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Djerriwarrh Health ServicesAnnual Report & Financial Statements2013 - 2014

Djerriwarrh Health Services acknowledges the support of the Victorian Government

2Djerriwarrh Health Services Annual Report & Financial Statements 2013-2014

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14RESPONSIBLE BODIES DECLARATIONIn accordance with the Financial Management Act 1994, I am pleased to present the Report of Operations for Djerriwarrh Health Services for the year ending 30 June 2014.

________________________________

Claire Sutherland

President of the BoardBacchus Marsh18th August 2014

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

_________________________________

Claire Sutherland


Report of Operations


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

_________________________________Bruce Marshall, OAM

Chief ExecutiveBacchus Marsh18th August 2014

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

_________________________________Bruce Marshall, OAM


Report of Operations


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14DISCLOSURE INDEXThe Annual Report of Djerriwarrh Health Services is prepared in accordance with all relevant Victorian legislation. This index has been prepared to facilitate identifi cation of the Health Service’s compliance with statutory disclosure requirements.

Ministerial Directions

Report of Operations Legislation Requirement Page Reference

Charter and PurposeFRD 22E Manner of establishment and the relevant Ministers 11FRD 22E Objectives, functions, powers and duties 6, 12-14FRD 22E Nature and range of services provided 21-25

Management and structureFRD 22E Organisational structure 7

Financial and other informationFRD 10 Disclosure index 4FRD 12A Disclosure of major contracts 25FRD 21B Responsible person and executive offi cer disclosures 8FRD 22E Application and operation of Protected Disclosure Act 2012 25FRD 22E Application and operation of Carers Recognition Act 2012 25FRD 22E Application and operation of Freedom of Information Act 1982 25FRD 22E Compliance with building and maintenance provisions of Building Act 1993 25FRD 22E Details of consultancies over $10,000 33FRD 22E Details of consultancies under $10,000 33FRD 22E Employment and conduct principles 6, 25-26FRD 22E Major changes or factors affecting performance 30FRD 22E Occupational Health and Safety 26FRD 22E Operational and budgetary objectives and performance against objectives 30FRD 24C Reporting of offi ce-based environmental impacts 24FRD 22E Signifi cant changes in fi nancial position during the year 30FRD 22E Statement of availability of other information 5FRD 22E Statement on National Competition Policy 25FRD 22E Subsequent events 33FRD 22E Summary of the fi nancial results for the year 31-32FRD 22E Workforce Data Disclosures including a statement on the application

of employment and conduct principles6, 25-27, 33

FRD 25B Victorian Industry Participation Policy disclosures 25FRD 29 Specifi c information requirements 11SD 4.2.(g) Sign-off requirements 2SD 3.4.13 Attestation on Data Integrity 3SD 4.5.5.1. Ministerial Standing Direction 4.5.5.1. compliance attestation 3SD 4.5.5 Risk management compliance attestation 2

Index


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LegislationFreedom of Information Act 1982 25Protected Disclosure Act 2012 25Carers Recognition Act 2012 25Victorian Industry Participation Policy Act 2003 25Building Act 1993 25Financial Management Act 1994 28

Additional information (FRD 22E Appendix)

In compliance with the requirements of FRD 22E Standard Disclosures in the Report of Operations, details in respect of the items listed below have been retained by Djerriwarrh Health Services and are available to the relevant Ministers, Members of Parliament and the public on request (subject to the freedom of information requirements, if applicable):

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

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

(c) Details of publications produced by the Department about the activities of the Health Service and where they can be obtained.

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

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

(f) Details of major research and development activities undertaken by the Health Service that are not otherwise covered either in the Report of Operations or in a document that contains the Financial Report and Report of Operations.

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

(h) Details of major promotional, public relations and marketing activities undertaken by the Health Service to develop community awareness of the Health Service and its services.

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

(j) General statement on industrial relations within the Health Service and details of time lost through industrial accidents and disputes, which is not otherwise detailed in the Report of Operations.

(k) A list of major committees sponsored by the Health Service, the purpose of each committee and the extent to which the purpose had been achieved.

(l) Details of all consultancies and contractors including consultants/contractors engaged, services provided, and expenditure committed for each engagement.

Financial Statements

Financial statements required under Part 7 of the FMAnancial statements required under Part 7 of the FMASD 4.2(a) Statement of Changes in Equity 3SD 4.2(b) Comprehensive Operating Statement 1SD 4.2(b) Balance Sheet 2SD 4.2(b) Cash Flow Statement 4 Other requirements under Standing Directions 4.2.SD 4.2(a) Compliance with Australian accounting standards and other authoritative pronouncements 6SD 4.2(c) Accountable offi cer’s declaration inside coverSD 4.2(c) Compliance with Ministerial Directions 6SD 4.2(d) Rounding of amounts 9FRD 11A Disclosure of ex-gratia payments 27FRD 29 Specifi c information requirements 54

Index


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14MISSION STATEMENTHelping people of our community to better health and well-being

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

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

• Integrity and professionalism

• Team work

• Effi cient and cost effective services

• Maximised patient/client satisfaction

• A commitment to quality outcomes

• Respect for all staff

• Management by fact

• Performance accountability

THE EIGHT (8) KEY OBJECTIVES

1. Patient/Client – Community and Clinical

Services ‘Providing quality integrated health services within available resources to the people of our community and encouraging personal responsibility for health care’.

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

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

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

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

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

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

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

Corporate Governance


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REPORT STRUCTURE

Board

Chief ExecutiveBruce Marshall OAM

Deputy Chief ExecutiveDavid Grace PSM

Personal AssistantTerri Drewitz

Capital Infrastructure Development,

IT Services, Clinical Service Development &

Enhancement, Focus on services located in

the City of Melton

Personal AssistantShaylene Wootten

Risk Management,Quality Strategic Directions,

Healthcare Service Development, Staff Appraisal

& Financial Integrity,Focus on services located in

Moorabool Shire

Director Allied HealthVida Pranskunas

Director of NursingJulia Meek

Director of Finance & Corporate Services

James Rubeli

Consultant Director of Medical Services

Lee Gruner

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

• Manager of HACC & Chronic Disease Kerryn Jorgensen

• Manager Counselling Services Joan Eddy

• Manager Adult Health Ruth Martin

• Manager Women & Children’s Health Joaquin Benedicto

• Manager Health Information Angela Mayhew

• Manager Dental Services Joanne Weaver

• Nursing Unit Manager Maternity Unit Mary Little

• Nursing Unit Manager Medical/Surgical Paul Hilder

• Nursing Unit Manager Residential Care Tineke Carr

• Nursing Unit Manager Theatre Services Linda Aykens

• Nursing Unit Manager Day Medical Mandy Cullen

• Nursing Unit Manager Community Nursing Jane Cape

• Manager Clinical Nurse Education Katrina Alsop

• Manager Pharmacy Services Lisa Daly

• Assistant Directors of Nursing

(ADONS)

• Manager Finance Tony Grixti

• Manager Information Technology Colin Leggatt

• Manager Human Resources Kay Robertson

• Manager Engineering Services Greg Todd

• Manager Environmental Services Debbie Hutchinson

• Supply and Procurement Doug Berry

• Manager Hotel Services Archie Small

• Marketing and Design Robin Bristow

• Fundraising

• Payroll

• Quality and Safety Unit Clinical Risk Management Accreditation

Occupational Health & Safety

• Manager Infection Control

Chris Braden

• Manager Organisational

Development Erica Lidgett

• Administration Services

• Radiology Services

• Pathology Services

• Visiting Medical Offi cers

• Salaried Specialists

• Career Medical Offi cers

Director of Clinical & Quality Support Services

Elizabeth Wilson

Corporate Governance


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EXECUTIVE MANAGEMENT TEAM

Chief Executive Bruce Marshall, OAM

Deputy Chief Executive David Grace, PSM

Director of Allied Health Services Vida Pranskunas

Director of Finance & Corporate Services James Rubeli

Director of Nursing Julia Meek

Director of Clinical & Quality Support Services Elizabeth Wilson

Consultant Medical Director Dr. Lee Gruner

Personal Assistant to CE Terri Drewitz

Personal Assistant to DCE Shaylene Wootten

BOARD MEMBERSHIP AS AT 30TH JUNE 2014

President Mrs. Claire Sutherland

Vice President Mr. Eric Sharkey

Treasurer Mr. Michael Tudball, AFSM

Board Members Mr. Graham Dempsey, OAM

Mrs. Helen Dobson

Ms. Pauline Madden

Mr. John Payne

Ms. Sophie Ramsey, CR

Mrs. Sheryl Tunnecliff

Board & Executive Team


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Assistant Directors of Nursing Jo Ballard

Katrina Alsop

Heather Barker

Jenny Hallam

Jenny Vanderpoel

Colleen O’Sullivan

Mgr. Adult Health/Chief PhysiotherapistRuth Martin

Mgr. Clinical Nurse Educator Katrina Alsop

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

Mgr. Counselling Services/Social Work Joan Eddy

Mgr. Day Medical Mandy Cullen

A/Mgr. Dental Services Jo Weaver

Mgr. Engineering Services Greg Todd

Mgr. Environmental Services Debbie Hutchinson

Mgr. FinanceTony Grixti

Mgr. HACC and Chronic DiseaseKerryn Jorgensen

Mgr. Health InformationAngela Mayhew

Mgr. Hotel Services Archie Small

Mgr. Human Resources Kay Robertson

Mgr. Infection ControlChris Braden

Mgr. Information Technology Colin Leggatt

Mgr. Maternity ServicesMary Little

Mgr. Medical/Surgical ServicesPaul Hilder

Mgr. Organisational DevelopmentErica Lidgett

Mgr. Pharmacy ServicesLisa Daly

Mgr. Residential Care Services Tineke Carr

Mgr. Theatre Services/Infection Control CoordinatorLinda Aykens

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

SENIOR MANAGEMENT TEAM

Minister of Health and AgeingHon. David Davis MLC

Bankers Westpac Banking CorporationCommonwealth Bank

Auditors (external) Victorian Auditor General – agent Accounting & Audit Solutions Bendigo

Auditors (internal)MGR Accountants

Solicitors(1) Health Legal (2) Workplace Legal(3) Hayden Legro Lawyers

Senior Management


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Anaesthetists Dr. Michael Barrowcliffe

Dr. Gabriel Berra

Dr. Mathew Bowman

Dr. Frank Buchanan

Dr. Mathew Hayhoe

Dr. Laurence Poon

Dr. Mohammad al Rahmati

Dr. Fiona Tesarsch

Cardiologist Dr. Quentin Forrest

Dr. Adam Gay

Dermatologist Dr. Josie Yeatman

Ear, Nose & Throat Surgeons Dr. Perry Burstin

Mr. Avdo Zahirovic

Endocrinologist Dr. Leo Rando

General Physicians Dr. Peter McCarthy

General Surgeons Miss Ruth Bollard

Mr. Alvin Cham

Mr. Ian Faragher

Mr. Chris Lu

Mr. Ananth Nagesh

Mr. Binh Nguyen

Mr. Alex Yuen

Nephrologist Dr. Susheel Sharma

Obstetricians/Gynaecologists Dr. Michael Bardsley

Mr. Claude Calandra

Dr. Russell Dalton

Mr. Surinder Parhar

Dr. Sadaf Rizwan

Oncologists Dr. Rodney Bond

Dr. Shing Tung Fan

Oral Surgeon Mr. Graeme Fowler

Orthopaedic Surgeon Mr. Ishfaq Hussaini

Mr. Russell Miller

Palliative Care Physician Dr. David Brumley

Paediatrician Dr. Nigel Hocking

Dr. Zoe McCallum

Dr. Riju Mittall

Respiratory Physician Dr. Anne Marie Southcott

Urologist Mr. David Cook

Dr. Jocelyn Benedicto Dr. David PoustieDr. Chris Irwin

Dr. Stephanie TanDr. Lorraine LInesDr. Vlad Maksoutov

Dr. Richard Yang

CAREER MEDICAL OFFICERS

SPECIALISTS

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

Dr. Damien StrangioDr. Niresh Madhanpall Dr. Paul WilliamsDr. Valerie Peers Dr. Woodrow Wu

Dr. Mark Robson Dr. Noor ZannatDr. Ravin Sadhai

Medical Offi cers


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

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

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

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

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

President's & Chief Executive's Report


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BOARD COMMITTEESThe Board relies on their supporting Committees to provide strategic direction and advice for the organisation. Minutes of these meetings are on the agenda at Board meetings

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

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

Finance CommitteeThe Finance Committee undertakes oversight of the Djerriwarrh Health Services’:

• Financial Performance • Financial Planning (Budgets) • Specifi c Purpose Funds • Investments

The Committee comprises three Board members, with the Chief Executive and Director of Finance and Corporate Services attending meetings but not having any voting rights.

During 2013/2014, this Committee met on four occasions, agenda items included:

• 2013/14 Budget • 2013/14 Financial Year performance • Insurance review • Review of Business cases • Specifi c Purpose Funds reporting • Credit card compliance • Gift registry reporting • Change Impact Statements • Reviewed and ratifi ed all Investment decisions.

Attendance at Board, Committee and Strategic Forum Meetings

Name AGM (1)

Board Meetings

(11)

Audit Committee Meetings

(4)

Consumer Advisory

Committee Meetings

(3)

Finance Committee Meetings

(4)

Patient Client Care Committee Meetings

(10)

Risk Review

Committee(3)

Remuneration CommitteeMeetings

(1)

Strategic Health Forum

(3)

Graham Dempsey 1 8 - - 3 - - - -

Helen Dobson 1 10 - 3 - - 2 - 1

Pauline Madden 1 10 3 - - 8 - - -

John Payne 1 10 4 - 4 - - - -

Sophie Ramsey 1 10 - - - 9 - - -

Eric Sharkey 1 10 4 3 - - 3 1 -

Claire Sutherland 1 10 - - 2 - - 1 3

Michael Tudball 1 10 - - 2 - - 1 2

Sheryl Tunnecliff - 9 - - - - - - -



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Audit CommitteeThe Audit Committee consists of Board Members: John Payne (Chairman), Pauline Madden and Eric Sharkey. The Audit Committee met four times during the 2013/2014 fi nancial year. The Committee undertakes the oversight of:

• The scope of work, performance and independence of internal audit • Ratifying the engagement and dismissal by management of any internal audit provider • Ratifying the internal audit plan • The scope of work, independence and performance of the external auditor • Annual Financial Statements • The fi nancial management compliance framework, ensuring Financial Management Act 1994 is adhered to • Matters of accountability and internal control affecting the operations of Djerriwarrh Health Services, including review of Instrument of Delegation • The effectiveness of management information systems and other systems of internal control •The acceptability of, and correct accounting treatment for and disclosure of, signifi cant transactions which are not part of Djerriwarrh Health Services normal course of business • The sign off of accounting policies • The process for monitoring compliance with laws and regulations and its own Code of Conduct and Code of Financial Practice

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

• Static or Declining Funding for Community and Women’s Health • Achievement/Non-Achievement of Department of Health Targets • Constraints to Service Growth and Loss of Revenue • Impact of Population Growth • Timely response to Neonatal Emergencies

One of the ‘risks’ considered as a ‘High risk’ is that of Population Growth, with our catchment area recognised as one of the fastest growth corridors in Australia. Possibly the greatest risk to the Health Service is that

the demand to deliver services exceeds our capacity to deliver them. Another impact of the population growth is the change in organisational ‘dynamics’ to manage the growth. Naturally, additional services require additional staff that is constantly expanding the organisation. In 1998, at the time of amalgamation between the Bacchus Marsh and Melton Regional Hospital and Melton Community Health Centre, we had 122 equivalent full time staff compared to 410 in June 2014. The growth places additional pressure on the Health Service in attempting to maintain good relationships with the community, external agencies and staff, as larger organisations are often criticised as being less ‘personal’ and can have diffi culty maintaining a positive culture. The growth in population and service delivery is also impacting on our capacity to provide adequate facilities to house services and accommodate the number of appointments, admissions, operations, consultations and other services required for the general public. The changing diversity of the population is also posing new challenges. There is now a considerable proportion of the population growth resulting from direct migration to the area. The Health Service needs to ensure that our services are culturally appropriate and we have adequate interpreter services and resources in other languages available. Many of the risks associated with population growth are managed through operational implementation of the Board’s Strategic Directions. These directions focus on ensuring adequate recurrent and capital resources are secured to meet the demand, as well as identifying areas for service enhancement to meet the specifi c health needs of our growing population.

EXECUTIVE TEAMThe Executive Team consists of the Chief Executive, Deputy Chief Executive, Director of Allied Health Services, Director of Finance and Corporate Services, Director of Nursing, Director of Clinical and Quality Services, together with the Consultant Medical Director who attends the Health Service as requested. The Board has full confi dence in the members of the Executive to implement their strategic directions policy through day to day delegation. The Board receives monthly performance indicators from the Chief Executive against key result areas and objectives.



2013

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14These indicators include complaints received, staff incidents noted, activity performance, staff credentialing and waiting list times. The Executive team discuss strategic, fi nancial and operational matters of the organisation. Examples of major issues discussed by the Executive during the year included:

• Mandatory staff training competencies e.g. hand hygiene, bullying and harassment, emergency preparedness

• Service Integration Model

• Health Literacy project

• Mandatory signing of staff vaccination forms

• Media promotions

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

STRATEGIC DIRECTIONS 2013-2014Djerriwarrh Health Services has a Strategic Plan in place for 2013/2016, produced mid 2013, which can be read at www.djhs.org.au. The Health Service is a major healthcare provider to the rapidly expanding communities within the western growth corridor and is responsible for providing a comprehensive range of Acute, Residential, Ambulatory and Primary Care services to the communities of Melton and Moorabool (Bacchus Marsh and Ballan). These services are provided from the following sites – Bacchus Marsh and Melton Regional Hospital (Acute), Grant Lodge (Residential), Melton Health (Ambulatory), Bacchus Marsh Community Health Centre, Melton Community Health Centre and Caroline Springs Community Health Centre (Primary).

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

Some our key priorities were listed in the Annual Report for 2012/2013. Additional ones are as below:

• Health Promotion and Community Care – strengthen health promotion and community based services to reduce the prevalence of mental health disease, diabetes, cardiovascular disease, obesity and cancer as articulated in the Better Health Plan for the West

• Emergency and Ambulatory Care – ensure Emergency Services staff are appropriately trained, qualifi ed and credentialed for the scope of service provided

• Acute Care – ensure that the organisation’s response to the rapidly increasing demand for maternity services is undertaken in collaboration with other maternity providers that service the western growth corridor including Western Health and Mercy Health.

• Aged Care – maintain accreditation with the Australian Aged Care Quality Agency

• Organisational wide – collaborate with Melton City Council and Moorabool Shire Council to advocate for the health and well-being of our community by regularly participating in a Strategic Health Forum

It is pleasing to report that the Health Service achieved all the above priorities during 2013/2014.

2013-14 Statement of Priorities Progress ReportOne of the ways in which the Health Service can demonstrate it is placing itself in a position to provide these services in an equitable manner, is through the Statement of Priorities, which was introduced in 2011/2012 and is an agreement between the Department of Health and Djerriwarrh Health Services. The progress report for the year 2013/2014 is below. This Statement of Priorities outlines seven priority areas, laid down by the Victoria Government and outlined in the Victorian Health Priorities Framework 2012/2022. These priorities are:

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

• Improving every Victorian’s health status and experiences

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

• Expanding service, workforce and system capacity

• Increasing the system’s fi nancial sustainability and productivity

• Implementing continuous improvements and innovation

• Increasing accountability and transparency

• Utilising e-health and communications technology



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Developing a system that is responsive to people’s needs

Implement formal advance care planning structures and processes that provide patients with opportunities to develop, review and have their expressed preferences for future treatment and care enacted.

Contribute to area based planning initiatives that consider health care across the care continuum.

Confi gure and distribute services to address the health needs of the local population.

Established a formal advance care planning process utilising the ‘Respecting Patient Choices’ model across inpatient clinical areas including Renal Dialysis, Palliative Care and Grant Lodge by April 2014.

Collaborated with Western Health and Mercy Health in the development of an area based acute service plan, including maternity, by June 2014.

Participated on the Better Health Plan for the West Steering Group and actively pursued key priorities throughout the fi nancial year.

Participated in the governance of the Healthwest Primary Care Partnership and actively pursued key initiatives throughout the fi nancial year.

Participated in project planning for the Care Coordination Workforce Project in association with Western Health until the project’s end in November 2013.

• Established a Respecting Patient Choices’ Working Party in August 2013 to commence drafting procedures • Advanced Care Planning procedure, brochure developed in January 2014• Staff provided education on Advanced Care Planning in January 2014• Fully implemented in March 2014

• Held project “Kick off” meeting in September 2013 involving the Chief Executives and other representatives from each Organisation• Identifi ed priority areas for the next 12 months being:• Regional Service Plan• Maternity• Paediatrics• Elective Surgery• Steering Committee meetings commenced in October 2013• Working Parties commenced planning for the priority areas during June 2014

• Chief Executive and Deputy Chief Executive attended bimonthly meeting of the Better Health Plan for the West Steering Group• Provided Better Health Plan for the West with Djerriwarrh Health Services 3 key State and 3 key Federal priorities for this fi nancial year• Met with Projects Executive Offi cers to discuss goals and strategies within the Plan relevant to Djerriwarrh Health Services• Participated in the development of the 2014 Better Health Plan for the West Work Plan

• Deputy Chief Executive currently serving as Deputy Chair of Health West• Participated in Preventing Violence Together United initiative including training of Managers in Violence Against Women Prevention• Deputy Chief Executive elected as Chair of Healthwest for 2014

• Two staff have been seconded to Western Health to undertake project planning for the Care Coordination Workforce Project• Mapping of the roles and responsibilities of the workforce engaged in complex care coordination in the West has been completed

Victoria Health Priorities

Framework priority areas

Djerriwarrh Health Services Strategies Deliverables Achievements



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Improving every Victorian’s Health status and experiences

Improve thirty-day unplanned readmission rates.

Collaborate with key partners such as Medicare Locals, community health services and other providers to support local implementation of the Victorian Health and Wellbeing Plan 2011–2015.

Improve health literacy and support informed choice by responding to the health information needs of service users.

Contribute to the provision of additional dental services to achieve the targets, milestones and objectives of the National Partnership on Treating More Public Dental Patients.

Acted as Lead Agency for a Djerriwarrh Health Services, Melton City Council & Moorabool Shire Council consortium to apply for the provision of a Headspace in Melton, in Headspace Funding Round 7.

Reduced the percentage of 30-day unplanned readmissions in 2013-14 as compared to 2012-13 through monitoring of readmission rates at a Board and Executive level and progressing appropriate actions.

Participated on the Macedon Ranges & North Western Melbourne Medicare Local eHealth Committee throughout the fi nancial year.

Collaborated with the Medicare Local and other agencies to progress within current fi nancial year, relevant elements of the implementation plan of the Partners in Recovery initiative.

Reviewed the structure of the Consumer Advisory Committee to focus on improving heath literacy, including the review of health information and resource materials throughout the fi nancial year.

Recruited additional dental staff to provide dental sessions during the evening on weekdays and on weekends by December 2013.

• Liaised with Moorabool Shire & Melton City Council concerning the development of a Headspace consortium with Djerriwarrh Health Services acting as lead agency• Obtained support of local State and Federal Politician’s for a Headspace in Melton• Commenced discussions with Orgyen Youth Service about joining the consortium• Developed Terms of Reference for the ‘headspace’ Melton Consortium Working Group in December 2013• Commenced bi-monthly planning meetings with consortium members in April 2014• Consortium developed advocacy plan in June 2014

• Included 30-day unplanned readmissions in the list of performance indicators to be reviewed by the Board on a monthly basis• Requested technical guidelines from the Department of Health on counting rules for 30-day unplanned readmissions• Contracted Bizdata to develop internal unplanned readmissions report in January 2014• Monitoring of 30-day unplanned readmissions commenced in February 2014• Unplanned readmission reduced from 3 in 2012-13 to 2 in 2013-14

• Deputy Chief Executive attended bimonthly meeting of the Medicare Local eHealth Working Group• Hosted a patient “assisted registration” for the Personally Controlled Electronic Health Record on the 26th September 2013• Participated on the Regional Needs Assessment Advisory Group in April 2014

• Participated on the Partners in Recovery Consultation to develop the Medicare Local’s submission• Awaiting confi rmation of funding from the Federal Department of Health • Medical Local was not awarded funding to undertake the project (beyond Djerriwarrh Health Services’ control)

• Developed new Terms of Reference for the Consumer Agency Committee and recruited Committee members• Commenced regular meetings of the restructured Consumer Advisory Committee in July 2013

• Commenced provision of evening dental sessions with an average of 4 chairs, Monday to Friday• Recruiting staff to maintain 5 chairs open during October 2013• Recruited 6 new dentists and support staff for the evening



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Expanding service, workforce and system capacity

Support excellence in clinical training through productive engagement in clinical training networks and developing health education partnerships across the continuum of learning.

Work collaboratively with the department on service and capital planning to develop service and system capacity.

Provided clinical placements for nursing, midwifery, counselling, dental, health promotion, dietetics, occupational therapy, speech pathology and physiotherapy throughout the fi nancial year.

Provided placement for student Medical Offi cers as part of the iMMERSE Medical Student Placement Program throughout the fi nancial year.

Established Registrar training positions for Paediatrics and Obstetrics/Gynaecology in association with Western Health by February 2014.

Provided clinical placement for 4th & 5th year Dental students in association with La Trobe University throughout the fi nancial year.

Provided Paediatric Post-Graduate Year 2 training throughout the fi nancial year.

Participated in the Paediatric Clinical Network for Mentoring of Paediatric Allied Health using videoconferencing in association with the Royal Children’s Hospital until the project’s end in December 2013.

Completed a Feasibility Study for the relocation of Melton Community Health Centre by December 2013 through taking a leadership role in working collaboratively with the Department of Health, Department of Transport, Planning & Local Infrastructure and Melton City Council.

• Provided placement for 10 nursing students each weekday from the following Universities:

• Australian Catholic University• University of Ballarat• Deakin University• Victorian University• Charles Darwin University• University of South Australia• Swinburne University• Monash University• Central Queensland University• All Allied Health student positions are registered on the Clinical Placement Network• Commenced reporting activity to the Clinical Placement Network

• Currently hosting one student Medical Offi cer under the Deakin University iMMERSE Medical Student Placement Program• Increased places to two students in February 2014

• Planning for Registrar training positions has been completed• Approvals gained from the relevant Colleges to commence Registrar training program 1st February 2014• Paediatric Registrar commenced February 2014• Obstetrics/Gynaecology Registrar Commenced in April 2014

• Service Agreement in place to provide clinical placement and supervision of 10 x 4th year and 10 x 5th year Dental students• Provided clinical placement for all 4th and 5th year dental students in accordance with the Clinical Placement Agreement

• Paediatric Post-Graduate training position in place with staff working at both Melton Health & Bacchus Marsh and Melton Regional Hospital throughout their 3 month rotation to Djerriwarrh Health Services

• Commenced participation in the Paediatric Clinical Network in July 2013• Mentoring project for Paediatric staff completed

• Appointed K20 Architects to undertake Feasibility Study• Appointed Biruu Health to develop the Service Plan for inclusion with a Capital bid in the 2014/2015 fi nancial year• Completed fi rst draft of Service Plan and forwarded it to the Department of Health for their response.• Completed Feasibility/Master Plan Study



2013

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14Increasing the system’s fi nancial sustainability and productivity

Implementing continuous improvements and innovation

Increasing accountability & transparency

Reduce variation in health service administrative costs.

Identify opportunities for effi ciency and better value service delivery.

Develop and implement improvement strategies that optimise access, patient fl ow, system coordination and the quality and safety of hospital services.

Prepare for the National Safety and Quality Health Service Standards, as applicable.

Increase transparency and accountability in reporting of accurate and relevant information about the organisation’s performance.

Reviewed all expiring Service Agreements throughout the fi nancial year to determine if services can be purchased more effi ciently.

Implemented barcoding in the Stock Impress System by March 2014.

Implemented the ‘Specialist Clinics in Victorian Public Hospitals Access Policy’ by June 2014.

Completed the core recommendations not met as determined in the July 2013 Periodic Review, by December 2014.

Conducted the following internal audits throughout the fi nancial year: IT Security & Procedures HR Management Credit Card

• Saving have been made from the implementation of the following Health Purchasing Victoria contracts:• Offi ce stationary• Cleaning products• Examination & surgical gloves• Reviewed Biomedical equipment & Patient Area Testing Contract• Reviewed linen contract and changed supplier which is producing fi nancial savings and service improvement• Reviewed sanitary waste contract and produced savings in March 2014• Implemented Health Purchasing Victoria contract

• Commenced implementation of barcode system• Completed set-up of scanners and wi-fi access for barcode reading in March 2014• Conducted testing of impress count sheets in March 2014• Implemented barcode system in the Medical/Surgical unit in April 2014• Implemented barcode system in all Djerriwarrh Health Services’ sites

• Commenced Working Group meeting in September 2013 to plan implementation of Access Policy• Specialist Clinics in Victorian Public Hospitals Access Policy fully implemented in March 2014

• Developed Action Plan in August 2013 to address unmet Standards• Action Plan approved by Department of Health and Australian Council on Healthcare Standards in September 2013• Established Audit Working Party in September 2013• Developed an audit schedule and Audit Register in September 2013 • Commenced individual audits in September 2013• Actions toward the completion of recommendations not met undertaken by Australian Council on Healthcare Standards in November 2013• Received verbal advise that all standards have now been met

• Internal Audit Plan approved by the Audit Committee in February 2014• Manager Accounts completed all 3 internal audits in April 2014• 2014-17 Internal Audit Plan approved by Audit Committee in June 2014



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Improving utilisation of e-health and communications technology.

Maximise the use of health ICT infrastructure.

Trial, implement and evaluate strategies that use e-health as an enabler of better patient care.

Upgraded the Syberscribe Dictation software system to allow dictated letters to GP’s to be automatically uploaded in the patients’ Electronic Medical Record and then sent to the GP electronically, by December 2013.

Implemented Argus as the platform for secure messaging between General Practitioner Practices and the Health Service by December 2013.

Acted as the Victorian pilot site for the CSIRO National Broadband Telehealth Home Monitoring Trial throughout the fi nancial year.

• Upgraded Syberscribe Dictation Software• Projected successfully completed in October 2013.

• Installed Argus and completed confi guration testing• Commenced trailing the sending of secure message to 3 practices within catchment• Commenced sending clinical letters to General Practitioner practices electronically in October 2013.• Commenced receiving Secure messages in November 2013• Commenced trialling receiving & sending secure messages in June 2014• Fully implemented in June 2014 • Commenced provision of daily home monitoring for all recruited subjects• Gave presentation to local Return Soldiers League, Country Women’s Association and Senior Citizen Groups to recruit subjects.• Recruited the required 25 subjects to participate in the Home Monitoring Trial by June 2014



2013

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14

Operating Result Target 2013-14 Actuals

Annual operating result ($m) 0.124 0.184

Part B: Performance Priorities for 2013-14Financial Performance.

Cash Management / Liquidity Target 2013-14 Actuals

Creditors < 60 days 69Debtors < 60 days 20

Quality and Safety Key Performance Indicators

Quality and Safety Target 2013-14 Actuals

Health service accreditation Full compliance AchievedResidential aged care accreditation Full compliance AchievedCleaning standards (overall) Full compliance AchievedCleaning standards (AQL-A) 90% 94%Cleaning standards (AQL-B) 85% 95%Cleaning standards (AQL-C) 85% 89%Health care worker immunisation - infl uenza 60% AchievedHand Hygiene (rate) 70% AchievedVictorian Patient Satisfaction Monitor (OCI) (July - December 2013) 73% AchievedConsumer Participation Indicator (July - December 2013) 75% AchievedVictorian Hospital Experience Measurement Instrument (January – June 2014) Full compliance Achieved

Funding type

Acute Admitted

2013-14 Activity Achievement

WIES Public 4,211WIES Private 343Total PPWIES (Public and Private) 4,554WIES DVA 23WIES TAC 2WIES TOTAL 4,579Subacute admittedPalliative Care Public 834Palliative Care Private 86Palliative Care DVA 38Aged CareResidential Aged Care 10,524HACC 43,682Primary HealthCommunity Health / Primary Care Programs 16,285

Part C: Activity and Funding


WIES Activity Performance Target 2013-14 Actuals

Percentage of WIES (public & private) performance to target

100 101.9


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14

Partnerships are an important mechanism used by Djerriwarrh Health Services to build capacity and promote health and well-being within the Melton and Moorabool communities. Over the past 12 months, Djerriwarrh Health Services has participated in a number of partnerships to achieve this goal.

One such partnership is the Strategic Health Forum. The Strategic Health Forum is made up of Board, Council and Executive representatives from Djerriwarrh Health Services, Melton City Council and Moorabool Shire Council. The Forum has worked with the Department of Health to develop a solution to enhance community services in Melton through the pending relocation of Melton Community Health Centre to the Melton Health site. The Health Service was delighted when The Hon David Davis, Minister of Health announced an allocation of $14m towards the development of a Community Based Ambulatory Care Centre on the Melton Health site. The new service will use an integrated model of care provided by a variety of service providers in partnership with each other. As lead agency for the project, Djerriwarrh Health Services is extremely excited about the opportunity that this partnering approach will bring to building capacity within the health care system in Melton.

Djerriwarrh Health Services actively contributes to enhancing partnerships through its involvement with Healthwest Primary Care Partnership. Healthwest is a strategic alliance of over 25 healthcare providers in the Western Suburbs of Melbourne to promote coordinated service system approaches as well as to collectively input into public policy, prevention, early intervention and chronic disease initiatives. David Grace, PSM, Deputy Chief Executive of Djerriwarrh Health Services was elected the Chair of Healthwest during the fi nancial year. Our involvement in the partnership is extremely invaluable to ensure that we are “part of the solution”. In addition, Djerriwarrh Health Services has actively participated in service planning and delivery through the North Western and Macedon Ranges Medicare Local.

Djerriwarrh Health Services also developed a partnership during 2013/14 with Western Health and Mercy Health known as “Strengthening Hospitals in Melbourne’s West”. The partnership aims to improve the effi ciency, coordination, quality and sustainability of acute health services in the Western region of Melbourne. During year one of the project, the partnership has been focusing

on maternity and paediatric services as well as elective surgery. While it is still “early days” for the project, we are confi dent that this partnership will have a signifi cant impact on building capacity with the health system throughout the west of Melbourne.

In 2013/2014, Djerriwarrh Health Services was also actively involved in the “Better Health Plan for the West”. This Plan is a historic agreement amongst local health services in the west of Melbourne to collectively work on a set of key health issues and broad directions for future service delivery. There are 20 signatories to the Plan which identifi es mental health, lifestyle issues (cardiovascular disease, obesity, diabetes), and cancer as high priority issues. The selection of the priority issues was based on evidence presented in the Plan which aligns well with the health issues for the specifi c community that we serve. We look forward to collaborating with our partners in the implementation of the Plan to address these key health issues.

Another key partnership development is our excellent working relationship with Western Health. Western Health are currently contracted to provide certain specialist services that consult out of Melton Health, which include endocrinology and respiratory medicine.

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

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

In 2013/14, 897 babies were welcomed by the team in our Maternity Unit. The length of stay for normal deliveries is now less than two days. Many mothers are opting for discharge on the day of delivery with increased at home support, including domiciliary visits and breast feeding support.



2013

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1418,675 patients were treated in our busy Urgent Care Services. The Emergency Service at Bacchus Marsh provided care to 9,044 patients. The Urgent Care Service at Melton Health had 9,631 presentations. Theatre Services performed 3,575 procedures this year. These included general, gynaecology, orthopaedics, dental and ENT surgery. Through a Department of Health initiative, in collaboration with Western Health, we provided surgery this year for 118 patients who had experienced long waits for orthopaedic procedures and other surgery. The health service has provided Inpatient Palliative Care services to 79 patients this year.

The Day Medical Unit at our Melton Health facility has seen an increase in activity in the last twelve months. The demand for Oncology Services has resulted in extra consulting days to accommodate this need but actual chemotherapy administration is a small percentage of our throughput. Referrals for iron infusion have resulted in 201 infusions, an increase of 26% from the previous twelve months. Appropriate and timely use of IV iron means that blood transfusions can be avoided, which is benefi cial to both the patient and the blood supply. The Day Medical Unit has a core group of transfusion dependant patients who receive regular blood transfusions 60% of transfusions carried out at DjHS are for these Haematology patients. We are looking to expand our service in the next twelve months to become an infusion centre for Infl iximab, linking in with Specialists who are permitted to prescribe this specialised medication for infl ammatory diseases such as arthritis and Crohn’s Disease.

The Melton Renal Unit is a twelve chair unit operating six days per week, providing haemodialysis for 48 patients in our community. In the year 2013/2014 the Renal Unit provided 7,161 occasions of service.

Community ServicesCommunity Nursing continues to provide a very valuable service to the local community. There is no waiting list for District Nursing services in either the Moorabool or Melton Shires. In addition to general District Nurses we also provide: Palliative Care, Continence, Wound and Dementia Nursing Specialists and have the additional support of the Grampians Region Wound Care Specialist. Our Primary care nursing services, which include district nursing, provided 18,552 occasions of service during the year.

Aged CareResidential Care is provided in Grant Lodge. We are continuing to upgrade the Lodge to ensure that we provide a more homely and dementia supportive environment for our thirty residents. This has included improvements to outside areas including the sensory garden, patio and activity shed.

Primary CareDjerriwarrh Health Services (DjHS) provides a broad range of community health care services (Primary Care) that are delivered from our three Community Health Centres, located in Bacchus Marsh, Melton and Caroline Springs. Our Primary Care services delivered 39,523 allied health episodes of care over the 2013/2014 fi nancial year. We were pleased to receive some growth funding during the year to further develop our nursing, physiotherapy, podiatry, dietetics and occupational therapy services in response to the demands of our rapidly growing population.

The aim of our Primary Care services is to play an important part in the early detection, prevention and management of illness as well as to maximise each person’s health and well-being. We co-ordinate access to all our services and facilities via a single point of entry, our Referral and Appointment Service.

DjHS’ Community Health Centres deliver many health care programs that include allied health services for adults and children, chronic disease management programs that involve skilled nurses, general and fi nancial counselling, drug and alcohol counselling services, a needle and syringe program, Healthy Mothers Healthy Babies program, health promotion and health coaching.

Our Chronic Disease Management Service includes a team of nurses, many of whom specialise in the care of the diabetic patient. They are supported by our health coach, a nurse who assists clients to self-manage their more complex health needs to better levels. Other Community Health nurses include a cultural diversity nurse who works with the multi-cultural groups in our community and our aboriginal health care nurse who is supported by an aboriginal liaison offi cer. They work to assist Aboriginal and Torres Strait Islanders to access our health service and provide culturally responsive pathways to health care.

Services to the elderly and people with disabilities are currently provided under the Home and Community Care



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14

Program (HACC). Other members of the community, including children, may receive allied health, nursing and counselling care through the Community Women’s Health Program. Services are provided to clients depending on their needs. Some services provided for the frail aged and people with disabilities are provided by visiting clinicians in the client’s home. Some services might include participation through group activities, for example gentle exercise and falls prevention exercise groups or diabetes support groups. The Health Promotion team is currently working to focus upon areas that include - Preventing Violence against Women strategies and promoting socially connected communities, particularly for the most disadvantaged community members. Another area of focus for this team is a Healthy Lifestyle and Workplace initiative that has involved the staff in programs like walking groups and education on personal health issues.

Clients are able to self-refer to our Community Health Centres. We aim, as much as possible, to offer appointments at the site that is closest to the person’s home, to add to the convenience of receiving health care in one’s own community.

Ambulatory CareAmbulatory Care involves the provision of hospital-like services in an outpatient environment situated within the community. The service aims to treat people before they require extensive medical treatment and lengthy stays in hospital. As treatments and procedures become more effi cient, effective and less time consuming for patients, outpatient facilities are well equipped to treat many of the situations that have previously required hospitalisation.

Most of the Ambulatory Care Service provided by Djerriwarrh Health Services are offered from Melton Health, located in Barries Road, Melton West. Some services are offered from Bacchus Marsh and Melton Regional Hospital. All services are fully integrated with our primary care, acute and aged care services to ensure that a patient receives continuity of treatment throughout their whole episode of care.

Melton Health provides programs that include antenatal care, audiology, multi-disciplinary autism assessments, chemotherapy, childbirth education, chronic disease management, day rehabilitation, dental, dermatology, diabetes education, endocrinology, gastroenterology, general medicine, gynaecology, lymphodema management, nephrology, oncology, orthopaedics,

paediatrics, renal dialysis, stomal therapy, and urgent care. These programs are provided by teams of skilled, doctors, nurses, allied health and support staff.

Over 45,031 (excluding Urgent Care) individual episodes of care were provided to members of our community during the 2013/2014 fi nancial year. Demand for most services is high and many services have waiting lists that the Referral and Appointment Service actively manages, aiming to keep waiting times for an appointment as short as possible, within the resources available.

Melton Health also has a state-of-the-art queue management system which effectively allows the Health Service to manage waiting times once the patient enters the building and registers their attendance until they are seen by the clinician.

Dental ServicesDjerriwarrh Health Services continues to run twelve public dental chairs located at Melton Health which offer general, denture and emergency treatment to eligible patients. Two dental chairs are assigned to a qualifi ed dentist or dental therapist and assisted by a qualifi ed dental nurse. Ten dental chairs are allocated to La Trobe University students. This year, our dental service was able to recruit additional dentists to open evening sessions fi ve nights per week. Under the National Partnership agreement for decreasing public dental waiting lists we worked to provide additional dental services to eligible adults in our community. As a result of this initiative, the wait for dental services was signifi cantly decreased and many adult patients benefi ted by receiving dental care sooner than expected. During the year dental services treated 13,669 individuals. Due to this increased activity we were able to reduce the average waiting days for an appointment to just under 300 days, compared to 680 days in 2012/2013.

In addition, the waiting days for dentures dropped to 120 days compared to 420 days in 2012/2013.

Djerriwarrh Health Services was honoured this year to receive a “People in Health” award, which was a fi rst time honour to recognise those who had demonstrated exceptional commitment, dedication and passion in their work across clinical education, training and workforce development. The Minister for Health award recognised Djerriwarrh Health Services for its partnership with La Trobe University in training fourth and fi fth year dental students.



2013

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14Medical ServicesDjerriwarrh Health Services is very fortunate to have the continuing support of many medical offi cers, with 75 listed on our data base as either being employed by DjHS or under contract. These include our employed Career Medical Offi cers, visiting General Practitioners, Specialists and Anaesthetists as well as some medical services which are contracted from other agencies.

We have a core group of Career Medical Offi cers employed by the health service who have been with the health service for a number of years now and are a vital part of our organisation’s growth. We continue to receive excellent support from local General Practitioners – both in Bacchus Marsh and Melton – for which we are most appreciative. During the year we welcomed senior registrars to our medical workforce – in the disciplines of Obstetrics and Paediatrics - and are on a rotational program with Sunshine Hospital, Western Health. We have a good partnership arrangement with Western Health in developing our medical workforce and having credentialing arrangements in place to allow these rotations to occur. We have continued our association with Deakin University and this year we have had two medical students on placement from them; this is a joint arrangement with the local General Practices who are the supervisors of the students while they are with us. Djerriwarrh Health Services is also pleased this year to welcome new General Practitioner practices into the community and will be supportive of these practitioners seeking credentialing to be part of our health service. The Medical Credentialing and Scope of Practice Committee has met four times during the past year. Membership of this Committee is made up of senior medical staff within the organization. All new medical offi cers must supply documentation to support their application to join the Health Service and this documentation is scrutinized by this Committee to ensure that the medical offi cer is suitable to be included in our workforce. In addition, all medical offi cers are re-credentialed every three years. In addition to this Committee, we have a number of specifi c medical groups – e.g. Anaesthetics, Obstetrics and Paediatrics – who meet on a regular basis to review any clinical incidents that may have occurred related to their discipline as well as to review clinical guidelines in place, to ensure that safe and quality of care is delivered to our community.

Supporting ServicesOur support services provide a necessary, valued and high quality role to all areas of the organisation. These teams include Finance, Human Resources, Information Technology, Health Information, Environmental, Stores and Procurement, Engineering, Administration and Food Services. To focus on some of their work; our Food Services Department produced 77,700 meals during the year, with 38,100 being for the Acute Hospital, Meals on Wheels and 39,600 being meals to the Residential Care Unit. During the year all staff completed mandatory Food Service Safety Training and the Department met all legislative requirements. Environmental Services undertake Hand Hygiene and Food Safety training on an annual basis.

Djerriwarrh Health Services is very responsive to ensuring environmental issues are well managed. We have had some major advances in the reduction of our carbon footprint with a decrease of our energy usage. The changes made in our heating, ventilation and air conditioning systems have seen a decrease of 12.2% in energy used. Based against our patient numbers we have also seen a decrease in general waste and an increase in PVC recycling across the organisation; this outcome has come about by identifi cation of materials that had previously not been recycled. During 2014/2015 we aim to achieve greater reductions in energy with changes to our climate control system at the Melton Health site, reductions in water usage at the Bacchus Marsh site with the addition of automation to our recycled water system and increased recycling of co-mingled products through staff education and the installation of recycling points in public areas.

The Administration Department has a varied role in support of the organisation. This role includes management of our patient information brochures, health service directories and providing a general enquiry and reception service to the organisation. The IT Department continues to face enormous pressure in their endeavours to keep the organisation in the forefront of information technology awareness and development, with new programs frequently being introduced to ensure that our patient management systems are up-to-date. Human Resources is another area which consistently offers a professional and knowledgeable support information service to the organisation. One example of their work is in acting in an intermediary role when there are staff management issues. They have also undertaken staff training in social media and bullying and harassment across all areas of the organisation during the year.



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

Djerriwarrh Health Services is an agency subject to the Freedom of Information Act (Victoria) 1982. As required under the Act, Djerriwarrh Health Services has nominated Robert Bruce Marshall as the Principal Offi cer and Angela Mayhew as the Freedom of Information Offi cer. A legislated fee of $25.70 per application applies and 20 cents a page.

Freedom of Information Requests received

The number of Freedom of Information (FOI) requests received comprised 74 for the Bacchus Marsh and Melton Regional Hospital, compared to 56 in the previous year, and 62 for Melton Health, compared to 30 in the previous year. In addition to the FOI requests, we received 31 requests for Medico-legal reports from the Courts, Police and other offi cial bodies

Djerriwarrh Health Services embraces the purpose of the Protected Disclosure Act 2012 which is to encourage and facilitate disclosure of improper conduct by public offi cers and public bodies. Improper conduct includes (1) corrupt conduct (2) substantial mismanagement of public resources and (3) conduct involving substantial risk to the environment. There were no reported disclosures under this Act during 2013/2014. Djerriwarrh Health Services is also compliant with the building and maintenance provisions of the Building Act 1993. Stringent fi re prevention measures are in place with annual smoke door checks undertaken by external contractors and regular checks of smoke detectors and sprinklers are undertaken through the year. We have an annual meeting with Country Fire Authority and State Emergency Service team members to ensure they are familiar with our buildings and emergency procedure management. Mandatory emergency training sessions are conducted for all staff.

We are also compliant with the Victorian Industry Participation Policy Act 2003. During this year, there

has not been a requirement to tender for services for construction or building works, given any activity of such has not reached the reportable values. Djerriwarrh Health Services is compliant with National Competition's Policy and has met the requirements of the Competitive Neutrality Policy Victoria.

Djerriwarrh Health Services is fully compliant with the Carers Recognition Act 2012. This Act formally acknowledges the important contribution that people in care relationships make to our community. The Act states principles relating to carers and for people being cared for.

In order to meet infection control standards, we have an Infection Control Coordinator in place who monitors all our processes in this area. An annual education program is in place for nursing and other clinical areas. Audits are undertaken annually in all areas which are then benchmarked against other like sized health services e.g. Australian Standard 4187 audit of sterilisation areas. Each year, we participate in a number of external audits. During this year these included audits in our Food Services Department as well as Environmental Services. In 2014 our Food Services has been assessed by an external Food Safety Auditor and we were 100% compliance with the Victorian Food Act 1984. In addition, we have had external audits undertaken on our Asbestos Management at the Bacchus Marsh site, Health and Safety Audit and a Security Audit. There was positive feedback from all these audits with some recommendations for improvement made.

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

2009/2010

2010/2011

2011/2012

2012/2013

2013/2014

78 80 116 86 136



2013

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14To ensure that risks are being managed in a consistent and proactive manner, Djerriwarrh Health Services has a risk management process in place which is consistent with the Australian/New Zealand Risk Management Standard 4360/2004. The Risk Review Committee is the responsible body for ensuring that all risks, including clinical and corporate, are controlled to a satisfactory level. To ensure that all areas of risk are monitored, there are other organisational committees in place including the Clinical Risk Committee, Health and Safety and Infection Control Committee. During the year no sentinel events were recorded, with 97 adverse events received, compared to 52 in the previous year. Many of these relate to transfers out of newborns who require management in a Special Care Nursery. These transfers were not previously recorded as adverse events. The adverse events were recorded as follows:

A Root Cause Analysis, or an indepth clinical review, was undertaken on 11 occasions which was for the most serious adverse events; a few recommendations were made following these reviews to minimise the risk of a similar event occurring again.

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

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

We continue to monitor the working environment for our staff to ensure that we provide as safe and health workplace as possible Reporting of incidents and our actions in response to them is an integral part of this process. One of the areas of concern we continue to monitor on a regular basis is that of aggression towards staff. This year the number of incidents is slightly lower than previously. We continue to reinforce with our staff that we have ‘zero tolerance’ of aggression towards them and they are actively encouraged to report any such incident. In addition, we have notices placed around the organisation to inform the public of our policy in this regard. During the year we engaged an external provider to conduct training course on ‘How to deal with Violence and Aggression’, which was very well received.

Workcover management is an important part of ensuring that staff feel supported during their injury time and we do have an active ‘Return to Work’ Program in place for staff who receive an injury while at work. Although there has been an increase in the number of staff, the number of claims still remains relative low, although there has been a slight increase this year with 12 new Workcover claims received for the year compared to 7 in the previous year.

Other ways in which we endeavour to support staff at work is ensuring that there is a very positive culture in dealing with any bullying and harassment issues. Annual mandatory education is required to be undertaken by all staff on this topic and any reports of issues around this topic are immediately dealt with. In addition, training in social media is mandatory for all staff to ensure that staff are aware of the issues that can arise out of inappropriate use of social media.

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

Complaints ManagementDjerriwarrh Health Service does welcome complaints as it allows us to review our processes to ensure that we are providing a high level and safe and quality care. Formal complaints are received by the Chief Executive. The Chief Executive will assign an ‘investigating offi cer’, usually a member of the Executive team, with the objective of being able to respond to the complainant within seven days with an outcome of the Health Services investigation. During 2013/2014 we received

Incident 2009/2010

2010/2011

2011/2012

2012/2013

2013/2014

Needlestick injuries 9 18 13 8 10Back sprains 5 5 4 5 6Other strains/injuries 27 20 20 2 32Aggression towards staff

54 69 23 55 47

TOTAL 95 112 60 70 95

Maternity incidents 50 (52%)Transfers out:

• Medical• Post-operative

246

30 (31%)

Return to Theatre 7 (7%)Renal dialysis transfers 10 (10%)TOTAL 97



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14

79 complaints compared to 69 in the previous year. There was no obvious trending of complaints. All our complaints are categorised according to the Seriousness Assessment Matrix (SAM), which was developed to enable health care providers to implement effective and consistent risk minimisation strategies. Using this scale, 66 complaints were categorised as minor, eleven (11) as moderate and two (2) as major. The major complaint related to a delay in a patient being informed of negative pathology results. One complaint was referred to the Health Services Commissioner.

ACCREDITATIONDjerriwarrh Health Services is currently accredited by the Australian Council on Healthcare Standards (ACHS) for four years, with this term expiring in mid 2015. During July 2013 we participated in the mid cycle Periodic Review of our accreditation status. We were one of the fi rst organisations to be reviewed against the new National Safety and Quality Health Standards (NSQHS). The NSQHS were endorsed by the Australian Health Ministers in 2011 and they provide a clear statement about the level of care consumers can expect from health service organisations. The primary aims of the NSQHS are to protect the public from harm and to improve the quality of health service provision. They provide a quality assurance mechanism that tests whether relevant systems are in place to ensure minimum standards of safety and quality are met. These Standards are now integrated in the accreditation process.

As part of the Periodic Review we were assessed against the fi rst three NSQHS – Governance for Safety and Quality in Health Service Organisations (Standard 1), Partnering with Consumers (Standard2) and Preventing and Controlling Healthcare Associated Infections (Standard 3). The ACHS Surveyors did not feel we were able to demonstrate suffi cient evidence to pass Standard 1 and we were allowed 120 days to achieve the requirements. We needed to demonstrate a more robust system for managing our clinical audits and also to provide evidence that our staff had a good knowledge of our quality and safety systems. We were able to amply demonstrate this when we were revisited by the surveyors late 2013. Following the review, we have been left with 19 Recommendations for improvement which we will need to have actioned by 2015.

At the time of the Periodic Review we were also assessed against the Home and Community Care (HACC) Program accreditation requirements – both for our nursing and allied health streams. We achieved this review process satisfactorily.

Accreditation for our Residential Care facility, Grant Lodge, is through the Aged Care Quality Agency. We are due for re-accreditation in 2015.

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

The communities of Melton and Moorabool are fortunate to have the combined dedication of the Executive staff, Service Managers, Staff, Medical Practitioners and Volunteers to ensure that Djerriwarrh Health Services achieves and maintains a high quality of care to our community.

Claire Sutherland


Bruce Marshall, OAM




2013

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14We are pleased to present a summary of the fi nancial results for the 2013/14 fi nancial year which have been prepared in accordance with the Financial Management Act 1994, applicable Financial Reporting Directions, Australian Accounting Standards including Interpretations, and other mandatory professional reporting requirements.

Djerriwarrh Health Services Comprehensive Operating StatementFor the Financial Year Ended 30 June 2014

2014 2013

$’000 $’000

Revenue from Operating Activities 54,183 49,919

Revenue from Non-Operating Activities 397 370

Employee Expenses (36,074) (32,941)

Non Salary Labour Costs (5,324) (4,678)

Supplies & Consumables (6,913) (6,852)

Administration Expenses (2,907) (3,739)

Other Expenses (3,178) (2,011)

Net Result Before Capital & Specifi c Items 184 68

Capital Purpose Income 964 863

Depreciation and Amortisation (2,824) (2,833)

Expenditure Using Capital Purpose Income (15) (37)

NET RESULT FOR THE YEAR (1,691) (1,939)

Other comprehensive income Items that will not be reclassifi ed to net result Changes in Physical Asset Revaluation Surplus 2,482 ----

COMPREHENSIVE RESULT 791 (1,939 )

Treasurer's Report


2013

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14

Djerriwarrh Health Services Balance Sheet

As at 30 June 2014

2014 2013

$’000 $’000

Current Assets

Cash and Cash Equivalents 1,338 1,043

Receivables 1,316 1,271

Investments and other Financial Assets 4,407 4,788

Inventories 276 237

Other Current Assets 169 191

Total Current Assets 7,506 7,530

Non-Current Assets

Receivables 1,229 1,028

Property, Plant & Equipment 32,479 31,484

Intangible Assets 48 235

Total Non-Current Assets 33,756 32,747

TOTAL ASSETS 41,262 40,277

Current Liabilities

Payables 2,432 3,427

Provisions 8,910 8,056

Other Current Liabilities 347 454

Total Current Liabilities 11,689 11,937

Non-Current Liabilities

Provisions 1,770 1,328

Total Non-Current Liabilities 1,770 1,328

TOTAL LIABILITIES 13,459 13,265

NET ASSETS 27,803 27,012

EQUITY

Property, Plant and Equipment Revaluation Surplus 14,792 12,310

Restricted Specifi c Purpose Surplus 693 670

Contributed Capital 7,193 7,193

Accumulated Surpluses 5,125 6,839

TOTAL EQUITY 27,803 27,012

Treasurer's Report


2013

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14Net Result Before Capital & Specifi c Items.The Net Result Before Capital & Specifi c items is the measurement of operating performance used by the Department of Health (DH). In the 2013/14 fi nancial year Djerriwarrh Health Services has recorded an operating surplus of $184k. Total Operating revenue for the 2013/14 fi nancial year was $54.580m. Total Operating expenditure for the 2013/14 fi nancial year was $54.396m.

The operating budget for the 2013/14 fi nancial year was an operational surplus of $124k.

The operational surplus was achieved due to:

• A saving strategy implemented over the 2013/14 fi nancial year. • Increased revenue strategies e.g. Increased Dental funding. • HACC growth funding.

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

Every effort was made in 2013/14 fi nancial year to produce a small operational surplus, which meant the implementation of a number of cost minimisation measures which created challenges throughout the organisation.

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

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

Revenue from Operating Activities and Operational Expenditure increased in the 2013/14 fi nancial year. The increase was due to:

• Increased Acute funding (WIES growth) • Additional programs/services (e.g. HACC growth funding, Commonwealth Dental funding) • General indexation.

The major source of Djerriwarrh Health Services Revenue from Operating Activities in the 2013/14 fi nancial year was Government funding totalling $49.630m. Djerriwarrh Health Services is very appreciative of the funding that it receives. The Health Service will continue to work closely with the Department of Health, to pursue the implementation of the Metropolitan and Rural Health Plan, which will better coordinate recurrent funding priorities that are aimed at achieving improved health care provision for our rapidly expanding population.

Employee benefi ts expenditure was $36.074m in 2013/14 and formed 66% of our operational expenditure. Given the efforts and commitment of our staff we are able to provide high quality health services.

Visiting Medical Offi cers form the majority of the $5.324m Non-Salary Labour costs in 2013/14. The continuing loyalty of our attending Specialists and GP’s ensures that all patients are treated in a professional and competent manner.

Capital & Specifi c Items.Capital Purpose Income totalled $964k in 2013/14. Djerriwarrh Health Services is very thankful for the fi nancial support it receives from the community. Donations are used to purchase much needed medical equipment. A special thank you is extended to the members of the Bacchus Marsh Ladies Auxiliary for their continued service.

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

Treasurer's Report


2013

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14

YEAR IN BRIEF 2013/14The following tables summarize the Financial Performance of DjHS.

Financial Performance

09/10$’000

10/11$’000

11/12$’000

12/13$’000

13/14$’000

Operating Revenue(Before Capital Items) 36,710 38,915 46,307 50,289 54,580

Operating Expenditure(Before Capital Items) 36,694 39,090 46,070 50,221 54,396

Operating Surplus/(Defi cit)(Before Capital Items) 16 (175) 267 68 184

Total Assets 36,562 41,009 40,478 40,277 41,262Total Liabilities 8,279 10,581 11,527 13,265 13,459Total Equity 28,283 30,428 28,951 27,012 27,803

Current Assest Ratio

1.20

1.00

.80

.60

.40

.20

-

600

500

400

300

200

100

0

-100

-200

-300

Operating Surplus/Defi cit

2009/10

$’000

2011/12

2010/11

2012/13

09/10$’000

10/11$’000

11/12$’000

12/13$’000

13/14$’000

Current Assets 4,777 5,999 6,660 7,530 7,506Current Liabilities 7,336 9,627 10,187 11,937 11,689Current Asset Ratio 0.65 0.62 0.65 0.63 0.64

2013/14

2009/10 2010/11 2011/12 2012/13 2013/14

Treasurer's Report


2013

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14

55,000

50,000

45,000

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

-

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

Average Collection Days

Private2013/14 2012/13

30 33Other Compensable 31 24Residential Aged Care 12 9

Debtors at 30th June 2013

Under 30 days$’000

31-60days$’000

61-90 days$’000

Over 90 days$’000

Total 30/06/14$’000

Total 30/06/13$’000

Private 63 3 4 15 85 44Other Compensable 147 17 14 - 178 241Residential Aged Care 10 3 - 13 26 23Total 220 23 18 28 289 308

2009/10 2010/11 2011/12 2012/13 2013/14

$’000

Total Operating RevenueIn 2013/14 Djerriwarrh Health Services spent $54.58 million of operating revenue on service delivery to our community. The graph below shows that our service delivery has increased in line with demand for our services. Further demand pressure will need to be absorbed into the current funding models.

Treasurer's Report


2013

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14

Workforce Data

The table below shows the Full time equivalent (FTE) employee numbers as at 30 June 2014 and 30 June 2013.

Labour Category JUNE Current Month FTE JUNE YTD FTE

2013 2014 2013 2014

Nursing 169.83 187.29 165.13 177.38Administration and Clerical 82.64 92.36 87.05 88.83Medical Support 24.56 25.63 25.49 24.98Hotel and Allied Services 30.21 33.66 31.51 33.21Medical Offi cers 1.07 1.09 1.12 1.11Hospital Medical Offi cers 9.64 9.50 9.27 8.51Sessional Clinicians 0.70 0.71 0.71 0.72Ancillary Staff (Allied Health) 56.58 60.01 55.33 60.89

ConsultanciesIn 2013/14 total consultancy expenditure was $29,865.

Individual Consultancies over $10,000 for the 2013/14 fi nancial year:

Name Reason Amount ($)

Provider Assist Professional services 27,106

There was also 3 other consultants used (expenditure per consultant was under $10,000) within the 2013-14 fi nancial year.

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

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

Bruce Marshall, OAM

Chief ExecutiveBacchus Marsh

18th August 2014

Michael Tudball, AFSM

Treasurer Bacchus Marsh18th August 2014

Treasurer's Report


2013

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14ACKNOWLEDGING OUR VOLUNTEERSOur volunteers are gratefully acknowledged for the hard work and support they give Djerriwarrh Health Services during the year. Our volunteers help in many areas of the organisation which include Meals on Wheels, Melton Health, Melton Community Health, Grant Lodge, Consumer Transport, Friendly Visiting, Hospital Auxiliary, Palliative Care and the Hospital Kiosk. Without our volunteers it would be extremely diffi cult to provide the services to our community in the way that we do.

Gregory Adams

Masuma Akther

Elizabeth Anthony

Barbara Atkin

Janet Austin

Pamela Bailey

Daryl Baker

Sue Baker

Therese Baker

Gillian Barker

Jennifer Barrie

Margaret Bates

Greta Beale

Vivienne Bearne

Brianna Bell

Margaret Bennet

Anne Bennett

Carmel Berry

Maureen Bird

Iris Blythe

Peter Blythe

Margaret Boylan

Linda Bracksley

Jill Braithwaite

Judith Bridges

Kevin Bridges

Betty Bridgewood

Joe Broad

Pamela Broad

Joan Brown

Marlene Burvill

Muriel Buxton

Anthony Buxton

Barbara - Anne Caisley

Fiona Callow

Jean Carboon

Norman Carboon

Pauline Carson

James Cattlin

Elizabeth Charge

Janice Chircop

Chris Christie

Nola Closter

Lindsay Collins

Lorraine Costa

Shirley Cowley

Geoffrey Crane

Heather Crouch

Glenys Currie

Elizabeth Davie

Kathryn Davies

Lauren Davies

Gillian Davis

Barbara Day

Wendy Deacon

Barry Dean

Jessica Despott

Barbara Di Collalto

Joyce Dick

Vernon Dick

Valerie Dickson

Anne Dodd

Sandra Downs

Celestine Drake

Sue Drury

Dinah Eden

Beverley Edwards

Lili Eggleston

Liza Elphick

Dorothy Estlick

Mary Evans

Janice Farmelo

Lynne Farrer

Marilyn Fernandez

Gwenda Ferry

Jennifer Fisher

Veronica Fitzgerald

Helen Fleming

Rebecca Gallo

Anne Gatt

David Gibbs

Jenny Gibson

Adelaide Giddens

Carol Glass

Peter Glass

Carol Goetz

Robyn Goodman

Community and Staff


2013

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14

Julie Govan

Agnes Governi

Gino Governi

John Graham

Deborah Grech

Carole Griffi ths

Alice Grounds

Keith Gundry

Robyn Gunn

Ann Hall

Elva Hannah

Bill Hansford

Mandy Harrington

Valerie Hawkin

Andrew Heal

Nanette Hein

Wendy Hemphill

Lynette Hewat

Pamela Hill

Robyn Hine

Kaye Holland

Athena Holmes

Debra Honig

Dorothy Hornbuckle

Greg Hose

Marg Hose

Keith Howard

Emmy Jansink

Herman Jansink

Harriett Jarman

Janet Jenks

Judy Jensz

Donald Johnson

Julie Johnson

Wayne Johnson

Gloria Jones

Pieter Jongkryg

Melissa Kalin

Lynette Kinder

Cheryl King

Patrick Kirwan

Eileen Knight

Abdalla Kori

Bianca Krause

Rachel Laurie

Betty Le Sueur

Jennifer Leach

Brenda Lee

Wendy Lesko

Faye Lidgett

Jillian Lidgett

Bernice Light

Heather Linsdell

John Linsdell

Patricia Liversidge

Elizabeth Lummis

Helen Lyne

Trevor Lyne

Elspeth Mackay

Ian Malloy

Nelly Maloney

Thelma Manly

Wendy Mannix

Judy Martin

Sherryl Maslak

Carmel Matthews

Jean Maxwell

Donna May

Christine McCarter

Joanne McCormack

Beverly McCourt

Pauline McDonald

Carol McGrath

Janice McGuiness

Cathryn Merry

David Millar

Robyn Millar

Lee-Anne Miller

Margaret Miller

Patricia Miller

Susan Miller

Bertha Missen

Elizabeth Mitchell

Daniela Mitreska

Beryl Morgan

Alexander Moroz

Merryn Morris

Francie Muccignat

Margaret Murdoch

Karin Murer

Betty Nelson

Lynette Newland

Lorna Newman

Sara Nigjeh

Susanne O'Dwyer

Robyn O'Keefe

Carolyn Olthof

Kathryn Orchard

Barbara Palmer

Sylvia Palmer

Wendy Parkes

Jennifer Partridge

Community and Staff


2013

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14Marie Perry

Jennifer Petersen

Nola Pettett

Helen Pike

Kenneth Polmear

Dana Portelli

Leah Powell

Elizabeth Poynter

Muriel Price

June Prout

Nola Roberts

Janet Rooke

Winsome Rose

Kathleen Rowan

Kerry Saksida

Jane Seymour

Dianne Simboro

Lauraine Slater

Yvonne Spargo

Audrey Stanaway

Melita Stephenson

Anthony Stevens

Gayle Stevens

Graeme Stewart

Lorraine Stewart

Nancy Stewart

Kathleen Stone

Kym Studley

Rona Sweet

Lorraine Symons

Olive Tait

Glenda Tanner

Stefan Theuma

Jeanette Thomas

Mandy Thomas

Margaret Thompson

Pamela Thorne

Jill Anne Thorneycroft

Raymond Thorneycroft

Alice Trask

John Trask

June Trask

Norma Trotter

Gilbert Tudball

Brigid Vallance

Rosemary Van Alkemade

Gerry Van Baast

Tua Maung Van Uk

Dorothy Van Zuylen

Peter Van Zuylen

Melinda Venditti

Cheryl Vicars

Betty Wallington

Kathleen Warwick

Susan Webber

Helga Weiss

Denise Werner

Joan Wesley

Keith Wesley

Jean Weybury

Lucille Wheelahan

Robert Whitefi eld

Derek Williamson

John Wilson

Margaret Wilson

Barbara Wood

Lynette Young

Thelma Young

Emilia Zacharias

Stephanie Zacharias

Lina Zaman

Diana Zilm

John Zilm

Catharina Ziola

Community and Staff


2013

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14

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

Debhra ABOUGELIS

Janine BOWMAN

Jennifer CUTAJAR

Maryvonne EMILE-MCMILLAN

Amanda EVANS

Rosann FREEMAN

Leonie GILBERT

Kerryn HORNBY

Jan MCKENZIE

Ruth MARTIN

Kim PROSSER

Meagan THOMAS

Mary WATERS

Richard YANG

Joanne WEAVER

Brenda BONE

Christine BRADEN

Maree CARLYON

Georgina DAWSON

Judith DEHNERT

Christine FROST

Annette GOHLER

Andrew GRIFFITH

Margaret HERRING

Jo-anne MITCHELL

Janet O’CONNELL

Jenny REES

Judith SIMPSON

Kellie TAYLOR

Joan EDDY

Ivy PEARCE

Jane CAPE

Cheryl COWAN

Celestine DRAKE

Terri DREWITZ

Robyn HITCHINGS

30 YEARS 25 YEARS

20 YEARS 15 YEARS

10 YEARS

Marion JENSZ

Margaret OLDFIELD

Robin PORTER

Community and Staff


2013

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14

ADVANTAGE SALARY PACKAGING

ALAN MANCE HOLDEN

AUTOBARN

BACCHUS MARSH BIKE RIDERS

BACCHUS MARSH FOOD WORKS

BACCHUS MARSH GRAMMAR

BACCHUS MARSH LADIES AUXILIARY

BACCHUS MARSH LAWN TENNIS CLUB

BALLARAT & DISTRICT HOLDEN CAR CLUB

CALLEJA GROUP OF COMPANIES

CONE AND CANDY (EASTER EGG HUNT)

COURTHOUSE HOTEL

CWA MELTON

DEVENNY PAYNE

DIANA GIBSON AO

HAYDEN LEGRO LAWYERS

D.A. NARDELLA MLA

In Memory of GAVAN SHEA

In Memory of GRAEME PLATT

In Memory of JOAN BUIST

In Memory of KEITH WERNER

In Memory of MAX DURHAM

In Memory of RAY STEVENS

In Memory of RUSSELL HOLMES

In Memory of SARAH CAFFERKEY

LIONS CLUB OF MELTON

MELTON SHIRE COUNCIL

MOORABOOL SHIRE

REGIONAL TYRE SERVICE

RUSTEL PTY LTD

SHANE COOK HOMES

SHANNONS

ST ANNE'S WINERY

STAR DISPLAYS

THE ELMS MEDICAL CLINIC

THE PLOUGH HOTEL

THE WILLIAM ANGLISS (VICT) CHARITABLE FUND

TREVOR HOLLAND (GRANT LODGE)

TREVOR HOLLAND (PALLIATIVE CARE)

TRIPOD FARMERS

WATERSUN HOMES PTY LTD

DONATIONSDonations totalled $315,984 in the 2013/14 fi nancial year. Djerriwarrh Health Services is very grateful to those who have made donations during the fi nancial year. Particular recognition must once again be given to the Bacchus Marsh Ladies Auxiliary who continue to work so hard on our behalf and make a signifi cant contribution to our donations.

Community and Staff


2013

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14

Please contact 03 5367 2000

or email: [email protected] if the

Financial Statement is not attached here.

Financial Statements

Bacchus Marsh & Melton Regional Hospital:

Grant Street, PO Box 330

Bacchus Marsh VIC 3340

Ph: +61 3 5367 2000

Fax: +61 3 5367 4537

Bacchus Marsh Community Health Centre:

Turner Street, PO Box 330


Ph: +61 3 5367 9674

Fax: +61 3 5367 4274

Caroline SpringsCommunity Health Centre:

Level 1, 13-15 Lake Street

Caroline Springs VIC 3023

Ph: +61 3 9361 9300

Fax: +61 3 9361 9399

Melton Community Health Centre:

Cnr. High & Yuille Street,

PO Box 3, Melton VIC 3337

Ph: +61 3 8746 1100

Fax: +61 3 9743 8640

Grant LodgeResidential Aged Care:

6 Clarinda Street, PO Box 330


Ph: +61 3 5367 9627

Fax: +61 3 5367 8023

Melton Health:

195-209 Barries Road

Melton West VIC 3337

Ph: +61 3 9747 7600

Fax: +61 3 8746 2072

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