003<br />
1.62<br />
2003<br />
1.58<br />
2002<br />
1.65<br />
2002<br />
2006 2005 2004 2003 2002<br />
$000 $000 $000 $000 $000<br />
Total Revenue 54,954 53,683 52,343 48,083 43,212<br />
Total Expenditure 54,644 51,694 49,733 46,808 43,144<br />
Operating Surplus 310 1,989 2,570 1,275 68<br />
RetainedSurplus 6,867 6,557 4,568 1,998 723<br />
Total Assets 51,745 50,823 44,582 41,838 38,155<br />
Total Liabilities14,248 14,977 12,125 11,952 9,449<br />
Net Assets 37,497 35,846 32,457 29,886 28,706<br />
Total Equity 37,497 35,846 32,456 29,886 28,706<br />
The Group recorded a surplus of $310,010 against a budgeted deficit of $902,565. The favourable variance is due<br />
largely to the receipt of capital works project grants, primary health funding (the expenditure to which is yet to be<br />
spent) and continued support from the community by way of donations.<br />
42
Financial: Financial Results<br />
OPERATING STATEMENT<br />
FOR THE YEAR ENDED 30 JUNE 2006<br />
Revenue from Operating Activities 2,2a 51,953 49,273<br />
Revenue from Non-operating Activities 2,2a 1,225 1,473<br />
53,177 50,747<br />
Employee Benefits 2b (36,247) (33,609)<br />
Non Salary Labour Costs 2b (3,313) (3,498)<br />
Supplies and Consumables 2b (4,986) (4,633)<br />
Other Expenses from Continuing Operations 2b (7,219) (7,347)<br />
(51,764) (49,088)<br />
Net Result From Continuing Operations<br />
Be<strong>for</strong>e Capital & Specific Items 1,414 1,659<br />
Capital Purpose Income 2,2a 1,777 2,921<br />
Depreciation and Amortisation 3 (2,769) (2,607)<br />
Assets Provided Free of Charge 2,2a, 2e 16<br />
Expenditure Using Capital Purpose Income 2b (112)<br />
NET RESULT FOR THE YEAR 310 1,989<br />
This Statement should be read in conjunction with the accompanying notes.<br />
Notes 2006 2005<br />
($’000) ($’000)<br />
43
Financial: Financial Results<br />
BALANCE SHEET<br />
AS AT 30 JUNE 2006<br />
Notes 2006 2005<br />
($’000) ($’000)<br />
ASSETS<br />
Current Assets<br />
Cash and Cash Equivalents 4,15 6,931 8,155<br />
Receivables 5,15 2,732 2,961<br />
Other Financial Assets 6,15 3,409 4,080<br />
Inventories 7 227 256<br />
Prepayments 118 149<br />
Total Current Assets 13,417 15,602<br />
Non Current Assets<br />
Receivables 5,15 315 828<br />
Other Financial Assets 6,15 200<br />
Property, Plant & Equipment 9 37,074 33,765<br />
Other Non-Current Assets 8 740 628<br />
Total Non-Current Assets 38,328 35,221<br />
TOTAL ASSETS 51,745 50,823<br />
LIABILITIES<br />
Current Liabilities<br />
Payables 10,15 2,066 2,958<br />
Provisions 11 7,383 6,721<br />
Other Liabilities 12,15 3,433 4,080<br />
Total Current Liabilities 12,882 13,759<br />
Non-Current Liabilities<br />
Provisions 11 1,343 1,217<br />
Other Liabilities 12 23<br />
Total Non Current Liabilities 1,366 1,217<br />
TOTAL LIABILITIES 14,248 14,977<br />
NET ASSETS 37,497 35,846<br />
EQUITY<br />
Asset Revaluation Reserve 13a 1,401 1,401<br />
Contributed Capital 13b 29,229 27,888<br />
Accumulated Surpluses 13c 6,867 6,557<br />
TOTAL EQUITY 13d 37,497 35,846<br />
This statement should be read in conjunction with the accompanying notes.<br />
44
Financial: Financial Results<br />
STATEMENT OF RECOGNISED INCOME AND EXPENSE<br />
FOR THE YEAR ENDED 30 JUNE 2006<br />
Notes 2006 2005<br />
($’000) ($’000)<br />
Gain on Asset Revaluation 13a 1,401<br />
NET INCOME RECOGNISED DIRECTLY IN EQUITY 1,401<br />
Net result <strong>for</strong> the year 310 1,989<br />
TOTAL RECOGNISED INCOME AND EXPENSE FOR THE YEAR 310 3,390<br />
This statement should be read in conjunction with the accompanying notes.<br />
45
Financial: Financial Results<br />
CASH FLOW STATEMENT<br />
FOR THE YEAR ENDED 30 JUNE 2006<br />
2006 2005<br />
($’000) ($’000)<br />
Notes Inflows/(Outflows) Inflows/(Outflows)<br />
CASH FLOWS FROM OPERATING ACTIVITIES<br />
Receipts<br />
Government Grants 38,360 36,991<br />
Patient and Resident Fees Received 2,008 1,592<br />
Private Practice Fees Received 219 264<br />
GST recovered from Australian Tax Office (ATO) 1,889 2,024<br />
Interest Received 518 580<br />
Other Receipts 12,772 11,414<br />
Payments<br />
Employee Benefits Paid (35,765) (33,927)<br />
Fee <strong>for</strong> Service Medical Officers (2,723) (3,061)<br />
Payments <strong>for</strong> Supplies & Consumables (10,246) (8,356)<br />
GST Paid to ATO (4,737) (4,895)<br />
Cash Generated from Operations 2,294 2,626<br />
Capital Grants - Government 901 2,210<br />
Capital Donations & Bequests 361 260<br />
NET CASH FLOWS FROM OPERATING ACTIVITIES 14 3,556 5,096<br />
CASH FLOWS FROM INVESTING ACTIVITIES<br />
Purchase of Properties, Plant & Equipment (6,096) (6,484)<br />
Proceeds from Sale of Properties, Plant & Equipment 267 550<br />
Purchase of Investments (200)<br />
Proceeds from Sale of Investments 5<br />
NET CASH USED IN INVESTING ACTIVITIES (6,029) (5,929)<br />
CASH FLOWS FROM FINANCING ACTIVITIES<br />
Proceeds from Borrowings 50<br />
Contributed Capital from Government 1,198<br />
NET CASH FLOWS FROM FINANCING ACTIVITIES 1,248 -<br />
NET (DECREASE) IN CASH HELD (1,225) (832)<br />
CASH HELD AT BEGINNING OF FINANCIAL YEAR 8,155 8,987<br />
CASH HELD AT END OF FINANCIAL YEAR 4 6,931 8,155<br />
This statement should be read in conjunction with the accompanying notes.<br />
46
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
Note 1: STATEMENT OF ACCOUNTING POLICIES<br />
This general-purpose financial report of the Group has been prepared on an accrual basis in accordance with the<br />
Financial Management Act 1994, Accounting Standards issued by the Australian Accounting Standards Board (AASB)<br />
and Urgent Issues Group Interpretations. Accounting Standards include Australian equivalents to International Financial<br />
Reporting Standards (A-IFRS).<br />
The financial statements were authorised <strong>for</strong> issue by the Board of Management on 31st August 2006.<br />
Basis of Preparation<br />
The financial report is prepared in accordance with the historical cost convention, except <strong>for</strong> the revaluation of certain<br />
non-current assets and financial instruments which, as noted, are at valuation. Cost is based on the fair values of the<br />
consideration given in exchange <strong>for</strong> assets.<br />
West Gippsland Healthcare Group changed its accounting policies on 1 July 2004 to comply with A-IFRS. The<br />
transition to A-IFRS is accounted <strong>for</strong> in accordance with Accounting Standard AASB 1 First-time Adoption of Australian<br />
Equivalents to International Financial Reporting Standards, with 1 July 2004 as the date of transition. An explanation<br />
of how the transition from superseded policies to A-IFRS has affected the Health Service’s financial position, financial<br />
per<strong>for</strong>mance and cash flows is discussed in note 23. The Health Service has elected to apply Accounting Standard<br />
AASB 2005-04 Amendments to Accounting Standards (June 2005), even though the Standard is not required to be<br />
adopted until annual reporting periods beginning on or after 1 January 2006.<br />
In the application of A-IFRS, management is required to make judgments, estimates and assumptions about carrying<br />
values of assets and liabilities that are not readily apparent from other sources. The estimates and associated<br />
assumptions are based on historical experience and various other factors that are believed to be reasonable under the<br />
circumstance, the results of which <strong>for</strong>m the basis of making the judgments. Actual results may differ from these estimates.<br />
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are<br />
recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the<br />
revision and <strong>future</strong> periods if the revision affects both current and <strong>future</strong> periods.<br />
Judgments made by management in the application of A-IFRS that have significant effects on the financial statements<br />
and estimates with a significant risk of material adjustments in the next year are disclosed throughout the notes in the<br />
financial statements. The estimates and associated assumptions are reviewed on an ongoing basis.<br />
Accounting policies are selected and applied in a manner which ensures that the resulting financial in<strong>for</strong>mation<br />
satisfies the concepts of relevance and reliability, thereby ensuring that the substance of the underlying transactions or<br />
other events is reported. The accounting policies set out below have been applied in preparing the financial<br />
statements <strong>for</strong> the year ended 30 June 2006, the comparative in<strong>for</strong>mation presented in these financial statements<br />
<strong>for</strong> the year ended 30 June 2005, and in the preparation of the opening A-IFRS balance sheet at 1 July 2004, the<br />
Health Service’s date of transition, except <strong>for</strong> accounting policies in respect of financial instruments. The Health service<br />
has not restated comparative in<strong>for</strong>mation <strong>for</strong> financial instruments as permitted under the first-time adoption transitional<br />
provisions. The accounting policies <strong>for</strong> financial instruments applicable to the comparative in<strong>for</strong>mation and the impact<br />
of the changes in these accounting policies is discussed further in note 1(y). Where practicable, comparative amounts<br />
are presented and classified on a basis consistent with the current year.<br />
(a) Reporting Entity<br />
The financial statements include all the controlled activities of the Health Service. The Health Service is a “not-<strong>for</strong>profit”<br />
entity and there<strong>for</strong>e applies the additional Aus paragraphs applicable to “not-<strong>for</strong>-profit” entities under the<br />
Australian equivalents to IFRS.<br />
(b) Rounding Off<br />
All amounts shown in the Financial Statements are expressed to the nearest $1,000.<br />
(c) Cash and Cash Equivalents<br />
Cash and cash equivalents comprise cash on hand and in banks and investments in money market instruments,<br />
net of outstanding bank overdrafts.<br />
(d) Receivables<br />
Trade debtors are carried at nominal amounts due and are due <strong>for</strong> settlement within 30 days from the date of a<br />
recognition. Collectability of debts is reviewed on an ongoing basis, and debts which are known to be uncollectable<br />
are written off. A provision <strong>for</strong> doubtful debts is raised where doubt as to collection exists.<br />
(e) Inventories<br />
Inventories include goods and other property held either <strong>for</strong> sale or <strong>for</strong> distribution at no or nominal cost in the<br />
ordinary course of business operations. It excludes depreciable assets. Inventories held <strong>for</strong> distribution are measured<br />
at the lower of cost and current replacement cost. All other inventories are measured at the lower of cost and net<br />
realisable value. Cost <strong>for</strong> all other inventory is measured on the basis of weighted average cost.<br />
(f) Other Financial Assets<br />
Investments and other financial assets are recognised and derecognised on trade date where purchase or sale of<br />
an investment is under a contract whose terms require delivery of the investment within the timeframe established<br />
by the market concerned, and are initially measured at fair value, net of transaction costs. Other financial assets are<br />
classified between current and non current assets based on the Board of Management’s intention at balance date<br />
with respect to the timing of disposal of each asset.<br />
47
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
The Health Service classifies its other investments in the following categories: financial assets at fair value through<br />
profit or loss, loans and receivables, held-to-maturity investments, and available-<strong>for</strong>-sale financial assets.<br />
Management determines the classification of its investments at initial recognition.<br />
Investments held <strong>for</strong> trading purposes are classified as current assets and are stated at fair value, with any resultant<br />
gain or loss recognised in profit or loss. Where the Group has the positive intent and ability to hold investments to<br />
maturity, they are stated at amortised cost less impairment losses. Other investments held by the Group are classified<br />
as being available-<strong>for</strong>-sale and are stated at fair value. Gains and losses arising from changes in fair value are<br />
recognised directly in equity, until the investment is disposed of or is determined to be impaired, at which time to the<br />
extent appropriate, the cumulative gain or loss previously recognised in equity is included in profit or loss <strong>for</strong> the<br />
period.<br />
Interest revenue from other financial assets is recognised on a time proportionate basis that takes into account the<br />
effective yield on the financial asset.<br />
(g) Non Current Physical Assets<br />
Land and buildings are measured at the amounts <strong>for</strong> which assets could be exchanged between knowledgeable<br />
willing parties in an arm’s length transaction. Plant, equipment and vehicles are measured at cost.<br />
(h) Revaluation of Non-Current Assets<br />
Subsequent to the initial recognition as assets, non-current physical assets, other than those carried at cost, are<br />
revalued with sufficient regularity to ensure that the carrying amount of each asset does not differ materially from<br />
its fair value at the reporting date. This revaluation process normally occurs every three to four years <strong>for</strong> assets with<br />
useful lives of less than 30 years or six to eight years <strong>for</strong> assets with useful lives of 30 or greater years. Revaluation<br />
increments or decrements arise from differences between an asset’s depreciated cost or deemed cost and fair value.<br />
Revaluation increments are credited directly to the asset revaluation reserve, except that, to the extent that an<br />
increment reverses a revaluation decrement in respect of that class of asset previously recognised as an expense<br />
in net result, the increment is recognised immediately as revenue in net result.<br />
Revaluation decrements are recognised immediately as expenses in the net result, except that, to the extent that a<br />
credit balance exists in the asset revaluation reserve in respect of the same class of assets, they are debited directly<br />
to the asset revaluation reserve.<br />
Revaluation increases and revaluation decreases relating to individual assets within a class of property, plant and<br />
equipment are offset against one another within that class but are not offset in respect of assets in different classes.<br />
Revaluation reserves are not transferred to accumulated funds on derecognition of the relevant asset.<br />
Revaluation of Land and <strong>Building</strong>s<br />
Land and buildings were revalued on 1st July 2004. This date was chosen to assist the Group in assessing fair<br />
value under the new Australian equivalent International Financial Reporting Standards (A-IFRS). The valuation<br />
was per<strong>for</strong>med by ValueIt Pty Ltd as agent <strong>for</strong> the Valuer-General of Victoria and was prepared on the basis of<br />
depreciated replacement cost which reflects the current market price <strong>for</strong> replacing the service potential of the asset<br />
minus the accumulated amount of depreciation <strong>for</strong> the asset.<br />
As a result of the revaluation, the value of land increased by $912,876 and buildings increased by $488,103.<br />
As there was no Asset Revaluation Reserve (ARR) balance in existence prior to the valuation, an increment of<br />
$1,400,979 was credited directly to the ARR.<br />
(i) Depreciation<br />
Assets with a cost in excess of $1,000 are capitalised and depreciation has been provided on depreciable assets<br />
so as to allocate their cost - or valuation - over their estimated useful lives using the straight-line method. Estimates<br />
of the remaining useful lives <strong>for</strong> all assets are reviewed at least annually. The depreciation charged is not funded<br />
by the Department of Human Services.<br />
The following table indicates the expected useful lives of non current assets on which the depreciation charges are<br />
based.<br />
2006 2005<br />
<strong>Building</strong>s Up to 40 years Up to 40 years<br />
Plant & Equipment Up to 20 years Up to 20 years<br />
Motor Vehicles Up to 4 years Up to 4 years<br />
Medical Equipment Up to 20 years Up to 20 years<br />
Computers & Communications Up to 3 years Up to 3 years<br />
Furniture & Fittings Up to 20 years Up to 20 years<br />
Other Up to 10 years Up to 10 years<br />
Linen Up to 5 years Up to 5years<br />
(j) Impairment of Assets<br />
All assets are assessed annually <strong>for</strong> indications of impairment, except <strong>for</strong>:<br />
● Inventories<br />
● Assets arising from construction contracts<br />
● Assets arising from employee benefits<br />
● Financial instrument assets<br />
If there is an indication of impairment, the assets concerned are tested as to whether their carrying value exceeds<br />
their recoverable amount. Where an asset’s carrying value exceeds its recoverable amount, the difference is written-off<br />
48
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
by a charge to the operating statement except to the extent that the write-down can be debited to an asset<br />
revaluation reserve amount applicable to that class of asset.<br />
The recoverable amount <strong>for</strong> most assets is measured at the higher of depreciated replacement cost and fair value<br />
less costs to sell. Recoverable amount <strong>for</strong> assets held primarily to generate net cash inflows is measured at the<br />
higher of the present value of <strong>future</strong> cash flows expected to be obtained from the asset and fair value less costs to<br />
sell. It is deemed that, in the event of the loss of an asset, the <strong>future</strong> economic benefits arising from the use of the<br />
asset will be replaced unless a specific decision to the contrary has been made.<br />
(k) Payables<br />
These amounts represent liabilities <strong>for</strong> goods and services provided prior to the end of financial year and which<br />
are unpaid at balance date. The normal credit terms are nett 30 days.<br />
(l) Provisions<br />
Provisions are recognised when the Health Service has a present obligation, the <strong>future</strong> sacrifice of economic<br />
benefits is probable, and the amount of the provision can be measured reliably.<br />
The amount recognised as a provision is the best estimate of the consideration required to settle the present<br />
obligation at reporting date, taking into account the risks and uncertainties surrounding the obligation. Where<br />
a provision is measured using the cashflows estimated to settle the present obligation, its carrying amount is the<br />
present value of those cashflows.<br />
(m) Resources Provided and Received Free of Charge or <strong>for</strong> Nominal Consideration<br />
Resources provided or received free of charge or <strong>for</strong> nominal consideration are recognised at their fair value.<br />
Contributions in the <strong>for</strong>m of services are only recognised when a fair value can be reliably determined and the<br />
services would have been purchased if not donated.<br />
(n) Functional and Presentation Currency<br />
The presentation currency of the Health Service is the Australian dollar, which has also been identified as the<br />
functional currency of the Health Service.<br />
(o) Goods and Services Tax<br />
Revenue, expenses, assets and liabilities are recognised net of GST with the exception of receivables and payables<br />
which are stated inclusive of GST. Where the amount of GST incurred is not recoverable, the GST payable is<br />
recognised as part of the cost of acquisition of an asset or part of an item of expense or revenue. GST receivable<br />
from and payable to the Australian Taxation Office (ATO) is included in the Balance Sheet. The GST component of<br />
a receipt or payment is recognised on a gross basis in the Cash Flow Statement in accordance with AASB 107<br />
Cash Flow Statements.<br />
(p) Employee Benefits<br />
Provision is made <strong>for</strong> benefits accruing to employees in respect of wages and salaries, annual leave, accrued days<br />
off and long service leave when it is probable that settlement will be required and they are capable of being<br />
measured reliably.<br />
Measurement of short-term and long-term employee benefits<br />
Short-term employee benefits are those benefits that are expected to be settled within 12 months, and are<br />
measured at their nominal values using the remuneration rate expected to apply at the time of settlement. They<br />
include wages and salaries, annual leave, long service leave and accrued days off that are expected to be settled<br />
within 12 months.<br />
Long-term employee benefits are those benefits that are not expected to be settled within 12 months, and are<br />
measured at the present value of the estimated <strong>future</strong> cash outflows to be made by the Health Service in respect<br />
of services provided by employees up to reporting date. They include long service leave and annual leave not<br />
expected to be settled within 12 months.<br />
The present value of long-term employee benefits is calculated in accordance with AASB 119 Employee Benefits.<br />
Long-term employee benefits are measured as the present value of expected <strong>future</strong> payments to be made in<br />
respect of services provided by employees up to the reporting date. Consideration is given to expected <strong>future</strong> wage<br />
and salary levels, experience of employee departures and periods of service. Expected <strong>future</strong> payments are<br />
discounted using interest rates on national Government guaranteed securities with terms to maturity that match, as<br />
closely as possible, the estimated <strong>future</strong> cash outflows.<br />
Classification of employee benefits as current and non-current liabilities<br />
Employee benefit provisions are reported as current liabilities where the Health Service does not have an<br />
unconditional right to defer settlement <strong>for</strong> at least 12 months. Consequently, the current portion of the employee<br />
benefit provision can include both short-term benefits, that are measured at nominal values, and long-term benefits,<br />
that are measured at present values. Employee benefit provisions that are reported as non-current liabilities also<br />
include long-term benefits such as non vested long service leave (i.e. where the employee does not have a present<br />
entitlement to the benefit) that do not qualify <strong>for</strong> recognition as a current liability, and are measured at present<br />
values.<br />
Sick Leave<br />
Sick leave entitlements are not accrued by West Gippsland Healthcare Group as the sick leave taken each year<br />
does not exceed new entitlements.<br />
49
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
Superannuation<br />
Defined contribution plans<br />
Contributions to defined contribution superannuation plans are expensed when incurred.<br />
Defined benefit plans<br />
The amount charged to the Operating Statement in respect of superannuation represents the contributions made<br />
by the Group to the superannuation plan in respect to the current services of current Health Service staff.<br />
Superannuation contributions are made to the plans based on the relevant rules of each plan.<br />
The Health Service does not recognise any defined benefit liability in respect of the superannuation plan because<br />
the Health Service has no legal or constructive obligation to pay <strong>future</strong> benefits relating to its employees; its only<br />
obligation is to pay superannuation contributions as they fall due. The Department of Treasury and Finance has<br />
assumed responsibility <strong>for</strong> the defined benefit liability of the Health Service, and administers and discloses the<br />
State’s defined benefit liabilities in its financial report.<br />
On Costs<br />
On-costs such as WorkCover and superannuation are recognised and included in the calculation of leave<br />
provisions.<br />
(q) Residential Aged Care Service<br />
Both the Cooinda Lodge nursing home (on site) and Andrews House hostel (Trafalgar) are substantially funded<br />
from Commonwealth bed-day subsidies. Their operations are an integral part of the Health Service and share its<br />
resources. An apportionment of land has been made based on floor space <strong>for</strong> Cooinda Lodge whilst Andrews<br />
House land is able to be separately identified and valued. <strong>Building</strong>s, plant and equipment at both residential sites<br />
have been allocated based on location. The results of the two operations have been segregated based on actual<br />
revenue earned and expenditure incurred by each operation.<br />
(r) Intersegment Transactions<br />
Transactions between segments within the Group have been eliminated to reflect the extent of the Group’s<br />
operations as a “group”.<br />
(s) Revenue Recognition<br />
Revenue is recognised in accordance with AASB 118 Revenue. Income is recognised as revenue to the extent it is<br />
earned. Should there be unearned income at reporting date, it is reported as income received in advance.<br />
Government Grants<br />
Grants are recognised as revenue when the Group gains control of the underlying assets. Where grants are<br />
reciprocal, revenue is recognised as per<strong>for</strong>mance occurs under the grant. Non-reciprocal grants are recognised as<br />
revenue when the grant is received or receivable. Conditional grants may be reciprocal or non-reciprocal<br />
depending on the terms of the grant.<br />
Indirect Contributions<br />
● Insurance is recognised as revenue following advice from the Department of Human Services.<br />
● Long service leave - Revenue is recognised upon finalisation of movements in LSL liability in line with the<br />
arrangements set out in the Acute Health Division Hospital Circular 16/2004.<br />
Patient Fees<br />
Patient fees are recognised as revenue at the time invoices are raised.<br />
Private Practice Fees<br />
Private Practice fees are recognised as revenue at the time invoices are raised.<br />
Donations and Other Bequests<br />
Donations and bequests are recognised as revenue when the cash is received.<br />
(t) Fund Accounting<br />
The Group operates on a fund accounting basis and maintains three funds: Operating, Specific Purposes and<br />
Capital Funds. The Group's Capital and Specific Purpose Funds include unspent capital donations and receipts from<br />
fundraising activities conducted solely in respect of these funds.<br />
(u) Services Supported by Health Service Agreement and Services Supported by Hospital<br />
and Community Initiatives<br />
The activities classified as Services Supported by Health Services Agreement (HSA) are substantially funded by the<br />
Department of Human Services and includes RACS, while Services Supported by Hospital and Community Initiatives<br />
(Non HSA) are funded by the Group’s own activities or local initiatives and/or the Commonwealth.<br />
(v) Comparative In<strong>for</strong>mation<br />
Where necessary, the previous year’s figures have been reclassified to facilitate comparisons.<br />
(w) Asset Revaluation Reserve<br />
The asset revaluation reserve is used to record increments and decrements on the revaluation of non-current assets.<br />
(x) Contributed Capital<br />
Consistent with UIG Interpretation 1038 “Contributions by Owners Made to Wholly-Owned Public Sector Entities”<br />
and Financial Reporting Direction 2 “Contributed Capital”, transfers that are in the nature of contributions or<br />
distributions, have been designated as contributed capital.<br />
50
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
(y) Financial Instruments - Adoption of AASB 132 and AASB 139<br />
The Health Service has elected not to restate comparative in<strong>for</strong>mation <strong>for</strong> financial instruments within the scope of<br />
AASB 132 Financial Instruments: Presentation and Disclosure and AASB 139 Financial Instruments: Recognition<br />
and Measurement, as permitted on the first-time adoption of A-IFRS. The accounting policies applied to<br />
accounting <strong>for</strong> financial instruments in the current financial year are detailed in notes 1(c), 1(f) and 1(k). The<br />
following accounting policies were applied to accounting <strong>for</strong> financial instruments in the comparative financial<br />
year:<br />
- Other financial assets are valued at cost and are classified between current and non current assets based on the<br />
Board of Director's intention at balance date with respect to the timing of disposal of each asset. Interest revenue<br />
from other financial assets is brought to account when it is earned.<br />
(z) In<strong>for</strong>mation Technology Alliance<br />
The Health Service is a member of the Gippsland Health Alliance (<strong>GHA</strong>), which comprises hospitals and<br />
Community Health Services located in Gippsland. The Alliance has received Grants <strong>for</strong> the purpose of<br />
implementing regional In<strong>for</strong>mation Technology initiatives. A proportionate share of income received and<br />
expenditure incurred by the Alliance is included as IT expenditure (refer note 2b & note 8).<br />
(aa) Net result from Continuing Operations Be<strong>for</strong>e Capital & Specific Items<br />
A-IFRS allows the inclusion of additional subtotals on the face of the operating statement when such presentation<br />
is relevant to an understanding of an entity’s financial per<strong>for</strong>mance. This financial report includes an additional<br />
subtotal entitled “Net Result From Continuing Operations Be<strong>for</strong>e Capital & Specific Items”.<br />
Capital and specific items, which are excluded from this sub-total, comprise:<br />
● Capital purpose income, which comprises all tied grants, donations and bequests received <strong>for</strong> the purpose of<br />
acquiring non-current assets, such as capital works, plant and equipment. It also includes donations of plant and<br />
equipment (refer note 1 (m)). Consequently the recognition of revenue as capital purpose income is based on the<br />
intention of the provider of the revenue at the time the revenue is provided.<br />
● Specific income/expense, comprises the following items, where material:<br />
- Voluntary departure packages<br />
- Write-down of inventories<br />
- Non-current asset revaluation increments/decrements<br />
- Diminution in investments<br />
- Restructuring of operations (disaggregation/aggregation of health services)<br />
- Litigation settlements<br />
- Non-current assets lost or found<br />
- Forgiveness of loans<br />
- Reversals of provisions<br />
- Voluntary changes in accounting policies (which are not required by an accounting standard or other<br />
authoritative pronouncement of the Australian Accounting Standards Board)<br />
● Impairment of non current assets, includes all impairment losses (and reversal of previous impairment losses),<br />
related to non current assets only which have been recognised in accordance with note 1(j)<br />
● Depreciation and amortisation, as described in note 1(i)<br />
● Assets provided free of charge, as described in note 1(m)<br />
● Expenditure using capital purpose income, which comprises expenditure using capital purpose income which<br />
falls below the asset capitalisation threshold and there<strong>for</strong>e does not result in the recognition of an asset in the<br />
balance sheet. The asset capitalisation threshold is set at $1,000 (2005: $1,000).<br />
51
Financial: Financial Results<br />
Note 2: Revenue<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
HSA HSA Non Non Total Total<br />
HSA HSA<br />
2006 2005 2006 2005 2006 2005<br />
($’000) ($’000) ($’000) ($’000) ($’000) ($’000)<br />
Revenue from Operating Activities<br />
Government Grants<br />
- Department of Human Services (DHS) 34,172 32,520 34,172 32,520<br />
- State Government - Other<br />
- Equipment & Infrastructure Maintenance 199 199 199 199<br />
- Other 269 136 269 136<br />
- Commonwealth Government<br />
- Residential Aged Care Subsidy 3,438 2,942 3,438 2,942<br />
- Other 556 547 556 547<br />
Indirect contributions by DHS<br />
(refer note 2a) 1,262 1,012 1,262 1,012<br />
Patient and Resident Fees (refer note 2c) 1,588 1,546 1,588 1,546<br />
Private Practice Fees 272 264 272 264<br />
Other Revenue from Operating Activities 530 710 9,666 9,397 10,196 10,107<br />
Sub-Total Revenue<br />
from Operating Activities 42,014 39,613 9,939 9,661 51,953 49,273<br />
Revenue from Non-Operating Activities<br />
Interest 535 600 535 600<br />
Property Income 240 367 240 367<br />
Other Revenue from<br />
Non-Operating Activities 450 507 450 507<br />
Sub-Total Revenue<br />
from Non-Operating Activites 1,225 1,473 1,225 1,473<br />
Capital Purpose Income<br />
State Government Capital Grants<br />
- Targeted Capital Works & Equipment 7752,119 7752,119<br />
- Indirect Contributions<br />
Pre Construction Costs 105106 105106<br />
Commonwealth Government<br />
Capital Grants 153 91 153 91<br />
Residential Accommodation Payments<br />
(refer note 2c) 359 285 359 285<br />
Assets Received Free of Charge<br />
(refer note 2e) 16 16<br />
Net Gain/(Loss) on Disposal of<br />
Non-Current Assets (refer note 2d) 24 60 24 60<br />
Donations and Bequests 361 260 361 260<br />
Sub-Total Revenue<br />
from Capital Purpose Income 1,392 2,600 385 336 1,777 2,936<br />
Total Revenue from<br />
Continuing Operations (refer note 2a) 43,406 42,213 11,548 11,470 54,954 53,683<br />
Indirect contributions by Human Services<br />
Department of Human Services makes certain payments on behalf of the Group. These amounts have been<br />
brought to account in determining the operating result <strong>for</strong> the year by recording them as revenue and expenses.<br />
52
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
Acute Care RAC Aged Care Primary Health Other Total<br />
Note 2a: Analysis of Revenue by Source<br />
2006 2005 2006 2005 2006 2005 2006 2005 2006 2005 2006 2005<br />
($’000)($’000)($’000)($’000)($’000)($’000)($’000)($’000)($’000)($’000)($’000)($’000)<br />
Revenue from Services<br />
Supported by Health Services<br />
Agreement<br />
Government Grants<br />
- DHS 30,575 29,262 1,569 1,299 1,176 1,120 842 791 11 48 34,172 32,520<br />
- Other State Government 370 199 98 44 92 467 335<br />
- Commonwealth Government<br />
- Residential Aged Care Subsidy 3,438 2,942 3,438 2,942<br />
- Other 512 531 9 3 44 5 556 547<br />
Indirect contributions by DHS<br />
- Insurance 860 610 95 29 860 735<br />
- Long Service Leave 345 230 32 29 16 7 10 12 402 278<br />
Capital Purpose Income<br />
(refer note 2) 1,033 2,316 1,033 2,316<br />
Residential Accommodation<br />
Payments (refer note 2c) 359 285 359 285<br />
Patient and Resident Fees<br />
(refer note 2c) 409 413 1,153 1,118 16 15 10 1,588 1,546<br />
Pharmacy Services 108 101 108 101<br />
Other 337 319 28 65 16 56 41 144 25 422 609<br />
Sub-Total Revenue from<br />
Services Supported by<br />
Health Services Agreement 33,516 31,665 6,219 5,558 1,224 1,230 1,000 991 1,447 2,770 43,406 42,213<br />
Revenue from Services<br />
Supported by Hospital &<br />
Community Initiatives<br />
Internal and Restricted<br />
Specific Purpose Fund<br />
Private Practice - - - - - - - - 272 264 272 264<br />
Cafeteria - - - - - - - -4 02 3874 02 387<br />
Tendered Services - - - - - - - - 159 14 0 159 14 0<br />
Linen Service - - - - - - - - 8,850 8,7748,850 8,774<br />
Salary Packaging - - - - - - - - 102 96 102 96<br />
Consulting Suites - - - - - - - - 152 136 152 136<br />
Property Income - - - - - - - - 24 0 231 24 0 231<br />
Other Activities<br />
Net Gain/(Loss) on Disposal of - - - - - - - -<br />
Non-Current Assets (refer note 2d) - - - - - - - - 24 60 24 60<br />
Assets Received Free of Charge (refer note 2e) - - - - - - - 16 16<br />
Donations & Bequests - - - - - - - - 361 260 361 260<br />
Interest & Dividends - - - - - - - - 535 600 535 600<br />
Other - - - - - - - 50 5074 50 507<br />
Sub-Total Revenue from<br />
Services Supported by Hospital<br />
and Community Initiatives 11,548 11,470 11,548 11,470<br />
Total Revenue from Operations 33,516 31,665 6,219 5,558 1,224 1,230 1,000 991 12,995 14,240 54,954 53,683<br />
Indirect contributions by Department of Human Services: Department of Human Services makes certain payments on behalf of the Group (ie insurance and payments in respect of<br />
development projects). These amounts have been brought to account in determining the operating result <strong>for</strong> the year by recording them as revenue and expenses.<br />
53
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
Note 2b: Analysis of Expenses by Source<br />
Acute Care RAC Aged Care Primary Health Other Total<br />
2006 2005 2006 2005 2006 2005 2006 2005 2006 2005 2006 2005<br />
($’000)($’000)($’000)($’000)($’000)($’000)($’000)($’000)($’000)($’000)($’000)($’000)<br />
Services Supported by<br />
Health Services Agreement<br />
Employee Benefits<br />
Salaries and Wages 20,244 17,696 4,747 3,728 354 1,460 754 730 116 26,098 23,730<br />
WorkCover 150 57 171 102 4 20 14 11 2 340 191<br />
Long Service Leave 636 695 69 87 8 56 12 20 725 858<br />
Superannuation (refer note 18) 1,840 1,659 443 346 40 154 87 85 13 2,410 2,258<br />
Non-Salary Labour Costs<br />
Fee <strong>for</strong> Service Medical Officers 2,748 3,056 4 2,753 3,056<br />
Other Contract Services 526 431 33 560 431<br />
Supplies & Consumables<br />
Drug Supplies 1,256 1,213 17 27 8 13 12 1,285 1,261<br />
S100 Drugs 234 277 234 277<br />
Medical and Surgical<br />
Supplies and Prothesis 1,611 1,216 72 61 10 57 6 16 1,699 1,350<br />
Pathology Supplies 744 777 744 777<br />
Food Supplies 139 234 462 354 3 1 4 2 603 597<br />
Other Expenses<br />
Domestic Services & Supplies 232 213 26 27 4 261 245<br />
Fuel, Light, Power, Water 497 453 220 170 24 19 5 13 746 655<br />
Insurance costs funded by DHS 860 610 95 29 860 735<br />
IT Expenses 303 501 47 78 15 25 365 603<br />
Motor Vehicle Expenses 100 63 8 10 7 32 24 25 2 139 133<br />
Postal & Telephone 142 156 16 27 4 16 18 17 181 215<br />
Repairs & Maintenance 593 588 1 5 10 5 16 1 599 621<br />
Patient Transport 581 478 581 478<br />
Referred Services 574 1,308 6 6 808 25 1,388 1,339<br />
Bad & Doubtful Debts 9 14 1 9 16<br />
Other Administrative Expenses 457 456 428 289 98 118 (129) 66 18 853 947<br />
Sub-Total Expenses from<br />
Services Supported by<br />
Health Service Agreement 34,475 32,151 6,735 5,414 1,372 2,012 850 1,041 154 43,432 40,771<br />
In presenting the Group's financial reports, inter-entity transactions have been eliminated on consolidation so as to reflect transactions between the entity and third parties. As the Group<br />
purchases its linen from its in-house linen service, consolidation has the effect of eliminating the true costs of linen incurred by the Group ($433,635 in total <strong>for</strong> 2005/06, $426,744 <strong>for</strong><br />
2004/05). This comprises Acute $296,430, RAC $129,155 and Other $8,050.<br />
54
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
Note 2c: Patient and Resident Fees<br />
Patient Fees Raised<br />
Patient Fees Receivable<br />
2006 20052006 2005<br />
($’000) ($’000) ($’000) ($’000)<br />
Recurrent:<br />
Acute<br />
- Inpatients 88 106 6 14<br />
- Outpatients 321 308 38 53<br />
Aged Care<br />
- Outpatients 16 15<br />
Residential Aged Care<br />
- Nursing home 667753 39 67<br />
- Hostel Services 485 365 34 29<br />
Other 10<br />
Total 1,588 1,546 117 162<br />
Capital Purpose:<br />
Residential Accommodation Payments(*) 359 285<br />
Total Capital 359 285<br />
(*) This includes accommodation payments, interest earned on accommodation bonds and retention amount.<br />
Commonwealth Residential Care inpatient benefits are included under Commonwealth Grants, not patient fee<br />
revenue.<br />
West Gippsland Healthcare Group charges fees in accordance with the Department of Human Services directives.<br />
Note 2d: Net Gain/(Loss) on Disposal of Non-Current Assets<br />
2006 2005<br />
($’000) ($’000)<br />
Proceeds from Disposals of Non-Current Assets:<br />
- Motor Vehicles 228 503<br />
- Medical Equipment 24<br />
- Computers & Communication 4<br />
- Plant & Equipment 11 47<br />
- Other Financial Assets 5<br />
Total Proceeds from Disposal of Non-Current Assets 267 555<br />
Less Written Down Value of Assets Sold:<br />
- Motor Vehicles 193 424<br />
- Plant & Equipment 21 66<br />
- Computers & Communication 9<br />
- Medical Equipment 21 2<br />
- Other Financial Assets 3<br />
Total Written Down Value of Assets Sold 243495<br />
Net Gains on Disposal of Non-Current Assets 24 60<br />
Note 2e: Assets Received Free of Charge<br />
2006 2005<br />
($’000) ($’000)<br />
During the reporting period, the fair value of assets received free<br />
of charge was as follows:<br />
Plant & Equipment 16<br />
TOTAL 16<br />
56
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
Note 2f: Analysis of Expenses by Internal and Restricted Special Purpose Funds<br />
<strong>for</strong> Services Supported by Hospital & Community Initiatives<br />
2006 2005<br />
($’000)($’000)<br />
Private Practice 31 4<br />
Cafeteria 283 319<br />
Tendered Services 145 132<br />
Linen Service 6,747 6,602<br />
Salary Packaging 56 80<br />
Consulting Suites 321 325<br />
Property Income 48 64<br />
TOTAL 7,630 7,526<br />
Note 3: Depreciation and Amortisation<br />
2006 2005<br />
($’000)($’000)<br />
Depreciation<br />
<strong>Building</strong>s 539 440<br />
Plant and Equipment<br />
- Plant 365 334<br />
- Other Equipment 51 55<br />
Medical Equipment 280268<br />
Computers and Communication 87 123<br />
Motor Vehicles 319 321<br />
Furniture and Fittings 11 8<br />
Total Depreciation 1,651 1,549<br />
Amortisation<br />
Linen 1,118 1,058<br />
Total Amortisation 1,118 1,058<br />
Total Depreciation & Amortisation 2,769 2,607<br />
Note 4: Cash and Cash Equivalents<br />
For the purposes of the Cash Flow Statement, cash assets includes cash on hand and in banks, and short-term<br />
deposits which are readily convertible to cash on hand, and are subject to an insignificant risk of change in<br />
value, net of outstanding bank overdrafts.<br />
The bank overdraft below relates to the Hospital and is part of an offset banking arrangement. This incorporates<br />
cash at bank, including the Warragul Linen Service, and the deposits at call, which relate to the Group as a<br />
whole. As the overall cash position is always positive, no interest is incurred by the Group.<br />
2006 2005<br />
($’000)($’000)<br />
Cash on Hand 3 3<br />
Cash at Bank 3,781 5,788<br />
Bank Overdrafts (4,864) (8,232)<br />
Deposits at Call 8,011 10,596<br />
TOTAL 6,931 8,155<br />
Represented by:<br />
Cash <strong>for</strong> Health Service Operations<br />
(as per Cash Flow Statement) 6,931 8,155<br />
57
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
Note 5: Receivables Total Total<br />
2006 2005<br />
($’000) ($’000)<br />
CURRENT<br />
Inter Hospital Debtors 20<br />
Trade Debtors 1,423 1,314<br />
Patient Fees 117 162<br />
Accrued Investment Income 34 64<br />
Accrued Revenue- DHS 129<br />
Accrued Revenue- Other 126 351<br />
DHS - Long Service Leave 916 1,065<br />
TOTAL 2,744 2,977<br />
LESS Provision <strong>for</strong> Doubtful Debts<br />
Trade debtors (7) (3)<br />
Patient Fees (5) (12)<br />
TOTAL CURRENT RECEIVABLES 2,732 2,961<br />
NON CURRENT<br />
DHS - Long Service Leave 315 828<br />
TOTAL NON CURRENT RECEIVABLES 315 828<br />
TOTAL 3,047 3,789<br />
Note 6: Other Financial Assets<br />
Operating Specific Capital Total Total<br />
Fund Purpose Fund Fund<br />
2006 2006 2006 2006 2005<br />
($’000) ($’000) ($’000) ($’000) ($’000)<br />
CURRENT<br />
Money Held in Trust<br />
- Accommodation Bonds<br />
(Refundable Entrance Fees) 1,329 1,329 1,044<br />
- Salary Packaging 213 213 201<br />
- Gippsland Health Alliance<br />
(refer note 8) 1,866 1,866 2,836<br />
3,409 3,409 4,080<br />
NON CURRENT<br />
Floating Interest Securities 200 200<br />
TOTAL 3,609 3,609 4,080<br />
Total<br />
Total<br />
Note 7: Inventories<br />
2006 2005<br />
($’000) ($’000)<br />
CURRENT<br />
Hospital<br />
- Pharmaceuticals at cost 114 136<br />
- Housekeeping Supplies at cost 4 6<br />
- Medical and Surgical Lines at cost 76 89<br />
- Administration Stores at cost 24 17<br />
TOTAL 219 247<br />
Linen Service<br />
- Housekeeping Supplies at cost 9 9<br />
TOTAL 9 9<br />
TOTAL CURRENT INVENTORIES 227 256<br />
58
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
Note 8: Other Assets<br />
2006 2005<br />
($’000)($’000)<br />
NON CURRENT<br />
Interest in Gippsland Health Alliance 740628<br />
TOTAL 740 628<br />
West Gippsland Healthcare Group (WGHG) is a member of the Gippsland Health Alliance (<strong>GHA</strong>) and administers the<br />
Alliance as lead agent. The Alliance is not considered to be a Joint Venture <strong>for</strong> accounting purposes under AASB 1014<br />
Accounting <strong>for</strong> Joint Ventures, as the Alliance is not subject to 'joint control'. Comparatives have been reinstated as a result<br />
of this change in accounting treatment.<br />
The <strong>GHA</strong> Joint Venture agreement was amended effective 1 July 2005 to accommodate an additional thirteen Community<br />
Health Services that joined the Alliance as new members. The agreement also varied the allocation methodology <strong>for</strong><br />
recognising each member's interest in the joint venture's net assets. Previously, the inaugural ten hospital members held an<br />
equal 10% interest in the Alliance. For reporting periods up to and including 30 June 2003, the Alliance's yearly net result<br />
was accounted <strong>for</strong> in each member hospital's accounts based on their equal 10% interest. In the 2003/04 financial year<br />
however, the Alliance adopted a Gross Operating Revenue (GOR) model to bill members <strong>for</strong> membership and services.<br />
This was also the means by which to allocate the Alliance's revenue and expenses <strong>for</strong> the financial year to members.<br />
In the early years of the Alliance, revenue exceeded expenditure and the resultant surpluses were equally distributed to the<br />
members. However, with expenditure exceeding revenue in recent years, the larger agencies absorbed a greater proportion<br />
of the Alliance's losses based on their GOR. This led to the anomaly whereby the larger agencies interest in the Alliance<br />
eroded at a larger rate than the smaller agencies, thus distorting the true reality of each agencies interest in the Alliance.<br />
The net profit or loss of the Alliance in subsequent financial years had been allocated based on each agency’s GOR relative<br />
to the total GOR of all member agencies. However, no adjustment was made to each agencies pre 30 June 2003 interest<br />
when the GOR model was introduced.<br />
An accounting adjustment has been made in 2005/06 to the pre 30 June 2003 net assets of the Alliance in light of the<br />
above so that member interests are reflective of proportionate GOR. This adjustment has resulted in WGHG's interest in the<br />
joint venture increasing by $273,887.<br />
The total Alliance funds available to members, are represented by:<br />
2006 2005<br />
($’000)($’000)<br />
Current Liabilities 894 716<br />
Non-Current Liabilities 38 27<br />
Current Assets 3,469 3,951<br />
Non-Current Assets 1,714 2,180<br />
Available to Alliance members 4,251 5,388<br />
Summarised Operating Statement<br />
Income:<br />
Government Grants 293 357<br />
Contributions- Members 3,238 2,384<br />
Other Revenue 448 401<br />
Total Income 3,979 3,142<br />
Expenditure:<br />
Employee Benefits (395) (328)<br />
In<strong>for</strong>mation Technology<br />
and Administrative Expenses (4,721) (4,513)<br />
Total Expenditure (5,116) (4,841)<br />
Net Deficit <strong>for</strong> the Year (1,137) (1,220)<br />
Revenue and expenditure of the Alliance <strong>for</strong>ms part of the overall net surplus/deficit attributable to members. This net surplus/<br />
deficit is allocated to each of the member agencies based on each members proportionate Gross Operating Revenue (GOR).<br />
The share of the net result of the Alliance attributable to WGHG <strong>for</strong> 2005/06 of -$162,209 (-$208,259 in 2004/05)<br />
is reported as an 'IT expense' item under note 2b. Contributions made to the Alliance of $476,973 ($394,595 in 2004/05)<br />
is also expensed and disclosed in note 2b under 'IT expense'.<br />
The Group's share of the Alliance net assets at balance date was $739,678 ($628,001 in 2004/05).<br />
WGHG hold the Alliance's cash assets in trust. The dollar value of the Alliance's bank balance as at reporting date is disclosed<br />
in notes 6 and 12.<br />
59
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
Note 9: Property, Plant & Equipment Total Total<br />
2006 2005<br />
($’000) ($’000)<br />
LAND<br />
Land at Cost 74<br />
Land at Valuation 1,728 1,728<br />
Total Land 1,802 1,728<br />
BUILDINGS<br />
<strong>Building</strong>s Under Construction 3,461 1,202<br />
<strong>Building</strong>s at cost 4,889 4,112<br />
Less Accumulated Depreciation and Impairment (129) (15)<br />
4,760 4,097<br />
<strong>Building</strong>s at Valuation 16,994 16,994<br />
Less Accumulated Depreciation and Impairment (850) (425)<br />
16,144 16,569<br />
Total <strong>Building</strong>s 24,366 21,869<br />
Plant & Equipment at Cost<br />
Plant 5,220 4,332<br />
Less Accumulated Depreciation and Impairment (2,062) (1,751)<br />
3,159 2,581<br />
Other Equipment 1,102 1,038<br />
Less Accumulated Depreciation and Impairment (604) (635)<br />
498 403<br />
Plant & Equipment (Construction in Progress) 51 104<br />
Total Plant and Equipment 3,707 3,087<br />
Medical Equipment at cost 5,103 4,825<br />
Less Accumulated Depreciation and Impairment (2,197) (1,979)<br />
Total Medical Equipment 2,906 2,846<br />
Computers and Communication at cost 1,261 1,498<br />
Less Accumulated Depreciation and Impairment (1,155) (1,340)<br />
Total Computers and Communications 105 158<br />
Motor Vehicles at cost 1,511 1,472<br />
Less Accumulated Depreciation and Impairment (564) (485)<br />
Total Motor Vehicles 946 987<br />
Furniture and Fittings at cost 370 208<br />
Less Accumulated Depreciation and Impairment (56) (45)<br />
Total Furniture and Fittings 314 162<br />
Other at cost 4,414 4,583<br />
Less Accumulated Depreciation and Impairment (1,487) (1,655)<br />
Total Other 2,927 2,928<br />
TOTAL PROPERTY, PLANT & EQUIPMENT 37,074 33,765<br />
60
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
Note 9: Property, Plant & Equipment (continued)<br />
A reconciliation of the carrying amounts of each class of asset at the beginning and end of the previous and current<br />
financial year is set out below.<br />
Land <strong>Building</strong>s Plant & Medical Computers & Furniture Motor Other Total<br />
Equipment Equipment Communications & Fittings Vehicles<br />
($’000) ($’000) ($’000) ($’000) ($’000) ($’000) ($’000) ($’000) ($’000)<br />
Balance at 1 July 2004 815 18,237 2,703 2,795 165 65 1,004 3,077 28,861<br />
Additions 3,594 846 321 134 54 729 909 6,587<br />
Net Transfers (11) (25) 51 16<br />
Revaluation increments 913 488 1,401<br />
Disposals (note 2d) (48) (2) (18) (424) (492)<br />
Depreciation/Amortisation<br />
Expense (note 3) (440) (389) (268) (123) (8) (321) (1,058) (2,607)<br />
Balance at 1 July 2005 1,728 21,869 3,087 2,846 158 162 987 2,928 33,765<br />
Additions 74 3,036 1,152 297 43 154 471 1,116 6,344<br />
Net Transfers (95) 64 8(23)<br />
Revaluation increments<br />
Disposals (note 2d) (21) (21) (9) (193) (243)<br />
Depreciation/Amortisation<br />
Expense (note 3) (539) (416) (280) (87) (11) (319) (1,118) (2,769)<br />
Balance at 30 June 2006 1,802 24,366 3,707 2,906 105 314 946 2,927 37,074<br />
Land and buildings carried at valuation<br />
An independent valuation of the Health Service's land and buildings was per<strong>for</strong>med by Value It Pty Ltd (on behalf of the<br />
Valuer-General) to determine the fair value of the land and buildings. The valuation, which con<strong>for</strong>ms to Australian Valuation<br />
Standards, was determined using depreciated replacement cost as the basis <strong>for</strong> valuation. The valuation was based on independent<br />
assessments. The effective date of the valuation is 1 July 2004.<br />
Note 10: Payables<br />
Total<br />
2006<br />
Total<br />
2005<br />
($’000) ($’000)<br />
Current<br />
Trade Creditors 1,382 1,562<br />
Accrued Expenses 370 922<br />
GST Payable 315 305<br />
Provision <strong>for</strong> Recall- DHS 169<br />
TOTAL 2,066 2,958<br />
Note 11: Provisions<br />
Employee Benefits<br />
CURRENT (refer note 1(p))<br />
Long Service Leave<br />
Total<br />
Total<br />
2006 2005<br />
($’000) ($’000)<br />
- short-term benefits at nominal value 476 466<br />
- long-term benefits at present value 3,323 3,047<br />
Accrued Wages & Salaries 443 331<br />
Annual Leave 3,096 2,829<br />
Accrued Days Off 46 49<br />
TOTAL 7,383 6,721<br />
NON CURRENT (refer note 1(p))<br />
Long Service Leave 1,343 1,217<br />
TOTAL 8,726 7,938<br />
Movement in Long Service Leave:<br />
Balance at start of year 4,7304,5 0<br />
Provision made during the year 878 935<br />
Settlement made during the year (466) (705)<br />
Balance at end of year 5,142 4,730<br />
61
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
Note 12: Other Liabilities<br />
Total<br />
2006<br />
Total<br />
2005<br />
Monies Held in Trust*<br />
- Accommodation Bonds (Refundable Entrance Fees)<br />
($’000)<br />
1,329<br />
($’000)<br />
1,044<br />
- Salary Packaging 213 201<br />
- Gippsland Health Alliance 1,866 2,836<br />
Borrowings- DHS 24<br />
Total Current 3,433 4,080<br />
NON CURRENT<br />
Borrowings- DHS 23<br />
Total Non Current 23<br />
TOTAL OTHER LIABILITIES 3,456 4,080<br />
*Represented by the following assets:<br />
Other Financial Assets (refer note 6) 3,409 4,080<br />
TOTAL 3,409 4,080<br />
Note 13: Equity & Reserves<br />
Total<br />
Total<br />
2006 2005<br />
(a) RESERVES<br />
($’000) ($’000)<br />
Asset Revaluation Reserve<br />
Balance at the Beginning of the Reporting Period 1,401<br />
Revaluation Increment 1,401<br />
Balance at the End of the Reporting Period 1,401 1,401<br />
Represented by: Land 913 913<br />
<strong>Building</strong>s 4,88 4,88<br />
1,401 1,401<br />
(b) CONTRIBUTED CAPITAL<br />
Balance at the Beginning of the Reporting Period 27,888 27,888<br />
Capital contribution received from Victorian Government 1,341<br />
Balance at the End of the Reporting Period 29,229 27,888<br />
(c) ACCUMULATED SURPLUS<br />
Balance at the Beginning of the Reporting Period 6,557 4,568<br />
Net Result <strong>for</strong> the Year 310 1,989<br />
Balance at the End of the Reporting Period 6,867 6,557<br />
(d) EQUITY<br />
Total Equity at the Beginning of the Reporting Period 35,846 32,456<br />
Total Changes in Equity Recognised in the Operating Statement 1,6523,390<br />
Total Equity at the Reporting Date 37,497 35,846<br />
Note 14: Reconciliation of Net Result <strong>for</strong> the year<br />
to Net Cash Flow from Operating Activities<br />
Net Result <strong>for</strong> the Year 310 1,989<br />
Add back Depreciation & Amortisation 2,769 2,607<br />
Write Down of Inventories & Non Current Assets 23<br />
Less Discount Interest on Borrowings (3)<br />
Assets Received free of charge (16)<br />
Net (Gain) from Sale of Plant & Equipment (24) (58)<br />
Net (Gain) from Sale of Investments (2)<br />
Non Cash Contributions of Non-Current Assets (105) (106)<br />
Movement in Operating Assets & Liabilities<br />
(Increase) / Decrease in Receivables 742 227<br />
(Increase) / Decrease in Other Assets 619 193<br />
Increase / (Decrease) in Payables (892) 43<br />
Increase / (Decrease) in Employee Benefits 788 217<br />
Increase / (Decrease) in Other Liabilities (671)<br />
NET CASH FLOWS FROM OPERATING ACTIVITIES 3,556 5,095<br />
62<br />
Total<br />
Total<br />
2006 2005<br />
($’000) ($’000)
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
Note 15: Financial Instruments<br />
(a) Interest Rate Risk Exposure<br />
The Hospital’s exposure to interest rate risk and effective weighted average interest rate by maturity periods is set out<br />
in the following timetable. For interest rates applicable to each class of asset or liability refer to individual notes to the<br />
financial statements. Exposure arises predominantly from assets and liabilities bearing variable interest rates.<br />
Fixed Interest Rate Maturity<br />
Weighted<br />
Floating 1 year 1 to 5 Over 5 Non Interest Total Average<br />
Interest Rate or less years years Bearing Interest<br />
($’000) ($’000) ($’000) ($’000) ($’000) ($’000) Rates (%)<br />
Interest Rate Exposure<br />
as at 30 June 2006<br />
FINANCIAL ASSETS<br />
Cash at Bank 6,931 6,931 5.84<br />
Trade Debtors 1,423 1,423 0.00<br />
Other Receivables 1,636 1,636 0.00<br />
Other Financial Assets 3,609 3,609 5.14<br />
TOTAL FINANCIAL ASSETS 10,540 3,059 13,599 4.34<br />
FINANCIAL LIABILITIES<br />
Trade Creditors (2,066) (2,066) 0.00<br />
Accomodation Bonds (1,329) (1,329) 0.00<br />
Other Liabilities (2,126) (2,126) 0.00<br />
TOTAL FINANCIAL LIABILITIES(5,522) (5,522) 0.00<br />
NET FINANCIAL<br />
ASSETS/LIABILITIES 10,540 (2,463) 8,077<br />
Fixed Interest Rate Maturity<br />
Weighted<br />
Floating 1 year 1 to 5 Over 5 Non Interest Total Average<br />
Interest Rate or less years years Bearing Interest<br />
($’000) ($’000) ($’000) ($’000) ($’000) ($’000) Rates (%)<br />
Interest Rate Exposure<br />
as at 30 June 2005<br />
FINANCIAL ASSETS<br />
Cash at Bank 8,155 8,155 5.81<br />
Trade Debtors 1,314 1,314 0.00<br />
Other Receivables 2,491 2,491 0.00<br />
Other Financial Assets 4,080 4,080 5.10<br />
TOTAL FINANCIAL ASSETS 12,236 3,805 16,041 4.25<br />
FINANCIAL LIABILITIES<br />
Trade Creditors (2,958) (2,958) 0.00<br />
Accomodation Bonds (1,044) (1,044) 0.00<br />
Other Liabilities (3,037) (3,037) 0.00<br />
TOTAL FINANCIAL LIABILITIES(7,038) (7,038) 0.00<br />
NET FINANCIAL<br />
ASSETS/LIABILITIES 12,236 (3,233) 9,003<br />
(b) Credit Risk Exposure<br />
Credit risk represents the loss that would be recognised if counterparties failed to meet their obligations under their<br />
respective contracts at maturity. The credit risk on financial assets of the entity has been recognised in the Balance<br />
Sheet, as the carrying amount, net any provisions <strong>for</strong> doubtful debts. It is noted that there is no material exposure to<br />
any one individual debtor.<br />
(c) Net Fair Value of Financial Assets and Liabilities<br />
The carrying amount of financial assets and liabilities contained within these financial statements is representative<br />
of the fair value of each financial asset or liability.<br />
63
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
Note 15: Financial Instruments (continued)<br />
Net Fair Value<br />
2006 2006 2005 2005<br />
Book Value Net Fair Value Book Value Net Fair Value<br />
($’000) ($’000) ($’000) ($’000)<br />
FINANCIAL ASSETS<br />
Cash at Bank 6,931 6,931 8,155 8,155<br />
Trade Debtors 1,423 1,423 1,314 1,314<br />
Other Receivables 1,636 1,636 2,491 2,491<br />
Other Financial Assets 3,609 3,609 4,080 4,080<br />
TOTAL FINANCIAL ASSETS 13,599 13,599 16,041 16,041<br />
FINANCIAL LIABILITIES<br />
Trade Creditors and Accruals (2,066) (2,066) (2,958) (2,958)<br />
Accommodation Bonds (1,329) (1,329) (1,044) (1,044)<br />
Other Liabilities (2,126) (2,126) (3,037) (3,037)<br />
TOTAL FINANCIAL LIABILITIES (5,522) (5,522) (7,038) (7,038)<br />
NET FINANCIAL ASSETS/LIABILITIES 8,077 8,077 9,0039,003<br />
(d) Net Fair Value of Financial Assets and Liabilities<br />
The net fair value of balance sheet financial assets and liabilities is not materially different to the carrying value of<br />
those financial assets and liabilities. Cash, deposit investments, cash equivalents and non-interest bearing financial<br />
assets and liabilities (trade debtors, other receivables, trade creditors) are valued at cost which approximates net<br />
market value.<br />
Note 16: Commitments<br />
Total<br />
Total<br />
2006 2005<br />
($’000) ($’000)<br />
CAPITAL COMMITMENTS<br />
Land and <strong>Building</strong>s 3,102 4,183<br />
Plant & Equipment 211<br />
TOTAL CAPITAL COMMITMENTS 3,313 4,183<br />
Not later than one year 3,313 4,183<br />
TOTAL 3,313 4,183<br />
The following were contracted <strong>for</strong> at the reporting date but not recognised as liabilities in the accounts:<br />
- Construction cost of a Community Mental Health Centre at Gladstone Street Warragul $2.860m<br />
- Stage 3 redevelopment on site to High Dependency Unit $0.242m<br />
- Warragul Linen Service balance of Washroom equipment $0.211m<br />
64
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
Note 17: Contingent Assets & Liabilities<br />
The Board of Management is unaware of any material contingent assets and liabilities as at 30 June 2006.<br />
Note 18: Superannuation<br />
Superannuation contributions <strong>for</strong> the reporting period are included as part of employee benefits and associated costs<br />
in the Operating Statement of the Group.<br />
The name and details of the major employee superannuation funds and contributions made by the Group are as follows:<br />
Contributions paid <strong>for</strong> the year Contributions outstanding <strong>for</strong> the year<br />
2006 2005 2006 2005<br />
($’000) ($’000) ($’000) ($’000)<br />
FUND<br />
Health Super Fund 2,941 2790 198 184<br />
HESTA 7237 7 4<br />
Other 6 2<br />
TOTAL 3,019 2,756 207 268<br />
The bases <strong>for</strong> contributions are determined by the various schemes.<br />
The unfunded superannuation liaibility in respect to members of Health Super Scheme is not recognised in the Balance<br />
Sheet. West Gippsland Healthcare Group’s total unfunded superannuation liability in relation to these funds has been<br />
assumed by and is reflected in the financial statements of the Department of Treasury and Finance.<br />
The above amounts were measured as at 30 June of each year or, in the case of employer contributions, they relate<br />
to the years ended 30 June.<br />
Members of the Health Super Scheme are entitled to benefits on retirement, disability or death from the Government<br />
Employees Super Fund. This Fund provides defined lump sum benefits based on years of service and annual average<br />
salary.<br />
65
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
Note 19: Segment Reporting<br />
RACS<br />
Hospital Cooinda Lodge Andrews House Linen Service Eliminations Consolidations<br />
2006 2005 2006 2005 2006 2005 2006 2005 2006 2005 2006 2005<br />
($’000)($’000)($’000)($’000)($’000)($’000)($’000)($’000)($’000)($’000)($’000)($’000)<br />
REVENUE<br />
External<br />
- Operating<br />
Segment Revenue 36,883 34,937 4,499 4,544 1,720 1,014 8,850 8,779 51,953 49,274<br />
- Non-Operating<br />
Segment Revenue 690 874 690 874<br />
- Capital Segment Revenue 1,430 2,652 195 171 164 113 (12) 1,777 2,936<br />
Intersegment Revenue 562583 44 8 434 426 (1,048) (1,009)<br />
Total Segment Revenue 39,565 39,045 4,738 4,715 1,892 1,127 9,272 9,205 (1,048) (1,009) 54,420 53,084<br />
Interest Income 535 600<br />
TOTAL REVENUE 54,954 53,683<br />
EXPENSES<br />
External Segment Expenses (38,387) (37,063) (4,422) (4,209) (2,319) (1,214) (6,747) (6,602) (51,875) (49,088)<br />
Depreciation & Amortisation (983) (1,050) (90) (64) (168) (46) (1,528) (1,447) (2,769) (2,607)<br />
Intersegment Expenses (386) (401) (89) (88) (40) (18) (532) (502) 1,048 1,009<br />
Total Segment Expenses (39,756) (38,514) (4,601) (4,361) (2,527) (1,278) (8,807) (8,550) 1,048 1,009 (54,644) (51,694)<br />
(54,644) (51,694)<br />
NET RESULT FOR YEAR (191) 531 137 354(635) (151) 465 655 310 1989<br />
Segment Assets 33,803 33,695 3,119 2,849 1,949 1,780 12,875 12,498 51,745 50,823<br />
Intersegment Assets 667 638 73 62(741) (699)<br />
Total Assets 34,470 34,333 3,119 2,849 1,949 1,780 12,948 12,560 (741) (699) 51,745 50,823<br />
Segment Liabilities 11,416 13,001 961 846 120 106 1,752 1,024 14,248 14,977<br />
Intersegment Liabilities 73 62667 638 (741) (699)<br />
Total Liabilities 11,489 13,063 961 846 120 106 2,419 1,662 (741) (699) 14,248 14,977<br />
GEOGRAPHICAL SEGMENT<br />
West Gippsland Healthcare Group operates predominantly<br />
in Warragul, Victoria. More than 90% of revenue, net surplus<br />
from ordinary activities and segment assets relate to operations<br />
in Warragul, Victoria.<br />
The major products/services from which the above segments derive revenue are:<br />
Business Segments Services<br />
Hospital Acute, aged and primary care services, other business units and capital activities<br />
Cooinda Lodge (Nursing Home) Residential Aged care services (RACS)<br />
Andrews House (Hostel) Residential Aged care services (RACS)<br />
Warragul Linen Service Laundering of linen<br />
66
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
Note 20: Responsible Person Related Disclosures<br />
(a) Responsible Persons<br />
Minister <strong>for</strong> Health and Community Services<br />
The Hon B.Pike<br />
(The relevant remuneration relating to the Minister is reported separately in the financial statements<br />
of the Department of Premier & Cabinet.)<br />
Board Members<br />
Mr J Anderson<br />
Mr D Gleeson<br />
Mr G Blackwood<br />
Mr P Marx<br />
Mr J Davine<br />
Ms J Nowotny<br />
Mr P Kingwill<br />
Ms M Robbins<br />
Mr B Davey (commenced November 2005) Mr D Smith<br />
Ms T Devereux<br />
Mrs R Waghorne<br />
Accountable Officer<br />
Mr O Pearson<br />
(b) Remuneration of Responsible Persons<br />
The number of Responsible Persons are shown in their relevant income bands;<br />
Total Remuneration<br />
2006 2005<br />
No.<br />
No.<br />
Income Band<br />
$190,000- $199,999 1<br />
$200,000- $209,999 1<br />
Total Numbers 1 1<br />
Total remuneration received or due and receivable by<br />
Responsible Persons from the reporting entity amounted to: 207 195<br />
(c) Retirement Benefits of Responsible Person<br />
No retirement benefits have been paid to Responsible Persons during the 2005/06 year.<br />
(d) Other Transactions of Responsible Persons and their Related Parties<br />
There were no other transactions with Responsible Persons and their Related Parties during the 2005/06 year.<br />
(e) Other Receivables from and Payables to Responsible Persons and their Related Parties<br />
There were no further receivables from or payables to Responsible Persons during the 2005/06 year.<br />
(f) Amounts Attributable to Other Transactions with Responsible Persons and their Related Parties<br />
There were no amounts attributable to other transactions with Responsible Persons and their Related Parties<br />
during the 2005/06 year.<br />
(g) Executive Officer Remuneration<br />
The numbers of Executive Officers, other than Ministers and Accountable Officers, and their total remuneration<br />
during the reporting period are shown in the first two columns in the table below in their relevant income<br />
bands. The base remuneration of executive officers is shown in the third and fourth columns. Base<br />
remuneration is exclusive of bonus payments, long-service leave payments, redundancy payments and<br />
retirement benefits.<br />
Total Remuneration<br />
Base Remuneration<br />
2006 2005 2006 2005<br />
No. No. No. No.<br />
$100,000- $109,999 3 2<br />
$110,000- $119,999 3<br />
$120,000- $129,999 3 1<br />
$130,000- $139,999 1<br />
4 3 4 2<br />
Total remuneration <strong>for</strong> the reporting<br />
period <strong>for</strong> Executive Officers<br />
included above amounted to: 503 353 443 306<br />
67
Financial: Financial Results<br />
Notes to and <strong>for</strong>ming part of the Financial Statements <strong>for</strong> the year ended 30 June 2006<br />
Note 21: Remuneration of Auditors<br />
2006 2005<br />
($’000)($’000)<br />
Audit fees paid or payable to the Victorian Auditor-General's<br />
Office <strong>for</strong> the audit of the Group's financial report.<br />
Paid as at 30 June 5 5<br />
Payable as at 30 June 22 21<br />
Note 22: Events Occurring After Reporting Date<br />
There have been no events occurring after reporting date which are likely to materially effect these financial statements.<br />
Note 23: Impacts of the adoption of Australian equivalents to International Financial Reporting Standards<br />
Following the adoption of Australian equivalents to International Financial Reporting Standards (A-IFRS), the Group<br />
has reported <strong>for</strong> the first time in compliance with A-IFRS <strong>for</strong> the financial year ended 30 June 2006.<br />
Under A-IFRS, there are requirements that apply specifically to not-<strong>for</strong>-profit entities that are not consistent with IFRS<br />
requirements. West Gippsland Healthcare Group is established to achieve the objectives of government in providing<br />
services free of charge or at prices significantly below their cost of production <strong>for</strong> the collective consumption by the<br />
community, which is incompatible with generating profit as a principal objective. Consequently, where appropriate,<br />
the Health Service applies those paragraphs in Accounting Standards applicable to not-<strong>for</strong>-profit entities.<br />
The Health Service changed its accounting policies, other than its accounting policies <strong>for</strong> financial instruments,<br />
on 1 July 2004 to comply with A-IFRS. The Health Service changed its accounting policies <strong>for</strong> financial instruments on<br />
1 July 2005 (refer note 1(y)). The transition to A-IFRS is accounted <strong>for</strong> in accordance with Accounting Standard AASB1<br />
First-time Adoption of Australian Equivalents to International Financial Reporting Standards, with 1 July 2004 as<br />
the date of transition. An explanation of how the transition from superseded policies to A-IFRS has affected the<br />
Health Service’s financial statements is detailed below:<br />
Property Plant and Equipment<br />
For property, plant and equipment that are measured under the revaluation model, not-<strong>for</strong> profit entities are not<br />
required to establish the asset’s true historical cost under AASB 116 or deemed cost because there is no requirement<br />
<strong>for</strong> not-<strong>for</strong>-profit entities to:<br />
● restate the revaluation reserve on date of transition to A-IFRS; or<br />
● disclose the carrying amount of each revalued class of property, plant and equipment that would have been<br />
recognised had the assets been carried under the cost model. As a consequence, the Health Service has elected<br />
not to apply the deemed cost exemption provided under AASB 1 and continues to present the previous AGAAP<br />
cumulative revaluation reserve relating to each class of property, plant and equipment.<br />
The Group revalued its Land and <strong>Building</strong>s at 1 July 2004 to assist with the transition to A-IFRS.<br />
Employee Benefits<br />
Under previous Australian Accounting Standards, employee benefits such as wages and salaries and annual leave<br />
are required to be measured at their nominal amount regardless of whether they are expected to be settled within<br />
12 months of the reporting date. On adoption of A-IFRS, a distinction is made between short-term and long-term<br />
employee benefits and AASB 119 Employee Benefits requires liabilities <strong>for</strong> short-term employee benefits to be<br />
measured at nominal amounts and liabilities <strong>for</strong> long-term employee benefits to be measured at present value.<br />
AASB 119 defines short-term employee benefits as employee benefits that fall due wholly within twelve months after<br />
the end of the period in which the employees render the related service. There<strong>for</strong>e, liabilities <strong>for</strong> employee benefits<br />
such as wages and salaries and annual leave are required to be measured at present value where they are not<br />
expected to be settled within 12 months of the reporting date.<br />
In the 2004/05 annual report, the Group disclosed the effect of the above requirement on the Agency’s Statement<br />
of Financial Position as at 30 June 2005 would be an estimated decrease in employee benefits liability of $5,875.<br />
For the year ended 30 June 2005, employee benefits expense were expected to increase by $44,543 as the present<br />
value discount on the liabilities <strong>for</strong> long-term employee benefits unwinds.<br />
AASB101 Presentation of Financial Statements now requires that annual leave should only be classified as a<br />
non-current liability where the Group has a conditional right to defer settlement of the liability <strong>for</strong> at least twelve<br />
months after the reporting date (i.e. the employee has no present entitlement to the benefit). As such, annual leave<br />
previously disclosed as non-current at transition date has been treated as a current liability at nominal amounts and<br />
the discounting adjustment of $5,875 previously advised as an A-IFRS adjustment has been reversed.<br />
On account of the above, there is no material impact on adoption of A-IFRS on the Balance Sheet,<br />
Operating Statement or Cash Flow Statement of the Group.<br />
68
Financial: Certification<br />
West Gippsland Healthcare Group Certification<br />
We certify that the attached financial statements <strong>for</strong> the West Gippsland Healthcare Group have been prepared in<br />
accordance with Part 4.2 of the Standing Directions of the Minister <strong>for</strong> Finance under the Financial Management Act 1994,<br />
applicable Financial Reporting Directions, Australian Accounting standards and other mandatory professional reporting<br />
requirements.<br />
We further state that, in our opinion, the in<strong>for</strong>mation set out in the operating statement, balance sheet, statement of<br />
recognised income and expense, cash flow statement and notes to and <strong>for</strong>ming part of the financial statements, presents<br />
fairly the financial transactions <strong>for</strong> the year ended 30 June 2006 and the financial position of the Group as at 30 June 2006.<br />
At the date of signing the financial statements we are not aware of any circumstances which would render any particulars<br />
included in the financial statements to be misleading or inaccurate.<br />
69
Financial: Auditor General’s Report<br />
70
Financial: Auditor General’s Report<br />
71
Appendices<br />
Statement of Fees and Charging Rates<br />
West Gippsland Healthcare Group charges fees in accordance<br />
with Department of Human Services Victoria directives issued<br />
under Regulation 8 of the Hospital and Charities (Fees)<br />
Regulations 1986, as amended.<br />
Freedom of In<strong>for</strong>mation<br />
The Freedom of In<strong>for</strong>mation officer is the Manager, Health<br />
In<strong>for</strong>mation Services, with final approval by the Director of<br />
Medical Services. Consumers wishing to access documents may<br />
contact the Freedom of In<strong>for</strong>mation officer on 03 5623 0611<br />
and access details will be provided. During the 2005/06 year,<br />
74 requests <strong>for</strong> in<strong>for</strong>mation under the regulations of the<br />
Freedom of In<strong>for</strong>mation Act 1982 were received. Access was<br />
granted in full to 61 applicants and the average processing<br />
time was 13.8 days.<br />
<strong>Building</strong> Maintenance<br />
West Gippsland Healthcare Group complies with the <strong>Building</strong><br />
Act 1993 which encompasses the <strong>Building</strong> Code of Australia<br />
and Standards <strong>for</strong> Publicly Owned <strong>Building</strong>s November 1994.<br />
<strong>Building</strong>s<br />
<strong>Building</strong>s certified <strong>for</strong> approval 3<br />
Constructions subject to mandatory inspections 3<br />
Certificate of final inspection 3<br />
Maintenance<br />
Notices <strong>for</strong> urgent rectification, attention<br />
or major expenditure were received<br />
Nil<br />
All renovations to existing buildings comply<br />
with regulations and standards including<br />
the <strong>Building</strong> Code of Australia<br />
Yes<br />
Orders to cease occupancy<br />
Nil<br />
Declarations of Pecuniary Interest<br />
All necessary declarations have been completed.<br />
The in<strong>for</strong>mation requirements listed in the Directions of the<br />
Minister <strong>for</strong> Finance Part 9.1.3 (iv) has been prepared and<br />
is available to the relevant Minister, Member of Parliament<br />
and the public on request.<br />
Overseas Travel<br />
No occasions of overseas travel were taken.<br />
Competitive Neutrality<br />
It is Government policy that the costing policies of publicly<br />
funded organisations should reflect any competitive advantage<br />
available to the private sector. During 2005/06 all competitive<br />
neutrality requirements were met.<br />
Consultants<br />
There were two consultancies over $100,000. Consultancies<br />
are listed on page 74 of this report.<br />
Con<strong>for</strong>mity<br />
All renovations to existing buildings con<strong>for</strong>m to the <strong>Building</strong><br />
Act 1993. All existing buildings comply with regulations in<br />
<strong>for</strong>ce at the time of construction. There are no orders to cease<br />
occupancy or to undertake urgent works. All sites are subject to<br />
a Fire Safety Audit and Risk Assessment according to revised<br />
standards as directed by the Department of Human Services.<br />
Whistleblowers Protection Act 2001<br />
WGHG is committed to the principles of this Act and has<br />
policies and procedures in place to enable full compliance.<br />
The Act is designed to protect people who disclose in<strong>for</strong>mation<br />
about serious wrongdoings within the Victorian Public Sector<br />
and to provide a framework <strong>for</strong> the investigation of these<br />
matters. A copy of the Act and a summary of its provisions<br />
is available <strong>for</strong> inspection at the office of the Chief Executive<br />
Officer. Disclosures made under this policy will be investigated<br />
swiftly, professionally and discretely. No disclosures under the<br />
Act were received during 2005/06.<br />
Disclosure may be made to:<br />
Chief Executive Officer<br />
West Gippsland Healthcare Group<br />
Landsborough Street, Warragul 3820<br />
Phone: 56230631, Fax: 56230896<br />
e-mail: info@wghg.com.au<br />
or<br />
President<br />
Board of Directors<br />
West Gippsland Healthcare Group<br />
Landsborough Street, Warragul 3820<br />
Phone: 56230631, Fax: 56230896<br />
e-mail: info@wghg.com.au<br />
or<br />
The Ombudsman<br />
Level 22, 459 Collins Street, Melbourne<br />
Phone (03) 9613 6222<br />
Fax (03) 9614 0246<br />
Toll Free: 1800 806 314<br />
72
Appendices Compliance Index<br />
Report of Operations<br />
Clause Disclosure Page<br />
Charter and purpose<br />
9.1.3(i)(a) Manner of Establishment and Relevant Minister 13<br />
9.1.3(i)(b) Objectives, functions, powers and duties 13<br />
9.3.1(i)(c) Services provided and persons or sections of community served 7<br />
Management and Structure<br />
9.1.3(i)(d)(i) Names of governing board members, audit committee and chief executive officer 13, 14<br />
9.1.3(i)(d)(ii) Names of senior office holders and brief description of each office 16<br />
9.1.3(i)(d)(iii) Chart setting out organisational structure 15<br />
9.1.3(i)(e) Work<strong>for</strong>ce data and application of merit & equity principles 18<br />
9.1.3(i)(f) Application and operation of FOI Act 1982 72<br />
Financial and other in<strong>for</strong>mation<br />
9.1.3(ii)(a) Summary of financial results with previous four year comparatives 9<br />
9.1.3(ii)(b) Summary of significant changes in balance sheet 1, 44<br />
9.1.3(ii)(c) Operational and Budgetary objective <strong>for</strong> the year and per<strong>for</strong>mance<br />
against those objectives 2, 3<br />
9.1.3(ii)(d) Major changes or factors affecting achievement of objectives 2, 3<br />
9.1.3(ii)(e) Events subsequent to balance date 68<br />
9.1.3(ii)(f) Consultancies >$100,000 - Full details of each consultancy 74<br />
9.1.3(ii)(g) Consultancies < $100,000 - Number and total cost of consulting engagements 74<br />
9.1.3(ii)(h) Extent of compliance with <strong>Building</strong> Act 1993 72<br />
9.1.3(ii)(i) Statement that in<strong>for</strong>mation listed in Part 9.1.3(iv) is available on request 72<br />
9.1.3(ii)(k) Statement on implementation and compliance with National Competition Policy 72<br />
9.8.2 (i) A statement of Occupational Health and Safety (OHS) matters 17<br />
9.8.2 (ii) OHS per<strong>for</strong>mance measures 17<br />
Financial Statements<br />
Clause Disclosure Page<br />
Preparation<br />
9.2.2(ii)(a) Statement of preparation on an accrual basis 47<br />
9.2.2(ii)(b) Statement of compliance with Australian Accounting Standards<br />
and associated pronouncements 47<br />
Statement of compliance with accounting policies issued<br />
by the Minister <strong>for</strong> Finance 47<br />
Statement of financial operations<br />
9.2.2(i)(a) A statement of financial operations <strong>for</strong> the year 43<br />
9.2.3(ii)(a) Operating revenue by class 52, 53<br />
9.2.3(ii)(b) Investment income by class 52, 53<br />
9.2.3(ii)(c) Other material revenue by class including sale of non-goods<br />
assets and contributions of assets 52, 53<br />
9.2.3(ii)(d) Material revenues arising from exchanges of goods or services N/A<br />
9.2.3(ii)(e) Depreciation, amortisation or diminution in value 43, 55, 57<br />
9.2.3(ii)(f) Bad and doubtful debts 54, 55<br />
9.2.3(ii)(g) Financing costs N/A<br />
9.2.3(ii)(h) Net increment or decrement on the revaluation of each<br />
category of assets 45, 61, 62<br />
9.2.3(ii)(i) Auditor-General’s fees 55, 68<br />
73
Appendices Compliance Index<br />
Financial Statements continued<br />
Clause Disclosure Page<br />
Statement of financial position<br />
9.2.2(i)(b) Balance sheet <strong>for</strong> the year 44<br />
Assets<br />
9.2.3(iii)(a)(i) Cash at bank or in hand 44, 46, 57<br />
9.2.3(iii)(a)(ii) Inventories by class 44, 58<br />
9.2.3(iii)(a)(iii) Receivables, including trade debtors, loans and other debtors 44, 56, 58, 63, 64<br />
9.2.3(iii)(a)(iv) Other assets, including prepayments 44, 58, 63, 64<br />
9.2.3(iii)(a)(v) Investments by class N/A<br />
9.2.3(iii)(a)(vi) Property, plant & equipment 44, 60, 61<br />
9.2.3(iii)(a)(vii) Intangible assets N/A<br />
Liabilities<br />
9.2.3(iii)(b)(i) Overdrafts 57<br />
9.2.3(iii)(b)(ii) Bank loans, bills payable, promissory notes, debentures and other loans N/A<br />
9.2.3(iii)(b)(iii) Trade and other creditors 44, 61, 63, 64<br />
9.2.3(iii)(b)(iv) Finance lease liabilities N/A<br />
9.2.3(iii)(b)(v) Provisions, including employee entitlements 44, 61<br />
Equity<br />
9.2.3(iii)(c)(iii) Reserves, and transfer to and from reserves (shown separately) 44, 62<br />
Statement of cash flows<br />
9.2.2(i)(c) A statement of cash flows <strong>for</strong> the year 46<br />
Notes to the financial statements<br />
9.2.2(i)(d) Ex-gratia payments N/A<br />
9.2.2(i)(d) Amounts written off 54, 55<br />
9.2.3(iv)(a) Charges against assets N/A<br />
9.2.3(iv)(b) Contingent liabilities 65<br />
9.2.3(iv)(c) Commitments <strong>for</strong> expenditure 64<br />
9.2.3(iv)(d) Government grants received or receivable and source 52, 53, 58, 61<br />
9.2.3(iv)(e) Employee superannuation funds 65<br />
9.2.3(iv)(f) Assets received without adequate consideration 56<br />
9.4.2 Transactions with responsible persons and their related parties 67<br />
9.7.2 Motor vehicle lease commitments N/A<br />
9.10 Consistency of Budget and Departmental Reporting (Departments only) N/A<br />
Consultants<br />
Greater than $100,000<br />
Capital Works Project Consultant Fees incurred 2006<br />
Community and Mental Health building Balcombe Griffiths & Associates Pty Ltd $122,504<br />
Andrews House extension Balcombe Griffiths & Associates Pty Ltd $104,846<br />
The above fees relate to indirect contributions paid by DHS on behalf of the Group. These architect fees total $248,193.<br />
Less than $100,000<br />
The number of consultancies engaged during the year were seven, amounting to $135,124. The services provided included<br />
human resource management, strategic planning services and architect fees <strong>for</strong> capital projects.<br />
74
Glossary and Calendar of Events<br />
Best Practice<br />
Business Plan<br />
Inpatient<br />
Outpatient<br />
Per<strong>for</strong>mance<br />
Indicators<br />
ACHS<br />
BOD<br />
BRHS<br />
CDAMS<br />
CEO<br />
CRC<br />
CWDGP<br />
CWGPCP<br />
DHS<br />
DNS<br />
DOCS<br />
EEO<br />
EFT<br />
EQuIP<br />
FBT<br />
GEM<br />
<strong>GHA</strong><br />
GP<br />
GST<br />
HACC<br />
HITH<br />
ICT<br />
IP<br />
ISO<br />
IT<br />
LAN<br />
LOS<br />
MURCS<br />
OH&S<br />
PAC<br />
RCNA<br />
VICNISS<br />
WAN<br />
WGH<br />
WGHG<br />
WIES<br />
WLS<br />
The Group<br />
➤ Identifying and matching the best per<strong>for</strong>mance of others<br />
➤ A plan designed to meet the broad Key Result Areas<br />
to implement the Mission which provides the unique<br />
reason <strong>for</strong> the organisation’s existence<br />
➤ A person who undergoes the Group’s <strong>for</strong>mal admission<br />
process and meets the admission criteria<br />
➤ A non-admitted person who does not undergo<br />
the Group’s <strong>for</strong>mal admission process<br />
➤ A measure of quality, quantity, cost or timeliness<br />
used to assess the production or delivery of service<br />
or outcomes achievement<br />
➤ Australian Council on Healthcare Standards<br />
➤ Board of Directors<br />
➤ Bairnsdale Regional Health Service<br />
➤ Cognitive Dementia and Memory Service<br />
➤ Chief Executive Officer<br />
➤ Community Rehabilitation Centre<br />
➤ <strong>Central</strong> West Division of General Practice<br />
➤ <strong>Central</strong> West Gippsland Primary Care Partnership<br />
➤ Department of Human Services<br />
➤ District Nursing Service<br />
➤ Director of Community Services<br />
➤ Equal Employment Opportunity<br />
➤ Equivalent Full Time<br />
➤ Evaluation and Quality Improvement Program<br />
➤ Fringe Benefits Tax<br />
➤ Geriatric Evaluation and Management<br />
➤ Gippsland Health Alliance<br />
➤ General Practitioner<br />
➤ Goods and Services Tax<br />
➤ Health and Community Care<br />
➤ Hospital in the Home<br />
➤ In<strong>for</strong>mation Communications and Technology<br />
➤ Internet Protocol<br />
➤ International Standards of Operation<br />
➤ In<strong>for</strong>mation Technology<br />
➤ Local Area Network<br />
➤ Length of Stay in an acute bed<br />
➤ Monash University Rural Clinical School<br />
➤ Occupational Health and Safety<br />
➤ Post Acute Care<br />
➤ Royal College of Nurses Australia<br />
➤ Victorian Hospital Acquired Infection Surveillance System<br />
➤ Wide Area Network<br />
➤ West Gippsland Hospital<br />
➤ West Gippsland Healthcare Group<br />
➤ Weighted Inlier Evaluation Separations: every patient<br />
discharged from WGHG is allocated a Diagnostic<br />
Related Group (DRG) which reflects the primary reason<br />
<strong>for</strong> the patient’s episode of care. The DRG has an<br />
assigned resource weight that relates to the complexity<br />
of the patient’s medical condition upon which the<br />
WIES is calculated.<br />
➤ Warragul Linen Service<br />
➤ West Gippsland Healthcare Group<br />
75<br />
Calendar of Events 2006/2007<br />
July 2006<br />
Hospital Comedy Revue<br />
August 2006<br />
Annual Calf Appeal Day<br />
26 October 2006<br />
Annual General Meeting,<br />
Salvation Army Church,<br />
Burke Street, Warragul<br />
at 8 pm. All welcome.<br />
November 2006<br />
Annual Charity Golf Day<br />
April 2007<br />
Murray to Moyne Cycle Relay<br />
An afternoon tea to mark the<br />
retirement of Food Services<br />
Manager Ron Clark was held<br />
in the Garden Room in April.<br />
Pictured are (L-R) CEO<br />
Ormond Pearson, Ron<br />
and wife Jenny.
Index<br />
A<br />
Aboriginal Services 32<br />
Access statistics 11<br />
Acknowledgments 6<br />
Adolescent Health Services 32<br />
Aged Care 30, 31<br />
Allied Health 7, 35, 41<br />
Andrews House 30, 31<br />
Auxiliary Support 37<br />
B<br />
Bed Management 24<br />
Bequests 38<br />
Board of Directors 13, 14<br />
Breast care 27<br />
C<br />
Cardiology 29<br />
Cleaning Standards 22<br />
Cognitive Dementia and Memory Service<br />
(CDAMS) 32, 33<br />
Community Based<br />
Falls Prevention Project 33<br />
Community Health 7, 32<br />
Community Kitchens 33<br />
Complaints Management 22<br />
Consulting Suites 34<br />
Continence 32<br />
Continuing Care Business Unit 26<br />
Continuum of Care 2, 4<br />
Cooinda Lodge 30, 31<br />
Counselling 32<br />
D<br />
Demand Management 24<br />
Diabetes Education 29<br />
District Nursing Service 26<br />
Donations and Sponsorship 39<br />
E<br />
Education 20<br />
Emergency Department 27<br />
Emergency Relief 33<br />
Employee Relations 18<br />
Employment Statistics 18<br />
Engineering 34<br />
Environment 19<br />
Environmental Services 34<br />
Equal Employment Opportunity 18<br />
Executive Staff 16, 40<br />
F<br />
Falls Management 23, 24<br />
Finance 34, 42<br />
Financial Per<strong>for</strong>mance 4, 42<br />
Food Services 34<br />
Fundraising 38<br />
H<br />
Haemodialysis 27<br />
Health In<strong>for</strong>mation 34<br />
Health Promotion 32<br />
Health Service Agreement 8<br />
High Dependency Unit 27<br />
Home and Community Care Services 33<br />
Hospital Cleanliness 22<br />
Human Resource Management 2, 5<br />
I<br />
Improving Per<strong>for</strong>mance 3, 5, 6<br />
Incident Reporting 21<br />
Infection Control 22, 27, 28<br />
In<strong>for</strong>mation Management 3, 5<br />
In<strong>for</strong>mation Technology 19<br />
Interim Care 27<br />
L<br />
Leadership and Management 2, 4<br />
Life Governors 13, 18<br />
Linen Service 36<br />
Long Service Awards 18<br />
M<br />
Medical Staff 29, 40<br />
Medical Ward 28<br />
Medication Safety 23<br />
Midwifery and Obstetrics 29<br />
N<br />
Nutrition and Dietetics 35<br />
O<br />
Obituaries 6<br />
Occupational Health and Safety 17<br />
Occupational Therapy 35<br />
Oncology 28<br />
Operating Theatre 28<br />
Organisation Chart 15<br />
Outlook 6<br />
P<br />
Paediatrics 27<br />
Palliative Care 27<br />
Payroll 34<br />
Per<strong>for</strong>mance Statistics 8-11<br />
Physiotherapy 35<br />
Post Acute Care Program 26<br />
Pre-Admission 29<br />
Pressure Survey 24<br />
Profile 7<br />
Public Relations 38<br />
Q<br />
Quality Report 21<br />
R<br />
Rawson Community Health Centre 33<br />
Risk Management 17<br />
S<br />
Safe Practice and Environment 3, 5<br />
Services 7<br />
Speech Pathology 35<br />
Stroke Management 28<br />
Supply 34<br />
V<br />
Volunteers 30, 37<br />
W<br />
Waiting Times 24<br />
Warragul Linen Service 36<br />
WorkCover 17<br />
Work Experience 18<br />
Auditor:<br />
Auditor General, Victoria<br />
Banker:<br />
Westpac Banking Corporation, Warragul<br />
Solicitors:<br />
M Davine & Co<br />
Design:<br />
Phil Smith Design<br />
Photography:<br />
Fred Reeves<br />
Editor:<br />
Pam Dyson, Public Relations Manager<br />
Printing:<br />
Drouin Commercial Printers<br />
Comments and Complaints:<br />
We invite any comment you may have about the care or service provided by WGHG as this provides an<br />
opportunity <strong>for</strong> service improvement. Comments or complaints may be directed to the Chief Executive Officer<br />
on 5623 0608.<br />
If the matter is not resolved to your satisfaction, the Health Services Commissioner who assists with complaint<br />
resolution, can be contacted on 9655 5200.<br />
76
Where we are<br />
Baw Baw Health and<br />
1. Community Care Centre<br />
Young St, Drouin Victoria 3820<br />
ph 03 5625 0200<br />
fax 03 5625 0246<br />
email bbhcc@wghg.com.au<br />
Community Services -<br />
2. Pettit House, Warragul<br />
34 Queen St, Warragul<br />
Victoria 3820<br />
ph 03 5623 4488<br />
fax 03 5623 4135<br />
email wgcsd@wghg.com.au<br />
3.<br />
West Gippsland Hospital<br />
Landsborough St,<br />
Warragul Victoria 3820<br />
ph 03 5623 0611<br />
fax 03 5623 0609<br />
email info@wghg.com.au<br />
4.<br />
Warragul Linen Service<br />
Ley St, Warragul Victoria 3820<br />
ph 03 5623 4056<br />
fax 03 5623 5074<br />
email info@wls.com.au<br />
5.<br />
Cooinda Lodge<br />
Landsborough St, Warragul<br />
Victoria 3820<br />
ph 03 5623 0769<br />
fax 03 5623 0896<br />
email cooinda.clerk@wghg.com.au<br />
6.<br />
Andrews House<br />
School Rd, Trafalgar Victoria 3824<br />
ph 03 5633 2665<br />
fax 03 5633 1018<br />
email ah.office@wghg.com.au<br />
SHIRE OF<br />
BAW BAW<br />
Community Services<br />
7. - Trafalgar<br />
Contingent Street, Trafalgar<br />
Victoria 3824<br />
ph: 03 5633 1977<br />
email traf.chs@wghg.com.au<br />
Rawson Community<br />
8. Health Centre<br />
PO Rawson Victoria 3825<br />
ph 03 5165 3236<br />
fax 03 5165 3268<br />
email rawson.chc@wghg.com.au
Head Office:<br />
West Gippsland Hospital<br />
Landsborough Street<br />
Warragul, Victoria 3820<br />
Telephone (03) 5623 0611<br />
Facsimile (03) 5623 0896<br />
Email: info @wghg.com.au<br />
www.wghg.com.au