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2014
BETTER TOGETHERCommunity Consultation
CENTRAL, V ITAL AND THRIVING
Marlene CC Committee
Maureen CC Committee
Judy CC Committee
Cornish Street, Castlemaine Vic 3450, PO Box 50www.castlemainehealth.org.au
Annual Report
ANNUAL REPORT 2014
ContentsKey Achievements 1
Overview of Services 2 provided
Report to the Community
– President’s Report 3 – Chief Executive Officer 4
Strategic Plan 6
Organisational Chart 7
Corporate Governance 8
Nursing Care and Education 9
Medical Services 10
Community Care 11
Corporate Services 13
Environment 13
Human Resources 15
Statutory Compliance 19
Acknowledgement/Maps 20
Disclosure Index Inside back cover
Without the consumers and the community, we could not do what we do here at Castlemaine Health.
Consumers provide us with a unique perspective, allowing us to make decisions that reflect the needs of our community. They help us to provide a safe and quality service for all, constantly reminding us that we are here to enhance the consumer experience.
There are a number of ways that consumers can contribute, ranging from participation in the Consumer Consultation Committee through to involvement in specially selected projects.
Our aim is to create a service that reflects the diverse needs of our community. If you are interested in providing input as a consumer and/or would like to find out more, please contact the Public Relations Department on 5471 1505.
VisionCastlemaine Health will be widely acknowledged within our industry and by stakeholders as a preeminent Australian Rural Health Service.
Better together
MissionAs a comprehensive rural health service for the Castlemaine district we shall maturely continue to expand our knowledge, learning, services and skills and partner with other stakeholders to provide person centred care of the highest quality.
Castlemaine Health acknowledges the support of the Victorian Government
Disclosure IndexThe annual report of Castlemaine Health is prepared in accordance with all relevant Victorian legislation. This index has been prepared to facilitate identification of the Department’s compliance with statutory disclosure requirements.
LEGISLATION REQUIREMENT PAGE REFERENCEMINISTERIAL DIRECTIONSREPORT OF OPERATIONSCHARTER AND PURPOSEFRD 22E Manner of establishment and the relevant Ministers 2FRD 22E Objectives, functions, powers and duties 8FRD 22E Nature and range of services provided 2MANAGEMENT AND STRUCTUREFRD 22E Organisational structure 7FINANCIAL AND OTHER INFORMATIONFRD 10 Disclosure index 21FRD 11A Disclosure of ex-gratia expenses 19FRD 12A Disclosure of major contracts 19FRD 21B Responsible person and executive officer disclosures AFSFRD 22E Application and operation of Carers Recognition Act 2012 19FRD 22E Application and operation of Freedom of Information Act 1982 19FRD 22E Compliance with building and maintenance provisions of Building Act 1993 19FRD 22E Details of consultancies over $10,000 19FRD 22E Details of consultancies under $10,000 19FRD 22E Employment and conduct principles 18FRD 22E Major changes or factors affecting performance AFSFRD 22E Occupational health and safety 16FRD 22E Operational and budgetary objectives and performance against objectives AFSFRD 22E Significant changes in financial position during the year 14FRD 22E Statement of availability of other information AFSFRD 22E Statement on National Competition Policy AFSFRD 22E Subsequent events 17FRD 22E Summary of the financial results for the year AFSFRD 24C Reporting of office-based environmental impacts 2FRD 22E Workforce Data Disclosures Including a statement on the application of employment and conduct principals 18FRD 25B Victorian Industry Participation Policy disclosures 19FRD 29 Workforce Data disclosures 18SD 4.2(g) Specific information requirements 19SD 4.2(j) Sign off requirements 19SD 3.4.13 Attestation on data integrity 19SD 4.5.5.1 Ministerial Standing Direction 4.5.5.1 compliance attestation 19SD 4.5.5 Risk management compliance attestation 19SD 4.5.5.1 Attestation on data integrity 19FINANCIAL STATEMENTS REQUIRED UNDER PART 7 OF THE FINANCIAL MANAGEMENT ACT
Letter of comfort AFSSD 4.2(a) Statement of changes in equity AFSSD 4.2(b) Comprehensive Operating Statement AFSSD 4.2(b) Balance Sheet AFSSD 4.2(b) Cash Flow Statement AFSOTHER REQUIREMENTS UNDER STANDING DIRECTIONS 4.2SD 4.2(a) Compliance with Australian accounting standards and other authoritative pronouncements AFSSD 4.2(c) Accountable officer’s declaration AFSSD 4.2(c) Compliance with Ministerial Directions AFSSD 4.2(d) Rounding of amounts AFSLEGISLATIONFreedom of Information Act 1982 19Carers Recognition Act 2012 19Victorian Industry Participation Policy Act 2003 19Building Act 1993 19Financial Management Act 1994 3/AFS
AFS - Attached Financial Statement; IF - Inside Front
CENTRAL, V ITAL AND THRIVING 1
BETTER TOGETHERCommunity Consultation
Key achievements
• CommissioningthenewOperatingSuiteandUrgentCareCentre.
• CADARGbecameanaccreditedservice,meetingallstandards.
• Introductionofaphysiotherapyledpainmanagementprograminresidentialagedcare.
• OlderPerson’sNursePractitionersuccessfullyendorsedthisyear.
• FurtherdevelopmentofChildren’sCentre,expansionofAlliedHealthservicesforschoolagechildren.
• WholeofStudentServicesPlacement(WoSSP)programafinalistatInauguralPeopleinHealthAwards.
• OutandOutClubcelebratedtwentyoneyearsasaprogramforyoungeradultswithadisabilitylivingintheMountAlexanderShire.
• Improvedmanagementofthedeterioratingpatient/residentwiththedevelopmentofnewprocesses,systemsalongwithstaffeducation.
• AppointmentofVisitingGeriatricianandRehabilitationSpecialisttoConnollyRehabilitationUnit.
• ContinuationofexternalpeersupportforGeneralPractitionerObstetriciansandMidwives.
• ClinicalplacementofsecondandfourthyearpharmacystudentsfromLatrobeUniversity.
• IntroductionoftheNationalMedicationManagementPlantoimprovecommunicationbetweenhealthcarecliniciansaboutpatientmedications.
• IntroductionofaHospitalMedicalOfficerroletotheConnollyRehabilitationUnitviaBendigoHealth.
• OverallimprovementinInfectionControlOrganisationalcomplianceto95%in2013-14.
• UpgradeofIntakeandReceptionofficeswithintheCommunityRehabilitationCentre.
• PlanningandimplementationoftheAlliedHealthGraduateProgram.
• ReviewofHIPPrograms(HealthIndependencePrograms)inpreparationforActivityBasedFunding.
• Clientsurveyswerecompletedwith95%happywiththeservicereceivedintheCommunityRehabilitationCentre.
• PathwayreviewforHARPclientsinordertoprovideamoreseamlessservice.
• ABladderScannerhasbeenpurchasedforuseinthecommunity.
• PodiatryDepartmenthasestablishedapaediatriccliniclocatedintheChildren’sCentre.
• MergingofthePalliativeCareandDistrictNursingServicetoprovidemorestreamlinedcommunityservice.
• Pre-schoolassessmentsbyanOccupationalTherapistandPhysiotherapisthavebeenintroduced.
• ImplementedtheBoardProvidersProgrampartneringwithStLukes.
• PurchaseoftwocaravansbyCADARGtobeusedprimarilyforyoungpeopleatriskofhomelessness.
• NewAdultDayServiceActiveTuesdays,ActiveChoicesprogramtrialedandreviewed.
• DevelopmentofanIndividualisedBudgetSoftwareprogramtomeetstandardsforconsumerdirectedcare.
• Onlinerecruitmentsoftwareimplementationcompleted.
• CastlemaineHealthpayrollteamnowsuppliesservicestofiveorganisationsacrosstheLoddonMalleeregion.
ACTIVITY Target 2013-14 actuals
WIES Activity Performance
WIES (public and private) performance to target % 2151 1875 (88%) estimate
Acute admitted
WIES public 1640 1440 estimate
WIES private 407 382 estimate
TOTAL WIES (public and private) 2047 1822 estimate
WIES DVA 99 69 estimate
WIES TAC 5 3 estimate
WIES TOTAL 2151 1894 estimate
Acute non-admitted
Emergency Services - 4691
Subacute and Nonacute Admitted
GEM DVA 430 250
GEM Private 219 634
GEM Public 1387 824
Palliative Care DVA - 41
Palliative Care Private - N/A
Palliative Care Public - 14420
Rehab DVA 636 678
Rehab Private 2274 2052
Rehab Public 4700 5624
Transition Care – bed days 1946 1502
Transition Care – home days 792 745
Aged Care
Residential Aged Care Full compliance Full compliance
HACC 95% Full compliance
Quality and safety
Health service accreditation Full compliance Full compliance
Residential aged care accreditation Full compliance Full compliance
Cleaning standards:
High Risk areas 85% 95.5%
Moderate Risk areas 85% 96.3%
Health care worker immunisation - influenza 75% 59.7% to June 30th
Submission of data to VICNISS 100% 100%
Hospital associated infection surveillance (Acute):
Methicillin Resistant Staphylococcus Aureus 0 0
Vancomycin Resistant Enterococcus 0 0
Clostridium Difficile 0 3
Occupational Exposure ≤6 9
Hand hygiene (rate) 70% 89.1%Staphylococcus aureus Bacteraemia rate per occupied bed days:Healthcare associated 0 0
Community associated 0 1Victorian Patient Satisfaction Monitor (Jan – Jun 2013) 73 82.5
Consumer Participation Indicator (Jan – Jun 2013) 73 83.0
Victorian Hospital Experience Measurement Instrument (Jan – June 2014)
Yet to be implemented
Yet to be implemented
People Matter Survey 50% 32%
MaternityPercentage of women with prearranged postnatal home care 100% 100%
Percentage of eligible newborns screened for hearing deficit before one month 100% 100%
Performance Priorities
2
ANNUAL REPORT 2014
Acute/sub acute (50 staffed beds)• Medical
• Obstetric
• Paediatric
• Rehabilitation
• Geriatricevaluationandmanagement
• Respite
• Surgical
• Accidentandemergency
Residential Aged CareHigh care (90 beds)
• ElleryHouse
• ThompsonHouse
Low care (75 beds)
• Spencely
• Penhall
• Thompson
Transitional care (6 beds)
• ThompsonHouse(4beds)
• Community(2beds)
Community• DistrictNursingServices/Palliative
Care/PostAcuteCare
• PostAcuteCareHomeServices
• AgedCareAssessmentService
• AdultDayActivityCentre
• CommunityRehabilitationCentre/AlliedHealthdepartments
• VolunteerandSocialSupportProgram
• CastlemaineandDistrictAccommodationandResourceGroup(CADARG)
• EarlyInterventionProgram
• CommunityAgedCarePackages
• ContinenceService
Client Services• Medical
• NursingandPersonalCare
• Welfare/socialwork
• Podiatry
• OccupationalTherapy
• Physiotherapy
• Speechtherapy
• Dietetics
• Continencemanagement
• Volunteerassistance
• Pharmacy
• Psychiatry
• Pastoralcare
• Infectioncontrol
• Recreationalactivities
• Transport
• Pathology(providedonsitebyHealthScopePathology)
• Radiologyandultrasonography(providedonsitebyBendigoRadiology)
Corporate Services• Engineeringservices
• Supplydepartment
• HumanResources
• HealthInformationServices
• InformationServices
• PublicRelations/Fundraising
• FinanceDepartment
• Environmental/Laundryservices
• OccupationalHealthandSafety
• QualityDepartment
• Catering
• EmergencyRiskandCompliance
• Payroll
• Transport
• Laundry
Training and Development• Traininganddevelopment
ApprenticeshipsandTraineeships
• GraduateNurseProgram
• InitialRegistrationofOverseasNursesProgram
• ReturntoPracticeNursesProgram
• PublicHealthPrograms/HealthPromotions
• StaffEducation/ProfessionalDevelopment
• UndergraduateProgram
• WorkExperienceProgram
Castlemaine Health is a public hospital incorporated under the Health Services Act 1988 and has a variety of programs and services funded by:
Department of Health (Federal)
MinisterforHealthThe Hon Peter Dutton MP
MinisterforSocialServicesThe Hon Kevin Andrews MP
MinisterforIndigenousAffairsSenator the Hon Nigel Scullion
TheDepartmentofHealth(Victoria)MinisterforHealthandAgeingThe Hon David Davis MP
MinisterforMentalHealthThe Hon Mary Wooldridge MP
The Department of Human Services (Victoria)
MinisterforCommunityServices,MinisterforDisabilityServices&ReformThe Hon Mary Wooldridge MP
TheDepartmentofEducationandEarlyChildhoodDevelopment(Victoria)MinisterforEducationThe Hon Martin Dixon MP
Overview of Services Provided
CENTRAL, V ITAL AND THRIVING 3
BETTER TOGETHERCommunity Consultation
Itisalwaysausefulandpositive
experiencetopausetotakestockand
reflectontheprevioustwelvemonths.
Ifocusmyreflectionsinthisreportonthe
organisation,thecommunityandthe
board.
Ithasbeenabigyearforthe
organisation.Staffhavehadtodealwith
agreatdealofchangeaswellasthe
buildingprogramandhaverisentothe
challengeinanimpressiveway.The
buildingworkshavebeenamajorfocus
anditwasapleasuretocelebratethe
completionofallworksattheopening
on30May2014withtheMinisterfor
HealththeHonDavidDavis.Wenow
havetwomodernoperatingtheatres,a
muchimprovedentryandurgentcare
centreandimprovementstoourday
surgeryfacilities.Iwouldalsoliketo
thankourneighbouringhealthservices:
BendigoHealthcareGroup,Kyneton
DistrictHealthService,Maryborough
DistrictHealthServicesandHepburn
HealthServiceforworkingso
cooperativelytotakeoursurgical
patientsduringtheconstructionperiod.
Creditmustalsogototheprojectcontrol
groupchairedbyourformerpresident
GlennSutherlandwhichincluded
representativesfromtheDepartmentof
Health,staff,theBoard,theconstruction
companyandthearchitecturalfirm.
Inordertorespondtoourfinancial
deficit,theorganisationundertooka
completeservicereviewinOctober
2013.Again,Iacknowledgethe
challengeofthisandthankstafffortheir
fullcooperation.Thereporthad
numerousrecommendationswhichhave
informedourFinancialManagement
ImprovementPlan.Weareworking
throughthisandaimtohaveabalanced
budgetbyJune2015.Thishasrequired
changestoservicedeliveryandstaff
levelsandmanydifficultdecisionshave
beenfaced.TheBoardisoftheviewthat
thesechangesaresettingusonapath
toasustainablefuture.
Iwouldliketoacknowledgethe
exemplaryleadershipofourCEOand
hisstrongworkethic.Heiswell
supportedbyhisexecutiveteamand
seniorstaff.InMay2014oursenior
teamledtheorganisationthrougha
mockaccreditationfortheNational
SafetyandQualityHealthService
Standards.Whilstweperformedwell,
thereisworkaheadofustoachieve
accreditationwhentherealauditoccurs
inSeptember2014.
CastlemaineHealthisveryfortunateto
enjoyahighlevelofcommunitysupport.
Iknowthatmuchofthisisduetothe
greatcareandloveourstaffshowto
patientsandresidents,whichishighly
valued.Thereisagreatteamof
volunteerswhoprovidesocialsupportto
manyofourclients.Wealsoappreciate
thefundraisingofanumberofdedicated
communitygroupsandlookforwardto
thiscontinuing.Communityand
consumerparticipationisgoingtobea
muchstrongerfocusforCastlemaine
Healthoverthenext12monthsaswe
findmorewaystoincludeconsumers
andcommunitymembersinourservice
planninganddelivery.
Finally,Iwouldliketothankand
acknowledgetheworkofmyfellow
Boardmembers.Ourgovernancerole
requiresustobewellinformed,attend
training,participateinboardsub-
committeesandkeepupwithmaterial
presentedtous.Wefarewelltwoofour
longstandingboardmembers,
DrLesFitzgeraldandMsLeeBower.
Theirquestioning,challengingand
commitmenttoourorganisationhas
madethemvaluableBoardmembers.
InJulywewillwelcomefournew
memberstoourBoard.Theywillbringa
rangeofskillsintheareasoffinance,
clinicalgovernance,riskmanagement,
governanceandstrategy.Castlemaine
HealthisabouttofinaliseitsStrategic
Planforthenextthreeyears,buildingon
theserviceplanningandorganisation
reviewthattookpartinthelatepartof
2013.Iamlookingforwardtoworking
withtheBoard,staffandourcommunity
andembracingournewstrategic
directions.
InaccordancewiththeFinancial
ManagementAct1994Iampleasedto
presenttheReportofOperationsfor
CastlemaineHealthfortheyearending
30June2014.
Carolyn Wallace
President
Report to the Community
Carolyn Wallace, President
4
ANNUAL REPORT 2014
LastyearIwrotethatCastlemaineHealth
wouldfaceanumberofsignificant
challengesin2013/2014relatedtothe
redevelopmentofouroperatingtheatres
andtheassociatedrelocationofour
theatresurgicalcases,preparationfor
theNationalStandardssurvey,ongoing
financialpressuresandareviewofour
currenthealthserviceprofile.Eachof
thesechallengeshasbeenafocusof
theorganisationthisyear.Ourcapital
worksweresuccessfullycompletedand
whilstwearestillfacingother
challenges,thereisanairofgrowing
confidencethatwearemakinggood
progresstoreturningCastlemaineHealth
backtobeingatopperforminghealth
service.
Theatre, urgent care and associated
capital works
Our$10Mcapitalprojectwasofficially
openedonthe30May2014bythe
MinisterofHealthandAgeingthe
HonorableDavidDavis.Theproject
whichwascommencedinFebruary2013
hascreatedanewfrontentrance,new
mainreception,operatingtheatresuite
withtwonewtheatres,refurbishedurgent
careandimprovedacutereception.
Also,partsoftheacutewardwere
refurbishedandmedicalimaging
relocatedtonewrooms.Many
challengeswerefacedsuchaskeeping
theurgentcareandacuteservices
functioning,dealingwithrockand
maintainingaccess.Anotherchallenge
wasconstructionofnewfacilitiesthat
neededtoaligntoabuildingthatwas
builtaroundthe1860’s.Numerousother
latentconditionswerediscoveredduring
thedemolitionphaseandkeepingthe
projecttobudgetandtimeframewas
verydifficult.However,withallmajor
partiesworking
co-operativelytheprojectcameinon
budgetandthetotalprojectwasonly
marginallydelayed.Theprojectwasa
greatsuccessandnowCastlemaine
Healthcanstartreceivingthebenefits
fromitsnewfacilities.
AspecialthankyoutoRodWoodford,
ChiefEngineerandtheengineeringstaff
fortheircontributiontotheprojectandall
staffwhoputupwithdisruptiontotheir
workenvironmentduringthe
constructionphase.
Service Plan
CastlemaineHealthengagedAspex
ConsultingtoassisttheBoardin
developingstrategichealthservice
directionstomeetitsanticipated
communityneedsinthefuture.The
ServicePlancompletedincludedan
environmentalanalysisoffactorsthatwill
influencefutureserviceprovision,
regionalandstatewidehealth
improvementstrategies,anassessment
ofthecurrentfacilitiesandthe
effectivenessofthecurrentrangeof
services.
TheServicePlanidentifiedarangeof
optionsthatwillbeconsideredaspartof
thenewStrategicPlan2014/2019.
Strategic Plan
CastlemaineHealthhascommencedthe
developmentofournewStrategicPlan
2014/2019whichwillbefinalisedby
September2014.Thisisanopportunity
tousethisconsultativeprocesstoreview
currentservices,determinewhatthe
communitywantsourroletobeinthe
LoddonMalleeRegionandtodiscuss
howwecangetthere.
Fortheyear2013/2014ourcurrent
StrategicPlan(2009to2014)asreported
lastyearguidedourdecisionsand
actions.
Financial position
CastlemaineHealth’sdecliningfinancial
statusattheendof2012/2013wasa
majorconcernfortheBoardandthe
DepartmentofHealth.Whilethe
temporaryclosureoftheoperating
theatrewasacontributingfactor,there
wereotherfactorsthatadverselyaffected
thefinancialresult.Withtheassistanceof
theDepartmentofHealth,theBoardand
Executivehaveprogressively
implementedarangeofstrategiesto
improveourfinancialperformance.
Theseincludeafinancialimprovement
plan,financialreportingframework,
restructuredfinancedepartmentand
mostimportantlyeducationand
consultationwithDepartmentHeadson
thebudgetingandmonitoringof
performance.Ouractionshaveresulted
inanimprovedfinancialresultthisyear
andprovideafoundationforaneven
betterresultin2014/2015.
Report to the Community
IanFisher,CEO
CENTRAL, V ITAL AND THRIVING 5
BETTER TOGETHERCommunity Consultation
Board, Executive, Staff and Visiting
Medical Staff
AgainthesuccessesofCastlemaineHealthcannotbeachievedwithoutaskilledandcommittedBoardofManagement,Executiveandstaff.IwouldliketoexpressmyappreciationtoBoardPresident,CarolynWallace,BoardVicePresidentSharonFraserandTreasurerIanMcKenzieandotherBoardmembersforvolunteeringanincreasingamountoftheirtimetomeettheirgovernanceresponsibilitiesandensuringthecommunityservedbyCastlemaineHealthcontinuestohaveaccesstoawiderangeofqualityservices.
TheBoardisactivelystrivingtoimproveitsgovernancethrougharangeofeducationanddevelopmentalactivities.TheseincludeattendingVictorianHealthAlliance(VHA)andDepartmentofHealthBoardroundtablesandforums,undertakingtheAustralianCentreforHealthcareGovernance(ACHG)evaluationandassessmenttoidentifyareasforfurtherimprovement,strategiesforrecruitmentofspecialisedskillsandallocationoftimeateachmeetingforfurtherdevelopment.
Aunited,happyandcommitted
Executiveteamisessentialtoensureour
delegatedresponsibilitiesaremetwell.
IacknowledgetheworkoftheExecutive
team:ExecutiveDirectorofNursing
ServicesAmandaEdwardsand
ExecutiveDirectorofCommunity
ProgramsRhondaWilliams,fortheir
commitmentandeffortthroughoutthe
year.AlsothankyoutoExecutive
DirectorofCorporateServicesRick
MunariandExecutiveDirectorofMedical
ServicesDrGlennHowlettwhoboth
resignedduringtheyear.
Toimproveoursafety,qualityand
financialpositionwehaveidentifiedand
madenumerouschangesacrossthe
organisationthisyear.Manyofthese
changeshaveadverselyimpactedon
individualstaff,someofwhomhave
workedatCastlemaineHealthformany
years.Iacknowledgethecontributionof
thesestaffandallstaffingeneralfortheir
ongoingcommitmentandspiritinwhich
theyhaveengagedintheprocesseswe
haveimplementedtointroducechanges.
ThecommunityofCastlemaineiswell
servicedbylocalandothervisiting
medicalpractitioners.Weareextremely
fortunatetohaveprofessionaland
committedGeneralPractitionersto
providethemajorityofourinpatientand
urgentcareservices.
Wearealsowellservicedbyagrowing
numberofspecialistswhoarekeento
maintainand,wherewehavethe
capacity,toexpandtheirservices.
Volunteers
Aspecialthankyoutoallourvolunteers
whohaveagainthisyearcontinuedto
provideavastarrayofassistanceacross
theorganisation.Theworkofour
volunteersisaveryimportantpartofthe
serviceswedeliverandalsoprovidesan
opportunityforcommunitymembersto
beengagedwiththeirhealthservice.
Future
OurnewStrategicPlanwillguidethe
directionsoftheorganisationandhowwe
willmanageyourorganisationto
progressCastlemaineHealth’svisionand
achieveitsstrategicgoals.Beingan
organisationthatcandemonstrateitis
deliveringpersoncenteredcare,hasa
culturethatseekstocontinuallyimprove
thesafetyandqualityofourservicesand
isfinanciallysustainablewillensurethat
thecommunitywillenjoyaccessto
neededhealthservices.
AgainwiththeBoard,Staff,visiting
medicalofficersandvolunteersweare
wellplacedforasuccessfulfuture.
IanFisher
CEO
“A special thank you to
Rod Woodford, Chief
Engineer and the
engineering staff for their
contribution to the project
and all staff who put up
with disruption to their
work environment during
the construction phase.”
Ian Fisher CEO
6
ANNUAL REPORT 2014
Strategic Plan StateandCHPriorities Action Deliverable Status
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.
• Configure and distribute services to address the health needs of the local population.
• Advanced care planning structures and processes implemented. Reports to provide baseline data of care plans in place by June 2014.
• Strategies developed by December 2013 to reconfigure and redistribute services as identified in the 2013 Service Plan.
• Implement strategies.
In line with national standards advanced care plans are being progressively developed and implemented.
Agreed with Department of Health to consider CH’s future services profile through engaging the CH community in the strategic planning process.
Implementation will occur in line with Strategic Plan.
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.
• Use consumer feedback to improve person and family centred care and patient experience.
• Implement processes to reduce thirty-day readmission rate, demonstrated by service data reports by June 2014.
• Mount Alexander Shire Public Health and Wellbeing Plan 2013 – 2018 reflects priorities identified by Castlemaine Health. Contribute to plan.
• Implement processes to obtain regular consumer feedback - strategies to achieve improvements identified by March 2014.
Process introduced to reduce occurrence noting the operating theatres were closed for 8 months of the financial year due to redevelopment.
Plan released. CH and CDCH participated in process with the Shire in developing the plan.
CH a partner in co-location option being considered for early childhood services.
Consumers now included in membership of key committees and participate in processes that impact on strategic and service changes.
Development of actions to meet National Standards in acute, aged and home care services. Consumer participation will establish processes for further inclusion of consumers in organisational activities and decisions.
• Identify service users who are marginalised or vulnerable to poor health, and develop interventions that improve their outcomes relative to other groups, for example, Aboriginal people, people affected by mental illness, people at risk of elder abuse, refugees and asylum seekers.
• In collaboration with Mount Alexander Shire and Castlemaine and District Community Health Service establish a working group that develops local employment opportunities and better access to health and well being services for Aboriginal people by March 2014.
Strategies to attract and recruit Aboriginal people were developed and resulted in successful employment.
Expanding service, workforce and system capacity
• Work collaboratively with the Department on services and capital planning to develop service and system capacity.
• Develop priorities identified through the 2013 Service Plan directions. Develop implementation Plan.
Theatres, urgent care and acute facilities upgraded to increase capacity, safety and efficiencies.
Department of Health funded a review of CH’s services including a detailed analysis of aged residential services.
Increasing the system’s financial sustainability and productivity
• Reduce variation in health service administrative costs.
• Identify opportunities for efficiency and better value service delivery.
• Work with other health services to identify and participate in at least one shared service by June 2014.
• Financial Improvement Plan (FMIP) developed by October 2013. Consider findings for implementation.
Agreement in principle reached with BHCG to provide procurement services.
FMIP developed, strategies implemented and are being monitored.
Implementing continuous improvements and innovation
• Develop and implement improvement strategies that optimise access, patient flow, system coordination and the quality and safety of hospital services.
• Collaborate with Kyneton District Health Service and Bendigo Health to ensure surgical services remain available to Castlemaine patients while operating theatres are redeveloped.
• Develop and implement plan for acute and subacute bed management by October 2013.
• Develop plan by November 2013 for increased surgical throughput when new theatres are available from April 2014.
CH also contracted with Hepburn Health Service to ensure continuity of surgical services.
Relocated surgery contracts completed.
Visiting Medical Staff and operating theatre staff retained.
Bed management plans implemented and monitored through daily bed management meetings to enable throughput to be achieved in both acute and sub-acute where beds were reduced. Operating sessions fully allocated for one theatre and process commenced to utilize the second theatre.
Increasing accountability & transparency
• Prepare for the National Safety and Quality Health services Standards, as applicable.
• Increase transparency and accountability in reporting of accurate and relevant information about the organisation’s performance.
• With the support of Government, develop Board capacity to ensure all Board members are well equipped to effectively discharge their responsibilities and deliver against the outcomes articulated in the VHPF.
• National Safety and Quality Health Services plan completed and progress report submitted to the Board each month.
• Revision of internal reporting to Castlemaine Health Board by Department Heads on financial, activity and quality performance by June 2014. Implementation of revised reporting.
• Develop and implement a plan to improve the Board of Management’s governance capability, understanding of the health sector, services and compliance by June 2014.
Monthly reports to the Board and sub committees occurring monthly. Board, Department Heads and staff completed.
Financial reporting framework adopted by Board. Internal financial reports significantly improved. Independent financial expertise appointed to the Audit and Risk Management Committee and Finance Committee.
ACHG package obtained and consultant conducted a Board evaluation and assessment. Action plan has resulted to targets governance areas requiring further development.
Improving utilisation of e-health and communications technology
• Maximise the use of health ICT infrastructure.
• Work with partners to better connect service providers and deliver appropriate and timely services to rural and regional Victoria.
• Maintain active participation in the Loddon Mallee Health Alliance.
• Identify and implement opportunities to sustain and improve services through greater use of ICT.
CEO remains Director of (LMHA).
Project Officers appointed by region to expand use of telehealth and strengthen health services through e-health opportunities.
CENTRAL, V ITAL AND THRIVING 7
BETTER TOGETHERCommunity Consultation
Organisational chart THE COMMUNITY
BOARD OF MANAGEMENT
CHIEF EXECUTIVE OFFICER - Ian Fisher
EXECUTIVE DIRECTOR OF COMMUNITY PROGRAMSRhonda Williams
Community Rehabilitation Centre:
• Occupational Therapy
• Physiotherapy
• Speech Therapy
• Dietetics
• Podiatry
District Nursing / Palliative Care / Post Acute Care
Adult Day Service
Home Care Packages
Early Intervention Program
Continence Advisory Service
HARP (Hospital Admission Risk Program)
CADARG (Castlemaine & District Accommodation & Resource Group)
Volunteer / Social Support
Health Information Services
EXECUTIVE DIRECTOR OF NURSING Amanda Edwards
After Hours Managers
Clinical Nurse Education
Clinical Resource Unit
Acute Medical / Surgical Services
Midwifery
Urgent Care Centre
Rehabilitation Services
Operating Suite / Day Procedure Unit
Residential Services:
• Ellery House
• Thompson House
• Penhall
• Spencely
Transitional Care
Recreation
Radiology / Pathology
DIRECTOR OF MEDICAL SERVICES
Dr Glenn Howlett (resigned Jan 2014)
Dr Robert Long (Acting) (resigned May 2014)
Dr Peter Sloan (Acting)
SPECIALIST MEDICAL OFFICERS
Visiting Medical Officers
Specialist Medical Officers
Pharmacy
Infection Control
EMERGENCY RISK & COMPLIANCE
Engineering
Finance
Human Resources
• Payroll
• OH&S
Information Technology
Public Relations / Fundraising
Quality
Support Services
• Transport
• Laundry
• Environmental Services
• Food Services
• Supply
• Contract Management
8
ANNUAL REPORT 2014
Corporate Governance Board of ManagementPRESIDENT
Ms Carolyn Wallace DirectorGraduateDiplomaofEducation,BachelorofArts,GAICD
Appointmentexpires30June2016
VICE PRESIDENT
Ms Sharon FraserGeneralManagerMasterofBusiness(Management)BachelorofAppliedScience(SpeechPathology),GAICD
Appointmentexpires30June2016
TREASURER
Mr Ian McKenzie
BachofPharmacyBachelorofPharmacyPharmacist/WineMaker
Appointmentexpires30June2016
BOARD MEMBERS
Dr Les Fitzgerald
RN,RM,Dip(TeachNurs),BAEd,MN(NursStudies),PhdSeniorLecturerinHealthSciences
Appointmentexpires31October2014
Ms Elizabeth Grainger
TrainedInfantTeachersCertGradDip,Education
Appointmentexpires30June2015
Ms Lee Bower
BSc(Monash)Employment&TrainingConsultant
Appointmentexpires30June2014
Mr Glenn Sutherland
BA,DiEd,GradDipEd,Administration,GradDipManagement,FAIMGAICD,AdvancedDiplomaofBusiness,Cert.1VProjectManagementRetailerandExporter
AppointmentExpires30June2016
Mr Adam Sevdalis
ManagingDirector
BachelorofEconomics,MBAAppointmentExpires30June2015
Ms Maria Simpson
BAMasterofBusiness(Administration)DiplomaofEducationCEO
(ResignedDecember2013)
Board of Management Structure and FunctionThefunctionoftheBoardofManagementistooverseethegovernanceoftheHospitalandtoensurethattheservicesprovidedbytheHospitalcomplywiththerequirementsoftheHealthAct1988andtheBy-LawsoftheHospital.
MembersarerequiredbytheActtoactwithintegrityandobjectivityatalltimes.Theyarerequiredtodeclareapecuniaryinterest,whenapplicable,duringBoarddebateandwithdrawfromproceedings.Therewerenooccasionsthatrequireddeclarationthisyear.
ConflictofinterestisdeclaredduringBoardproceedings,inaccordancewiththeBy-Lawsoftheservice.
Boardmembersserveinavoluntarycapacityanddonotreceivepayments.
Anumberofsub-committeesconsistingofBoard,Staff,VisitingMedicalOfficersandmembersofthecommunityhavebeenformedtoadviseandrecommendonrelevantmatters.
TheBoardofManagementmeetsonthefourthMondayeveningofeachmonthtodealwithaformalagendaandreportsontheHealthServiceperformanceasreportedbytheChiefExecutiveOfficer.Meetingscommenceat6.30pmintheBoardRoom,Level4oftheHospitalandareopentothePublic.
Board of Management membership of Sub-committeesCredentials & Medical Appointments Advisory Committee
DrLesFitzgerald
MsElizabethGrainger
Chief Executive Officer Evaluation Committee
MsCarolynWallace(President)
MsSharonFraser(VicePresident)
MrIanMcKenzie(Treasurer)
MrGlennSutherland(PastPresident)
Finance Committee
MrIanMcKenzie(BOM)
MrGlennSutherland(BOM)
MsCarolynMcKenzie(BOM)
Community Consultation Committee
MsCarolynWallace(BOM)
Audit & Risk Management Committee
MrIanMcKenzie(BOM)
MrGlennSutherland(BOM)
MsCarolynWallace(BOM)
Clinical Governance and Quality Committee
MsSharonFraser(Chair)
MsEGrainger(BOM)
MsMSimpson(resignedDecember2013)
Executive Management
TheExecutiveDirectorsmeetwiththeChiefExecutiveOfficerthreetimespermonthtodiscussstrategicandoperationalissuesrelatingtothemanagementoftheorganisation.
CHIEF EXECUTIVE OFFICER
MrIanFisherMBus,GradDipAcc,PGradDipHealthAdministration
EXECUTIVE DIRECTOR OF COMMUNITY PROGRAMS
MrsRhondaWilliamsRN,BPubHealth,GradDipHealthServicesManagement
EXECUTIVE DIRECTOR OF NURSING SERVICES
MsAmandaEdwardsMHSM,PGDAN(Emergency),PGDAN(Mid),RN
DIRECTOR OF MEDICAL SERVICES
DrGlennHowlett(ResignedJanuary2014)MBBS,LLB,FRACGPDrRobertLong(Acting–ResignedMay2014)MBBS,Bed,FRACGP,DipObstRCOG
DrPeterSloan(Acting)MBBS,MBA,FRACMA
EXECUTIVE DIRECTOR OF CORPORATE SERVICES
MrRickMunari(ResignedNovember2013)BBBusiness(Accounting)CPAAIMM
CENTRAL, V ITAL AND THRIVING 9
BETTER TOGETHERCommunity Consultation
Nursing Care and Education TheNursingandEducationDirectorate
continuetoworkhardtoprovidethehigh
standardofclinicalandresidentialcare
thattheCastlemainecommunityhas
cometoexpect.
Abroadrangeofservicesareprovided
withintheDirectorateandtheseinclude
ResidentialAgedCare,Rehabilitation,
AcuteMedicalandSurgical,Midwifery
andUrgentCareservices.
Buildingworkswerecompletedthisyear
andourOperatingSuiteDoctorsand
Nurseswereveryhappytoreturnto
CastlemaineinMarchandwewelcome
thembackwithopenarms.Surgery
successfullycontinuedatneighbouring
Hospitalstoensurethatpeoplelivingin
MountAlexanderShirereceivedthe
surgerythattheyneeded.Iwouldliketo
extendourheartfeltthankstoKyneton
District,BendigoandHepburnHealth
Servicesfortheirflexibilityin
accommodatinguswithintheirservices.
ThenewOperatingSuiteareaisa
pleasuretoworkinandwehave
receivedpositivefeedbackfrompatients
havingtheirsurgeryhere.
Wealsoopenedthenewlyrenovated
UrgentCareCentreandfrontreception
area.Thisallowspeopletoaccessthe
hospitalfromaflatsurfacewhichis
alwaysawelcomethingonourhillysite!
Againtheareaisbrightandlightand
givesadditionalspacetoprovidecare
forpeoplepresentingforurgentcare.
Achievements• Introductionofaphysiotherapyled
painmanagementprogramin
residentialagedcare.Thisprogram
offersmassageandheattreatment
therapiesalongwithexercise
regimestoreduceresidentpainand
maximizemovementandfunction.
• JudeBulten,ourOlderPerson’sNursePractitioner,successfullybecameendorsedthisyear.JudeworkswitholderpatientsinourAcuteandRehabilitationtostrengthenthequalityofcare.Judeisnowabletoprescribemedications,admitpatientstotheRehabilitationUnit,refertospecialistsandundertakearangeofdiagnostictests.
• WholeofStudentServicesPlacementmodelofclinicalstudenteducationisaoneofakindprogramthatbringsstudentsofMedicine,Podiatry,PhysiotherapyandNursingprofessionstolearntogether.BothMonashandLatrobeUniversitiesworkwithCastlemaineHealthtodelivertheeducation.Studentsworkwithclientswhohavechronicdiseaseconditionsasagroupandgainvaluableexperienceofworkingwithinamultidisciplinaryteamtoensuretheclientgoalsaremet.TheprogramwasafinalistfortheHealthMinister’sinauguralPeopleinHealthAwardsthisyear.
• CommissioningthenewOperatingSuiteandUrgentCareCentre.
• Improvedmanagementofthedeterioratingpatient/residentwiththedevelopmentofnewprocesses,systemsalongwithstaffeducation.
Future Directions• Agedcareworkforcereview.Theface
ofresidentialagedcareischanging.Residentsareabletostayinthecommunitylongerandareenteringourhomesandhostelswithmorecomplexmedicalconditions.Itistimetochangethewaywedotheworkanddelivercaretoensurethattheskillsofourstaffandthesystemswehaveinplacemeettheneedsoftheresidentsinawaythathelpsstaffdotheirjobbetter.
• WeweresuccessfulinasubmissiontofundacollaborativeprogramwiththeCommunityHealthCentreandMt.AlexanderShiretodevelopaskilledvolunteergroupwhocanenhancethelivesofresidentsandolderpeopleinthecommunity.Volunteerswillbematchedwitholderpeopletheyhavesimilarintereststoandhelpthembemoreincludedinsocialactivities.
• IntroducetheBestPracticeClinicalLearningEnvironmentintooureducationactivitiestoensurethatstudentsandstaffreceivethebesteducationandtrainingavailable.
• Consolidatethefinancialimprovementprojectsundertakenoverthepast18monthstoensuresustainableandviableclinicalandresidentialservicesintothefuture.
Graduate nurses Rochelle and Jillian on the acute ward
10
ANNUAL REPORT 2014
Nursing Care and Education CONTINUED Medical Services DrHowlettleftCastlemaineHealthin
January2014afteracceptingaposition
atEchucaRegionalHealthService.Dr.
BobLong,Rehabilitationphysician,
kindlysteppeduptotaketheDirectorof
MedicationServicesroleuntilMaywhen
ActingDirectorofMedicalServicesDr
PeterSloanwasappointedtooversee
themanagementofmedicalstaff,
pharmacyandinfectioncontrol.The
DirectorofMedicalServiceschairsthe
ClinicalServicesCommitteeand
InfectionControlCommittee,and
providesregularupdatestotheBoard’s
ClinicalGovernanceCommittee.He
regularlyattendsmeetingsofthe
MedicalStaffGroupandprovides
recommendationstotheCredentialsand
MedicalAppointmentsAdvisory
Committee.
Achievements• AppointmentofVisitingGeriatrician
andRehabilitationSpecialistto
ConnollyRehabilitationUnit.
• Continuationofexternalpeersupport
forGeneralPractitionerObstetricians
andMidwives.
• Introductionofpeerreviewprogram
forGeneralPractitioners.
• Clinicalplacementofsecondand
fourthyearpharmacystudentsfrom
LatrobeUniversity.
• IntroductionoftheNational
MedicationManagementPlanto
improvecommunicationbetween
healthcarecliniciansaboutpatient
medications.
• IntroductionofaHospitalMedicalOfficerroletotheConnollyRehabilitationUnit.DoctorsrotatefromBendigoHealthServiceeverythreemonthsandworkwithourdoctorsandnursepractitionertoprovidecare.
• Majorimprovementsintheinfectioncontrolmanagementsystemsandprocesses.OutcomeshavebeenanimprovementinhandhygieneratesandreductionininfectiousoutbreakssuchasGastroenteritis.
Future directions
• Ensuringsustainabilityofmedicalservices.
• Enhancementofclinicalauditprogram.
Pharmacy• Pharmacytechniciancompleted
Certificate3inHospital/HealthServicesPharmacySupport
• ClinicalPlacementofsecondandfourthyearpharmacystudentsfromLaTrobeUniversity
• Completionofbuildingworksinpharmacyarea
• ImplementationofNationalMedicationManagementPlanintoacuteandrehabilitationareas
• NationalStandardsworkinggroupworkingtowardsverificationofcompliancewithnationalstandards
Infection controlTheInfectionControlDepartmentmanagestheriskofinfectiontransmissionforstaff,patients,residentsandvisitorstoCastlemaineHealth.
Majorachievementsinclude:theoverallimprovementinInfectionControlOrganisationalcompliancefrom77%2012-13to95%in2013-14,improvementinClinicalCompliancefrom79%in2012-13to93.5%in2013-14,reduction
inthenumberandseverityofgastroenteritisandrespiratoryoutbreaksthrougheducationandimprovedmanagementprocessesduringanoutbreak.HandHygienestandardsremainhighatCastlemaineHealthandHospitalAcquiredInfectionratesverylow.
ThedevelopmentandincreasedeffectivenessoftheInfectionControlLiaisonTeamandthetrainingoftwostaffinHandHygieneAuditinghasgreatlyenhancedthecapabilitiestosupportauditingandreportingprocessesandreductionintheriskofHealthcareAssociatedInfections.CastlemaineHealthalsosupportedtheInfectionControlClinicalNurseConsultanttosuccessfullycompleteCertificatestudiesinInfectionControlandSterilisation.SignificantimprovementsandinnovationshavebeenimplementedtoensureaccreditationstandardsaremetinResidential,CommunityandAcuteCareareas.
Medical staffTheGeneralPractitionersofCastlemaineprovidehighqualityinpatientservicesaswellassupportinghighlyvaluedmaternityandurgentcareservices.AdedicateddoctoroverseesclinicalcareontheRehabilitationUnitandvisitingsurgeonsandotherconsultantsprovidearangeofspecialistservices.IncollaborationwithMonashUniversity,medicalstaffsupportfourthyearmedicalstudentswhospendtwodayseachweekworkinginmedicalpracticesandonedayeachweekparticipatingineducationalactivitiesatCastlemaineHealth.
ThisyearwehavebeenfortunatetohavemedicalstaffwhocometousonrotationfromBendigoHospital.
ThehospitalmedicalofficersworkwithDrStobieandDrLongonConnollyward.ThisisanexcitingnewdevelopmentforusandwelookforwardtocloserlinkswithBendigoHealthservicesgroupon
thefuture.
CENTRAL, V ITAL AND THRIVING 11
BETTER TOGETHERCommunity Consultation
Community Care CommunityProgramsatCastlemaine
Healthprovidearangeof
multidisciplinaryservicesincluding
inpatientandoutpatientrehabilitation,
assessment,treatmentandsocial
supporttoclientsfromtheGoldfields,
MacedonRangesandMountAlexander
Shires.
Departments
Early Intervention Service, Physiotherapy, Occupational Therapy, Podiatry, Dietetics, Speech Therapy, HARP (Hospital Admission Risk Program), PAC, (Post Acute Care) Continence Service, District Nursing /Palliative Care, Adult day Service / Volunteers, CADARG, Case Management
Health Independence Programs
Physiotherapy, Occupational
Therapy, Podiatry, Speech Pathology,
Dietetics, Continence Service,
HARP (Hospital Admission Risk
Program, PAC (Post Acute Care
Program)
Achievements
• FurtherdevelopmentofChildren’s
Centre,expansionofAlliedHealth
servicesforschoolagechildren.
• UpgradeofIntakeandReception
officeswithintheCommunity
RehabilitationCentreandco-location
ofstaff.
• Planningandimplementationofthe
AlliedHealthGraduateProgram.
• ReviewofHIPPrograms(Health
IndependencePrograms)in
preparationforActivityBased
Funding.
• Clientsurveyswerecompletedwith
95%0fclientshappywiththeservice
receivedintheCommunity
RehabilitationCentre.
• DieteticDepartmentsubmitteda
proposalforChefMaxFoodService
ITsystemandcompletedaplate
wastageauditacrossthe
organisation.
• Participationofalliedhealthstudents
intheWoSSPProgram.
• ReviewingpathwaysforHARPclients
inordertoprovideamoreseamless
service.
• HARPstaffplayamajorroleinthe
selectionofclientsforstudentsinthe
WoSSPProgram.
• Increasedfundingallowedan
expansionoftheContinenceService
toCentralGoldfieldsShire.
• ABladderScannerhasbeen
purchasedforuseinthecommunity.
• PodiatryDepartmenthasestablished
apaediatriccliniclocatedinthe
Children’scentre.
• AppointmentofaPostAcuteCare
Coordinator.
Future directions
• TheAppointmentofaPaediatrician
willenablecoordinatedservicesfor
Castlemaineandsurrounding
communities.
• CommencingonJuly1st2014
CastlemaineHealthwillbecomethe
fundholderforthePostAcuteCare
(PAC)ProgramacrossMount
Alexander,MacedonRanges,and
CentralGoldfieldsShires.
• HARPwillworkcloselywithPACstaff
toensureasmoothtransitionforthe
clients.
• Plansareinplacetoincrease
consumerinvolvementinthe
CommunityRehabilitationCentre
servicesandoperations.
• TheDieteticsDepartmenthavemade
recommendationswhichwouldalign
menuswiththeAgedCareNutrition
Standards.
• LiaisewithDoctors,Healthand
CommunityServicestoprovide
educationrelatingtocontinence
issues.
District Nursing Service
Achievements
FollowingtheresignationofthePalliative
CareNursePractitioner,restructuringhas
occurred.ThePalliativeCareandDistrict
NursingServicewillmerge.
Future Directions
• Managethechangesindata
reportingtoalignwithActivityBased
Funding.
• FurtherdeveloptheHospitalInThe
HomeProgram(HITH).
• ReviewtheSharedCareProtocols
withMountAlexanderShire.
12
ANNUAL REPORT 2014
Early Intervention
Achievements
• AssessmentsbyanOccupationalTherapistandPhysiotherapisthavebeenintroducedforpre-schoolchildren.AlliedhealthPaediatricservicesarewellutilised;localschoolsareconsistentlyreferringtoOccupationalTherapy.
Future Directions
• Tobecomeprovidersfor“HelpingChildrenwithAutismandBetterStaff”funding.
• Furtherdevelopalliedhealthscreeningclinics.
• FurtherdevelopcoordinatedcareforclientsthroughCaseManagementmeetingswithAlliedHealthstaffandPaediatrician.
Castlemaine & District Accommodation Resource Group (CADARG)
Achievements
• CADARGbecameanaccreditedservicemeetingallstandards.
• ImplementedtheBoardProvidersProgrampartneringwithStLukes.
• UtilisingfundingreceivedfromStLukes,purchasedtwocaravanstobeusedprimarilyforyoungpeopleatriskofhomelessness.
• Strongerrelationshipswithrealestateagentshavebeendeveloped
• PeergroupsupervisionwithstaffatCastlemaineHealth.
Future Directions
• PromotionofCADARG.
• Attractadditionalsourcesoffunding.
Adult Day Service & Volunteers
Achievements
• Newprogramtrialedandreviewed”ActiveTuesdays,ActiveChoices”whichallowsclientstobeinvolvedinarangeofprogrammedthemedoutings.
• “OutandOut”ClubcelebratedtwentyoneyearsasaprogramforyoungeradultswithadisabilitylivingintheMountAlexanderShire.
Future Directions
• Ensuretheongoingavailabilityofqualityrespiteoptionsforcarersofpeoplewithdementiaandthefrailelderly.
• ExploreoptionstoensurethesustainabilityofeffectivesocialsupportandrespiteprogramsavailablewithintheMountAlexanderShire.
Case Management Service
Achievements
• Updateofconsumerinformationasaresultofchangesinindustryterminologyrelatedtoconsumerdirectedcare.
• Regionalrepresentativeonourpeakbody(LASA)CommunityCareTaskforce.
• DevelopmentofanIndividualisedBudgetSoftwareprogramtomeetindustrystandardsforconsumerdirectedcare.
Future Directions
• ReviewofpolicyandprocessesinthemanagementofBrokeredService
ProviderContracts.
Community Care CONTINUED
Castlemaine Health CEO Ian Fisher accepts a donation of $2,000 from Castlemaine Hot Rod Club President Geoff Knape and Castlemaine Hot Rod Centre Chairman Larry O’Toole.
CENTRAL, V ITAL AND THRIVING 13
BETTER TOGETHERCommunity Consultation
Corporate Services Support ServicesTheSupportServicesteamcomprisesofapproximately100staffandisresponsibleforHotelServices:Catering,LinenandEnvironmentalServices.
SupportServicesalsoincludesSupply,SecurityServices,PatienttransportandFleetmanagement.
Inaddition,mostoftheseservicesareprovidedtoMaldonHospitalonacontractualbasis.
Food Services
OurFoodServicesdepartmentcontinuedtheirqualityworkinthepastyear.Theteamofapproximately40staffprovidesmorethan275,000mealseachyeartopatients,residents,visitorsandstaffatCastlemaineHealthandMaldonHospital,includingalmost13,000fortheCouncil’sMealsonWheelsprogram.WehavesecuredtheMealsonWheelscontractforafurther2years.
WearelookingtoenhanceourfoodservicewithvariedprojectspromotingCustomerServiceandPersonCentredCareobjectivesoverthenextyear.
Wesecuredover$400,000ingovernmentgrantstoupgradethekitchenwithmodernstateoftheartequipment.Theresultshavebeenwellreceivedbyourcooks;thecateringequipmentincludesanewfreezer,brattpansandlargemixersandpans.FromgrantmoneysecuredwewillalsointroduceChefMax,anewmenumanagementsystemthatwillberiskadverseandensurepatientmealsaremonitoredcloselyregardingdietsandmealtexturerequirements.
Environmental Services
TheEnvironmentalServicesstaffofapproximately25continuedtheirqualityworkdeliveringexcellentresultsacrossthefacilityandensuringtheverydemandingnationalcleaningstandardsweremetandoftenexceeded.Thefollowingresultswereachieved,indicatingaconsistentperformance:
• VeryhighriskareasN/A(duetotheatreclosure)
• Highriskareas95.5%
• Moderateriskareas96.7%
StaffhavealsotakenpartinManutentionTrainingandSafetyChampionshavebeenselectedtopromotesafetyintheworkplacebyspeakingoutaboutworkplacesafetyandbeingproactiveinreportingpotentialhazardsandensuringstaffmanualhandlingtechniquesareperformedcorrectly.
Linen Services
Thelaundrystaffcontinuetoworkeffectivelyafterthepreviousyear’srestructure.ThroughthisreviewthestaffworkedasaunitedteamthatnowdeliversaservicewithqualityoutcomestoCastlemaineHealthandalsocontractedservicestoexternalclients.WecontinuetoensurepersonallinenismanagedwiththedelicateprecisionforourresidentsinResidentialServices.
Transport and Fleet Management
Aweb-basedfleetmanagementsystemwasfullydeployedoverthepreviousyear,allowingmanagersandstafftosearchforavailabilityandtobookfleetvehiclesforbusinesstravel.OngoingreviewofthesystemensureswetailortheproductforeffectivestreamlinedservicesforallourCastlemaineHealthcustomers.
Supply
OurSupplyteamcontinuestomanageabusydepartmentmeetingthehighdemandsacrossCastlemaineHealth.Asmallteamofthree,theyworktirelesslytocollaterequisitionsfromstaff,placeorders,receiveanddispatchmaterialstoallareasacrosstheCastlemainesite,aswellastoMaldonHospital.
Information TechnologyIthasbeenanotherbusyyearfortheITDepartmentwithanumberofprojectsonthego.TwoofourlargestprojectscommencedinFebruaryofthepreviousfinancialyear,onetoupgradeall250PCstoWindows7priortoApril2014,theotherbeingthenetworkandcommunicationscomponentsofthehospitalredevelopmentproject.Inadditiontothe100plusPCsrefreshedorupgradedtoWindows7lastyear,another140werecompletedpriortotheApril2014cutoff.Theredevelopmentprojectalsopresenteduswithanumberofopportunitiestoimproveourdatanetwork,especiallyintotheTheatreandAcuteareasofthehospital.Wenowhavegreaterredundancyanddisasterrecoverycapabilitiesandamoreresilientautomateddatabackupsystem.Ourwirelessnetworkalsoreceivedasubstantialexpansionwithanadditional20WirelessaccesspointsinstalledintothenewTheatreandAcuteprecinctsalongwithanother6WirelessAccesspointsinstalledintotheCommunityRehabilitationCentre.Thishasprovidedstaffwithfargreaterflexibilitywithhowtheyworkandwheretheywork.
14
ANNUAL REPORT 2014
FinanceTheFinanceTeamunderwentanumber
ofpersonnelchangesin2013/2014,with
theintroductionofanewFinance
Manager,aswellasanewAccountant.
Significantimprovementstothe
accountingfunctionhavetakenplace
includingthestreamliningofFinancial
andPayrollreportingsystems,anew
programandcostcentrestructureand
increasedcompliancewiththe
DepartmentofHealthaccountstructure.
DepartmentofHealthmonthlyand
quarterlyFinancialReportingandthe
AnnualReportswerepreviously
performedbyanexternalfirmandthese
areallnowcompletedin-house.These
capabilitieshaveassistedinenablingthe
BoardReportingtobebuiltupon
significantly.Significantmodificationsto
thebudgetingtoolandadetailedand
supportedBudgetbuildprocesshave
enabledathorough2014/15Budget
build,whichalsoincorporatedsignificant
trainingandeducationtoDepartment
Managers.InthecontextofCastlemaine
Health’scurrentclimateofFinancial
Improvement,thesesystemand
informationimprovementshavebeen,
andwillcontinuetobe,crucial
investmentsintoCastlemaineHealth’s
futureviability.
Engineeringcompletedover6,322programmedandrequestedworkordersforthe2013/14year.
Theengineeringdepartmentworkerscompensationlosttimecontinuestoremainat0hours,awonderfulresultinkeepingwithourtrackrecordandkeepingourworkplaceasafeplacetobe.Thankstoourstaffthatplaceahighpriorityonsafety.
Theaveragemonthlynumberofworkordersonthesystemawaitingattendancehasincreasedfrom356to462asaresultoftheaddedworkloadfromtheTheatreandAcuteprojectandthereductioninengineeringEFTby1.4.Somegeneralmaintenancehasbeencontractedouttoreducethebacklog.
Powerconsumptionforthefinancialyear2013/14showsa1%decreasefromthe2012/13consumption,naturalgasconsumptionhasdecreasedby2.2%andwaterconsumptionalsodecreasedby4.7%.BuildingworksfortheredevelopmentofTheatreandAcutecompletedinMay2014includedtheinstallationofahighefficiencychillerandupgradedcontrolsystem.Overallagoodresultfor2013/14.
Corporate Services CONTINUED
Engineering
Natural Gas MJ
0200000002200000024000000260000002800000030000000
2009/10 20010/11 2011/12 2012/13 2013/14
2009/10 20010/11 2011/12 2012/13 2013/14
Electricity kWh
01940000196000019800002000000202000020400002060000
2009/10 20010/11 2011/12 2012/13 2013/14
Water kL
0200002100022000230002400025000
2009/10 20010/11 2011/12 2012/13 2013/14
kWh/m2
091.0092.0093.0094.0095.0096.0097.00
Electricity kWh
Natural Gas MJ
WaterKL
kWh/m2
CENTRAL, V ITAL AND THRIVING 15
BETTER TOGETHERCommunity Consultation
Human Resources TheHumanResourcesDepartment
includesthefunctionsofrecruitmentand
retention,professionaldevelopment,
employeesupport,payrolland
occupationalhealthandsafety(including
WorkCover).
Achievements• KRONOSTime&Attendanceand
RosteringProjectcommenced
implementationinSeptember2012.
UndertheLoddonMalleeHealth
Alliance,CastlemaineHealthjoined
forceswithBendigoHealthto
implementthissystemandasof
June2013,90%ofCastlemaine
Healthstaffareclockinginandoutof
work.Theimplementationhasseen
morestreamlinedelectronicrostering
andapprovalpracticesacrossthe
healthservicewhichhas
undoubtedlyresultedinmore
accuratepaymentofwages.
• Theimplementationofanonline
recruitmentsoftwarewhichisoffered
bytheStateServicesAuthority(SSA)
hasnowbeencompleted.The
softwareisrevealingbenefitsto
humanresourcesstaff,managers
andpotentialapplicantsthrougha
morestreamlinedonlineapplication
process.Throughthepartnership
withSSA,allCastlemaineHealth
vacanciesarenowdisplayedonthe
VictorianGovernmentcareers
websitewhichhasbroadenedthe
scopeofpotentialapplicants.
• TheCastlemaineHealthpayrollteam
nowsupplyservicestofive
organisationsacrosstheLoddon
Malleeregion.
• Successfullyintroducedamore
streamlinedsystemforflexible
workingarrangementsthroughthe
implementationofthePurchased
LeaveProcedure.Anumberofstaff
havetakenuppurchasedleave
contracts.
• Arevisedprocedureon
unacceptableworkplacebehaviours
whichincludesbullyingand
harassmentwasdeveloped.Major
workontheContactOfficernetwork
wasalsoprocessedtoensurea
greaternumberofcontactofficers
areavailabletostaff.
Future directions• ImplementtheEmployeeSelfService
moduleofKRONOS,toallow
employeestologintoKRONOSfrom
workorhometoviewtheirown
timesheets(pastandpresent),apply
forleaveandenteravailability.
Aboriginal Employment Plan
• IncollaborationwithCastlemaine
HealthandEchucaRegionalHealth,
BendigoHealthwassuccessfulin
securingadditionalfundingto
supportimplementationofour
AboriginalEmploymentplan.
Activitiesassociatedwith
implementationoftheplantodate
haveincludeddeliveryofcultural
awarenessandmentoringprograms,
adaptionofrecruitmentpoliciesto
includeKarreetaYirrimboiand
examinationofseveraltraineeship
models.
Graduate nurse program 2014
CastlemaineHealthoffersa
comprehensiveGraduateNurseProgram
combiningrotationsthroughouracute
unit,rehabilitationandagedcareunits.
Theprogramalsoincludesshort
supernumeraryplacementsinDistrict
Nursing.Fourfulltimepositionsare
offeredannuallyfornewlygraduated
RegisteredNursesandoffersaremade
throughtheregionscomputermatch
service.
Staff training and development
Educationisanongoingcommitmentat
CastlemaineHealthandassistsourstaff
tomaintain,improveandbroadentheir
knowledge,expertiseandcompetencein
theirareaofexpertise.Wehaveseena
significantimprovementinnon-clinical
staffattendingcompulsorytrainingthis
year.BullyingandHarassmenttraining
hasbeenrolledouttoallstaffwithhigh
attendances,Manutentiontraininghas
beenheldforfacilitatorsfromclinicaland
non-clinicalareasacrossCastlemaine
Health.OurWholeofSystemStudent
Placement(WoSSP)programwas
nominatedforoneofthecategoriesat
theinauguralPeopleinHealthAwards
whichacknowledgedexcellenceinhealth
education,traininganddevelopment
acrossVictoria.
Industrial relations
TheWorkplaceConsultativeCommittee
continuestomeetmonthlyandprovides
aforumforopencommunication
betweenmanagement,staff
representativeandunionsandfocuses
onprovidingtheopportunitytotable
proposedchangesandassistswith
planningforthefuture.
16
ANNUAL REPORT 2014
Human Resources CONTINUED Staff support services
Professionalpastoralcareand
bereavementsupportisprovidedtoall
CastlemaineHealthstaff,aswellas
clientsandtheirfamilies,asindividual
needsareidentified.Confidentialityis
strictlymaintainedandstaff
appointmentswiththepastoralcare
coordinatorareavailableonrequest.
Memorialservicesandservicessuchas
the“TimeofPeacePlaceofReflection”
serviceareheld,providingopportunities
forstafftoreflectandprocessgriefand
lossissuesintheworkplace.The
PastoralCareCoordinatoralsotrains
nursinggraduatesinidentifyingthe
pastoralandemotionalneedsofclients.
Employeesarealsoprovidedwith
accesstoPreventionofBullyingand
HarassmentContactOfficers,Employee
AssistantProgramservicesasprovided
byCounsellingBendigo,astaff
gymnasiumandshortterm
accommodation.
Emergency preparedness
Wehavecontinuedtosendoutregular
bulletinstostaffadvisingthemofanyrisk
situationsandthenewscreensaverson
allcomputersacrosstheorganisation
haveworkedwellininformingstaffofany
situationsthatariseinatimelymanner.
Inthepasttherehavebeenscreen
saverspostedrelatingtoflooding
(advisingstaffofclosedroadsandareas
affected),heatwavesandfires.
Occupational Health & Safety CastlemaineHealthprovidesahealthy
andsafeworkplacewhichis
fundamentaltoresponsiblemanagement
andtheoperationofasuccessfulrural
healthservice.CastlemaineHealthhasanuncompromisingcommitmenttothe
safetyandhealthofourpatients,residents,employees,contractors,agencystaffandthepublic.Weensurethatinthepursuitofexcellenceinprovidingpatientandresidentcarewedonotjeopardisethesafetyorhealthofouremployees.CastlemaineHealthencouragesgenuineparticipationbyallemployeesandtheirrepresentativestoshareownershipandaccountabilityforhealthandsafetythroughaproductiveSafetyHealthandEnvironmentcommittee(SHE).Themembershipofthiscommitteeincludesabroadrangeofstaffandmanagementfromacrossthehospital.
Castlemaine Health does:
• Complywiththerequirementsofrelevantlegislationandsupportingregulations.
• Holdmanagersaccountableforprovidingahealthyandsafeenvironmentfortheirteamstoworkin.
• ManageworkrelatedinjuryandillnessnotonlywithinitslegalobligationsbutalsowithintheframeworkofCastlemaineHealth’sValues.
• Maximisethepotentialofreturntoworkforallemployeeswhohavesufferedaworkrelatedinjuryorillness.
WorkplaceinjuryanddiseasearepreventablebutifinthecourseofworkanemployeeisinjuredthenasapreeminentAustralianRuralHealthService,CastlemaineHealthpridesitselfinhelpinginjuredemployeestowellnessandreturn-to-work(RTW)throughsimple,sustainableandeffectiveinjuryandreturntoworkmanagement
strategies.
Achievements
SHE Committee
Increasedengagementfromthe
membershipoftheSafetyHealthand
Environmentcommitteewhereeach
HealthandSafetyRepresentative(HSR)
nowgivesanupdateonissuesintheir
DesignatedWorkGroup(DWG).The
agendahasbeenstreamlinedforthis
committeetoallowtheHealthandSafety
Representativestimetodiscusswhatis
happeningintheirDWG.
Manutention
CastlemaineHealthbeganthe
implementationofasustainable,
organisationwidemanualhandlinginjury
riskreductionprograminMay2014.The
programaimstoreduceinjuriesresulting
frommanualhandlingincidentstowithin
industrystandardsby2016.Thiswasa
greatopportunityforbothclinicaland
nonclinicalstafftoattendtrainingand
becomefacilitatorsforthisorganisation
wideprogram.Theprogramwas
supportedandcontinuestobesupported
bytheExecutiveandisledbythe
EducationandOHSDepartments.In
additiontothefacetofacetraining,
structurestosupportongoingadherence
totheprogramhavebeenputinplace
including:
• Policiesandprocedures.
• Facilitatorswithinworkunitswitha
formaltimeresourceallocationto
undertakeassessments,auditsand
completeongoingtraining.
• Fundingtosupportfacilitators.
Feedbackfromonenonclinical
participant:“Thetrainingitselfwasvery
beneficialinthatitgetsyouthinking
aboutdifferentandbetterwaysofdoing
things–eveninyourprivatehomelives”.
CENTRAL, V ITAL AND THRIVING 17
BETTER TOGETHERCommunity Consultation
Injury Preventative Program
TheOHSDepartmenthasimplemented
avoluntaryreferralprocessforanystaff
memberwhohasaworkornonwork
relatedinjury.Thisnewprocessis
comingtotheendofitstrial,andtodate
hashad14staffparticipateinvoluntary
treatmentatthehospital,usuallywithour
ownphysiotherapists.Bygetting
involvedassoonaspossible,injury
informationcanbecollectedandusedto
settheemployeeontherightcourseof
treatment.
Overall,anearlyinterventionapproach
enablesCastlemaineHealthtofacilitate
proactiveinjurymanagement,quality
care,andearlyreturn-to-workoutcomes.
Voluntary Return to Work
Arrangements
TheOHSDepartmenthasimplementedVoluntaryReturntoWorkPlansforanystaffmemberwhohashadanonwork
relatedinjuryorillness.TodatetherehavebeensevenstaffwhohavevoluntarilyparticipatedinthedevelopmentofatheseRTWPlanswithengagementfromtheirmanagerandtheRTWCoordinator.Thishasprovidedmuchneededsupportandstructurearoundstaffwhomayhavehadanonworkrelatedinjurybutwhohavereturnedtoworkinsomecapacity.
The Year Ahead
Continue with a Positive Trend in the
Reduction of Workers Compensation
Claims
CastlemaineHealthhasbegun
implementingeffectiveandinnovative
waystoimproveworkers’compensation
results.Overthenext12monthsthe
OHSDepartmentwillcontinuetofocus
theirapproachandleverageearly
interventionsuchaspromptreporting,
proactiveclaimsmanagement,and
integratedreturn-to-workcoordinationto
continuetoimproveperformance.These
strategiesaredesignedtomanage
work-relatedinjuriesrightfromthestart
andbringaboutbestpossibleoutcomes.
Emergency Risk ManagementCastlemaineHealthhasastrong
commitmenttomanagingriskandhas
activelyworkedtoincreasesoundrisk
managementpracticethroughoutthe
organisation.ThereviewoftheRisk
ManagementFrameworkin2013aligns
businessopportunitiesandsupports
managersandstaffintheidentification
andtreatmentofrisksastheyarise.Risk
Managementisoverseenatoperation
levelbytheClinicalServicesandthe
Quality&RiskCommitteesandata
GovernancelevelbytheAudit&Riskand
theClinicalGovernance&Quality
Committees.
Insurance Year
Remuneration or Wages
Actual Premium
Paid inc GST 1
Actual Premim Paid
exc GST 2
Premium $ Movement
% of Remuneration
Average Industry
Rate
Days Comp Paid 3
Days Comp Paid
Movement
Time Lost Claims 4
Total Standard Claims5
Total Claims
Movement
2009/2010 $22,767,430 $506,749 $ 460,681 2.23% 1.32% 292 5 5
2010/2011 $23,983,099 $525,389 $477,626 5 2.19% 1.36% * 2,425 5 16 18 5
2011/2012 $23,233,490 $ 643,373 $584,885 5 2.77% 1.35% * 2,258 6 11 16 6
2012/2013 $25,615,414 $922,181 $838,346 5 3.60% 1.28% * 1,393 6 16 17 5
2013/2014 $25,915,382 $741,477 $ 674,070 6 2.86% 1.22% * 354 6 8 11 6
WorkCover
1. 2013/2014premiummaybesubjecttoadjustmentinOctober2014whenremunerationhasbeenconfirmed2. ActualPremiumpaidbyCastlemaineHealthisexclusiveofGSTandmayincludediscountforupfrontpayments3. DaysCompPaidistheVictorianWorkCoverAuthority(VWA)Daysonly,andexcludesemployerunderexcessdays(1st10dayslost)4. Timelostclaimsreflectclaimswitheitherfullorpartiallostdays.5. Standardclaimsareclaimsthathaveeitherexceeded10dayslosttimeorhavemedicalexpensesincurredaboveemployerexcessamount
(currently$642perclaim)orbothofthese*Numbersfluctuateduetoclaimsineachyearremainingopen/activeandcontinuingtoaccumulatelosttimedays
18
ANNUAL REPORT 2014
Emergency Response and Recovery Planning Committee
TheEmergencyResponseandRecoveryPlanningCommitteemeetsonamonthlybasistoplanfromOctobertoMarcheachyearandthenonanasneedsbasis.ThecommitteehasjointmembershipwithMaldonHospital.
Emergency Response & Recovery Plan
TheEmergencyResponse&RecoveryPlan(ERRP)hasbeenextensivelyrevisedtoincorporatethechangesintheStateHealthEmergencyResponsePlan(SHERP)publishedinDecember2013.TheERRPdocumentsthearrangementsforthepreventionof,responsetoandrecoveryfromanincident,emergencyorcrisisthatmayimpactuponCastlemaineHealth,itsstaff,thecommunity,stakeholdersorphysicalassets.Itisexpectedthatknowledgeofandadherencetotheseprocedureswillensurethatallclients,visitorsandStaffareguaranteedthehighestpossiblestandardsofhealthandsafetywhilstin
CastlemaineHealth.
LABOURCATEGORY JunecurrentmonthFTE* JuneYTFTE*
2013 2014 2013 2014
Nursing 158 161 163 162.30
AdministrationandClerical 63 61 63 60
MedicalSupport 11 12.4 10 12.85
HotelandAlliedServices 122 115.63 126 111.60MedicalOfficers(inclusiveofhospitalmedicalofficers) 1.2 1.35 1.17 0.50
SessionalClinicians 0 0 0 0
AncillaryStaff(alliedhealth) 26 33.30 26 33.70
TOTAL 381.2 384.68 389.17 380.95
Staff Profile as at 30 June 2014
Equal Employment Opportunity (EEO) Act (VIC) 2010
Tocomplywiththislegislationwehaveeffectivelydevelopedsystemsthatensure
• Opencompetitioninrecruitment,selection,transferandpromotion
• Allemploymentdecisionsarebasedonmerit
• Employeesareprovidedwithareasonableavenueofredressagainstany
unfairtreatment
Human Resources CONTINUED
Clinical Risks related to the clinical care delivery of all patients, resident & clients.
Corporate Risk related to sound & effective corporate governance.
Emergency Preparedness & Business Continuity
Risks associated with readiness to sustain minimum business functionality and an organised response to a crisis or unexpected event.
Financial Risks associated with the financial management, reporting, accounting and administration of funds.
Governance & Legislation Risks associated with non compliance to legislation, regulations and maintaining standards.
Human ResourcesRisks associated with ensuring policies, procedures and processes are in place for the recruitment, retention, management of staff.
Infrastructure & EquipmentRisks related to ensuring infrastructure and equipment are maintained in an appropriate manner to be safely and effectively used.
Knowledge & SystemsRisks associated with IT systems, management and protection of information and corporate knowledge.
Public Relations/Reputation Risks associated with engaging customers and the community.
Safety Health & EnvironmentRisks associated with ensuring a secure and safe working environment for all staff, contractors, visitors and compliance with the Occupational Health & Safety Act 2004.
Allidentifiedrisksarealignedwithtenhighlevelcorporaterisks:
CENTRAL, V ITAL AND THRIVING 19
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Statutory Compliance
20
ANNUAL REPORT 2014
Wewishtothankeveryonewho
contributedtothewritingandproduction
ofthisannualreport.Thisincludesstaff,
membersofthecommunity,volunteers
andclients.
Printing:BendigoModernPress
Cover and page layout graphic
design:JanePrideauxgraphicdesign
Editor:LauraKeogh
Bank: BendigoBank
Auditor:Auditor-General,Victoria
External Auditor’s agents:RichmondSinnottandDelahunty
Internal auditor:AccountingandAuditSolutions,Bendigo
Feedback:
CastlemaineHealthwelcomesyour
valuablecommentsandfeedback
regardingourannualreport.
Contact details:
CastlemaineHealth
POBox50
CastlemaineVIC3450
Email:[email protected]:www.castlemainehealth.org.au
Financialstatementsattached.Ifthe
statementisnotattachedpleasecontact
TinaWhite,PAtotheCEOon
(p)54711401.
Main entrance viaOdgers Road
Acknowledgements / Maps
ANNUAL REPORT 2014
ContentsKey Achievements 1
Overview of Services 2 provided
Report to the Community
– President’s Report 3 – Chief Executive Officer 4
Strategic Plan 6
Organisational Chart 7
Corporate Governance 8
Nursing Care and Education 9
Medical Services 10
Community Care 11
Corporate Services 13
Environment 13
Human Resources 15
Statutory Compliance 19
Acknowledgement/Maps 20
Disclosure Index Inside back cover
Without the consumers and the community, we could not do what we do here at Castlemaine Health.
Consumers provide us with a unique perspective, allowing us to make decisions that reflect the needs of our community. They help us to provide a safe and quality service for all, constantly reminding us that we are here to enhance the consumer experience.
There are a number of ways that consumers can contribute, ranging from participation in the Consumer Consultation Committee through to involvement in specially selected projects.
Our aim is to create a service that reflects the diverse needs of our community. If you are interested in providing input as a consumer and/or would like to find out more, please contact the Public Relations Department on 5471 1505.
VisionCastlemaine Health will be widely acknowledged within our industry and by stakeholders as a preeminent Australian Rural Health Service.
Better together
MissionAs a comprehensive rural health service for the Castlemaine district we shall maturely continue to expand our knowledge, learning, services and skills and partner with other stakeholders to provide person centred care of the highest quality.
Castlemaine Health acknowledges the support of the Victorian Government
Disclosure IndexThe annual report of Castlemaine Health is prepared in accordance with all relevant Victorian legislation. This index has been prepared to facilitate identification of the Department’s compliance with statutory disclosure requirements.
LEGISLATION REQUIREMENT PAGE REFERENCEMINISTERIAL DIRECTIONSREPORT OF OPERATIONSCHARTER AND PURPOSEFRD 22E Manner of establishment and the relevant Ministers 2FRD 22E Objectives, functions, powers and duties 8FRD 22E Nature and range of services provided 2MANAGEMENT AND STRUCTUREFRD 22E Organisational structure 7FINANCIAL AND OTHER INFORMATIONFRD 10 Disclosure index 21FRD 11A Disclosure of ex-gratia expenses 19FRD 12A Disclosure of major contracts 19FRD 21B Responsible person and executive officer disclosures AFSFRD 22E Application and operation of Carers Recognition Act 2012 19FRD 22E Application and operation of Freedom of Information Act 1982 19FRD 22E Compliance with building and maintenance provisions of Building Act 1993 19FRD 22E Details of consultancies over $10,000 19FRD 22E Details of consultancies under $10,000 19FRD 22E Employment and conduct principles 18FRD 22E Major changes or factors affecting performance AFSFRD 22E Occupational health and safety 16FRD 22E Operational and budgetary objectives and performance against objectives AFSFRD 22E Significant changes in financial position during the year 14FRD 22E Statement of availability of other information AFSFRD 22E Statement on National Competition Policy AFSFRD 22E Subsequent events 17FRD 22E Summary of the financial results for the year AFSFRD 24C Reporting of office-based environmental impacts 2FRD 22E Workforce Data Disclosures Including a statement on the application of employment and conduct principals 18FRD 25B Victorian Industry Participation Policy disclosures 19FRD 29 Workforce Data disclosures 18SD 4.2(g) Specific information requirements 19SD 4.2(j) Sign off requirements 19SD 3.4.13 Attestation on data integrity 19SD 4.5.5.1 Ministerial Standing Direction 4.5.5.1 compliance attestation 19SD 4.5.5 Risk management compliance attestation 19SD 4.5.5.1 Attestation on data integrity 19FINANCIAL STATEMENTS REQUIRED UNDER PART 7 OF THE FINANCIAL MANAGEMENT ACT
Letter of comfort AFSSD 4.2(a) Statement of changes in equity AFSSD 4.2(b) Comprehensive Operating Statement AFSSD 4.2(b) Balance Sheet AFSSD 4.2(b) Cash Flow Statement AFSOTHER REQUIREMENTS UNDER STANDING DIRECTIONS 4.2SD 4.2(a) Compliance with Australian accounting standards and other authoritative pronouncements AFSSD 4.2(c) Accountable officer’s declaration AFSSD 4.2(c) Compliance with Ministerial Directions AFSSD 4.2(d) Rounding of amounts AFSLEGISLATIONFreedom of Information Act 1982 19Carers Recognition Act 2012 19Victorian Industry Participation Policy Act 2003 19Building Act 1993 19Financial Management Act 1994 3/AFS
AFS - Attached Financial Statement; IF - Inside Front
2014
BETTER TOGETHERCommunity Consultation
CENTRAL, V ITAL AND THRIVING
Marlene CC Committee
Maureen CC Committee
Judy CC Committee
Cornish Street, Castlemaine Vic 3450, PO Box 50www.castlemainehealth.org.au
Annual Report